Management 03/04

UNIT 1. The War on Terror 1. Address by George W. Bush, President of the United States, Vital Speeches of the Day , October 1, 2001 After the attacks of September 11, 2001, President George W. Bush addressed the American people to outline the steps that would be taken against the people who had committed the terrorist acts. 2. Hearts, Minds, and the War Against Terror, Joshua Muravchik, Commentary , May 2002 The War on Terror will not be won on the battlefield. The greater War on Terror will be to capture the hearts and minds of the people in the Middle East and other parts of the world. UNIT 2. Managers, Performance, and the Environment Part A. Management Classic 3. The Manager's Job: Folklore and Fact, Henry Mintzberg, Harvard Business Review , March/April 1990 This classic essay by Henry Mintzberg replaces the traditional view of management functions to plan, to coordinate, to organize, and to controlwith a look at what managers really do. Part B. Managers and Management 4. Managing From A to Z, Leigh Buchanan, Inc. , January 2002 It seems that every time someone comes out with a new book on management, a new fad begins. Here is an alphabetical listing of some of the more successful attempts at management quick fixes. Part C. Management Skills, Roles, and Performance 5. Why Companies Fail, Ram Charan and Jerry Useem, Fortune , May 27, 2002 Why do companies fail ? The reason is not that the employees did not do their job adequately, or that the market went against the company. The real reason is that the senior managers of the company did not do their jobs. 6. Management Lessons From the Bust, Joseph Weber, Business Week , August 27, 2001 This article outlines six lessons that can be learned from the recent economic downturn, including: good information, good judgment, flexiblility, knowing customer's customers. Planning goes only so far. Part D. The Environment 7. What's Right With the U.S. Economy, William W. Lewis, Vincent Palmade, Baudouin Regout, and Allen P. Webb, The McKinsey Quarterly , Winter 2002 In the 1990s, the U.S. economy grew rapidly. That growth was not because of the dot.com bubble, but because of old-fashioned managerial and technological innovations in six highly competitive industries. 8. Reinventing How We Do Business, Janet Perna, Vital Speeches of the Day , July 15, 2001 Business is bound to be done differently in the future than it has in the past or even in the present. The successful firms will be the ones who are able to reinvent themselves by doing business with twenty-first-century techniques. Case I. Robin Hood; EXERCISE: Managerial Development UNIT 3. Planning Part A. Management Classic 9. A New Look at Managerial Decision Making, Victor H. Vroom, from Readings in Management , SouthWestern, 1986 There are many ways to make decisions. Selecting the most appropriate is the topic of this classic essay by Victor Vroom. Part B. Decision Support Systems 10. Management Accounting Master: Closing the Gap Between Managerial Accounting and External Reporting, Soeren Dressler, Journal of Cost Management , January/February 2002 Managers need effective and accurate information to make decisions. A globally harmonized management accounting master can integrate multiple accounting systems, serving as a blueprint for the organization. Part C. Strategic Analysis 11. Michael Porter: What Is Strategy?, Thinkers , April 2002 Michael Porter is one of the leading thinkers on management, especially strategic management. This article summarizes some of his ideas. 12. New Rules of the Game, Neel Chowdhury, Far Eastern Economic Review , January 24, 2002 Learning to adapt to changing environmental forces is one of the primary ways that organizations continue to survive and prosper. 13. The Americanization of Toyota, Business Week , April 15, 2002 There are few firms more identified with the Japanese automobile industry than Toyota. Yet, Toyota is changing as the Japanese economy remains in a recession and the American market takes on greater meaning. Case II. The Fairfax County Social Welfare Agency; EXERCISE: NASA UNIT 4. Organizing Part A. Management Classic 14. Classifying the Elements of Work, Frank B. Gilbreth and Lillian M. Gilbreth, from Management Classics , Goodyear, 1977 Time and motion studies were among the earliest results of Frederick W. Taylor's work. In this selection, two of the pioneers in these studies discuss the ideas upon which time and motion studies are based. Part B. Elements of Organization 15. Organizing for the New Economy, Ray Suutari, CMA Management , April 2001 Economic and business conditions have changed over the past 30 years and organizations must reorganize to meet those changes or become extinct. Part C. Designing and Changing the Organization 16. Creating a Learning Organization, Neal McChristy, Office Solutions , February 2002 Successful organizations in the future are going to be those that allow their employees to grow and become more productive. 17. Open Book ManagementOptimizing Human Capital, Raj Aggarwal and Betty J. Simkins, Business Horizons , September/October 2001 For employees to truly understand the condition and circumstances of the organization, management has to level with them and tell them what is going on. Case III. Resistance to Change; EXERCISE: Organizing UNIT 5. Directing Part A. Management Classic 18. The Abilene Paradox: The Management of Agreement, Jerry B. Harvey, Organizational Dynamics , Summer 1988 Many people in organizations have found themselves in situations in which, because they did not say what they meant, they became caught in the web of the Abilene paradox. Jerry Harvey presents various aspects of this paradox. Part B. Leadership 19. What Leadership Crisis?, John Nirenberg, Across the Board , September/October 2001 There is no shortage of people who are willing to take on the leadership of organizations. There is, instead, a shortage of people who can create new and effective strategies to help guide and develop organizations so that they and their stakeholders will prosper. Part C. Performance 20. Effective Performance Counseling, Leadership for the Front Lines , February 15, 2002 Evaluating employee performance is always a difficult task for managers. Here are some helpful hints onMaidment, Fred H. is the author of 'Management 03/04', published 2002 under ISBN 9780072548389 and ISBN 007254838X.