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Unlike any other text available today, Dyck/Neubert's MANAGEMENT: CURRENT PRACTICES AND NEW DIRECTIONS blends the strengths of two management perspectives. Now you can choose a truly unique management text that establishes a strong traditional management foundation while addressing the issues that today's millennial students will face in their future careers. The authors' solid mainstream approach in each chapter addresses the traditional four main functions of management. The authors then take management a step further by closely examining multistream topics that other books only mention, such as social justice and concern for the natural environment. The authors build upon the multistream understanding that effective management involves balancing a broad set of criteria, ranging from community enhancement and ecological sustainability to meaningful work and financial viability. Throughout the text, captivating experiences and stories from actual managers and leading organizations demonstrate managers making a difference. With a practical, hands-on focus, the text equips students with the knowledge and theoretical tools to further their own decision-making abilities. Dyck/Neubert's unique blend of traditional management strengths and the best of multistream management theories and practices promises to educate, inspire, and empower your students now and throughout their management futures.
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Value management’s time has come. In a world roiled by terrorism, economic meltdown, and corporate governance scandals, executives everywhere face the challenge of delivering new growth against the odds. Competing Through Value Management provides the guidance you need to get ahead of your competition and stay there. Based on a wealth of global research plus the real-world experience of a top consultant, it explains why profit has to be the No. 1 goal in this era of ‘triple bottom-line’ reporting, why many of today's hottest concepts are less helpful than they're made out to be, and why management is more important than measurement. Competing Through Value Management will help you shape your strategic conversation and inspire your team to produce winning results. With powerful tools like the ValuePlan, with numerous checklists and practical frameworks, and with an emphasis on 30-day actions, it offers the clear guidance that managers need right now. Tony Manning has been an independent consultant in strategy and change management since 1987. He was formerly chairman and CEO of the McCann-Erickson advertising agency in South Africa and head of marketing for the Coca-Cola Export Corporation in Southern and Central Africa, and served as chairman of the Institute of Directors of Southern Africa from 1999 to 2001. Tony works with large companies in many industries, specializing in corporate turnarounds and growth strategies, and acts as a counsellor to chief executives. He features as a keynote speaker at numerous major conferences, and is the author of eight management books, including the best-selling Making Sense of Strategy and Discovering the Essence of Leadership.
Quantum Leaps is a how-to book for creating fundamental change in both ourselves and our organizations. Charlotte Shelton's basic premise is that organizational change happens one person at a time. Our workplaces simply mirror our individual and collective beliefs. Therefore, we change ourselves, our workplaces, and the world by changing our minds. As our beliefs change, we not only see the world differently, we begin to be in the world in a different way, thus creating a new reality.

Shelton uses the basic principles of quantum mechanics as the foundational metaphor for a new quantum skill set that recognizes the highly complex, constantly changing, totally unpredictable nature of life. She demonstrates the inadequacy of our time-honored skills of planning, organizing, directing and controlling. She shows how these skills are directly tied to an obsolete view or reality ignoring the now fundamental requirements of extreme imagination and radical innovation.

Quantum Leaps introduces seven new skills: skills that are compatible with life and work in the twenty-first century. These seven Quantum Skills enable us to see, think, feel, know, act, trust and be radically different ways. Collectively they form a comprehensive model for change.

These skills integrate quantum mechanical principles, state-of-the-art-psychology, and universal spiritual practices. They balance the traditional left-brain business skills with a new skill set that more fully utilizes both hemispheres of the brain. As we master these skills, Shelton states, "We create balanced lives and whole-brain organizations and we become authentic change masters, changing ourselves and our organizations from the inside out."

The Seven Quantum Skills are: Quantum Seeing, Quantum Thinking, Quantum Feeling, Quantum Knowing, Quantum Acting, Quantum Trusting and Quantum Being. These 7 skills introduce a new way to access underutilized brain capacities as they acknowledge the role of intention, intuition and interconnectivity.
 Adoption of Technology for Business and Alignment of Technology with Business are the twin engines to propel enterprise growth in the digital era. Unless both are firing together, you can neither attain sufficient altitude nor enough speed to stay competitive. Harness the power of this combined force by mastering the simple and proven techniques that help Business and IT achieve their shared mission, which is to make the business successful.

