The state of the art The world of business never stands still. TodayAis dominant force is tomorrowAis sideshow. Fashions change and best practice evolves. For managers one certainty endures; the more you know the higher you go. From crafting strategies to delivering results, questions of management will always be too varied, perplexing and challenging to yield a single answer. They are best explored with the help of many perspectives. The third edition of the Financial Times Handbook of Management encapsulates this world of management thinking, reflecting what matters to managers in organizations in the first decade of the new century. A compelling and comprehensive companion to managementAis big ideas, brilliant minds and better ways, the Handbook is packed with intelligent writing to bring management alive for the thinking executive. The Financial Times Handbook of Management captures the state of this indispensable, inspiring, invigorating and essential art: The thinkers: Including Igor Ansoff, Chris Argyris, Warren Bennis, James Champy W Edwards Deming, Peter Drucker; Henri Fayol, Sumantra Ghoshal, Marshall Goldsmith, Lynda Gratton, Gary Hamel, Charles Handy, Phil Hodgson and Randall White, John Kay, Chan Kim and RenAce Mauborgne, Philip Kotler, Ted Levitt, John Micklethwait a Adrian Wooldridge, Henry Mintzberg, Rosabeth Moss Kanter, John Mullins, Kjell NordstrApm and Jonas RidderstrSle, Kenichi Ohmae, Richard Pascale, Tom Peters, Michael Porter, CK Prahalad, Edgar Schein, Hermann Simon, Jonathan Story, Don Sull, Fons Trompenaars, Bruce Tulgan, Elizabeth Weldon, Jerry Windand many more. The foundations: Strategy and competition Globalization Managing Human Resources Operations and Service Marketing Finance Organization Ideas, information and knowledge Entrepreneurship Ethics The Skills: Managing globally Leading Managing change Communicating Managing yourself and your career Making it happen Developing and learningAnd the decision in 1978 to start manufacturing in the US proved to be a fateful one for Volkswagen, because the cars lost their distinctive European styling and handling. ... And he oversaw a remarkable turnaround, from a low of 49, 000 units in 1993 to the most recent figures of 356, 000 in 2001. ... Jettas from the Mexican plant because of quality problems. ... Fourth, and by no means least, was the New Beetle, a product that was conceived, designed, and built in North America.
|Title||:||Financial Times Handbook of Management|
|Author||:||Stuart Crainer, Des Dearlove|
|Publisher||:||Pearson Education - 2004|