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The exceptional manager : making the difference / / Rick Delbridge, Lynda Gratton, and Gerry Johnson
| The exceptional manager : making the difference / / Rick Delbridge, Lynda Gratton, and Gerry Johnson |
| Autore | Delbridge Rick |
| Pubbl/distr/stampa | Oxford ; ; New York : , : Oxford University Press, , 2006 |
| Descrizione fisica | 1 online resource (xx, 264 pages) : illustrations |
| Disciplina | 658.4 |
| Soggetto topico |
Management by exception
Executive ability Strategic planning |
| Soggetto genere / forma | Electronic books. |
| ISBN |
1-280-75630-6
0-19-155891-5 1-4237-5735-1 |
| Formato | Materiale a stampa  |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Record Nr. | UNINA-9910452133703321 |
Delbridge Rick
|
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| Oxford ; ; New York : , : Oxford University Press, , 2006 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
The exceptional manager : making the difference / / Rick Delbridge, Lynda Gratton, and Gerry Johnson
| The exceptional manager : making the difference / / Rick Delbridge, Lynda Gratton, and Gerry Johnson |
| Autore | Delbridge Rick |
| Pubbl/distr/stampa | Oxford ; ; New York : , : Oxford University Press, , 2006 |
| Descrizione fisica | 1 online resource (xx, 264 pages) : illustrations |
| Disciplina | 658.4 |
| Soggetto topico |
Management by exception
Executive ability Strategic planning |
| ISBN |
1-383-04388-4
1-280-75630-6 0-19-155891-5 1-4237-5735-1 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto | Making a difference -- Building on the national context -- Transforming strategy -- Managing employment relations -- Innovating beyond the steady state -- Measuring performance in innovative firms -- Adopting promising practices -- Learning in organizations -- Making intelligent decisions -- Cooperating across boundaries -- Overcoming busyness -- Taking the first steps. |
| Record Nr. | UNINA-9910777535903321 |
|
Delbridge Rick
|
||
| Oxford ; ; New York : , : Oxford University Press, , 2006 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
The exceptional manager : making the difference / / Rick Delbridge, Lynda Gratton, and Gerry Johnson
| The exceptional manager : making the difference / / Rick Delbridge, Lynda Gratton, and Gerry Johnson |
| Autore | Delbridge Rick |
| Pubbl/distr/stampa | Oxford ; ; New York : , : Oxford University Press, , 2006 |
| Descrizione fisica | 1 online resource (xx, 264 pages) : illustrations |
| Disciplina | 658.4 |
| Soggetto topico |
Management by exception
Executive ability Strategic planning |
| ISBN |
1-383-04388-4
1-280-75630-6 0-19-155891-5 1-4237-5735-1 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto | Making a difference -- Building on the national context -- Transforming strategy -- Managing employment relations -- Innovating beyond the steady state -- Measuring performance in innovative firms -- Adopting promising practices -- Learning in organizations -- Making intelligent decisions -- Cooperating across boundaries -- Overcoming busyness -- Taking the first steps. |
| Record Nr. | UNINA-9910824852003321 |
|
Delbridge Rick
|
||
| Oxford ; ; New York : , : Oxford University Press, , 2006 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
Fundamentals of strategy / / Gerry Johnson... [et al]
| Fundamentals of strategy / / Gerry Johnson... [et al] |
| Edizione | [3rd ed.] |
| Pubbl/distr/stampa | Harlow, : Pearson Education Limited, 2015 |
