Management and management techniques Books
John Wiley & Sons Inc Business Restructuring
Book SynopsisAn effective, long-term strategy for maintaining corporate growth, profit and competitive edge Depicting a progressive emergent framework for long-term growth, profitability, and success, Business Restructuring: An Action Template for Reducing Cost and Growing Profit employs an integrated approach incorporating several of the most popular methodologies and best-in-class practices into a single proven framework. Beginning with an overview of restructuring and what is needed up-front to be successful, this How to Cookbook helps you Understand business restructuring and cost reduction techniques How to transform any organization into one that is high performing Realize efficiencies through the reorganization of resources, improving processes, and identifying outsourcing opportunities Sustain results and achieve continued efficiency, profitability, and growth Describes the right leadership team dynamics to makeTable of ContentsForeword ix Preface xiii Acknowledgments xvii Chapter 1: Restructuring for Success: The 10-Minute Check 1 Why You Need to Restructure Are Your Key Financial Indicators Telling You Something? Notes Chapter 2: The Playbook: A Comprehensive Approach 13 Creating a Foundation for Success Flexible Platform for Achieving Results Chapter 3: Putting the Playbook into Action 29 Building A Winning Team Equipping Your Team With the Necessary Tools Note Chapter 4: Setting the Baseline 49 Moving from Unconscious Incompetence to Conscious Incompetence You Are Here How Fit Is Your Organization? How Robust Are Your Processes? Notes Chapter 5: Ready to Launch 69 Kicking Off Your Restructuring Project So You Think You Can Change? Notes Chapter 6: Executing the Framework 89 Moving from Conscious Incompetence to Conscious Competence Organizational Efficiency Business Process Improvement Business Process Outsourcing Business Process Outsourcing as a Key Enabler for Restructuring Notes Chapter 7: Leadership Essentials for Success 143 Do You Have What It Takes? Plans versus People Keirsey Temperament Sorter Implication 1: Certain Leaders Have Certain Talents Implication 2: Changing a Leader to Fit Implication 3: Assessing and Aligning for the Right Roles Case Study: Can We Compete in This Arena? Notes Chapter 8: Continuous Improvement 161 Moving from Conscious Competence to Unconscious Competence CI Organization Structure and Roles CI Dashboard Training Knowledge Management Linkages to CI Note Chapter 9: Summary of Lessons Learned 181 Glossary 185 Index 199
£39.00
John Wiley & Sons Inc Managing Innovation Design and Creativity
Book SynopsisInnovation is the major driving force in organisations today. With the rise of truly global markets and the intensifying competition for customers, employees and other critical resources, the ability to continuously develop successful innovative products, services, processes and strategies is essential. While creativity is the starting point for any kind of innovation, design is the process through which a creative idea or concept is translated into reality. Managing Innovation, Design and Creativity, 2nd Edition brings these three strands together in a discussion built around a collection of up-to-date case studies.Table of ContentsIntroduction Chapter I What are innovation, creativity and design? Innovation Creativity Design Reading suggestions: Some useful websites Chapter II Innovation = creativity & commercialisation Case Study 1 BBC’s ‘Walking with dinosaurs Appendix I Meet the Dinosaurs Appendix II Stages of the animation process Appendix III Excerpt from Brand Guide Appendix IV Awards as of 30th October 2001 Chapter III Structured processes for developing new products The evolution of the new product development process The Stage-Gate Process Development Funnel and Product Portfolio Management The role of the project leader Reading suggestions: Some useful websites: Chapter IV A note on globalisation Myth or Reality? Definitions Enablers and drivers of Globalisation Advantages of Global Innovation The Flipside of the Coin Obstacles to Global Innovation How to structure for R&D in a global context? What does Global mean in the context of new product development? What to consider when going global Summary Reading Suggestions Useful Websites: Chapter V Innovation & branding for the web Case Study 2 ihavemoved.com - A Appendix I Background to the 4 founders Chapter VI Strategy – emergent or planned, and other issues Strategy – planned or emergent? Strategy and Innovation Useful Concepts and Frameworks for Strategy Development Design and Strategy Reading Suggestions Some useful Websites: Chapter VII Branding and Innovation What is a Brand? Brands and innovation – a closer look Brands and the web Reading Suggestions Some useful websites: Chapter VIII The value of market research Case study 3 Black & Decker’s Quattro Appendix I Company History Appendix II Capital Appropriation Request, Summary Extracts Chapter IX Approaches to Market Research What is it about market research? Traditional approaches towards market research The Future Reading Suggestions Some useful website Chapter X A note on teams Team composition Reading Suggestions Some useful website Chapter XI Collaboration – innovation in manufacturing Case Study 4 The Lotus Elise Chapter XII The role of prototypes Why use prototypes? What prototype? Problems with prototypes Reading Suggestions Some useful website Chapter XIII Collaborating for innovation Some background Reasons for and benefits of collaboration What gets in the way of collaboration How to make collaboration work Open innovation and user-led innovation Reading Suggestions Chapter XIV Innovation & industry context Case Study 5 Roche – Saquinavir Appendix I Team members Appendix II Drug Discovery Value Chain Chapter XV The effects of industry and cultural context Why think about context? Understanding constraints Contextual factors at the industry level Contextual factors – the national level Chapter XVI Informal networks and the management of knowledge Informal networks What is knowledge? The importance of knowledge management The management of knowledge Reading Suggestions Some useful website Chapter XVII Innovation for the environment Case Study 6 Plastwood by Dumfries Recycling Appendix I Alternatives to Recycling Appendix II Recycling at BPI Chapter XVIII Green design – clean environment or clean conscious? The argument for environmentally responsible design What are environmentally responsible products? Natural capitalism versus ‘green design’ The role of the designer Reading suggestions: Some useful websites Chapter XIX Note on Intellectual Property Rights (IPR) Types of intellectual property rights Reading suggestions: Some useful websites Chapter XX Innovation in large organisations Case Study 7 GKN –Light Composite Joint Disk Appendix I Manufacturing Flow for the CDJ Appendix II Summary of technical & commercial advantages and technical limitations Chapter XXI Organising for innovation The process route Incremental versus radical – what’s the difference? The people route A holistic approach to innovation Innovation roles Reading suggestions: Some useful websites Chapter XXII Venturing – beyond company boundaries Avenues for realising innovation The Venture Capital Industry Finding venture capital Sources of external funding Reading suggestions: Some useful websites Chapter XXIII Innovation in Financial Services Case study 8 Shared Appreciation Mortgage - Bank of Scotland Appendix I Additional Information Chapter XXIV Innovation in the service industry Particularities about the service industry Design and service development Service development – what drives success? Suggested Reading Useful Websites Chapter XXV Failure, risk and measuring in innovation What underpins success and causes failure? The complexity framework Is failure really failure? Minimising risk of failure – risk management Measuring success Suggested Reading Chapter XXVI Building for innovation Case Study 9 John McAslan & Partner Appendix I Main players involved in the design & build of Yapi Kredi Bank Appendix II Development of the John Lewis Partnership Chapter XXVII Company culture & architecture Putting your work environment to work Changes in working practices and the office environment Change the work environment – but for the right reasons Suggested Reading Some useful websites Chapter XXVIII Outsourcing – designers in or out? Ins and outs of outsourcing Designers – in or out? The case study of the MuZ Skorpion Concluding Remarks Reading Suggestions Some Useful Websites Chapter XXIX Putting all pieces into place Case 10 The Technology Partnership Appendix I Major Developments in the TTP Group since 1990 Appendix I Group Structure Appendix III Financial Performance Appendix IV The Venture Fund – article from ‘Financial News’ Chapter XXX The innovative organisation Leadership – the most critical ingredient The role of company culture Suggested Reading Useful Websites Chapter XXXI Changes in the world and innovation The next innovation challenges Discontinuous innovation The balancing act The future of business – all change Suggested Reading Useful Websites Chapter XXXII Disruptive innovation Case 11 SAM - disruptive change in executive search Appendix I Chapter XXXIII Managing without control? Case 12 SAM Headhunting Appendix I How to use the case studies Appendix II Innovation Best Practice - achievements and remaining challenges since 2003 Appendix III Categories of Design Suggested Reading Useful Websites References
£54.10
John Wiley & Sons Inc SelfCoaching Leadership
Book SynopsisGenerally, leadership is about influencing people to make big things happen. Management is a process of organizing people to get things done. They are different skills, but equally critical to success in today's workplace. The key is to know which approach works best in which situation. Written in a clear, simple style, Self-Coaching Leadership redefines and demystifies the journey to leadership. Angus McLeod's no-nonsense thinking, straightforward approach and practical tools enable readers to more easily identify when a leader is needed - and coach themselves toward improved influence, performance and effectiveness.Table of ContentsList of illustrations xi About the author xiii Preface xvii Acknowledgments xxiii PART ONE LEADERSHIP OF SELF 1 1 Time 3 Lock-in syndrome 5 Fire-fighting 7 Busy heads 12 The step back 12 Busy bodies 13 Silent time for reflection 20 2 Life balance 27 Where there is a will, there is a way 28 Honoring jobs done 34 3 Personal goals 37 The pre-goal method 37 The Stretch Zone 42 4 Wheel of work 47 Segments of the wheel 47 5 Solution thinking 55 Deep Thought solutions 57 Flexible thinking and the multiple intelligences 59 6 Applying personal changes 63 Reducing work time 64 PART TWO INFLUENCE: LEADERSHIP OF OTHERS 67 7 Widening and narrowing attention 69 Further questions 69 Changes: Overt motives made clear 73 8 Rapport skills and building trust 75 Rapport skills 76 Beginnings, middles and ends 77 Honoring and celebration 82 Mindsets for rapport and trust 84 Trust 86 9 Relationship building: putting it together 89 10 Leadership qualities 93 Traits, trust factors and people skills 93 Trust factors 94 Trait: Clear communicator 96 Trait: Straight-talker 100 Trait: Flexibile 101 Trait: Reliable and consistent (TF) 104 Trait: Accepts responsibility (TF) 106 Trait: Discrete (TF) 108 Trait: Credible 108 People skill: Listens intently 119 People skill: Understands others 136 People skill: Supportive (TF) 137 People skill: Interested in me (TF) 139 11 Other influencing skills of the leader 141 Accommodation, compromise and collaboration 142 12 Mindsets for leaders 153 13 Motivation 155 Motivation: Under- and over-managing 156 Motivation: Mentoring and coaching 160 The 1-2-1 meetings 179 Facilitating all 1-2-1s 180 New staff 1-2-1 192 Understanding stress 195 Probing the Wheel of Work 197 14 My Own 1-2-1 209 15 Influencing peers and bosses 213 16 Strategic influence 217 What I need to communicate 217 The strategy for action 222 17 Managing meetings 223 Agenda frames for behaviors and outcomes 223 Meetings: Factoring for success 226 18 Developing Talent 233 Organizational character overview 234 PART THREE SELF-LEARNING FOR LEADERS 237 19 The Real Thing at work 241 Being and doing 244 Recalibrating authenticity for work 248 Maintaining progress 254 20 Self-awareness for leaders 255 Feedback for leaders 256 21 Emotional Intelligence 263 Working to improve EI 266 Epilogue 275 References 277 Index 279
£28.49
John Wiley & Sons Inc The Networked Nonprofit
Book SynopsisThe Networked Nonprofit Connecting with Social Media to Drive Change This groundbreaking book shows nonprofits a new way of operating in our increasingly connected world: a networked approach enabled by social technologies, where connections are leveraged to increase impact in effective ways that drive change for the betterment of our society and planet. The Networked Nonprofit is a must-read for any nonprofit organization seeking innovative, creative techniques to improve their mission and better serve their communities. Diana Aviv, president and CEO, Independent Sector The Internet means never having to ask permission before trying something new. In The Networked Nonprofit, Kanter and Fine show nonprofits how to harness this flexibility to pursue their missions in partnership with two billion connected citizens. Clay Shirky, author, Here Comes Everybody: The Power of Organizing Without Organizations The NetworTrade Review"A compelling book on how nonprofits can effectively utilize social media to help organizations to grow, change, and succeed. With deep knowledge and experience, the authors use narrative and examples to show how nonprofits can become networked and also engage people in shaping and sharing their work." (FastCompany.com, August 2010) "Kanter and Fine have been experimenting with social media for years. They have worked with numerous nonprofits to learn how networked organizations operate and to educate others to the benefits of social media within a context of social change" (About.com, July 26, 2010)Table of ContentsFigures and Tables v Foreword viiRandi Zuckerberg Preface xi Acknowledgments xvii The Authors xix One Introducing Networked Nonprofits 1 Two Nonprofit Challenges and Trends 11 Part One How to Become a Networked Nonprofit 23 Three Understanding Social Networks 25 Four Creating a Social Culture 41 Five Listening, Engaging, and Building Relationships 59 SiX Building Trust Through Transparency 73 Seven Making Nonprofit Organizations Simpler 87 Part Two What to Do as a Networked Nonprofit 103 Eight Working with Crowds 105 Nine Learning Loops 121 Ten From Friending to Funding 135 Eleven Governing Through Networks 151 Conclusion 163 Notes 167 Glossary 181 Resources 189 Index 193
£26.60
John Wiley & Sons Inc The Million Dollar Private Practice
Book SynopsisThis book will inspire and guide mental health professionals in private practice to leverage their expertise and experience both professional and financial success by building a successful business that goes far beyond exchanging hours for dollars in their office.Table of ContentsPreface vii CHAPTER ONE Is a Million Dollar Practice Right for You? 1 CHAPTER TWO Your Mission and Message 41 CHAPTER THREE Owning Your Niche: The Platinum Rule of Marketing in Action 67 CHAPTER FOUR How to Create Services, Products, and Programs That Promote Change 101 CHAPTER FIVE Creative Business Models and Service Delivery Systems 121 CHAPTER SIX Creative Marketing 145 CHAPTER SEVEN Making the Sale, Getting the Client 189 CHAPTER EIGHT Building Your Million Dollar Practice 225 Epilogue 255 Afterword 265 Appendix: Selected Resources for Building Your Million Dollar Practice 267 About David Steele 269 Notes 271
£29.40
John Wiley & Sons Inc Hotel Front Office Management
Book SynopsisHotel Front Office Management uses a human resources approach to cover the unique management and operational challenges in the front offices of today's hotels and lodging facilities.Table of ContentsPreface xi Acknowledgments xvii Chapter 1 Introduction to Hotel Management 1 Founders of the Hotel Industry 2 Historical Developments 5 Overview of the Hotel Industry 12 Types of Lodging Facilities 14 Market Orientation 17 Sales Indicators 17 Levels of Service 20 Business Affiliations 21 Trends That Foster Growth 27 Career Development 31 Solution to Opening Dilemma 35 Chapter Recap 35 End-of-Chapter Questions 36 Notes 38 Key Words 40 Chapter 2 Hotel Organization and the Front Office Manager 41 Organization of Lodging Properties 42 Organization Charts 43 Typical Job Responsibilities of Department Managers 50 Organization of the Front Office Department 59 Function of the Front Office Manager 62 Staffing the Front Office 69 Solution to Opening Dilemma 72 Chapter Recap 73 End-of-Chapter Questions 73 Key Words 76 Chapter 3 Effective Interdepartmental Communications 78 Role of the Front Office in Interdepartmental Communications 79 Front Office Interaction with Other Departments in the Hotel 79 Analyzing the Lines of Communications 88 Solution to Opening Dilemma 94 Chapter Recap 94 End-of-Chapter Questions 94 Key Words 99 Chapter 4 Property Management Systems 100 Physical Structure and Positioning of the Front Desk 102 Selecting a Property Management System 104 Procedure for Performing a Needs Analysis 105 Other PMS Selection Considerations 113 Financial Considerations 115 PMS Applications 116 Solution to Opening Dilemma 130 Chapter Recap 130 End-of-Chapter Questions 131 Notes 133 Key Words 133 Chapter 5 Systemwide Reservations 135 Importance of a Reservation System 136 Overview of the Reservation System 137 Types of Reservation Systems 142 Sources of Reservations 143 Forecasting Reservations 148 Overbooking (Occupancy Management) 150 Revenue Management 153 Processing Guest Reservations 154 Process of Completing Reservations through a PMS 158 Solution to Opening Dilemma 167 Chapter Recap 168 End-of-Chapter Questions 168 Notes 171 Key Words 172 Chapter 6 Revenue Management 173 Occupancy Percentage 174 History of Yield Management 177 Use of Yield Management 177 Components of Revenue Management 181 Applications of Revenue Management 188 Solution to Opening Dilemma 189 Chapter Recap 189 End-of-Chapter Questions 189 Notes 192 Key Words 193 Chapter 7 Guest Registration 194 Importance of the First Guest Contact 195 Components of the Registration Process 196 Registration with a PMS 216 Solution to Opening Dilemma 228 Chapter Recap 228 End-of-Chapter Questions 228 Notes 230 Key Words 230 Chapter 8 Managing the Financials 232 Common Bookkeeping Practices 233 Forms Used to Process Guest Charges and Payments 234 Account Ledgers 235 Posting Guest Charges and Payments 237 Transferring Guest and City Ledgers to Accounts Receivable 241 Importance of Standard Operating Procedures for Posting and the Night Audit 243 Solution to Opening Dilemma 243 Chapter Recap 243 End-of-Chapter Questions 244 Key Words 246 Chapter 9 Guest Checkout 247 Organizing Late Charges to Ensure Accuracy 248 Guest Checkout Procedure 249 Determining Method of Payment and Collection 252 Assisting the Guest with Method of Payment 256 Obtaining Future Reservations 258 Filing Documents 259 Relaying Guest Departures to Other Departments 259 Removing Guest Information from the System 260 Transfer of Guest Accounts to the Back Office 260 Checkout Reports Available with a Property Management System 260 Guest Histories 262 Last Impressions of the Hotel 265 Solution to Opening Dilemma 266 Chapter Recap 266 End-of-Chapter Questions 267 Notes 269 Key Words 269 Chapter 10 Preparation and Review of the Night Audit 270 Importance of the Night Audit 270 The Night Auditor 271 The Night Audit Process 272 Goal of Preparing the Night Audit Report 278 Preparing the Night Audit Report 278 Reading the Flash Report 293 Reading the Night Audit 293 Solution to Opening Dilemma 296 Chapter Recap 296 End-of-Chapter Questions 297 Key Words 316 Chapter 11 Managing Hospitality 317 Importance of Hospitality 318 Managing the Delivery of Hospitality 320 Total Quality Management Applications 327 Developing a Service Management Program 328 Customer Relationship Management 338 Solution to Opening Dilemma 339 Chapter Recap 339 End-of-Chapter Questions 340 Notes 342 Key Words 343 Chapter 12 Training for Hospitality 344 Determining Employee Hospitality Qualities 345 Screening for Hospitality Qualities 346 Developing an Orientation Program 347 Policy and Procedure Manual 351 Administering the Orientation Program 352 Developing a Training Program 354 Steps in the Training Process 356 Administering a Training Program 361 Cross-training 362 Developing a Trainer 362 Training for Empowerment 364 Americans with Disabilities Act 365 Solution to Opening Dilemma 367 Chapter Recap 367 End-of-Chapter Questions 368 Notes 370 Key Words 371 Chapter 13 Promoting In-House Sales 372 The Role of the Front Office in Marketing and Sales 373 Planning a Point-of-sale Front Office 375 Theories of Motivation 380 Applying Motivation Theories 381 Training Programs for a Point-of-sale Front Office 382 Budgeting for a Point-of-sale Front Office 384 Feedback 384 Planning a Point-of-sale Front Office—An Example 386 Solution to Opening Dilemma 388 Chapter Recap 388 End-of-Chapter Questions 389 Notes 391 Key Words 391 Chapter 14 Security 392 Importance of a Security Department 393 Organization of a Security Department 395 Job Analysis of the Director of Security 395 In-House Security Departments versus Contracted Security 398 Room Key Security 401 Fire Safety 404 Emergency Communication 411 Employee Safety Programs 415 Safety Training Programs 418 Solution to Opening Dilemma 418 Chapter Recap 418 End-of-Chapter Questions 419 Notes 421 Key Words 422 Chapter 15 Executive Housekeeping 423 Importance of the Housekeeping Department 423 Role of Chief Engineer in a Lodging Property 446 The Greening of the Lodging Industry 450 Solution to Opening Dilemma 453 Chapter Recap 454 End-of-Chapter Questions 455 Notes 457 Key Words 459 Glossary 460 Index 475
