Management of specific areas Books

Book SynopsisThis handbook is a compilation of comprehensive reference sources that provide state-of-the-art findings on both theoretical and applied research on sustainable fashion supply chain management. It contains three parts, organized under the headings of “Reviews and Discussions,” “Analytical Research,” and “Empirical Research,” featuring peer-reviewed papers contributed by researchers from Asia, Europe, and the US. This book is the first to focus on sustainable supply chain management in the fashion industry and is therefore a pioneering text on this topic.In the fashion industry, disposable fashion under the fast fashion concept has become a trend. In this trend, fashion supply chains must be highly responsive to market changes and able to produce fashion products in very small quantities to satisfy changing consumer needs. As a result, new styles will appear in the market within a very short time and fashion brands such as Zara can reduce the whole process cycle from conceptual design to a final ready-to-sell “well-produced and packaged” product on the retail sales floor within a few weeks. From the supply chain’s perspective, the fast fashion concept helps to match supply and demand and lowers inventory. Moreover, since many fast fashion companies, e.g., Zara, H&M, and Topshop, adopt a local sourcing approach and obtain supply from local manufacturers (to cut lead time), the corresponding carbon footprint is much reduced. Thus, this local sourcing scheme under fast fashion would enhance the level of environmental friendliness compared with the more traditional offshore sourcing. Furthermore, since the fashion supply chain is notorious for generating high volumes of pollutants, involving hazardous materials in the production processes, and producing products by companies with low social responsibility, new management principles and theories, especially those that take into account consumer behaviours and preferences, need to be developed to address many of these issues in order to achieve the goal of sustainable fashion supply chain management. The topics covered include Reverse Logistics of US Carpet Recycling; Green Brand Strategies in the Fashion Industry; Impacts of Social Media on Consumers’ Disposals of Apparel; Fashion Supply Chain Network Competition with Eco-labelling; Reverse Logistics as a Sustainable Supply Chain Practice for the Fashion Industry; Apparel Manufacturers’ Path to World-class Corporate Social Responsibility; Sustainable Supply Chain Management in the Slow-Fashion Industry; Mass Market Second-hand Clothing Retail Operations in Hong Kong; Constraints and Drivers of Growth in the Ethical Fashion Sector: The case of France; and Effects of Used Garment Collection Programmes in Fast Fashion Brands.Table of ContentsPart I: Reviews and Discussions.- Reverse Logistics of US Carpet Recycling.- Green Brand Strategies in the Fashion Industry: Leveraging Connections of the Consumer, Brand, and Environmental Sustainability.- Impacts of Social Media Mediated Electronic Words of Mouth on Young Consumers’ Disposals of Fashion Apparel: A Review and Proposed Model.- Part II: Analytical Modeling Studies.- Fashion Supply Chain Network Competition with Ecolabelling.- Reverse Logistics as a Sustainable Supply Chain Practice for the Fashion Industry: An Analysis of Drivers and the Brazilian Case.- Part III: Empirical Studies.- Apparel Manufacturers' Path to World Class Corporate Social Responsibility.- Sustainable Supply Chain Management in the Slow-Fashion Industry.- Mass Market Second-Hand Clothing Retail Operations in Hong Kong: A Case Study.- Constraints and Drivers of Growth in the Ethical Fashion Sector: The Case of France.- Effects of Used Garment Collection Programs in Fast Fashion Brands.

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Book SynopsisThe world of logistics has considerably changed due to globalization, modern information technology, and especially increasing ecological awareness. Large Supply Chain Management (SCM) systems are developing to global logistic networks. This book reflects major trends of the recent decade in SCM and, additionally, presents ideas and visions for logistic networks of the 21st century. Among the various aspects of SCM, emphasis is placed on reverse logistics: closing the loop of a supply chain by integrating waste materials into logistic management decisions. Table of ContentsThe Expansion of Supply Chains to Closed Loop Systems: A Conceptual Framework and the Automotive Industry’s Point of View.- Integrating Spent Products’ Material into Supply Chains: The Recycling of End-Of-Life Vehicles as an Example.- Recovery Planning in Closed Loop Supply Chains: An Activity Analysis Based Approach.- Product Recovery Behaviour in a Closed Loop Supply Chain.- Inventory Management in Closed Loop Supply Chains.- Production-Inventory Control in an EOQ-Type Reverse Logistics System.- Networks in Reverse Logistics.- Environmental-Oriented Coordination of Supply Networks.- Architectures of Transportation Networks and their Effects on Economic Efficiency.- Cash Flow- and Inventory-Oriented Coordination of the Supply Chain.- The Bullwhip Effect and its Suppression in Supply Chain Management.- Aggregation of Mixed Integer Production Models by Shadow Prices in Supply Chain Management.- Customer Orientation in Advanced Planning Systems.- Order Picking: A Survey of Planning Problems and Methods.- Advanced Purchasing and Order Optimization.- Optimal Maintenance in the Supply Chain.- Hybrid Flow Shop Scheduling with Batching Requirements.- Information System for Supporting Supply Chain Management.

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Book Synopsis1. Kapitel: Grundlagen.- 1 Einordnung der Betriebswirtschaftstheorie in das System der Wissenschaften.- 2 Begriff und Hauptfunktionsbereiche des Betriebes.- 3 Der betriebliche Entscheidungsprozeß.- 4 Begriff, Bestandteile und Typen von Modellen der Betriebswirtschaftstheorie.- 2. Kapitel: Produktionstheorie.- 5 Ökonomische Güter.- 6 Ausgangsbedingungen und Strukturelemente von Produktionsmodellen.- 7 Besondere Eigenschaften von Produktionsfunktionen und ihre ökonomische Bedeutung.- 8 Limitationale Produktionsmodelle.- 9 Substitutionale Produktionsmodelle.- 10 Produktionsmodelle mit mittelbaren Faktor-Produkt-Beziehungen.- 11 Produktionsmodelle für mehrere Produktarten und Produktionsstufen.- 3. Kapitel: Kostentheorie.- 12 Grundlegende Begriffe.- 13 Kurzfristige Kostenmodelle bei unmittelbaren Faktor-Produkt-Beziehungen.- 14 Kurzfristige Kostenmodelle bei mittelbaren Faktor-Produkt-Beziehungen.- 15 Langfristige Kostenmodelle.- 16 Kostenmodelle bei Variation der Losgröße und der Sortenfolge.Table of Contents1. Kapitel: Grundlagen.- § 1 Einordnung der Betriebswirtschaftstheorie in das System der Wissenschaften.- A. Gegenstand der Betriebswirtschaftslehre.- 1. Die Betriebswirtschaftslehre als Teil der Sozialwissenschaft.- 2. Die Beziehungen zwischen Betriebswirtschaftslehre und Volkswirtschaftslehre.- B. Zusammenhänge zwischen der Betriebswirtschaftslehre und ihren Nachbardisziplinen.- 1. Rechtswissenschaft.- 2. Psychologie.- 3. Soziologie.- 4. Ingenieur- und Arbeitswissenschaft.- 5. Informatile.- 6. Unternehmensforschung.- C. Inhalt und Abgrenzung der Betriebswirtschaftstheorie.- D. Einige Daten aus der Geschichte der Betriebswirtschaftslehre als akademischer Disziplin.- Literaturempfehlungen.- Aufgaben.- § 2 Begriff und Hauptfunktionsbereiche des Betriebes.- A. Die Begriffe Betrieb und Unternehmung.- B. Hauptfunktionen der Unternehmung.- C. Die funktionelle und institutionelle Gliederung der Betriebswirtschaftslehre.- 1. Allgemeine Betriebswirtschaftslehre (Funktionslehren).- 2. Spezielle Betriebswirtschaftslehren.- Literaturempfehlungen.- Aufgaben.- § 3 Der betriebliche Entscheidungsprozeß.- A. Entscheidungsprämissen.- B. Ziel- und Mittelentscheidungen.- C. Ökonomisches Prinzip und Dominanzprinzip.- D. Entscheidung als unternehmerische Führungsaufgabe.- E. Erwartungsstrukturen und Entscheidungsbaum.- 1. Erwartungsstrukturen.- 2. Der Entscheidungsbaum.- 3. Bewertung der Konsequenzen.- Literaturempfehlungen.- Aufgaben.- § 4 Begriff, Bestandteile und Typen von Modellen der Betriebswirtschaftstheorie.- A. Zur Begriffsbildung.- B. Strukturen, Systeme, Modelle, Theorien.- 1. Definitionen.- 2. Konstruktion von Modellen.- 3. Aufgaben von Modellen.- 4. Falsifizierbarkeit und Verifizierbarkeit von Theorien.- C. Modellbestandteile.- 1. Zielsystem.- 2. Restriktionen.- 3. Variablen.- a) Meßgenauigkeit.- b) Inhaltliche Klassifikation der Variablen.- 4. Gleichungen und Ungleichungen.- a) Technologische Relationen.- b) Verhaltensrelationen.- c) Definitorische Gleichungen.- d) Identitäten (Identische Gleichungen).- 5. Funktionen und Relationen.- a) Definitionen.- b) Konvexe und nicht-konvexe Mengen und Funktionen.- c) Lineare und nicht-lineare Funktionen und Modelle.- D. Modelltypen.- 1. Entscheidungs- und Erklärungsmodelle.- 2. Statische und dynamische Modelle.- 3. Deterministische und stochastische Modelle.- 4. Analytische und Simulationsmodelle.- Literaturempfehlungen.- Aufgaben.- 2. Kapitel: Produktionstheorie.- § 5 Ökonomische Güter.- A. Kennzeichnung und Klassifikation von Gütern.- 1. Begriff.- 2. Klassifikationsmerkmale.- a) Technologischer und funktioneller Aspekt.- b) Materielle Form.- c) Verwendungsdauer.- d) Stellung im Produktionsablauf.- B. Produktionsfaktoren.- 1. Dispositiver Faktor.- 2. Elementarfaktoren.- a) Verbrauchsfaktoren.- b) Potentialfaktoren.- 3. Zusatzfaktoren.- 4. Zusammenfassendes Klassifikationsschema für Produktionsfaktoren.- Produkte.- Literaturempfehlungen.- Aufgaben.- § 6 Ausgangsbedingungen und Strukturelemente von Produktionsmodellen.- A. Produktionsvorgange als Abbildungsobjekte für Produktionsmodelle.- B. Statische Produktionsfunktionen und Produktionsmodelle.- C. Teilbarkeit von Faktoren und Produkten.- D. Variierbarkeit der Faktoreinsatzmengen in Abhangigkeit von der Planungsperiode.- E. Technische Minimierungsbedingung.- F. Kombination von Produktionsfaktoren.- 1. Limitationalität.- a) Lineare Limitationalität.- b) Nichtlineare Limitationalität.- 2. Substitutionalität.- a) Totale Substitution.- b) Partielle Substitution.- 3. Verbindung von Limitationalität und Substitutionalität in Produktionsmodellen.- Literaturempfehlungen.- Aufgaben.- § 7 Besondere Eigenschaften von Produktionsfunktionen und ihre ökonomische Bedeutung.- A. Partielle Faktorvariation.- 1. Partielle Grenzproduktivität.- 2. Partielles Grenzprodukt.- 3. Totales Grenzprodukt.- 4. Produktionselastizitäten.- B. Niveauvariation unter besonderer Berücksichtigung der Homogenität.- Literaturempfehlungen.- Aufgaben.- §8 Limitationale Produktionsmodelle.- A. Modelle mit einer konstanten und einer variablen Faktorart.- 1. Kontinuierliche Variation eines Faktors und der Produktmenge.- 2. Diskrete Variation eines Faktors und der Produktmenge.- B. Modelle mit mehreren variablen Faktorarten.- Literaturempfehlungen.- Aufgaben.- § 9 Substitutionale Produktionsmodelle.- A. Substitution zwischen endlich vielen limitationalen Prozessen.- B. Substitution zwischen unendlich vielen limitationalen Prozessen.- C. Das klassische Ertragsgesetz.- D. Die Faktoreinsatzfunktion als Umkehrfunktion der Produktionsfunktion.- Literaturempfehlungen.- Aufgaben.- § 10 Produktionsmodelle mit mittelbaren Faktor-Produkt-Beziehungen.- A. Bestimmungsfaktoren des Produktionsfaktoreinsatzes.- 1. Verbrauchsfaktoren.- 2. Potentialfaktoren.- B. Verbrauchsfunktionen bei mittelbaren Faktor-Produkt-Beziehungen.- C. Produktionsfunktionen bei mittelbaren Produkt-Faktor-Beziehungen.- D. Zeitliche und intensitätsmäßige Anpassung an Beschäftigungsschwankungen.- E. Verbrauchsfunktionen bei schwankenden Nutzungsintensitäten.- Literaturempfehlungen.- Aufgaben.- § 11 Produktionsmodelle für mehrere Produktarten und Produktionsstufen.- A. Problemstellung und Begriffe.- 1. Einführung.- 2. Produktionsprogramm.- 3. Unverbundene Produktion.- 4. Verbundene Produktion.- 5. Stufenproduktion.- B. Bedarfsermittlung für Erzeugniseinsatzstoffe bei Stufenproduktion.- C. Bedarfsermittlung für Erzeugniseinsatzstoffe, Betriebsstoffe und Potentialfaktorzeiten bei Mehrprodukt-Stufenproduktion.- Literaturempfehlungen.- Aufgaben.- 3. Kapitel: Kostentheorie.- § 12 Grundlegende Begriffe.- A. Einige Grundbegriffe aus dem Rechnungswesen.- 1. Auszahlung — Einzahlung.- 2. Ausgabe — Einnahme.- 3. Aufwand — Ertrag — Erfolg.- 4. Monetare Bestandsgrößen.- 5. Kosten — Erlöse.- a) Wertmäßiger Kostenbegriff.- b) Pagatorischer Kostenbegriff.- c) Erlöse.- 6. Zusammenhänge zwischen Aufwand und Kosten sowie zwischen Ertrag und Erlösen.- B. Kosteneinflußgrößen.- 1. Aktionsvariablen im Produktionsbereich.- a) Betriebsgröße.- b) Produktionsprogramm.- c) Beschäftigung.- d) Gestaltung des Produktionsablaufs.- e) Faktorqualitäten.- f) Faktorpreise.- 2. Daten.- 3. Begrenzungen des Entscheidungsfeldes.- a) Beschränkungen infolge zeitlicher Teilung des Entscheidungsfeldes.- b) Beschränkungen infolge personeller Teilung des Entscheidungsfeldes.- 4. Aktionsvariablen außerhalb des Produktionsbereichs.- a) Absatzpolitik.- b) Finanzierung.- c) Forschung und Entwicklung.- d) Information.- C. Produktivitat und Wirtschaftlichkeit.- 1. Produktivität.- 2. Wirtschaftlichkeit.- D. Gesamt-, Stück- und Grenzkosten.- 1. Gesamtkosten.- 2. Stückkosten.- 3. Grenzkosten.- E. Kostenisoquanten.- Literaturempfehlungen.- Aufgaben.- § 13 Kurzfristige Kostenmodelle bei unmittelbaren Faktor-Produkt-Beziehungen.- A. Minimalkostenkombination und Gesamtkostenfunktion bei Limitationalität.- B. Minimalkostenkombination und Expansionslinie bei substituierbaren Prozessen.- 1. Kostenmodell mit endlich vielen linear-limitationalen Prozessen.- 2. Kostenmodell mit einem linear-limitationalen und einem nichtlinear-limitationalen Prozeß.- 3. Kostenmodell mit unendlich vielen limitationalen Prozessen (substitutionalen Produktionsfaktoren).- C. Variation der Faktorpreise.- 1. Bei einem limitationalen Prozeß.- 2. Bei endlich vielen limitationalen Prozessen.- 3. Bei Substitutionalität.- D. Ableitung von Kostenfunktionen aus partiellen Ertragsfunktionen für einen linear-limitationalen Prozeß.- 1. Eine kontinuierlich variierbare und eine konstante Faktorart.- 2. Mehrere variable und mehrere konstante Faktorarten.- E. Einfluß von Restriktionen auf den Kostenverlauf.- 1. Arten von Restriktionen.- a) Beschaffungsrestriktionen.- b) Produktionsrestriktionen.- c) Finanzrestriktionen.- d) Absatzrestriktionen.- 2. Kostenmodell bei einem limitationalen Produktionsprozeß bei Beachtung von Restriktionen.- 3. Kostenmodell bei mehreren Produktionsprozessen und bei Beachtung von Restriktionen.- 4. Kostenmodell bei kontinuierlicher Substitutionalität und bei Beachtung von Restriktionen.- F. Aussagegrenze der unmittelbaren Kostenmodelle.- Literaturempfehlungen.- Aufgaben.- § 14 Kurzfristige Kostenmodelle bei mittelbaren Faktor-Produkt-Beziehungen.- A. Kostenmodell eines Aggregats bei intensitätsmäßiger Anpassung.- B. Kostenmodell eines Aggregats bei zeitlicher Anpassung.- C. Kostenmodell bei zeitlicher und intensitätsmäßiger Anpassung.- 1. Allgemeines Grundmodell.- 2. Kostenmodelle bei Arbeitszeitverkürzung.- a) Kostenverlauf bei Arbeitszeitverkürzung ohne Lohnausgleich.- b) Kostenverlauf bei Arbeitszeitverkürzung mit vollem Lohnausgleich.- D. Kostenmodell eines Betriebes bei quantitativer Anpassung.- E. Kostenmodell eines Betriebes mit mehreren Produktionsstationen.- Literaturempfehlungen.- Aufgaben.- § 15 Langfristige Kostenmodelle.- A. Praktische Bedeutung langfristiger Anpassungsprozesse für den Verlauf von Kostenfunktionen.- B. Langfristige Kostenmodelle bei multipler Anpassung.- C. Langfristige Kostenmodelle bei mutativer Anpassung.- 1. Qualitätsänderung der Faktoren durch Verwendung anderer Fertigungsverfahren.- 2. Anderung der Faktorgröße und der Faktorproportion.- 3. Kostenverläufe bei mutativer Anpassung.- a) Degression der variablen Kosten.- b) Degression der fixen Kosten.- c) Berücksichtigung von Änderungen des Preisniveaus und des Preisverhältnisses.- D. Empirische Untersuchungen über den Verlauf langfristiger Kostenfunktionen.- E. Erfahrungskurven.- Literaturempfehlungen.- Aufgaben.- § 16 Kostenmodelle bei Variation der Losgröße und der Sortenfolge.- A. Lager- und losgrößenabhängige Kostenarten.- B. Modelle zur Ermittlung der kostenminimalen Losgröße.- 1. Losgrößenermittlung ohne Fehlmengen.- a) Momentanproduktion.- b) Zeitbeanspruchende Produktion.- 2. Losgrößenermittlung mit Fehlmengen.- C. Modell zur Ermittlung der kostenminimalen Sortenfolge.- Literaturempfehlungen.- Aufgaben.- Ausblick auf Erweiterungen der behandelten Produktions- und Kostenmodelle.- Anhang Lösungsanleitungen zu den EDV-orientierten Aufgaben.- Stichwortverzeichnis.

