Guide to Management Ideas and Gurus (The Economist)

Guide to Management Ideas and Gurus (The Economist)

Tim Hindle

Language: English

Pages: 322

ISBN: 1846681081

Format: PDF / Kindle (mobi) / ePub

Good management is a precious commodity in the corporate world.  Guide to Management Ideas and Gurus is a straight-forward manual on the most innovative management ideas and the management gurus who developed them.

The earlier edition, Guide to Management Ideas, presented the most significant ideas that continue to underpin business management. This new book builds on those ideas and adds detailed biographies of the people who came up with them-the most influential business thinkers of the past and present.  

Topics covered include: Active Inertia, Disruptive Technology, Genchi Genbutsu (Japanese for "Go and See for Yourself"), The Halo Effect, The Long Tail, Skunkworks, Tipping Point, Triple Bottom Line, and more.  

The management gurus covered include: Dale Carnegie, Jim Collins, Stephen Covey, Peter Drucker, Philip Kotler, Michael Porter, Tom Peters, and many others.













Anita Roddick and The Body Shop, Ebury Press, London, 1991 46 Management Ideas.indb 46 19/5/08 16:06:06 COST-BENEFIT ANALYSIS Cost-benefit analysis C ost-benefit analysis is a weighing-scale approach to making business decisions: all the pluses (the benefits) are put on one side of the balance and all the minuses (the costs) are put on the other. Whichever weighs the heavier wins. A company considering whether to buy new computer systems, for example, might put on the cost side things

set up the Boston Consulting Group, which rapidly established a reputation as the prime strategic consultancy. On his death in 1992, the Financial Times said: “Few people have had as much impact on international business in the second half of the 20th century.” Henderson and the firm he created were pioneers in thinking about corporate strategy and competition. bcg was responsible for other enduring ideas besides the growth share matrix. These included the experience curve (the idea that unit

changed in other ways too (their working hours, rest breaks and so on), and in all cases their productivity improved when a change was made. Indeed, their productivity even improved when the lights were dimmed again. By the time everything had been returned to the way it was before the changes had begun, productivity at the factory was at its highest level. Absenteeism had plummeted. The experimenters concluded that it was not the changes in physical conditions that were affecting the workers’

accounting-type roles) to overseas territories – is what gave outsourcing (see page 143) a bad name. It is important, however, to note a crucial distinction between the two: Outsourcing need not necessarily result in job losses in a particular territory or country. A job can simply be handed over to another organisation of the same nationality and geographical location where (the company handing it over hopes) it can be carried out more efficiently. Sometimes that other organisation may be in

Research: an Introduction, 8th edn, Prentice Hall, 2007 Journal of the Operational Research Society 142 Management Ideas.indb 142 19/5/08 16:06:14 OUTSOURCING Outsourcing O utsourcing is a term used to describe almost any corporate activity that is managed by an outside vendor, from the running of the company’s cafeteria to the provision of courier services. It is most commonly used, however, to apply to the transfer of the management of an organisation’s computer facilities to an outside

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