100+ Management Models: How to understand and apply the world's most powerful business tools

592 Pages·2014·62.488 MB·English

by  Fons Trompenaars, Piet Hein Coebergh

Fashions in business thinking change abruptly, and
a wide range of management theories has been
developed to attempt to codify the shifting components
of business theory. Hundreds of models have emerged
“Innovation, reverse innovation in particular, offers the key to creating a
to track, measure and forecast business solutions, but
more sustainable global society. This powerful book on classic and emerging
many of them have been buried in academic journals or
management theories puts the dilemmas of innovation in perspective for
are explained in such theoretical terms that they are all
the leaders of today and tomorrow.” Management
Management Models but useless for busy practitioners.
VIJAY GOVINDARAJAN, COXE DISTINGUISHED PROFESSOR, TUCK SCHOOL OF BUSINESS
100+ Management Models gives an overview of each of
Models
the most important of these models in eight categories:
“I highly encourage students, academics and leaders in business and sustainability, innovation, strategy, diversity, customers,
government to take note of the latest sustainable business models, theories human resources, benchmarking and leadership. The
and best-practices set out in this book. The reason is straightforward: we ninth section of the book covers the most powerful
Fons Trompenaars is the world’s leading all have a responsibility to make the much needed transformational change How to understand How to understand and apply the world’s models for implementation in business.
cross cultural management expert. He
is founder and director of Trompenaars towards a more sustainable and equitable world.” and apply the
most powerful business tools Each of the 100 models is analysed consistently with:
Hampden-Turner (THT), a renowned
PAUL POLMAN, CEO UNILEVER AND CHAIRMAN WORLD BUSINESS COUNCIL world’s most powerful
consulting fi rm in the fi eld of intercultural ● A tailor-made illustration of the essence of the model,
FOR SUSTAINABLE DEVELOPMENT (WBCSD)
management. Fons is the author or co-author business tools as an adaptation or interpretation of the original
of eleven books on culture and business, academic source
including the global bestseller, Riding the ● A problem statement, explaining what the model is
waves of culture. His books have been
designed to do
translated into a dozen languages.
● Explanation of the essence of the model, describing
what the model is about
● General and specifi c guidelines on how to use
the model
● Identifi cation of typical results when the model
is applied
● Comments on the limitations of the model
● A list of the three most useful academic references
for the model
Each section closes with refl ections on the key
Fons Trompenaars & dilemmas that tend to emerge in each category.
Piet Hein Coebergh 100+ Management Models: How to understand and
apply the world’s most powerful business tools is an
essential resource for managers at all levels of their
careers.
Piet Hein Coebergh is an expert in
formulating and communicating corporate
strategy. He teaches at the University of
Applied Sciences, Leiden, and is managing
Fons Trompenaars & Piet Hein Coebergh
consultant at Coebergh Communications
36 St Giles, Oxford, OX1 3LD, UK
& PR. He is the author or co-author of a
T: 01865 514888 E: info@infi deas.com
dozen books and articles on communication,
UK £50.00
governance and e-commerce. www.infi deas.com
100+_Man_Models_proof1.indd 1 31/07/2014 08:25
Management Models

How to understand and apply the world’s
most powerful business tools
Fons Trompenaars and
Piet Hein Coebergh
Copyright © Fons Trompenaars and Hogeschool Leiden
The right of Fons Trompenaars and Hogeschool Leiden to be identified as the authors of this book has
been asserted in accordance with the Copyright, Designs and Patents Act 1988.
First published in 2014 by
Infinite Ideas Limited
36 St Giles
Oxford
OX1 3LD
United Kingdom
www.infideas.com

All rights reserved. Except for the quotation of small passages for the purposes
of criticism or review, no part of this publication may be reproduced, stored in a
retrieval system or transmitted in any form or by any means, electronic, mechanical,
photocopying, recording, scanning or otherwise, except under the terms of the
Copyright, Designs and Patents Act 1988 or under the terms of a licence issued by
the Copyright Licensing Agency Ltd, 90 Tottenham Court Road, London W1T 4LP,
UK, without the permission in writing of the publisher. Requests to the publisher
should be addressed to the Permissions Department, Infinite Ideas Limited, 36 St
Giles, Oxford, OX1 3LD, UK, or faxed to [phone].

