Key Management Models, Travel Edition - Berg, Gerben Van Den

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Auteur(s) : Berg, Gerben Van Den - Pietersma, Paul

Editeur : Pearson Education Limited

Langue : Anglais

Parution : 01/12/2015

Format : Moyen, de 350g à 1kg

Nombre de pages : 344

Expédition : 423

Dimensions : 21.6 x 13.6 x 2.2

ISBN : 9781292081762

Résumé :

This best selling management book is a true classic. If you want to be a model manager, keep this new, even better 3rd edition close at hand.

Key Management Models has the winning combination of brevity and clarity, giving you short, practical overviews of the top classic and cutting edge management models in an easy-to-use, ready reference format.

Whether you want to remind yourself about models you've already come across, or want to find new ones, you'll find yourself referring back to it again and again. It's the essential guide to all the management models you'll ever need to know about.

Includes the classic and essential management models from the previous 2 editions.

Thoroughly updated to include cutting edge new models.

Two-colour illustrations and case studies throughout.

Biographie:

Marcel van Assen is a senior consultant at the Operations Management group of Berenschot. His industrial consulting experience covers a range of manufacturing, supply chain, and strategic issues, from operational excellence to value-innovation based on strategic conversation, roadmapping and foresight.

Marcel is also an assistant professor of manufacturing management at the Department of Management of Technology and Innovation Department of RSM Erasmus University. He has written several books and articles on operations and innovation management. He holds an MSc in mechanical engineering from the University of Twente, an MSc in business administration (strategy and organisation) from the Open University, and a PhD in business administration from RSM Erasmus University. In addition he is associate member of ERIM (Erasmus Research Institute of Management).

Gerben van den Berg read business administration at the University of Groningen. He works at Berenschot as consultant in the Business Strategies group. He is a co-author of the book Excellence = optimization and innovation and (co)author of several articles concerning strategic management.

Paul Pietersma MSc. BA is a strategy consultant and managing director of Business Strategies at Berenschot. He has more than 10 years of experience in the consultancy business during which time he has advised many CEOs and boards of directors on a variety of strategic issues. He has won the Dutch Professionals Award of Management Consultancy, he has published several articles on strategy and he is the (co)author of two leading Dutch strategy books ‘Het Strategieboek I’ and ‘Het Strategieboek II’.

Sommaire:

About the authors

Publisher's acknowledgements

Preface

Using this book

Part 1: Corporate and business strategy

1 Ansoff's matrix and product market grid

2 BCG-matrix

3 Strategic dialogue

4 BHAG

5 Blue ocean strategy

6 Business model canvas

7 Business scope (Abell)

8 Competitive analysis: Porter's five forces model

9 Core competencies

10 Internationalisation strategy framework

11 Road-mapping

12 Scenario planning

13 Strategy maps

14 SWOT analysis

15 Value-disciplines

Part 2: Organisation and governance

16 7-S Framework

17 Balanced scorecard

18 Benchmarking

19 Organisational growth model (Greiner)

21 Organisational configurations (Mintzberg)

22 Overhead value analysis

23 Risk management

24 The value chain

Part 3: Finance

25 Activity-based costing

26 Capital asset pricing model (CAPM)

27 Discounted cash flow (DCF) and net present value (NPV)

28 DuPont scheme

29 Economic value added (EVA) and weighted average cost of capital (WACC)

30 Financial ratio analysis: liquidity, solvency and profitability ratios

31 Investment stages

32 Real options theory

33 Risk-reward analysis

34 Value-based management

Part 4: Marketing and sales

35 4Ps of marketing (Kotler)

36 Branding pentagram

37 Client pyramid (Curry)

38 Crowdsourcing

39 Customer journey mapping

40 MABA analysis

41 Social network analysis

42 Stakeholder management

Part 5: Operations, supply chain management and procurement

43 Business process redesign

44 House of purchasing and supply

45 Kaizen/Gemba

46 Lean thinking/just-in-time

47 Purchasing model (Kraljic)

48 Root cause analysis/Pareto analysis

49 Six sigma

50 The EFQM model

51 Value stream mapping

Part 6: Innovation, technology management and e-business

52 Diffusion model

53 Disruptive innovation

54 Hype cycle

55 Innovation circle

56 Information Technology Infrastructure Library (ITIL^?)

57 Stage-Gate model

58 Strategic IT-alignment model

59 The Open Group Architecture Framework (TOGAF^?)

Part 7: Human Resources (HR) and change management

60 Change quadrants

61 Compensation model

62 Eight phases of change (Kotter)

63 HR business roles

64 Motivational insights

65 Six thinking hats (De Bono)

66 Socially engineered change

67 Team roles (Belbin)

68 The Deming cycle: plan-do-check-act

Part 8: Leadership and (inter)cultural management

69 Bottom of the pyramid

70 CAGE distance framework

71 Competing values

72 Core quadrants

73 Cultural dimensions (Hofstede)

74 Culture dimensions (Trompenaars)

75 Focus-energy matrix

76 Seven habits of highly effective people (Covey)

77 Situational leadership

Appendix: Model matrix and categorization

Index