£112.05
John Wiley & Sons Inc Construction Management Strategies
Book SynopsisAn authoritative textbook on construction management offering a clear model for understanding theoretical aspects. The construction industry has become a truly global network of interconnected stakeholders making demands which require the involvement of skilled workforces from all over the world. Construction Management Strategies sets the foundations for understanding and managing construction's inherent complexity and uniqueness. It establishes clear definitions of commonly accepted terms like built environment, construction, civil engineering, etc. which are often given confusing and conflicting interpretations. It cuts through the plethora of overlapping role titles currently used in the construction sector that make it difficult to establish how projects are actually managed. Construction Management Strategies: Offers a robust and consistent theoretical basis to explain the performance of the main approaches to constructionTrade Review“Nevertheless it makes many good points, it has a refreshingly different perspective on both past and future CM research, and it is open to discussion and debate, as any theory should be.” (Construction Management and Economics, 1 September 2012) Table of ContentsThe Authors ix Acknowledgements xiii Preface xv 1 Introduction and Background 1 Construction viewed from space 2 What is construction? 9 Why a theory of construction management is needed 11 Who can manage construction? 12 Construction managed by designers 13 Construction managed by customers 15 Construction managed by contractors 16 Construction managed by facilities managers 17 Construction managed by independent project managers 18 Construction managed by independent construction managers 20 How the construction industry works 21 Designer-led practice 22 Manager-led practice 23 Contractor-led practice 25 Conclusions 28 2 The Built Environment 31 Introduction 31 Forces which shape the built environment 34 Climate and geology 35 Economy 35 Government 36 Culture and fashion 37 Technology 39 Customers 40 Buildings and infrastructure 48 Architecture 49 Civil engineering 49 Thinking about the forces which shape the built environment 50 3 Construction Concepts 53 Introduction 53 Construction products 53 Customers 53 Construction actions 54 Construction 59 Construction organizations 60 Common characteristics of construction organizations 62 Interactions and relationships 64 Double-loop learning in construction networks 66 Categories of relationship 67 Factors influencing construction performance 69 Construction management 71 Construction efficiency 71 4 Theory of Construction Management 75 Introduction 75 A worst case construction project 77 A straightforward and certain construction project 80 Barriers to effective relationships 82 Inherent difficulty caused by design 83 Inherent difficulty caused by construction teams 84 Inherent difficulty caused by construction environments 85 Inherent difficulty 85 Construction management 86 Construction management strategies 86 Basic theorems 87 Basic propositions about construction management decisions 88 Construction teams efficiency conditions 89 Propositions about construction management decisions relating to construction teams 90 Construction team relationships efficiency conditions 90 Propositions about construction management decisions relating to construction team relationships 91 Construction companies’ efficiency conditions 91 Propositions about construction management decisions relating to construction companies 92 Common organizational characteristics efficiency conditions 92 Propositions about construction management decisions relating to common characteristics of construction organizations 93 Double-loop learning condition 94 Propositions about construction management decisions relating to double-loop learning 94 Construction efficiency 95 Inherent difficulty indicators 95 IDIs in Practice 102 Size of construction projects 106 Using the theory of construction management 107 5 Traditional Construction 111 Introduction 111 Fundamental traditional construction 111 Project organization 112 Strengths and weaknesses 112 Construction management propositions and fundamental traditional construction 114 New technologies 114 Demanding customers 116 Developed traditional construction 117 Internal and boundary relationships 118 Strengths of developed traditional construction 120 Weaknesses of developed traditional construction 120 Construction management propositions and developed traditional construction 122 Scenarios to rescue developed traditional construction 127 Projects led by design consultants 127 Specialist contractor design 130 Architects and engineers design 132 Conclusions 133 6 Design Build 137 Introduction 137 Design build customers 138 Design build companies 140 Design build process 143 Design build performance 145 Design build efficiency 148 Construction management propositions 149 The theory of construction management 150 7 Management Approaches 157 Introduction 157 Customers 159 Designers 159 Construction managers 161 Works contractors 162 Construction management process 162 Construction management propositions 165 Construction management performance 166 Other management approaches 169 The theory of construction management 170 8 Partnering 177 Introduction 177 Project partnering 178 Strategic partnering 182 Strategic collaborative working 189 Partnering efficiency 191 Construction management propositions 193 Partnering performance 194 The theory of construction management 195 9 Total Construction Service 201 Introduction 201 Total construction service providers 201 Industrialised housing 203 General construction 206 Other total construction service companies 212 Total construction service efficiency 215 Construction management propositions 220 Total construction service performance 221 The theory of construction management 222 10 Implications for Industry 229 Introduction 229 Implications for customers 229 Implications for construction companies 239 Construction company strategies 241 Implications for construction companies providing a total construction service 241 Implications for project management companies 248 Implications for construction management companies 248 Implications for design companies 252 Implications for specialist contractors 253 Implications for other construction companies 255 11 The Future for Construction Management 257 Introduction 257 The theory of construction management and practice 259 The theory of construction management and research 262 Testing the theory of construction management 267 Research data 267 Research proposals 268 A basis for future practice and research 275 Appendix: Theory of Construction Management Propositions 277 Glossary 279 Index 283
£46.50
John Wiley and Sons Ltd Engineering Project Appraisal
Book SynopsisPracticing engineers need to understand the economic, environmental, and social contexts of a project, as well as the engineering challenges. In turn, this requires an awareness of the economic, financial, social, and environmental factors against which a development project will be assessed.Table of ContentsPreface xiii Introduction xv PART 1 ECONOMICS-BASED PROJECT APPRAISAL TECHNIQUES 1 1 Decision Making and Project Appraisal 3 1.1 Decision making context 3 1.2 Techniques for decision making 4 1.3 Primacy of the rational model 13 1.4 Decision-making conditions 14 1.5 Project planning process 16 1.6 Example of a decision process 22 1.7 Summary 25 1.8 Review of succeeding chapters 26 2 Basic Tools for Economic Appraisal 29 2.1 Introduction 29 2.2 The time value of money 29 2.3 The estimation of interest 30 2.4 Simple and compound interest 31 2.5 Nominal and effective interest rates 33 2.6 Continuous compounding 34 2.7 Time equivalence 35 2.8 Economic computation 37 2.9 Summary 50 3 Present Worth Evaluation 51 3.1 Introduction 51 3.2 Present worth – the comparison process 52 3.3 Summary 65 4 Equivalent Annual Worth Computations 67 4.1 Introduction 67 4.2 The pattern of capital recovery 67 4.3 Modifying annual payments to include salvage value 69 4.4 Evaluating a single project 71 4.5 The comparison process 72 4.6 Summary 77 5 Rate of Return Computation 79 5.1 Introduction 79 5.2 Minimum Acceptable Rate of Return (MARR) 79 5.3 Internal Rate of Return (IRR) 80 5.4 IRR for a single project 80 5.5 Incremental analysis 87 5.6 Summary 94 6 Benefit/Cost Ratio Depreciation and Taxation 96 6.1 Introduction 96 6.2 Costs, benefits and disbenefits 96 6.3 Estimating the benefit/cost ratio for a single project 97 6.4 Comparing mutually exclusive options using incremental benefit/cost ratios 98 6.5 Depreciation 99 6.6 Taxation 102 6.7 Summary 104 7 Cost–Benefit Analysis of Public Projects 107 7.1 Introduction 107 7.2 Historical background to cost–benefit analysis 108 7.3 Theoretical basis for cost–benefit analysis 110 7.4 The procedure of cost–benefit analysis 111 7.5 Identifying the main project options 111 7.6 Identifying costs and benefits 111 7.7 Placing valuations on all costs and benefits/disbenefits 112 7.8 Assessing and comparing the cost–benefit performance of options 115 7.9 Sensitivity analysis 117 7.10 Final decision 119 7.11 Case study: the cost–benefit analysis of a highway improvement project 119 7.12 Case study: water supply scheme in a developing country 128 7.13 Case study: cost–benefit analysis of sewer flooding alleviation 135 7.14 Advantages and disadvantages of traditional cost–benefit analysis 137 7.15 Techniques for valuing non-economic impacts 138 7.16 Using cost–benefit analysis within different areas of engineering 148 7.17 Summary 151 8 Economic Analysis of Renewable Energy Supply and Energy Efficient Projects 154 8.1 Introduction 154 8.2 Policy context 154 8.3 Renewable energy supply and energy efficient technologies 157 8.4 Economic measures for renewable energy and energy efficient projects 163 8.5 Estimating GHG emissions 179 8.6 Uncertainty 183 8.7 Case studies 186 9 Value for Money in Construction 193 9.1 Definition of Value for Money 193 9.2 Defining Value for Money in the context of a construction project 194 9.3 Achieving Value for Money during construction 194 9.4 Whole-life costing 195 9.5 The concept of ‘milestones’ 196 9.6 Detailed description of the Value for Money framework 197 9.7 Value for Money and design 206 9.8 Is there a conflict between Sustainability and Value for Money 211 9.9 The role of better managed construction in delivering projects on time and within budget 213 10 Other Economic Analysis Techniques 216 10.1 Introduction 216 10.2 Cost effectiveness 216 10.3 The Planned Balance Sheet 220 10.4 Hill's Goal Achievement Matrix 227 10.5 Summary 239 PART 2 NON-ECONOMIC-BASED PROJECT APPRAISAL TECHNIQUES 241 11 Multicriteria Analysis 243 11.1 Introduction 243 11.2 Multicriteria evaluation models 244 11.3 Simple non-compensatory methods 246 11.4 Summary 255 12 The Simple Additive Model 257 12.1 Background 257 12.2 Introduction to the Simple Additive Weighting (SAW) Method 259 12.3 Sensitivity testing 261 12.4 Probabilistic Additive Weighting 264 12.5 Assigning weights to the decision criteria 270 12.6 Checklists 282 12.7 Case Study: Using the Simple Additive Weighting Model to choose the best transport strategy for a major urban centre 292 12.8 Summary 298 13 Analytic Hierarchy Process (AHP) 300 13.1 Introduction 300 3.2 Hierarchies 301 13.3 Establishing priorities within hierarchies 301 13.4 Establishing and calculating priorities 303 13.5 Relationship between AHP and the Simple Additive Weighting (SAW) model 316 13.6 Summary 316 14 Concordance Techniques 318 14.1 Introduction 318 14.2 Concordance Analysis 319 14.3 PROMETHEE I and II 321 14.4 ELECTRE I 328 14.5 Other Concordance Models 331 14.6 Summary 339 15 Concluding Comments 343 15.1 Introduction 343 15.2 Which project appraisal technique should one use? 343 15.3 Future challenges 344 References 345 Interest Factor Tables 346 Index 368
£50.30
John Wiley and Sons Ltd Construction Management
Book SynopsisThe construction industry faces continual challenges and demands, due to market conditions and coercion by governments, for improvements in safety, quality and cost control, and in the avoidance of contractual disputes. To meet these challenges construction enterprises need to constantly seek new directions and business models in construction management. A number of tools, methods and concepts have been developed and advocated as aids to achieving improved performance, but many in the industry find them confusing or are sceptical of their relevance. The third edition of Construction Management: New Directionsbrings together, in a single volume, detailed discussion of a range of contemporary management concepts which are relevant to the construction industry, including strategic management; benchmarking; reengineering; partnering and alliancing; enterprise risk management; total safety management; total quality management; value management and constructability. ITable of ContentsPreface to Third Edition ix Acknowledgements xiii 1 The Culture of the Construction Industry 1 The book’s contents 4 References 7 2 Strategic Management 9 Introduction 9 Overview 10 Strategic management process 12 Strategic management in construction 14 Paradoxes of strategic management processes in construction 17 Developing and implementing strategy in construction 18 Change management 19 Linking operational actions to strategy using a balanced scorecard 20 Stakeholder identification, analysis and consultation 22 Strategic management in action – a case study of Arup 25 An integrated strategic management framework 30 Conclusion 32 References 32 3 Benchmarking 35 Introduction 35 Definition of benchmarking 37 Historical development 38 Types of benchmarking 39 The process of benchmarking 42 The benchmarking team 54 Benchmarking Code of Conduct 55 Legal considerations 55 Benchmarking: The major issues 56 Case studies 59 Conclusion 61 References 62 4 Reengineering 65 Introduction 65 Reengineering: What’s in a name? 67 Origins of reengineering 68 Reengineering in a construction industry context 68 The goals of reengineering 70 Reengineering methodology 73 Pitfalls of reengineering 78 Information technology and reengineering 80 Reengineering from a European perspective 83 A case study of a process reengineering study in the Australian construction industry 84 Conclusion 92 References 94 5 Partnering and Alliancing 97 Introduction 97 The origins of partnering 98 Partnering in a construction industry context 98 The goals of partnering 99 Categories of partnering 100 Project partnering 101 Strategic or multi-project partnering 112 Legal and contractual implications of partnering 114 Dispute resolution 117 Partnering: Overview 118 Project alliancing – a natural progression from project partnering? 120 Alliance definitions 121 Alliancing in the construction industry 122 The differences between alliancing and partnering 122 Critical success factors in alliancing 124 The financial arrangements 125 The project outcome 126 Postscript 127 References 128 6 Enterprise Risk Management 132 Introduction 132 Why ERM in the construction industry? 133 Key terms and definitions 135 ERM principles and processes 136 The COSO ERM 137 AS/NZS ISO 31000 Risk Management Standard 138 Establish objectives, context and criteria 138 Risk identification 140 Risk analysis and evaluation 140 Risk response and monitoring 141 Risk review and learning 142 Risk communication and consultation 143 A comparison of risk management processes 143 ERM application techniques 144 Implementing ERM in the construction industry 144 Organisational culture and ERM 146 ERM performance 147 ERM misconceptions 148 Relationship between ERM and strategic planning 148 Improving ERM capability and maturity 149 The ERM3 model 150 ERM3 example 154 ERM capability improvement 156 Project risk management 157 Conclusion 159 References 160 7 Total Safety Management 163 Introduction 163 The science of safety management 164 What is safety risk assessment at the design stage? 164 Why safety risk assessment at design? 165 Barriers for implementing safety risk assessment at design 167 Methods for safety risk assessment at design 167 Case study 169 The art of safety management 176 Components of a safety culture 177 Dimensions of a safety culture 178 Safety culture maturity models 179 A construction safety maturity model 181 Development of measurement instruments 182 Conclusion 184 References 186 8 Total Quality Management 191 Introduction 191 Definition of TQM 191 What is quality? 193 Historical development of TQM 194 The need for a paradigm shift 197 A change in the culture of the construction industry 198 Customer focus 200 Integration 201 The all-embracing nature of TQM 206 Continuous improvement 206 Quality costs and the cost of quality 207 Universal standards of quality such as ISO 9000 208 Change management 209 The methods of TQM 209 How to implement TQM 209 Kaizen 210 Current research into TQM in the construction industry 210 Conclusion 211 References 212 9 Value Management 214 Introduction 214 Historical development 215 Function analysis 218 Organisation of the function analysis study 226 Who should carry out the study? 226 Who should constitute the team? 227 How should alternatives be evaluated? 231 Value management as a system 232 The American system 233 A case study of value management in the United States 233 The British/European system 235 A case study of value management in the UK 236 Value management in Australia 239 A case study of value management (and constructability) in Australia 240 The Japanese system 244 A case study of value management in Japan 244 Why are the systems different? 245 Differences in the style of management 246 Differences in management systems 246 The relationship between value management and quantity surveying 247 Conclusion 247 References 249 10 Constructability 251 Introduction 251 Origins 252 The goals of constructability 253 Implementing constructability 255 Constructability in practice 258 Constructability and the building product 260 Constructability and Building Information Modelling 263 Good and bad constructability 264 Quantifying the benefits of constructability 269 Conclusion 270 References 271 11 Linking the Concepts 274 References 280 Bibliography 282 Index 296
£51.25
John Wiley and Sons Ltd Programme Procurement in Construction
