02840oam 2200673I 450 991081215820332120240131144210.01-136-19461-40-203-08489-61-283-86117-81-136-19462-210.4324/9780203084892 (CKB)2670000000299235(EBL)1092673(OCoLC)823386952(SSID)ssj0000832340(PQKBManifestationID)12383716(PQKBTitleCode)TC0000832340(PQKBWorkID)10899283(PQKB)11611523(MiAaPQ)EBC1092673(Au-PeEL)EBL1092673(CaPaEBR)ebr10632500(CaONFJC)MIL417367(OCoLC)823717702(FINmELB)ELB134746(EXLCZ)99267000000029923520180706d2013 uy 0engur|n|---|||||txtccrManagement frameworks aligning strategic thinking and execution /Jacques Kemp, Andreas Schotter and Morgen WitzelLondon ;New York :Routledge,2013.1 online resource (215 p.)Description based upon print version of record.0-415-78164-7 0-415-78165-5 Includes bibliographical references and index.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.<P>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.</P><P>ThisStrategic planningManagementOrganizational changeStrategic planning.Management.Organizational change.658.4/012Kemp Jacques.1619299Schotter Andreas1619300Witzel Morgen594357MiAaPQMiAaPQMiAaPQBOOK9910812158203321Management frameworks3951475UNINA