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Managing from the Heart
by Aubrey Sanford Roy Trueblood Hyler Bracey Jack RosenblumFrom the profit-minded managers who make up the brain trust at The Atlanta Consulting Group comes a simple new method hailed as a revolutionary management practice: learning to care.From the Trade Paperback edition.
Managing in Complexity: How Our Fears of Uncertainty Can Hurt Us and What To Do About It
by Sara FilbeeChallenging traditional ways of thinking, leading, and managing based on cutting-edge research and real-world examples, this book provides an insightful and accessible perspective for leaders and managers in the 21st century who seek to become more effective in an increasingly uncertain and complex world which limits their ability to get results. Just how significant this is has become all too evident in the Covid-19 pandemic. Many books have been written to address these leadership and management challenges, but they are based on the premise that there are ways to simplify, organise, and control what is going on in the workplace. In our complex world this is not possible, and there are no magic tools and techniques that will ensure success. This book explains why and offers an alternative approach, incorporating social theory and the sciences of uncertainty, written in plain English by a leader with over 40 years of experience in the private, not-for-profit, and federal government sectors. Each chapter focuses on a single key concept and is introduced by a story illustrating how these key ideas can be applied in the workplace and includes practical suggestions for leaders and managers at all levels and across sectors to incorporate these perspectives into their day-to-day work practice, making it easy for readers to use the book as a reference guide. All who manage in complex times and uncertain environments will appreciate this accessible and actionable book that will inspire a radical rethink of current management orthodoxy and help them to become more effective.
Managing in Developing Countries
by Betty Jane PunnettThis book considers management theories and approaches specifically in the context of developing countries. In recent years, international business scholarship has increased its focus on the developing world, which represents 80 percent of the global population and has doubled its share of value-added trade in the past two decades. This text will help readers to manage successfully in this region by learning to assess, apply, and adapt established practices in developing countries. Punnett begins by identifying the characteristics of the developing world—Africa, Asia, the Caribbean, India, Latin America, and the Middle East—and the companies therein to help students understand how the reality of these countries influences business and management. By tracking a fictional product through the internationalization process, students will navigate the challenges of operating an international company from a developing country base, using a traditional model of management focused on planning, organizing, staffing, leading, and controlling. They will also gain insight into ethical considerations likely to arise, such as differential treatment based on personal characteristics and age dispersion. Cases, discussion questions, personal stories, and end-of-chapter exercises will help readers to grapple with issues and test their learning. Complete with chapter objectives and "Lessons Learned" boxes to facilitate understanding, Managing in Developing Countries is an excellent supplement for international business or international management students with a special interest in the developing world.
Managing in Organisations: A Practical Guide
by Tom ElsworthManaging in Organisations is a concise, accessible, and practical approach to the difficult job of line management. It offers a kit of management tools and a range of worked examples that can be used to address the key tasks that managers face in the workplace. This book provides clear insights into how people behave everyday in real organisations. The fundamentals of key theories and sources are covered throughout for those coming to the subject for the first time. Topics covered include individual, group, and team organisational behaviour; organisational culture and diversity; supervision and leadership; organisational design; management and change; and governance. This book considers small and larger enterprises as well as public, private, and third sectors. Short cases link the issues in the chapter and provide opportunities for developing skills and discussion. This book provides an introduction to the world of managing in organisations and is suitable for those who study organisational behaviour, organisational studies, management, and human resource management. It will also be very useful to the entrepreneur planning a small start‑up and to the busy manager of a small‑ or medium‑sized enterprise seeking to understand how best to manage the organisation for performance.