Book SynopsisThis book ... adds to the impressive ''legacy'' of learning which is still emerging from the successful delivery of the London 2012 construction programme. The authors combine the reforming zeal of a champion for change, who was there every step of the way, with academic rigour, and the result is delivered with impressive passion and commitment to the topic All spenders and suppliers need to read this, to understand how conventional understandings of procurement fall so dramatically short when applied to high value-high risk acquisitions, which invariably is what large construction projects represent.Don Ward, Chief Executive, Constructing Excellence, UK Successful construction is often attributed to one or more aspects of the delivery process from good planning, design and clever engineering to efficient project management and quality construction. Before any of these disciplines can begin, they all require some form of procurement to select the team or supply Table of ContentsAbout the authors xi List of figures and tables xiii Forewords from Sir John Armitt CBE, Howard Shiplee CBE, Martin Rowark and Professor Geoffrey E. Petts xv Preface xix List of acronyms xxvii 1. Purchase and Supplier Engineering and the London 2012 Olympics 1 Introduction 3 The concept of Purchase and Supplier Engineering 4 Programme organisation – an Olympic case study 8 Procurement organisation structure – the Olympic Delivery Authority 11 Roles and responsibilities 11 Projects and programmes 13 Concluding remarks 14 Reference 15 2. A framework for understanding markets in construction 17 Introduction 18 Managing the supply market 19 The client and construction 23 Projects, programmes and construction dynamics 25 The client and the supply chain 27 Defining the supply chain 28 Outsourcing and subcontracting 31 Understanding and managing conflict in construction 34 Concluding remarks 39 References 40 3. The client’s values and the balanced scorecard 43 Introduction 44 Developing a framework for measuring performance 46 All from a project vision 47 Performance measurement 50 Using balanced scorecards to communicate values and measure performance 53 Developing a balanced scorecard 56 Measures including key performance indicators 58 Construction KPI measures of economic sustainability 58 Social sustainability: Respect for people KPI measures 59 Environmental sustainability: Environmental KPI measures 59 Creating appropriate KPIs from a project vision and scorecard 62 Concluding remarks 63 References 64 4. Packaging and contracting strategies 65 Introduction 66 What, why and how to buy 68 Packaging strategy 70 Gestalt theory 73 Programme clusters 75 Programme application 78 Contracting strategy 79 Forms of contract used in the 2012 Olympics procurement 79 Classifi cation of contracts 82 Concluding remarks 85 References 88 5. Common component and commodity strategies 89 Introduction 90 The benefits of a common component strategy 91 Factors infl uencing the procurement of common components 93 Market leverage 93 Supply chain security 95 Future maintenance and operations 95 Design efficiencies 96 Developing a common component strategy 96 Stage 1: Performance criteria 97 Stage 2: Assessment of benefits of implementing a common component strategy 98 Stage 3: The benefi ts of a common component purchasing strategy 99 The common component procurement strategy 100 Concluding remarks 102 References 102 6. Engaging with suppliers: How to attract suppliers and increase interest and awareness 103 Introduction 105 Gathering market intelligence 107 Supplier dialogue 109 One-way supplier dialogue – Supply chain events 110 One-way supplier dialogue – Industry days 110 One way supplier dialogue – One-to-one meetings 111 One-way supplier dialogue – Meet the buyer events 112 One-way supplier dialogue – Meet the contractor events 113 One-way supplier dialogue – Supplier guide 114 One-way supplier dialogue – Business opportunities website 115 One-way supplier dialogue – Opportunity slides 117 Two-way supplier dialogue – Supplier registration and pre-assessment questionnaires 117 Two-way supplier dialogue – Market soundings 120 Concluding remarks 125 Reference 126 7. eSourcing and process codifi cation: Standardising programme procurements 127 Introduction 128 The guiding principles of a robust procurement process 129 Standardising procurement documentation 130 Security of the procurement system 131 Evaluation of tenders 132 The application of electronic tools in the procurement process 133 eSourcing 134 eEvaluation 139 Aspects of managing systematic procurement processes 141 Standard processes 141 Schools of excellence 142 Governance 143 Assurance 144 Training 145 The milestones of procurement reporting 146 Standardisation and codification of the procurement process 147 Stage gate 1 – Agreeing the procurement strategy 148 Stage gate 2 – Tender documentation completion 148 Stage gate 3 – Tender list agreement 149 Stage gate 4 – The tender report 149 Procurement reporting 151 Concluding remarks 151 References 154 8. Managing supply chain involvement across a programme 155 Introduction 156 Supplier relationship management 157 Remaining in contact with all firms who tender for work 159 Supply chain mapping 162 Concluding remarks 167 Reference 168 9. Due diligence and the management of capacity 169 Introduction 170 Modelling supplier utilisation 170 Monitoring the fi nancial strength of suppliers 180 Sub-tier supplier engineering 182 Identifying critical suppliers 185 Concluding remarks 189 References 191 10. Performance management 193 Introduction 195 The Purchase and Supplier Engineering model and programme management 195 Purchase and Supplier Engineering and the programme management office 197 Performance management within Purchase and Supplier Engineering 197 Analysis 198 Control 199 Performance improvement through Purchase and Supplier Engineering 200 Benchmarking 201 Concluding remarks 201 Index 205
£56.95
John Wiley & Sons Inc The Age of Responsibility
Book SynopsisThe new generation of CSR In this landmark book Wayne Visser shows how the old model of Corporate Sustainability & Responsibility (CSR) is being replaced by a 2nd generation movement. This generation goes beyond the outmoded approach of CSR as philanthropy or public relations (widely criticised as ''greenwash'') to a more interactive, stakeholder-driven model. Provides a ''second generation'' approach to CSR that will breathe new life into the movement Can increase the effectiveness of CSR as a strategy to create positive change in society through business Acknowledges the challenges faced by conventional businesses and provides the measures needed to face these Trade Review"The book is thought provoking, insightful and at the same time easy to read ... a must read." (BalticCSR.wordpress.com, May 2011) "... this book is tremendously well researched and the main message is crystal clear… I strongly recommend reading." (AheadAhead.com, May 2011) "... deeply reflective of the state of the world ... society, business and people who change our lives ... we should all read this book." (Lohas.de, June 2011) "... offers a wealth of case studies ... easy to navigate and digest ... Visser's message is one of optimism and hope." (Bookgeeks.co.uk, June 2011)Table of ContentsList of boxes, cases, figures and tables ix Foreword by Jeffrey Hollender xi Acknowledgements xvii About the author xviii Part I: The call to responsibility 1 1 Our ability to respond 3 Part II: The ages and stages of CSR 21 2 The age of greed 23 3 The age of philanthropy 49 4 The age of marketing 73 5 The age of management 95 6 The age of responsibility 131 Part III: The principles of CSR 2.0 153 7 The principle of creativity 155 8 The principle of scalability 189 9 The principle of responsiveness 221 10 The principle of glocality 249 11 The principle of circularity 281 Part IV: Our ability to change 313 12 The matrix of change 315 13 Making a difference 343 Bibliography 367 Index 377 Other books by Wayne Visser 390
£23.99
John Wiley & Sons Inc Psychodynamics for Consultants From Understanding
Book SynopsisPsychodynamics for Consultants and Managers explores the ways in which psychoanalytic thinking can be more extensively and effectively used to the benefit of organizations and groups.Trade Review"Vansina and Vansina-Cobbaert (and the two other contributors, Gilles Amado and Sandra Schruijer, who co-author one chapter each in the more "empirical" third part of the book) make a quite good point on why even people who do not hold a great belief in psychoanalysis and the subconscious processes among people - those that either hinder, or even can be made to help, change and learning in organizations - should understand these processes and learn to read them." (Journal or Workplace Learning) Table of ContentsAbout the Authors. Contributors. Acknowledgements. General Introduction. Part One: A Psychoanalytic Perspective on Groups and Organisations (Marie-Jeanne Vansina-Cobbaert). Chapter 1: Original, Primary Mental Processes (Marie-Jeanne Vansina-Cobbaert). Illustrations. Stepwise transformations. Chapter 2: Languages from Another World (Marie-Jeanne Vansina-Cobbaert). The language of images. The language of actions. The language of relations. Putting the information from 'atlantis' to use. Chapter 3: Supportive 'Process Structures' (Marie-Jeanne Vansina-Cobbaert). Holding and containment. Transitional phenomena. Chapter 4: Defensive Processes and Behaviour (Marie-Jeanne Vansina-Cobbaert and Leopold Vansina). Individual defence mechanisms. Defence mechanisms in groups. Social defences. Social repression. Defensive strategies. Working with and through defences. Conclusions. Chapter 5: The Capacity for Creative Living and Its Importance in Organisational Life (Marie-Jeanne Vansina-Cobbaert). Origins and functioning of the capacity for creative living. Destructiveness in the context of creative living. Part Two: A Psychodynamic Approach. Introduction (Leopold Vansina). Chapter 6: Psychodynamics: A Field of Study and an Approach (Leopold Vansina). Some major differences with psychoanalysis. An attempt to define psychodynamics. Creating supportive process structures. Small things that matter: a look at some neglected potential benefits of a psychodynamic approach to organisational issues. Finalising comments. Chapter 7: 'Me' in the Problem Situation (Leopold Vansina). The problem with problem definition. Building continuation. 'Me' in terminating a project. What about transference and counter-transference in our practice? Chapter 8: Groups as the Tip of an Iceberg: Locating Issues in Their Context (Leopold Vansina). Introduction. Management teams as the tip of an iceberg. The iceberg in project teams. Import and export mechanism of problems. Chapter 9: Being in and Working with Experiences in the 'Here-and-Now' (Leopold Vansina). Various mental modes of being present. The relevance of working with or without specific frames in the 'here-and-now'. From interpretations to sense making. Chapter 10: The Art of Reviewing: A Cornerstone in Organisational Learning (Leopold Vansina). Reviewing. What could be reviewed? When to review and with what frequency? Special or institutionalised reviews. How to review? Conditions for reviewing. The role and stance of the person(s) leading the review. Limits to learning from reviewing. Part Three: The Psychodynamic Approach in Consulting and Action-Research Projects Introduction (Leopold Vansina). Chapter 11: Understanding and Working with Organisational Dynamics: Coping with Organisational Growth (Leopold Vansina and Gilles Amado). Part 1: Creating Awareness and a Base for Action within the Organisation. The pilot workshop. The second workshop. The third workshop. The relevance of the design. Part 2: Working Through the Draft Blueprint. The six two-day workshops. Understanding and working with organisational dynamics: discussion. Chapter 12: Transformations: Hope, Illusions and Reality. Transformations within a Family-Owned International Corporation (Leopold Vansina and Marie-Jeanne Vansina-Cobbaert). Part 1: The Consulting Project. The actors within the system. 'Minimal structures' and 'time and space'. Part 2: Making Sense of the Work. Transformation. What can be learned from the consulting experience and conceptual clarifications for advancing the practices of organisation consultants and managers? Chapter 13: Participative Redesign: Action-Research into the Strategic Restructuring of a Plant (Leopold Vansina). Part 1: The Project. History and context. My role, approach and intentions. Phase one: exploring the company in its environment. Phase two: engaging the employees to redesign the operations to meet the new production strategy. Phase three: change in ownership and implementation. Part 2: Organisational Results and Research Findings. Results from the participative redesign. The process of successful organisational change. Learning from the action-research itself. Chapter 14: Working Across Organisational Boundaries: Understanding and Working with Intergroup Dynamics (Sandra G.L. Schruijer and Leopold Vansina). Part 1: The Psychological Difficulties of Working Across Organisational Boundaries. The meaning of collaboration. The yacht club. Part 2: Helping Groups and Organisations in Developing Successful Collaboration. Shellfisheries: conflicts of interest between nature and economy. Collaboration in the building sector. Organisational change of a nursing home. Medical call centre. Part 3: Dynamics, Practices and Principles. Working with the whole system. Working with the psychodynamics of conflict and collaboration. Leading collaboration. Exploring the 'why?' Concluding remarks. References. Glossary. Index.
£47.45
John Wiley & Sons Inc Winning at Service
Book SynopsisThis book reveals the Secrets to Service Success by analyzing four service companies that grew from small beginnings to the leaders in their industries. Interviews with the four CEOs who guided the companies to their success reveal the three basic principles they all share. The CEOs interviewed are Thomas Berglund of Securitas and J. Philip Sorensen of Group4Falck, the world''s two largest security companies, Francis Mackay of Compass plc and Pierre Bellon of Sodexho Alliance, the world''s two largest food service companies.Table of ContentsForeword ix Acknowledgements xiii 1 Introduction 1 The Investigation 5 The Framework 6 How this Book is Organized 8 2 The Journey to Leadership 9 The Challenge 9 Four Journeys to Leadership 12 Signposts 2002 33 Four Companies: Four Winning Traits 37 3 Pick Your Game and Play it 39 Decide What You Want to Do 41 Follow a Simple, Replicable Business Model 49 Use Simple, Transparent Performance Measures 58 Questions for Service Leaders 61 4 Leadership at the Heart 63 Visionary Industry Shapers 67 Passionate and Inspirational Leaders 80 True Entrepreneurs 93 Intimate Business Knowledge 97 Questions for Service Leaders 98 5 Passion for People 101 Recruit 106 Integrate and Develop 111 Retain 122 Build Partnerships with Unions and Works Councils 132 Questions for Service Leaders 135 6 Keep It Simple 137 Flat Organization and Decentralized Decision-Making 138 Small Head Office 143 Questions for Service Leaders 147 7 Winning at Service: Final Words 149 Win by Relinquishing Power 153 Win with the Right Outlook 154 Win at Golf: Play with a Full Bag 159 Win by Turning Non-Core into Core 160 Can all Companies Win? 161 Assa Abloy: Lessons from a Non-Service Winner 166 How Large Can Winners Be? 167 Appendix 171 Index 175
£37.99
John Wiley & Sons Inc Customer Management Excellence Successful
Book SynopsisCRM today is much like BPR in the 1990s. It is the strategy of the 21st century. Everyone is jumping on the bandwagon, but few are doing it in a way that will reap long--term benefits. And while billions are being spent worldwide, as yet there is not one case study of a true CRM focused company that is achieving major business success.Trade Review"… pragmatic, down-to-earth analysis of the key issues involved…" (Marketing Business, February 2003)Table of ContentsIntroduction. Acknowledgements. Part I. Evaluating a customer-centric approach. Enter the Customer Service Director. Recognising the cultural needs of a service operation. The Shift from Call Centre to Contact Centre. Part II. Dealing with Lifetime Values. How to Deal with Unprofitable Customers. Complaint (Feedback) Management. Reputation Management. Managing Expectation. Part III. Empowering Customer-Facing Staff. Service Personnel Adopting the Sales Role. Caring for your Carers. The Final Chapter - Summary. 6 Case studies featuring main category winners from National Customer Service Awards. Glossary of Terms. Index.
£44.64
John Wiley & Sons Inc Global Account Management
Book SynopsisIf you buy a new BMW you may be surprised as much by the owner''s manual as by the car itself. Thin, personalized, and containing information only on the features you have selected in the language you speak, it is the result of a year''s collaboration with Xerox that has radically improved the product and decimated costs. It is just one example of the new organizational structures and processes being developed at leading companies to serve the global marketplace. As firms realize that dealing with global customers is not simply an extension of key account management, their most common response is to launch a formal global account management initiative. Done well this is powerful and effective; however without proper planning it can spell disaster. Drawing on widely accepted ''key success factors'' for global account management as well as new elements revealed by their research, David Hennessy and Jean-Pierre Jeannet redefine the process global account management around the premise thatTable of ContentsPreface. 1. Introduction . 2. Global Drivers. 3. Analyzing a Global Customer's Industry . 4. Analyzing the Global Logic of a Customer's Business . 5. Understanding the Client's Strategy. 6. Developing and Delivering the Value Proposition . 7. The Global Account Management Team . 8. Supporting and Implementing Global Account Management . Appendix: Global Account Management in Action: Xerox, Marriott International and Hewlett-Packard . Bibliography. Index.
£40.84
John Wiley & Sons Inc The Essential Guide to Managing Small Business
Book SynopsisDecision- making for small business owners has become more challenging and unpredictable than ever before. Hand--in--hand with these new challenges are the increasing risks associated with expansion or a new strategy.Trade Review"…this guide provides practical advice in creating a sound platform from which to prosper. It’s uncomplicated…jargon-free…in handy bite-sized chunks…" (Startups.co.uk, 23 July 2003) "…the authors do a good job of drawing together material on the many management issues…" (Financial Times, 18 September 2003) “…well set out … make a useful tool for working through a strategic analysis…” (Business Adviser, March 2004) “…extremely readable…speaks directly to the entrepreneur and challenges them to take a moment to stand back and reflect …" (Long Range Planning, Vol.37, No.4 August 2004)Table of ContentsForeword. Preface. 1. Managing Business Growth. Making the transition. The relevance of management theory to growing business. Managing effectively and efficiently. Setting realistic goals. Synopsis of the book. 2. Making Sense of Strategy. Strategic issues: Setting the scene. The Titanic: A salutary lesson in strategy. Review of current performance. Analysing competitive forces. Market segmentation: Defining customer behaviour. Strategic marketing analysis. Distinctive competence. Hygiene factors. Defining core competences. Completing the strategic review: SWOT analysis. Setting strategy. Phase 1: setting out the options. Phase 2: evaluating the options. The chosen strategy. Stretching your organization. Organic growth vs merger or acquisition . 3. Marketing for Profit. Customer behaviour. Market segmentation. Profiling the custoner. Competitor analysis and distinctive competence. Market positioning. The marketing mix. Products and product differentiation. Pricing. Place: channels of distribution. Promotion: communicating the offer. People: organizing the marketing function. People: key skills, knowledge and qualities. Relationship marketing. Customer relationship management (CRM). Customer feedback. Market research. The marketing plan. Postscript: action on ABCO’s marketing problems . 4. Developing an Organization that Delivers the Strategy. Understanding organization. Organizational maintenance and development. The origins of an organization. How organizations work: structure, people, processes and systems. Structure. The form of the organization. People. Processes and systems. Specifying jobs and people to fill them. Other influences on organization. Organizational diagnosis: how to overhaul your organization . 5. Getting Performance from People. Attention to task and to people processes. People and productivity. Personal resources and self-management. Managing priorities and getting things done. Understanding motivation. Positive motivation, dissatisfaction and demotivation. Getting Performance from people. Briefing and contract setting. Monitoring. Feedback and review. Dealing with entrenched performance problems. Feedback, learning and growth . 6. Leading the Team. Power in the growing organization: making it safe to delegate. Leadership and delegation. Leadership style. Working with teams. Balancing attention to task with attention to people and processes. Team roles: composition of the successful team. Stages of team development. Matching team processes to task situation. Finding people for the team. Aligning people with purpose: using performance appraisal effectively. A workable appraisal system. Conducting an appraisal meeting. Systematic development of competencies. Recruiting new people. Selection interviewing. Avoiding recruitment pitfalls. Induction of new recruits. Building and leading the team: the underlying skills . 7. Culture, Creativity and Change. Culture and the growing organization. What is organizational culture. Understanding the organization’s culture. Is there a small-business culture. The influence of founders and owners. Structure, empowerment and the can-do culture. Influencing culture positively. Maintaining freshness: encouraging better ways of doing things. Renewal through learning, contribution and growth. 8. Managing Business Performance through Financial Analysis. The financial statements. Accounting principles. Exploring the profit and loss account. Exploring the balance sheet. Presentation of accounts for sole traders and partnerships. Maintaining adequate capital. Cash-flow statement. Why is profit not the same as cash? Financial analysis. Using ratio analysis to understand financial performance. 9. Management Information Systems and Financial Controls. Controlling profit and cash. Controlling profit: the P&L account. Managing strategy through gross profit margin. Costing and pricing reviews. Controlling cash: the balance sheet. Controls on working capital. 10. Planning for the Future. Types of business plans. The strategic business plan. Stages of strategic planning. Preparation. Business review. Customer feedback and market research. Setting objectives. Setting corporate strategy. Financial adequacy. Reviewing and revising the strategic plan. Operational action plans. Monitoring the strategic plan. 11. Hazards on the Path to Growth. Stay focused or venture into new markets? Failure to let go. A future role for the founder. Appointing a successor to the founder CEO. Family members on the payroll. Failure to delegate effectively: undermining management. Owner-manager guilt as a barrier to growth. Note. Appendix 1: Example of a Strategic Business Plan. Appendix 2: Example of a Marketing Plan. Appendix 3: Example of a Job Specification. Appendix 4: Costing and Pricing Example. Index.
