A Reading List on LEADERSHIP‚ MANAGING HUMAN RESOURCES and ORGANIZATIONAL BEHAVIOR Selected by Jim Clawson‚ Darden GSB UVA for more information see my web site: http://faculty.darden.edu/clawsonj/index.htm February 21‚ 2009 ** = books on my Top Five non‐fiction list GENERAL PERSPECTIVES Level Three Leadership 4 th ed‚ James Clawson‚Prentice ‐Hall‚ Upper Saddle River‚ NJ‚ 2005. Primal Leadership‚ Daniel Goleman‚ Boyatzis‚ R.‚ and McKee‚ A.‚ Harvard Business
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California: Motor Trend. Mahajan‚ V.‚ Sharma‚ S.‚ & Bettis‚ R. A. (1988 Vol.34(10)). The Adoption of the M-Form Organizational Structure: A Test of Limitation Hypothesis. 1188-1200. Porter‚ M. E. (1996/11). What is Strategy. Harvard Business Review. Prahalad‚ C.‚ & Hamel‚ G. (2006). The Core Competence of the Corporation. Berlin: Springer. Rechtin‚ M. (2014‚ May 25). Automotive News. Retrieved June 10‚ 2015‚ from Automotive News website: http://www.autonews.com/article/20140525/OEM11/305269965/what-toyota-learned-from-its-recall-crisis
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75 Books that Made Management Managerial Pre-History The Art of War (500 BC) Sun Tzu The Prince (1500) Nicolo Machiavelli The Wealth of Nations (1776) Adam Smith On War (1831) Karl von Clausewitz On Machinery & Manufactures (1832) Charles Babbage 1900 - 1929 The Principles of Scientific Management (1911) Frederick W. Taylor Motion Study (1911) Frank Gilbreth General and Industrial Management (1916) Henri Fayol My Life and Work (1923) Henry Ford The Thirties Onward Industry (1931) James
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PGBM16 Global Corporate Strategy Key Strategic Issues Relating to the Global Airline Industry Used Air France-KLM as a study case Name: TANG QING Student ID: 129098339 Tutor’s Name: Ian Evans Abstract This report uses Air France-KLM as a case to answer three research questions associated with global corporate strategies: 1) how core competences and dynamic capabilities used by the Group to achieve and maintain competitive advantage in the worldwide airline
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Historical development of strategic management Birth of strategic management Strategic management as a discipline originated in the 1950s and 60s. Although there were numerous early contributors to the literature‚ the most influential pioneers were Alfred Chandler‚ Philip Selznick‚ Igor Ansoff‚ and Peter Drucker. Alfred Chandler recognized the importance of coordinating the various aspects of management under one all-encompassing strategy. Prior to this time the various functions of management
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market (Burgelman & Grove‚ 1996). Their core competencies were traditionally fabrication‚ but through development of their capabilities in customisation of molds‚ they took strategic steps to forward vertically integrate into parts manufacture (Prahalad & Hamel‚ 1990). Through the 1980s‚ this strategy allowed them to grow‚ but by 1990‚ their core fabrication market started shrinking (Appendix A – Fig. 2). Their customers moved towards stronger strategic supplier relationships‚ rather than backwards
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STRATEGIC MANAGEMENT The Resource – Based View of the Firm and Innovation: Identification of Critical Linkages (Summary Report) TIFFINY CHRISTINA RUEL BB12160888 SUMMARY REPORT This article is about the resources based view (RBV) of the firm an innovation of critical linkages by Konstantinos C. Kostopoulos‚ Yiannis E. Spanos‚ and Gregory P. Prastacos. This paper is analyses the interrelationship between RBV and organizational innovation. They researchers mentioned that the importance of this
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References: • Bowen‚ Clark‚ Holloway‚ Wheelright‚ Perpetual Enterprise Machine‚ Oxford Press‚ 1994. • Prahalad‚ C.K. and Gary Hamel‚ "The Core Competence of the Corporation‚" Harvard Business Review‚ v68‚ n3 (May-June‚ 1990):79 (13 pages). • Stalk‚ G.‚ Evans‚ P.‚ and L. Schulman‚ "Competing on Capabilities: the New Rules of Corporate Strategy‚" v70‚ n2 (March-April
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Companies should strive to develop unique resources in order to gain a lasting competitive advantage. Competitive advantage‚ whatever is source‚ can ultimately be attributed to the ownership of valuable resources that enable the company to perform activities efficiently at comparatively lower costs than its competitors. Superior performance will therefore be based on developing a competitively distinct set of resources and deploying them in a well-conceived strategy. Companies should abandon the
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Analyse Daft’s current (2007) business position drawing on any models or theories that you consider appropriate Hamal and Prahalad began a debate which centres on a practise known as ‘strategic intent’. They argue that in order to achieve success an organisation must employ strategic intent. “Companies that have risen to global leadership over the past 20 years invariably began with ambitions that were out of all proportion to their resources and capabilities. But they created an obsession with
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