A CIP catalogue record for this book is available from the British Library

ISBN 978–1–908984–22–7

Brand and product names are trademarks or registered trademarks of their
respective owners.
Designed by GRID
Typeset by Kerrypress
Printed in Italy
‘There is nothing so practical as a good theory.’
KURT LEWIN

Contents
Preface xi
Introduction 1
The goals of this book 1
Evolution of management theories 4
Conceptual models: handle with care 10
Applying models in practice 13
Dilemmas 13
PART 1 SUSTAINABILITY 25
Model 1 Stakeholder Management, Edward Freeman (1984) 29
Model 2 Seven Levels of Sustainability, Richard Barrett (1998) 31
Model 3 The Seven Faces of Mount Sustainability, Ray Anderson (1999) 33
Model 4 The Bottom of the Pyramid, C.K. Prahalad (2002) 36
Model 5 Cradle to Cradle, William McDonough and Michael
Braungart (2002) 38
Model 6 The Sustainable Value Framework, Stuart Hart and
Mark Milstein (2003) 40
Model 7 Multiple Stakeholder Sustainability, Fons Trompenaars and Peter
Woolliams (2010) 43
Reflections on sustainability 47
PART 2 INNOVATION AND ENTREPRENEURSHIP 73
Model 8 Flow, Mihaly Csikszentmihalyi (1975) 77
Model 9 Adaption–Innovation Inventory, Michael Kirton (1976) 79
Model 10 The Entrepreneurial Process, Jeffery Timmons (1989) 81
Model 11 Disruptive Innovation, Clayton Christensen (1995) 84
Model 12 Serious Play, Michael Schrage (1999) 86
100+ MANAGEMENT MODELS
Model 13 Open Innovation, Henry Chesbrough (2003) 88
Model 14 Reverse Innovation, Vijay Govindarajan (2009) 91
Reflections on innovation and entrepreneurship 93
PART 3 STRATEGY AND POSITIONING 123
Model 15 Product/Market Growth Matrix, Igor Ansoff (1957) 127
Model 16 3C: Company, Customer, Competition, Kenichi Ohmae (1975) 129
Model 17 Crafting Strategy, Henry Mintzberg (1978) 132
Model 18 Five Forces, Michael Porter (1979) 134
Model 19 7S: Tom Peters, Robert Waterman, Julien Phillips (1980) 136
Model 20 Core Competencies, Gary Hamel and C.K. Prahalad (1990) 138
Model 21 Brand Equity, David Aaker (1991) 141
Model 22 Value Discipline, Michael Treacy and Fred Wiersema (1993) 143
Model 23 Blue Ocean Strategy, W. Chan Kim and Renée Mauborgne (2005) 145
Reflections on strategy and positioning 149
PART 4 DIVERSITY OF CULTURES 177
Model 24 Myers–Briggs Type Indicator (MBTI), Isabel Briggs Myers and
Katharine Cook Briggs (1962) 181
Model 25 Corporate Culture, Charles Handy and Roger Harrison (1976) 183
Model 26 Hofstede’s Cultural Dimensions, Geert Hofstede (1980) 186
Model 27 Belbin’s Team Roles, Meredith Belbin (1981) 188
Model 28 Competing Values Framework (CVF), Robert Quinn and
Kim Cameron (1981) 190
Model 29 Three Levels of Culture, Edgar Schein (1985) 193
Model 30 Developmental Model of Intercultural Sensitivity (DMIS),
Milton Bennett (1986) 195
Model 31 Spiral Dynamics, Don Beck and Chris Cowan (1996) 198
Model 32 Seven Dimensions of Culture, Fons Trompenaars and
Charles Hampden-Turner (1993) 201
Model 33 The Colour Theory of Change, Léon de Caluwé and
Hans Vermaak (2006) 204
Reflections on diversity and culture 207
vi
CONTENTS
PART 5 CUSTOMERS
Model 34 Rokeach Value Survey (RVS), Milton Rokeach (1973) 241
Model 35 Consumer Behaviour, John Howard and Jagdish Sheth (1969) 243
Model 36 3Rs – Retail, Reputation, Relationship, Corstiaan Marinus
Storm (1987) 246
Model 37 Strategic Purchasing, Peter Kraljic (1983) 248
Model 38 Total Perceived Service Quality, Christian Grönroos (1984) 250
Model 39 Customer Satisfaction, Noriaki Kano (1984) 252
Model 40 Elaboration Likelihood Model (ELM), Richard Petty and
John Cacioppo (1986) 254
Model 41 Service–Profit Chain, James Heskett, Thomas Jones,
Gary Loveman, Earl Sasser and Leonard Schlesinger (1994) 257
Model 42 Customer Loyalty, Thomas Jones and Earl Sasser (1995) 259
Model 43 Six Stages of Social Business Transformation, Charlene Li and
Brian Solis (2013) 261
Reflections on customers 265
PART 6 HUMAN RESOURCE MANAGEMENT 291
Model 44 Gainsharing, Joseph Scanlon (1948) 294
