Strategies and styles : the role of the centre in managing diversified corporations

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Bibliographic Information

Strategies and styles : the role of the centre in managing diversified corporations

Michael Goold and Andrew Campbell

B. Blackwell, 1987

  • : pbk

Available at  / 48 libraries

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Note

Includes index

Description and Table of Contents

Volume

ISBN 9780631158295

Description

All management styles have their own advantages and drawbacks. The task of the chief executive is to select and successfully implement a style that fits the needs of a corporation's portfolio, building on the advantages of the style while avoiding its drawbacks. This book explains the role of the corporate centre in large diversified corporations. Based on a study of 16 leading multinationals, it investigates the relationship between corporate, divisional and business units, and shows how the centre can choose a style that adds value to the business in its portfolio. Building on Chandler's account of the role of the centre in "Strategy and Structure", the authors present a new and effective analysis of the management process in diversified corporations.

Table of Contents

  • 1. Introduction
  • 2. The Role of the Centre
  • 3. Strategic Management Styles: The Corporate Framework
  • 4. Strategic Planning Companies
  • 5. Strategic Control Companies
  • 6. Financial Control Companies
  • 7. Holding and Centralised Companies
  • 8. The Styles Compared
  • 9. Tensions
  • 10. Avoiding Pitfalls
  • 11. Adding Value
  • 12. Matching the Style and the Business
  • 13. Managing Diversity
  • 14. International Benchmarks
  • 15. Conclusions.
Volume

: pbk ISBN 9780631168461

Description

Establishing a management style that suits a corporation and adds value CEOs are tasked with choosing and implementing a management style that complements the company. Strategies and Styles: The Role of the Centre in Managing Diversified Corporations discusses how a corporate management style should match the company's portfolio, while adding value to the business. Based on a study of 16 leading multinational companies, the book also explores the relationship between corporate and divisional areas of business, while offering an effective analysis of the management process.

Table of Contents

  • 1. Introduction
  • 2. The Role of the Centre
  • 3. Strategic Management Styles: The Corporate Framework
  • 4. Strategic Planning Companies
  • 5. Strategic Control Companies
  • 6. Financial Control Companies
  • 7. Holding and Centralised Companies
  • 8. The Styles Compared
  • 9. Tensions
  • 10. Avoiding Pitfalls
  • 11. Adding Value
  • 12. Matching the Style and the Business
  • 13. Managing Diversity
  • 14. International Benchmarks
  • 15. Conclusions
  • 16. Appendixes

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