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Book SynopsisDieses Lehrbuch ist insbesondere für das Grundstudium der Betriebswirtschaftslehre gedacht. Es umfasst die Grundlagen der betrieblichen Entscheidungsfindung, die Produktions- und Kostentheorie sowie die wesentlichen Teilgebiete der Produktion und des Absatzes. Dabei ist auch die Abstimmung zwischen den betrieblichen Bereichen Produktion und Absatz berücksichtigt. Das Buch enthält zu allen Teilgebieten ausführliche Darstellungen. Zahlreiche Abbildungen und Rechenbeispiele veranschaulichen den Stoff. Die Leser können ihren Wissensstand durch Übungsaufgaben abfragen und die erarbeiteten Ergebnisse anhand von Kurzlösungen selbst kontrollieren.Trade ReviewAus den Rezensionen zur 2. Auflage: "… Den Autoren gelingt … die für ein Lehrbuch ungewöhnliche Vernetzung von Produktion und Absatz. Da diese beiden betriebswirtschaftlichen Teilgebiete üblicherweise getrennt behandelt werden, bietet das Lehrbuch einen hochinteressanten neuen Ansatz. Viele Übungsaufgaben mit ausführlichen Lösungen sorgen dafür, dass der Anfänger damit nicht überfordert wird." (in: Studium - Das Buchmagazin für Studenten, 2007, S. 16)Table of ContentsProduktion und Absatz im Rahmen der Betriebswirtschaftslehre.- Produktions- und Kostentheorie.- Produktion.- Absatz.- Abstimmung von Produktion und Absatz.

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Book SynopsisFor the majority of industrial companies, customizing products and services is among the most critical means to deliver true customer value and achieve superior competitive advantage. This book presents an operational procedure for the design of product configuration systems in industrial companies. It is based on the experience gained from more than forty product configuration projects in companies providing customers with tailored products and services.Trade ReviewAus den Rezensionen: "‘Product Customization’ zeigt auf sehr anschauliche Art und Weise, wie eine Strategie der kundenindividuellen Massenproduktion ... durch die Modularisierung von Produkten ... umgesetzt werden kann. ... Hvam, Mortensen und Riis verbinden sehr geschickt in ihrem Buch Theorie und Praxis und zeigen ... umfassend Vorgehensweisen auf, wie Konfigurationssysteme schrittweise aufgebaut werden können. … Die Darstellungen werden flankiert von abgewandelten Praxisbeispielen. … Die Autoren selbst haben in mehr als 40 Fallen ... Konfigurationslösungen entwickelt, was der Praxisorientierung des Buchs zugute kommt. Für Unternehmen ... ist das Buch äußerst empfehlenswert." (Dr. Heiner Depner, in: RKW Bücherdienst, 2008, Issue 4, S. 7 f.)Table of ContentsSpecification Processes and Product Configuration.- The Procedure.- Development of Specification Processes.- Analysis of the Product Range.- Object-Oriented Modelling.- Knowledge Representation and Forms of Reasoning for Expert Systems.- Choosing Configuration Software.- Product Configuration at F.L. Smidth.

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Book SynopsisThis book focuses on the need to develop sustainable supply chains - economically, environmentally and socially. This book is not about a wish list of impractical choices, but the reality of decisions faced by all those involved in supply chain management today. Our definition of sustainable supply chains is not restricted to so-called "green" supply chains, but recognises that in order to be truly sustainable, supply chains must operate within a realistic financial structure, as well as contribute value to our society. Supply chains are not sustainable unless they are realistically funded and valued. Thus, a real definition of sustainable supply chain management must take account of all relevant economic, social and environmental issues. This book contains examples from a wide range of real-life case studies, and synthesizes the learnings from these many different situations to provide the fundamental building blocks at the centre of successful logistics and supply chain management.Table of ContentsSection A 11 A.1 The need for sustainable supply chain management 12 A.1.1. Sustainable Supply Chains 13 A.1.2. Best practice in Supply Chain management 13 A.1.3. The need for sustainable Supply Chains 14 A.1.4. The implications of modern Supply Chain management 17 A.1.5. Moving towards sustainable Supply Chains 20 A.1.6. The structure of this book 22 Section B 25 Section Overview 25 B. 27 B.1 Developing a Sustainable Supply Chain Strategy 27 B.1.1. Introduction – The starting point 27 B.1.2. The Supply Chain Strategy – a critical success factor for sustainability 29 B.1.3. Ingredients of a Sustainable Supply Chain Strategy 38 B.1.4. An iterative approach to developing your Sustainable Supply Chain Strategy 46 B.1.5. Principles into practice 71 B.2 Managing Performance 73 B.2.1. Introduction 74 B.2.2. Measuring and monitoring sustainable Supply Chain 75 B.2.3. Evaluating impact of your SC activities on sustainability 76 B.2.4. Benefits of performance measurement 80 B.2.5. Problems with measuring performance 81 B.2.6. Stages of Supply Chain performance measurement 83 B.2.7. Visible Supply Chain - Process, Product and Performance 85 B.2.8. Product oriented monitoring 87 B.2.9. Supply Chain performance measurement – methods and approaches 88 B.2.10. Creating Supply Chain performance measurement system 89 B.2.11. Conclusions 92 B.3 Managing within your Organisation 95 B.3.1. Under your managerial control 96 B.3.2. Managing Processes 98 B.3.3. Managing Products 104 B.3.4. Managing Knowledge 106 B.3.5. Managing Infrastructure 112 B.3.6. Managing People & Teams 117 B.3.7. Managerial Challenge: Find and Prioritize your Internal Sustainability Gap 121 B.3.8. Summary and Conclusions 126 B.4 Managing Outside your Organisation 133 B.4.1. Introduction and structure of the chapter 134 B.4.2. Supply Chain Stakeholders – Who has which impact on your supply chain? 135 B.4.3. Action Fields for Supply Chain Stakeholder Management 143 B.4.4. Determining the “right” Supply Chain Stakeholders 147 B.4.5. Managing Supply Chain Stakeholders 156 B.4.6. Conclusion 169 B.5 Outside your control and influence - managing the unexpected 174 B.5.1. What’s this all about? 175 B.5.2. The Challenge – What is risk and why deal with it? 177 B.5.3. Dealing with Risk - Principles 181 B.5.4. Dealing with Risk – Getting Organised in Your Business 184 B.5.5. Dealing with Risk from outside your business 190 B.5.6. Uncontrollable Risks and how to handle them 194 B.5.7. Solutions - What makes the best practice in risk avoidance? 197 B.5.8. Managing Risk – the Principal Lessons from the bestLog Project 199 B.5.9. Summary 201 B.5.10. Definitions 203 B.5.11. Questions for Teachers 206 Section C 207 Section Overview 207 C. 208 C.1 Future sustainable supply chains 208 C.1.1. Understanding the future 208 C.1.2. The central question for sustainable supply chains 209 C.1.3. The driving forces that will influence sustainable supply chains 209 C.1.4. Considering the critical uncertainties in supply chain management 211 Section D 214 Section Overview 214 D. 215 D.1 Section Structure 215 D.2 Markets & Strategies Cases 216 D.2.1. Strategic Environmental Plan 216 D.3 Structure & Planning Cases 222 D.3.1. Consolidation and consignment 222 D.3.2. Supply network redesigning 227 D.3.3. Full speed Supply Chain 233 D.3.4. Collaborative Intermodal Transport with Supplier 238 D.3.5. Pooling 243 D.4 Processes & Operations Cases 248 D.4.1. Increased transport efficiency 248 D.4.2. Transportation of healthcare products by inland navigation 254 D.4.3. Intermodal transport in Retail 259 D.4.4. Intermodal less than truckload 264 D.4.5. Collaborative Intermodal Transport with LSP 269 D.4.6. e-Integration and Supplier Evaluation 273 D.4.7. Optimization of goods collection 278 D.4.8. Railway Transport 282 D.4.9. Consolidation by DC 287 D.4.10. Transport Marketplace 291 D.4.11. Transport Exchange 297 D.4.12. Influence of product design on warehousing and transport efficiency 301 D.5 Enablers & Support Cases 306 D.5.1. Telematics 306 D.5.2. IT Integration 311 D.5.3. Intermodal Terminal 316 D.5.4. Cargo Securing 320

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Book SynopsisWithin manufacturing, Lean has lead to significant results throughout the world. But what happens when Lean meets Innovation? Is the needed creativity destroyed, or can Lean make the results of the organization even better? In Lean Innovation, Claus Sehested and Henrik Sonnenberg reveal how a managed iteration between creativity and effectiveness can ensure that the visions of top management are realized through the innovation processes. Lean can elevate the innovation processes to a new level where they become a true strategic differentiator. The authors address the key challenges facing leaders of knowledge organizations, and present a number of principles which they can use to bring more leadership into the innovation work. They also discuss methods which can increase result focus and continuous learning in the core innovation processes. The book contains specific and practical examples from five companies who started on a Lean Innovation journey. Innovation Insights from Apple, Google, Toyota, IDEO and others are also included.Table of ContentsPart I Understanding the Background.- Introduction.- Chapter 1 The Potential of Lean Innovation.- Part II Understanding the Fundamentals.- Chapter 2 Understanding Innovation.- Chapter 3 Understanding Lean Innovation.- Part III Achieving Success with Lean Innovation.- Chapter 4 Releasing the Potential for Innovation.- Chapter 5 Active and Visible Management.- Chapter 6 Realizing Your Strategy through Portfolio Management.- Chapter 7 Projects Create Customer Value - Chapter 8 The Role of Project Support in Innovation.- Part IV Starting the Development Process.- Chapter 9 Fast from Knowledge to Value.- Postscript Fueled by a Dream.

