Building the Integrated Company /

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Detalles Bibliográficos
Clasificación:Libro Electrónico
Autor principal: Birkin, Malcolm A. (Autor)
Formato: Electrónico eBook
Idioma:Inglés
Publicado: London : Taylor and Francis, 2017.
Edición:First edition.
Temas:
International business enterprises > Management.
Organizational effectiveness.
Comparative management.
Entreprises multinationales > Gestion.
Efficacité organisationnelle.
Gestion comparée.
Comparative management
International business enterprises > Management
Organizational effectiveness
Acceso en línea:Texto completo
Tabla de Contenidos:
  • Cover
  • Half Title
  • Dedication
  • Title
  • Copyright
  • Contents
  • List of figures
  • List of tables
  • List of boxes
  • Foreword
  • Acknowledgements
  • Introduction: Building the Integrated Company
  • Culture
  • People
  • The structure of the book
  • 1 The integration of international management
  • The integrated approach â#x80;#x93; a single route to building competitiveness through people
  • The commonality of global product demand
  • The holistic business environment
  • Cultural differences
  • The failure of management fads
  • American, European and Japanese contributions to the integration of international management
  • similarities and the remaining differencesThe growth bias â#x80;#x93; organic, merger or acquisition
  • Comparisons between American, European and Japanese management
  • Company objectives
  • References
  • The Book Case: Recommended reading
  • 2 The characteristics of the Integrated Company
  • 'A completeness approaching excellence' â#x80;#x93; Kanzen contributions
  • The external characteristics of the Integrated Company
  • The internal European and Japanese management
  • Corporate structuresDecision making
  • Corporate (competitive) strategy, achieving corporate strategy, and corporate culture
  • Summary
  • References
  • The Book Case: Recommended reading
  • 3 Assessing your company â#x80;#x93; how integrated are you?
  • The need for support from the top
  • Assessing the company
  • Assessment using the analytical method
  • The questionnaires
  • Analysing the assessment to show the way ahead
  • References
  • The Book Case: Recommended reading
  • 4 Corporate/competitive strategy, its creation and its link to corporate culture
  • Introduction: moving to strategic thinkingIntegrating the plans with people
  • implementation stage one
  • What corporate strategy is not
  • What do we need before we can begin creating our strategy?
  • Creating your corporate strategy
  • Moving to strategy
  • Creating the Integrated action plan
  • Linking corporate strategy to corporate culture
  • The differences between strategists and managers
  • References
  • The Book Case: Recommended reading
  • 5 Implementation, people commitment and interlinking
  • The advantages of working with committed employees
  • The iceberg syndromeSetting the cultural base
  • Belonging and linkage
  • Co-partnership management
  • Building the People Dynamics department
  • Detailed procedures implementation â#x80;#x93; stage two
  • The modus operandi
  • The 1 Plus 5 system
  • References
  • The Book Case: Recommended reading
  • 6 Integrating people
  • Putting the pieces together
  • Where the action is â#x80;#x93; implementation stage three
  • Building teams
  • Structured operational unity
  • Creating the structures
  • Setting up the education and training programme
  • ""Strategic middle management and shared decision making
  • implementation stage four""

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