Managing organisations in 1992 : strategic responses

著者

書誌事項

Managing organisations in 1992 : strategic responses

edited by Peter Barrar and Cary L. Cooper

Routledge, 1992

タイトル別名

Managing organizations in 1992

大学図書館所蔵 件 / 全17件

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注記

Based on papers presented at the third national conference of the British Academy of Management, held Sept. 1989 at Manchester Business School

Includes bibliographical references and index

内容説明・目次

内容説明

1992 will have far-reaching effects for all aspects of business, and managers are at the centre of the transition. They face a heavy task as they seek to redirect their organizations in light of the harmonization. Companies need to adapt quickly and exploit opportunities for collaboration in, for example, innovation and technology. The book analyzes the preparations managers have been making ahead of 1992 and assesses their ability to survive in a climate of increased competition. The studies cover all areas of management practice from decision making and planning systems to safety and gender. It looks at methods such as "just-in-time" and "total-quality-management" , which will become even more important for competing successfully, as well as areas of risk management and corporate recovery. Using case studies in such areas as microcomputers and machine tools, the contributors analyze the cross-national influences involved. "Managing Organizations in 1992" provides a comprehensive survey of the way companies are evolving strategic responses to the climate of change. This book should be of interest to lecturers and students of European business, management, new technology, human resource management and international marketing.

目次

  • Part 1 International Business and 1992: measures of international competitiveness: empirical findings from British banks, building societies and insurance companies, Peter J. Buckley, et al
  • the strategic responses of multinationals in the machine tool industry, Stephen Young et al
  • competitive strategy in the market for microcomputers - strategy and performance in the dominant firm, Robert van der Meer and Mairi Gudim
  • Spain, the EEC and 1992 - marketing implications for Scottish industry, Marilyn A. Stone
  • the implications of 1992 for companies in technological collaboration, Claire Shearman
  • a new kind of marketing for Europe, Barry Witcher. Part 2 Corporate performance and management control: typologies of corporate recovery, Peter Grinyer and Peter McKiernan
  • currency risk management in multi-national companies - a comparative study of performance evaluation, Stephen G. Longden
  • analyzing the performance of management planning systems, Val Brophy
  • in the eye of the gaze - the constitutive role of performance appraisal, Barbara Townley
  • different gender - different rules - assessment of women in management, Beverly Alban Metcalfe
  • knowledge is not enough - developing the capacity for self-regulation in health and safety at work, Sandra Dawson. Part 3: Decision Making and implementation: problem finding, idea finding and implementation - an exploratory model for investigating small-group problem solving, Tudor Rickards and Gerard Puccio
  • getting decisions to work - analyzing successful implementation, Susan Miller
  • values and decisions, Roy Wilkie.

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