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Book SynopsisThe preceding process of globalization and the continuously rising competitive pressure on manufacturing companies in more developed economies unveiled the limits of classical site-focused optimization approaches. The focus of network optimization shifts ever more towards an integrative view of manufacturing networks, striving for a harmonization of the strategy-, configuration- and coordination levels. This book presents such an integrative approach to the strategic management of manufacturing networks. Besides strategic network requirements, this book discusses the derivation of an optimal global footprint and the optimization of network coordination activities. Special attention is paid to the site roles concept, especially to the concept of 'lead factory'. A large number of up-to-date cases from the producing industry enrich the book and provide the reader with vivid examples for the application of the presented concepts. Hence, this book is a must-read for both practitioners and academic researchers.Trade ReviewFrom the book reviews:“The authors’ aim is to explore strategic management challenges around global manufacturing networks. … In terms of content and structure, the book follows a logical progression from theory to application, with plenty of examples thrown in. … it all comes together nicely, making the book both a pleasant and informative read. … an excellent source for key concepts and their application and the numerous and detailed industry examples are both illustrative and enjoyable to read.” (Jannis Angelis, Production Planning & Control, October, 2014)Table of ContentsDevelopment of Production Management- from Site to Network Optimisation.- A Model for Network Design.- Clarification of the Initial Strategic Situation.- The Network Configuration.- Network Coordination.- Analysis and Design of Networks in Practice.- Outlook and Summary.

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Book SynopsisThe current, second edition of this book reflects the 15 years of practical experience with the Six Sigma+Lean toolbox. It is a comprehensive collection of all the tools necessary for project work and running workshops when improving processes. All tools have been illustrated in a clear and comprehensible structure with examples and tips for applying the tools included. The chronology corresponds to the procedure of an improvement project comprising the steps D(efine), M(easure), A(nalyze), I(mprove) and C(ontrol).The most important innovation of this edition is the fact that it guides the user to select the appropriate tool using questions. The paradigm change from a Toolset to a Mindset has proven worthwhile in project work and ensures that corporate problems are addressed with the goal of achieving efficient solutions rather than having a large quantity of perfect tools to choose from. The efficiency factor of work in projects and workshops will therefore improve significantly. Through this paradigm change, connected with its unique structure, this book provides an effective tool not only for project and workshop leaders but also for the executives/sponsors involved who will be guided to solve the given task formulation quickly and in a sustainable way.Trade Review“The Six Sigma + Lean Toolset brings together the principles of Lean and Six Sigma in one single volume in a clear understandable format. This title has everything you need to know as a practitioner in one book. The book is both a practical and theoretical. … this book will suit those wishing to learn about Six Sigma and Lean as a beginner or a seasoned expert, this book will assist you in your Six Sigma and Lean efforts.” (Inside Business, Vol. 3 (5), June, 2015)“This book is a very good tool for the student interested in the contents of Six Sigma model. … If you are interested in Six Sigma or interested in implementing these techniques in your project this is the right book for you it is very well written with several supporting examples which makes the reading very pleasant. I really recommend this book for your bookshelf.” (Inspire and Action Blog, inspireandaction.wordpress.com, January, 2014)Table of ContentsIntroduction.- DEFINE - What is the Problem?.- MEASURE - How Big is the Problem?.- ANALYZE - What are the Root Causes of the Problem?.- IMPROVE - What are the Solutions for Eliminating the Causes?.-CONTROL - How can the Improvement's Sustainability be Ensured?

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Book SynopsisMarketplace complexity and dynamics create an environment that increases the uncertainty of innovation activities. In this context systematic management of innovation and product management are increasingly important for company success. This book presents the fundamentals of innovation and product management and introduces the reader to a holistic process model with particular focus on innovation and uncertainty. This integrated consideration of innovation management and product innovation within an interdisciplinary approach represents a unique characteristic of this book. The book is designed to address the needs of managers who want a practical but well-researched guide to innovation and product management. Graduate and advanced undergraduate students would also find the chapters in this book particularly useful.Table of ContentsPart I: Fundamentals of Innovation and Product Management.- Part II: Process of Innovation and Product Management.- Part III: Innovation and Product Management.- Broadening the Topic.

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Book SynopsisMit der Konzeption des Category Supply Managements entwickelt Karl J. Grajczyk einen umfassenden Managementansatz zur Entwicklung, Steuerung und Umsetzung von Einkaufsstrategien für differenzierte Warengruppen. Aus einer Befragung internationaler produzierender Unternehmen leitet der Autor umfassende Handlungsempfehlungen für die funktionsübergreifende Umsetzung des warengruppenorientieren Supply Managements durch industrielle Einkaufsmanager ab. Da die Segmentierung des Einkaufsvolumens in Waren- bzw. Materialgruppen einen weiten Verbreitungsgrad in Unternehmen aufweist, werden in dieser Arbeit strategische Ansätze der Einkaufspraxis und der betriebswirtschaftlichen Warengruppenforschung miteinander verbunden.Table of ContentsWarengruppenmanagement im Einkauf von Industrieunternehmen.- Einkaufskompetenzansatz.- Strategien und Praktiken des Warengruppenmanagements.- Steuerung- und Koordination von Warengruppen des Einkaufs.- Leistung und Erfolg des Warengruppenmanagements.

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Book SynopsisDieses Buch bietet einen umfassenden Einblick in die Grundlagen, Prozesse, Strukturen und Anwendungen der Logistik. Mit übertragbaren Lösungen dient es als Leitfaden für die Organisation und Steuerung von Logistikaufgaben. Table of ContentsLogistik als Managementaufgabe.- Prozesse.- Strukturen.- Anwendungen: Logistikstrategien – Distributionslogistik – Outsourcing – Logistikkosten – Logistik-Kennzahlen – Risikomanagement – Logistik 4.0 – Grüne Logistik – Nachhaltigkeit.

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Book SynopsisDas vorliegende Werk richtet sich an alle, die sich beruflich oder privat eingehend mit den in Deutschland geltenden Fahrgastrechten und -pflichten bei Bussen und Bahnen befassen wollen. Schwarzfahrten, Verspätungen, Fahrzeug- und Haltestelleninformationen sowie Videoüberwachung – das ist nur eine kleine Auswahl der hier behandelten Themenkomplexe. Die differenzierte Gliederung und praxisorientierte Darstellung bieten dem Leser die Möglichkeit, sich gezielt in Einzelthemen einzuarbeiten. Das Werk liefert Antworten auf bislang in diesem Bereich von Rechtswissenschaft und Rechtsprechung nicht gelöste Probleme, bietet die Gelegenheit zur inhaltlichen Auseinandersetzung und gibt Anregungen für neue Diskussionen. Ganz besonders richtet sich das Buch deshalb an Wissenschaft, Verbände, Schlichtungsstellen und Politik sowie zu guter Letzt an die Unternehmen des ÖPNV und die Justiz.Table of Contents1. Untersuchungsgegenstand.- 2. Wesentliche Rechtsgrundlagen.- 3. Reichweite des Beförderungsvertrags.- 4. Gesetzliche Schuldverhältnisse.- 5. Fahrgastrechte und -pflichten.- 6. Ausblick.- Literaturverzeichnis.

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Book SynopsisDieses Buch erklärt grundlegend das betriebliche Gestaltungsfeld Bestandsmanagement und führt die relevanten Begriffe und Formeln ein. Es beschäftigt sich mit Antworten auf die Fragen, wann Produktbestellungen aufgegeben werden und wie viel auf einmal bestellt werden soll. Dabei werden die Unsicherheiten des zu versorgenden, konsumierenden Prozesses und des Nachschub-Prozesses berücksichtigt. Diese Aufgaben können mithilfe von Modellen optimal gelöst werden. Die wichtigsten Modelle zur Beantwortung der Fragen nach dem Wann und dem Wieviel werden einsteigerfreundlich erklärt und ihre Anwendung an einfachen Beispielen gezeigt. Nacheinander werden das klassische Bestellmengenmodel, das Newsvendor-Modell, das kontinuierliche und das periodische Bestandsmodell erläutert. Weiterführend werden die Anwendungsfälle Zentralisierung und Risikomanagement aus Sicht der Bestandsführung vertieft.Table of Contents

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Book SynopsisMit dem Lehrbuch wird ein grundlegendes Verständnis für die Inhalte und Methoden des (umfassenden) Qualitätsmanagements und ihren Anwendungsbezug im Gesundheitswesen vermittelt. Ausgehend von der Vielschichtigkeit des Qualitätsbegriffs im Gesundheitswesen werden grundsätzliche Fragen wertorientierter Unternehmensführung, methodische Ansätze der einrichtungsinternen Qualitätsbestimmung und Qualitätsgestaltung sowie Konzepte professionsbezogener Qualitätsentwicklung und einrichtungsübergreifender Qualitätsvergleiche adressiert. Für Studierende ist es wichtig, die Prinzipien dieses Themenbereichs zu verstehen und sich mit den unterschiedlichen Konzepten, Standpunkten und Methoden auseinanderzusetzen. Das Lehrbuch legt seinen Schwerpunkt daher gezielt auf die theoretische Fundierung und die Methodenvielfalt dieses Fachs. Der vorlesungsorientierte Aufbau ermöglicht den Leserinnen und Lesern, sich schrittweise die grundlegenden Kenntnisse und das dazugehörige Verständnis zu erarbeiten. Die dritte Auflage wurde umfassend aktualisiert, in einigen Abschnitten überarbeitet und inhaltlich vertieft. Als Einstiegshilfe und als Nachschlagewerk richtet sich dieses Buch gleichermaßen an Studierende und praktisch Tätige, insbesondere an Angehörige der Gesundheitsberufe und der kaufmännischen Berufe im Gesundheitswesen.Table of ContentsQualitätsbegriff im Gesundheitswesen.- Qualitätsmanagement und Qualitätssicherung.- Qualitätsentwicklung, Qualitätsverbesserung.- Qualitätsorganisation, Qualitätsmanagementsystem.- Qualitätsanforderungen, Qualitätsmodelle.- Qualitätsdokumentation.- Qualitätsmessung, Qualitätsbewertung.- Methoden und Instrumente.- Prozessorientierung im Qualitätsmanagement.-Kundenorientierung im Qualitätsmanagement.- Mitarbeiterorientierung im Qualitätsmanagement.- Zertifizierung, Akkreditierung und Qualitätsbewertung.- Qualitätsentwicklung und Versorgungsqualität.- Qualitätsberichterstattung und öffentliche Qualitätsvergleiche.

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Book SynopsisThe book addresses a modern reorientation of Lean, abandoning the classical waste dogma that brings direct efficiency gains and substituting by a way to achieving indirect efficiency in a continuous and sustainable manner. Waste is the output of a process that cannot be of further use, while value is a matter of valuation, a process whose output we conceive to be of further use. Value and waste are not antithetical, they are just not comparable issues. We achieve added value to the modern Lean Enterprise through synergies that bring sustainable economic benefits to the company. Such synergies use the complementarity theory developed by Milgrom and Roberts in 1990 on the principle that we can achieve maximal gains via the joint investment on complement activities and not investing. Complementarity is not something specific to Lean Enterprises; however, Lean Enterprises can benefit the most from such a concept. The reason is that Lean uses the principle of achieving more with less effort. Less effort does not mean the use of fewer resources, but the use of resources in a complementary way in order to achieve more, rather than using them. Complementarity is a feature by design. Complementarity by design will help modern Lean companies have an easier transition in the digital era and the new world of Industry 4.0. In this second edition, we have preserved the method of how to achieve Lean and have enhanced it to show how to move towards modern Lean within Industry 4.0 paradigm. However, if a company has not yet made the Lean step, there is no need to make that step first before yielding the benefits. Technology is the key. Modern Lean Enterprise strengthens out of the old paradigm into the new one of Industry 4.0. Because of evolution, such an enterprise achieves optimal technological complementarity necessary for synergies that sustain increasing profits.Table of Contents​1. The Modern Lean Enterprise.- Part I: Rising of the Digital Economy.- 2. The Displacement of the Economy.- 3. The Post Industrial Factory.- Part II: Lean in Theory.- 4. Principles of Lean Production.- 5. Lean Flow: A Method.- 6. Successful Implementation.- 7. Modern Lean Thinking.- Part III: Lean in Practice.- 8. Lean Factory.- 9. Lean for Industry 4.0.

