General management : processes and action, text and cases

著者

書誌事項

General management : processes and action, text and cases

David A. Garvin

McGraw-Hill, c2002

大学図書館所蔵 件 / 全2件

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注記

Includes bibliographical references and index

内容説明・目次

内容説明

"General Management: Processes and Action" by David Garvin focuses on implementation, and the way that general managers get things done. Typically, they work through processes like strategic planning, business planning and budgeting to move their organizations forward. A deeper understanding of the skills necessary to influence the design, direction and functioning of processes is essential to effective management. The aim of the "General Management" is to develop in students a deeper understanding of these activities and their links to performance. The author, David Garvin, is known for his cases. His cases are currently being used at such schools as Wharton, Stanford, Columbia and MIT.

目次

  • Introduction - the processes of organization and management. Part 1 Strategic processes: Arthur D. Little, Inc.
  • R.R. Donnelley & Sons - the digital division
  • Allstate Chemical Company - the commercialization of Dynarim
  • Time Life Inc.
  • Watermill Ventures
  • note on the major appliance industry in 1988
  • Electrolux - the acquisition and integration of Zanussi
  • Emerson Electric - consistent profits, consistently
  • Xerox charts a new strategic direction (excerpts). Part 2 Resource allocation processes: Ellis International Division - Patrick O'Brian
  • Americhem - the Gaylord Division
  • Westinghouse Electric Corporation - automating the capital budgeting process
  • Peterson Industries - Louis Friedman. Part 3 Decision-making processes: British Steel Corporation - the Korf contract
  • note on process observation
  • strategic decision processes in high-velocity environments - four cases in the microcomputer industry
  • making fast strategic decisions in high-velocity environments
  • decision-making exercise (A)
  • growing pains
  • decision-making exercise (B)
  • decision-making exercise (C)
  • the case of the unhealthy hospital
  • a thousand days
  • thirteen days
  • decision making at the top - the All-Star Sports Catalogue Division. Part 4 Learning processes: building a learning organization
  • types of learning processes
  • a note on knowledge management. Part 5 Managerial processes: Serengeti Eyewear - entrepreneurship within Corning Inc.
  • the soul of a new machine
  • the transition to general management Website
  • no excuses management
  • Harvard Business School Publishing. Part 6 Change processes: SAP America
  • Millipore Corporation
  • Harvey Golub - recharging American Express
  • Pepsi's regeneration, 1990-1993
  • leveraging processes for strategic advantage.

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