The portable MBA
Book - 1998
Saved in:
- Subjects
- Published
-
New York :
J. Wiley
1998.
- Language
- English
- Other Authors
- Edition
- 3rd ed
- Physical Description
- 354 p.
- Bibliography
- Includes index.
- ISBN
- 9780471180937
- Preface
- Part I. What Is Business About?
- Chapter 1. What Is Business?
- The New Competition
- The Intelligent Enterprise
- Understanding Business Ecosystems
- The Internet
- Implications
- For Further Reading
- Chapter 2. The Future
- The Millennium Problem
- Elements of Developing Scenarios
- Macrotrends
- For Further Reading
- Chapter 3. Managing People
- A Brief Tour Through Business History
- The Role of Individuals and Relationships
- Groups and Teams
- The Organizational Level
- Human Resources Management (HRM) Systems
- Some Practical Principles
- For Further Reading
- Chapter 4. Business Ethics
- What Constitutes an Ethical Issue?
- The Tools of Moral Reasoning
- A Method for Understanding Capitalism in Ethical Terms
- Ethical Challenges to Business
- For Further Reading
- Chapter 5. Economics
- Microeconomics
- Macroeconomics
- Balance of Payments
- Productivity and the New Economy
- For Further Reading
- Part II. The Functions of Business
- Chapter 6. Marketing Management: Leveraging Customer Value
- The Marketing Concept
- Marketing Strategy's Role in Corporate Strategy
- The Importance of Customer Selection
- Marketing Activity Pervading the Organization
- Managing Customer Relationships and the Internet
- Customer Value Creation and the Role of Employees
- Value Creation through Alliances and Partnerships
- Summary
- For Further Reading
- Chapter 7. Operations Management: Implementing and Enabling Strategy
- What Is an Operations Manager?
- Measures of Process Performance: What is Improvement?
- Achieving Process Improvement: Principles of Operations Management
- Operations Strategy Is the Selection and Building of Capabilities
- For Further Reading
- Chapter 8. Entrepreneurship: Creating Something New and Enduring with Very Limited Resources
- What Is an Entrepreneurial Opportunity and Where Does It Come From?
- Individuals and Macroforces and Trends: The Nexus of Opportunity and the Individual
- Problems in Pursuing an Opportunity with Limited Resources
- For Further Reading
- Chapter 9. Accounting
- Double-Entry Bookkeeping Captures the Systemic Nature of the Firm
- The Truth About Accounting: It Precisely Gives an "Approximate" View
- How to Read an Annual Report
- Assessing the Financial Health of a Firm
- Assessing Performance against a Plan: Managerial Accounting
- Conclusion
- For Further Reading
- Chapter 10. Finance
- Principle 1.. Think like an Investor
- Principle 2.. Invest When the Intrinsic Value of an Asset Equals or Exceeds the Outlay
- Principle 3.. Sell Securities (Raise Funds) When the Cash Received Equals or Exceeds the Value of Securities Sold
- Principle 4.. Ignore Options at Your Peril: They Are Pervasive, Tricky to Value, and Can Strongly Influence a Decision
- Principle 5.. If You Become Confused, Return to Principle 1
- For Further Reading
- Chapter 11. Strategy: Defining and Developing Competitive Advantage
- What Is Strategy?
- The Strategy Development Process
- Step 1.. Industry Analysis: Industry Profitability Today and Tomorrow
- Step 2.. Positioning: Sources of Competitive Advantage
- Step 3.. Competitor Analysis: Past and Predicted
- Step 4.. Current Strategy Assessment: Relative Position and Sustainability
- Step 5.. Option Generation: A Creative Look at New Customers and Positions
- Step 6.. Development of Capabilities: Positioning for Future Opportunities
- Step 7.. Choose or Improve Strategy: Uniqueness, Trade-Offs, Fit
- Strategy: Commitment or Flexibility?
- For Further Reading
- Part III. New Horizons
- Chapter 12. Leading from the Middle: A New Leadership Paradigm
- Introduction
- Fundamental Shifts
- Partial Solutions
- Reinventing the Practice of Management
- Leading from the Middle: Some Conclusions
- For Further Reading
- Chapter 13. Strategic Alliances
- What is a Strategy Alliance?
- The Rationale for Alliances
- Core Dimensions of Alliances
- A Life Cycle Approach to Strategic Alliances
- The Alliance Manager
- Interimistic Alliances
- Alliance Performance and Balanced Scorecards
- Summary
- For Further Reading
- Chapter 14. International Business
- Motives for International Investment
- Sources of Divergence
- Political and Operating Risk
- Foreign Exchange Rates
- Organizing the Multinational Firm
- For Further Reading
- Chapter 15. Some Final Thoughts
- Chapter Notes
- Index
- About the Authors