Guide to Management Ideas and Gurus (The Economist)
Format: PDF / Kindle (mobi) / ePub
Good management is a precious commodity in the corporate world. Guide to Management Ideas and Gurus is a straight-forward manual on the most innovative management ideas and the management gurus who developed them.
The earlier edition, Guide to Management Ideas, presented the most significant ideas that continue to underpin business management. This new book builds on those ideas and adds detailed biographies of the people who came up with them-the most influential business thinkers of the past and present.
Topics covered include: Active Inertia, Disruptive Technology, Genchi Genbutsu (Japanese for "Go and See for Yourself"), The Halo Effect, The Long Tail, Skunkworks, Tipping Point, Triple Bottom Line, and more.
The management gurus covered include: Dale Carnegie, Jim Collins, Stephen Covey, Peter Drucker, Philip Kotler, Michael Porter, Tom Peters, and many others.
primarily in a single line of business become nervous about putting all their commercial eggs into one basket. Their heads are turned by the portfolio theory of investment, in which exposure to risk is reduced through the ownership of a wide range of shares. So they set out to do the same – to reduce the risk from being in too few businesses by getting into more of them. They do this either by buying businesses or by starting them up internally from scratch, the former being the more common.
on the way in which its various units work with each other, and the freedom they have to take decisions on their own initiative. The trade-off between flexibility and firmness has been a long-running subject of management discussion. Julian Birkinshaw, a professor at London Business School and author of The Flexible Firm, wrote an article in the summer 2004 edition of the Sloan Management Review called “Building Ambidexterity Into an Organisation”. In it he says: For a company to succeed over the
19/5/08 16:06:14 MISSION STATEMENT well, mentioning their attitude to employees (“to treat them with respect, promote teamwork, and encourage personal freedom and growth” – Dow Chemical), or to customers (“to continually exceed our customers’ increasing expectations” – Johnson Controls). They suggest standards for individual ethical behaviour. For example, Body Shop in the UK had what it called “Our reasons for being”. Among them were: “To passionately campaign for the protection of the
another country, but more often than not it is not. Offshoring, however, does involve shifting jobs to another country, but it may not involve transferring jobs to another organisation. For example, a company may simply decide to move its local customer services operation to one of its own subsidiaries abroad. That is offshoring, but it is not outsourcing. Economists argue that offshoring is a win-win phenomenon: the country that sends the work abroad gains from lower costs, and the country that
designed by free-market-oriented governments to lower barriers to entry in industries ranging from airlines to stockbroking. But it had only limited success. A 1996 study of the airline industry by the US government’s General Accounting Office, for example, illustrated the complex way in which barriers to entry become tightly woven into the fabric of an industry. The study found that three things – namely, limits on take-off and landing slots at certain major airports; the existence of long-term