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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...
 
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...
 
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...
 
technology typology: Perrow, Charles B.
 

technology typology

Perrow, Charles B.

  • topic: org. design & development and technology & operations
  • period: 1970
The American sociologist, Charles Perrow, developed a classification scheme based on the knowledge required to operate technology. Technology is an important factor in contingency theory. It assumed that the type of technology determines an organisation's most effective structure and success in the market. Perrow used two dimensions to create his typology....