Across industries and sectors, enterprises today must straddle two agendas at once:

1. The innovation-driven transformation to digital systems,

2. The preservation of best practices in business management and conduct.

In other words, they must ride the digital wave without losing their grip on the business basics required to stay afloat. Only companies that have invested in this alignment between Business and Technology at the level of

their culture, strategy, structure,processes, intellect, function and tactics will survive as digital enterprises. These seven dimensions of Business-IT Alignment, or BITA, are the foundation on which a successful digital business is built.


1 The way Things were…

2 Business-IT Alignment: Platitude or Survival?

3 Redefining IT in the times of BITA

4 The Digital Economy and what BITA has to do with it

5 BITA: An Outside-In View

6 What’s Your BITA Level?

7 Setting the Stage for the Digital Enterprise

8 The Making of the Digital Enterprise

9 The Culture Connection

10 The Strategy Statement

11 The Structure Story

12 The Process Paradigm

13 The Intellectual Interlock

14 The Functional Focus

15 The Tactical Touch

List of Acronyms

Glossary of Terms

As tomorrow's manager, you will be confronted with challenges and opportunities that are more dynamic and complex than ever before. MANAGEMENT: AN INTEGRATED APPROACH, by award-winning instructors and prominent Harvard business experts, teaches you how to think like a successful manager and effective leader. This second edition clearly demonstrates the interconnectivity between three facets of management: strategic positioning, organizational design, and individual leadership. You learn the importance of harnessing technological advances, managing and leading a dispersed and diverse workforce, anticipating and reacting to constant competitive and geopolitical change and uncertainty, competing on a global scale, and operating in a socially responsible and accountable manner. Clear concepts directly relate to how today's organizations operate, while self-reflection opportunities help you evaluate personal leadership abilities and skill-building practice equips you for leadership success. You master management principles from a tangible, integrated, and current perspective as you learn to visualize how strategy informs leadership and how leaders influence strategic positioning and, ultimately, manage performance. Let MANAGEMENT: AN INTEGRATED APPROACH, 2E prepare you for leadership success as this unique book answers the key question: How are leaders successfully managing competitive companies in the 21st Century?
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How can you evaluate a potential investment if there are several possibilities to change the course of action in the future depending on different emerging situations? And even more challenging: How can you do so if you cannot come up with point estimates - but you have to use several ranges of input values? Both - managerial flexibility as well as so called continuous uncertainty - are highly relevant as they reflect most of the investment decisions realistically. But if you apply standard valuation techniques like a simple Discounted Cash Flow model, the computed value will be significantly distorted, potentially prompting you to make a wrong decision. Given the practical urgent need for a suitable valuation technique, the real option valuation approach was developed as an advanced valuation approach. It follows a non-trivial but doable four-step process, quantifying the value of investments in situations of managerial flexibility and continuous uncertainty. While real option valuation is considered to be an opaque technique, Ms. Kang proves that it can be explained in an understandable way, even for someone approaching the matter with limited or no prior exposure to the topic. The author outlines the major issues of current product innovation valuation with traditional valuation techniques. On the basis of this analysis she explains the basic concepts of valuing product innovation through the use of real option valuation. Supported by a few practical examples the author clarifies how to value different types of real options. So based on the actual Financial Statement 2006 of Research In Motion (RIM), the author develops a sample 5-year business plan for the product innovation of BlackBerry 9900. This is done through the highly advanced model of Binomial Trees. Overall with this thesis, you'll get a head-start into one of the more advanced management tools - the real option valuation.
Effective management is as much an art as a science. Without it, organizations flounder and fail; with it, people excel and organizations succeed. That's simple in concept, yet difficult to achieve, despite the plethora of writings on the topic and the best practices that have accumulated through decades of example. As the authors demonstrate, the key to success is the integration of strategic concepts and front-line applications-which have, to date, been treated separately in both theory and practice. Employing the Strategic Management Model, developed by Huffmire, and applied as both an analytical tool and a practical framework for improving performance, the authors provide a comprehensive approach to management and supervision that will contribute to individual, team, and organization-wide success.

