Management models and theories shape the way we think, manage and run our organizations.
This page lists some of those management models and theories. I made this overview to keep us aware that there are many concepts to help us deepening our understanding of daily reality. There is no wrong a right they all offer us a different perspective.
Introduction
Management models are not in themselves a solution, but a tool to help develop understanding or a common language. Remember these are only tools, an over simplification of a view of reality in a given context. Tools come and go like fashion.
While I list a great many here, please ensure you research any tool or model prior to applying it in your organization.
As a coach and consultant I have used many of these to help explain concepts and create understanding. They are tools, valuable tools. Only use a model if it appropriate to the situation, any model is only a representation of a concept, reality is always much more complex and involves more dimensions than a simple model can infer.
Management Models and Theories
4 Box Models | 7 Ps – Booms Bitner | 7-S Framework – McKinsey | Accelerated Learning |
Acquisition Integration Approaches | ADL Matrix – Little | Ansoff product/market grid | ARIMA – Box and Jenkins |
Attributes of Management Excellence – peters | Balanced Scorecard BBS Balanced Business Scorecard – Kaplan Norton | Bases of Social Power – French Raven | Bass Diffusion model – Bass |
BCG Matrix | Benchmarking | Brainstorming | Break-even Point |
Business Process Reengineering BPR – Hammer Champy | Capability Maturity Model CMM | Change Approaches – Kotter | Change Behavior – Ajzen |
Change Dimensions – Pettigrew Whipp | Change Management Iceberg | Change Model – Beckhard | Change Phases – Kotter |
Changing Organization Cultures – Trice Beyer | Clarkson Principles | Competing Values Framework – Quinn | Contingency Theory – Fiedler |
Contingency Theory – Vroom | Core Groups – Kleiner | Corporate Reputation – Harris Fombrun | Critical Success Factors |
Cultural Dimensions – Hofstede | Cultural Intelligence – Early | Culture Change – Trice Beyer | Culture |
Culture Levels – Schein | Dimensions of Change – Pettigrew Whipp | Distinctive Capabilities – Kay | |
Dynamic Regression | EFQM European Foundation Quality Management | Eight Attributes of Management | Emotional Intelligence – Goleman |
Enterprise Architecture – Zachman | ERG Theory – Alderfer | Excellence – Peters | Expectancy Theory – Vroom |
Exponential Smoothing | Evaluation – Kirk Patrick | Five Disciplines – Senge | Force Field Analysis – Lewin |
Fourteen Points of Management – Deming | Framing – Tversky | Game Theory – Nash | Gestalt theory |
Group-think – Janis | Hierarchic Organization – Burns | Hierarchy of Needs – Maslow | |
Human Capital Index HCI | IC-Rating Intellectual Capital | Implementation Management – Krüger | Kubler ross change curve |
Industry Change – McGahan | Industry Life Cycle | Innovation Adoption Curve – Rogers | Innovation Equation – Byrd |
Integrated Quality Management | Just-in-time JIT | Kaizen change philosophy | Kepner-Tregoe Matrix |
Leadership Continuum | Leadership Styles – Goleman | Learning Organization | Learning Organization – Senge |
Levels of Culture – Schein | Levers of Control – Simons | Management by Objectives MBO | Managing for Value MfV – Insead |
Marketing Mix 4P’s 5P’s – McCarthy | Nine box models | 9 box models | 7 s business model |
Organic Organization – Burns | Organizational Change | Organizational Configurations – Mintzberg | Organizational Development |
Organizational Learning | PAEI management roles | Path-Goal Theory – House | PDSA Deming cycle |
Performance Appraisal | Performance categories – Baldrige | Performance Prism | PEST Analysis |
PESTLE Analysis | Planned Behavior Theory – Ajzen | Plausibility Theory | Points of Management – Deming |
Positioning – Trout | Power Bases – French Raven | PRIMO-F – Morrison | Product Life Cycle |
Reputation Quotient – Harris Fornbrun | Result Oriented Management | Results-Based Leadership – Ulrich | |
Risk Assessment | Risk Management | Root Cause Analysis | S-Curve |
Seven Habits – Covey | Seven Surprises – Porter | Simulation business | |
Six Change Approaches – Kotter | Six Sigma – GE | Six Thinking Hats – de Bono | Skandia Navigator – Leif Edvinsson |
SMART Objectives | Social Intelligence | Stakeholder Management | Strategic Alignment – Venkatraman |
Strategic Stakeholder Management | Strategic Thrusts – Wiseman | Strategy Map – Kaplan Norton | STRATPORT – Larreche |
SWOT analysis | System Dynamics / Thinking – Forrester | Ten Principles of Reinvention – Osborne | Theory of Constraints – Goldratt |
Theory of Planned Behavior – Ajzen | Theory of Reasoned Action – Ajzen Fishbein | Theory X Theory Y – McGregor | Theory Z – Ouchi |
Total Quality Leadership – TQL | Total Quality Management – TQM | T-Score | Two Factor Theory – Hertzberg |
Values – organizational | Value Chain – Porter | Value Disciplines – Treacy | Z-Score – Altman |
