Business studies: general Books

Book SynopsisConfronting Managerialism offers a scathing critique of the influence of neoclassical economics and modern finance on business school teaching and management practice. Locke and Spender show that responsible management has given way to ‘managerialism’, whereby an elite caste of businessmen disconnected from any ethical considerations call the shots. The book traces the loss of managers’ earlier social concerns, amply encouraged by management education’s transformation since the 1960's, especially in the US. It also questions not only the social ethics of the US management caste but its management efficacy compared to systems of management that are highly employee participatory and dependent, such as in Germany and Japan. A unique, topical and controversial look at a subject that impacts us all.Trade ReviewBusiness Schools are one of the most important institutions of our times; managerialism perhaps the dominant ideology of those times. How strange, then, that the relationship between the two has not been exposed to much serious analysis. In this excellent volume, Locke and Spender do just that and through a combination of historical and comparative international analysis explain the complex and often malign enmeshment of business schools with modern society. Written by acknowledged experts in the area, this is an important book for those who work in business schools; but an even more important book for those who don't and will be informed, astounded or perhaps appalled to discover what goes on within them. * Christopher Grey - Professor of Organizational Behaviour, Warwick Business School, University of Warwick and Visiting Fellow, Judge Business School, University of Cambridge *In a brilliant and compelling narrative, Locke and Spender trace the decline of American business after World War II to the extinction of socially-responsible management by an amoral 'managerialist' caste of professional business school graduates trained to view reality through arcane mathematical tools of abstract decision making, not through the lens of concrete relationships linking humans to each other and to the planet they inhabit. This is a truly important book . . . definitely a must read. * H. Thomas Johnson, Professor of Sustainability Management, Portland State University *Timely... Incisive... and right on target. The authors mount a fierce attack on "managerialism" and the business schools that promote it. The book should leave the professors, the deans, and the CEOs at prominent U.S. businesses nervously looking over their shoulders at the global competition. * Louis Galambos, The Institute for Applied Economics, Global Health, and the Study of Business Enterprise, Johns Hopkins University *In this fascinating book Locke and Spender show us what is wrong with managerialism and what might be done to ensure more participative and long term approach to running organizations. * Martin Parker, Warwick University Business School, and author of 'Against Management' *Everyone should read this book to see what is so wrong with finance capitalism U.S.-style. The book's expose of bad "management philosophy from hell" carries one forward like an adventure story as it describes the academic and global diplomacy whose infighting has spread it. Most important is the authors' conclusion that it doesn't have to be this way! * Michael Hudson, author of 'Super Imperialism' *Table of ContentsForeword Introduction: Managerialism and Business School Education (1920-1970) 1. The Failure of Management Science and the US Business School Model 2. US Managerialsm and Business Schools Fail to Find Their Moral Compass 3. Managerialism and the Decline of the US Automobile Industry 4. Managerialism, Business Schools, and our Financial Crisis Conclusion: Back to Balance References

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Book SynopsisThe goal of this textbook is to introduce concepts of production planning and control. Starting with the basis of planning processes, relevant aspects of the information base, planning tasks and methods are addressed. The focus is set on concepts used in practice, like: MRP II, Kanban, ConWiP, Input-Output-Control, Workload Control, etc. Furthermore, developing concepts directed towards decentralization (Production Authorization Card system) and flexibility orientation (Opportunistic Planning and Scheduling) are explained.Table of ContentsIntroduction. Information base of PPC systems. Tasks of production planning and control. Generic concepts.Continuative concepts of production planning and control. Appendices.

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Book SynopsisSofern Sie sich für Führung im privaten, ehrenamtlichen oder beruflichen Umfeld interessieren, ist dieser Ratgeber genau richtig für Sie. Auch wenn Sie Ihr eigenes Führungsverhalten reflektieren möchten oder vor kurzem die Funktion als Vorgesetzter bzw. Chef übernommen haben, finden Sie in diesem Buch viele konkrete Beispiele und hilfreiche Tipps zur Umsetzung. So lernen Sie, optimal zuzuhören und Fragen zu stellen, um Bedürfnissen von Mitarbeitenden und anderer besser gerecht werden zu können und gemeinsam die gesteckten Ziele zu erreichen.Dieses Buch hilft allen, die erfahren möchten: welche Werte für die Führung von Menschen von Bedeutung sind und wie man diese im Alltag erkennt warum es in vielen Bereichen wichtig es ist, selbst als Vorbild voranzugehen wie wichtig Ziele im partizipativen Führungsstil sind wie Menschen in Verantwortung nachhaltig zur Zufriedenheit mit diversen Stakeholdern, inkl. Mitarbeitenden und Aufsichtsrat, zusammenarbeiten Zielgruppen: Alle Menschen und Führungskräfte, die in irgendeiner Weise führen und ihr Tun reflektieren möchten Neu ernannte Führungskräfte und alle, die gerne in einer Vorgesetzten-Funktion tätig wären und wissen möchten, was sie erwarten könnte Zum Autor: Der Autor Clemens Hasler hat schon immer mit Leidenschaft geführt, sei es in Vereinen, Abteilungen oder Unternehmen als CEO. Er nimmt Sie als Leser mit und lässt sich in diesem Ratgeber über die Schultern schauen. Table of ContentsNormative Führungsebene: Führung beginnt bei sich selbst, Unternehmenskultur.- Strategische Führungsebene: Erarbeitung der Strategie, Erfahrungen in der Zusammenarbeit mit dem Aufsichtsrat.- Operative Führungsebene: Instrumente und Erfahrungen auf der Operativen Ebene.- Mitarbeitende: Der Mitarbeiterzyklus - Von der Rekrutierung bis zur Trennung, Ziele und Mitarbeitergespräche, Arbeitsplatz, Methoden und Werkzeuge.- Anhang: Unternehmenskultur, Werte, Führungsgrundsätze, Verhaltenskodex, Mitarbeiterbeurteilungsformular, Vertragsablage und Instandhaltungsmanagement.

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