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Book SynopsisTo manage an effective customer loyalty program, third party logistics service providers (3PLs) must understand the determining factors, as well as cultural background on loyalty. This book develops a model of customer loyalty, which is then validated using empirical data from nearly 800 logistics managers in Germany and the USA. The author reviews the effects of different relational factors on the model, and explores relevant German-US cultural differences.Table of ContentsBasic concepts.- Theoretical framework.- Research model.- Methodology and sample characteristics.- Operationalization and measurement.- Structural models.- Conclusion.

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Book SynopsisDas Buch ist der dritte Band der Buchreihe „Advanced Studies in Supply Management“, die jährlich die wissenschaftlichen Fortschritte in diesem Forschungsfeld darlegt. Die mittlerweile unbestritten sehr hohe Bedeutung der Bereiche Beschaffung, Einkauf, Materialwirtschaft, Logistik und Supply Chain Management spiegelt sich auch intensiv in den Forschungsanstrengungen wider. Die hochaktuelle deutschsprachige Publikation schließt eine Lücke.Table of ContentsAsymmetrische Informationsverteilung in Lieferanten-Abnehmer-Beziehungen Kritische Analyse der Eignung des Fuzzy-AHP zur Lieferantenauswahl Design of voluntary sustainability initiatives for supply chains Koordination von Zuliefernetzwerken Logistische Lieferantenentwicklung in der Automobilindustrie Der Einfluss der Beschaffungskomplexität auf den Logistikerfolg Logistikmanagement als Management von Kontraktlogistikbeziehungen Global Sourcing Footprint SMA--The Supply Market Analysis-Framework Unternehmensübergreifende Bestandsallokation Composite Solutions

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Book SynopsisThis book examines the problem of managing the flow of materials into, through, and out of a system in order to improve the efficiency and effectiveness of materials management. The subject is crucial for global competitive advantage, as materials constitute the largest single cost factor in manufacturing and service, and their effective management enhances value for money. In this context, inventory is a barometer of materials management effectiveness, along with wastage of materials.The book adopts a comprehensive, integrated systems approach and covers almost all aspects of materials, considering the specification, procurement, storage, handling, issue, use and accounting of materials to get the most out of every dollar invested. Combining conceptual clarity and quantitative rigor, it will be a highly useful guide for practicing managers, academics and researchers in this vital functional area.Table of ContentsChapter 1. Introduction to Integrated Systems Approach to Materials Management.- Chapter 2. Basic Concepts in Inventory Management.- Chapter 3. Selective Inventory Management.- Chapter 4. Static Inventory Models – Single Purchase Decisions.- Chapter 5. Dynamic Inventory Models: Aggregate Analysis.- Chapter 6. Deterministic Inventory Models.- Chapter 7. Dynamic Inventory Models with Quantity Discounts.- Chapter 8. Probabilistic Inventory Models.- Chapter 9. Just-In-Time, MRP and Lean Supply Chains.- Chapter 10. Inventory Management of Slow Moving Materials.- Chapter 11. Multi-Echelon Inventory Models.- Chapter 12. Material Specification, Codification and Standardization.- Chapter 13. Management of Material Waste.- Chapter 14. Storage & Warehousing.- Chapter 15. Purchasing: Policies and Processes.- Chapter 16. Incoming Material’s Quality Assurance.- Chapter 17. Make or Buy Decisions: Outsourcing Strategy.- Chapter 18. Source Selection, Performance Rating and Development.- Chapter 19. Value Analysis for Material Cost Reduction.- Chapter 20. Systems Approach and Supply Chain Management.- Chapter 21. Evaluation of Materials Management Effectiveness.

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Book SynopsisLean Organization for Excellence describes the right way to implement lean thinking inside both manufacturing and service industries. After explaining the origins of the concept and discussing 'wastes' and value added, the book aims to set out a precise path of action. To this end, the so-called Hoshin Kanri method of defining business objectives and targets is explained, and a Value Stream Mapping tool that serves to identify all wastes is described. Subsequent chapters cover each of the TPS (Toyota Production System) tools, from 5S to SMED, and special attention is devoted to the Ducati case study, in which tools such as 5S and Kanban are applied. Lean metrics and the innovative Value Stream Accounting are discussed, and the closing chapter focuses on Lean Office for the service industry. Each chapter includes illustrations and tables relating to practical cases concerning the subject under consideration, based on real consultancy experiences.

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Book SynopsisJorgen Hesselberg is cofounder of Comparative Agility, a leading agile assessment and continuous improvement platform. A proven thought leader of numerous successful enterprise transformation efforts since 2009, Jorgen provides strategic guidance, executive counsel, and coaching to some of the world's most respected companies both as an internal change agent and an external consultant. He has trained thousands of people on agile and Scrum, disruptive innovation, and enterprise transformation strategy. Passionate about making the world a better place to work, Jorgen is the former director and an active member of Supporting Agile Adoption, an Agile Alliance program dedicated to supporting those who apply agile principles and practices for agile transformation. Jorgen is a frequent speaker at international industry conferences. He earned his bachelor degree in journalism at the University of Missouri, his MBA at Iowa State University, and an MS in information technology aTable of ContentsForewords by Bjarte Bogsnes and Rich Sheridan xix Preface xxv Acknowledgments xxxi About the Author xxxiii PART I: THE CASE FOR AGILITY 1Chapter 1 The Agile Imperative 3 Athens Beats Microsoft 4 Origins of Modern Management 6 Scientific Management: Building More Efficient Machines 7 The Rise of the Knowledge Worker: Unlocking the Creative Potential 8 Software Eats the World: Embracing Uncertainty and Becoming Agile 10 VUCA and Cynefin: Orienting Businesses in a Brave New World 16 The Cynefin Framework 18 Leadership in a Complex World 21 Business Agility: Accelerating Organizational Learning 22 Summary 24 Q&A 24 Further Resources 26 Footnotes 27 Chapter 2 Enterprise Agility 29 Defining Enterprise Agility 29 Designing Business Agility: Balancing Three Critical Levers 32 Building the Right Thing (Value) 33 Building the Thing Right (Quality) 40 Building at the Right Speed (Optimizing for Flow) 43 Unlocking Agility in the Enterprise 50 Performance Multipliers: Five Critical Dimensions of Agility 51 Summary 53 Q&A 54 Further Resources 56 Footnotes 57 PART II: FIVE DIMENSIONS OF AGILITY 59Chapter 3 Technology 61 Building the Right Thing: Creating Products Customers Love 62 Business Model Canvas: An Interactive Tool for Instant Alignment 62 Lean Startup: A Method for Validating That You’re Building a Product Worth Building 65 Cost of Delay: Understanding the Impact of Time to Life Cycle Profits 68 Building the Thing Right 74 Scrum: Building Value Incrementally and Iteratively 74 Kanban: Taming Chaotic Environments Through Visualization 79 Building at the Right Speed: Optimizing for Flow 81 XP 82 Value Stream Mapping 86 Summary 89 Q&A 90 Further Resources 93 Footnotes 95 Chapter 4 Organizational Design 97 Physical Workplace Design 97 Designing for Great Teams 98 The Science Behind High-Performing Teams 99 Case Study: More Effective Collaboration Spaces at NAVTEQ 100 Organizational Structure 107 Functional Structure 108 Divisional Structure 110 Matrix Structure 111 Emergent Organizational Structures: Sociocracy and Holacracy 113 An Agile Organizational Structure? 116 Heuristics of Agile Organizational Designs 120 Summary 121 Q&A 122 Further Resources 124 Footnotes 125 Chapter 5 People 127 Never Underestimate the Importance of People 130 Characteristics of People in Agile Organizations 132 Fostering a Growth Mind-Set 132 Developing an Enterprise Growth Mind-Set 134 Embracing Diversity 135 Strategies for Building an Environment Supportive of Agile People 137 Implications for HR in an Agile Organization 138 Partner with Teams to Improve Recruiting 138 Design Meaningful Compensation, Rewards, and Recognition Plans 140 Create More Relevant Roles and Define a More Flexible Career Path 141 Empower People by Moving Authority Closer to the Team 142 HR: From Controlling Function to Unlocking Enterprise Agility 143 Summary 144 Q&A 144 Further Resources 146 Footnotes 147 Chapter 6 Leadership 149 Impact of Leadership 150 Level 5 Leadership 152 Level 5 Leadership = Agile Leadership? 153 Teal Leadership 154 Red: Lead Through Force 156 Amber: Lead Through Fiat 157 Orange: Lead Through Efficiency 157 Green: Lead Through Responsibility 158 The Organization: An Organic Ecosystem of Interrelated Parts 158 Teal: The Organization as a Living Entity 159 The Teal Organization: A Blueprint for the Organization of the Future? 160 Beyond Budgeting: An Agile Management Model 161 Origins of Beyond Budgeting 162 Beyond Budgeting: Less Top-Down Control, More Trust and Empowerment 162 The Death of the Traditional CEO? 165 Three Essential Themes of Agile Leadership 167 Summary 168 Q&A 169 Further Resources 171 Footnotes 172 Chapter 7 Culture 173 The Profound Impact of Culture 175 How We Experience Culture 176 The Schneider Culture Model 177 Collaboration—“We Succeed by Working Together” 178 Control—“We Succeed by Getting and Keeping Control” 179 Competence—“We Succeed by Being the Best” 181 Cultivation—“We Succeed by Growing People Who Fulfill Our Vision” 182 Culture’s Impact to Sustaining Change 183 Changing Organizational Culture 185 Characteristics of Business Agility Metrics 191 Actionable 191 Accessible 191 Auditable 192 Additional Heuristics 192 Examples of Meaningful Business Agility Metrics 194 Metrics That Help Support Building the Right Thing 195 Metrics That Help Support Building the Thing Right 197 Metrics That Help Support Building at the Right Speed (Flow) 199 Performance System Changes -> Behavior Changes -> Culture Changes 202 Summary 202 Q&A 203 Further Resources 205 Footnotes 206 PART III: UNLOCKING AGILITY 209Chapter 8 Building Your Organization’s Agile Working Group 211 The AWG: Mission and Purpose 211 Characteristics of the AWG 216 Complementary 216 Dedicated 217 Knowledgeable 218 Credible 219 Humble 219 Champion 220 Role of External Consultants 221 Organizational Structure and the AWG 222 Whole System View 222 Temporary Lifespan 223 Dual-Boot Operating System 224 Recruiting for the AWG 225 Resistance from Managers 225 Hesitation from Potential Candidates 226 The AWG: What’s in It for You? 228 Summary 228 Q&A 229 Further Resources 230 Footnotes 231 Chapter 9 An Operating Model for Business Agility 233 Unlocking Agility: Embrace Change, Execute with Purpose 235 Exploration: An Engine for Embracing Change 237 1. Establish Partnerships with External Innovation Hubs 241 2. Take Ownership Interest in Potential Disruptors 242 3. Acquire Disruptive Competitors—and Let Their Culture and People Flourish 243 4. Create an Internal Culture of Disruptive Innovation 244 Exploitation: Executing Proven Strategies with Purpose 246 Lost in Translation: How Product Strategy Turns from Vision to Hallucination 247 Executing with Purpose Through Progressive Refinement 249 Executing with Purpose Through Fast Organizational Feedback Loops 263 Creating a Balance: Embracing Change and Executing with Purpose in the Right Proportions 266 On Scaling Frameworks 267 Scaled Agile Framework (SAFe) 267 Large-Scale Scrum (LeSS) 267 Disciplined Agile Framework 268 Benefits of Scaling Frameworks 268 Drawbacks of Leveraging Scaling Frameworks 269 Summary 270 Q&A 271 Further Resources 273 Footnotes 274 Chapter 10 Unlocking Agility: A Strategic Roadmap 277 Unlocking Enterprise Agility: A High-Level Strategic Roadmap 278 Partnered Transition (Wave 1) 279 Self-Guided (Wave 2) 280 Innate (Wave 3) 281 What Agility Looks Like in Action: Applying the Five Dimensions of Organizational Agility 283 Technology 284 Organizational Design 285 People 285 Leadership 287 Culture 288 Identifying and Driving Change Through an Organizational Improvement Backlog 289 Unlocking Agility in an Agile Manner 289 Step 1: Define and Communicate a Clear Purpose for the Transformation 290 Step 2: Identify Key Impediments Preventing Us from Reaching the Goal 290 Step 3: Build and Execute the Transformation Backlog 294 Step 4: Maintain Momentum: Continuously Monitor Progress, Communicate Results, Seek Feedback, and Celebrate Failures 300 Top 10 Items Leading to Transformation Failure 303 Seven Signs You’re on Your Way to Unlocking Agility 308 The Road Ahead: Now What? 311 Summary 312 Q&A 313 Further Resources 314 Footnotes 315 Index 317

