The fifth edition of the original, best-selling guide to the ideas of leading management thinkers. The ten additional full-length entries range from classic gurus such as Henry Gantt and the Gilbreth time-and-motion pioneers to the latest thinkers influencing 21st-century business, including Clayton Christensen, master of innovation theory, and Karen Stephenson with her ground-breaking insights into human networks. The lives and work of more than 55 gurus are covered in clear and accessible style, along with penetrating analysis of their ideas and influence on management. Guide to the Management Gurus has sold around the world since its first publication in 1991, and has been translated into more than 15 languages, including Russian, Chinese, Korean and Japanese.

This is a core text for anyone training to be (or working as) an internal or external quality assurer in the further education and skills sector. It has all the information you need to work towards the quality assurance units for qualifications such as: The Certificate and Diploma in Education and Training, or the quality assurance units of the Learning and Development (TAQA) qualification. The book takes you through all the information you need to know, opening up the topic for learning in an easily accessible way. Interactive activities are included throughout, and real examples of quality assurance in practice are included. The book also includes examples of completed internal and external quality assurance documents. It is a comprehensive text, covering: · principles of internal and external quality assurance · planning quality assurance activities · carrying out quality assurance activities · risk management · making decisions and providing feedback · record keeping · evaluating practice · the role and use of technology · planning, allocating and monitoring the work of others This is your guide to understanding how to use internal quality assurance activities effectively with assessors, and external quality assurance activities with centre staff.

A course book on assessment and internal quality assurance for all TAQA trainees.

What creates corporate reputations and how should organizations respond? Corporate reputation is a growing research field in disciplines as diverse as communication, management, marketing, industrial and organizational psychology, and sociology. As a formal area of academic study, it is relatively young with roots in the 1980s and the emergence of specialized reputation rankings for industries, products/services, and performance dimensions and for regions. Such rankings resulted in competition between organizations and the alignment of organizational activities to qualify and improve standings in the rankings. In addition, today’s changing stakeholder expectations, the growth of advocacy, demand for more disclosures and greater transparency, and globalized, mediatized environments create new challenges, pitfalls, and opportunities for organizations. Successfully engaging, dealing with, and working through reputational challenges requires an understanding of options and tools for organizational decision-making and stakeholder engagement. For the first time, the vast and important field of corporate reputation is explored in the format of an encyclopedic reference. The SAGE Encyclopedia of Corporate Reputation comprehensively overviews concepts and techniques for identifying, building, measuring, monitoring, evaluating, maintaining, valuing, living up to and/or changing corporate reputations. Key features include: 300 signed entries are organized in A-to-Z fashion in 2 volumes available in a choice of electronic or print formats Entries conclude with Cross-References and Further Readings to guide students to in-depth resources. Although organized A-to-Z, a thematic “Reader’s Guide” in the front matter groups related entries by broad areas A Chronology provides historical perspective on the development of corporate reputation as a discrete field of study. A Resource Guide in the back matter lists classic books, key journals, associations, websites, and selected degree programs of relevance to corporate reputation. A General Bibliography will be accompanied by visual maps noting the relationships between the various disciplines touching upon corporate reputation studies. The work concludes with a comprehensive Index, which—in the electronic version—combines with the Reader’s Guide and Cross-References to provide thorough search-and-browse capabilities

Companies rarely track their performance against long-term plans, and results often fail to meet projections. When companies do track performance, it seldom matches the prior year’s projection, and a great deal of value is lost in translation. This new title in The Economist series shows how businesses can overcome such failings and implement strategy effectively, using facts and anecdotal evidence from the real experiences of firms.

The most accessible guide to the essential ideas of “the inventor of modern management”. In late 2003, ninety-four-year-old Peter Drucker invited Jeffrey Krames to his home for an unprecedented day-long interview. He spoke candidly about his seminal management principles, his enormous body of work (thirty-eight books over six decades), and the leaders he had advised over the years (including Jack Welch). Krames used the insights he gained that day to create Inside Drucker’s Brain--a compact guide to the great man’s wisdom. Krames had no intention of writing a biography, but rather a book that would showcase Drucker’s most important ideas and strategies, and explain why they are just as useful today as they were decades ago. Drucker’s biggest contribution was a mind-set, not a methodology. He focused on prodding managers to ask the right questions, to look beyond what they thought they knew, and to focus on tomorrow rather than yesterday. If anything, this mind-set is more valuable in the digital age than it was in the industrial age. This user-friendly book will help readers grasp all of Drucker’s key ideas on leadership, strategy, innovation, personal effectiveness, career development, and many other topics.

A biography of a Tudor maverick and poetic genius whose life - full of swashbuckling derring-do and courageous defiance - sheds new light on the reign and personality of Henry VIII.

Following World War II the American government and philanthropic foundations fundamentally remade American universities into sites for producing knowledge about the world as a collection of distinct nation-states. As neoliberal reforms took hold in the 1980s, visions of the world made popular within area studies and international studies found themselves challenged by ideas and educational policies that originated in business schools and international financial institutions. Academics within these institutions reimagined the world instead as a single global market and higher education as a commodity to be bought and sold. By the 1990s, American universities embraced this language of globalization, and globalization eventually became the organizing logic of higher education. In Making the World Global Isaac A. Kamola examines how the relationships among universities, the American state, philanthropic organizations, and international financial institutions created the conditions that made it possible to imagine the world as global. Examining the Center for International Studies, Harvard Business School, the World Bank, the Social Science Research Council, and NYU, Kamola demonstrates that how we imagine the world is always symptomatic of the material relations within which knowledge is produced.

Benefits realization management (BRM) is a key part of governance, because it supports the strategic creation of value and provides the correct level of prioritization and executive support to the correct initiatives. Because of its relevance to the governance process, BRM has a strong influence over project success and is a link between strategic planning and strategy execution. This book guides portfolio, program, and project managers through the process of benefits realization management so they can maximize business value. It discusses why and how programs and projects are expected to enable value creation, and it explains the role of BRM in value creation. The book provides a flexible framework for: Translating business strategy drivers into expected benefits and explains the subsequent composition of a program and project portfolio that can realize expected benefits Planning the benefits realization expected from programs and projects and then making it happen Keeping programs and projects on track Reviewing and evaluating the benefits achieved or expected against the original baselines and the current expectations. To help project, program, and portfolio managers on their BRM journey, as well as to support business managers in executing business strategies, the book identifies key organizational responsibilities and roles involved in BRM practices, and it provides a simple reference that can be mapped against any organizational structure. A detailed and comprehensive case study illustrates each phase of the BRM framework as it links business strategy to project work, benefits, and business value. Each chapter ends with a series questions that provide a BRM self-assessment. The book concludes with a set of templates and detailed instructions to ensure successful deployment of BRM.