Management Units and equipment such as the SWOT or the 7s -model are often times talked about debatable topics. Quite a few people utilize them because powerful equipment for forecasting trends and developing accurate plans. Other folks call them buzz words, used by consultants in order to enhance their professional profile in the market. Yet others may easily say that they may be management equipment, which can be used to improve and streamline a business. Still other folks believe that the models will be worthless and have simply no real value.

The argument on if management designs are useless has been recurring for some time now. This can be primarily due to the fact that some managers have not been fully trained in using them and there is no standard format meant for the approval of the benefits. This has generated claims that management products are nothing more than elaborate mythologies and that no firm can be operated with a “management model”. But in reality there are management principles and fallacies, just as there are management objectives. The purpose of this kind of paper is to highlight several management myths also to hopefully motivate managers to work with these managing principles to their own agencies.

Management guidelines support the principle that managers have the responsibility and power to develop and alter their firm mission, vision, and objective to meet their competitive advantage. Additionally, they believe that managers have the responsibility and capacity to define and create frameworks for making decisions related to the ones core beliefs. Yet a few view these kinds of core figures as principles cliches that can be easily altered by the apparent advertising department. As a result while it is valid that managing models can be used to facilitate communication within an organization, they must not be viewed as hollow drain promises; rather they should be examined based on the ability to tolerate the competition and present a true competitive advantage.