£23.74
Wiley OffPremise Catering Management
a huge range and FREE tracked UK delivery on ALL orders.
£62.70
John Wiley & Sons Inc Investment Project Design
Book SynopsisMake more informed project investment decisions by knowing what issues to examine in the planning process and how to analyze their impacts Poor or insufficient planning is primarily responsible for the inordinate number of idle and rusting capital facilities around the world, with investment decisions often made on the basis of either intuition or inadequate analysis. Investment Project Design: A Guide to Financial and Economic Analysis with Constraints alerts potential investors and other stakeholders to precipitous changes in the investment milieu as a result of constraints on resources and infrastructure, economic and political turmoil, and population growth. The guide Includes descriptions of specific methods of financial and economic analysis for new investments and for expansion of an existing enterprise Covers project risk assessment, mitigation and avoidance Provides real-life case studies, adapted for prTable of ContentsAcknowledgments xi Symbols and Most Frequently Used Acronyms xiii Introduction 1 CHAPTER 1 Investment Environment 9 Systematic Project Analysis 10 Project Environment and Strategy 11 Project Development Process 33 Planning Horizon and Project Life 43 Project Scope 44 Preinvestment Studies 46 Investment Planning Infrastructure 58 Appendix 1.1: Elements of Commercial and Wider Domains 60 Appendix 1.2: Outline of Business Plan for a Manufacturing Enterprise 62 Appendix 1.3: Outline of Design/Study Report 63 Appendix 1.4: Information Flow Details 67 Notes 69 References 74 CHAPTER 2 Preparing Pro-Forma Financial Statements 75 Accounting System 77 Process of Financial Analysis 81 Financial Costs and Benefits 84 Investment Costs 87 Production Cost 116 Operating Cost, Factory Cost, and Cost of Product Sold 122 Financial Statements 127 Appendix 2.1: Depreciation Methods 142 Appendix 2.2: Starting Inventory Balance 148 Notes 150 CHAPTER 3 Financial Indicators and Criteria 155 Static Indicators 155 Types of Static Indicators 156 Dynamic Indicators 169 Financial Criteria for Investment Decisions 188 Analysis of Joint Ventures 203 Project of an Ongoing Enterprise 206 Appendix 3.1: Example of Cost of Capital Calculations 219 Notes 225 References 228 CHAPTER 4 Financing the Project 231 Capital Structure 232 Cost of Capital 249 Notes 255 References 256 CHAPTER 5 The Economic Perspective 257 Private Sector 259 Public Sector 259 General Rationale for Economic Evaluation—Who Needs It? 260 Macroeconomic View—Impact on the National Economy 262 Price Distortions 266 Applicability and Scope 272 Economic Pricing Principles 278 Shadow Prices of Primary Resources (National Parameters) 292 Conversion and Adjustment Factors 297 Appendix 5.1: Costs and Benefits of Revenue Projects 299 Appendix 5.2: Global Pricing Framework—Importable Input Forgone 301 Notes 303 References 307 CHAPTER 6 Economic Cost/Benefit Analysis 309 Adjustments for the Wider Domain 311 Valuation at Market Prices 311 Define the Accounting Unit 317 Value-Added 343 Notes 354 References 358 CHAPTER 7 Investment Decisions under Uncertainty and Risk 359 Forecasting 359 Risk—Dealing with Uncertainty 364 Quantitative Risk Assessment 369 Qualitative Risk Assessment 380 Risk Management 380 Risk Immunization for Financiers 383 International Investors and Risk 385 Appendix 7.1: Discrete Probability Analysis—Multivariate 386 Notes 387 References 390 CHAPTER 8 Project Appraisal 391 Macro-Micro Appraisal 392 SWOT Analysis 393 Stakeholder Perspectives 396 Appraisal Report 399 Caveats for the Appraiser 406 Notes 407 References 408 CHAPTER 9 Implementation Planning and Budgeting 409 Implementation Planning 410 Project Management 412 Conducting the Implementation Project 416 Implementation Budget 437 Appendix 9.1: Sample Responsibility Matrix for a Portion of a Project 438 Appendix 9.2: Checklist of Project Implementation Costs 438 Notes 442 References 443 About the Authors 445 Index 447
£48.75
John Wiley & Sons Inc The Road to Reinvention
Book SynopsisCompanies, communities, and individuals fall for many reasons, but one of the most common and easily avoidable is the failure to reinvent.Trade Review“Continuous reinvention has become a critical strategy to win in these challenging times. In The Road to Reinvention, Josh Linkner lays out a powerful and cohesive path to help you drive your own creative disruption.” —Steve Case, cofounder, AOL “Josh Linkner is a truly special entrepreneur, part of a rare breed that understands that the most important lesson on how to win in business, and in life, is to never give up. The Road to Reinvention is filled with practical tidbits for those fighting every day to become successful.” —Eric Lefkofsky, CEO, Groupon “In this compelling book, Josh Linkner reminds us that no business can afford to pause in the headlong drive to meet new challenges to the status quo, that to reinvent the workplace, we have to reinvent ourselves continually as leaders. The Road to Reinvention is a must-read.” —Deborah Hopkins, chief innovation officer, Citibank “Reinvention can be both exciting and challenging, but successfully reinventing one’s self, a business, an industry, or a community can also be truly rewarding. We are in the midst of a positive reinvention in Detroit and throughout Michigan, and I encourage you to head down Josh Linkner’s road to reinvention.” —Rick Snyder, governor, State of Michigan “The Road to Reinvention shows why great people and companies go stale—and how to stay fresh. Josh Linkner reveals what it takes to reboot your products, reshape your services, reengineer your operations, rethink your brand, and restart your career. This bold, uplifting book will reinvent the way that leaders and entrepreneurs do business.” —Adam Grant, professor, the Wharton School, and author, Give and Take “Josh Linkner has laid out a comprehensive framework for reinvention and operational innovation, which is a must-read for all leaders. With numerous inspirational examples and straight talk on what you can do to reinvent your company, The Road to Reinvention should be mandatory reading for your entire team.“ —Tom LaSorda, former CEO, Chrysler “The Road to Reinvention is a must-read if you want you and your team to reach the next level. Full of practical advice and engaging, illuminating anecdotes, Linkner's message is powerful, relevant, and inspiring.” —Keith Ferrazzi, author, Never Eat Alone and Who's Got Your Back “In The Road to Reinvention, Josh Linkner creates a clear path for how to achieve transformative change—the key to all future growth and success.” —Bill Emerson, CEO, Quicken Loans “Through clear principles and examples, Josh Linkner makes it easier for anyone to reinvent their brand, company, or even career. The Road to Reinvention creates a template to understand the critical leadership challenge of the decade: disrupt or be disrupted.” —David Butler, VP, innovation and entrepreneurship, the Coca-Cola Company “Don’t let your competition read this book before you do. The Road to Reinvention offers powerful insights and navigable paths forward for both personal and business reinvention. Josh Linkner is a singularly thoughtful entrepreneur who understands how to illuminate a vision of the possible.” —Don Katz, CEO and founder, Audible “Protecting your existing model is no longer an option. The Road to Reinvention provides the tools you need in order to be the disruptor instead of becoming disrupted. A must-read.” – Steve Blank, professor, Graduate School of Business, Stanford University, and author, The Startup Owner’s Manual “As someone who has had to reinvent many times to stay on top, I highly recommend Josh Linkner's book. The Road to Reinvention will help you come out ahead, even when facing the roughest circumstances.” —Les Gold, star, Hardcore Pawn, and author, For What It’s Worth “With stories of people and companies that have succeeded (and failed) to reinvent, Josh Linkner shows you how to harness disruptive creativity so you end up on the side of success. I wish I had this book years ago!” —David Meerman Scott, author, The New Rules of Marketing and PR “With the pace of innovation and resulting changes in consumer behavior, no company can afford to sit still. Growing a successful company requires creative assessment and disruption. In The Road to Reinvention, Josh Linkner illustrates how to lead your employees not only to accept but embrace the need for continuous reinvention.” —Carol Kruse, global CMO, Tough Mudder, and former CMO, ESPN “The Road to Reinvention is a powerful wake-up call for any organization, whether already thriving or looking for inspiration. It's also a toolkit for entrepreneurs seeking to build the next big thing.” —Andrew Yang, founder and CEO, Venture for America, and author, Smart People Should Build Things “The Road to Reinvention is a valuable guide for renewing your organization in this age of disruption. Josh Linker, having created a wide array of successful businesses, shares his proven methods for leading innovation. The Road to Reinvention is a must-read for anyone who needs transformational tools to remake their organization.” —Jeff DeGraff, professor, Ross School of Business, University of Michigan, and author, Innovation You “Josh Linkner is one of the most creative thinkers on the planet. The Road to Reinvention contains his prescriptions for changing your product mix, your approach to the marketplace, and even your customers. Read this book if you want your company to thrive in today's crazy competitive marketplace.” —Nick Morgan, president, PublicWords, and author, Power Cues and Trust Me “Already in a creative field, I found the tools and exercises in The Road to Reinvention encouraged me to think about things differently, from songwriting to expanding my business and brand. Thank you for a great follow-up to Disciplined Dreaming!” —Earl Klugh, GRAMMY® Award–winning guitarist, songwriter, and producer “Innovative approaches are the drivers of all human progress. In The Road to Reinvention, Josh Linkner shows you exactly how to reinvent your business and career with stunning precision.” —Brad Feld, cofounder, Tech Stars and Foundry Group, and author, Do More Faster and Venture Deals “The Road to Reinvention reflects true insight from a successful entrepreneur who has spent a career in the trenches of creative disruption. Josh Linkner has taken the concept of reinvention and broken it down into actionable, specific insights that can be put into practice on a daily basis.” —Al Callier, VP, strategic innovation, Universal Studios “The Road to Reinvention gives readers a clear path for renewal and resilience that is compelling, insightful, and practical. Josh Linkner presents a blueprint for leaders to follow so they are able not just to stay in the game but to stay ahead of it.” —Brian Owens, head, global brand strategy, eBay Inc. “Josh Linkner is among a rare breed of entrepreneurs. Driven and successful, yet reflective, cognizant that personal growth and professional success are intricately linked. In The Road to Reinvention he provides the most compelling case I've encountered for approaching today's increasingly complex business environment in a disruptive manner, all while inspiring us to truly begin living the life we've imagined for ourselves.” —Dave Zilko, president and vice chairman, Garden Fresh Gourmet “The Road to Reinvention is a thought-provoking work that offers a clear process for ongoing creative disruption. Josh Linkner has lived the process of leading a hyper-growth organization. The Road to Reinvention provides insight and inspiration through engaging stories, powerful examples, and easy-to-follow processes. Highly recommended.” —Scott Dorsey, CEO and cofounder, Exact Target “Josh Linkner is an expert on reinvention, and this book is a must-read. The Road to Reinvention is a fascinating new roadmap to help you envision the future and control your own destiny.” —Michael Abrashoff, US Navy Commander, and author, It’s Your ShipTable of ContentsIntroduction 1 1 Disrupt or Be Disrupted 7 2 Embrace the Reinvention Ethos 27 3 Cannibalize Your Own Product 49 4 Retool Your Operations 73 5 Create Vivid Experiences 92 6 Tell a Memorable Story 110 7 Overhaul Your Culture 131 8 Reimagine Your Customer 151 9 Transform Your Career 171 10 Forge Your Legacy 195 Conclusion 223 Notes 225 Acknowledgments 235 About the Author 237 Index 239
£18.69
John Wiley and Sons Ltd Effective Teamwork
Book SynopsisUpdated to reflect the latest research evidence, the third edition of Effective Teamwork provides business managers with the necessary guidance and tools to build and maintain effective teamwork strategies. A new edition of a bestselling book on teamwork from an acknowledged leader in the field Offers a unique integration of rigorous research with practical guidance to develop effective leadership teams Features new chapters on virtual teams and top management teams, plus contemporary themes of ethics and values Utilizes research based on positive psychology techniques Trade Review"The book provides an in-depth examination of the range of positive and negative factors which can affect team functioning. The ethics and values in team performance are considered and form a fundamental part within each section." (The British Psychological Society, 1 September 2012) Table of ContentsAcknowledgements xi Part 1 Team Effectiveness 1 1 Creating Effective Teams 3 Task and Social Elements of Team Functioning 6 Team Effectiveness 7 Key Revision Points 12 Further Reading 12 Web Resources 12 2 Real Teams Work 13 Why Work in Teams? 17 Barriers to Effective Teamwork 21 What is a Team? 27 What do Teams do? 29 How can we build Effective Teams? 31 Conclusions 35 Key Revision Points 37 Further Reading 37 Web Resources 38 Part 2 Developing Teams 39 3 Creating Teams 41 Personality and Ability 43 Teamwork Skills 49 Diversity of Team Members 52 Benefiting from Team Diversity 57 Implications of Diversity 58 Key Revision Points 59 Further Reading 59 Web Resources 59 4 Leading Teams 60 The Three Team Leadership Tasks 61 The Three Elements of Leading Teams 63 Tripwires for Team Leaders 77 Developing Team Leadership Skills 79 Self-managing or Shared Leadership Work Teams 84 Key Revision Points 85 Further Reading 85 Web Resources 86 5 Team Training 87 The Stages of Team Development 89 Types of Team Training Interventions 91 Conclusions 101 Key Revision Points 102 Further Reading 102 Web Resources 102 Part 3 Team Working 105 6 Setting Team Direction 107 Team Objectives 107 The Elements of Team Vision 113 Strategy for Teams 115 Key Revision Points 117 Further Reading 117 Web Resources 118 7 Team Playing 119 Interaction 120 Information Sharing 124 Influencing and Decision Making 125 Creating Safety in Teams 131 Key Revision Points 133 Further Reading 134 Web Resources 134 8 Team Quality Management 135 Groupthink 136 Team Pressures to Conform 138 Obedience to Authority 139 Team Defence Mechanisms 139 Commitment to Quality 141 Task Focus/Constructive Controversy 142 Encouraging Constructive Controversy in Teams 143 Conclusion 151 Key Revision Points 152 Further Reading 153 Web Resources 153 9 Creative Team Problem Solving 155 Team Innovation 156 Creative Problem Solving in Teams 160 Techniques for Promoting Creativity within a Team 162 Using Creativity Techniques in Team Meetings 166 Other Influences on Team Innovation 167 Key Revision Points 170 Further Reading 170 Web Resources 171 10 Team Support 172 The Emotional Life of Teams 174 Social Support 176 Support for Team Member Growth and Development 182 Balance between Home and Work Life 184 Social Climate 184 Conclusions 186 Key Revision Points 187 Further Reading 187 Web Resources 187 11 Conflict in Teams 188 Team Conflicts 188 Types of Team Conflict 189 Resolving Team Conflicts 189 Organizational Causes of Conflict 191 Interpersonal Conflicts 193 Difficult Team Members 195 Key Revision Points 198 Further Reading 198 Web Resources 198 Part 4 Teams in Organizations 199 12 Teams in Organizations 201 Introducing Team-based Working (TBW) 202 The Relationship between Teams and their Organizations 205 What do Teams need from their Organizations? 207 The Role of Human Resource Management (HRM) 209 What do Organizations require from Teams? 213 Bridging across Teams 216 Conclusions 219 Key Revision Points 219 Further Reading 220 Web Resources 220 13 Virtual Team Working 221 What is Virtual Team Working? 225 Advantages and Disadvantages of Virtual Teams 227 How to Develop Effective Virtual Team Working 228 Lifecycle of Virtual Teams 235 Conclusion 238 Key Revision Points 239 Further Reading 239 Web Resources 240 14 Top Management Teams 241 Task Design 243 Team Effort and Skills 245 Organizational Supports 248 Top Management Team Processes 251 Top Team Participation 254 Corporate Social Responsibility 255 Top Team Meetings 257 Conflict 262 CEO Leadership 263 Conclusions 266 Key Revision Points 268 Further Reading 268 Web Resources 268 References 269 Author Index 286 Subject Index 292
£81.65
John Wiley & Sons Inc The Phoenix Effect
Book SynopsisInternational turn-around gurus describe how to rescue a company from the brink of disaster Why, even in the best of economic times, do so many apparently healthy companies fail? The surprising answer offered by the authors of this breakthrough book is denial, or more specifically, the inability of top management to acknowledge that they''ve been backing a losing strategy and to take the necessary, often traumatizing, steps required to set their companies on the right course. Using cogent case studies and lessons learned from working with Fortune 500 executives who have survived tough turnarounds, Pate and Platt vividly describe what happens when good strategies go bad. Drawing upon their experiences at top firms, they develop proven real-world turnaround strategies, tools, and techniques and show readers how to put them to work in their companies.Trade Review"...it offers good wholesome advice..." (Financial Times, 13 February 2002) With so many businesses flopping in the current economy, Cater Pate, a veteran financial adviser and PricewaterhouseCoopers turnaroud expert, and writer Harlan Platt offer counself to those now teetering on the edge of disaster. THE PHOENIX EFFECT: 9 Revitalizing Strategies No Businesss Can Do Without walks executives, strategists, and entrepreneurs through a thorough evaluation of their company. Whether the business needs an overhaul or tuneup, the authors detail how to determine its new direction, strengthen its corporate identity, negotiate restructuing and mergers and get the most from assets, employees and products. The book is full of examples of real-life success and failure at companies like Marriott, Laura Ashley, Netscape, and CDNow. (Publishers Weekly, March 4, 2002)Table of ContentsACKNOWLEDGMENTS. INTRODUCTION. CHAPTER 1. Get to the Point of Pain. CHAPTER 2. Determine the Scope. CHAPTER 3. Orient the Business. CHAPTER 4. Manage Scale. CHAPTER 5. Handle Debt. CHAPTER 6. Get the Most from Assets. CHAPTER 7. Get the Most from Employees. CHAPTER 8. Get the Most from Products. CHAPTER 9. Produce the Product. CHAPTER 10. Change the Process. EPILOGUE. SOURCES AND SUGGESTED READING. INDEX.