| Descrizione fisica | xvii, 256p. ; : ill. (col.) |
| Disciplina | 658.4/012 |
| Altri autori (Persone) | JohnsonGerry |
| Soggetto topico |
Business planning
Strategic planning |
| ISBN | 1-292-01725-2 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
Cover -- CONTENTS -- ABOUT FUNDAMENTALS OF STRATEGY -- GETTING THE MOST FROM FUNDAMENTALS OF STRATEGY -- GUIDED TOUR -- 1 INTRODUCING STRATEGY -- Learning outcomes -- Key terms -- 1.1 INTRODUCTION -- 1.2 WHAT IS STRATEGY? -- 1.2.1 Defining strategy -- 1.2.2 Levels of strategy -- 1.2.3 Strategy statements -- 1.3 THE EXPLORING STRATEGY MODEL -- 1.3.1 Strategic position -- 1.3.2 Strategic choices -- 1.3.3 Strategy in action -- 1.4 STRATEGY DEVELOPMENT PROCESSES -- SUMMARY -- VIDEO ASSIGNMENTS -- RECOMMENDED KEY READINGS -- REFERENCES -- CASE EXAMPLE: Glastonbury: from hippy weekend to international festival -- 2 THE ENVIRONMENT -- Learning outcomes -- Key terms -- 2.1 INTRODUCTION -- 2.2 THE MACRO-ENVIRONMENT -- 2.2.1 The PESTEL framework -- 2.2.2 Building scenarios -- 2.3 INDUSTRIES AND SECTORS -- 2.3.1 Competitive forces - the Five Forces Framework -- 2.3.2 Complementors and industry life cycles -- 2.4 COMPETITORS AND MARKETS -- 2.4.1 Strategic groups -- 2.4.2 Market segments -- 2.4.3 Competitor analysis and 'Blue Oceans' -- 2.5 OPPORTUNITIES AND THREATS -- SUMMARY -- VIDEO ASSIGNMENTS -- RECOMMENDED KEY READINGS -- REFERENCES -- CASE EXAMPLE: Global forces and the advertising industry -- 3 STRATEGIC CAPABILLITIES -- Learning outcomes -- Key terms -- 3.1 INTRODUCTION -- 3.2 FOUNDATIONS OF STRATEGIC CAPABILITY -- 3.2.1 Resources and competences -- 3.2.2 Dynamic capabilities -- 3.2.3 Threshold and distinctive capabilities -- 3.3 'VRIO' STRATEGIC CAPABILITIES AS A BASIS OF COMPETITIVE ADVANTAGE -- 3.3.1 V - value of strategic capabilities -- 3.3.2 R - rarity -- 3.3.3 I - inimitability -- 3.3.4 O - organisational support -- 3.4 DIAGNOSING STRATEGIC CAPABILITIES -- 3.4.1 The value chain and value system -- 3.4.2 Activity systems -- 3.4.3 SWOT -- SUMMARY -- VIDEO ASSIGNMENTS -- RECOMMENDED KEY READINGS -- REFERENCES.
CASE EXAMPLE: Rocket Internet - will the copycat be imitated? -- 4 STRATEGIC PURPOSE -- Learning outcomes -- Key terms -- 4.1 INTRODUCTION -- 4.2 MISSION, VISION, VALUES AND OBJECTIVES -- 4.3 OWNERS AND MANAGERS -- 4.3.1 Ownership models -- 4.3.2 Corporate governance -- 4.3.3 Different governance models -- 4.4 STAKEHOLDER EXPECTATIONS -- 4.4.1 Stakeholder groups -- 4.4.2 Stakeholder mapping -- 4.5 CORPORATE SOCIAL RESPONSIBILITY -- 4.6 CULTURAL INFLUENCES -- 4.6.1 Geographically based cultures -- 4.6.2 Organisational culture -- 4.6.3 Organisational subcultures -- 4.6.4 Culture's influence on strategy -- 4.6.5 Analysing culture: the cultural web -- SUMMARY -- VIDEO ASSIGNMENTS -- RECOMMENDED KEY READINGS -- REFERENCES -- CASE EXAMPLE: Bonuses and 'gaming' at Barclays Bank -- 5 BUSINESS STRATEGY -- Learning outcomes -- Key terms -- 5.1 INTRODUCTION -- 5.2 GENERIC COMPETITIVE STRATEGIES -- 5.2.1 Cost leadership -- 5.2.2 Differentiation strategies -- 5.2.3 Focus strategies -- 5.2.4 'Stuck in the middle'? -- 5.2.5 The Strategy Clock -- 5.3 INTERACTIVE STRATEGIES -- 5.3.1 Interactive price and quality strategies -- 5.3.2 Cooperative strategy -- SUMMARY -- VIDEO ASSIGNMENTS -- RECOMMENDED KEY READINGS -- REFERENCES -- CASE EXAMPLE: The IKEA approach -- 6 CORPORATE STRATEGY AND DIVERSIFICATION -- Learning objectives -- Key terms -- 6.1 INTRODUCTION -- 6.2 STRATEGY DIRECTIONS -- 6.2.1 Market penetration -- 6.2.2 Product development -- 6.2.3 Market development -- 6.2.4 Conglomerate diversification -- 6.3 DIVERSIFICATION DRIVERS -- 6.4 VERTICAL INTEGRATION -- 6.4.1 Forward and backward integration -- 6.4.2 To integrate or to outsource? -- 6.5 VALUE CREATION AND THE CORPORATE PARENT -- 6.5.1 Value-adding and value-destroying activities of corporate parents -- 6.5.2 The portfolio manager -- 6.5.3 The synergy manager -- 6.5.4 The parental developer. 