Description
Book SynopsisProposing that superior performance can be achieved through the alignment of all operations with the requisites of implementing a firm's strategy, this text aims to enable the reader to craft a competitive strategy, build an effective management team and develop a coherent organization.
Table of ContentsPart 1 Preface Part 2 Introduction Part 3 Preassessment Exercises Chapter 4 Part 1: Memo Chapter 5 Part 2: Self-Assessment Part 6 Case Study: The Gibsonville Lantern Company Part 7 The Cycle of Success Chapter 8 The Cycle of Success Chapter 9 Leadership and The Cycle of Success Chapter 10 Case Study: Gregory's Retirement Home Services Part 11 The Value Equation and the Nature of Services Chapter 12 The Value Equation Chapter 13 The Nature of Services Chapter 14 Value and Performance Measures: The Firm Chapter 15 Value and Performance Measures: The Individual Part 16 Strategy and Value Creation Chapter 17 Strategy and Mission Chapter 18 Mission, Strategy, and the Firms Value Proposition Chapter 19 Line of Business and Corporate Strategies Part 20 Integrated Decisions, Operations, and Strategy Chapter 21 Strategy and Operating Areas Chapter 22 Strategy and the Connections among Operating Areas Chapter 23 Assessment of the Shift in Strategy at Gibsonville Chapter 24 Corporate-Level Strategies Part 25 Personal and Staff Attributes Chapter 26 Leadership and the Human Resource Chapter 27 Strategy, Skills, and Attributes Chapter 28 Strategy, Leadership, and Motivation Chapter 29 Building an Organizational Culture Chapter 30 Corporate-Level Strategies Part 31 Leading by Measurement System Chapter 32 Managing by Performance Measures Part 33 Leadership and The Cycle of Success Chapter 34 The Cycle of Success Chapter 35 Qualities of Strategic Leaders Chapter 36 Leaders and Managers Chapter 37 Leadership and Situational Analysis Part 38 Appendix Part 39 Postassessments Chapter 40 Part 1: Memo Chapter 41 Part 2: Self-Assessments Part 42 Facilitator's Guide to the Exercises Part 43 Index
