Key Mgt Schools

Key management models Categories:

Strategy

Model name 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56

Activity-based costing Adizes PAEI management roles Ansoff Product/Market grid Balanced Scorecard BCG matrix Belbin 9 Team Roles Benchmarking (4 types) Berenschot project management Business process redesign Capability maturity Change quadrant Chaos Competing values of organizational effectiveness Competitive force analysis Compliance topology Core Competencies Core quadrants Covey's 7 habits of highly effective people Customer marketing and relationship management Deming cycle European Foundation for Quality Management Eisenhower's effective time management Economic Value Added Fifth discipline 4 Competencies of the learning organization Generic competitive strategies Gods of management Greiner's growth Hofstede's cultural dimensions Just-in-time Kaizen (Kai = change Zen = good) Kay's distinctive capabilities Kotter's 8 phases of change Kraljic's purchasing Levels of control Market and business attractiveness analysis Malcolm Baldridge Award Marketing mix Maslow McKinsey 7-S framework Minzberg configurations Minzberg/Fayol 10 management roles 5 Neurotic organizations Nolan IT growth stages Overhead value analysis Parenting advantage Purposive change model Risk reward analysis Scenario planning Schools of strategy synthesis Seven forces Sociotechnical organization Strength, Weakness, Opportunities, Threats analysis Value-based management Value chain Value discipline

Nickname ABC

Organization

Primary Process

Author

Category Functional Process Adizes (1979) Organization/People Ansoff (1987) Strategy Organization Boston Consulting Group Strategy Belbin (1985) People and behaviour Primary/Functional Functional Process BRP Hammer and Champy (1993) Organization Functional Process Organization/People Zuijderhoudt (1990,1992,2000) Organization Quinn and Rohrbaugh (1983) Strategy/Organization Porter (1998) Strategy People and behaviour Hamel and Prahalad (1990) Strategy Ofman(1992, 2001) People and behaviour Stephen Covey (1999) People and behaviour Functional Process PDSA cycle Walton and Deming (1986) Organization EFQM Organization Dwight Eisenhower People and behaviour EVA Functional Process Peter Senge (1994) People and behaviour Sprenger and Have (1996) Organization/People Michael Porter (1979, 1980) Strategy Charles Handy (1978-1995) People and behaviour Larry Greiner (1972, 1998) Organization Geert Hofstede (1981) People and behaviour JIT Japan Primary Process Five S Japan Organization/Primary John Kay (1993) Strategy John Kotter (1990) Organization/People Kraljic (1983) Functional Process Robert Simon (1995) Organization MABA Strategy US (Malcolm Baldridge, 1987) Organization Four P Functional Process Maslow People and behaviour Seven S Organization 6x6x6 Henry Minzberg Organization Henri Fayol/Henry Minzberg People and behaviour Neurosis Kets de Vries and Miller (1984) People and behaviour Nolan (1979) Functional Process OVA Functional Process Goold, Campbell and Alexander (1994) Organization Bower (2000), ten Have, Stevens (2001) Organization/People Functional Process Shell Shell inc. Strategy Elfring and Volderda (2001) Strategy Berenschot (1991) Organization/People Taylor and Felton (1993) People and behaviour SWOT Strategy VBM Organization/Functional Michael Porter (1985) Strategy/Organization Treacy and Wieserman (1996) Functional Process

from S. ten Have, W. ten Have, F. Stevens, M. van der Elst with F. Pol-Coyne, Pearson education ltd, 2003 Functional Process People and Behaviour