Managing in Recovering Markets
by S. Chatterjee N. P. Singh D. P. Goyal Narain GuptaThe changing dynamics of business worldwide have led organizations to look beyond traditional managerial practices while at the same time attempting to retain their core competitive advantages. This development has called upon academicians and practitioners alike to reassess the different aspects of business management such as macroeconomic variables, the nature of the market, the changing features of the workplace, the new work ethos, and/or employer-employee exchanges. In this context, the book provides essential insights on industry innovations, academic advances and policy movements with regard to recovering markets in India and around the globe. The individual papers highlight potential avenues that could allow industry to better understand and respond to the global crisis. The book collects research papers presented at the Global Conference on Managing in Recovering Markets (GCMRM), held in March 2014. Seven international and 120 national business schools and management universities were represented at the conference, the first in a series of 13 planned under the GCMRM agenda for 2014-17. The book includes more than 30 research papers chosen from a pool of 118 presented at the conference, all of which have undergone a rigorous blind review process.
Managing in Turbulent Times
by Peter DruckerFuture management advice to practitioners and business students from a professor, reporter, and philosopher.
Managing in Turbulent Times: Management: Revised Edition, Management Challenges For The 21st Century, Managing In Turbulent Times, And The Practice Of Management
by Peter DruckerManaging in Turbulent Times tackles the key issues facing managers in the 1990s: how to manage in rapidly changing environments. This seminal and prophetic book laid the foundation for a generation of writers on change management. This book concerns the immediate future of business, society and the economy. The one certainty about the times ahead, says Drucker, is that they will be turbulent times. In turbulent times the first task of management is to make sure of the organizations capacity for survival, to make sure of its structural strength and soundness, its capacity to survive a blow, to adapt to sudden change and to avail itself of new opportunities.The author is concerned with action rather than understanding, with decisions rather than analysis. It aims at being a practical book for the decision maker, whether in the private or the public sector.
Managing in Uncertainty: Complexity and the paradoxes of everyday organizational life
by Chris MowlesThe reality of everyday organizational life is that it is filled with uncertainty, contradictions and paradoxes. Yet leaders and managers are expected to act as though they can predict the future and bring about the impossible: that they can transform themselves and their colleagues, design different cultures, choose the values for their organization, be innovative, control conflict and have inspiring visions. Whilst managers will have had lots of experiences of being in charge, they probably realise that they are not always in control. So how might we frame a much more realistic account of what’s possible for managers to achieve? Many managers are implicitly aware of their messy reality, but they rarely spend much time reflecting on what it is that they are actually doing. Drawing on insights from the complexity sciences, process sociology and pragmatic philosophy, Chris Mowles engages directly with some principal contradictions of organizational life concerning innovation, culture change, conflict and leadership. Mowles argues that if managers proceed from the expectation that organizational life as inherently uncertain, and interactions between people are complex and often paradoxical, they start noticing different things and create possibilities for acting in different ways. Managing in Uncertainty will be of interest to practitioners, advanced students and researchers looking at management and organizational studies from a critical perspective.
Managing in a Political World
by Steve LeachSteve Leach identifies the key challenges facing chief executives in British local government in operating in an environment where party politics is a dominant force. It discusses the basis on which chief executives apply for posts and manage the interview process, and the importance of the 'honeymoon period' - the first 6-9 months.
Managing in a Time of Great Change
by Peter Drucker'It is not so very difficult to predict the future. It is only pointless...what is always far more important are fundamental changes that happened though no one predicted them or could possible have predicted them.' (quote taken from this book)It is these unpredictable and irreversible changes from the past, and their effect on the role of the executive which Peter Drucker examines in his latest book. The management of change is a subject which has been, undoubtedly, the principal preoccupation of management thinkers in the 1990s. Peter Drucker, the guru's guru, brings together a group of his own original essays and interviews on this vitally important topic. As ever, he provides invaluable food for thought for all executives and students of business and management.
Managing in a Time of Great Change
by Peter Ferdinand DruckerFor more than half a century, Peter F. Drucker's landmark essays have inspired and educated managers--and influenced the nature of business. Now, the learning continues with the Harvard Business Press release of the new Drucker Library Series.In Managing in a Time of Great Change, the first book in the series, Drucker offers advice to executives for thriving in the global business environment of the future, covering such topics as team building, cutting costs in retail, changes in the U.S. economy, and doing business in Japan.