Illustrating their principles through numerous real-life experiences, from organizations as diverse as Ford Motor Company, Johnsonville Foods, and Emerson Electric, the authors eschew fads and superficial palliatives in favor of basic skills and qualities. Focusing on such skills as delegation, prioritization, motivation, and decision making, Huffmire and Holmes show managers how to deliver results through their employees. The net effect is the development of people and organizations that are able to adapt to a constantly changing environment, set and achieve goals, conduct effective performance appraisals, retain the best people and develop successors, reduce costs, and increase profits. Featuring diagnostic tools, checklists, and an appendix with in-depth case studies, the Handbook of Effective Management is an essential resource for managers and supervisors in all types of organizations, as well as for professors and students of management and human resource and training professionals.

Written by a team where the father is recognized as the world's foremost evolutionary systems scientist and the son is one of the youngest members of the top management of a Fortune 500 transnational company, The Insight Edge, in the words of James Ogilvy, comes at a crucial time and speaks to the needs of the time. It is essential reading in an age where information is the new capital, and knowledge of the basic trends that shape our world is a vital part of the required information.

Managing postindustrial enterprises in today's information-linked and globalized business environment is vastly different from managing businesses in the bygone industrial era. Being a good manager in today's world means navigating in the turbulence of a global sea of rapid-fire interaction, and coping with myriad factors that are prone to change in a seemingly unpredictable fashion. Being a good manager also means living up to one's responsibilities, not only to one's company and stockholders, but also to one's coworkers, partners, customers, and society at large--even nature.

Meeting the challenge that confronts today's managers calls for a fresh knowledge base; one that includes, in addition to the necessary technical knowledge handed down in management schools and seminars, familiarity with the dynamics that generate the seemingly unpredictable--but by no means casual and unforeseeable--patterns of change in the contemporary business environment. This book offers such a knowledge base. It brings to leading managers, and to everyone concerned with the effective and responsible management of business companies, the essential minimum of up-to-date scientific knowledge: the readily acquired foundations of evolutionary literacy.

Is aluminium bad for you? What is an Environment Management System? Is there an effective substitute for Chlorine Bleach? The A - Z of Corporate Environmental Management provides answers to these and many other questions, and is an invaluable guide to managing a company's environmental impact. This practical directory assesses hundreds of products in common use, from aerosols to zinc, via formaldehyde and phosphates. Using an easy-to-understand format it: explains each product's use, its benefits and its environmental risks; recommends safer alternative choices where available; explains issues such as animal testing, eco-labels and recycling; and examines the main impacts of major industries, from aerospace to zoos. Its compact, jargon-free definitions will enable you to produce safer products and communicate your needs more effectively to suppliers. Making extensive use of figures and cross-referencing, this book is ideal for managers who are introducing corporate environmental programmes and risk assessments, and for anyone who needs an objective view of environmental issues in business. With over 800 entries, the A-Z of Corporate Environmental Management provides a clear and authoritative summary of the subject. Its encyclopedic coverage includes: * Management strategies such as ISO 14001 * UK, EU and international legislation * General issues, eg timber * Toxic substances, eg organochlorines * Waste management, eg landfill * Disasters, eg contamination at the Union Carbide plant, Bhopal * Water pollutants, eg chlorine * Air pollutants, eg carbon monoxide The A-Z will help you to: * Reduce your organisation's impacts * Understand major issues * Decide which chemicals to use * Assess whether you are complying with legislation * Communicate with staff and customers * Implement an environmental management system With hundreds of best practice points, the A-Z shows how to reduce pollution, cut costs, improve staff motivation, increase sales and avoid litigation. Its checklists, charts and tables make it a highly practical tool for anyone needing to understand and implement environmental management.
In IT Services, the businesses are managed with a customer-centric approach. This book, through various concepts, processes and stages, explores the need and framework of IT Services business, and how they are managed to deliver services par excellence. The book comprehensively explains how ITSE (IT Services Enterprises) strategies are analyzed and formulated with the help of three-dimensional cube—customer-centricity, niche vs. end-to-end offering and disruptive innovation vs. gradual innovation. The book further teaches that a good marketing must start with an integrative vision of the ITS Enterprise, and reveals how a customer plays a dominant role in co-creating IT Services. It also details on the various stages of sales cycle called Sales funnel, and how the sales team manages the sales opportunity’s progress. The concluding chapters discuss the aspects needed for the survival and growth of the ITSE firms; the factors that propel growth—Demand, Quality of the business environment and Supply response of an enterprise. It also shows how the future of the IT Services depend on the combination of—Business environment, Information and Communication Technology (ICT) trends, IT Services business model trends and IT governance trends. The book is well-supported with the diagrams and illustrations to explain the concepts clearly. The Review Questions are also incorporated to analyze the students’ learning skills. The book is intended for the postgraduate students of business administration, MCA and MSc (IT). Besides, the book will also be beneficial for the IT Services executives and managers.
Postmodern management, according to Wallace, moves beyond the shortcomings of the bureaucratic management style pervasive in American business today. Bureaucracy, the standard model of organizations, is too inflexible, cost-rigid and job defensive to survive in a postmodern world. Bureaucracies rely on paying workers rigid rates to do specific jobs. According to a postmodern management model, a partnership between employees and stockholders would lead to more productive work by relating pay to corporate performance and by encouraging more flexible and cooperative teamwork. Wallace provides a workable guideline to ease the transition from the bureaucratic form of structure to postmodern partnership. His argument, that dependence on hired labor for permanent staff is at the root of dysfunctional bureaucracy, will provoke discussion and interest among corporate executives, teachers and students of management and organizational behavior, and others interested in today's workplace.