£36.00
John Wiley & Sons Inc The Competent Manager
Book SynopsisOffers an empirical, ``total'''' system approach that determines which characteristics of managers enable them to be effective in various management jobs. Presents a large-scale, intensive study (2,000 managers holding 41 different jobs in 12 organizations) that provides a context for identifying the special characteristics, as well as assessing and developing managerial talent. Develops a logical, integrated model of managerial competence that explains the relationship of these characteristics to each other, to the functions of the management job, and to the key aspects of the internal organizational environment. Also introduces a model of individual competence.Table of ContentsCompetence and Job Performance. The Research Design and Methods. The Goal and Action Management Cluster. The Leadership Cluster. The Human Resource Management Cluster. The Directing Subordinates Cluster. The Focus on Others Cluster. Specialized Knowledge. An Integrated Competency Model. Interpretation by Sector and Managerial Level. Summary and Implications. Appendixes. Index. Figures.
£202.50
John Wiley & Sons Inc Modern Investment Management An Equilibrium
Book SynopsisInvesting is a difficult and challenging process. There are many ways for institutional and high net worth individual investors to perform poorly, either through mistakes or simple bad luck. Fortunately for investors, progress has been made in both the theory and the practice of investment management.Trade Review"... valuable resource for any market practitioners interested in or working in the asset management field... one of the better books." (Risk, April 2004) With names ranging from Alford to Zangari, but led by Bob Litterman, an academy of 23 authors has produced the 600-page Goldman Sachs Asset Management textbook entitled Modern Investment Management: An Equilibrium Approach*. This is a state-of-the-art exposition of modern investment techniques, full of brilliant analysis but oddly detached from the real world. A briefcase-busting volume may be an unusual marketing tool to distribute to clients, but GSAM's focus is conventional enough. After all, US pension plans have a daunting problem: their sponsors are typically projecting 9 per cent investment returns even though the risk-free US Treasury bond yield has recently been below 4 per cent (though it is now rising quite fast). Even GSAM does not think the equity risk premium is more than 3.5 per cent (and many others say it is much less). So where can a 9 per cent expectation come from, other than the end of a rainbow? One response would be to cut the targeted return to, say, 6 per cent, which could be achieved through a reasonably cautious mix of bonds and equities. But such a capitulation would plunge many pension plans into serious deficit, and force sharp rises in contributions. Companies like General Motors would not be able to borrow on the bond market and invest the proceeds in securities at a "profit". Enter GSAM with an array of active risk opportunities, information ratio assumptions and derivatives strategies. Uncorrelated hedge funds and private equity products add alpha, while interest rate and currency overlays can contribute extra return while hedging liability risks. This is the world of "active alpha" - the return generated by active deviations from the benchmark as distinct from beta, the market return. The positive appeal lies is in GSAM's treatment of risk. In today's markets, fund managers can only outperform if they accept an appropriate amount of risk: not too much, not too little. This applies across the spectrum from asset allocators to specialist portfolio managers. Investors, however, tend to be apprehensive about the dependence of the sophisticated investment theories on historical data. In a crisis, these can malfunction badly. A "three standard deviation event" - which, mathematically, is supposed to be almost impossible - is, in fact, all too common. Moreover, GSAM appears to inhabit an unreal world where the information ratio - the active return per unit of active risk - is 0.75 and a higher active risk therefore reliably generates higher returns. This is fine if the investors consistently select brilliant fund managers. But, in the real world, the average information ratio is zero (or negative, after costs) and portfolio risk is hard to measure with precision over any length of time. There is a problem of lack of scalability too. "The best hedge funds are closed," admits GSAM. Managers of niche funds can select unusually profitable opportunities in inefficient markets (Japanese small cap equities being an oft-quoted example). Moreover, alpha can then be "ported" into a mainstream asset class, using derivatives. But it is unlikely that big pension plans can thread their way nimbly through such investment minefields without triggering explosions. What GSAM is in effect saying is that simple investment in mainstream equities and bonds is not going to generate the required returns. In particular, the soft option of index-tracking, which has been adopted by so many pension funds and other institutional investors, is a trap. The age of risk and skill is here. There is little or nothing here about economic fundamentals, corporate governance or costs, the kind of subjects which dominate conventional investment committee meetings. Fans of Warren Buffett definitely need not apply, although Bob Litterman observes that "there might be a little bit of extra reward for those armed with the most thorough, efficient and disciplined investment processes, even though competition will certainly quickly eliminate most such opportunities". For Goldman Sachs, the attractions of active alpha are crystal clear. But although some investors may be ready to move along the quantative route, many pension fund trustees will wonder whether the game is becoming too hazardous and opaque. (Financial Times, September 29, 2003) "...this is a state of the art exposition of modern investment techniques, full of brilliant analysis..." (Financial Times (FTfm)) "...the book explains some investment management techniques used by GSAM..." (Pensions Management, October 2003) "...The strength of this book is its technical rigour..." (Investment and Pensions Europe, November 2003)Table of ContentsPART ONE: THEORY. Chapter 1. Introduction: Why and Equilibrium Approach? (B. Litterman). Chapter 2. The Insights of Modern Portfolio Theory (B. Litterman). Chapter 3. Risk Measurement (B. Litterman). Chapter 4. The Capital Asset Pricing Model (B. Litterman). Chapter 5. The Equity Risk Premium (M. Carhart & K. Winkelmann). Chapter 6. Global Equilibrium Expected Returns (B. Litterman). Chapter 7. Beyond Equilibrium, the Black-Litterman Approach (B. Litterman). PART TWO: INSTITUTIONAL FUNDS. Chapter 8. The Market Portfolio (R. Bandourian & K. Winkelmann). Chapter 9. Issues in Strategic Asset Allocation (K. Winkelmann). Chapter 10. Strategic Asset Allocation in the Presence of Uncertain Liabilities (R. Howard & Y. Lax). Chapter 11. International Diversification and Currency Hedging (B. Litterman). Chapter 12. The Value of Uncorrelated Sources of Return (B. Litterman). PART THREE: RISK BUDGETING. Chapter 13. Developing an Optimal Active Risk Budget (B. Litterman). Chapter 14. Budgeting Risk Along the Active Risk Spectrum (A. Alford, et al.). Chapter 15. Risk Management and Risk Budgeting at the Total Fund Level (J. Gottlieb). Chapter 16. Covariance Matrix Estimation (G. De Santis, et al.). Chapter 17. Risk Monitoring and Performance Management (J. Rosengarten & P. Zangari). Chapter 18. The Need for Independent Valuation (J. Mittaz). Chapter 19. Performance Attribution (P. Zangari). Chapter 20. Equity Risk Factor Models (P. Zangari). PART FOUR: TRADITIONAL INVESTMENTS. Chapter 21. An Asset-Management Approach to Manager Selection (D. Ben-Ur & C. Vella). Chapter 22. Investment Program Implementation: Realities and Best Practices (J. Kramer). Chapter 23. Equity Portfolio Management (A. Alford, et al.). Chapter 24. Fixed Income Risk and Return (J. Beinner). PART FIVE: ALTERNATIVE ASSET CLASSES. Chapter 25. Global Tactical Asset Allocation (M. Carhart). Chapter 26. Strategic Asset Allocation and Hedge Funds (K.Winkelmann, et al.). Chapter 27. Managing a Portfolio of Hedge Funds (K. Clark). Chapter 28. Investing in Private Equity (B. Griffiths). PART SIX: PRIVATE WEALTH. Chapter 29. Investing for Real After-Tax Results (D.Mulvihill). Chapter 30. Real, After-Tax Returns of US Stocks, Bonds and Bills, 1926 through 2001 (D.Mulvihill). Chapter 31. Asset Allocation and Location (D.Mulvihill). Chapter 32. Equity Portfolio Structure (D.Mulvihill). Bibliography. Index.
£98.25
John Wiley & Sons Inc Ideawise How to Transform Your Ideas Into
Book SynopsisAn easy-to-understand and easy-to-implement method for creating new ideas and new products This book blows the lid off the so-called "idea gurus" by demystifying the creation of great new innovations. It offers readers a way to look at their company's existing products and services in order to transform them into new ideas.Trade Review"...this book is highly entertaining and readable...excellent read-fun and informative...well worth reading and may stimulate a good deal of thought..." (The Marketing Reviewer, Winter 2002)Table of ContentsIntroduction. "But, I'm Not Creative". Don't Buy the Idea Industry's Blather. Seek and Ye Shall Find. Thomas Edison Was Right. What Could You Substitute? What Could You Combine? What Could You Magnify or Minimize? What Else Could It Be? What Could You Eliminate? What Could You Reverse? What Could You Bring Back? Generate First, Judge Later. One Final Word: Cajones. Index.
£28.79
John Wiley & Sons Inc Subsurface Conditions
Book SynopsisSubsurface projects can spell tremendous liability and risk concerns for geotechnical engineers, who pay among the highest liability insurance rates among A/E/C professionals. Written for a non-legal audience by a recognized liability authority, this helpful book brings together the information and expertise needed to manage the non-technical aspects of such projects. Discusses the implications of errors and omissions, applicable law, bid and contract document disclosure, and much more. Filled with relevant case studies.Table of ContentsClient-Consultant Selection (D. Thompson). The Professional Services Agreement (J. Monsees & T. Smirnoff). Subsurface Investigations and Geotechnical Report Preparation (G. Brierley). Preparation of Contract Documents for Subsurface Projects (E. Abbott). Risk Management Considerations for Complex Subsurface Projects (T. Neff). Engineers' Involvement in Construction Means and Methods of Subsurface Projects (R. Simon). Risk Management Considerations for Engineers Engaged by Contractors on Subsurface Projects (J. Guertin). Role of the Professional Consultant in the Evaluation of Differing Site Conditions Claims (S. Poulos). Dispute Resolution Mechanisms for Differing Site Conditions Claims (H. Caspe). Professional Liability and Risk Allocation/Management Considerations for Design and Construction Management Professionals Involved in Subsurface Projects (D. Hatem). Insurance for Subsurface Projects (T. Gilmartin). Appendix. Index.
£128.66
John Wiley & Sons Inc Moving Ahead with ISO 14000
Book SynopsisMoving Ahead with ISO 14000 addresses environmental qualitymanagement standards from the business manager''s point of view. Itexamines the costs and benefits of conformance in terms ofcompetitiveness, market share, and return on investment. Numerouscase studies describe how other companies are responding to the newstandards and help companies benchmark how close their ownoperations are to conformance. Moving Ahead with ISO 14000 also helps business managers answer thefollowing questions: * How are businesses around the world responding to ISO 14000? * Should our firm bother to seek ISO 14000 registration? * What are the business benefits of ISO 14000? * What does it take to comply with ISO 14000? * Does ISO matter to our customers? * Will these new standards help improve operations or bog them downin paperwork? * Can a company adhere to the new standards and develop acompetitive advantage at the same time? * Should we self-certify? * Can we Table of ContentsPartial table of contents: A NEW GLOBAL CHALLENGE--VOLUNTARY MANAGEMENT STANDARDS. ISO 14000: The Worldwide Response from Industry and Governments (P.Bridgen). GAINING SUPPORT THROUGHOUT YOUR COMPANY--IMPROVING ENVIRONMENTALAND BUSINESS PERFORMANCE. Standardizing Environmental Management beyond ASTM (H.Apsan). REGISTRATION, CERTIFICATION, AND IMPLEMENTATION ISSUES. Preparing for ISO 14000 (T. Ambrose). IMPLEMENATION AND INTEGRATION ISSUES, IMPACTS, AND TOOLS. The Potential Effect of ISO 14000 on Environmental Audits (L.Cahill & D. Schomer). ADVANCING SUSTAINABLE DEVELOPMENT AND CREATING COMPETITIVEADVANTAGE. Design for Environment: A New Framework for Strategic Decisions (M.Lenox & J. Ehrenfeld). Index.
£114.26
John Wiley & Sons Inc Environmental Management and Business Strategy
Book SynopsisThis book is organized around three classic global needs shared by both business strategists and environmental leaders: achieving compliance, recognizing business opportunity, and answering public expectations. The cases compiled in this text address these concerns. The goals of the authors are to reach both experienced managers and newcomers to the field of environmental business strategy; to publish cases that respect the full range of management responsibilities, from basic civil laws of government to those facing competitors and customers; and, to mix the case work with an appealing conceptual narrative.Table of ContentsACHIEVING COMPLIANCE. What Is Environmental Leadership? The Role of Upper Management. Establishing an Effective Environmental Audit Program. The Question of Measurement. RECOGNIZING BUSINESS OPPORTUNITIES. Defining Strategy in the "Age of Environmentalism." Environmental Accounting for Competitive Advantage. Environmentally Driven New Product Development. Environmental Management Systems. Management Information Systems and Environmental Management. ANSWERING PUBLIC EXPECTATIONS. The Public Face of Corporate Environmental Strategy. Responding to Stakeholders. Public Disclosure and Environmental Reporting. Afterword: Leadership Skills for Sustainable Development. Appendices and Endnotes. Index.
£141.26
John Wiley & Sons Inc Trading 102
Book SynopsisIn her much-praised and highly popular book, Trading 101, Sunny Harris offered novices a crash course on the basics of the field. Now, for those looking to continue their education, Harris presents Trading 102: Getting Down to Business, an invaluable roadmap to taking the next step - designing an individual trading system and starting a personal trading business. This indispensable reference covers all the bases, including raising capital, regulations, marketing financial services, taxes and systems development. Along with hands-on strategies, proven techniques, and straightforward guidelines for tailoring a system based on individual trading styles, Trading 102 is packed with a wealth of easy-to-read charts and graphs as well as complete information on: * The science of the business. * Formulating a sound business plan. * Software for systems testing. * Psychological traps to avoid. Trading 102 is required reading for anyone looking to take the big leTrade Review"Without a clear understanding of the correct basics of trading you'll never succeed in this business. Sunny Harris' Trading 102: Getting Down to Business will give you the correct basics of trading in an easy to learn format. This book will jump start the success of anyone who has not figured out the truth of trading."- Larry Williams, Trader and Author "Sunny Harris has done it again! Her new book, Trading 102 offers a wealth of exceptionally useful information for traders and investors. It places high on my list of recommended reading."- Edward D. Dobson, President, Traders Press, Inc. "Trading 102 is the perfect sequel to Trading 101. Sunny Harris brings all of the essential ingredients together and presents a concise step by step plan of action. I am amazed at the wide range of material she was able to squeeze into this very enjoyable book."- Charles LeBeau Author, trading advisor, founder of the System Traders ClubTable of ContentsPlan Your Work, Then Work Your Plan. Technical Analysis Review. Mechanical Trading Systems. Calculating Your Potential Hourly Wage(TM) (PHW). Brainstorming a New System. Building a Database. Software for Systems Trading. Designing Your System. Formulae for Systems Development. Backtesting and Optimizing Your System. System Performance Assessment. Following Your System. The Science of Organizing Yourself. The Science of the Business. Dealing with Psychological Issues. Appendices. Bibliography. Index.
£43.12
John Wiley & Sons Inc The Portable MBA in Entrepreneurship Case Studies
Book SynopsisThe crucial link between theory and practice In The Portable MBA in Entrepreneurship Case Studies you'll meet people who have used the business theories and practices presented in The Portable MBA in Entrepreneurship to start and run their own entrepreneurial ventures.Table of ContentsJohn Roughneen. Scott Tompkins. Jack Sprat's Restaurant. Internet Fashion Mall, LLC. Neverfail Computing. Jon Hirschtick's New Venture. Beautiful Legs by Post. Shaker Circuits (A). Diamond Technical Group (DTG). WinSales. ClearVue. SeaFax (A). Fjord Trading Company (A). ENOX Technologies. Mike Bellobuono. Take a Break Travel. Bagelz. SolidWorks. Quick Lube Franchise Corporation (QLFC).
£37.60
John Wiley & Sons Inc Inside the Technical Consulting Business
Book SynopsisJoin the thousands of professionals who have already gotten Insidethe Technical Consulting Business -- and discover how to channelyour technical know-how into an exciting career as an independentconsultant. This Third Edition of Harvey Kaye''s bestselling guidegives you the focused, no-nonsense help you need to start and runyour own consulting practice in today''s ultracompetitiveenvironment. What''s inside: Setting up your consulting business.The lowdown on finances, record-keeping, office space, taxes, andchoosing the form of business organization that''s right foryou. Insider''s guide to proposals and contracts. Gives plenty ofexamples to use in your own consulting practice. Marketing secrets your boss never told you. Tips on creating demandfor your services and keeping your clients coming back for repeatbusiness. PLUS ALL-NEW MATERIAL ON: * Creating your personal strategic marketing plan. A step-by-stepguide to developing and maintaining your competitTable of ContentsHow to Leave Your Career Problems Behind. Defining Your Own Business Identity. Who Becomes a Consultant? Three Fundamental Truths of Technical Marketing. Marketing Secrets Other Consultants Won't Tell You. Your Blueprint for Marketing Success. The Sales Meeting. Proposals and Contracts. Billing Rates. Projecting a Professional Image. Dealing With the Client. Financing a New Consulting Practice. Setting Up Your Business. Office Space and Stationery Needs. Goals and Planning for the Future. The Technical Challenges of Consulting. Decision Making. Making the Transition. Playing Your Game. Epilogue. Appendix. Suggested Reading List. Index.
