This site will look much better in a browser that supports web standards, but it is accessible to any browser or Internet device.

provenmodels offers
join our program

featured management models

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...
invention innovation diffusion trilogy: Schumpeter, Joseph A.

invention innovation diffusion trilogy

Schumpeter, Joseph A.

  • topic: innovation & risk, strategic management and technology & operations
  • period: 1939
According to the Austrian economist, Joseph Schumpeter, technological change was a major determinant of industrial change. Schumpeter believed that the economic cycles in capitalistic economies, are the result of rule changing innovations. Innovation is a two headed beast: the introduction of revolutionary products and services by successful entrepreneurs...
five product levels: Kotler, Philip

five product levels

Kotler, Philip

  • topic: marketing & sales and technology & operations
  • period: 1969
In the 1960's, the economist Philip Kotler changed the perception of marketing. He described what marketing is rather than what marketers do, thereby changing marketing from a departmental specialisation into a corporate wide doctrine. For Kotler, marketing was a 'social process by which individuals and groups obtain what they need and want through creating...
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...