Model 45 Two-Factor Theory, Frederick Herzberg (1959) 296
Model 46 Theory X and Theory Y, Douglas McGregor (1960) 299
Model 47 Evolutionary Growth of Organizations, Larry Greiner (1972) 301
Model 48 AMO: Abilities, Motivation, Opportunities, Thomas Bailey (1993) 303
Model 49 HRM Roles, David Ulrich (1997) 306
Model 50 The Happiness Factory, Maurits Bruel and Clemens Colson (1998) 309
Model 51 Contextually Based HR Theory, Jaap Paauwe (2004) 311
Model 52 Competence-Based Employability, Claudia van der Heijde and
Beatrice van der Heijden (2006) 314
Reflections on human resource management 317
PART 7 BENCHMARKING AND RESULTS 343
Model 53 Management By Objectives, Peter Drucker (1954) 346
Model 54 BCG Matrix, Bruce Henderson (1968) 348
vii
100+ MANAGEMENT MODELS
Model 55 GE–McKinsey Matrix, General Electric and McKinsey
Consulting (1971) 350
Model 56 The Value Chain, Michael Porter (1985) 352
Model 57 Identity and Image, Klaus Birkigt and Marinus Stadler (1986) 354
Model 58 Business Process Management (BPM), Michael Hammer (1990) 357
Model 59 Balanced Scorecard, Robert Kaplan and David Norton (1992) 359
Model 60 Social Media ROI Pyramid, Jeremiah Owyang (2010) 361
Reflections on benchmarking and results 365
PART 8 LEADERSHIP AND COMMUNICATION 395
Model 61 Managerial Grid, Robert Blake and Jane Mouton (1964) 398
Model 62 Situational Leadership, Paul Hersey and Kenneth
Blanchard (1969) 401
Model 63 Servant-Leadership, Robert Greenleaf (1970) 403
Model 64 8-Step Change, John Kotter 405
Model 65 Situational Crisis Communication Theory, Timothy
Coombs (1995) 408
Model 66 Level 5 Leadership, Jim Collins (2001) 411
Model 67 Cynefin, David Snowden and Mary Boone (2007) 413
Model 68 Communication and Employee Engagement, Mary Welch (2011) 416
Reflections on leadership and communication 419
PART 9 MODELS FOR IMPLEMENTATION 455
Model 69 Ethos, Pathos, Logos, Aristotle (350 BC) 458
Model 70 AIDA, Elias St. Elmo Lewis (1898) 460
Model 71 DuPont Model, Frank Donaldson Brown (1914) 462
Model 72 Continuous Improvement, William Edwards Deming (1948) 464
Model 73 Brainstorming, Alex Osborn (1953) 466
Model 74 Leary’s Rose, Timothy Leary (1957) 468
Model 75 Bi-sociation, Arthur Koestler (1964) 470
Model 76 Small Group Development, Bruce Tuckman (1965) 472
Model 77 360-Degree Feedback, Edward Lawler (1967) 474
Model 78 Lateral Thinking, Edward de Bono (1967) 476
viii
CONTENTS
Model 79 The Conscious Competence Ladder, Lewis Robinson (1974) 478
Model 80 FCB Grid, Richard Vaughn (1980) 480
Model 81 SWOT, Heinz Weihrich (1982) 482
Model 82 Means-End Analysis, Jonathan Gutman (1982) 484
Model 83 Learning Style Inventory, David A. Kolb (1984) 486
Model 84 Six Principles of Influence, Robert Cialdini (1984) 488
Model 85 Scrum, Hirotaka Takeuchi and Ikujiro Nonaka (1986) 490
Model 86 The Seven Habits of Highly Effective People, Stephen
Covey (1989) 492
Model 87 Benchmarking, Robert Camp (1989) 494
Model 88 EFQM Excellence Model, The European Foundation for Quality
Management (EFQM) (1991) 496
Model 89 Strategic Dialogue, Mathieu de Vaan, Steven ten Have and
Wouter ten Have (1996) 498
Model 90 Strategic Personnel Planning, Gerard Evers and Cornelis
Verhoeven (1999) 500
Model 91 Mapping, Bridging, Integrating (MBI), Joseph DiStefano and
Martha Maznevski (2000) 502
Model 92 Yellow Box, Mark Raison (2002) 504
Model 93 Elements of Website User Experience, Jesse James Garrett (2002) 506
Model 94 MDA Design for ‘Gamification’, Robin Hunicke, Marc LeBlanc
and Robert Zubek (2004) 508
Model 95 Business Model Canvas, Alexander Osterwalder (2008) 510
Model 96 Sustainability Roadmap, Ram Nidumolu, C.K. Prahalad and M.R.
Rangaswami (2009) 512
Model 97 Balancing Transparency, Piet Hein Coebergh and
Edi Cohen (2009) 514
Model 98 Blue Leadership, Jan Moen and Paul Ansems 516
Model 99 The Blue Economy, Gunter Pauli (2010) 518
Model 100 Eight Routes for Culture Change (2013): Jaap Boonstra 520
Reflections on models for implementation 523
Conclusion 525
About the authors 531
Our thanks 532
ix