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Books > Business & Economics > Business & management > Management & management techniques > General
Despite spending enormous sums on technology and improvement
methods, most businesses are under siege. The inability to drive
adaptation to an increasingly more volatile, uncertain, complex,
and ambiguous (VUCA) set of circumstances has resulted in an
unprecedented rate of failure across organizations of all shapes
and sizes. Worse yet, the necessary component to break the cycle is
being distorted by antiquated models, methods, rules, and tools
held over from decades past. Industry is stuck in a rut, and that
rut is getting deeper and deeper. Where does common sense turn into
common nonsense in organizations? Today, companies lack an
effective framework to consistently apply and integrate common
sense principles at ALL levels (strategic, tactical, and
operational). This book reveals a new management framework rooted
in science, mathematics, economics and most importantly, common
sense. It enables an unprecedented level of visibility across
resources, products, levels and time ranges to quickly and
effectively produce the relevant information that companies are
desperately seeking, and is the pre-requisite for surviving and
thriving in the VUCA world. That new framework is called the Demand
Driven Adaptive Enterprise (DDAE) model. The DDAE model will not be
embraced by everyone, as it challenges conventional practice and
systems. Unfortunately, many of those people and organizations are
living on borrowed time. So, is your organization ready for
something new???
Organizations of all kinds struggle to understand, adapt, respond
and manipulate changing conditions in their internal and external
environments. Approaches based on the causal, linear logic of
mechanistic sciences and engineering continue to play an important
role, given people's ability to create order. But such approaches
are valid only within carefully circumscribed boundaries. They
become counterproductive when the same organizations display the
highly reflexive, context-dependent, dynamic nature of systems in
which agents learn and adapt and new patterns emerge. The rapidly
expanding discussion about complex systems offers important
contributions to the integration of diverse perspectives and
ultimately new insights into organizational effectiveness. There is
increasing interest in complexity in mainstream business education,
as well as in specialist business disciplines such as knowledge
management. Real world systems can't be completely designed,
controlled, understood or predicted, even by the so-called sciences
of complexity, but they can be more effective when understood as
complex systems. While many scientific disciplines explore
complexity principally through abstract mathematical models and
simulations, Emergence: Complexity & Organization explores the
emerging understanding of human systems from both the 'hard'
quantitative sciences and the the 'soft' qualitative perspectives.
This 2006 Annual includes articles from Elizabeth McMillan, Daniel
Solow, Kathleen Carley, Paul Cilliers, Ysanne Carlisle, James Hazy,
and many more, which explore a range of complexity-related topics
from philosophical concerns through to the practical application of
complexity ideas, concepts and frameworks in human organizations.
Also included are a series of three reproductions of classical
papers in the fields of complexity and systems, each with critical
introductions that explore their modern relevance: "The Philosophic
Functions of Emergence" by Charles A. Baylis (originally published
in 1929); "Novelty, Indeterminism, and Emergence" by W. T. Stace
(originally published in 1939); "The Functions of the Executive:
The Individual and Organization" by Chester I. Barnard(originally
published in 1938).
"Leaders everywhere" are frustrated by the challenges of leading a
team, growing the organization, and overcoming a difficult economy.
How do successful leaders actually accomplish their goals? Through
applying the laws of nature, every leader can achieve his or her
goals. Learn from occurrences such as oil spills, wildfires, soil
erosion, and more. By observing how other successful leaders have
applied these lessons, you will find a path to being an influential
leader. This book is written for every leader who desires to excel
and refuses to accept second best for his or her organization.
There is a growing need for outstanding leaders who will undertake
the challenges and lead their organizations forward. Learn how to
hire and retain talent, increase productivity, and empower your
team to greatness
How well does your organization manage the risks associated with
information quality? Managing information risk is becoming a top
priority on the organizational agenda. The increasing
sophistication of IT capabilities along with the constantly
changing dynamics of global competition are forcing businesses to
make use of their information more effectively. Information is
becoming a core resource and asset for all organizations; however,
it also brings many potential risks to an organization, from
strategic, operational, financial, compliance, and environmental to
societal. If you continue to struggle to understand and measure how
information and its quality affects your business, this book is for
you. This reference is in direct response to the new challenges
that all managers have to face. Our process helps your organization
to understand the "pain points" regarding poor data and information
quality so you can concentrate on problems that have a high impact
on core business objectives. This book provides you with all the
fundamental concepts, guidelines and tools to ensure core business
information is identified, protected and used effectively, and
written in a language that is clear and easy to understand for
non-technical managers.
