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Effective multi-unit leadership : local leadership in multi-site situations /
Land-based multi-unit service enterprises face significant economic disruption at the present time. A pivotal actor in these organisations is the Multi-Unit Leader (MUL) - otherwise known as District, Area or Regional Manager. Given inherent challenges and their complex positional space, how do effe...
| Clasificación: | Libro Electrónico |
|---|---|
| Autor principal: | |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
Farnham, Surrey, England : Burlington, VT :
Gower ; Ashgate,
©2012.
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| Temas: | |
| Acceso en línea: | Texto completo |
MARC
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| 100 | 1 | |a Edger, Chris. | |
| 245 | 1 | 0 | |a Effective multi-unit leadership : |b local leadership in multi-site situations / |c Chris Edger. |
| 260 | |a Farnham, Surrey, England : |b Gower ; |a Burlington, VT : |b Ashgate, |c ©2012. | ||
| 300 | |a 1 online resource (xxii, 304 pages) : |b illustrations | ||
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| 504 | |a Includes bibliographical references (pages 269-289) and index. | ||
| 588 | 0 | |a Print version record. | |
| 520 | |a Land-based multi-unit service enterprises face significant economic disruption at the present time. A pivotal actor in these organisations is the Multi-Unit Leader (MUL) - otherwise known as District, Area or Regional Manager. Given inherent challenges and their complex positional space, how do effective MULs optimise performance? In his book, Effective Multi-Unit Leadership - full of up-to-date case studies - Chris Edger advances an Integrated Model of MUL that elucidates how key activities (sales-led service, systems and standards - 3Ss) are driven through behavioural practices (commitment, | ||
| 505 | 0 | |a Cover; Contents; List of Figures; Abbreviations; About the Author; Acknowledgements; CONTEXT OF THE MULTI-UNIT ENTERPRISE; 1 Introduction; 1.1 Why Multi-Unit Leaders?; 1.2 What is the Multi-Unit Enterprise?; 1.3 History of the Multi-Unit Enterprise; 1.4 Disruptive Forces; 1.4.1 On-Line; Threat or Opportunity?; 1.4.2 Changing Consumer Expectations; 1.4.3 Economic Conditions; 1.4.4 Disruptive Effects; 1.5 Challenges of the Multi-Unit Firm; 1.5.1 Optimising Unit-Based Human Capital; 1.5.2 Consistency of Standards; 1.5.3 Standardisation versus Customisation | |
| 505 | 8 | |a 1.5.4 Format and Channel Proliferation1.5.5 Centre versus Local Tensions; 1.6 The Multi-Unit Leader (MUL); 1.6.1 History of the Role; 1.6.2 Previous Research; 1.7 A Model of Effective Multi-Unit Leadership; 1.7.1 Research and Methodology; 1.7.1.1 Data collection; 1.7.1.2 Data analysis; 1.7.2 Conceptual Model of Effective MUL; 1.7.2.1 Drivers and clusters; 1.7.2.2 Critical dependencies; 1.7.2.3 Theoretical underpinning; 1.7.3 Book Structure and Arguments; 2 Strategic Responses to Disruption; 2.1 Mediating Factors; 2.1.1 Ownership Type; 2.1.2 Service Firm Life Cycle | |
| 505 | 8 | |a 2.1.3 Adaptive Expert Leadership2.2 Strategic Responses; 2.2.1 Cost Leadership; 2.2.1.1 Supply chain efficiencies; 2.2.1.2 Labour efficiencies; 2.2.1.3 Site, plant and building efficiencies; 2.2.1.4 Operational efficiencies; 2.2.1.5 Promotions and sales efficiency; 2.2.2 Differentiation; 2.2.2.1 Amenity and experience; 2.2.2.2 Product distinctiveness; 2.2.2.3 Customer promise and service; 2.2.3 Value; 2.2.3.1 Results-based solutions; 2.2.3.2 Process quality; 2.2.3.3 Price; 2.2.3.4 Customer access costs; 2.3 Organisational Design; 2.3.1 Best Practice Design Principles | |
| 505 | 8 | |a 2.3.1.1 Alignment mechanisms2.3.1.2 Gates and 'filtration' processes; 2.3.1.3 Feedback and insight loops; 2.3.1.4 Re-set mechanisms; 2.3.1.5 Rapid decision forums; 2.3.1.5 Talent planning processes; 2.3.2 Operational Roles; 2.3.2.1 Unit managers; 2.3.2.2 Area/District/Regional managers (MULs); 2.3.2.3 Regional/Zone director; 2.3.2.4 Divisional/Managing directors; 2.4 Internationalising Multi-Unit Enterprises; 2.4.1 Why Internationalise?; 2.4.1.1 Diversification and growth; 2.4.1.2 Developing markets; 2.4.1.3 Efficiency; 2.4.1.4 Defence; 2.4.2 How do Multi-Unit Enterprises Internationalise? | |
| 505 | 8 | |a 2.4.2.1 Web-based penetration2.4.2.2 Franchising; 2.4.2.3 Green site; 2.4.2.4 Joint ventures; 2.4.2.5 M 2.4.3 Key Success Factors of M 2.4.3.1 Financial analysis and strategic intent; 2.4.3.2 Integration and socio-cultural compatability; 2.4.4 International Multi-Unit Leaders; 2.5 Summary; ACTIVITIES; 3 Activities and Issues; 3.1 Core Activities; 3.1.1 Operating Systems; i) Labour processes; ii) Standard operating procedures; iii) Availability, stock and waste processes; iv) Sales and pricing monitoring; v) Due diligence and essential maintenance processes | |
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