Key Management Models: The 60+ models every manager needs to know

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Key Management Models , Second Edition brings together 61 of today's most widely-used management tools in one concise, practical, up-to-the-minute handbook for working business professionals. In 61 brief, straight-to-the-point chapters, this book demystifies both classic and leading-edge tools for optimizing strategy, tactics, and operations in areas ranging from supply chains to marketing. The authors summarize the "big idea" behind every tool, then briefly describe exactly when and how to use it. Drawing on decades of experience as consultants, they also offer realistic insight into each tool's limitations and drawbacks. A global best-seller in its first edition, this book has been thoroughly revised from start to finish. Twenty-seven new management models have been added, ranging from strategic human capital planning to innovation circles, value stream mapping to Kotter's Eight Phases of Change. In addition to eliminating obsolete models, the authors have thoroughly updated their coverage of dozens of widely-used approaches, including benchmarking, process redesign, BCG Matrix, Kotler's 4Ps, SWOT,7S,Porter's Five Forces, balanced scorecards, competing values, scenario planning, and many more. Whether you're a manager who must apply unfamiliar models and decode unfamiliar jargon, a consultant starting a new project, or an MBA candidate preparing for a career, you'll rely on this book constantly - today, and for years to come. Features 61 indispensable management tools, explained concisely in plain English: the big idea, when to use it, how to use it, and when NOT to use it - with real-world examples Expanded with 27 new models, from value innovation to factory gate pricing Offers updated, straight-to-the-point introductions to classic models such as BCG Matrix, Kotler,s 4Ps, SWOT, 7S, benchmarking, and many more Table Of Contents Ansoff’s product market grid. The BCG matrix. Blue ocean strategy. Competitive analysis: Porter’s five forces. Core competencies. Greiner’s growth model Kay’s distinctive capabilities. Market-driven organisation. Off-shoring / outsourcing. Road-mapping. Scenario planning. Strategic dialogue. Strategic HRM model Strategic human capital planning. SWOT analysis. The value chain. Value-based management The value disciplines of Treacy and Wierseman. Part 2 Tactical models. The 7-S framework. Activity-based costing. Beer and Nohria - E and O theories. Benchmarking. Business process redesign. Competing values of organisational effectiveness. Core quadrants. Covey’s seven habits of highly effective people. Curry’s pyramid: customer marketing and relationship management DuPont analysis. Factory gate pricing. Henderson and Venkatraman’s strategic alignment model Hofstede’s cultural dimensions. House of purchasing and supply. The innovation circle. Kotler’s 4Ps of marketing. Kotters’ eight phases of change. Kraljic’s purchasing model Lean thinking / just-in-time. MABA analysis. Milkovich’s compensation model Mintzberg’s configurations. Monczka’s purchasing model Overhead value analysis. Quick response manufacturing. Senge – The fifth discipline. Six Sigma. The EFQM model The theory of constraints. Vendor managed inventory. Part 3 Operational models. The balanced scorecard (BSC) Belbin’s team roles. Branding pentagram.. Change quadrants. Discounted cashflow.. Kaizen / Gemba. Mintzberg’s management roles. Risk reward analysis. Root cause analysis / Pareto analysis. The six thinking hats of De Bono. The Deming cycle: plan–do–check–act Value stream mapping.