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Book SynopsisExecutive pay remains a contentious topic for many organizations. Unfortunately for company executives, much of the writing about it is either sensationalist or highly academic; none of it much help to the reader looking for a balanced and informed view of the subject. Sandy Pepper provides company executives, investors, and advisers with a summary of the main theories (from economics, game theory and the behavioural sciences) and best practices (in corporate governance, tax, accounting, compliance and so on) that relate to the compensation of senior executives. He also reviews the current state of corporate governance as it affects executive reward in Europe and the US. And he backs the text up with case study examples. Senior Executive Reward is an intelligent, practical and balanced explanation of the basis on which modern executives are compensated - and why. It is must-have reading for anyone who is interested in the complex and often controversial topic of executive pay, particTrade Review'This book is one of the most intelligent and well-written books on executive remuneration that I have ever come across. Resisting the hyperbole which so often surrounds this issue, it looks at executive remuneration not only from a financial perspective, but also factors in the human element...[this book] starts by looking at all the basic elements which go towards making a 'total pay' package, base salary, an annual bonus typically tied to financial performance, an equity plan or some other form of long-term incentive arrangement and a retirement scheme, as well as other potential special benefits which might accrue including the often hotly debated severance package. Then separate chapters look at the four basic factors determining senior executive reward: economic models; psychology, sociology and organisational behaviour; corporate governance; and tax and accounting. Finally, the themes throughout the book are drawn together into a really practical framework for designing senior executive reward strategies. This really is a book that no-one on the remuneration committee should be without.' The Non-Executive Director 'Only very few books on senior executive reward are able to combine both a practical view and a theoretical perspective. Sandy Pepper presents every important aspect of this highly controversial topic in a comprehensive and unbiased manner. This is a very useful book, not only for compensation specialists, but for anybody who wants to obtain a broader perspective on this highly emotive issue.' Olaf Lang, Global Head Compensation Management Private Banking, Credit Suisse '...it is hard to find literature that acknowledges the differences in practice between countries while pulling out the common threads. Another difficulty is treading a path between academic research and practical application. This is why Senior Executive Reward is such a find. ...There can be no doubt that senior executive reward is a tricky area and Sandy Pepper does not dTable of ContentsChapter 1 Introduction; Chapter 2 Compensation, Benefits and Incentives; Chapter 3 Economic Models; Chapter 4 Psychology, Sociology and Organisational Behaviour; Chapter 5 Corporate Governance; Chapter 6 Tax and Accounting; Chapter 7 Turning Theory Into Practice;

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Book SynopsisUnderstanding how to make the best of human skills and knowledge is essential in the design of technology and jobs, particularly where these involve decision-making and uncertainty. Recent developments have been made in naturalistic decision-making, distributed cognition and situational awareness, particularly with respect to aviation, transport and strategic planning, the nuclear industry and other high-risk industries.Despite the integration of computer-based support systems in production scheduling in recent years, the reality is that most enterprises consist of reactive re-scheduling, involving a high degree of human involvement. It is often with the insight, knowledge and skills of people that scheduling skills can function with any degree of success.Human Performance in Planning and Scheduling covers many industries, including clothing, steel, machine tools, paper/board, and the automobile industry. Using international case studies from various manufacturing industriesTable of ContentsPART ONE: THE RE-EMERGENCE OF THE DOMAIN 1. Introduction and Context 2. From Anecdotes to Theory Part Two: Field Studies of Planners, Schedulers and Industrial Practice 3. The Scheduler-Supervisor Relationship: Linking Schedule Generation and Schedule Execution 4. Investigating the Planning and Scheduling System of a Company: A Case Study of a Clothing Manufacturer 5. Accounting for the Human in Scheduling Systems: A Sociotechnical View 6. Capturing and Understanding the Job of a Scheduler in Manufacturing: A Detailed Case Study 7. Human Factors in the Planning and Scheduling of Flexible Manufacturing Systems 8. A Case Study of Scheduling Practice at a Machine Tool Manufacturer Part Three: 9. Design of a Knowledge Based Scheduling System for a Paper/Board Manufacturer 10. Design and Implementation of an Effective Decision Support System: A Case Study in the Steel Industry 11. A Field Test of a Prototype Scheduling System in a Machine Tool Manufacturer 12. Architecture and Interface Aspects of Scheduling Decision Support 13. Designing and Using an Integrated Production Planning System Based on Task Division Between Human and Computer Part Four: Context and Environment for Planning and Scheduling 14. Assessing the Effectiveness of Information for Manufacturing Control 15. Handling Increased Complexity and Product Variety in Automotive Manufacture 16. A Systematic and Sociotechnical Approach for the Design of a Planning and Scheduling System: Towards Controllable Manufacturing Cells 17. A Systems Approach to Human Scheduling 18. The Meaning of Time: A View of Human Planning and Scheduling 19. Ten Years On - A Reflective View of Research on Human Factors in Planning and Scheduling PART FIVE: DEFINING THE FUTURE RESEARCH DOMAIN 20. A Research Agenda 21 Conclusions Context 2. From Anecdotes to Theory Part Two: Field Studies of Planners, Schedulers and Industrial Practice 3. The Scheduler-Supervisor Relationship: Linking Schedule Generation and Schedule Execution 4. Investigating the Planning and Scheduling System of a Company: A Case Study of a Clothing Manufacturer 5. Accounting for the Human in Scheduling Systems: A Sociotechnical View 6. Capturing and Understanding the Job of a Scheduler in Manufacturing: A Detailed Case Study 7. Human Factors in the Planning and Scheduling of Flexible Manufacturing Systems 8. A Case Study of Scheduling Practice at a Machine Tool Manufacturer Part Three: 9. Design of a Knowledge Based Scheduling System for a Paper Board Manufacturer 10. Design and Implementation of an Effective Decision Support System: A Case Study in the Steel Industry 11. A Field Test of a Prototype Scheduling System in a Machine Tool Manufacturer 12. Architecture and Interface Aspects of Scheduling Decision Support 13. Designing and Using an Integrated Production Planning System Based on Task Division Between Human and Computer Part Four: Context and Environment for Planning and Scheduling 14. Assessing the Effectiveness of Information for Manufacturing Control 15. Handling Increased Complexity and Product Variety in Automotive Manufacture 16.A Systematic and Sociotechnical Approach for the Design of a Planning and Scheduling System: Towards Controllable Manufacturing Cells 17. A Systems Approach to Human Scheduling 18. The Meaning of Time: A View of Human Planning and Scheduling 19. Ten Years On - A Reflective View of Research on Human Factors in Planning and Scheduling Part Five: Defining the Future Research Domain 20. A Research Agenda 21 Conclusions

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Book SynopsisChristoph Barmeyer is Professor of Intercultural Communication at the University of Passau, Germany.Peter Franklin is Professor of Intercultural Business and Management Communication at HTWG Konstanz University of Applied Sciences, Germany.Trade Review'Rather than experiencing cultural differences as threats to be overcome, Barmeyer and Franklin challenge the reader to experience and enjoy the richness of cultural diversity with in-depth case studies that go beyond stereotypical representations of cultural differences. This book is not only a valuable resource for cross-cultural management scholars and educators, but also a useful addition to any executive's library.' - Gunter Stahl, Vienna University of Economics and Business, Austria 'Intercultural Management addresses one of the most important issues of the 21st century: how people from around the world can work well together. It is not a question of merely recognizing differences, but rather leveraging and appreciating global diversity. Franklin and Barmeyer guide readers through the complexities of human dynamics and offer much needed analysis and advice.' - Nancy J. Adler, McGill University, Canada 'For the first time, a book that brings together theory, practice and reflective application homogeneously. The succinct approach and clarity of thought makes for an ideal resource for both students and academics alike.' - Meena Chavan, Macquarie University, Australia 'For too long the treatment of culture in management research and education has remained detached from work place settings. At last we have a well-conceived, ground-breaking book that is replete with solution-oriented, up-to-date cases for students and practitioners.' - Nigel Holden, Leeds University Business School, UK 'This is the perfect text for students and researchers who require case studies which treat culture as a complex and contextual influence. They present entertaining and engaging scenarios which get to the heart of the role of culture in today's transnational business environment and encourage the reader to explore and question a wide variety of managerial dilemmas.' - Fiona Moore, Royal Holloway, University of London, UK 'Finally, a management book on culture that doesn't reduce this important concept to simplistic, wholistic, nomothetic, value-based dimensions that do more harm than good in guiding intercultural interactions! Taking a dynamic, non-North American perspective, this book goes far in offering authentic, reflective, and practical guidance for practitioners as well as academics who want an up-close and genuine understanding of the culture in today's complex global business context.' - Mary Yoko Brannen, University of Victoria, Canada 'This book is a very valuable resource on culture in management - the texts, cases and examples are highly insightful not only for students, but also for executives. The book helps readers on their journey towards improving intercultural competencies.' - Stefan Schmid, ESCP Europe Business School, GermanyTable of ContentsAcknowledgements Foreword Introduction: An Alternative Approach to Intercultural Management – From Otherness to Synergy PART 1: Understanding Otherness and Discord 1 Understanding Otherness and Discord: A Necessary but Insufficient First Step towards Generating Complementarity and Synergy from Cultural Diversity 2 Harmonizing Expectations: NSF International's Experience in Shanghai 3 Planning a Sino-British Collaborative Workshop: Negotiating Preferences and Achieving Synergy 4 Intercultural Challenges in International Mergers and Acquisitions: A German-Bulgarian-Romanian Case Study 5 How to Implement Change in a Post-acquisition Multicultural Context: The Lafarge Experience in Britain 6 The Intercultural Challenge of Building the European eSports League for Video Gaming 7 Leading Change in Mergers and Acquisitions in Asia-Pacific 8 Smart Spacing: The Impact of Locations on Intercultural Trust-building and Decision-making 9 IKEA's Ethical Dilemmas in Saudi Arabia PART 2: Applying Competencies and Resources 10 Applying Competencies and Resources: Handling Cultural Otherness as the Second Step towards Generating Complementarity and Synergy from Cultural Diversity 11 Adidas and Reebok: What Expatriate Managers Need to Manage M & A's across Cultures 12 Virtual Chaos at WORLDWIDE Rx: How Cultural Intelligence Can Turn Problems into Solutions 13 Cultural Intelligence at Work – A Case Study from Thailand 14 Cultural Aspects of Offshoring to India PART 3: Achieving Complementarity and Synergy 15 Achieving Complementarity and Synergy: The Third Step to Leveraging Diversity in Intercultural Management 16 Future+: Intercultural Challenges and Success Factors in an International Virtual Project Team 17 A Tough Day for a French Expatriate in Vietnam: The Management of a Large International Infrastructure Project 18 Japan Tobacco International: Managing and Leveraging Cultural Diversity 19 Leveraging the Benefits of Diversity and Biculturalism through Organizational Design 20 Going Global versus Staying Local: The Performance Management Dilemma in the International Context 21 A Parcel to Spain: Reconciling Cultural and Managerial Dilemmas Caused by the Implementation of Corporate Culture Instruments 22 Managing Glocally: Resolving Intercultural Challenges in the Management of Local Multicultural Teams in a Multinational Venture 23 Strategic Alliances and Intercultural Organizational Change: The Renault-Nissan case List of Contributors.