£94.46
John Wiley & Sons Inc Operational Profitability Systematic Approaches
Book SynopsisAdd value to services and increase revenue while giving your clients more of what they need Operational Profitability, Second Edition explains in complete detail how to conduct a management audit that will give clients the essential information they need in today's fiercely competitive marketplace.Table of ContentsPreface. The Basic Approach. A History of American Business and the Impact on Profitability. The Effectiveness of Systems and the Efficiency of Business Operations. Case in Point Using the Business Assessment. Profitability in Today's Market. Types of Financial Statements. Performance Measures. Pricing Policies. Operations. Operations Efficiency Measures. Reducing Operating Costs. Inventory Controls. Production Planning and Control. Appendix A: Process Improvement Flow Diagrams. Appendix B: Business Analysis. Index.
£85.50
John Wiley & Sons Inc World Without SecretsBusiness Crime and in the
Book SynopsisWith today's rapid evolution and deployment of new information and computing technologies, the "age of ubiquitous computing" is upon us. Human beings will be, to an ever greater extent, surrounded by machines that monitor, record, and analyze everything that occurs around them, leading to a world in which secrets are almost impossible to keep.Trade Review"...the book is important — it contains fresh thinking, a rarity these days.... [Richard Hunter] is always provocative. He gathers impressions and conversations from a surprisingly broad array of sources. He assembles this material into something approaching a coherent whole.... [Richard Hunter's] [i]nsights...are well worth the price of admission to World Without Secrets." (New York Times, April 28, 2002) World Without Secrets: Business, Crime and Privacy in the Age of Ubiquitous Computing by Richard Hunter delivers a first-rate explanation of the impact of technology on the public, government, business and communities. Hunter, who is vice president and director of security research for GartnerG2, a division of the world's largest technology research firm, writes expertly and urgently about the panoply of internet-related problems each of these diverse groups will face in the years ahead. "There's way too much information-about everything-out there now, and it's going to get a lot worse," Hunter argues. Because technologies arrive at different times, their impacts are cumulative. We don't see the true effects of a technology's use until long after that technology has invaded our everyday world. Looking forward, Hunter describes a world in which loss of privacy, technological terrorism and the heist of artistic rights are a foregone conclusion. This is an important book which sheds thought-provoking light on the slippery slope we are descending when it comes to Internet technology. (BookPage, August 2002) "...I would however definitely recommend this book as it certainly is an interesting, if not a little chilling, read..." (M2 Best Books, 5 September 2002) "...an excellent introduction to contemporary attitudes towards and policies of surveillance..." (Free Pint, 31 October 2002) "...written with a mixture of eloquence and frivolity that makes the book hard to put down...it is carefully crafted from numerous interviews with people...to create a well-rounded and multi-faced story..." (The Times Higher Educational Supplement, 15 November 2002)Table of ContentsPreface xiii Acknowledgments xvii Everything You Need to Know before We Start xix A Brief History of the Next 10 Years xxi Chapter 1: 1 Why Won’t They Leave Me Alone? The Power of Names and Numbers 2 What Does It Take to Create a Universe? 3 Crossing Over 5 More Data, More Power, Few Controls 6 Unstoppable Momentum 8 By the Numbers 9 Where Did the Secrets Go? 10 Chapter 2:13 Streets Without Secrets How the Future Worked in the Past 15 Authentication and the Exception Economy 17 How It Works in Tampa 19 What the Software Knows 21 Yes, Probably 22 Does It Work? 23 More Faces in View 25 Walk with Me 25 Keep Walking 27 Do the Math 28 Draw the Lines 31 So? 33 Eternally Vigilant? 34 Chapter 3: 37 Homes Without Secrets I Want This Why? 39 KISS 40 About Those Cameras 42 Data at Rest 44 The Rules 45 We Are the Boundary 47 Chapter 4: 49 Cars Without Secrets The Technical Stuff: Telematics 50 Who Hears What 51 The More You Give, the More You Get 51 Who’s Driving? 53 What the Owner Wants 54 Cars Without Secrets, Now 55 What the Car Knows 56 Suppose 58 Private by Intention 59 What Can Policy Do? 60 Call Me Any Time 62 Speaking of Enhancing Performance 63 Making the Drivers Smart 64 Smart Cars, Yes 65 It’s Simple, Not 67 Hunter’s First Law 68 Chapter 5: 69 The N Party System: The Era of the Network Army How Scenarios Work 70 The Scenarios for Social Structures 70 The Quadrants 72 The Engineered Society 73 The Lost and Lonely 75 The Conscientious Objectors 80 The Network Army 81 I Repeat: The Network Is an Amplifier 84 Chapter 6: 85 Software Without Secrets Disruptive, Quite 86 Business Without Secrets 87 Interviewing Raymond 87 Hackers and Crackers 89 From Communities to Network Army 90 Open Source Is More Than Open Source 96 Yeah, It’s a High-Performance Team 97 Is This Message Clear? 99 The Medium and the Message 100 Why They Listen 101 Power Grabs, Not 101 Ideological Conflict and Corruption 102 Nemesis and the Network Army 104 Can I Be Your Enemy? 104 Generals Are Always Fighting the Last War 105 The Message and the Medium, and the Audience for Linux 106 If You’re Losing the Battles, Change the Battlefield 107 Free Stuff Kills Competitors, Not Markets 108 Why Not Just Let the Market Do Its Work? 109 Maybe Someone Can Be Convinced 110 How Did Things Get So Bad? 112 A Few Pointers for Engineered Society Generals 112 Hunter’s Second Law 114 Chapter 7: 115 The Rise of the Mentat Mentat Defined 115 Why Mentats? 122 Mentats Have (Hidden) Power 123 Mentats Provide Less Information 124 The Network Mentat 124 The Mentat Reviewer 126 Choose Your Mentat 126 Trust Matters 128 Mentats and the Law of Inertia 129 Mentats and I-Filters 130 Hunter’s Second Law—Personal and Institutional Conflict 130 Breaking the Bubble 131 Would Breaking the Bubble Have Saved Cisco? 132 Reality Always Wins (in the World Without Secrets and Everywhere Else) 133 On the Interactions of Laws 133 Chapter 8:135 Distracted Consumers, Mentats, and Timothy McVeigh The Path of Least Resistance 136 It’s Easier If You Don’t Ask 137 So Why Look? 139 Did McVeigh Do It? 140 The Necessary Knowledge Is That of What to Observe 142 What Do You See? 142 Chapter 9: 145 In the Exception Economy, Be Exceptional What Drives the Exception Economy? 147 A Portrait of the Artist as a Very Big (or Little) Number 156 Business Without Secrets 157 The Business Is a Network 158 Art Is Exceptional, Objects Are Not 165 Chapter 10: 167 Art Without Secrets Who Wins and Who Loses? 167 Relationships Matter: The Fate of the Music Industry 170 The Economics of Long-Playing Plastic 170 Yes, It Really Works Just Like That 174 Independents: They’re Everywhere. Are They Dangerous? 177 What about the Relationship? 179 Strategies for Record Industry Viability 180 Strategy 1: Kill Digital Distribution 181 Strategy 2: Monopolize Bandwidth 186 Strategy 3: Prohibit Alternative Business Models 188 Summary: The Fate of Digital Objects 192 Power and Knowledge 192 Chapter 11: 193 Crime Without Secrets Buying In 194 Yeah, It’s about Technology 195 The Lessons 196 Plan B 197 What We Fear 198 It’s Not the Transaction, It’s the Database 199 Mass Victimization 200 Why Worry? 202 Chapter 12: 203 War Without Secrets Engineered Society Warfare and the Terrorist 205 Crime Is War, War Is Crime 208 Network-Centric Warfare 209 Crackers at War: Threat or Menace? 218 What’s Potential and What’s Real? 225 What to Do, Right Now 234 Chapter 13: 245 Digital Pearl Harbor On the Morning . 247 What Happened after Pearl Harbor 250 A Pearl Harbor for the New Century 251 A Dream of Electronic Handcuffs 252 Under Observation 255 Watching Everything Is Not Knowing Everything 256 If Automated Surveillance Works, Whom Does It Work On? 257 The Issue Is Control 259 The Return of the Engineered Society 260 Who’s Not on the Team? 261 Pearl Harbor in the Borderless World 262 Chapter 14: 265 The Last Secrets Notes 267 Index 275
£30.39
John Wiley & Sons Inc Workouts and Turnarounds II
Book SynopsisThe most trusted names in workouts and turnarounds share their valuable strategies Compiling insights and methods from industry experts, this authoritative and practical guide cuts through the maze of corporate restructuring jargon to give corporate leaders and professionals the proven techniques and clear advice needed to understand today''s corporate turnarounds and workouts. Workouts & Turnarounds II: Global Restructuring Strategies for the Next Century gives detailed coverage of the key issues involved in this process-from both the creditor and company positions. You''ll learn how to identify a troubled company and determine the chances of turnaround, and what management should focus on before it''s too late. One of the leading authorities in financial and operational restructuring services, Dominic DiNapoli has assembled experts from around the country who have provided their insights and years of experience in the various topics covered in this book. From business regeneration taTable of ContentsPreface xxix 1 Trouble Spotting: Assessing the Likelihood of a Turnaround 1Dominic DiNapoli and Elliot FuhrPricewaterhouseCoopers LLP 2 Looming Financial or Business Failure: Fix or File – A Legal Perspective 21Harvey R. MillerWeil, Gotshal & Manges LLP 3 Preparing for Bankruptcy: Building the War Chest 45Joel NitzbergPricewaterhouseCoopers LLP 4 Business Regeneration: Early Detection – Early Intervention 54R. Carter PatePricewaterhouseCoppers LLP 5 Spin Control: Managing Internal and External Communications 74Michael S. SitrickSitrick & Company 6 The Lawyer’s Role in Representing the Distressed Company 85Lewis Kruger and Robin E. KellerStroock & Stroock & Laven LLP 7 At the Front of the Line: The Secured Creditor 108Chaim J. Fortgang, Seth Gardner, and David R. CaroWachtell, Lipton, Rosen, & Katz 8 Representing the Unsecured Creditors’ Committee in Insolvency Restructurings 156David S. Kurtz, Jeffrey W. Linstrom, and Timothy R. PohlSkadden, Arps, Slate, Meagher & Flom LLP 9 Lender Services: Let the Lender Beware! 191Robert S. Paul and Kris CoghlanPricewaterhouseCoopers LLP 10 Financing Alternatives for Troubled Companies 215William C. RepkoThe Chase Manhattan Bank, N.A. 11 Valuation of Companies within Workout and Turnaround Situations 225Thomas J. Milton, Jr. and Shannon P. PrattWillamette Management Associates 12 Market Dynamic and Investments Performance of Distressed and Defaulted Debt Securities 238Edward I. AltmanNew York University 13 International Restructuring: Overcoming Cross-Border Hurdles in South America 253Deborah M. Smith, PricewaterhouseCoopers LLP and Jeffrey A. SellThe Chase Manhattan Bank, N.A. 14 Asian Markets 279M. Freddie ReissPricewaterhouseCoopers LLP 15 The Accountant’s Role in the Workout Environment Beyond “Bean Counting” 303DeLain E. GrayPricewaterhouseCoopers LLP 16 Dealing with Employee Issues in a Bankruptcy Situation 328Robert J. Rosenberg and David S. HellerLatham & Watkins 17 Financial Aspects of Bankruptcy Disputes 349Harvey R. Kelly and Daniel V. DooleyPricewaterhouseCoopers LLP 18 Tax Planning in Corporate Reorganizations 378Mitchel R. AederPricewaterhouseCoopers LLP 19 The Retail Industry – Trends in the Next Century 399Kevin ReganPricewaterhouseCoopers LLP 20 A New Paradigm Emerges 416Jack Barthell, Pat Leardo, and Mitch M. RoschellePricewaterhouseCoopers LLP
£198.00
John Wiley & Sons Inc Silicon Gold Rush
Book SynopsisA hotbed of activity for far-sighted thinkers and determined doers, the high technology industry has given rise to a pioneering group of entrepreneurs and executives which is not only behind today''s most innovative technological advances, but at the forefront of a dynamic new movement in business. Armed with groundbreaking management philosophies and practices, the members of this visionary group are changing the way corporate structures are modeled and altering conventional conceptions of how companies should be run. Having helped their own organizations survive and thrive in a highly competitive, pressure-filled arena, they offer invaluable lessons for executives and managers in all industries. Now, in Silicon Gold Rush, their inspirational stories are told and their strategies for success revealed. Written by Karen Southwick, editor of Upside Magazine''s book division, this enlightening behind-the-scenes account spans the gamut of emerging technology management styles, froTrade Review"Silicon Gold Rush is a handbook for information-age entrepreneurs. If you want to avoid becoming roadkill, read this book."-Eric Nee, Silicon Valley Bureau Manager, Forbes "A great read! Silicon Gold Rush offers the reader insights on what drives Silicon Valley, the most innovative and aggressive center of new business creation in the world." -Tim Koogle, CEO, Yahoo! "Silicon Gold Rush is a handbook for information-age entrepreneurs. If you want to avoid becoming roadkill, read this book." -Eric Nee, Silicon Valley, Bureau Manager, Forbes "A terrific book! Silicon Gold Rush captures the energy and urgency of the high-tech world in this clear look at innovative management styles and challenges." -Dave Duffield, President and CEO, PeopleSoft "The technology industry has produced the greatest explosion of wealth in history, and triggered enormous changes in the way we live and do business. Silicon Gold Rush gives its readers a penetrating glimpse into the world of the high-tech entrepreneur." -Don Valentine, Founder , Sequoia Capital "Truly an insider's view to the fast track in Silicon Valley and how fortunes are made and lost, Silicon Gold Rush is a great road map for any budding high-tech entrepreneur." -Katrina Garnett, Founder and CEO, CrossWorlds Software "Silicon Gold Rush captures the many qualities that are creating the new digital economy." -Ann Winblad, Cofounder, Hummer Winblad Venture Partners "Silicon Gold Rush gives us insight into the inner workings of the people and companies that have provided the largest legal creation of wealth in history." -David M. Beirne, General Partner, Benchmark Capital "Cisco, Yahoo! PeopleSoft, and Siebel Systems have all emerged from nowhere. Silicon Gold Rush explains how Silicon Valley continues to turn yesterday's unknowns into tomorrow's notable companies." -Michael Moritz, Partner, Sequoia Capital "Fast-paced and right on target for those who want to know how Silicon Valley really works." -Michael Rothschild, Founder, Bionomics "Silicon Gold Rush is a must-read for anybody who wants to understand how companies do business in the fastest-moving market in the world." -Geoffrey James, author, Success Secrets from Silicon ValleyTable of ContentsIntroduction: The New Gold Rush. A Star Is Born. Leading a High-Tech Juggernaut. The Soul Of a New Company: The Value of Being Small. Bigger Can Be Better: Maintaining Equilibrium. Staking Your Claim: Finding and Keeping New Markets. Mind Share Is a Terrible Thing To Waste. Dance with Your Customer. Brainpower, Inc. Mergers and Alliances: Picking the Right Partner. The Party's Over. Conclusion: At The End of the Day. Appendices. Index.
