Well worth the money.

It's a big let down. Conceptually it's great and the authors have chosen their models wisely. Likewise, the layout of the book is good. What lets this book down is the text: wordy, clumsy, imprecise and difficult to understand. It's not up to the FT's usual standards and I can't help but think it clipped through an editor's net. I give it 3 stars for the content selection alone and 0 stars for the text.

That said, if you do want an easy-to-read, ready-reference manual that does provide a clear, succinct overview of influential management models today, this book by ten Have et al definitely deserves shelf space. This text of just 200 pages manages to squeeze in some 56 models without leaving the reader feeling exhausted by sheer weight of content.

The book has a refreshingly practical orientation and avoids presentation of models as pure theory. The writers have helpfully defined their use of the term ‘model’ in the preface (p.ix) as: “a tool that can be employed to enable or enhance the daily functioning of both organisations and the managers within them, or to solve related problems.” The emphasis on tool, as an implement to create and change, is an implicit theme throughout this text.

Each model is approached from 3 perspectives, moving the reader gently from the “What?” to the “So what?” These perspectives are: The big idea (i.e. the basic concept), When to use it (i.e. the kind of circumstances under which use of the model might be appropriate) and The final analysis (i.e. summary comments and critique). Certain chapters also have short case examples to illustrate the points covered although, in general, I found the case study material a bit too sketchy to add value.

Design and layout are two of the book’s selling points, especially for managers who don’t have the time or inclination to work through erudite tomes of a more hefty nature. Its masterful use of text, symbols, diagrams and white space communicate a sense of clarity and confidence in the subject matter before the reader has even started to dig in. The language, too, is user-friendly and leaves the manager-practitioner feeling well informed and satisfied without any sense of bedazzlement or being patronised.

I enjoyed the amusing comment on the back cover that reflected this point: “Management models…have two main purposes. The first is to provide a framework for improving business performance. The second is to help managers and management consultants get away with murder by intimidating the uninitiated with buzzwords and acronyms.” This book works hard to restore confidence and credibility in this latter respect.

Overall, I was very impressed by the ability that ten Have et al have demonstrated in introducing and applying each model, especially for a book of this breadth and size. I will definitely recommend Key Management Models to fellow managers and consultants as one of those handy ‘flick-through’ books that help you maintain your bearings when getting your Maslows mixed up with your Mintzbergs. Marks out of 10? A good 8.