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ProvenModels - Management Models

ProvenModels - Management Models

AIMS Association Internationale de Management Strategique - Actes de conférences Description du système français de formation au management et de sa dualité Auteur Tamym ABDESSEMED Résumé Le marché de la formation supérieure au management (i.e. gestion) s'est considérablement développé en France depuis les années 1970 et a vu la création de très nombreux établissements délivrant des diplômes suite à des formations en gestion. L’action organisationnelle comme le résultat d’une écologie interne des rationalités? Jacques ANGOT Florence DURIEUX L’action organisationnelle est un élément important de la compréhension des organisations. Néanmoins, le concept de rationalité a vu sa définition et son statut évoluer au cours des écrits passant de l'idée d'une Raison universelle (Cf. rationalisme) à celle plus modeste de plusieurs rationalités substantives mais aussi à celle de la pratique limitée de cette Raison (Simon, 1972) à l'origine de la recherche d'une rationalité procédurale qui, pour certains, aboutirait à des mécanismes de rationalisation (Gomez, 1996). Olivier MEIER

PRIMO-F - The Business Growth Model | RapidBI - Rapid Business Improvement PRIMO-F Business Growth Model The PRIMO-F model was developed as part of a SWOT analysis of an organization. It provides a consistent framework for comparison either from within the organization or to benchmark against a previous analysis or benchmark against other organizations. The PRIMO-F model was based on some work from the Durham University Business School (DUBS), and what makes an organization and its management effective. This research demonstrated that an effective organization needed to fulfil the following equation: Organizational Growth Effectiveness Performance to date * Potential for the future Where Performance to date (FiMO) included: Finance,Marketing andOperations and Potential for the future (RECoIL) included: Resources,Experience,Controls and SystemsInnovation andLeadership This was sometimes called FiMO/ RECoIL. One of the problems with the model in the ‘field’ is that often key issues were missed. The PRIMO-F Model: PRIMO-F Performance of the business. Potential for Growth

Developing Your Nonprofit Strategic Plan Free Nonprofit Micro-eMBA Module #6 © Copyright Carter McNamara, MBA, PhD, Authenticity Consulting, LLC. Much of this program is based on materials adapted from the Nonprofit Capacity Building Toolkit(SM). This module is in the nonprofit organization development program. Sections of This Module Include the Following IntroductionOutcomesMaterials for ReviewSuggested Topics for Reflection and DiscussionActivities to Build Systems and PracticesAssessmentsTracking Open Action Items Very simply put, strategic planning identifies where the organization wants to be at some point in the future and how it is going to get there. Strategic planning determines the overall direction and goals of the organization. Two key points to remember while proceeding through this module are: 1) The planning process is at least as important as the planning document itself 2) The planning process is never "done" -- the planning process is a continuous cycle that's part of the management process itself

Inter-American Development Bank Théorie du management par les ressources La théorie du management par les ressources (ou Resource based View Theory)[1] est une approche qui est apparue au milieu des années 1980 dans la gestion stratégique des entreprises grâce à des auteurs comme Birger Wernerfelt, Richard Rumelt[2] et Jay B. Barney. Cette analyse est fondée sur les travaux initiaux d'Edith Penrose et de la théorie de l'organisation industrielle de l'école de Chicago (Yale Brozen, Harold Demsetz, Sam Peltzman). Présentation de la théorie du management par les ressources Selon la théorie du management par les ressources, le "développement de la'firme ne dépend pas seulement de son positionnement externe et du jeu des forces auquel elle est soumise, mais qu'une bonne part de son succès dépend aussi des ressources qu'elle a à sa disposition et qu'elle mobilise à sa façon au service de son offre pour ses clients"[3]. La notion d'équilibre économique, en particulier sous la forme d'équilibre concurrentiel, est une concept central dans cette approche. Annexes

The Management Myth - Magazine During the seven years that I worked as a management consultant, I spent a lot of time trying to look older than I was. I became pretty good at furrowing my brow and putting on somber expressions. Those who saw through my disguise assumed I made up for my youth with a fabulous education in management. The strange thing about my utter lack of education in management was that it didn’t seem to matter. After I left the consulting business, in a reversal of the usual order of things, I decided to check out the management literature. Management theory came to life in 1899 with a simple question: “How many tons of pig iron bars can a worker load onto a rail car in the course of a working day?” Taylor was forty-three years old and on contract with the Bethlehem Steel Company when the pig iron question hit him. When the Hungarians realized that they were being asked to quadruple their previous daily workload, they howled and refused to work. And so was I. We were very much of the moment.