Shows how to manage information risk using a holistic approach by
examining information from all sourcesOffers varied perspectives of
an author team that brings together academics, practitioners and
researchers (both technical and managerial) to provide a
comprehensive guideProvides real-life case studies with practical
insight into the management of information risk and offers a basis
for broader discussion among managers and practitioners
Understanding the basic tenets of management is certainly
important, but following the conventional wisdom-such as not
"wasting time"-is not necessarily the key to solving problems or
achieving personal success. Providing advice that goes against that
conventional wisdom is exactly what this book is about, whether it
concerns how to get things done as you move up in a company or how
to develop relationships and support both inside and outside an
organization. In fact, not only is the advice unconventional-and in
many cases heretical-so too are the subjects covered. For example,
the importance of validating assumptions is not something you are
likely to read about in most business books. But as Howard Pines
explains, if you don't, you are likely to make both embarrassing
and sometimes costly errors. Similarly, while there are many books
that will tell you how to get a job, there are virtually no others
that explain how to determine the best time and way to leave a job
and/or a business. In addition, even when discussing aspects of
business that are covered in other books, such as negotiating or
dealing with change, the author enables you to see those subjects
in a way that is both different and helpful. "Wasting Time" does
not, however, provide simple answers. Rather, based on the author's
fifty years of hands-on experience as a human resources executive,
successful HR consultant, and business owner, the book shows how
even issues that appear to be straightforward may, in reality,
provide interesting dilemmas that require creative thinking and
non-traditional approaches if you want to achieve the best solution
These five short stories are about people and organisations
struggling with change. In each tale our hero or heroine
experiences one of the major pitfalls that beset people going
through change at work and discovers how to turn the situation on
its head. In short, they learn to work with the grain of human
nature and thereby achieve successful change. Although the stories
are easy and enjoyable to read, each one packs a punch,
illustrating a key technique for dealing with change; the book
makes an excellent training aid, and an inspiring read for anyone
grappling with the challenges of change. 5 Tales of Change is a
companion volume to the author's first book, The 5 Forces of
Change, described by Professional Manager Magazine as " - a
masterclass on the competencies required to achieve effective
organisational change - This work provides an outstanding guide to
managers charged with securing organisational change in today's
volatile business environment."
Founded in 1959, York University is now the second largest
university in Ontario and third largest university in Canada.
However, starting in 1970s the success of the university was far
from guaranteed. Leading the Modern University documents the
challenges and solutions that five successive university presidents
(H. Ian Macdonald, Harry Arthurs, Susan Mann, Lorna Marsden, and
Mamdouh Shoukri) encountered from the very early 1970s up to 2014.
This book is the rare occurrence where a series of university
presidents describe and analyze the challenges they faced regarding
financing, morale crises, and succession. With each president
contributing a chapter, covering her or his own years in office,
Leading the Modern University reveals that large public
institutions have internal dynamics and external forces that
supersede any individual leader's years in office. This is a case
study for those interested in organizational change as seen by the
leadership of a major public institution during a dynamic period in
higher education.
This book has two broad purposes. First, it seeks to determine
whether or not there is a "universal" management model through an
examination of circumstance in a number of different nations and
industries. Second, it brings to a wider audience some of the
leading research in the field of management history. In doing so,
it highlights the importance of the Management History Division of
the Academy of Management in fostering and disseminating new
understandings of management and its development. The book
indicates that, while there has been much variance in managerial
practices across time and space, we can nevertheless speak of a
"universal" managerial model. Emerging in association with
Britain's Industrial Revolution, the spread of competitive
pressures progressively demanded that enterprises respond in
broadly common ways if they were to survive. These broad
commonalities can be seen in the diverse industries that this book
considers - the beef industry of the Northern Plains of the United
States in the nineteenth century, the trading activities of the
Dutch East India Company, the United States and Australian
railroads, and the manufacturing methods of the Ford Motor Company
during the early twentieth century. In each of these circumstances,
industries and firms had to constantly adapt to changes in both
capital and consumer markets. This is evident even in the case of
the Ford Motor Company which, as James Wilson's chapter indicates,
was in its early days "flexible" rather than Fordist, constantly
adjusting production and inventories in accordance with consumer
demand. Such responses to global markets is also found in the
realms of ideas and education, where the book's study of trends in
business education highlights the growing dominance of commercial
factors and of intellectual concepts stemming from the United
States. The power of management commonalities is also found in the
book's study of Australia and the United States. In Australia,
governments long sought to isolate the national economy from global
trends so as to boost manufacturing and local employment.
Ultimately, however, this proved unsuccessful as Australian
production became increasingly uncompetitive. A severe process of
economic readjustment, with often adverse social effects, is also
found in the book's chapter on the United States, which highlights
the major changes that have occurred since the 1960s. This book
also considers how managerial organizations have been forced to
adapt and the intellectual debates that have accompanied this.
Finally, in Regina Greenwood's chapter, we have an account of the
Management History Division of the Academy of Management, an
organization which has provided the fulcrum for the generation and
dissemination of management history for the last 3 decades.
In order to improve competitiveness and performance, corporations
must embrace advancements in digitalization. Successful
implementation of knowledge management is a huge factor in
corporate success. Analyzing the Impacts of Industry 4.0 in Modern
Business Environments is a critical scholarly publication that
explores digital transformation in business environments and the
requirement for not only a substantial management change plan but
equally the two essential components of knowledge management:
knowledge sharing and knowledge transfer. Featuring a broad range
of topics such as strategic planning, knowledge transfer, and
cybersecurity risk management, this book is geared toward
researchers, academicians, and students seeking current and
relevant research on organizational knowledge intensity and
monitoring of knowledge management development.
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