Management models can be found in many shapes and sizes. This topic is designed to identify some of the most important and helpful models out there, to explain what they are and in which situations they are most commonly used. You can then decide whether any given model will be appropriate for you in your own situation.

Some models consist of little more than a theory, others are practical and interactive, but almost all offer you the opportunity to take diverse and complex situations, and compact and simplify them into a summary that can be easily understood. Management models provide a useful first step in the understanding required to make effective management decisions.

On this note, it is important to exercise some caution: by the nature of the fact that you are simplifying situations, you need to understand that models do not always portray a complete and accurate reflection of what is a complex world.

Celestial navigation is based on the premise that the Earth is the centre of the universe. The premise is wrong, but the navigation works. An incorrect model can be a useful tool.

Kelvin Throop III

Most models offer you the opportunity to brainstorm and analyse your business to get a better sense of where you are right now and where you might want to be instead. If models are used by a group or team, they offer an opportunity for debate and different input from lots of people in a structured way, giving a broader overview of a business decision.

There are models to assist with pretty much every kind of management decision that needs to be taken, including

  • Strategic
  • Marketing
  • Financial
  • Motivation
  • Resourcing
  • Change management.

There are two things you can be sure of with management models:

  • The model itself will only be as effective and telling as the sum of the input parts – if the thought process that goes into using the model is either inadequate or incomplete, the model will not give a full picture of the options that might be available
  • Just because a model is used, it doesn’t mean that the correct decision will be taken by companies after analysing the information.

The stone age was marked by man’s clever use of crude tools; the information age, to date, has been marked by man’s crude use of clever tools.

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