6.6 THE BCG (OR GROWTH/SHARE) MATRIX -- SUMMARY -- VIDEO ASSIGNMENTS -- RECOMMENDED KEY READINGS -- REFERENCES -- CASE EXAMPLE: Strategic development at Virgin 2013 -- 7 INTERNATIONAL STRATEGY -- Learning outcomes -- Key terms -- 7.1 INTRODUCTION -- 7.2 INTERNATIONALISATION DRIVERS -- 7.3 GEOGRAPHIC SOURCES OF ADVANTAGE -- 7.3.1 Locational advantage: Porter's Diamond -- 7.3.2 The international value system -- 7.4 INTERNATIONAL STRATEGIES -- 7.5 MARKET SELECTION AND ENTRY -- 7.5.1 Market characteristics -- 7.5.2 Competitive characteristics -- 7.5.3 Entry modes -- SUMMARY -- VIDEO ASSIGNMENTS -- RECOMMENDED KEY READINGS -- REFERENCES -- CASE EXAMPLE: China comes to Hollywood: Wanda's acquisition of AMC -- 8 INNOVATION AND ENTREPRENEURSHIP -- Learning outcomes -- Key terms -- 8.1 INTRODUCTION -- 8.2 INNOVATION SOURCES -- 8.2.1 Technology push or market pull -- 8.2.2 Product or process innovation -- 8.2.3 Open or closed innovation -- 8.2.4 Technological or business-model innovation -- 8.3 INNOVATION DIFFUSION -- 8.3.1 The pace of diffusion -- 8.3.2 The diffusion S-curve -- 8.4 INNOVATORS AND FOLLOWERS -- 8.4.1 First-mover advantages and disadvantages -- 8.4.2 First or second? -- 8.4.3 The incumbent's response -- 8.5 ENTREPRENEURIAL STRATEGY -- 8.5.1 Stages of entrepreneurial growth -- 8.5.2 Entrepreneurial strategies -- SUMMARY -- VIDEO ASSIGNMENTS -- RECOMMENDED KEY READINGS -- REFERENCES -- CASE EXAMPLE: Rovio Entertainment: Disney of the smart phone age? -- 9 MERGERS, ACQUISITIONS AND ALLIANCES -- Learning outcomes -- Key terms -- 9.1 INTRODUCTION -- 9.2 ORGANIC DEVELOPMENT -- 9.3 MERGERS AND ACQUISITIONS -- 9.3.1 Types of mergers and acquisitions -- 9.3.2 Motives for mergers and acquisitions -- 9.3.3 M&A processes -- 9.4 STRATEGIC ALLIANCES -- 9.4.1 Types of strategic alliance -- 9.4.2 Motives for alliances -- 9.4.3 Strategic alliance processes. SUMMARY -- VIDEO ASSIGNMENTS -- RECOMMENDED KEY READINGS -- REFERENCES -- CASE EXAMPLE: 'Final Fantasy '? Acquisitions and alliances in electronic games -- 10 STRATEGY IN ACTION -- Learning outcomes -- Key terms -- 10.1 INTRODUCTION -- 10.2 STRUCTURAL TYPES -- 10.2.1 The functional structure -- 10.2.2 The divisional structure -- 10.2.3 The matrix structure -- 10.3 SYSTEMS -- 10.3.1 Planning systems -- 10.3.2 Cultural systems -- 10.3.3 Performance targeting systems -- 10.4 ORGANISATIONAL CONFIGURATION: THE MCKINSEY 7-S FRAMEWORK -- 10.5 LEADING STRATEGIC CHANGE -- 10.5.1 Strategic leadership roles -- 10.5.2 Leadership styles -- 10.5.3 Types of strategic change -- 10.5.4 Identifying levers for change: forcefield analysis -- SUMMARY -- VIDEO ASSIGNMENTS -- RECOMMENDED KEY READINGS -- REFERENCES -- CASE EXAMPLE: Sergio Marchionne: leading change in Fiat and Chrysler -- APPENDIX: EVALUATING STRATEGIES -- INTRODUCTION -- ORGANISATIONAL PERFORMANCE -- EVALUATION CRITERIA: Suitability, Acceptability, Feasibility -- GLOSSARY -- INDEX OF NAMES -- GENERAL INDEX -- PUBLISHER'S ACKNOWLEDGEMENTS. |
| Record Nr. | UNINA-9910151570103321 |
| Harlow, : Pearson Education Limited, 2015 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||