Managing in a VUCA World
by Oliver Mack Anshuman Khare Andreas Krämer Thomas BurgartzThis book examines volatility, uncertainty, complexity and ambiguity (VUCA) and addresses the need for broader knowledge and application of new concepts and frameworks to deal with unpredictable and rapid changing situations. The premises of VUCA can shape all aspects of an organization. To cover all areas, the book is divided into six sections. Section 1 acts as an introduction to VUCA and complexity. It reviews ways to manage complexity, while providing examples for tools and approaches that can be applied. The main focus of Section 2 is on leadership, strategy and planning. The chapters in this section create new approaches to handle VUCA environments pertaining to these areas including using the Tetralemma logics, tools from systemic structural constellation (SySt) approach of psychotherapy and organizational development, to provide new ideas for the management of large strategic programs in organizations. Section 3 considers how marketing and sales are affected by VUCA, from social media's influence to customer value management. Operations and cost management are highlighted in Section 4. This section covers VUCA challenges within global supply chains and decision-oriented controlling. In Section 5 organizational structure and process management are showcased, while Section 6 is dedicated to addressing the effects of VUCA in IT, technology and data management. The VUCA forces present businesses with the need to move from linear modes of thought to problem solving with synthetic and simultaneous thinking. This book should help to provide some starting points and ideas to deal with the next era. It should not be understood as the end of the road, but as the beginning of a journey exploring and developing new concepts for a new way of management.
Managing in an Age of Modularity
by Kim B. Clark Carliss Y. BaldwinModularity is a familiar principle in the computer industry. Different companies can independently design and produce components, such as disk drives or operating software, and those modules will fit together into a complex and smoothly functioning product because makers obey a given set of design rules. As businesses as diverse as auto manufacturing and financial services move toward modular designs, the authors say, competitive dynamics will change enormously. Leaders in a modular industry will control less, so they will have to watch the competitive environment closely for opportunities to link up with other module makers. They will also need to know more: engineering details that seemed trivial at the corporate level may now play a large part in strategic decisions. Leaders will also become knowledge managers internally because they will need to coordinate the efforts of development groups in order to keep them focused on the modular strategies the company is pursuing.
Managing in the Email Office (Computer Weekly Professional Ser.)
by Monica Seeley Gerard HargreavesManaging the Email Office is for all people who feel email is taking over their lives. It provides practical help and guidance on how to manage both their own volume of email as well as their organization's. It will enable you to develop winning ways with email and to re-claim some of those valuable resources which email consumes.The authors offer solutions to managing email that will help you save time and use email to communicate effectively and send the right message, right first time. These solutions are based on personal preferred patterns of work and management styles. The authors show you how to use email to support you and your team, to become more productive and reduce stress. Case histories are included throughout, to help you understand and apply the contents to you own and your organisation's situation. This book addresses: * how time management and personal effectiveness can be improved through better use of email. * how to develop and implement an email best practice policy for the organization. * how email can be used constructively to support customer relationship management and knowledge management
Managing in the Global Economy
by Richard M. Steers Luciara NardonThis definitive text will bring a new level of professionalism to courses in International Management. Truly global in focus, it is a comprehensive primer on the challenges and prospects of international management, with a particular emphasis on developing global managers who are skilled in economics, strategy, and general management. In addition, the authors help readers develop an in-depth understanding of the role of cultural differences in managerial effectiveness. The text is divided into three parts: the emerging global economy; culture, organization, and strategy; and managing global operations. Management topics include: organizing for international business, global business strategy, building strategic alliances, international negotiations, global staffing, managing a competitive workforce, TQM and employee involvement, and managing multicultural teams. Throughout the text, the authors integrate current conceptual materials on global management with in-depth country analyses and real-world business examples. Each chapter begins with an opening case vignette (from countries around the world) and concludes with a list of key terms and in-depth exercises (Global Manager's Workbook). The text also provides country ratings for 50 countries on economic activity, political risk, and cultural differences, as well as a 35 item instrument for students to measure their own cultural awareness
