Management

Readings

2005-06-02T01:37:00.000-07:00

Extra, Extra,.........

( 1 ) The Chief Learning Officer May 2005

( 2 ) Hyundai the new Toyota Detroit News Auto or pdf online

From Harvard Business Review (available free from their site)

( 3 )“What Makes an Effective Executive,” by Peter Drucker.

From The Summary in Brief (available free from their site)

( 4 ) Who Says Elephants Can't Dance today! (8 Pages )
When Lou Gerstner took the helm of IBM as its CEO in 1993, the company was a shambles — hemorrhaging money, drained by an insular corporate culture, and rapidly falling prey to smaller companies that could make the same products better, faster and for less money. Wall Street was calling for its breakup into small, independent business units, but Gerstner had other things in mind — to keep the company together, change the way it (and, eventually, its entire industry) did business, and show it could keep up with and even surpass the startups and small businesses presenting its biggest challenges. Lou Gerstner thought the enormous corporate elephant could dance as gracefully as its much smaller competition. He was right.

(please note that due to limitation in storage pdf files will be taken from line after June 2005, and replaced by another subjects. Any file can be e mailed by request free of charge. Please contact
shaw4545@yahoo.com

From Stanford Audio & Video

( 5 ) Create Candor in the Workplace, Says Jack WelchThere is a remarkable lack of candor in the workplace today, says Jack Welch, the man who led General Electric for some 20 years, and it's slowing down corporate progress. "Encourage candor," he advised a Business School audience. "If you reward candor, you'll get it." (April 2005) [Details] Video File, 1:03 hour

From Business Week on line

( 6 ) Beyond Blue Never mind computers and tech services. IBM's radical new focus is on revamping customers' operations -- and even running them

( 7 ) Can Anyone Save HP? Despite the board's insistence that it will stay the Carly course, a breakup may be the only way to turn the company around.

( 8 ) Outsourcing Innovation Big-name companies such as Dell, Motorola, and Philips are farming out their R&D to giant but little-known Asian developers. It's fast, efficient, and yes, it's cheaper. But the economic implications are enormous. Are these companies going too far?

Please see my other Blogs

Strategy

Management

Supervision: Key Link to Productivity, 8/e

2005-04-14T03:45:00.000-07:00

Its clear writing style and practical emphasis make Rue & Byars' Supervision: Key Link to Productivity, 8/e, a clear winner in a crowded field. Reflecting their emphasis on productivity, Rue & Byars have included an applications section at the end of every chapter to encourage students to apply the concepts learned in the chapter.
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Contemporary Management

2005-04-13T09:35:00.000-07:00

Overview
When first introduced to the market in 1998, Contemporary Management, by Jones and George made a huge splash with its innovative voice, content, pedagogy, design, and package. The cutting-edge 3rd Edition continues to redefine what principles of management texts should look, sound, and feel like. Authors Gareth Jones and Jennifer George are dedicated to the challenge of "Making It Real" for students. As a team, they are uniquely qualified to write about both the strategic imperative for managers and organizational challenges that real managers face! Their combined research and text-writing experience is matched by no author team today.
Contemporary Management is a comprehensive text that surveys the theoretical underpinnings of modern management thought and research and through a variety of real world examples from small, medium, and large companies shows the reader how those ideas are used by practicing managers. Of course, the organization of this text follows the mainstream functional approach of planning, organizing, leading, and controlling; but the content is flexible and encourages instructors to use the organization they are most comfortable with. The themes of diversity, ethics, and information technology have been greatly expanded in the 3rd Edition through in-text examples, photographs, "unboxed" stories, and the end-of-chapter material - all areas of importance that truly serve to bring to life the workplace realities that today's student will encounter in the course of a career.
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Management Tasks , Responsibilities, Practices

2005-04-13T09:27:00.000-07:00

Management Tasks , Responsibilities, Practices
by Peter Drucker The Father of Management
A business enterprise is created and managed by people and not by forces. Economic forces set limits to what management can do. They create opportunities for management's action. But they do not by themselves determine what a business is or what it does. Nothing could be sillier than the oft-repeated assertion that "management only adapts the business to the forces of the market". Management not only has to find these forces, it has to create them.
Another conclusion is that a business cannot be defined or explained in terms of profit. Asked what a business is, the typical businessman is likely to answer, "An organization to make a profit". The typical economist is likely to give the same answer. This answer is not only false, it is irrelevant. More...