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Book SynopsisWith healthcare making the transition from volume-based reimbursement programs to value-based approaches, understanding performance measurement is vital to optimize payment and quality outcomes. Performance-Based Medicine: Creating the High Performance Network to Optimize Managed Care Relationships guides readers through the maze of definitions and discussions related to value-based purchasing, healthcare delivery, and pricing. It tackles the question of how hospitals, HMOs, physician groups, and employers can arrive at an optimized reimbursement cost and coverage access decision that is attractive to consumers yet fulfills the need for a working margin.The book begins by looking at HMOs and the three key factorsreimbursement, coordination, and performancethat have led toward performance-based contracting. Laying the foundation for clearer communication between physician hospitals and purchasers, the author defines important concepts in the discussion,Trade ReviewBill De Marco draws upon his extensive experience to provide a comprehensive and detailed discussion of performance-driven improvement in healthcare. There is much here of value to policy makers, healthcare system leaders and anyone who wishes to have an in-depth and practical understanding of how to improve healthcare performance and how to align payment to drive better performance. Healthcare continues to be in crisis and in need of further reform, and Bill helps leaders understand the steps they need to take to get that done.—George J. Isham, MD, Chief Health Officer, HealthPartnersReal health reform must solve deep systemic problems in the delivery of medical services, not just the way we pay for care. This latest book by Bill De Marco presents a realistic and practical blueprint for fixing the system at its base. Performance-Based Medicine: Creating the High Performance Network to Optimize Managed Care, not the Affordable Care Act, should be required reading for all who really want to build a new and better health system. —Jeff Bauer, PhD, author of Paradox and Imperatives in Health Care and Statistical Analysis for Decision-Makers in Health CareI feel fortunate to have been given the opportunity to review and endorse Mr. De Marco’s amazing new book, Performance-Based Medicine: Creating the High Performance Network to Optimize Managed Care. This book is particularly remarkable in that it focuses not just on pay-for-performance and performance-based medicine, but truly on the provider side of innovating managed care and embracing pay-for-performance. This provider focus emphasizes physician organizations, and transitioning the delivery of actual healthcare to one that rewards clinical excellence, benchmarked performance attainment, and improving purchaser value. This focus of the managed care enterprise from the physician’s perspective, especially in the contexts of performance benchmarking and Lean engineering, is truly unique just by itself. But Bill De Marco, goes a few steps further. As we’re now seeing with the rise of state healthcare exchanges, accountable care organizations, and attempts by purchasers to narrow their provider markets according to their own metrics, Mr. De Marco has hit a "home run" with his book: He has shown how to re-engineer clinical pathways and disease processes – even with free, public-domain tools – to add value in ways that most emerging ACOs and healthcare exchanges have not yet realized how limited their value will be without moving toward value-based care and performance-based contracting. I was particularly impressed with the findings shared by Bill De Marco in describing Episode Treatment Groups® (ETGs®) and their syntheses of complex and statistically-valid disease management datasets in ways that the healthcare market is just beginning to realize. For example, I can easily see Bill’s descriptions of ETGs as transforming pharmacy benefit managers (PBMs) and Third-Party Administrators (TPAs) away from micro-managing consumption to setting clinical pathways, specific to disease states and their co-morbidities, and therein rewarding benchmark attainments and disease adaptations of specific people. This model is truly the ultimate goal of Paying-for-Performance and transitioning to Performance-Based Metrics, designed to improve clinical care, adherence to healthier lifestyles, optimal disease adaptation, morbidity and mortality prevention, as well as assurance of improved clinical outcomes – all of which purchasers (including CMS) have always wanted to buy from health plans and managed care organizations but have never been able to do so. With Mr. De Marco’s new book, Performance-Based Medicine, these market transformations can finally occur and at the broadest levels within a newly re-emerging U.S. healthcare delivery system. Great job, Bill!—David I. Samuels, author of Managed Health Care in the New Millennium Bill De Marco draws upon his extensive experience to provide a comprehensive and detailed discussion of performance-driven improvement in healthcare. There is much here of value to policy makers, healthcare system leaders and anyone who wishes to have an in-depth and practical understanding of how to improve healthcare performance and how to align payment to drive better performance. Healthcare continues to be in crisis and in need of further reform, and Bill helps leaders understand the steps they need to take to get that done.—George J. Isham, MD, Chief Health Officer, HealthPartnersReal health reform must solve deep systemic problems in the delivery of medical services, not just the way we pay for care. This latest book by Bill De Marco presents a realistic and practical blueprint for fixing the system at its base. Performance-Based Medicine: Creating the High Performance Network to Optimize Managed Care, not the Affordable Care Act, should be required reading for all who really want to build a new and better health system.—Jeff Bauer, PhD, author of Paradox and Imperatives in Health Care and Statistical Analysis for Decision-Makers in Health CareI feel fortunate to have been given the opportunity to review and endorse Mr. De Marco’s amazing new book, Performance-Based Medicine: Creating the High Performance Network to Optimize Managed Care. This book is particularly remarkable in that it focuses not just on pay-for-performance and performance-based medicine, but truly on the provider side of innovating managed care and embracing pay-for-performance. This provider focus emphasizes physician organizations, and transitioning the delivery of actual healthcare to one that rewards clinical excellence, benchmarked performance attainment, and improving purchaser value. This focus of the managed care enterprise from the physician’s perspective, especially in the contexts of performance benchmarking and Lean engineering, is truly unique just by itself. But Bill De Marco, goes a few steps further. As we’re now seeing with the rise of state healthcare exchanges, accountable care organizations, and attempts by purchasers to narrow their provider markets according to their own metrics, Mr. De Marco has hit a "home run" with his book: He has shown how to re-engineer clinical pathways and disease processes – even with free, public-domain tools – to add value in ways that most emerging ACOs and healthcare exchanges have not yet realized how limited their value will be without moving toward value-based care and performance-based contracting. I was particularly impressed with the findings shared by Bill De Marco in describing Episode Treatment Groups® (ETGs®) and their syntheses of complex and statistically-valid disease management datasets in ways that the healthcare market is just beginning to realize. For example, I can easily see Bill’s descriptions of ETGs as transforming pharmacy benefit managers (PBMs) and Third-Party Administrators (TPAs) away from micro-managing consumption to setting clinical pathways, specific to disease states and their co-morbidities, and therein rewarding benchmark attainments and disease adaptations of specific people. This model is truly the ultimate goal of Paying-for-Performance and transitioning to Performance-Based Metrics, designed to improve clinical care, adherence to healthier lifestyles, optimal disease adaptation, morbidity and mortality prevention, as well as assurance of improved clinical outcomes – all of which purchasers (including CMS) have always wanted to buy from health plans and managed care organizations but have never been able to do so. With Mr. De Marco’s new book, Performance-Based Medicine, these market transformations can finally occur and at the broadest levels within a newly re-emerging U.S. healthcare delivery system. Great job, Bill!—David I. Samuels, author of Managed Health Care in the New Millennium Table of ContentsIntroduction. Integration and HMOs: How Did We Get This So Wrong? Performance Measurement: A Science with No Followers. Reimbursement: From Fee for Service to Risk Adjusters. Early Pay-for-Performance. Performance Language and Practice. Reengineering. Challenges. International Reform. Getting Started. The Future of Performance-Based Medicine. Appendices.

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Book SynopsisNursery leaders play a crucial role in the overall smooth running of their nursery, as they are ultimately in charge of the recruitment of staff, child protection and development, and health and safety. They are responsible for writing and implementing policies and procedures that require current, up-to-date knowledge and for ensuring that legislation is being followed at all times. Most importantly, nursery leaders are key to achieving an ''outstanding'' grade from Ofsted in all areas of nursery life.How to be an Outstanding Nursery Leader covers common everyday situations, such as staffing and potential problems, and is a useful tool for anyone enrolled on the CACHE Level 4 Certificate for the Early Years Advanced Practitioner. Allison Lee uses her wealth of experience to explore important aspects of management, including effective staff meetings, appraisals and supervisions, to help a nursery leader get the best from their team and earn that all-important ''outstanding'' gradTrade ReviewA credible must-read for all those involved in providing care, learning and play for children in their earliest years. There is no formula to achieve an 'outstanding' Ofsted rating; however, Allison Lee provides insight into what must be in place to maximise potential. * Cathleen Howarth, Former Ofsted Early Years Inspector *This handy, accessible book would be a very useful addition to any aspiring or experienced nursery leader's bookshelf. Detailed sections describing new responsibilities for health and wellbeing and the continuing support for children with additional needs are particularly helpful. * Sally Featherstone, Early Years Consultant and Author *

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Book SynopsisThis book provides the first comprehensive comparison of the Aircraft Maintenance Program (AMP) requirements of the two most widely known aviation regulators: the European Aviation Safety Agency (EASA) and the Federal Aviation Administration (FAA). It offers an in-depth examination of the elements of an AMP, explaining the aircraft accident investigations and events that have originated and modelled the current rules. By introducing the Triangle of Airworthiness model (Reliability, Quality and Safety), the book enables easier understanding of the processes by which an aircraft and its components are deemed to be in a safe condition for operation from a cost-effective and optimization perspective. The book compares the best practices used by top airlines and compiles a series of tools and techniques to improve the standards of the AMP. Aircraft maintenance engineers, students in the field of aerospace engineering, and airlines staff, as well as researchers more widely interested in safety, quality, and reliability will benefit from reading this bookTable of ContentsIntroduction.- Part I: Regulatory Environment.- ICAO and the Aviation Authorities.- The Story of Airworthiness Approvals and Certifications.- Continuing Airworthiness Management – Organization and AMP Requirements.- Instructions for Continuing Airworthiness (ICA).- Part II: Aircraft Maintenance Programs: Content and Management.- AMP Content & Maintenance Planning Document (MPD).- AMP Primary Sources.- AMP Secondary Sources: Ageing Aircraft.- AMP Secondary Sources: MCAI. Modifications, Repairs and Non-Mandatory Recommendations.- AMP Secondary Sources: Operational Requirements and Changes to the Operation Type.- Components Maintenance Program.- AMP Task Interval Management.- AMP Evolution/Optimization.- Maintenance Checks and Bridge Programs.- Aircraft Induction.- Critical Maintenance Tasks/Required Inspection Items.- Part III: The Reliability Program.- Reliability Program Regulatory Requirements.- Reliability Program Process.- AMP Task Effectiveness.- Reliability Analysis Results.- Part IV: The AMP in the Engineering & Maintenance Organization Context.- The Engineering & Maintenance Organization.- Interface of the Maintenance Program with Other Functions.- Impact of the AMP Revision on the Organization.- Part V: Safety Management: Hazards and Safety Risks.- Human Factors.- Organizational Factors.- Safety Programs.- Part V: Quality Improvement Tools and Methods.- Audits.- Problem Solving.- Continuous Improvement Methodologies and Tools.- Decision Making.- Innovation.

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Book Synopsis1. Introduction.- 2. General definition & Terminology.- 3. A Little Bit of History.- 4. Impact on business of current context and constraints as well as future trends.- 5. Individual key concepts and perspectives.- 6. Combined concepts' and perspectives.- 7. Key Steps and roadmap for efficient combination.- 8. Business cases and perspectives.- 9. Conclusion.- 10. Glossary.- 11. Full bibliography.