Managing in the Gray: Five Timeless Questions for Resolving Your Toughest Problems at Work
by Joseph L. Badaracco Jr.How to Resolve the Really Hard ProblemsEvery manager makes tough calls-it comes with the job. And the hardest decisions are the "gray areas"-situations where you and your team have worked hard to find an answer, you've done the best analysis you can, and you still don't know what to do. But you have to make a decision. You have to choose, commit, act, and live with the consequences and persuade others to follow your lead. Gray areas test your skills as a manager, your judgment, and even your humanity. How do you get these decisions right?In Managing in the Gray, Joseph Badaracco offers a powerful, practical, and even radical way to resolve these problems. Picking up where conventional tools of analysis leave off, this book provides tools for judgment in the form of five revealing questions. Asking yourself these five questions provides a simple yet profound way to broaden your thinking, sharpen your judgment, and develop a fresh perspective. What makes these questions so valuable is that they have truly stood the test of time-they've guided countless men and women, across many centuries and cultures, to resolve the hardest questions of work, responsibility, and life.You can use the five-question framework on your own or with others on your team to help you cut through complexities, understand critical trade-offs, and develop workable solutions for even the grayest issues.
Managing in the Modern Corporation: The Intensification of Managerial Work in the USA, UK and Japan
by John Hassard Leo Mccann Jonathan MorrisIn recent years, widespread organisational change in large corporations has almost invariably led to work intensification and increased stress for managers. Managing in the Modern Corporation explains how and why large companies have changed their organisational structures and philosophies, focusing in particular on how these changes affect the careers of middle managers. Based on in-depth interviews with over two hundred middle and senior managers working in large corporations in the USA, UK and Japan, it shows how the working lives of managers have been subjected to major disruption, involving work intensification and reduced opportunities for career progression. Furthermore, it argues that such widespread overwork and poor treatment of highly skilled and highly motivated staff has created a major international problem that must be addressed. The book presents a range of solutions to this important problem, suggesting that there are possibilities for saner, less brutal organisational environments.
Managing in the Next Society
by Peter F. DruckerFollowing in the successful vein of Managing for the Future (1992) and Managing in a Time of Great Change (1995), the incomparable Peter Drucker is back with fresh thoughts, insights, and knowledge about the ever-changing business society around us and the ever-expanding management roles required of us all-chiefs, executives, managers, and knowledge workers alike.Two main themes are explored in many of the chapters in Managing in the Next Society: the rapidly expanding information shock wave that had its Internet Big Bang as recently as 1995; and the changing shape of our society to come-six major trends that are rapidly transforming our world into what Peter Drucker calls The Next Society.
Managing in the Next Society: Lessons From The Renown Thinker And Writer On Corporate Management (Classic Drucker Ser.)
by Peter DruckerDivided into four parts, the book offers searching analysis of the 'information revolution' and the knowledge society it has created. It goes to scrutinize the unprecendented demographic, economic and sociological transforms of recent times to present an outline of 'The Next Society' - which in turn points to a challenging, provocative and at times disturning view of the future.Managing in the Next Society is a collection of Peter Drucker's most strikingly prescient articles. Salient and incisive as ever, Drucker ranges widely over the most critical issues facing business and society today to offer advice, admonition and instruction for proactive executives.
