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featured management models

six coordination mechanisms: Mintzberg, Henry

six coordination mechanisms

Mintzberg, Henry

  • topic: org. design & development
  • period: 1979
The Canadian academic, Henry Mintzberg, distinguished six coordination mechanisms from organisational design literature. Any group of individuals that needs to accomplish a complex task faces two opposing requirements: the division of labour of the task into subtasks to support specialisation, and the coordination of these subtasks to accomplish the overall...
transilience maps: Abernathy, W.J., Clark, K.B.

transilience maps

Abernathy, W.J., Clark, K.B.

  • topic: change management and innovation & risk
  • period: 1985
Technology and technology management received little systematic attention in the formulation and implementation of firm policies until the 1980s. In 1985, two Harvard University Professors, Abernathy & Clark, challenged Schumpeter’s 1942 “creative destruction” view of innovation and argued that although technological innovation imposes...
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...
theory X & Y: McGregor, Douglas

theory X & Y

McGregor, Douglas

  • topic: change management, leadership & management and personnel management
  • period: 1960
The American psychologist, Douglas McGregor, studied leadership styles. McGregor argued that managers operate from their personal view of how employees function. He separated managers into two groups based on Maslow's Hierarchy of Needs. He related Theory X managers to lower order needs in the hierarchy and Theory Y managers to higher order needs. Theory...