The Value of Models & Theories

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.

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



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 Levels – Schein

Deming cycle PDCA – Deming

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

Growth Phases – Greiner

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 models9 box models7 s business model

Organic Organization – Burns

Organizational Change

Organizational Configurations – Mintzberg


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


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


Two Factor Theory – Hertzberg

Values – organizational

Value Chain – Porter

Value Disciplines – Treacy

Z-Score – Altman