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Book SynopsisDas didaktisch gut aufbereitete Lehrbuch bietet einen umfassenden Überblick über die verschiedenen Entwicklungslinien der Produktionstheorie von ihren Ursprüngen in der Mikroökonomie bis hin zum aktuellen Stand der Forschung. Dabei werden Umweltbeziehungen der Produktion sowie die Verknüpfung der Produktionstheorie mit der anwendungsorientierten Produktionsplanung einbezogen.Trade Review"Ein interessantes, informatives und lesenswertes Buch [...]" zfbf - Zeitschrift für betriebswirtschaftliche Forschung, Ausgabe 9/2000Table of Contents1. Einführung.- 1.1 Grundbegriffe.- 1.1.1 Produktion und Produktionsfaktoren.- 1.1.2 Produktionsfunktionen und Produktionskorrespondenzen.- 1.1.3 Messen und Bewerten.- 1.1.4 Effizienz und Produktivität.- 1.2 Systematisierung von Produktionsmodellen.- 1.2.1 Anzahl der Produktionsfaktoren und Produkte.- 1.2.2 Komplexität des Produktionsprozesses.- 1.2.3 Substitutionalität und Limitationalität.- 1.2.4 Erfassung des Zeitablaufs der Produktion.- 1.3 Entwicklung der Produktionstheorie.- 2. Ertragsgesetzliche Produktionsfunktionen.- 2.1 Die klassische Produktionsfunktion.- 2.1.1 Ausgangspunkt.- 2.1.2 Die Produktionsfunktion.- 2.1.3 Die Kostenfunktion.- 2.1.4 Beurteilung der klassischen Produktionsfunktion.- 2.2 Die neoklassische Produktionsfunktion.- 2.2.1 Eigenschaften der neoklassischen Produktionsfunktion.- 2.2.1.1 Totale Faktorvariation.- 2.2.1.2 Partielle Faktorvariation.- 2.2.1.3 Isoquante.- 2.2.1.4 Typen neoklassischer Produktionsfunktionen.- 2.2.2 Produktionsplanung im Rahmen der neoklassischen Produktionstheorie.- 2.2.2.1 Kostenminimierung.- 2.2.2.2 Gewinnmaximierung.- 2.2.3 Geltungsbereich der neoklassischen Produktionsfunktion.- 2.3 Die lineare Aktivitätsanalyse.- 2.3.1 Grundbegriffe.- 2.3.1.1 Proportionalität.- 2.3.1.2 Additivität.- 2.3.1.3 Möglichkeit der Verschwendung.- 2.3.1.4 Lineare Technologien.- 2.3.1.5 Exkurs: Grundbegriffe der parametrischen linearen Programmierung.- 2.3.2 Analyse der Produktionsfunktion.- 2.3.2.1 Totale Faktorvariation.- 2.3.2.2 Einproduktfall.- 2.3.2.2.1 Produktionsfunktion bei partieller Faktorvariation.- 2.3.2.2.2 Faktoreinsatzfunktion.- 2.3.2.2.3 Isoquante.- 2.3.2.3 Mehrproduktfall.- 2.3.2.4 Berücksichtigung von Umweltgütern.- 2.3.2.4.1 Problemstellung.- 2.3.2.4.2 Lineare Technologie mit Umweltgütern.- 2.3.2.4.3 Darstellung verschiedener Prozeßtypen.- 2.3.2.4.4 Analyse einer linearen Technologie mit Umweltgütern.- 2.3.2.4.5 Bedeutung von Umweltgütern.- 2.3.3 Produktionsplanung im Rahmen der linearen Aktivitätsanalyse.- 2.3.3.1 Kostenminimierung.- 2.3.3.2 Gewinnmaximierung.- 2.3.3.3 Verallgemeinerung.- 2.3.4 Beurteilung der linearen Aktivitätsanalyse.- 3. Betriebswirtschaftliche Produktionsfunktionen.- 3.1 Die GUTENBERG-Produktionsfunktion.- 3.1.1 Grundbegriffe.- 3.1.1.1 Ausgangspunkt.- 3.1.1.2 Anpassungsformen.- 3.1.1.3 Verbrauchsfunktion und Faktoreinsatzfunktion.- 3.1.1.4 Technologiemenge der GUTENBERG-Produktionsfunktion.- 3.1.2 Kostenverläufe bei den einzelnen Anpassungsformen.- 3.1.2.1 Zeitliche Anpassung.- 3.1.2.2 Quantitative Anpassung.- 3.1.2.3 Intensitätsmäßige Anpassung.- 3.1.3 Wahl der Anpassungsformen.- 3.1.3.1 Quantitative Anpassung oder Überstunden.- 3.1.3.2 Zeitliche oder intensitätsmäßige Anpassung.- 3.1.3.3 Intensitätssplitting.- 3.1.3.4 Kostenminimaler Anpassungspfad.- 3.1.4 Berücksichtigung von Umweltschutzrestriktionen.- 3.1.4.1 Abgabensteuerung.- 3.1.4.2 Auflagensteuerung.- 3.1.4.3 Recycling.- 3.1.4.4 Ergebnisse.- 3.1.5 Beurteilung der GUTENBERG-Produktionsfunktion.- 3.2 Die HEINEN-Produktionsfunktion.- 3.2.1 Das Konzept der Elementarkombination.- 3.2.1.1 Begriffsbestimmungen.- 3.2.1.2 Typen von Elementarkombinationen.- 3.2.2 Die Erklärung des Faktorverbrauchs einer Elementarkombination.- 3.2.2.1 Verbrauch an Repetierfaktoren.- 3.2.2.2 Verbrauch an Potentialfaktoren.- 3.2.3 Die Wiederholungsfunktion.- 3.2.3.1 Primäre Elementarkombinationen.- 3.2.3.2 Sekundäre Elementarkombinationen.- 3.2.3.3 Tertiäre Elementarkombinationen.- 3.2.4 Aufstellung der Produktions- und Kostenfunktion.- 3.2.5 Beurteilung der HEINEN-Produktionsfunktion.- 3.3 Die betriebswirtschaftliche Input/Output-Analyse.- 3.3.1 Ausgangspunkt.- 3.3.2 Darstellungsformen der Input/Output-Analyse.- 3.3.2.1 Input/Output-Graphen und-Matrizen.- 3.3.2.2 Gleichungssystem.- 3.3.2.3 Transformationsfunktionen.- 3.3.3 Anwendung der Input/Output-Analyse.- 3.3.3.1 Produktionsmodell.- 3.3.3.2 Kostenmodell.- 3.3.4 Beurteilung der betriebswirtschaftlichen Input/Output-Analyse.- 4. Dynamische Produktionsfunktionen.- 4.1 Kurzfristige dynamische Produktionsfunktionen.- 4.1.1 Die Produktionsfunktion von KÜPPER.- 4.1.1.1 Ausgangspunkt.- 4.1.1.2 Grundmodell.- 4.1.1.3 Beispiel zur dynamischen Produktionsfunktion.- 4.1.1.4 Erweiterungen.- 4.1.1.5 Beurteilung der Produktionsfunktion von KÜPPER.- 4.1.2 Die Produktionsfunktion von MATTHES.- 4.1.2.1 Ausgangspunkt.- 4.1.2.2 Aufbau des Modells.- 4.1.2.3 Beurteilung der Produktionsfunktion von MATTHES.- 4.2 Langfristige dynamische Produktionsfunktionen.- 4.2.1 Das Putty-Clay-Modell.- 4.2.2 Entwicklung der Produktionsmöglichkeiten im Zeitablauf.- 4.2.2.1 Ausgangspunkt.- 4.2.2.2 Technologiewahl ohne technischen Fortschritt.- 4.2.2.3 Technologiewahl mit technischem Fortschritt bei allen Einsatzfaktoren.- 4.2.2.4 Technologiewahl mit technischem Fortschritt bei einem Einsatzfaktor.- 4.2.2.5 Technologiewahl bei Faktoreinsatzmengenbeschränkungen.- 4.2.2.6 Entwicklung der Technologiemenge im Zeitablauf.- 4.3 Weitere Ansätze der dynamischen Produktionstheorie.- 5. Neuere Entwicklungen der Produktionstheorie.- 5.1 Die strukturalistische Produktionstheorie.- 5.1.1 Die Formalsprache der strukturalistischen Produktionstheorie.- 5.1.2 Beurteilung der strukturalistischen Produktionstheorie.- 5.2 Die Theorie unscharfer Produktionsfunktionen.- 5.2.1 Unsicherheit in der Produktionstheorie.- 5.2.2 Hilfsmittel der unscharfen Produktionstheorie.- 5.2.3 Unscharfe Input/Output-Analyse.- 5.2.4 Beurteilung der unscharfen Produktionstheorie.- 5.3 Die Theorie der Dienstleistungsproduktion.- 5.3.1 Besonderheiten der Produktion von Dienstleistungen.- 5.3.2 Sichtweisen der Dienstleistungsproduktion.- 5.3.3 Phasen der Dienstleistungsproduktion.- 5.3.3.1 Die Einsatzfaktoren der Dienstleistungsproduktion.- 5.3.3.2 Der Transformationsprozeß der Dienstleistungsproduktion.- 5.3.3.3 Das Produkt der Dienstleistungsproduktion.- 5.3.4 Beurteilung der Theorie der Dienstleistungsproduktion.- 6. Zusammenfassung und Ausblick.- Stichwortverzeichnis.

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Book SynopsisAchieving operational excellence is a challenge for the pharmaceutical industry, with many companies setting successful examples time and again. This book presents such leading practices for managing operational excellence throughout the pharmaceutical industry. Based on the St.Gallen OPEX Model the authors describe the current status of OPEX and the future challenges that have to be dealt with. The ample theoretical background is complemented hand-in-hand by case studies contributed by authors from leading pharmaceutical companies.​Table of ContentsPart A - Introduction .- Part B - Leading Operational Excellence - Outstanding Practices.- Part C - Leading Operational Excellence - Outstanding Leadership.- Part D - Gaining the Future.

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Book SynopsisMit der Neuauflage des erfolgreichen Werkes wird die Geschichte der vierten industriellen Revolution fortgeschrieben und der Dynamik Rechnung getragen, mit der die Vision in den vergangenen zwei bis drei Jahren weiterentwickelt und verwirklicht wurde.Experten aus Wissenschaft und Technik beleuchten verschiedene Facetten der Industrie 4.0 und schaffen gleichermaßen einen Überblick über den Stand der Technik und die Vision selbst. Dies gelingt nicht zuletzt Dank einer ausgewogenen Mischung aus wissenschaftlichen Erkenntnissen, Praxisbeispielen und Übersichtsbeiträgen. Die Themen der Beiträge reichen von Basistechnologien über Integrations- und Migrationsansätze bis hin zu Geschäftsmodellen und Dienstleistungen für die Industrie 4.0. Zudem werden die Datensicherheit und auch rechtliche Aspekte mit Datenanalyse und maschinellem Lernen behandelt. In der dritten Auflage werden die Themenfelder um Künstliche Intelligenz, aktuelle Mobilfunkstandards und den daraus resultierenden Potentialen für eine zukünftige Plattformökonomie erweitert.Die dritte überarbeitete und erweiterte Auflage erscheint wiederum in 3 Bänden. Der vorliegende dritte Band umfasst neue und bearbeitete Beiträge zur Logistik. Online ist dieses Nachschlagewerk auch über Springer Reference verfügbar.Table of ContentsEinleitung.- Materialflusssysteme in der Industrie 4.0.- Industrie-4.0-fähige Flurförderzeuge.- IT-Systeme für Logistik 4.0.- Sensorik und Aktorik für Industrie-4.0-Logistiksysteme.- Devices für Logistik-4.0.- Human-Machine-Interaction in der Logistik 4.0.- Management von Industrie-4.0-Systemen in der Logistik.

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Book SynopsisOverview of the Global Sourcing Marketplace Sourcing Models: What and When to Outsource/Offshore Country Attractiveness for Sourcing Supplier Core Capabilities and Strategies for Sustainability and Growth Leveraging Knowledge and Expertise Client Perspective: Vendor Selection Strategy, Retained Management Capabilities and Legal Issue The IT Outsourcing Life Cycle and the Transition Phase Governance of Outsourcing Projects Managing Distributed Teams Emerging Issues in Sourcing StrategyTrade Review'Written by outstanding academics well-recognized for their expertise on the topic, this long-awaited book is a must have to anybody embarking on the process of global sourcing or seeking to enhance their existing knowledge. It provides a comprehensive conceptual overview of three crucial aspects of global sourcing - strategy, governance, and daily management - supplemented by well-researched case study and lively examples.' - Professor Natalia Levina, NYU Stern School of Business 'In a truly globalized world, customers are looking not just at delivery excellence from service providers, but also global execution capabilities. Outsourcing providers need to look beyond standardized services to include innovation and transformation capabilities, embedded into their offering. This requires providers to focus on the customer's business, understand the issues and then provide solutions. This book provides a very good customer-centric view of how providers need to approach the market.' - Girish Ramachandran, President - Global Head - Strategic Business and Head: Middle East and Africa. 'Outsourcing and offshoring are commonplace terms, but they're often poorly understood and inexpertly practiced. Yet there is much 'out' left in 'sourcing,' and even more 'off' ahead of us in 'shoring.' The Handbook of Global Outsourcing and Offshoring is an intelligent user's manual essential reading for those starting out as well as those who find they may have strayed off course.' - Dr. John Hindle, Senior Manager, Global Marketing, Accenture 'Out of sight but not out of mind' could well be the motto of this book. It is a 'must read' for those studying the global phenomenon and in managing outsourcing relationships. The frustrations and rising costs experienced by many can and need to be avoided. The Handbook of Global Outsourcing and Offshoring goes a long way in providing insights drawn from real-world experience in reducing the risks.' - Professor Robert D. Galliers, Bentley College. 'Sourcing optimization is a key strategic lever being deployed by global corporations as they adapt to the challenging business and economic climate. Sourcing practitioners will find this book a useful guide in terms of avoiding the common pitfalls that impact the success of such initiatives. The examples used in the book are free of jargon, drawn from real-life situations and easy to relate to.' - Srikanth Iyengar, Associate Vice President, Global Head of Business Development - SGS, Infosys Technologies Limited 'The Handbook of Global Outsourcing and Offshoring is outstanding. It is both insightful and practical. It is useful for companies that are considering outsourcing as a growth strategy as well as those that set out to provide high quality outsourcing services to its clients globally.' - John Peng, Executive Vice President, Head of GADS Business Group, iSoftStone Information Service Corp 'The Handbook of Global Outsourcing and Offshoring provides a broad and in-depth understanding of outsourcing from the client perspective. From the early days of outsourcing, client and provider companies alike have made innumerable mistakes. This handbook provides valuable guidance about what it takes to avoid the pitfalls and outsource successfully. This should be a required reference for any company considering outsourcing.' - Wendell O. Jones, Outsourcing pioneer and thought leaderTable of ContentsOverview of the Global Sourcing Marketplace Sourcing Models: What and When to Outsource/Offshore Country Attractiveness for Sourcing Supplier Core Capabilities and Strategies for Sustainability and Growth Leveraging Knowledge and Expertise Client Perspective: Vendor Selection Strategy, Retained Management Capabilities and Legal Issue The IT Outsourcing Life Cycle and the Transition Phase Governance of Outsourcing Projects Managing Distributed Teams Emerging Issues in Sourcing Strategy

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Book SynopsisCovers the international standards that need to be implemented by companies to operate an efficient and effective environmental management system (EMS).Table of ContentsDedication Preface. 1. Introduction. 2. Design and Implementation of ISO 14001 Environmental Management Systems. 3. Measurement Systems in Environmental Management. 4. Measurement System Errors. 5. Measurement Signal Conversion, Processing, Transmission and Recording. 6. Quantification and Effects of Air Pollution. 7. Quantification and Effects of Water Pollution. 8. Control of Air and Water Pollution. 9. Noise, Vibration and Shock Pollution. 10. Waste Management. 11. System Reliability and Risk Assessment for Environmental Protection. 12. Statistical Process Control. 13. Monitoring Process Parameter Values to Minimise Pollution Risk. Appendix 1: Summary of ISO 14000 Series Standards. Appendix 2: Typical Structure of an Environmental Management System Manual. Index.

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Book SynopsisThis is an introduction to the fundamentals of GSM procedures and parameters and provides a structured guide to this communications link. The author describes how the technology has evolved from the cellular network concept to the GSM standard, and its evolution towards 3rd generation systems.Table of ContentsPreface. Introduction. Cellular Concepts. The GSM Standard. GSM Network Infrastructure. The Radio Sub-System. The Network Sub-System. Network Management. Mobile Terminals. The DECT 1800 Standard. The Organisation of GSM Services. The Short Message Service. GPRS. UMTS. The WAP Protocol. Enhanced Data Rates for GSM Evolution. Bibliography. Glossary. Index.

