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featured management models

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...
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...
seven S model: Athos, Anthony G., Pascale, Richard T., Peters, Thomas J., Waterman, Robert H.

seven S model

Athos, Anthony G., Pascale, Richard T., Peters, Thomas J., Waterman, Robert H.

  • topic: org. design & development, personnel management and strategic management
  • period: 1980
The McKinsey consultants Anthony Athos, Richard Pascale, Tom Peters and Robert Waterman developed the 7 S model as a analytical framework in the late 70s when they researched organisational effectiveness. The consultants went full circle with this model by linking strategy with organisational effectiveness. McKinsey & Company began as consultancy firm...
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...