Management and management techniques Books

Book SynopsisNotes on the Contributors - PART 1 CRITIQUE IN CONCEPT - Introduction; the editors - The Problems of a Pardigm: A Critique of the Prevailing Orthodoxy in Management Control; T.Lowe & T.Puxty - A Strategy for the Development of Theories in Management Control; D.T.Otley - Accounting as Social Science: Abstract Versus Concrete Sources of Accounting Change; T.Lowe & A.M.Tinker - Authority, Accountability and Accounting; A.J.Berry - Power and Management Control; D.J.Cooper & K.Robson - Ideology, Rationality and the Management Control Process; T.Puxty & W.F.Chua - Accounting and the Pursuit of Social Interests; A.G.Hopwood - PART 2 CRITIQUE IN ACTION - Labour and Deskilling: A Critique of Managerial Control in the Glass Industry; J.Black & F.Neathey - The Management and Control of Experts and Expertise: The Case of the Nurse; W.F.Chua - Accounting in the Production and Reproduction of Culture; T.Capps, T.Hopper, J.Mouritsen, D.J.Cooper & T.Lowe - The Accounting Profession, Corporatism and the State; D.J.Cooper, T.Puxty & T.Lowe - Authority or Domination: Alternative Possibilities for the Practice of Control; J.Roberts - Professional Authority and Resource Allocation: Treasurers and Politics in UK Local Governments; D.Rosenberg - PART 3 AUTOCRITIQUES - Autocritique I; K.Maunders - Autocritique II; H.Willmott - IndexTable of ContentsNotes on the Contributors - PART 1 CRITIQUE IN CONCEPT - Introduction; the editors - The Problems of a Pardigm: A Critique of the Prevailing Orthodoxy in Management Control; T.Lowe & T.Puxty - A Strategy for the Development of Theories in Management Control; D.T.Otley - Accounting as Social Science: Abstract Versus Concrete Sources of Accounting Change; T.Lowe & A.M.Tinker - Authority, Accountability and Accounting; A.J.Berry - Power and Management Control; D.J.Cooper & K.Robson - Ideology, Rationality and the Management Control Process; T.Puxty & W.F.Chua - Accounting and the Pursuit of Social Interests; A.G.Hopwood - PART 2 CRITIQUE IN ACTION - Labour and Deskilling: A Critique of Managerial Control in the Glass Industry; J.Black & F.Neathey - The Management and Control of Experts and Expertise: The Case of the Nurse; W.F.Chua - Accounting in the Production and Reproduction of Culture; T.Capps, T.Hopper, J.Mouritsen, D.J.Cooper & T.Lowe - The Accounting Profession, Corporatism and the State; D.J.Cooper, T.Puxty & T.Lowe - Authority or Domination: Alternative Possibilities for the Practice of Control; J.Roberts - Professional Authority and Resource Allocation: Treasurers and Politics in UK Local Governments; D.Rosenberg - PART 3 AUTOCRITIQUES - Autocritique I; K.Maunders - Autocritique II; H.Willmott - Index

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Book SynopsisCombining the expertise of two consultants and academics from East and West, this book provides an international guide for family businesses, showing how to identify and implement the best governance strategies. Packed with case studies and interviews, this is the ultimate guide for family businesses wanting to achieve long-term success.Trade Review'For the first time, I see a book that provides a structured approach to the unique contributions families deliver to their firms and to the design of corporate and family governance, to reduce the challenges ahead'. -Willem M. van Eeghen, President, The Henokiens, International Association of Bi-Centenary Family Companies 'This book contains the essence of the most valuable insights gained through large scale and long-term research that has been published in leading academic journals about family-controlled businesses. The tools proposed have been tested on all continents and they work! A must-read.' -André Hoffmann, Chairman, Massellaz SA; Vice President, WWF International "The combined knowledge of two professors from very different universes, with case studies from all over the world, this book provides family businesses with a powerful tool to make the most of their assets." -Priscilla de Moustier, Director of Wendel, Wendel-Participations, and FBN International; Vice President of the French chapter of FBNTable of Contents1. Building Blocks 2. Family Assets 3. Roadblocks 4. The Family Business Map 5. Ownership Design 6. Succession 7. EXIT 8. Beyond the Family Business Map

