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What does "excellent manufacturing management" mean? Management texts to date have emphasized that it is, above methods such as SPC or TQM, a matter of "intangibles" and "culture". This book takes the myth out of management excellence; it can be learned and practiced. First, manage the three core processes, strategy deployment, product and process development, and the supply chain. And secondly, pay attention to the dimension of management quality, direction setting, integration and delegation, communication, participation, measurement, and employee development. This book explains management quality and demonstrates how it is implemented, with ten plant tours through world-class factories from different industries.
Becoming an effective IT manager presents a host of challenges--from anticipating emerging technology to managing relationships with vendors, employees, and other managers. A good IT manager must also be a strong business leader. This book invites you to accompany new CIO Jim Barton to better understand the role of IT in your organization. You'll see Jim struggle through a challenging first year, handling (and fumbling) situations that, although fictional, are based on true events. You can read this book from beginning to end, or treat is as a series of cases. You can also skip around to address your most pressing needs. For example, need to learn about crisis management and security? Read chapters 10-12. You can formulate your own responses to a CIO's obstacles by reading the authors' regular "Reflection" questions. You'll turn to this book many times as you face IT-related issues in your own career.
An updated look at how corporate restructuring really works Stuart Gilson is one of the leading corporate restructuring experts in the United States, teaching thousands of students and consulting with numerous companies. Now, in the second edition of this bestselling book, Gilson returns to present new insight into corporate restructuring. Through real-world case studies that involve some of the most prominent restructurings of the last ten years, and highlighting the increased role of hedge funds in distressed investing, you'll develop a better sense of the restructuring process and how it can truly create value. In addition to "classic" buyout and structuring case studies, this second edit...
Offering a historical analysis of management in banking from the Medici to present day, this book explores how banks can cause devastating financial crisis when they fail. Rather than labelling management as ‘good’ or ‘bad’, the author focuses on the concept of absent management, which can occur as a result of complexity. The complexity of banking, which intensified alongside the phenomenal growth of banks in the 20th and 21st centuries, resulted in banks that are mismanaged or, at times, even unmanaged. Drawing on business school case studies including Barings and Lehman Brothers, this book showcases how absent management in banking has caused crises, depressions and recessions, and how ultimately it will continue to do so.
A pragmatic vision of how democratic socialism can overcome the economic, workplace, political, environmental, social, and international crises that we face today.
An analysis of the venture capital process, from fund-raising through investing to exiting investments; a new edition with major revisions and six new chapters that reflect the latest research.
Their drastically different fates, however, were the results of the choices made in the face of these changes." "Based on a statistical profile of the one hundred largest industrial companies - the Fortune 100 - and complemented by detailed historical case studies of individual corporations, Changing Fortunes examines the struggles of the giant industrial enterprises that once dominated the economy to adapt to a new reality.".
Materials management is an essential business function. It is concerned with managing materials, one of the four basic resources (labour, material, equipment, capital). Until recently, it was concerned with purchasing raw materials and very few parts from local markets. Raw materials were used to make most of the parts for making end products. Materials management was regarded as a routine function and was given less importance. But over the years, firms began to procure more and more parts and subassemblies from local as well as global markets. Today over 50% of the revenue of the firms goes for procuring materials, parts and subassemblies from outside. As a result, materials management fun...