Strategic Management: An Organization Change Approach examines the art and science of strategic management in businesses and other organizations. Working from an established theoretical base, this new work discusses practical applications of various strategic management philosophies while focusing on strategy as organizational change. Sherman, Rowley, and Armandi outline specific strategies and tactics that managers can use to maximize not only productivity, but also satisfaction in their "human organizations." In an interactive and approachable manner, Strategic Management analyzes the importance of an organization's internal and external environment; explains how to develop an organizational mission, vision, values, and goals; identifies human-level vs. corporate-level strategy choices; and offers advice on how managers can effectively implement their plans. The authors also consider variables that might affect the proposed strategic management approaches, such as international environments, and non-profit, government, and small businesses.

Supervision in Colleges and Universities provides both theory and practical guidelines for supervisors in academic settings. This concise book is useful for academics familiar with the complicated nature of supervisory management in colleges and universities. Traditionally, campus supervision is similar to that of businesses organizations, and/or governmental agencies. Rife with rules, regulations, and procedures, the business of higher education is heavily bureaucratic. Co-authors Daniel James Rowley and Herbert Sherman detail an effective management style that allows for collegiality and cooperation among academics and offers today's higher-education administrators a new and refreshing approach to performing their jobs.

Academic Planning examines the importance of building a college or university academic plan alongside the institution's strategic plan. While the strategic plan outlines the various strategies the campus has chosen to make itself more financially stable and compatible with crucial external controls, the most significant offerings of a campus are its academic products- research, teaching, service, and intellectual products. It seems apparent that both plans should be developed alongside each other, but evidence suggests that in many cases, they are developed independently. In this book the authors contend that this is a fundamental mistake.