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FT Handbook of Management: (Financial Times Series)

FT Handbook of Management: (Financial Times Series)

          
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About the Book

The state of the art   The world of business never stands still. Today’s dominant force is tomorrow’s 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 management’s 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 Renée Mauborgne, Philip Kotler,  Ted Levitt, John Micklethwait & Adrian Wooldridge, Henry Mintzberg, Rosabeth Moss Kanter, John Mullins, Kjell Nordström 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 learning        

Table of Contents:
CONTENTS   Foreword Acknowledgements     ONE: THE STATE OF THE ART       The rise of management: Stuart Crainer and Des Dearlove The age of the individual: Kjell Nordström and Jonas RidderstrSle The new knowledge landscape: Leif Edvinsson A message to Garcia: Thomas L Brown Essentials: Peter Drucker; Henri Fayol; Adam Smith; Frederick Taylor   TWO: FOUNDATIONS OF MANAGEMENT   1. Strategy and competition Strategy and control: John Kay  What is strategy and how do you know if you have one?: Costas Markides Trajectory management: Paul Strebel and Anne-Valérie Ohlsson  Making joint ventures and alliances work: Roger Pudney   Star trek strategy: Peter Brews  Strategy and structure redux: Jorge Nascimento Rodrigues Interview: CK Prahalad Strategy in the knowledge economy: W Chan Kim and Renée Mauborgne   Essentials: Igor Ansoff; balanced scorecard; Boston matrix; game theory; Gary Hamel; Bruce Henderson; Henry Mintzberg; Richard Pascale; Michael Porter; scenario planning; seven S framework; strategic inflexion point; Sun Tzu 2. Globalization Can globalization be fixed?: Deborah Doane  Strategies for China: Jonathan Story Great global managers: Karl Moore Transnational corporations: Dennis A Rondinelli Interview: Yves Doz and Jose Santos   Essentials: Geert Hofstede; Akio Morita; Kenichi Ohmae; transnational Corporations; Fons Trompenaars   3. Managing Human Resources What managers do: David Birchall Leading the democratic enterprise: Lynda Gratton Succeeding at succession: Des Dearlove and Steve Coomber Commentary: When employees attack The management of humour and the humour of management: David L Collinson Recruiting, selecting and compensating board members: Charles King and Caroline Nahas Non-coercive thinking: Henri Ruff   Essentials: broadbanding; interim management; Frederick Herzberg; Mary Parker Follett; empowerment; downsizing; Jaques Elliott; Rosabeth Moss Kanter; managerial grid; Maslow’s Hierarchy of Needs; Elton Mayo; David Packard; Tom Peters; Edgar Schein; succession planning; Theories X & Y (& Z); 360 degree feedback     4. Operations and Service The law of logistics and supply chain management: Alan Braithwaite and Richard Wilding Performance measurement - the new crisis: Andy Neely Design to be different: Kjell Nordström and Jonas RidderstrSle Outsourcing HR: Stephen Coomber Interview: Andrew Kakabadse Project management as value creation: Sebastian Nokes The quality revolution: Des Dearlove and Stuart Crainer   Essentials: benchmarking; channel management; crisis management; W Edwards Deming; Henry Ford; Joseph Juran; Just-In-Time; kaizen; lean production; outsourcing; reengineering; supply chain management;  time based competition; total quality management     5. Marketing Challenging the mental models of marketing: Jerry Wind Marketing with a hard-edge: Peter Fisk Interview: Philip Kotler Designing the marketing facing organization: Sam Hill, David Newkirk and Jong Chow Understanding brand potential: Watts Wacker  Global marketing: H. David Hennessey Capturing growth through customer lifetime potential: Sandra Vandermere  Interview: Chris Zook Eleven misconceptions about CRM: Peter C Verhoef and Fred Langerak Seven of the best: Tony Cram   Essentials: affiliate marketing; four Ps of marketing; Philip Kotler; Ted Levitt; permission marketing; relationship marketing  <


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Product Details
  • ISBN-13: 9780273675846
  • Publisher: Pearson Education Limited
  • Publisher Imprint: Financial TImes Prentice Hall
  • Depth: 73
  • Height: 250 mm
  • No of Pages: 1120
  • Series Title: Financial Times Series
  • Weight: 1990 gr
  • ISBN-10: 0273675842
  • Publisher Date: 07 Oct 2004
  • Binding: Paperback
  • Edition: 3 Rev ed
  • Language: English
  • Returnable: N
  • Spine Width: 72 mm
  • Width: 167 mm


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