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[null,"1.","Record Nr.",null,"UNINA9910150325503321"]
[null,null,"Autore",null,"Berg Gerben van den"]
[null,null,"Titolo",null,"Key management models : the 75+ models every manager needs to know / / Gerben Van Den Berg, Paul Pietersma"]
[null,null,"Pubbl/distr/stampa",null,"Harlow, England : , : Pearson, , [2015]"]
[{"$nulls":4},"©2015"]
[null,null,"ISBN",null,"1-292-01629-9"]
[null,null,"Edizione",null,"[Third edition.]"]
[null,null,"Descrizione fisica",null,"1 online resource (328 pages) : color illustrations, tables"]
[null,null,"Disciplina",null,"658"]
[null,null,"Soggetti",null,"Management"]
[null,null,"Lingua di pubblicazione",null,"Inglese"]
[null,null,"Formato",null,"Materiale a stampa"]
[null,null,null,"Livello bibliografico","Monografia"]
[null,null,null,"Note generali","Previous edition : published as by Marcel van Assen, Gerben van den Berg and Paul Pietersma. Harlow: Financial Times/Prentice Hall, 2009."]
[null,null,null,"Nota di bibliografia","Includes bibliographical references and index."]
[null,null,"Nota di contenuto",null,"Cover -- Contents -- About the authors -- Publisher's acknowledgements -- Preface -- Using this book -- Part 1: Corporate and business strategy -- Chapter 1: Ansoff's matrix and product market grid -- Chapter 2: BCG matrix -- Chapter 3: Strategic dialogue -- Chapter 4: BHAG -- Chapter 5: Blue ocean strategy -- Chapter 6: Business model canvas -- Chapter 7: Business scope (Abell) -- Chapter 8: Competitive analysis: Porter's five forces model -- Chapter 9: Core competencies -- Chapter 10: Internationalisation strategy framework -- Chapter 11: Road-mapping -- Chapter 12: Scenario planning -- Chapter 13: Strategy maps -- Chapter 14: SWOT analysis -- Chapter 15: Value disciplines -- Part 2: Organisation and governance -- Chapter 16: 7-S framework -- Chapter 17: Balanced scorecard -- Chapter 18: Benchmarking -- Chapter 19: Organisational growth model (Greiner) -- Chapter 20: Offshoring/outsourcing -- Chapter 21: Organisational configurations (Mintzberg) -- Chapter 22: Overhead value analysis -- Chapter 23: Risk management -- Chapter 24: The value chain -- Part 3: Finance -- Chapter 25: Activity-based costing -- Chapter 26: Capital asset pricing model (CAPM) -- Chapter 27: Discounted cash flow (DCF) and net present value (NPV) -- Chapter 28: DuPont scheme -- Chapter 29: Economic value added (EVA) and weighted average cost of capital (WACC) -- Chapter 30: Financial ratio analysis: liquidity, solvency and profitability ratios -- Chapter 31: Investment stages -- Chapter 32: Real options theory -- Chapter 33: Risk-reward analysis -- Chapter 34: Value-based management -- Part 4: Marketing and sales -- Chapter 35: 4Ps of marketing (Kotler) -- "]
[{"$nulls":4},"Chapter 36: Branding pentagram -- Chapter 37: Client pyramid (Curry) -- Chapter 38: Crowdsourcing -- Chapter 39: Customer journey mapping -- Chapter 40: MABA analysis -- Chapter 41: Social network analysis."]
[{"$nulls":4},"Chapter 42: Stakeholder management -- Part 5: Operations, supply chain management and procurement -- Chapter 43: Business process redesign -- Chapter 44: House of purchasing and supply -- Chapter 45: Kaizen/Gemba -- Chapter 46: Lean thinking/just-in-time -- Chapter 47: Purchasing model (Kraljic) -- Chapter 48: Root cause analysis/Pareto analysis -- Chapter 49: Six sigma -- Chapter 50: The EFQM model -- Chapter 51: Value stream mapping -- Part 6: Innovation, technology management and e-business -- Chapter 52: Diffusion model -- Chapter 53: Disruptive innovation -- Chapter 54: Hype cycle -- Chapter 55: Innovation circle -- Chapter 56: Information Technology Infrastructure Library (ITIL®) -- Chapter 57: Stage-Gate model -- Chapter 58: Strategic IT-alignment model -- Chapter 59: The Open Group Architecture Framework (TOGAF®) -- Part 7: Human resources (HR) and change management -- Chapter 60: Change quadrants -- Chapter 61: Compensation model -- Chapter 62: Eight phases of change (Kotter) -- Chapter 63: HR business roles -- Chapter 64: Motivational insights -- Chapter 65: Six thinking hats (De Bono) -- Chapter 66: Socially engineered change -- Chapter 67: Team roles (Belbin) -- Chapter 68: The Deming cycle: plan-do-check-act -- Part 8: Leadership and (inter)cultural management -- Chapter 69: Bottom of the pyramid -- Chapter 70: CAGE distance framework -- Chapter 71: Competing values -- Chapter 72: Core quadrants -- Chapter 73: Cultural dimensions (Hofstede) -- Chapter 74: Culture dimensions (Trompenaars) -- Chapter 75: Focus-energy matrix -- Chapter 76: Seven habits of highly effective people (Covey) -- Chapter 77: Situational leadership -- Appendix: Model matrix and categorisation -- Index."]
[null,null,null,"Sommario/riassunto","This best selling management book is a true classic. If you want to be a model manager, keep this new, even better 3rd edition close at hand.  Key Management Models has the winning combination of brevity and clarity, giving you short, practical overviews of the top classic and cutting edge management models in an easy-to-use, ready reference format.  Whether you want to remind yourself about models you’ve already come across, or want to find new ones, you’ll find yourself referring back to it again and again. It's the essential guide to all the management models you’ll ever need to know about.  Includes the classic and essential management models from the previous 2 editions.  Thoroughly updated to include cutting edge new models.  Two-colour illustrations and case studies throughout."]