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Idea Allocate Resource costs/Activities and Activities/Cost objects (product, service) Team up Producer, Administrator, Entrepreneur, Integrator: courtship, infancy, go-go, adolescence, prime, stability, aristocracy, recrimination, bureaucracy, death Market penetration/Market development/Product development/Diversification (horizontal, vertical, concentric, conglomerate) Measure Customer perception/Internal process/Organization, innovation/Financial performance Diversify over matrix Small/Large Market Share - Low/High Market Growth (Small Mkt. Sh./Growth = death, High = star, High Mkt. Sh. = cash cow) Team up (Shaper)/ Action: (Implementer/Finisher)/(Co-coordinator)/ People: (Team worker/Resource investigator)/(Plant creator)/ Cerebral: (Evaluator/Specialist) Compare process and performance: Internal/Competitive/Functional/Generic Consider: Project Life cycle/Hierarchy of sub-projects/Fundamentals (objective, means, success-failure, quality, timeline, budget, organization, information, publicity, consistency)/Management Redesign on the base of Strategy, based on Primary process, Optimize information technology, Organize and govern in view of primary process Management process maturity stages: initial, repeatable (tools), defined (processes), managed (quality), optimized (improved) Matrix Cold/Warm Organization/Change: Intervene, Transform, Innovate, Implement Diagnose change dynamics, Make problems explicit, Let chaos happen, Allow self-organization (limit control) Matrix Internal/External, Flexible/Stable organization. Each cell own Process (means)>Goals (ends) model: human relation, open systems, rational goal, internal process Consider New entrant conditions, Substitutes, Buyer bargaining power, Supplier's command of industry, Existing competitors Matrix Power: Coercitive-Remunerative-Normative / Involvement: Alienative-Calculative-Moral Develop for the long term from specific, inherent, integrated and applied knowledge, skills, and attitudes of the organization Desired personal development from Core quality (flexible) to Challenge (organized), conscious of Allergy (bureaucratic) and Pitfall (chaotic) To be: Proactive/End in mind/First things first/Win-win/Understand before understood/Synergize/Keep improving Focus marketing, operations, values and culture on quality packages for each single customer segment Plan-Do-Check-Act cycle dynamics Excellence by result orientation, customer focus, leadership/constancy of purpose, management by processes and facts, people development/involvement, continuous learning, partnership de Discern Relative Importance/Urgency: List, Rank Importance, Rank Urgency, Plot, Divide into categories Financial performance measure for: Setting goals, Evaluating performance, Determining bonuses, Communicating with investors, Capital budgeting, Valuation Learning organization by: system thinking, personal mastery, mental models, shared vision, team learning Knowledge management in organization by absorption from outside, diffusion within, generation within, exploitation in products and services Outperforming others by cost leadership (see 14), differentiation, focus Zeus (charismatic leader of the club), Apollo (structured and stable roles in regulated hierarchy), Athena (rewarded tasks according to talent, energy and ambition), Dionysos (existence for the p Dimensions: age and size of organization, stage of evolution and revolution, industry growth rate. Phases: Start-up Creativity > leadership crisis, Direction sustained growth > autonomy crisis, D National cultural differences: Power distance, Uncertainty Avoidance, Individualism/Collectivism, Masculinity/Feminity, Confucian Dynamism Minimize inventories Continuous improvement: teamwork, personal discipline, improved morale, quality circles, suggestions for improvements Create and manage contracts and relationships: architecture (knowledge, ethics, routines), reputation, innovation Urgency, coalition, develop and share vision, empower to clear obstacles against vision, secure short term wins, consolidate, anchor changes in corporate culture Matrix levels of Impact on financial result/Supply risk Tension between creation and control: core values, risks to be avoided, strategic uncertainties and critical performance variables Indicators: profit margins, size of the market, market growth expectations, concentration, stability, competitiveness Quality awareness based on weighted criteria scores: leadership, strategic planning, customer and market focus, information and analysis, human resource development and management, pro Product/Place/Promotion/Price People are motivated by physical (including certainty), social (acceptance and appreciation) and personal needs (self-actualization) Shared values/Strategy/Structure/Systems/Skills/Staff/Style 6 parts of the organization, 6 co-coordinating mechanism, 6 types of decentralization 4 myths: managers are reflexive planners, have regular duties, need aggregated information, is a science Paranoid/Compulsive/Dramatic/Depressive/Schizoid Initiation/Expansion/Control/Integration/Architecture/Deconcentration Optimize effectiveness: create a foundation, list activities and costs, evaluate customers, identify cost-saving opportunities Stand-alone performance of each individual business unit/Linkage between business units/Central functions and services/Corporate development valuation and quality (M&A) Integrated Congruency as the result of Direction-Consistency-Coherence-Feedback Strategic options considered by charting Potential rewards against Associated risks Combine predetermined and uncertain elements Boundary/Dynamic capability/Configuration schools Change processes fail in the absence of urgency, vision, success, spirit, structure, capabilities, systems Social and technological elements determine productivity: redesign phases are discovery, system understanding, creating ideal organization, implementation Strength/Weaknesses/Opportunities/Threats Value based measure acronyms: Economic profit EP, cash value added CVA, net present value NPV, internal rate of return IRR, cash flow return on investment CFROI, internal total sharehold Competitive advantage in Support activities (Firm infrastructure, Human resource mgt, Technology, Procurement) and in Primary activities (Inbound logistics, Operations, Onbound logistics, M Success is based on Value proposition + Operating model + Value discipline (Operational excellence, Customer intimacy, Product innovation)