GENERAL MANAGEMENT: PROCESSES AND ACTION GARVIN D Księgarnia

General Management: Processes and Action by David Garvin focuses on implementation, and the way that general managers get things done. Typically they work through processes like strategic planning, business planning and budgeting to move their organizations forward. A deeper understanding of the skills necessary to influence the design, direction and functioning of processes is essential to effective management. The aim of the General Management is to develop in students a deeper understanding of these activities and their links to performance. The author, David Garvin, is known for his cases. His cases are currently being used at such schools as Wharton, Stanford, Columbia and MIT.

This text focuses on Implementation, or "how-to" get things done. This area of study is important in the practice of Management.

General Management focuses on high-level processes that are of interest to general managers; for this reason, virtually all case protagonists are division presidents or higher.

As in the real world, this text uses examples of managers from all size companies. From the very small companies with only six employees to the very large companies such as American Express.

Set in a module format, Garvin's text is divided into six parts, each corresponding to an essential task of general management and the associated processes for carrying it out.

Table of Contents

INTRODUCTION

1. The Processes of Organization and Management

MODULE I: STRATEGIC PROCESSES

2. Arthur D. Little, Inc.
3. R. R. Donnelley & Sons: The Digital Division
4. Allstate Chemical Company: The Commercialization of Dynarim
5. Time Life Inc. (A)
6. Watermill Ventures
7. Note on the Major Appliance Industry in 1988
8. Electrolux: The Acquisition and Integration of Zanussi
9. Emerson Electric: Consistent Profits, Consistently
10. Xerox Charts a New Strategic Direction (Excerpts)

MODULE II: RESOURCE ALLOCATION PROCESSES

11. Ellis International Division: Patrick O'Brian
12. Americhem: The Gaylord Division (A)
13. Westinghouse Electric Corporation: Automating the Capital Budgeting Process (A)
14. Peterson Industries: Louis Friedman

MODULE III: DECISION-MAKING PROCESSES

15. British Steel Corporation: The Korf Contract
16. Note on Process Observation
17. Strategic Decision Processes in High Velocity Environments:

Four Cases in the Microcomputer Industry

18. Making Fast Strategic Decisions in High-Velocity Environments
19. Decision-Making Exercise (A)
20. Growing Pains
21. Decision-Making Exercise (B)
22. Decision-Making Exercise (C)
23. The Case of the Unhealthy Hospital
24. A Thousand Days
25. Thirteen Days
26. Decision Making at the Top: The All-Star Sports Catalog Division

MODULE IV: LEARNING PROCESSES

27. Building a Learning Organization
28. Types of Learning Processes
29. A Note on Knowledge Management

MODULE V: MANAGERIAL PROCESSES

30. Serengeti Eyewear: Entrepreneurship within Corning Inc.
31. The Soul of a New Machine
32. The Transition to General Management Website
33. No Excuses Management
34. Harvard Business School Publishing

MODULE VI: CHANGE PROCESSES

35. SAP America
36. Millipore Corporation (A)
37. Harvey Golub: Recharging American Express
38. Pepsi's Regeneration, 1990-1993
39. Leveraging Processes for Strategic Advantage

631 pages

Po otrzymaniu zamówienia poinformujemy,
czy wybrany tytuł polskojęzyczny lub anglojęzyczny jest aktualnie na półce księgarni.