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Strategic Management Control
Strategic management control differs from traditional management control in several important respects. First, it supports both strategy formulation and strategy implementation. Second, it is to a large extent based on non-financial information. Third, it deals with both the long and short term and supports not only tactical, but also strategic and operational decision-making. Fourth, and perhaps most importantly, strategic management control is designed for, and adapted to, each organisation’s unique strategies. In this context, the book emphasises the importance of dialogues. The authors argue that it is unwise to assume that decisions taken at the top of the organisation will automatica...
Fundraising Management
This is the first truly comprehensive guide to fundraising management, uniquely blending current academic knowledge with the best of professional practice. Much more than a how-to guide, it provides a detailed overview of modern fundraising planning and practice, and analyzes critical issues as well presenting practical tools for campaign planning. Campaigns discussed include high-profile examples from companies as diverse as RSPCA, Greenpeace, Barnados and the American Cancer Society, which illustrate the theories and bring the topic to life. A truly groundbreaking analysis, this text works through the planning stages of fundraising to give readers a rounded understanding of the topic, and is essential reading for students of fundraising and non-profit professionals alike.
Managing Reward Systems
Explains how to integrate each aspect of a reward system as a mutually supporting and coherent part of a human resource management initiative in the context of the organization's overall strategies. Challenges conventional assumptions about job evaluation, graded pay structures, and performance-related pay, and offers new perspectives based on current theory and practice. Distributed by Taylor and Francis. Annotation copyright by Book News, Inc., Portland, OR
Supply Chain Development for the Lean Enterprise
Four questions determine whether a company is using interorganizational cost management. Does your firm set specific cost-reduction objectives for its suppliers? Does your firm help its customers and/or suppliers find ways to achieve their cost-education objectives? Does your firm take into account the profitability of its suppliers when negotiating component pricing with them? Is your firm continuously making its buyer-supplier interfaces more efficient? If the answer to any of these questions is ""no"", your firm risks introducing products that cost too much or are not competitive. The full potential of the supply network can be realized only when the entire supply chain adopts interorgani...
Generations at Work
Written for those struggling to manage a workforce with incompatible ethics, values, and working styles, this book looks at the root causes of professional conflict and offers practical guidelines for navigating multigenerational differences. By exploring the most common causes of conflict--including the Me Generation’s frustration with Gen Yers’ constant desire for feedback and the challenges facing Gen Xers sandwiched between these polarities--Generations at Work offers practical, spot-on guidance for managing the differences with consideration to each generation’s unique needs. Along with the authors’ insights for managing a workforce with different ways of working, communicating, and thinking, this invaluable resources offers: in-depth interviews with members of each generation, tips on best practices from companies successfully bridging the generation gap, and a mentorship field guide to help you support the youngest members of your team. Generations at Work has the tools that are key to helping your workforce interact more positively with one another and thrive in today’s wildly divergent workplace culture.
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