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Book SynopsisWhole-Life Value-Based Decision-Making in Asset Management is a comprehensive guide to improving the effectiveness of infrastructure asset management by determining the level of expenditure on infrastructure assets in order to maximise life-cycle value.Table of Contents1. Introduction 2. Value-based Asset Management 3. Whole-Life Value-based decision-making approach 4. Phase 1: Mapping asset value 5. Phase 2: Whole-Life Value Assessment 6. Phase 3: Optimising asset management decisions

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Book SynopsisWritten by the top thinkers in the field, this book is a collection of articles on e-business from MIT's "Sloan Management Review" which has published many of the internationally recognized leaders on e-business.Trade Review"...This book is a very useful change management guide for directors of Internet and other IT companies..." (Computer Bulletin, September 2002)Table of ContentsIntroduction (Erik Brynjolfsson and Glen L. Urban, Editors). PART ONE: STRATEGY. 1. Finding Sustainable Profitability in Electronic Commerce (John M. de Figueiredo). While many e-commerce retailers head toward commodity pricing, there are a few that are likely to profit on the Web. Only retailers who match market segment to correct strategy will win. Here's how. 2. Making Business Sense of the E-Opportunity (David Feeny). New Web technologies are offering companies unprecedented opportunities to rethink strategic business models, processes, and relationships. 3. Profits and the Internet: Seven Misconceptions (Subramanian Rangan and Ron Adner). Managers aiming to capitalize on the Internet to achieve growth need to understand the full implications of the strategies they choose. 4. Five Steps to a Dot-Com Strategy: How to Find Your Footing on the Web (N. Venkatraman). Vision, governance, resources, infrastructure, and alignment are the stepping stones to a successful Web strategy. Building on your current operations, experimenting with new approaches, and creating new business models all play a part. 5. Pathways to E-Business Leadership: Getting from Bricks to Clicks (Leslie P. Willcocks and Robert Plant). How do leading business-to-consumer corporations harness the Internet to acquire new customers and increase their market share? A new study of fifty-eight companies describes several strategies that work. 6. The Past and Future of Competitive Advantage (Clayton M. Christensen). Today's competitive advantage may become tomorrow's albatross unless strategists attune themselves to changes in underlying conditions. PART TWO: IMPLEMENTATION. MARKETING. 7. Placing Trust at the Center of Your Internet Strategy (Glen L. Urban, Fareena Sultan, and William J. Qualls). Consumers make Internet buying decisions on the basis of trust. How much trust your Web site needs to deliver depends on the nature of your products, competitive pressure from new infomediaries, and your ability to innovate. 8. How Do They Know Their Customers So Well? (Thomas H. Davenport, Jeanne G. Harris, and Ajay K. Kohli). Insightful companies mix rich customer data with their understanding of the people behind the transaction. COMMUNITY. 9. Building Stronger Brands Through On-Line Communities (Gil McWilliam). Consumer brand companies need new management skills, and brand managers must understand on-line behavior if they wish to develop strong, sustainable, and beneficial on-line communities around their brands. 10. Four Smart Ways to Run On-Line Communities (Ruth L. Williams and Joseph Cothrel). Kaiser Permanente, About.com, Sun Microsystems, and Ford have created four kinds of innovative on-line communities. Their experience shows not only how to manage communities, but also how to manage today's workforce. PART THREE: TECHNOLOGY. 11. Product-Development Practices That Work: How Internet Companies Build Software (Alan MacCormack). Now there is proof that the evolutionary approach to software development results in a speedier process and higher-quality products. 12. What Makes a Virtual Organization Work? (M. Lynne Markus, Brook Manville, and Carole E. Agres). Today's workforce increasingly consists of de facto volunteers. The open-source software movement-propelled in large part by volunteer programmers-suggests ways to motivate and direct knowledge workers. The Authors. Index.

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Book SynopsisThe authors of the pioneering Cutting-Edge Marketing Analytics return to the vital conversation of leveraging big data with Marketing Analytics: Essential Tools for Data-Driven Decisions, which updates and expands on the earlier book as we enter the 2020s.

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Book SynopsisCombines ancient wisdom from the Eastern world's great philosophers and lessons from modern-day business leaders to provide readers innovative approaches to unlock strategic breakthroughs for themselves and their organisations.Trade ReviewProviding a survey of Eastern philosophy to Western readers, The Tao of Strategy helps us understand the strategic behavior of Eastern leaders and their companies, teaching Western managers how to apply these concepts to their own thinking and actions. A very useful treatment of an important topic. "— Phil Rosenzweig, Institute for Management Development (IMD) Switzerland, author of The Halo Effect and the Eight Other Business Delusions That Deceive Managers.

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Book SynopsisMartin R Edwards is a Professor in Management at UQ Business School, University Queensland, Australia and has been teaching HR and Statistics for over 20 years. Kirsten Edwards is the Global Head of People Data and Analytics at Rio Tinto. With over two decades of international experience in Analytics, HR and Management Consulting, she has supported various organisations across multiple sectors, empowering them to utilise people data and analytics more effectively.Daisung Jang Daisung Jang is an Assistant Professor at Melbourne Business School. He has over a decade of experience in data visualization and analysis using R. He has conducted workshops for PhD students and academic staff on statistical analyses using R.

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Book SynopsisWe use money to solve our everyday problems, and it generally works well. Despite its economic benefits, however, money has a psychological downside: it trains us to think about negotiations narrow-mindedly, leading us to negotiate badly. Suggesting that we need a non-monetary mindset to negotiate better, The Bartering Mindset shows us how to look outside the monetary economy to the bartering economies of the past, where people traded what they had for what they needed. The book argues that, because of the economic difficulties associated with bartering, barterers had to use a more sophisticated form of negotiation a strategic approach that can make us master negotiators today. Now available in paperback, this book immerses readers in the assumptions made by barterers, collectively referred to as the bartering mindset, and then demonstrates how to apply this mindset to modern, monetary negotiations. The Bartering Mindset concludes that our individual, organizaTable of ContentsAcknowledgments 1 The Limits of the Monetary Mindset 2 The Bartering Mindset 3 Step 1: Deeply and Broadly Defi ne Your Needs and Offerings 4 Steps 2–3: Map Out the Full Range of Transaction Partners and the Full Range of Their Possible Needs and Off erings 5 Step 4: Anticipate the Most Powerful Set of Partnerships across the Market 6 Step 5: Cultivate the Most Powerful Set of Partnerships across the Market 7 Integrating the Bartering and Monetary Mindsets 8 Objections to the Bartering Mindset 9 Conclusions and Applications Notes Index

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Book SynopsisWe live in a time of unprecedented speed, connection, and uncertainty. While many organizations are adapting to this new reality by reinventing business models, significantly fewer are examining the implications of these changes for developing effective leadership. In Intentional Leadership, Rose M. Patten draws on her expertise as one of Canada’s most influential leaders to shine a spotlight on this emergent and often neglected space.Drawing on learnings and a framework tested with over 900 senior leaders across industries and geographies, Intentional Leadership presents a guide for continuous renewal, focusing on the human side of leading. Patten debunks common myths, emphasizing that leadership capabilities do not just develop over time, but require self-awareness, feedback, intention, adjustment, and practice. Whether you are a CEO of a large corporation, an activist, raising a family, working in government, or leading a not-for-profit organization, <Table of ContentsPreface: How This Book Evolved Leaders Engaged in Deliberate Conversations for This Book Acknowledgments Introduction: Putting the Spotlight on Leadership Part One: Leadership Has Never Been Harder – The Changing Context Drives It 1. Today’s Unmistakable Game Changers: No One Is Exempt 2. Game Changer #1: Increased Stakeholder Expectations 3. Game Changer #2: The Ever-Changing Workforce and Workplace 4. Game Changer #3: Short-Lived Strategies and Digital Dominance Part Two: Long-Held Beliefs, Myths, and Habits – Challenges to Leaders’ Success 5. Dispelling Myths Takes Energy and Courage 6. Leadership Is Not Timeless – It Has a Shelf Life 7. Softer Skills Do Not Improve with Just Time 8. Mentors Are Not Just for Emerging Leaders 9. High Performers Do Not Always Equal High Potential for Leadership 10. The Leadership Pendulum Has Shifted Part Three: The Big 8 Crystallizes – Setting Leaders Apart 11. Where and How the Big 8 Fit in a Leader’s Overall Role 12. The Big 8 #1: Personal Adaptability 13. The Big 8 #2: Strategic Agility 14. The Big 8 #3: Self-Renewal 15. The Big 8 #4: Certainty of Character 16. The Big 8 #5: Empathy 17. The Big 8 #6: Contextual Communication 18. The Big 8 #7: Spirited Collaboration 19. The Big 8 #8: Developing Other Leaders – Not Only Followers Part Four: Leadership Starts with You – It Must Be Intentional 20. Self-Reflection: Feedback, Self-Awareness, and Adjustment 21. Building Teams and Leaders: Selecting and Developing 22. Being a Mentor and a Mentee: A Great Leader Is Both 23. So What Now? Appendix Notes Index

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Book SynopsisBalancing Acts presents an iterative, democratic, and inclusive approach to social change that is suited to the complexities of the twenty-first century.Table of ContentsPreface Part One: Thinking About Change 1.Terms of Art 2. Doing Things to People and Doing Things with People 3. Searching for Answers Part Two: The Doing of Change 4. The Relationship Between Interventionists and Stakeholders 5. Creating a Contract with your Client 6. Exploring the Client System 7. Making Sense of Things 8. Implementing and Evaluating the Intervention 9. The Ethics of Intervention 10. Changing the Future of Planned Change

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Book SynopsisThis collection sheds light on local government and public administration by providing insights from city managers across Canada.Table of ContentsIntroduction 1. The City Management Profession: More than a Job Janice Baker 2. Aspirational Incrementalism: Developing a Vision Bruce Macgregor and David Szwarc 3. Building Support for Strategic Planning and Priorities Chris MacPherson 4. Using Your First 100 Days Strategically Patrick Moyle and Hassaan Basit 5. The Challenge of Leading Up: Strategic Alignment with Council Jeff Fielding and Kate Graham 6. Council/Staff Relations: Forward Motion or Spinning Wheels? Tammy Crowder 7. The Most Important Relationship in Local Government: Mayor and City Manager Bill Given 8. City Manager and Mayor: Independent or Partners? Carl Zehr 9. What Does Diversity-Inclusion Look Like in Action? Shirley Hoy 10. Diversity from Bottom to Top: The City Manager and Workforce Diversity Sheila Bassi-Kellett 11. Indigenous and Municipal Relationships: The Art of Collaboration Ann Mitchell 12. The Gift of Clarity and the Freedom to Innovate Robert Earl 13. Rowers, Coasters, and Drillers: How Team-Building Can Improve Your Crew John Leeburn 14. Five Strategies for Successful Municipal Intergovernmental Relations John E. Fleming 15. Leading Beyond: Building Relationships for Intergovernmental Collaboration Gail Stephens and Zack Taylor 16. Resilience in a Crisis: Towards an “Antifragile” Organization – The Case of Gatineau Marie-Hélène Lajoie and Pierre Prévost 17. Managing during a Crisis: Lessons from Fort McMurray Jamie Doyle and Don Lidstone 18. Building Partnerships: Hard Work, Patience, Commitment, Adaptation, and Opportunities Jag Sharma 19. Nurturing the Community’s Soul Source Linda Rapp 20. Community Development: Navigating the Rocky Shoals of Community Change Robert Buchan 21. From Dreams of Being a Rock-and-Roll Drummer to City Manager David Calder 22. A City Manager’s Career Journey John Burke 23. Mentoring: Building the Next Generation of Municipal Professionals Tony Haddad, Gerard Lewis, and Jim Pine 24. The Canadian City Manager Michael Fenn, Gordon McIntosh, and David Siegel List of Contributors

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Book SynopsisLocal government has rapidly become both more important and more complex and the quality of municipal management is becoming more significant every day as local governments deal with a vast array of organizational and community challenges.The Role of Canadian City Managers brings together experienced city managers and municipal chief administrative officers (CAOs) across Canada to analyse the daily issues that they face. Each chapter deals with a particular issue or challenge, such as council/staff relations, collaborative initiatives, and crisis readiness. The book contributes to the literature on local government and public administration by providing insights from the "real time" lived experiences of city managers, spoken in their own words. The book also speculates about the contemporary leadership role of the city manager and the future of the city management profession.The Role of Canadian City Managers is a useful resource for scholars and studentsTable of ContentsIntroduction 1. The City Management Profession: More than a Job Janice Baker 2. Aspirational Incrementalism: Developing a Vision Bruce Macgregor and David Szwarc 3. Building Support for Strategic Planning and Priorities Chris MacPherson 4. Using Your First 100 Days Strategically Patrick Moyle and Hassaan Basit 5. The Challenge of Leading Up: Strategic Alignment with Council Jeff Fielding and Kate Graham 6. Council/Staff Relations: Forward Motion or Spinning Wheels? Tammy Crowder 7. The Most Important Relationship in Local Government: Mayor and City Manager Bill Given 8. City Manager and Mayor: Independent or Partners? Carl Zehr 9. What Does Diversity-Inclusion Look Like in Action? Shirley Hoy 10. Diversity from Bottom to Top: The City Manager and Workforce Diversity Sheila Bassi-Kellett 11. Indigenous and Municipal Relationships: The Art of Collaboration Ann Mitchell 12. The Gift of Clarity and the Freedom to Innovate Robert Earl 13. Rowers, Coasters, and Drillers: How Team-Building Can Improve Your Crew John Leeburn 14. Five Strategies for Successful Municipal Intergovernmental Relations John E. Fleming 15. Leading Beyond: Building Relationships for Intergovernmental Collaboration Gail Stephens and Zack Taylor 16. Resilience in a Crisis: Towards an “Antifragile” Organization – The Case of Gatineau Marie-Hélène Lajoie and Pierre Prévost 17. Managing during a Crisis: Lessons from Fort McMurray Jamie Doyle and Don Lidstone 18. Building Partnerships: Hard Work, Patience, Commitment, Adaptation, and Opportunities Jag Sharma 19. Nurturing the Community’s Soul Source Linda Rapp 20. Community Development: Navigating the Rocky Shoals of Community Change Robert Buchan 21. From Dreams of Being a Rock-and-Roll Drummer to City Manager David Calder 22. A City Manager’s Career Journey John Burke 23. Mentoring: Building the Next Generation of Municipal Professionals Tony Haddad, Gerard Lewis, and Jim Pine 24. The Canadian City Manager Michael Fenn, Gordon McIntosh, and David Siegel List of Contributors

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