Available:*
Library | Item Barcode | Call Number | Material Type | Item Category 1 | Status |
|---|---|---|---|---|---|
Searching... | 30000010371047 | HD38.25.U6 S77 1998 | Open Access Book | Gift Book | Searching... |
Searching... | 33000000025059 | HD38.25.U6 S77 1998 | Open Access Book | Gift Book | Searching... |
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Summary
Summary
Offers a series of innovative management and organizational concepts that are driving companies and employees to become their best and compete in a global marketplace.
Reviews 3
Publisher's Weekly Review
The idea is as intriguing as it is simple: Why not have CEOs speak directly about the major issues that they face? The result is this uneven book, edited by the Price Waterhouse coauthors of The Paradox Principles and Better Change. When the book works, it works well. We hear a droll Colin Marshall, head of British Airways, explaining how he learned the value of customer service while serving as a cadet purser in the 1950s. Michael Z. Kay, CEO of LSG/SKY Chefs (an airline food service company), offers advice about turning around a losing venture in the form of a memo to a mythical peer. Many of the CEOs' comments, however, can be self-serving. Quips like "Monsanto is a textbook example of the courage, drive and energy it takes to create change in an organization" would have more credibility if not being made by the respective company CEOs, in this case Robert B. Shapiro. Nevertheless, from CEO reports on Siemens's experience in "Turning Supertankers into Speedboats" to Chase Manhattan's "Art of the Inclusive Merger" and Young and Rubicam's use of creative marketing as a "Core Strategy," a lot of capital ground gets covered. (Mar.) (c) Copyright PWxyz, LLC. All rights reserved
Booklist Review
A large percentage of the many new books on management are based on models developed by consultants working with their clients over time or are the result of consulting activities. That is the case with these two books, which have ties to two major management consulting firms. Pasternack and Viscio are founding partners of Booz-Allen & Hamilton's Strategic Leadership Practice. They present a new organizational model based on perceived changes in the business environment and on the findings of a Booz-Allen task force convened to consider the role of the corporate center or headquarters. Numerous authors have proclaimed the demise of the command-and-control leadership model, but few have suggested workable alternatives. Pasternack and Viscio propose a structure with a global core organized around resources rather than physical assets, which would be a "bare bones operation consisting solely of the CEO, his team, and only those services necessary to add value to the corporation." Such functions as payroll, benefits administration, and brand management would be carried out in individual business units. The authors explain how such an organization would work and detail its advantages. Editors of the second title, Dauphinais and Price, head up the Change Integration Practice at Price Waterhouse. They bring here the results of a series of discussions between Price Waterhouse partners and a cross section of executives from throughout the world on issues facing leaders today. The sessions were conducted in cooperation with the World Economic Forum, a 1000-member partnership of business persons, government officials, and academicians based in Geneva, Switzerland, and their summaries were featured at that organization's most recent annual meeting. Here in their own words are the views of the heads of companies and organizations as diverse as Oshkosh B'Gosh, Siemens, United Nations High Command for Refugees, MIT Sloan School of Management, and Chase Manhattan Bank. Thirty-three statements are grouped into six broad categories: globalization, radical change, leadership, corporate culture, innovation and creativity, and customer relationships. --David Rouse
Library Journal Review
The editors, leaders of the Change Integration Practice at Price Waterhouse, developed this book as a cooperative effort between Price Waterhouse consulting and the World Economic Forum. Thirty business leaders from a variety of firms (e.g., British Airways, Harley Davidson, Monsanto, Nestl, and NASA) share their ideas about motivating employees, implementing creativity and innovation, and renewing the corporation. Excerpts from the presentations were given at the World Economic Forum's annual meeting to a group of over 600 world business and government leaders. The individual studiesÄfrom a wide range of manufacturing, service, and quasi-governmental entitiesÄare fascinating and strongly convey the need for improving the processes and functions of businesses. This book should be available in academic and public libraries serving businesses and business students.ÄLittleton M. Maxwell, Business Information Ctr., Univ. of Richmond, VA (c) Copyright 2010. Library Journals LLC, a wholly owned subsidiary of Media Source, Inc. No redistribution permitted.