£19.54
John Wiley & Sons Inc Managers Guide to Making Decisions about
Book SynopsisThe sign of a smart decision about information systems isn't based on technical details alone; it's based on how well that decision contributes to the overall success of the business. To obtain pay off, from investing in information systems, requires a truly managerial perspective about IS.In Paul Gray's Manager's Guide to Making Decisions About IS you'll learn how IS can help the organization as a whole, and how to make key decisions on whether to undertake, upgrade, or outsource large software systems. You'll also learn about how IS is used for all aspects of a businessfrom recording individual transactions to gaining competitive intelligence to business strategy. The Manager's Guide to Making Decisions About IS first focuses on big picture issues, such as hardware, software, and the Internet; strategic uses of IS; aligning IS with the business; types of applications; and inter-organizational systems. Gray then provides you with essential knowledge that will help Table of ContentsChapter 1 What Is An Information System? 1 Managerial Questions 1 Introduction 1 What is an Information System? 2 Components of an Information System 2 Hardware 3 Personal Computers 3 Mainframe Computers 3 Client–Server Computers 4 Remote Computing Using Application Service Providers, Web Services, and Grid Computing 4 Software 5 Operating Systems 5 Applications Programs 5 Electronic Commerce (Chapter 3) 7 ERP (Enterprise Requirements Planning) (Chapter 4) 7 Data Warehousing (Chapter 5) 8 Customer Relationship Management (Chapter 6) 8 Knowledge Management (Chapter 7) 9 Business Intelligence (Chapter 8) 10 The Internet 11 Websites 11 Connectivity 11 Finding Things Using Search Engines 12 Content Management 12 Intranet/Extranet 12 Privacy 12 Security 12 Corporate Portals 13 Website Development 13 Website Traffic Analysis 13 Answers to Managerial Questions 14 Chapter 2 the Big Picture: It and Business 15 Managerial Questions 15 Introduction 15 Strategic Advantage Versus Strategic Necessity 15 Continual Improvement 17 Introducing Strategic Information Systems 17 Risks 19 Business–it Alignment 20 Assessing the Alignment Maturity Level 21 Alignment Considerations 21 Alignment when Strategy Changes 21 Information Economics 23 The Search for Productivity 23 Why Invest? 25 Organizational Change 25 Some Practical Problems 26 Does Information Technology Matter? 26 Carr’s Argument 26 The Response to Carr 27 This Book’s Position 27 The Arguments for Carr 27 The Arguments against Carr’s Position 28 Types of Information Systems 29 Transaction Processing Systems 29 Management Information Systems 30 Decision Support Systems 30 Knowledge-Based and Other Systems 30 Interorganizational Computing 30 Replacing Intermediation through Electronic Markets 31 Key Issues 32 Application and Technology Developments 34 Answers to Managerial Questions 35 Problems 36 Chapter 3 Electronic Commerce 37 Managerial Questions 37 Introduction 37 What is Involved in E-commerce? 39 Some E-commerce Statistics 39 Retail 40 Business to Business (B2B) 40 Technology 40 Benefits and Costs 41 Benefits 41 Costs 41 Business to Consumer (B2C) 43 Infrastructure 43 Electronic Retail Business Model 44 Information Transactions 45 Advertising 45 Impact on Retail Distribution 46 B2C in Service Industries 46 Cybermalls and Metamalls 47 Business to Business (B2B) 47 Structure of the E-marketplace 48 Electronic Data Interchange (EDI) 48 Moving to the Internet 48 Interorganizational Systems 48 Electronic Markets 50 Consumer to Consumer (C2C): The Case of Ebay 52 Consumer to Government (C2G): The Case of Wireless and 911 53 E-commerce Strategies 53 Conclusions 55 Answers to Managerial Questions 55 Problems 56 Chapter 4 Enterprise Requirements Planning 58 Managerial Questions 58 Introduction 58 How Sap Works 59 Cultural Problems of Implementation 61 ERP Vendors 62 Costs 62 Benefits 64 The Markus and Tanis View of the ERP Experience 64 Integration 65 Packages 65 Best Practices 65 Some Assembly Required 65 Reasons for Adopting or Not Adopting ERP 66 Adopting ERP 66 Not Adopting ERP 66 The ERP Team 67 The Future: ERP II 71 Final Thoughts 71 Answers to Managerial Questions 72 Problems 73 Chapter 5 Data Warehousing 74 Managerial Questions 74 Introduction 74 Definition of a Data Warehouse 75 Characteristics of a Data Warehouse 75 Subject Orientation 76 Data Integration 77 Time 78 Nonvolatile Data 78 Structure of the Data Warehouse 79 Metadata 80 Flow of Data 81 Why a Separate Warehouse? 81 Other Forms of Data Warehouses 82 Application: Online Analytic Processing 84 Application: Data Mining 86 Application: Customer Relationship Management 87 Application: Business Intelligence 88 Strategic Use 89 Managing the Data Warehouse 90 Why Warehouse Projects Can Fail 92 Data Warehousing Costs 93 The Data Warehousing Industry 94 Benefits and Problems 94 Answers to Managerial Questions 94 Problems 95 Chapter 6 Customer Relationship Management 96 Managerial Questions 96 Introduction 96 History of the CRM Market 97 The CRM Approach 99 Basic Assumptions of CRM 99 Customer 100 Relationship 100 Management 100 Drivers for CRM Applications 102 Revenue and Cost Goals 103 Principles of CRM 103 Technology and Service 104 Information Technologies for CRM 104 Key Tasks 104 IT Factors of CRM 105 Consultants 106 Return on Investment of Implementation 106 Cost and Time 106 Benefits 107 ROI of CRM Project 108 CRM Issues 109 Customer Privacy 109 Technical Immaturity 109 CRM Myths 110 The Importance of Channels 111 Vendors 111 Management Risks 112 Conclusions 115 Answers to Managerial Questions 115 Problems 115 Chapter 7 Knowledge Management 117 Managerial Questions 117 Introduction 117 Claims 118 Role of Information Technology 118 Principles of Knowledge Management 119 Knowledge Strategies 120 Leverage 120 Fragmentation, Leakage, Refreshment 120 Uncertain Value 120 Uncertainty in Value Sharing 121 Implications 121 Tacit Versus Explicit Knowledge 121 A Hierarchy of Knowledge 123 Generating Knowledge 123 Knowledge Acquisition 124 Dedicated Resources 125 Fusion 126 Adaptation 127 Networks 127 Transferring Knowledge 127 Personnel Issues 128 Km as an Industry 129 Technology 130 When Knowledge Management Makes Sense 134 Answers to Managerial Questions 135 Problems 136 Chapter 8 Business Intelligence 137 Managerial Questions 137 Introduction 137 Definition 137 Relation to other Software 138 What Can BI Do? 138 BI Technology 140 OLAP 144 Other Data Sources 147 Example: Competitive Intelligence 148 Example: Financial Analytics 150 Potential and Shortcomings 150 Return on Investment 151 Building a Business Intelligence System 152 The Business Intelligence Industry 153 Emerging Ideas in Business Intelligence 155 BI Everywhere 155 Business Process Management and Business Activity Monitoring 156 Answers to Managerial Questions 158 Problems 159 Chapter 9 Outsourcing and Its Variations: Letting Someone else Do the Work 161 Managerial Questions 161 Introduction 161 Origins of Outsourcing 162 Offshore Outsourcing 162 Outsourcing Considerations 164 A Typical Domestic Large Outsourcing Project 164 The Size of the Outsourcing Market 165 Why Outsource? 165 The Central Role of the Contract 166 Managing the Outsourcer Once the Contract Is Signed 167 Controls 169 Bottom Line on Outsourcing 170 Outsourcing the Infrastructure: Web Hosting Service Providers, Web Services, and Utility Computing 170 The Outsourcers 171 Web Hosting 171 Service Providers (xSPs) 171 Rationale 172 Should You Hire an xSP? 173 Web Services 173 Definition and Implication of Web Services 174 Running Computing as a Utility 176 Why Do It? 176 Implementing the Utility Approach 176 Stages of Utility Computing 176 Alternative Approaches 177 Risks of ASPs and Utilities 177 Answers to Managerial Issues 180 Problems 181 Chapter 10 Working Together: Systems Integration, Interorganizational Systems, Alliances, and Globalization 182 Managerial Questions 182 Introduction 182 Systems Integration 183 Definition 183 Objective 184 The Concept 184 Integrating the Enterprise 184 Integrating the Technology 185 Integration of Data, Application, and Processes 185 Aspects of Systems Integration 188 Enterprise Computing 188 Lessons Learned from Experience 189 The Systems Integration Industry 189 Management Strategy for Integration 190 Interorganizational Systems 191 Readiness 192 Control 192 Who Benefits? 194 Alliances 194 Globalization 194 Bringing in Immigrants, Moving Work Abroad 196 Privacy Rules and Transborder Data Flows 196 Answers to Managerial Questions 198 Problems 199 Chapter 11 Is in Managing Business Operations: the Supply Chain 200 Managerial Questions 200 Introduction 200 The Supply Chain 201 Software’s Role 202 Why Install Supply Chain Software? 203 Cooperation 203 Manufacturing 204 Overview 204 Cad 204 Cam 205 Just-in-Time Manufacturing 205 Inventory 206 Role of ERP 207 Role of Data Warehousing 207 Challenges to Implementation 208 Other Problems Along the Supply Chain 209 Demand Forecasting 209 What Is the Payoff From Information Systems In the Supply Chain? 210 Returns 213 The Supply Chain Market 213 Major Firms in the Supply Chain Market 214 Answers to Managerial Questions 215 Problems 215 Chapter 12 The Chief Information Officer, People Issues, Project Management, Change Management 216 Managerial Questions 216 Introduction 216 Chief Information Officer 217 Managing Expectations 217 Chief Technology Officer 218 Governance and Steering Committees 219 What Is People Need to Know 219 Create Programs 220 Manage Vendors and Outsourcers 220 Customize Programs to the Firm’s Needs 220 Know the Needs of the Business 220 Business Processes 220 Communicating with the User Community 221 Maintaining the Corporate Data 221 Maintaining Corporate Telecommunications 221 Integrating Systems 221 Managing E-mail and Internet Usage 222 Managing the Firm’s Web Presence 222 Managing Computer Security 222 Documentation, Updates, and Training 222 Maintaining and Running the Computers 223 Help Desk 223 Role of Educational Institutions 224 Project Management 224 The Project Manager 226 Change Management 227 Conclusions 229 Answers to Managerial Questions 229 Problems 230 Chapter 13 Information Systems in Mergers and Acquisitions 231 Managerial Questions 231 Introduction 231 Why Merge? 231 Effect of Merger on Information Systems 232 Merger Principles 233 The Merger Process 233 Security Issues 234 Cultural Considerations 235 Implications of Cases 237 Answers to Managerial Questions 237 Problems 238 Chapter 14 Work Systems and Infrastructure 239 Managerial Questions 239 Introduction 239 Work System 240 Infrastructure 241 What Is Infrastructure? 241 The Infrastructure Portfolio 243 Infrastructure Architecture 244 Infrastructure Investment Strategies 244 Making Infrastructure Investment Decisions 245 Infrastructure Capabilities 246 Work Systems 246 Fundamental Concepts of Work Systems 247 Relations among the Concepts 249 Technical Considerations for IS Work System Projects 253 Answers to Managerial Questions 254 Problems 255 Chapter 15 Privacy, Security, Copyright, Patents, and other Legal And Ethical Issues 256 Managerial Questions 256 Introduction 256 Privacy 257 Privacy Statements 258 Surveillance 259 Privacy versus Convenience 261 CRM, Data Warehousing, and Other Large Databases 261 Security 261 Controls 262 New Technologies 264 The Risk of Not Investing 264 Risk Management 264 HIPAA: the Intersection of Security and Privacy 265 Announcing Security Failures 266 Disaster Recovery and Business Continuity 266 An Example 267 Who Is Responsible? 267 The Threats 267 Some IT Measures 267 Some Lessons 268 Legal Issues 268 Privacy 269 Taxation of E-commerce 269 UCITA 270 Copyright and Patents 271 Copyright 271 Patents 272 Ethics 272 Answers to Managerial Questions 274 Appendix: the Computer Industry 277 Managerial Questions 277 Definition of the Information Industry 277 U.S. Census Bureau 278 Shapiro and Varian 278 Hoover’s Online 278 A Framework for Analyzing the Information Industry— The Houghton Map 279 Computer and Computer-related Segments 281 In-house Computer Shops 282 Employment 283 Outside Shops 285 Application Service Providers 285 Web Services 287 Outsourcers 287 Hardware Manufacturers 290 Retailers and Middlemen 291 Pricing and Maintenance 291 Open Source 292 Computing for Nonbusiness Applications 292 Telecommunications and Networks 292 Search Engines 293 New Technologies 293 Wi-Fi 294 RFID 294 Finding Out More About the Computer Industry and Computer Applications: the Computer Press and the Industry Observers 295 Conclusion 296 Answers to Managerial Questions 296 Glossary 299 Index 313
£127.30
John Wiley & Sons Inc Fraud Exposed What You Dont Know Could Cost Your
Book SynopsisLong accepted as a cost of doing business, occupational fraud has recently proven to be much more dangerous to a company than previously thought. Enron, Global Crossing, and other high-profile cases have shown that the risks can be enormous.Table of ContentsPreface. Acknowledgments. Introduction. Crime and the Law Enforcement Response. Rethinking the Assumptions. The State of Occupational Fraud. Theories of Occupational Fraud. Lies, Damned Lies, Statistics (and Occupational Fraud). Thoughts on Occupational Fraud. What Can We learn? Internal Controls. Compliance Programs. Community, Corporate Citizenship, and Quality of Life. What's New? Theories of Social Deviance. Profiling. Neuroscience. Game Theory. Forensic Professionals as Organizational Pathologists. Partnerships for the Future. Environmental and Organizational Intelligence. Reconceptualizations. Leadership. The Next Five Years. Funding. Visibility. Where We Go from Here. Endnotes. Index.
£36.00
John Wiley & Sons Inc Interior Design Management
Book SynopsisMost interior designers who own - or plan to own - their own firms are at a disadvantage because they lack formal business training. This text aims to provide them with essential information on accounting, financial analysis, revenue operation, contracts, personnel issues and more.Table of ContentsManaging and organizing an interior design practice. Interior design management. The basics of management. The basics of planning. Starting a new practice. The annual plan. Financial management. Basic financial accounting. Understanding financial statements. Monitoring and reporting performance. Fees and pricing. Operating management contract for professional services. Contracts for the sale of goods. Project management. Liability. Marketing. The marketing plan. Prospecting. Selling and negotiating. Human resource management. Managing employees. Hiring and firing. Job descriptions. Performance evaluation. Compensation. The employee handbook. Motivating employees. To be a professional.
£67.50
John Wiley & Sons Inc Managing Hotels Effectively
Book SynopsisCovering the fundamentals of hotel management, this work provides hospitality professionals with the theories, background, and practical skills they need to be successful general managers. It is based on interviews with 53 general managers from hotels of varying size and management approach.Table of ContentsPreface xvii Acknowledgements xxi Introduction xxiii The Gm Research xxiii HE Gms xxiv Unifying Theme xxvii References xxviii Chapter 1 The Environment of The Hotel Business 1 THE GLAMOUR OF IT ALL 2 The Hotel as History 3 The Hotel as Excitement 4 The Hotel as Theater 7 A City Within a City 8 A Vocation 8 THE PACE OF A HOTEL 9 Hotel Cycles 10 Open for Business 8,760 Hours per Year 10 Scope of Operations 12 The Unpredictability of Problems 14 The Immediacy of Problems 16 The Need for Dedication 18 THE COMPETITIVE ENVIRONMENT 18 Hotels Are Commodities 19 Permanent Overbuilding 20 Rooms Are Perishable Products 21 Forecasting Demand 22 CONCLUSION 24 REFERENCES 26 QUESTIONS 26 Chapter 2 Service, People, and Profits in the Hotel Business 28 SERVICE COUNTS 28 Service Is tangible 31 Setting Service Standards 32 Service Consistency 35 Atitudes Toward Service 36 PEOPLE SERVING PEOPLE 36 Guests 37 Employees 39 Managers 46 OWNERS, PROFITS, AND MANAGERS 48 Absentee Owners 48 Corporate Input 50 Profits Versus Service 50 Profits During Good Times and Bad 52 CONCLUSION 53 REFERENCES 55 FURTHER READING 55 QUESTIONS 55 Chapter 3 An Overview of Strategic Planning 57 THE NATURE OF STRATEGIC PLANNING 57 Strategic Planning Defined 57 Distinguishing Characteristics of Strategic Planning 58 THE STRATEGIC PLANNING HIERARCHY 59 Strategic Planning and the Corporate Organization 60 Corporate-Level Strategic Planning 61 Business-Level Strategic Planning 61 Functional Level Strategic Planning 62 Strategic Planning and the Individual Hotel 62 THE STRATEGIC PLANNING PROCESS 63 Overview of the Strategi Planning Process 64 Setting Organizational Goals 66 Formulating a Strategic Plan 70 Strategy Implementation 76 Evaluating Strategic Plan 78 The Tine Horizon of Strategic Planning 79 CONCLUSION 80 REFERENCES 82 QUESTIONS 82 Chapter 4 Planning in Hotels 84 THE HOTEL PLANNING CONTEXT 84 The Hotel Planning Time Horizon 86 The GM's Role in Strategic Planning 87 SETTING HOTEL GOALS AND OBJECTIVES 89 Determining Markets to Serve 90 Setting Service and Quality Standards 91 Other Goals and Objectives 93 Productivity Goals 93 Human Resource Goals 95 Profitability Goals 95 Developing a Hotel's Culture 97 FORMULATING A STRATEGIC PLAN 98 An Aggressive Strategic Plan 100 A Time for Retrenchment and Turnaround 105 CONCLUSION 109 REFERENCES 109 QUESTIONS 110 Chapter 5 Hotel Organization 111 AN OVERVIEW OF ORGANIZATIONAL DESIGN 111 The Elements Of Organizational Structure 112 Specialization 112 Departmentalization 115 Authority 118 Line Versus Staff Authority 118 Span of control 119 Coordination of Activities 122 Static Principles of Organizational Design 125 Chain of Command 125 Unity of Command 127 Delegation 128 THE HOTEL FUNCTIONAL ORGANIZATIONAL DESIGN 130 A Mid-Sized Hotel's Organizational Design 130 The Rooms Department 130 The Food and Beverage Department 133 Sales and Marketing 134 Personnel 135 Accounting 135 A Large Hotel's Organizational Design 137 Strengths of the Functional Organization 139 Weaknesses of the Functional Organization 139 CONCLUSION 141 REFERENCES 142 QUESTIONS 142 Chapter 6 Coordinating the Activities of a Hotel 144 THE NEED FOR INTERDEPARTMENTAL COORDINATION 144 THE EXECUTIVE OPERATING COMMITTEE 146 OTHER HOTEL COMMITTEES AND MEETINGS 150 The Variety of Hotel Committees and Meetings 151 Meetings and Communications 151 CONCLUSION 156 REFERENCES 156 QUESTIONS 157 Chapter 7 Hotel Staffing 157 THE HOTEL STAFFING SYSTEM 159 Job Design 159 Employee Selection 160 Training and Development 165 Performance Appraisal 168 Employee Compensation 170 CONCLUSION 170 REFERENCES 171 QUESTIONS 171 Chapter 8 Motivation 173 UNDERSTANDING PEOPLE 173 MOTIVATION AND WORK 175 Assumptions About People 176 A Changing View of Workers 177 The Motivational Process 179 INDIVIDUAL NEEDS 180 Theory X and Theory Y 180 A Needs Hierarchy 182 The Need for Achievement 185 Worker Satisfaction and Dissatisfaction 187 MOTIVATIONAL PROCESS 189 An Expectancy Theory of Motivation 190 Goal Setting and Management by Objectives 195 Equity as Part of the Motivational Process 198 Behavior Modification 200 JOB SATISFACTION AND JOB PERFORMANCE 201 Does Satisfaction Lead to Performance? 