Wallace begins with a history of how bureaucracy first arose as a natural response to coercive work. He explains why the mechanistic model of business bureaucracy took root in Britain and America, and then looks at the major problems of bureaucracies, such as job defensiveness, over-staffing, over-regulation, and other excesses endemic to most bureaucracies. Exploring the consequences of the bureaucratic model on the economy, Wallace shows how the rigid labor costs played a role in causing the Great Depression. Wallace then turns to corporate partnership--its employment policies and why they dissolve the incentives to over-staff, over-layer, and over-regulate, and why partners will strive to downsize. Using examples from the past and present, he examines the difficult issues of transition from bureaucracy to partnership.

Nineteen experts examine research-based theories and current practices in highly successful enterprises, and explain how you can adopt effective, state-of-the-art methods to integrate your talent management functions.

People are the most important asset in any organization, yet managing talent as a cohesive strategy is surprisingly rare. Far too many organizations are stuck in the tradition of letting human resource "silos" separate the components of talent management, rather than encouraging communication, cooperation, and effective integration of these functions.

The Executive Guide to Integrated Talent Management paves the way to integrated talent management by assembling the collective experience and insight of 19 experts who examine research-based theories and current practices in highly successful enterprises. These contributors (including Marshall Goldsmith, Peter Cappelli, Leslie Joyce, and Edward E. Lawler, among others) provide practical advice about how you can adopt effective, state-of-the-art methods in your own organization.

You'll benefit from the different perspectives of these world-renowned thought leaders and practitioners as they explain how to develop a comprehensive strategy that aligns big-picture organizational goals with the challenges of finding and keeping talent. You'll also learn firsthand about the best practices of corporations like 3M, Agilent, GE, Hertz, Cisco, and others who have pioneered efforts to make their organizations perform better through people.
Learn how to make the performance appraisal process deliver maximum value to the organization. Performance appraisals are a critical tool for aligning employee performance with the goals of the organization. They also provide a key point of contact between managers and their people. Yet there are few tasks managers dread more. This book will equip you to meet this managerial challenge with confidence and enthusiasm. Learn how you can make the performance appraisal process deliver maximum value to both the organization and employees. Assessments, diagrams and checklists help you gain a thorough understanding of the performance appraisal process and your role at every stage. Real-world scenarios illustrate common situations and let you listen in on sample conversations. Clear, step-by-step instructions help you write the performance review document and prepare for the critical face-to-face meeting. Throughout the book, exercises give you the opportunity to apply what you learn directly to your own performance appraisal situation. Readers will learn how to: • Assess past performance and set achievable objectives • Prepare a written performance review following a seven-step format • Ensure a successful face-to-face meeting • Create career development plans that support organizational and personal goals • Deal with disciplinary issues and documentation • Coach employees to improve performance • Identify key elements in creating and maintaining a motivating atmosphere • Build relationships and monitor performance with remote employees. This is an ebook version of the AMA Self-Study course. If you want to take the course for credit you need to either purchase a hard copy of the course through or purchase an online version of the course through
Organizations pour billions of dollars into programs that in the end prove to be nothing but fads--short lived enthusiasms with little purpose other than to make those who initiate and promote them rich. Brindle and Stearns take a look at these vogues and fashions, and find that over a history of at least a century, there is continuity to, and similarities among them. Fads are both product and process, they find, tied to tensions in the workplace and to those who too quickly profess solutions to problems these tensions cause. The authors shed new light on such fads, examining how they develop in other cultures too, and give managers everywhere new ways to react to them, ways to uncover and resist patently nonproductive blandishments.