Managing in the Public Sector: A Casebook in Ethics and Leadership
by Brett Sharp Grant Aguirre Kenneth KickhamCasebooks in public administration have become intensely sophisticated with complex scenarios, richly detailed multi-step simulations, and demanding role playing requirements. While these types of cases and exercises have their place, Managing in the Public Sector is a casebook designed with maximum instructor flexibility and student engagement in mind. Featuring cases brief enough to be covered in the last few minutes of a class as well as those substantive enough to last the entire hour, this book allows instructors to illustrate theoretical concepts, encourage active student participation, to make a transition between topics, or to integrate different approaches to administrative study. Retaining the first edition’s use of focused, real-life-inspired cases to help elucidate the application of concepts for students, the second edition has been updated and revised throughout to include: An expanded chapter on ethical analysis A new section on how to make logical arguments Thoroughly updated cases as well as many new contemporary cases New chapter introductions featuring overviews of major leadership and ethical theories to provide students with the context they need Discussion questions at the end of each case to facilitate critical analysis and classroom discussion A cross-listing of all cases and subject matter in an appendix for quick topical reference. Now even more enmeshed in the literature of ethics, leadership, and public administration, Managing in the Public Sector, 2e provides authentic, hands-on experience of the decisions public administrators must face. It is an ideal casebook to supplement undergraduate and graduate public administration, leadership, human resource management, or administrative ethics courses.
Managing in the Twenty-first Century
by Satinder Dhiman Joan Marques Jerry BibermanThe purpose of this work is to enhance understanding and the overall learning experience in OB, and ultimately, to help shape a more conscious workforce of people who have what it takes to succeed during uncertain times despite the ebb and flow of the market.
Managing of People at Work: A New Paradigm for the 21st Century
by Murali Chemuturi Vijay ChemuturiThe organizational environment in the 21st century is not what it was in the 20th Century. It metamorphosed with bulk outsourcing and computer-based decision support tools, and easily coupled with low-cost PC hardware which has created improvements in the productivity of the people, resulting in the reduced numbers. Managers of today manage the results expected of the position rather than managing to get things done as it was expected.In the physical sciences, academia leads the industry whilst in social sciences like management, marketing and economics, industry leads academia. To bridge the knowledge gap that exists between theory and practice, two practitioners from the industry have authored Managing People at Work - A New Paradigm for the 21st Century.
Managing the Adoption of New Technology (Routledge Library Editions: The Economics and Business of Technology #42)
by David PreeceOriginally published in 1989 this book gives an overview of the empirical work on new technology objectives, together with an analysis of management strategies for adoption at the corporate, technological and people levels. It also reviews previous work on the extent to which staff at different levels, and from different specialism, are involved in decision-making, as well as the adoption process more generally. The book looks at different approaches to analysing organizational contexts and provides a framework for studying the stages of the adoption process. The book includes case studies - two in financial services and two in engineering contexts.
Managing the Alignment Process
by Robert S. Kaplan David P. NortonAlignment is not a one-time event. Change is constant--in industry, among competitors, in the regulatory and macroeconomic environments, and in technology, customers, and employees--forcing strategy and its implementation to continually evolve. This chapter looks at how advocating the institution of an office of strategy management emphasizes proactive management of cooperation across organizational boundaries in order to combat the forces that make an organization aligned at one time to soon become unaligned.
Managing the Arts and Culture: Cultivating a Practice (Discovering the Creative Industries)
by Constance DeVereauxManaging cultural organizations requires insight into a range of areas including marketing, fundraising, programming, finances, and leadership. This book integrates practical and theoretical insights, blending academic and practitioner voices to help readers "speak the language" in the creative industries. Including coverage of the management of theaters, dance companies, galleries, and performance spaces, evaluation, marketing, fundraising, activism, and policy, the book benefits from a range of features, including: Scenarios to help orient readers to common arts management problems Ethical dilemmas discussed in every chapter Study questions to enable students to review the skills learned Experiential exercises to gain experience and apply skills Emphasis on cross-cultural and transferrable skills Integration of international perspectives Suggested additional readings and website links for each topic area With contributions from a team of international experts, this book provides a one-stop-shop for students of arts and cultural management and will also provide a valuable resource for those currently in the field.