Future Value Finance > Future Value Future Value The future value of a sum of money invested at interest rate i for one year is given by: FV = PV ( 1 + i ) where FV = future value PV = present value i = annual interest rate If the resulting principal and interest are re-invested a second year at the same interest rate, the future value is given by: FV = PV ( 1 + i ) ( 1 + i ) In general, the future value of a sum of money invested for t years with the interest credited and re-invested at the end of each year is: FV = PV ( 1 + i ) t Solving for Required Interest Rate or Time Given a present sum of money and a desired future value, one can determine either the interest rate required to attain the future value given the time span, or the time required to reach the future value at a given interest rate. Algebraic Solution Beginning with the future value equation and given a fixed time period, one can solve for the required interest rate as follows. FV = PV ( 1 + i ) t ( FV / PV ) 1/t = 1 + i i = ( FV / PV ) 1/t - 1

Trouver des ressources numériques pour l'enseignement supérieur en Économie et Gestion | aunege The story BCG offered me $16,000 not to tell The city was strange and the society was unnerving, but what disturbed me most about my Dubai experience was my job as a business consultant for the Boston Consulting Group. I really had no idea what to expect, going in. In my mind, consulting was about answering business questions through analysis. It was supposed to be Excel sheets and models, sifting through data to discover profit and loss, and helping clients make decisions that would add the most value for themselves, and by extension, society. It was worrisome to enter a new job without any guarantee that I would be qualified. The first clue that my mental picture of consulting was off came with “training” in Munich. After a pleasant week of pseudo-partying, I returned to Dubai and was assigned to writing case proposals. Case proposals were despised by the rank and file — one had a dozen bosses, unclear objectives, and virtually no coordination with co-workers. I worked hard at MIT. I’m a free marketeer. I spoke up once.

The Personal MBA Recommended Reading List: The 77 Best Business Books In Print “You wasted $150,000 on an education you coulda got for a buck fifty in late charges at the public library.” Will Hunting (played by Matt Damon), Good Will Hunting MBA programs don’t have a monopoly on advanced business knowledge: you can teach yourself everything you need to know to succeed in life and at work. The Personal MBA features the very best business books available, based on over ten years and thousands of hours of research. This page lists all Personal MBA recommended books and resources for easy printing, bookmarking, and reference. Here are the 99 business books The Personal MBA officially recommends… click on the title of each book to read a detailed description of each book and why it’s important, or the buttons to the right for additional reviews. Books purchased through this website support The Personal MBA’s ongoing research. Read This First For Best Results... Buy the Book: Business Creation Value-Creation & Testing Marketing Sales Value-Delivery Finance & Accounting Influence

McKinsey’s corrupted culture | Felix Salmon | Analysis & Opinion John Gapper makes a good point: management consultants in general, and McKinsey consultants in particular, have made their entire business out of exploiting the moral grey zone surrounding confidential information. The reason you hire McKinsey is that its consultants have seen strategic business issues like yours before, and therefore might have developed good insights into how to approach them. But the reason they’re familiar with those issues is that they’ve been given highly confidential information about your competitors. So when you hire McKinsey you’re essentially trying to acquire, for a very high hourly fee, the kind of corporate intelligence that can only be built up through long exposure to highly-sensitive commercial information. Here’s Gapper on McKinsey: In this sense, a management consultant is a bit like an art dealer, or anybody else who traffics in valuable information asymmetries. None of this remotely explains or excuses what Gupta is accused of doing, of course.

How do CEOs spend their time? Corporate leadership attracts enormous attention, both from scholars and from the public. Yet, despite this strong interest, very little is known on what activities leaders engage in. Most texts that purport to define and explain the role of corporate leaders are based on a small amount of evidence, often just a single case. What is widely considered the authority in this area, John P Kotter’s (1999) classic, “What Leaders Really Do? To fill the gap, we have developed a methodology to collect and analyse information on how CEOs of top companies use their work time. To collect the time use data, we ask the CEO's personal assistant (PA) to keep a diary of the activities performed by the CEO during a pre-specified week (from Monday to Friday). Activities are grouped according to whether they involve employees of the firm (insiders) or only people external to the firm (outsiders). Our data reveals that, as expected, CEOs spend the majority of their time with other people (85%). Figure 1.

The 8 dumbest business decisions ever | The Best Article Every day Written by Minyanville These dead-wrong determinations seemed like reasonable choices to somebody at some point. But time has exposed them as mammoth mistakes. Mistakes they’d like to take back “Experience is the name everyone gives to their mistakes,” Oscar Wilde wrote. At one point, a Texas tycoon looking to buy a software company decided that a young Bill Gates was asking too much for his startup, Microsoft (MSFT) . In London, an experienced music executive felt that four young men from Liverpool, England, weren’t worth his record label’s financial backing. Ten years ago, the chiefs of two major media companies thought their fortunes would be richer if they merged their operations. Click through the gallery to read about these corporate missteps and other business decisions that proved to be stunningly ill-considered. 1. Remember Excite? Back then, there was nothing that dot-com stock couldn’t buy, and Excite, a company worth $35 billion, went on an acquisition spree with its riches. 2.

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