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Book SynopsisThis book focuses upon the role of the sales force in today''s changing world and how to design a sales force for strategic advantage. It includes sections on how to assess the current sales force design and how to implement change and covers customer segmentation, market strategy, structuring and sizing, alignment, metrics and managing change.Table of ContentsDesigning and Redesigning the Sales Force in Today's Changing World A Process for Designing the Sales Force for Strategic Advantage Sales Strategy Go-To-Market Strategy Designing the Sales Force Structure Sales Roles Sizing the Selling Organization Sales Territory Alignment Sustaining the Successful Selling Organization Managing Change

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Book SynopsisIn this book he brings together a vast amount of experience to show the, 'best practices' of the most successful and long-lasting families in business. This is the most comprehensive book on sustaining the family business and contains international examples and cases and essential tools and checklists of best practice.Table of ContentsPART I: FRAMEWORKS FOR FAMILY BUSINESSES THAT LAST The Ultimate Management Challenge The Five Insights and the Four P's A Vision of the Future PART II: THE LESSONS Stage I: The Owner/Managed Business Stage II: The Sibling Partnership Stage III: The Cousin Collaboration Taking the Longest View Appendicies

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Book SynopsisA comprehensive guide to executive coaching, this fully updated second edition ofers a wealth of practical, proven coaching tools and techniques. Essential reading for professional coaches, students, managers and leaders at all levels.

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Table of ContentsCONTENTSAcknowledgmentOur World of OrganizationsPART I. ON MANAGEMENT1. The Manager's Job2. Crafting Strategy3. Planning on the Left Side, Managing on the Right4. Coupling Analysis and Intuition in Management5. Training Managers, Not MBAsPART II. ON ORGANIZATIONS6. Deriving Configurations7. The Entrepreneurial Organization8. The Machine Organization9. The Diversified Organization10. The Professional Organization11. The Innovative Organization12. Ideology and the Missionary Organization13. Politics and the Political Organization14. Beyond ConfigurationPART III. ON OUR SOCIETY OF ORGANIZATIONS15. Who Should Control the Corporation?16. A Note on That Dirty Word "Efficiency"17. Society Has Become Unmanageable as a Result ofManagementNotesFor Further DetailCredits and AcknowledgmentsIndex

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Table of ContentsPreface Acknowledgments1. Creating Breakthrough Services2. Developing a Vision of the Business3. Building Customer Loyalty4. Focusing and Positioning the Service5. Determining the True Costs and Benefits of Service Quality6. Developing Devices for Achieving Total Customer Satisfaction7. Managing for Quality and Productivity Gains8. Managing Demand and Supply9. Managing Networks10. Managing Information Technologies11. Mobilizing People12. Organizing Work13. Conceiving Future Breakthroughs14. Realizing Service BreakthroughsAppendix: Illustrative Approaches to Transportation Network DesignNotesIndex

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Table of ContentsContentsPrefacePART 1. UNCOVERING THE RULES OF THE GAME1. Introduction: The Acquisition GameThe M&A PhenomenonBack to First Principles: The Acquisition GameA Brief History of the Research on Acquisitions2. Can You Run Harder? SynergySynergy and the Acquisition GameThe Performance Requirements of Pre-Acquisition Market ValuesThe Competitive Challenge of SynergyThe Cornerstones of SynergyPredictable Overpayment3. Do You Feel Lucky? The Acquisition PremiumThe Synergy Concept: Expectations versus RealizationsThe Resource Allocation Decision: An IntroductionRequired Performance Improvements: A Simulation ApproachThe Seductiveness of Financial Valuation Models4. Tools and Lessons for the Acquisition GamePrior Expectations and Additional Resource RequirementsCompetitorsTime, Value, and the PremiumPART 2. AN ANALYSIS OF CORPORATE ACQUISITION STRATEGIES5. Acquirer Performance and Risk TakingCorporate Acquisitions as a Strategy for Value CreationAcquisition PremiumsStrategic Relatedness of AcquisitionsMethod of PaymentThe Performance Effects of Mergers versus Tender OffersRelative Size of the AcquisitionManagerial Risk Taking Following Acquisition6. MethodologySampleAcquiring Firm PerformanceIndependent VariablesChanges in Risk Taking Following AcquisitionEmpirical Techniques7. Discussion of ResultsAggregate Results on AcquisitionsTraditional Tests and Replications of Evidence on RelatednessTesting the Acquiring Firm Performance ModelTests for Changes in Risk Taking8. Implications of the AnalysisTheoretical ContributionsPublic Policy ImplicationsPractical ImplicationsAppendix A: Review and Critique of Prior Research on Mergers and AcquisitionsAppendix B: Detailed Results of the Analysis in Part 2Appendix C: Sample and Descriptions of Targets and AcquirersUsed in the AnalysisNotesBibliographyIndexAbout the Author