202 Does Performance Lead to Satisfaction? 202 Some Practical Considerations 203 Views of Hotel GMs 205 CONCLUSION 205 REFERENCES 207 QUESTIONS 208 Chapter 9 Communication IN HOTELS 210 THE INTENSITY OF COMMUNICATIONS IN HOTELS 210 THE KEY ROLE PLAYED BY COMMUNICATIONS 213 TIPS FOR BETTER COMMUNICATION 216 It's Easy to Get into Trouble 217 Misunderstanding Slow Service 219 Ms CAUGHT IN THE ACT OF COMMUNICATING 220 Putting Yourself in the Other Person's Shoes 221 Rushing to Judgment 221 No Such Thing as an Interruption 221 You Can Learn Only When Someone Else Is Talking 224 If You Do All the Talking You'll Also Have to Do All the Thinking 226 CONCLUSION 226 REFERENCES 227 QUESTIONS 228 Chapter 10 Leading People 229 THE IMPORTANCE OF LEADERSHIP 229 Leadership in Hotels 230 What Is Leadership? 232 LEADERSHIP TRAITS AND SOURCES OF POWER 233 Leadership Traits 233 Sources of Leader Power 234 LEADER BEHAVIOR 236 Authoritarian Versus Participative Leadership 237 Pros and Cons of Authoritarian and Participative Leadership 238 Factors Affecting Leadership Style 239 GM Leadership Behavior: Authoritarian Versus Participative 240 Consideration and Initiating Structure 243 The Management Grig 243 Factors Affecting Leadership Style 244 GM Leadership Behavior: Task Versus People 245 GMs Attention to Detail and Follow-up as a Leadership Trait 248 CHOOSING A LEADERSHIP STYLE 248 flower Maturity Affects Initiating Structure and Consideration 249 Choosing a Leadership Style 249 How GMs Act 250 How to Choose Between an Authoritarian and a Participative Leadership Style 251 Choosing a Decision-Making Leadership Style 251 GMs and Decision Making 254 CONCLUSION 256 REFERENCES 258 FURTHER READING 259 QUESTIONS 259 Chapter 11 Leading Organizations 261 AMERICAN DOMINANCE CHALLENGED 261 CHARACTERISTICS OF A JAPANESE BUSINESS 263 Theory Z 265 TYPE Z ORGANIZATIONS 265 Why Type Z Firms Are Top Performers 267 THE ART OF JAPANESE MANAGEMENT 268 Interdependence and Junior-Senior Relationships 268 An American Example of Japanese Management 268 Superordinate Goals 269 JAPANESE MANAGEMENT IN THE HOTEL BUSINESS 271 Turnover and Its Consequences 271 Specialized Career Paths 272 Holistic Relations and Trust 273 Collective Decision Making and Collective Responsibility 273 IN SEARCH OF (AMERICAN) EXCELLENCE 276 Attitudes Toward People 277 Values and Meaning 278 Management by Wandering Around 281 Hotel GMs Searching for Managerial Excellence 282 SOME THOUGHTS ABOUT AMERICAN LEADERS 285 Strategy 1: Attention Through Vision 286 Strategy 2: Meaning Through Communication 286 Strategy 3: Trust Through Positioning 287 Strategy 4: Self-development 286 CONCLUSION 291 REFERENCES 292 FURTHER READINGS 292 QUESTIONS 293 Chapter 12 An Overview of Controlling Hotel Operations 294 FEEDBACK CONTROL 295 Simple Feedback-Control Process 295 Where Feedback Control Cannot Be Used 296 Feedback Control in Hotels 296 CONTROL TACTICS 298 Results Accountability Controls 298 Specific-Action Controls 299 Personnel Control 300 CHOOSING THE RIGHT CONTROL STRATEGY 301 Specific-Action Controls 301 Results Control 304 Personnel Control 305 CONCLUSION 307 REFERENCES 307 QUESTIONS 308 Revenues Chapter 13 Controlling Results: Hotel Revenues and Costs 309 THE BEGINNING FORECAST 311 Occupancy Forecast 311 Department Forecasts 314 FORGING THE ANNUAL BUSINESS PLAN 317 Group Consensus at The Regal Hotel 317 Making Difficult Choices at The St. Charles Hotel 322 The Final Business Plan 323 MONTHLY CONTROL CYCLE 323 The Thirty- To Ninety-Day Forecast 323 The Monthly Forecast 324 The Profit and Loss Forecast 329 The Ten-Day Planning and Control Cycle 331 CONCLUSION 336 REFERENCES 337 QUESTIONS 337 Chapter 14 Control: Getting Employees To Do Things Right and To Do the Right Things 338 SPECIFIC-ACTION CONTROLS: GETTING EMPLOYEES TO DO THINGS RIGHT 338 Introductory Training: The "Dos" and "Don'ts" of Working for a Living 339 Doing Things Right on the Job: Housekeeping Room Attendants 341 Specific-Action Controls for Managers 343 Systems of Specific-Action Controls 346 Direct Supervision as a Form of Specific-Action Controls 348 PERSONNEL CONTROL: GETTING PEOPLE TO DO THE RIGHT THINGS 349 Telephone Training: Simple Training for a Critical Skill 349 Guest-Relations Training 350 Total Employee Training 354 Employee Relations Programs 356 Employee Programs 356 Employee Surveys 359 Employee Turnover 360 CONCLUSION 361 REFERENCES 364 QUESTIONS 364 Chapter 15 The Ms' Background an Personal Characteristics 336 The GMs' Backgrounds 367 Formal Education 367 Strengths and Weaknesses of the GMs' Formal Education 370 Choice of a Hotel Career 371 Types of Experience and Career Progression 372 Major Career-Decision Points 375 Future Ambitions 378 PERSONAL CHARACTERISTICS OF THE GM 378 GMs' Outlook About Their Jobs 379 Tough Job Decisions 379 Recent High and Low Points in the GMs' Lives 381 Likes and Dislikes of Being a GM 382 Views About Family 383 Self-evaluation 383 Others' Evaluation's 384 PERSONAL CHARACTERISTICS OF THE IDEAL GM 385 Needs and Drives 386 Attitudes and Values 387 Interpersonal Orientation 388 Temperament 389 Cognitive Orientation 390 CONCLUSION 392 REFERENCES 395 FURTHER READINGS 395 QUESTIONS 396 Chapter 16 The Day-to-Day Activities of Outstanding Hotel Managers 397 THE CHAME LENGES LENGES OF THE GM'S JOB 398 Job Demands and Relationship Demands 398 Short Run Demands 398 Intermediate-Run Demands 399 Long-Run Demands 400 The Roles a GM Must Play 401 Managerial Roles as Operational Controller 402 Managerial Roles as Organizational Developer 404 Managerial Roles as Business Maintainer 405 The GM as Information Focal Point 405 WATCHING A HOTEL GM MANAGE 406 A Typical Day 407 Characteristics of Managerial Work 412 Hotel GMs Perform a Great Amount of Work (Mintzberg's number 1/Kotter's number 1) 413 Hotel GMs Perform a Wide Variety of Activities (Mintzberg's number 2/Kotter's number 2, 3, 4) 413 Hotel GMs Make Many Small Decisions on Current Issues (Mintzberg's number 3/Kotter's number 5) 415 Hotel GMs Have Extensive Dealings With the Outside World (Mintzberg's number 4/Kotter's number 6 and 7) 416 Hotel GMs Spend Their Work Days in Intensive Verbal Communication (Mintzberg's number 5 / Kotter's number 8) 417 Hotel GMs Allocate Their Time by Reacting to the Events That Take Place Around Them (Mintzberg's number 6/Kotter's number 9) 418 Additional Aspects of Managerial Work 423 Conclusion 425 References 427 Further Readings 427 Questions 428 Appendix 429 General Manager Questions 429 Divisional Head Questions 430 Index 433
£106.46
John Wiley & Sons Inc Hospitality World
Book SynopsisHospitality World! Harold E. Lane and Denise Dupré Take a vacation from textbook doldrums. Travel around the globe for a page-turning perspective of hospitality management. Denise Dupreé. CEO of Dupré LTD, and Harold E. Lane, Professor Emeritus of Boston University, give students a complete tour with their comprehensive new text, Hospitality World! International in scope, this innovative book takes a hands-on approach to the industry. Case scenarios and skill-building exercises give future managers a framework to develop their personal visions. Highlights of the practical, up-to-date approach begin in the first section where the Olympic torch is held high to illuminate the intricacies of tourism management at the 1996 Olympic Games. Then it?s off on a world-wide tour from the perspective of several lodging owners and restaurateurs. Amidst the challenge of the text, Hospitality World! covers the basics?from the history of the industry to current developments. The complex management concTable of ContentsOVERVIEW. Hospitality's History: Then and Now. The Big Picture. The Hospitality Business is a Service Business. An International Perspective. Tourism Visited. PLACES TO STAY. Lodging: More Than Hotels. How Things Work: Lodging Operations. PLACES TO EAT. Foodservice: More Than Restaurants. How Things Work: Foodservice Operations. MANAGEMENT TOOLS. A Human Resources Tool Box. A Hospitality Marketer's Tool Box. A Management Information Systems Tool Box. An Accounting Tool Box. STRUCTURAL ELEMENTS OF THE HOSPITALITY INDUSTRY. So You Want to Own a Hotel? So You Want to Own a Restaurant? ISSUES AND TRENDS. Business Ethics. Strategic Thinking: Looking Toward the Twenty-First Century. FOR STUDENT ONLY. Taking Your Place in the World of Hospitality. The World of Disney Mini Cases. Index.
£142.45
John Wiley & Sons Inc FaithBased Management
Book SynopsisThe First and Only Complete Guide to Successfully ManagingFaith-Based Organizations Faith-Based Management Written by aleading international expert on faith-based management, this bookdescribes proven management strategies and techniques developed atsome of the world''s most successful places of worship andfaith-based service organizations. It also supplies you with acomplete action plan for quickly implementing them in yourorganization. Peter Brinckerhoff begins by exploring the uniquechallenges faced by managers of faith-based organizations. He thenidentifies the seven key characteristics of a successfulfaith-based organization and provides you with clear,easy-to-follow guidelines on how to: * Assess and examine your organization''s strengths andweaknesses * Clearly define staff roles and responsibilities * Delegate, evaluate, discipline, and motivate paid staff * Find, train, motivate, and hold on to top-notch volunteers * Generate budgets and financial reports aTable of ContentsThe Special Calling of the Faith-Based Organization. The Characteristics of a Successful Faith-BasedOrganization. The Duties of Staff and Board. Staff Management. Financial Stewardship. Leadership in the Faith-Based Organization. Faith-Based Marketing. Vision and Planning. Getting the Most From Your Volunteers. Final Thoughts. Resources for Further Study. Index.
£58.50
John Wiley & Sons Inc modernsafetyandresourcecontrolmanagement
Book SynopsisEncompassing such topics as OSHA compliance, basic management, workplace violence, fire risks, insurance, and workers' compensation, this book reflects the changing ways in which present-day business views safety and health issues.Table of ContentsFunctions and Frictions. Learning from the Past. Driving Forces. In Search of the Safety Grail. One Size Does Not Fit All. Cultural Shift and Psychological Nexus. My Problem Employees. Compliance as the Foundation. Quality and Ethical Considerations. The Compliance Circle. Capturing the Entrepreneurial Spirit. A Team is Better Than the Sum of Its Parts. Give'em the Tools to Be Successful. Thinking Outside the Traditional Box. Hold'em Accountable. You Pay the Bill. Safety and the Law. The Wired World. Know Where You are and Where You Want to Go. The Ravioli Methodology. Keeping Up with the Joneses. The Expansion Draft. The Wall Street Influence. Maximize Your Strengths and "Cut" Your Losses. The Grapevine Influence. The Future of Safety and Resource Control. Appendices. Index.
£135.85
John Wiley & Sons Inc The Corporate Athlete
Book SynopsisThis book shows businesspeople how to train for their jobs the way top athletes do-improving their performance through a combination of nutrition, fitness, and alternating periods of stress and recovery. Based on the latest scientific and medical studies and his experience training corporate leaders and major sports figures, Dr.Table of ContentsForeword. Acknowledgments. Introduction. WINNING THE DAILY MARATHON: MOTIVATION AND PERFORMANCE. You Are a Corporate Athlete. Commit to Yourself: Find the Corporate Athlete Within. Put Stress to Work for You. Preparing for the Big Game. MASTERING THE SECRETS OF PERFORMANCE NUTRITION. Eat to Recover. Liquid Recovery. "Diet" Is a Four-Letter Word. The Corporate Athlete Strategic Eating Guide. On the Road Again. Vitamins, Supplements, and Herbs. THE JOY OF EXERCISE. The Benefits of Exercise. THE CORPORATE ATHLETE SPIRIT. Spiritual Fitness. THE 21-DAY CORPORATE ATHLETE PROGRAM. Mark Your Starting Line: Determine Your Fitness and Nutrition Profile. Before You Go into Training... The 21-Day Program. MANAGERIAL FITNESS. Spreading the Corporate Athlete Message. Want What You Need. Bibliography. Credits. Index.
£20.40
John Wiley & Sons Inc The Maslow Business Reader
Book SynopsisAbraham Maslow started two revolutions in his lifetime, one in psychology and another in business. Most will remember him for his groundbreaking theories of self-actualization and the hierarchy of needs. This collection of writings introduces new readers to the key aspects of Maslow's thinking on management and human behavior in the workplace.Table of ContentsSELF-ACTUALIZING WORK. The Hierarchy of Needs. The Attitude of Self-Actualizing People to Duty, Work, Mission. Additional Notes on Self-Actualization, Work, Duty, and Mission. Self-Actualized Duty. Creativity in Self-Actualizing People. Some Basic Propositions of Growth and Self-Actualization Psychology. Notes on Self-Esteem in the Workplace. The Human Side of Enterprise. The American Dynamic. Dangers of Self-Actualization. MANAGEMENT AND LEADERSHIP ISSUES. The Necessity for Enlightened Management Policies. The Good Enlightened Salesman and Customer. Further Notes on Salesmen and Customers. Managerial Stuff. Memorandum on Salesmen and Salesmanship. Notes on the Entrepreneur. By-Products of Enlightened Management. Leaders, Pawns, and Power. Communication: Key to Effective Management. The Dynamics of American Management. Theory Z. CREATIVITY AND INNOVATION. The Creative Attitude. A Holistic Approach to Creativity. Emotional Blocks to Creativity. The Need for Creative People. Notes on Creativeness. Addition to the Notes on the Creative Person. Our Aesthetic Needs: Exploratory Notes. MOTIVATION AND BEHAVIOR. A Theory of Human Motivation. Is All Behavior Motivated? Deficiency Motivation and Growth Motivation. Management as a Psychological Experiment. The Jonah Complex: Understanding Our Fear of Growth. Epilogue. Index.
£41.25
John Wiley & Sons Inc The Ruthless Leader Three Classics of Strategy
Book SynopsisA collection of three classic incisive books that instruct how to survive and thrive in a business world of suspicion and envy, strategic alliances and brutal misinformation. Niccolo Machiavelli's The Prince, Alistair McAlpine's The Servant, and Sun Tzu's The Art of War comprise the three main texts.Table of ContentsIntroduction (A. McAlpine). The Prince (N. Machiavelli). The Servant (A. McAlpine). The Art of War (S. Tzu).
£22.39
John Wiley & Sons Inc Foundation Leadership Emerging Strategies for
Book SynopsisFROM GRANTMAKER TO LEADER The past one hundred years has borne witness to an extraordinary revolution in the constitution and activities of philanthropic foundations. The evolution of the governance of foundations-from founder to family to professionals to institutions-has necessarily altered the role that foundations play within a society.Table of ContentsForeword: Corpus Diem (C. Rosenberg). Introduction. SECTION ONE: FROM CARNEGIE TO GATES: THE CHANGING FACES ANDNEEDS OF PHILANTHROPY. Chapter 1. Family Philanthropy in Twenty-First-Century America(V.M. Esposito and J. Foote). Chapter 2. Philanthropy, Self-Fulfillment, and the Leadership ofCommunity Foundations (J. Lumarda). Chapter 3. Impact of the New Economy and Foundations ( B.Dietel, T. Dietel Hopps, and J. Hopps). SECTION TWO: THE FOUNDATION'S NEW REACH: THE EMERGING ROLE OFLEADER, COMMUNICATOR, AND FACILITATOR OF CHANGE. Chapter 4. The Meta-Foundation (J. Shakely). Chapter 5. The New Gospel of Wealth (An Interview with HoddingCarter III). Chapter 6. A Foundation's Journey into Public Policy Engagement(E.D. Carson). SECTION THREE: BUILDING THE FOUNDATION BOARD OF THE TWENTY-FIRSTCENTURY: DIVERSITY AND STRATEGIC PLANNING. Chapter 7. The Foundation Board of the Twenty-First Century (S.Kwoh and B. Tang). Chapter 8. Issues of Foundation Planning (J. Breitenreicher andL. Pine). SECTION FOUR: BUILDING FOUNDATION WISDOM: THE CHALLENGE OFACCUMULATING, SYNTHESIZING, AND SHARING KNOWLEDGE. Spending Smarter: Knowledge as a Philanthropic Resource (L.Bernholz).
£76.50
John Wiley & Sons Inc Management 2E WKBK An Organizational Development
Book SynopsisProvides key tools to help managers of nonprofits ensure that their organization pursues its mission, meets the changing needs of the community - and has enough money to make ends meet-while also satisfying the demands of funders, clientele, boards, staff, and bankers.Table of ContentsAbout the Author. Preface. Introduction: How to Get the Most out of this Workbook. Leading Group Discussions: A Primer. Benchmarking Your Organization: A Baseline Self-AssessmentTool. The Mission Is the Reason. A Businesslike Board of Directors. Managing Your People. The Wired Not-for-Profit. Creating the Social Entrepreneur. Developing a Bias for Marketing. Financial Empowerment. A Vision for the Future. Controls That Set You Free. About the CD-ROM. Index.
£28.79
John Wiley & Sons Inc The NASCAR Way The Business That Drives the Sport
Book SynopsisFrom the bestselling author of The Warren Buffett Way, a revealing inside look at the booming business-and investment opportunities-of NASCAR "Hagstrom's insights and observations bring a refreshing 'outside' business perspective to our industry. " --From the Foreword by William C.Table of ContentsRiding with Elmo. Rules of the Road. It Takes Money to Race. Prime Time. The Meanest Mile. True American Heroes. Forty-Two Teams on the Same Field at the Same Time. Thunder Road into the Next Century. Epilogue. Notes. Index.
£20.39
John Wiley & Sons Inc Restaurant Law Basics Wiley restaurant basics
Book SynopsisThis inaugural volume of the Wiley Restaurant Basics Series is the first professional-level book on the legal challenges faced by restaurant managers.Table of ContentsPreface. Acknowledgments. Restaurant Managers and the Law. Restaurant Contracts. Restaurant Operating Structures. Legal Responsibilities of Managers. Managing Within Regulatory and Administrative Requirements. Managing Insurance. Legal Issues in Selecting Employees. Legal Aspects of Employee Management. Duties and Obligations of Restaurant Managers. A Manager's Legal Responsibilities to Customers. Legal Concerns in Serving Food and Beverages. Legal Aspects of Safety and Security Management. Appendix A: Sample Banquet Contract. Appendix B: Sample Meeting Space Contract. Appendix C: Sample Contract for Sale of Goods. Appendix D: Publications on Government Regulations. Appendix E: Sample Job Description. Appendix F: Guidelines for Appropriate Interview Questions. Appendix G: Sample Employee Consent Form for Drug Testing. Appendix H: Sample Consent Form Authorizing Background Check. Appendix I: Sample Form 1-9. Appendix J: Form 1-9 Qualifying Documents. Appendix K: Sample Demand Letter. Appendix L: Sample Incident Report Form. Appendix M: Sample Lost and Found Tracking Form. Appendix N: Sample Employee Privacy Policy. Appendix O: Sample Property Safety and Security Checklist. Appendix P: Sample Emergency Telephone List. Appendix Q: Sample Fire Emergency Plan. Appendix R: Manager's Responsibilities in a Crisis. Index.
£32.25
