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featured management models

ten managerial roles: Mintzberg, Henry
 

ten managerial roles

Mintzberg, Henry

  • topic: leadership & management and personnel management
  • period: 1973
The Canadian academic, Henry Mintzberg who had trained as a mechanical engineer, wrote his PhD thesis at the MIT Sloan School of Management analysing the actual work habits and time management of chief executive officers (CEOs). In 1973, Mintzberg's thesis on the nature of managerial work was adopted as a study and published for a wider audience. Mintzberg's...
 
value chain analysis: Porter, Michael E.
 

value chain analysis

Porter, Michael E.

  • topic: finance & accounting, marketing & sales, org. design & development and strategic management
  • period: 1985
Michael Porter published the Value Chain Analysis in 1985 as a response to criticism that his Five Forces framework lacked an implementation methodology that bridged the gap between internal capabilities and opportunities in the competitive landscape. This framework focused on industry attractiveness as a determinant of the profit potential of all companies...
 
five generations of innovation: Rothwell, Roy R.
 

five generations of innovation

Rothwell, Roy R.

  • topic: innovation & risk and org. design & development
  • period: 1994
The British sociologist, Roy Rothwell, an academic primarily at the University of Sussex, was widely regarded as one of the pioneers in Industrial innovation with his significant contributions to the understanding of innovation management. Rothwell’s five generations (5G) of innovation provides an historic overview of industrial...
 
five functions of management: Fayol, Henri
 

five functions of management

Fayol, Henri

  • topic: leadership & management and org. design & development
  • period: 1916
Henri Fayol, the father of the school of Systematic Management, was motivated to create a theoretical foundation for a managerial educational program based on his experience as a successful managing director of a mining company. In his day, managers had no formal training and he observed that the increasing complexity of organisations would require more...