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Table of ContentsPrologue1. An Introduction to Strategic Cost Management: New Wine, or Just New Bottles?2. Strategic Cost Management: Three Key Themes3. Demonstrating Strategic Versus Conventional Analysis: A Peek at the SCM Themes4. The Value Chain Concept: The First Key to Effective Cost Management5. Cost Analysis Considerations and Managerial Applications of Value Chains: An Extended Field Study6. Explicit Attention to Strategic Positioning: The Second Key to Strategic Cost Management7. Profit Variance Analysis: A Strategic Perspective on a Common Cost Management Tool8. Differentiating Cost Management Systems Based on Strategic Positioning: A Field Study9. Nonfinancial Performance Measures: Another Key to Strategically Adapted Cost Management10. What Drives Cost? The Third Key to Strategic Cost Management11. Product Line Complexity as a Cost Driver-Activity-Based Costing: Theory, Practice, and Limitations12. Using and Abusing the ABC Concept: A Case Study13. Measuring and Analyzing Cost for One Important Executional Cost Driver—Quality: The SCM Perspective14. Strategic Analysis for One Important Structural Cost Driver—Technology ChoicesEpilogueNotesBibliographyIndex

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Book SynopsisThis practical guide shows how to build an effective compliance and ethics program that will lower a business's risks and improve productivity.Trade ReviewAlthough the book is geared toward lawyers, executives, and compliance professionals, all employees, employers, managers, and business owners would benefit from familiarity with the basic compliance and business principles outlined in the book. This book would also be very useful in a classroom setting. It is a well written, easy read that provides an overview of compliance management. * Milwaukee Bar Association Messenger *Table of ContentsPreface Section I: Importance and Foundations of Compliance Management Chapter One Why Doing the Right Thing Matters Chapter Two Dealing with Ethical Challenges Chapter Three Corporate Governance, Corporate Responsibility, and the Environment Chapter Four Risk Assessment and Structuring the Program Chapter Five Elements of a Compliance Program Section II: Critical Success Factors for Compliance Management Chapter Six Oversight and a Culture of Compliance Chapter Seven Education and Training Chapter Eight Understanding Fraud and Other Wrongdoing Chapter Nine Identification, Investigation, and Enforcement Chapter Ten Compliance Program Evaluation Section III: Mitigating Risk: A Brief on Compliance with Various Laws Chapter Eleven International Compliance Chapter Twelve Money Laundering Chapter Thirteen Health Care Concerns and Data Privacy Chapter Fourteen Fair Labor Standards Act Chapter Fifteen The Environmental Protection Act and Amnesty Provisions Chapter Sixteen Antitrust Compliance Notes Index

