Moses Greeley Parker Memorial Library (Dracut)

100+ management models, how to understand and apply the world's most powerful business tools, Fons Trompenaars and Piet Hein Coebergh

eng

Includes bibliographical references (pages 533-558) and index

illustrations

index present

non fiction

100+ management models

bibliography

876003618

Fons Trompenaars and Piet Hein Coebergh

how to understand and apply the world's most powerful business tools

"The one-stop resource to 100+ powerful management methods 100+ Management Models offers a quick overview of the key features and potential applications of each of the most important models in nine different categories: sustainability, innovation, strategy, diversity, customers, human resources, benchmarking, leadership, and implementation. Each section concludes with a summary of the key dilemmas that tend to emerge from the particular function, along with analysis of potential solutions. Fons Trompenaars is a world expert on international management and the author of the global bestseller Riding the Waves of Culture. He is a recipient of the International Professional Practice Area Research Award by the American Society for Training and Development (ASTD). Piet Hein Coebergh is an expert in formulating and communicating corporate strategy. He is a lecturer at the University of Applied Sciences, Leiden, and managing consultant at Coebergh Communications & PR"--, Provided by publisher

Part 1: Sustainability -- Stakeholder management, Edward Freeman (1984) -- Seven levels of sustainability, Richard Barrett (1998) -- The seven faces of Mount Sustainability, Ray Anderson (1999) -- The bottom of the pyramid, C.K. Prahalad (2002) -- Cradle to cradle, William McDonough and Michael Braungart (2002) -- The sustainable value framework, Stuart Hart and Mark Milstein (2003) -- Multiple stakeholder sustainability, Fons Trompenaars and Peter Woolliams (2010) -- Part 2: Innovation and entrepreneurship -- Flow, Mihaly Csikszentmihalyi (1975) -- Adaption-innovation inventory, Michael Kirton (1976) -- The entrepreneurial process, Jeffry Timmons (1989) -- Disruptive innovation, Clayton Christensen (1995) -- Serious play, Michael Schrage (1999) -- Open innovation, Henry Chesbrough (2003) -- Reverse innovation, Vijay Govindarajan (2009) -- Reflections on innovation and entrepreneurship -- Part 3: Strategy and positioning -- Product/market growth matrix, Igor Ansoff (1957) -- 3C: Company, customer, competition, Kenichi Ohmae (1975) -- Crafting strategy, Henry Mintzberg (1978) -- Five forces, Michael Porter (1979) -- 7S: Tom Peters, Robert Waterman, Julien Phillips (1980) -- Core competencies, Gary Hamel and C.K. Prahalad (1990) -- Brand equity, David Aaker (1991) -- Value discipline, Michael Treacy and Fred Wiersema (1993) -- Blue ocean strategy, W. Chan Kim and Renée Mauborgne (2005) -- Reflections on strategy and positioning -- Part 4: Diversity of cultures -- Myers-Briggs type indicator (MBTI), Isabel Briggs Myers and Katherine Cook Briggs (1962) -- Corporate culture, Charles Handy and Roger Harrison (1976) -- Hofstede's cultural dimensions, Geert Hofstede (1980) -- Belbin's team roles, Meredith Belbin (1981) -- Competing values framework (CVF), Robert Quinn and Kim Cameron (1981) -- Three levels of culture, Edgar Schein (1985) -- Developmental model of intercultural sensitivity (DMIS), Milton Bennett (1986) -- Spiral dynamics, Don Beck and Chris Cowen (1996) -- Seven dimensions of culture, Fons Trompenaars and Charles Hampden-Turner (1993) -- The colour theory of change, Léon de Caluwé and Hans Vermaak (2006) -- Reflections on diversity and culture -- Part 5: Customers -- Rokeach value survey (RVS), Milton Rokeach (1973) -- Consumer behaviour, John Howard and Jagdish Sheth (1969) -- 3Rs -- Retail, reputation, relationship, Corstiaan Marinus Storm (1987) -- Strategic purchasing, Peter Kraljic (1983) -- Total perceived service quality, Christian Grönroos (1984) -- Customer satisfaction, Noriaki Kano (1984) -- Elaboration likelihood model (ELM), Richard Petty and John Cacioppo (1986) -- Service-profit chain, James Heskett, Thomas Jones, Gary Loveman, Earl Sasser and Leonard Schlesinger (1994) -- Customer loyalty, Thomas Jones and Earl Sasser (1995) -- Six stages of social business transformation, Charles Li and Brian Solis (2013) -- Reflection on customersPart 6: Human resource management -- Gainsharing, Joseph Scanlon (1948) -- Two-factor theory, Frederick Herzberg (1959) -- Theory X and Theory Y, Douglas Mc Gregor (1960) -- Evolutionary growth of organizations, Larry Greiner (1972) -- AMO: Abilities, motivation, opportunities, Thomas Bailey (1993) -- HRM roles, David Ulrich (1997) -- The happiness factory, Maurits Bruel and Clemens Colson (1998) -- Contextually based HR theory, Jaap Paauwe (2004) -- Competence-based employability, Claudia van der Heijde and Beatrice van der Heijden (2006) -- Reflections on human resource mangament -- Part 7: Benchmarking and results -- Managment by objectives, Peter Drucker (1954) -- BCG matrix, Bruce Henderson (1968) -- GE-McKinsey matrix, General electric and McKinsey consulting 1971 -- The value chain, Michael Porter (1985) -- Identity and image, Klaus Birkigt and Marinus Stadler (1986) -- Business process management (BPM), Michael Hammer (1990) -- Balanced scorecard, Robert Kaplan and David Norton (1992) -- Social media ROI pyramid, Jeremiah Owyang (2010) -- Reflection on benchmarking and results -- Part 8: Leadership and communication -- Managerial grid, Robert Blake and Jane Mouton (1964) -- Situational leadership, Paul Hersey and Kenneth Blanchard (1969) -- Servant leadership, Robert Greenleaf (1970) -- 8-Step change, John Kotter -- Situational crisis communication theory, Timothy Coombs (1995) -- Level 5 leadership, Jim Collins (2001) -- Cynefin, David Snowden and Mary Boone (2007) -- Communication and employee management, Mary Welch (2011) -- Reflections on leadership and communication -- Part 9: Ethos, pathos, logos, Aristotle (350 BC) -- AIDA, Elias St. Elmo Lewis (1898) -- DuPont model, Frank Donaldson Brown (1914) -- Continuous improvement, William Edwards Deming (1948) -- Brainstorming, Alex Osborn (1953) -- Leary's rose, Timothy Leary (1957) -- Bi-sociation, Arthur Koestler (1964) -- Small group development, Bruce Tuckman (1965) -- 360-degree feedback, Edward Lawler (1967) -- Lateral thinking, Edward de Bono (1967) -- The conscious competence ladder, Lewis Robinson (1974) -- FCB grid, Richard Vaughn (1980) -- SWOT, Heinz Weihrich (1982) -- Means-end analysis, Johnathan Gutman (1982) -- Learning style inventory, David A. Kolb (1984) -- Six principles of influence, Robert Cialdini (1984) -- Scrum, Hirotaka Takeuchi and Ikujiro Nonaka (1986) -- The seven habits of highly effective people, Stephen Covey (1989) -- Benchmarking, Robert Camp (1989) -- EFQM excellence model, The European foundation for quality management (EFQM) (1991) -- Strategic dialogue, mathieu de Vaan, Steven ten have and Wouter ten Have (1996) -- Strategic personnel planning, Gerard Evers and Cornelis Verhoeven (1999) -- Mapping, bridging, integrating (MBI), Joseph DiStefano and Martha Maznevski (2000) -- Yellow box, Mark Raison (2002) -- Elements of website user experience, Jesse James Garrett (2002) -- MDA design for "gamification, " Robert Hunicke, Marc LeBlanc and Robert Zubek (2004) -- Business model canvas, Alexander Osterwalder (2008) -- Sustainability roadmap, Ram Nidumolu, C.K. Prahalad and M.R. Rangaswami (2009) -- Balancing transparency, Piet Hein Coebergh and Edi Cohen (2009) -- Blue leadership, Jan Moen and Paul Ansems -- The blue economy, Gunter Pauli (2010) -- Eight routes for culture change, Jaap Boonstra (2013) -- Reflections on models for implementation

One hundred-plus management models