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featured management models

seven lateral relationships: Galbraith, Jay R.
 

seven lateral relationships

Galbraith, Jay R.

  • topic: information technology and org. design & development
  • period: 1973
The American organisation design specialist, Jay Galbraith, regarded organisations as information processors. He theorised that the more uncertain an organisation is about its task, the greater its need for information processing. An organisation can achieve a higher level of information processing capacity through:more coordination using rules...
 
diamond model - competitive advantage of nations: Porter, Michael E.
 

diamond model - competitive advantage of nations

Porter, Michael E.

  • topic: culture & internationalisation and strategic management
  • period: 1990
In the mid-1980s, Professor Michael Porter of Harvard Business School developed a framework to assess the competitiveness of regions, states and nations.In the early 1980s, U.S. industry saw its economic competitiveness eroded by Japanese and European competitors. Porter concluded that classical international trade theories, which mainly focused...
 
five configurations: Mintzberg, Henry
 

five configurations

Mintzberg, Henry

  • topic: org. design & development
  • period: 1979
The Canadian academic, Henry Mintzberg, synthesised organisational design literature into five ideal organisational forms or configurations that do not exist in the real world, but provide consultants and managers a framework to understand and design organisational structures. Mintzberg defined organisational structure as "the sum...
 
three generic strategies: Porter, Michael E.
 

three generic strategies

Porter, Michael E.

  • topic: strategic management
  • period: 1980
Michael Porter regarded the selection of a defendable position within an industry as the end result of a competitive strategic analysis. He argued that successful, profitable companies generally choose to compete on either low costs or by differentiating their products to meet specific customer needs. Although these two strategic options are mutually exclusive,...