How to distinguish fads that may have at least some validity from those that don't is a main purpose of the book. The authors show that what works in one place may not work in another, exploring how firms often implement fad-based programs across borders without considering the cultural nuances in doing so. Brindle and Stearns use an interdisciplinary approach with an historical bent in their reviews, examinations and appraisals, but they remain pragmatic and utilitarian at all times. They are serious when they say that managing the fad itself is at least as important, often more so, than managing the fad's content. Their section on strategy alone will be of special value to managers in the trenches who need guidance day by day, as well as to financial and organizational analysts who want to avoid being hoodwinked by today's fads and tomorrow's as well.

OLD-SCHOOL top-down organizational behavior won't cut it anymore. Direct chain-of-command hierarchies are obsolete, fast giving way to networked, team-oriented organizations. To be successful, the ability to influence others-especially others over whom you have no direct control-is a must. You have to build alliances and persuade people, not boss them around.
The ability to influence people isn't something you're born with, it's a skill anyone can acquire. In his new book, The Influence Edge, experienced organizational consultant Alan Vengel teaches the influence skills needed to enlist the cooperation of others, inside and outside the organization, to achieve your professional goals.
Drawing on case studies and illustrative anecdotes from his consulting practice, Vengel introduces a powerful system of influence initiatives and strategic thinking that anyone can apply to almost any work situation. The Influence Edge details specific influence tactics that can lead to workplace success. It provides a nuts and bolts guide for planning for a real influence situation, and shows exactly how to map out a strategy. And The Influence Edge goes deeper into the influence realm to show how to build better long-term rapport, even with really difficult people.
An interactive self-study guide, The Influence Edge offers immediate hands-on applications. Its heavily tested, practical insights are embodied in a variety of exercises that help readers evaluate their progress, reflect deeply on what they've read, and build a personal strategy for increasing their influence edge.
Vengel equips readers to influence without authority, sell ideas, and build relationships. The Influence Edge is designed to be used again and again. It provides a complete toolkit for turning the often disorderly and seemingly impossible task of getting someone else to help you achieve your goal into an entirely viable process of analysis, preparation, and action.
Students of management are nearly unanimous (as are managers themselves) in believing that the contemporary business corporation is in a period of dizzying change. This book represents the first time that leading experts in sociology, law, economics, and management studies have been assembled in one volume to explain the varying ways in which contemporary businesses are transforming themselves to respond to globalization, new technologies, workforce transformation, and legal change. Together their essays, whose focal point is an emerging network form of organization, bring order to the chaotic tumble of diagnoses, labels, and descriptions used to make sense of this changing world.

Following an introduction by the editor, the first three chapters--by Walter Powell, David Stark, and Eleanor Westney--report systematically on change in corporate structure, strategy, and governance in the United States and Western Europe, East Asia, and the former socialist world. They separate fact from fiction and established trend from extravagant extrapolation. This is followed by commentary on them: Reinier Kraakman affirms the durability of the corporate form; David Bryce and Jitendra Singh assess organizational change from an evolutionary perspective; Robert Gibbons considers the logic of relational contracting in firms; and Charles Tilly probes the deeper historical context in which firms operate. The result is a revealing portrait of the challenges that managers face at the dawn of the twenty-first century and of how the diverse responses to those challenges are changing the nature of business enterprise throughout the world.

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