Management Frameworks : Aligning Strategic Thinking and Execution.
Today's business organizations, especially large ones, are complex places; difficult to manage and to control. Much of this complexity is self-induced and too much of the management of these organizations is done on an ad hoc basis. Different reporting, control and management systems are used i...
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Full text (MCPHS users only) |
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| Format: | Electronic eBook |
| Language: | English |
| Published: |
Hoboken :
Taylor and Francis,
2012
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| Subjects: | |
| Local Note: | ProQuest Ebook Central |
MARC
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| 100 | 1 | |a Kemp, Jacques. | |
| 245 | 1 | 0 | |a Management Frameworks : |b Aligning Strategic Thinking and Execution. |
| 260 | |a Hoboken : |b Taylor and Francis, |c 2012. | ||
| 300 | |a 1 online resource (215 pages) | ||
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| 504 | |a Includes bibliographical references (pages 196-199) and index. | ||
| 505 | 0 | |a Too complex to manage? -- The architecture of an organization -- Planning for frameworks -- The portfolio driver -- The marketing driver -- The organizational driver -- The operational driver -- The reputation driver -- The financial driver -- Performance excellence -- Connecting the dots. | |
| 520 | |a Today's business organizations, especially large ones, are complex places; difficult to manage and to control. Much of this complexity is self-induced and too much of the management of these organizations is done on an ad hoc basis. Different reporting, control and management systems are used in different parts of the company and often these are incompatible, making it difficult, sometimes impossible for top management to know what is going on. Consequently it is an arduous task for managers to make strategic plans for the business or react quickly to changes in the environment. This. | ||
| 588 | 0 | |a Print version record. | |
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| 650 | 0 | |a Strategic planning. | |
| 650 | 0 | |a Management. | |
| 650 | 0 | |a Organizational change. | |
| 650 | 7 | |a management. |2 aat | |
| 700 | 1 | |a Schotter, Andreas. | |
| 700 | 1 | |a Witzel, Morgen. | |
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