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Book SynopsisIn two volumes, Planning Production and Inventories in the Extended Enterprise: A State of the Art Handbook examines production planning across the extended enterprise against a backdrop of important gaps between theory and practice. Production Planning Effects on Dynamic Behavior of A Simple Supply Chain;Trade ReviewFrom the reviews:“A handbook on this topic is a valuable resource for academics and practitioners who want to access information or research a related topic. … The objective is to bridge the gap between quantitative academic research on decision support models and algorithms and the practical needs of industry. The book achieves this by giving a state-of-the-art overview of theory, methodologies, modeling approaches, and industrial practices, and by identifying gaps that future should address. … Volume 2 contains more detailed research results and applications from different industries.”­­­ (Stefan Minner, Interfaces, Vol. 41 (5), September-October, 2011)Table of ContentsChapter 1. Production Planning Under Uncertainty with Workload Dependent Lead-Times: Lagrangean Bounds and Heuristics.- Chapter 2. Production Planning and Scheduling: Interaction and Coordination.- Chapter 3. The Effects of Production Planning on the Dynamic Behavior of a Simple Supply Chain: An Experimental Study.- Chapter 4. Supply and Demand Synchronization in Assemble-to-Order Supply Chains.- Chapter 5. Quantitative Risk Assessment in Supply Chains: A Case Study Based on Engineering Risk Analysis Concepts.- Chapter 6. A Practical Multi-Echelon Inventory Model with Semiconductor Manufacturing Application.- Chapter 7. A mechanism Design Approach for Decentralized Supply Chain Formation.- Chapter 8. Procurement Network Formation: A Cooperative Game Approach.- Chapter 9. Design Flexible Supply Chain Contracts with Options.- Chapter 10. Build-to-Order Meets Global Sourcing: Planning Challenge for the Auto Industry.- Chapter 11. Practical Modeling in Automotive Production.- Chapter 12. Why is it so Hard to Build and Validate Discrete Event Simulation Models of Manufacturing Facilities?.- Chapter 13. A Practical Approach to Diagnosing and Tuning a Statistical Forecasting System.- Chapter 14. The Ongoing Challenge - Creating an Enterprise-wide Detailed Supply Chain Plan for Semiconductor and Package Operations.- Chapter 15. Production Planning in the Plastics Industry.- Chapter 16. Model Predictive Control in Semiconductor Supply Chain Operations.- Chapter 17. Models and Methods for Production Scheduling in the Pharmaceutical Industry.- Chapter 18. Developing a Computerized Scheduling System for the Steelmaking - Continuous Casting Process.- Chapter 19. A Multi-Model Approach for Production Planning and Scheduling in an Industrial Environment.- Chapter 20. Fuzzy Logic Based Production Scheduling and Rescheduling in the Presence of Uncertainty.- Chapter 21. The Summing-Up.

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Book SynopsisThis book will help you see that management is a responsibility, not a reward; this changes the fundamental mindset and in doing so makes you a better manager. You will learn:- How to focus on what you need to achieve- How to improve the day to day activities and outputs of your team- How to avoid taking on too much ownership- How to develop your people to make their, and your, jobs easier- How to survive (and thrive) when times are toughSunday: Get your paradigm rightMonday: Improve your focusTuesday: Improve your communicationWednesday: Improve your individuals, including yourselfThursday: Improve your processesFriday: Improve your teamworkSaturday: Use a ruler, not rulesTrade Review"For anyone thinking of taking that first step into management or already in a management role but feeling a little lost and lonely this book is a must. Rus has a lively and engaging writing style and walks you through how to be a better manager over the course of seven days. The book is divided into days with each section covering a different component of effective leadership and management. Each section in a few pages covers what other leadership books take much longer to explain. With top tips, things to consider, bear traps and pitfalls Rus explains techniques that will have a real impact and set you apart from other managers or leaders. At the end of each section is a Q & A section which is well worth doing! All in all I highly recommend this book." * Louise Frayne, Head of HR & Organisational Development, Royal College of Paediatrics and Child Health *Table of Contents : Sunday: Get your paradigm right : Sunday: Get your paradigm right : Monday: Improve your focus : Monday: Improve your focus : Tuesday: Improve your communication : Tuesday: Improve your communication : Wednesday: Improve your individuals, including yourself : Wednesday: Improve your individuals, including yourself : Thursday: Improve your processes : Thursday: Improve your processes : Friday: Improve your teamwork : Friday: Improve your teamwork : Saturday: Use a ruler, not rules : Saturday: Use a ruler, not rules

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