Many large organizations are having to cede their market dominance to new disruptive players. Well-oiled organizations are hitting roadblocks due to unanticipated problems that are slowing down operations. VUCA is affecting organizations like never before - impacting schedules, delaying deliverables, and causing cost overruns. Managing projects has become a nightmare with the uncertainties and ambiguities of business, delaying integration of allied activities, making the project a non-starter even before it gets off the ground. In this VUCA world, it is imperative to confront the volatile, embrace the unknown, conquer the complex, and understand the ambiguous to be able to predict what lies ahead.This book helps managers master the art of dealing with VUCA by providing relatable experiences from the armed forces and advocating the use of RACE methodology. The book suggests disruptive tools and methods, and advises managers on the leadership traits needed for successfully completing projects by cutting losses and preventing chaos. It is a must-read for all managers involved in operations, supply chain, logistics, and production and manufacturing portfolios. Ex-army personnel who are starting a second career in the corporate/private sector will also greatly benefit from reading this book.
VeriSM is an approach that offers value-driven, evolving, responsive, and integrated service management. VeriSM is designed to enable organizations and professionals understand how to create a flexible operating model using Governance, Service Management Principles and a Management Mesh to define, produce, provide and respond to consumer requirements for service.
VeriSM is essential reading for anyone who works within a service organization. It will be of particular interest to:
• Managers - who want to understand how to leverage evolving management practices;
• Service owners and service managers - who need to bring their skills up to date and understand how service management has changed;
• Executives - who are accountable for effective service delivery;
• Graduates and undergraduates - who will be joining organizations and who need to understand the principles of service management.
This book has been produced to make the learning of business administration simple as well as interesting, and intelligent study should equip the reader with a basic knowledge of business administration.
This book is a review and study guide. It helps in preparing for exams, in doing homework, and remains a handy reference source at all times. It will thus save hours of study and preparation time.
The book provides quick access to the important principles, definitions, strategies, and concepts in business administration. Materials needed for exams can be reviewed in summary form eliminating the need to read and re-read many pages of textbook and class notes.
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
Through ten commandments – starting with “Be humble – as a manager, you are also an employee” – management expert Kelly Odell provides a new perspective on how we should behave as managers in this age of differing cultures and values. How we think about people, motivation, power and relationships is the foundation for successful management. Odell argues that too much emphasis is placed on the leader setting a good example and becoming a (heroic) role model, when in fact a leader whose priority is on other people is more likely to create value for their company and succeed as a manager.
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.
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.
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.
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.
"A wonderful, well thought out analysis of entrepreneurship and leadership of a growth company."
—Howard Lester, Chairman, Williams-Sonoma, Inc.
"If you dream about growing your business to a billion, this is a fascinating down-to-earth study that you must read. Apply the seven essential principles to your business and you are off and running. Learn about strategy, growth, leadership, team building, and a whole lot more."
—Joe Scarlett, Chairman of the Board, Tractor Supply Company
"Blueprint to a Billion is a well-researched and thoughtfully written book that quantifies the growth pattern of America's highest growth companies."
—Professor John Quelch, Senior Associate Dean, Harvard Business School
"Eighty percent of the top-performing stocks in the last twenty years were small entrepreneurial companies that had an IPO in the prior eight years. Blueprint to a Billion tells you the seven key things these innovators did in common to become America's greatest growth companies."
—William J. O'Neil, Chairman and Founder Investor's Business Daily, www.investors.com
"Thomson has written a masterful work that will catalyze, empower, inspire, motivate, and illuminate entrepreneurs, investors, and policymakers. The world needs this book and will profit from it in manifold ways."
—David M. Darst, Managing Director, Individual Investor Group Chief Investment Strategist, Morgan Stanley
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.