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Books : Business & Investing : By Publisher : Harvard Business School Press : International
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Although much as been written about how to make better decisions, a decision by itself changes nothing. The big problem facing managers and their organizations today is one of implementation - how to get things done in a timely and effective way. Problems of implementation are really issues of how to influence behavior, change the course of events, overcome resistance, and get people to do things they would not otherwise do. In a word, power. "Managing with Power" provides an in-depth look at the role of power and influence in organizations. Pfeffer shows convincingly that its effective use is an essential component of strong leadership. With vivid examples, he makes a compelling case for the necessity of power in mobilizing the political support and resources to get things done in any organization. He provides an intriguing look at the personal attributes - such as flexibility, stamina, and a high tolerance for conflict - and the structural factors - such as control of resources, access to information, and formal authority - that can help managers advance organizational goals and achieve individual success.
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More than 250,000 public sector managers in the United States take on new positions each year and many more aspire to leadership. Each will confront special challenges - from higher public profiles to a greater number of stakeholders to volatile political environments - that will make their transitions even more challenging than in the business world. Now Michael H. Watkins, author of the best-selling book "The First 90 Days", applies his proven leadership transition framework to the public sector.Watkins and co-author Peter H. Daly address the crucial differences between the private and public sectors that go to the heart of how success and failure are defined, measured, and rewarded or penalized. This concise, practical book provides a roadmap to help new government leaders at all levels accelerate their transitions by overcoming nine transition challenges, ranging from clarifying expectations to defining goals to building a team to managing personal stress. The authors also offer detailed strategies for avoiding major "transition traps. "Zeroing in on the challenges facing new government leaders, "Getting Up to Speed in Government" is an indispensable guide for anyone seeking to lead and succeed in the public sector.
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Business and political leaders often talk about what their respective countries must do to compete in the world economy. But what does it really mean for a country to compete, and how do they do this successfully? As the world has globalized, countries develop strategies to compete for the markets, technologies, and skills that will raise their standards of living. These government strategies can make - or break - a nation's efforts to drive and sustain growth. In "How Countries Compete: Strategy, Structure and Government in the Global Economy", Richard Vietor shows how governments set direction and create the climate for a nation's economic development and profitable private enterprise. Drawing on history, economic analysis, and interviews with executives and officials around the globe, Vietor provides rich and insightful examinations of different government approaches to growth and development - leading to both success and failure. Individual chapters focus on the unique social, economic, cultural, and historical forces that shape governments' approach to economic growth. The countries discussed include: China, India, Japan, Singapore, the United States Mexico, Russia, Saudi Arabia, and South Africa. Vietor challenges the widespread notion that, in market-driven economies such as the United States, a strong government can only hinder business success. A provocative account and a rich
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"A guide for anyone who wants to engage the Chinese in cooperative endeavor." - "Foreign Affairs." Ming-Jer Chen takes readers "Inside Chinese Business" to reveal the social and cultural values that underpin Chinese business practices and influence day-to-day corporate decisions. Drawing from his intimate knowledge of Chinese culture and history and from his extensive managerial work and international experience, Chen provides an unrivaled insider's perspective on how to work, compete, and cooperate successfully with Chinese companies around the globe. Ming-Jer Chen is the Bigelow Research Professor of Business Administration at the Darden School of the University of Virginia. He is also Senior Fellow at the Chinese University of Hong Kong, and Visiting Professor of Management at the Imperial College of Science, Technology, and Medicine, England. Dr. Chen was formerly Founder/Director of the Wharton School's Global Chinese Business Initiative.
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Knowledge has always resided in organizations - but it wasn't until the Information Age put a premium on ideas that intellectual capital was recognized as a critical resource. Now, forces like technology, globalization, and the rise of free agency and virtual workplaces are bringing another form of 'hidden' capital to the forefront. "In Good Company" is the first book to examine the role that social capital - a company's 'stock' of human connections such as trust, personal networks, and a sense of community - plays in thriving organizations. Written by leading knowledge management experts Don Cohen and Laurence Prusak, this groundbreaking book argues that social capital is so integral to business life that without it, cooperative action - and consequently productive work - isn't possible. The authors help today's leaders understand the nature and value of social capital, suggest ways they can encourage and enhance it, and explore how they can protect this vital but increasingly vulnerable resource in a volatile, virtual world. Drawing on major social and economic theories, and the experiences of organizations including the World Bank, Aventis Pharma, Alcoa, Russell Reynolds, and UPS, "In Good Company" identifies the social elements that contribute to knowledge sharing, innovation, and high productivity. The authors convincingly show how almost every managerial decision-from hiring, firi
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At a time when public discussion of trade policy is often clouded by rhetoric and misinformation, this book offers an accurate and balanced chronicle of the complexities of trade politics, featuring a detailed case study of the Omnibus Trade Act of 1988. This trade law was a milestone in U.S. trade policy, setting the stage for both NAFTA and the Uruguay Round of GATT. In "Trade-Offs", Schwab offers a dramatic insider's account of the events, individuals, and policy decisions leading to enactment of this law, with key insights into how U.S. trade policy is made.
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Offshoring and outsourcing have generated substantial savings and often controversial news coverage for many companies. But these technologies aren't even close to being the real story. Two of business' leading strategy thinkers argue that the only sustainable advantage will come not from using technology to cut costs - but to get better faster than rivals. The authors identity two key forces - dynamic specialisation and productive friction that will dramatically reshape the competitive landscape and show what firms must do to understand, build and exploit these forces before their competitors do.
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This is the 50th title in the "HBR" paperback series. It highlights what every company must know to successfully enter and compete in the world's fastest-growing economy. The potential opportunity in China is huge: it is home to a quarter of the world's population, domestic consumer spending in China is growing by up to 10 per cent a year, and relaxed regulatory restraints have opened China up to unprecedented levels of foreign investment. This book will help multinational corporations and the managers who work in them understand the implications of China's current stage of development and develop strategies for effectively competing in this environment.
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Leading financial scholars present essays examining the performance of the basic financial functions underlying global financial systems: payments, lending and investing, pooling funds, allocating risk, providing information, and dealing with incentive issues - with particular emphasis on how their performance is changing and implications for the future.
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The authors address the issue of competitiveness in the developing world. Using the Colombian cut-flower industry as a backdrop (and drawing from a variety of industries in Bolivia, Venezuela, and Peru), they identify seven core elements of the failed model of competitiveness in which much of the developing world appears to be trapped. These patterns include an over-reliance on basic production factors and natural resources, inadequate supplier and distributor relationships, and insufficient tools for performing customer and competitor analysis. In a challenge to conventional economic development theory and practice, Fairbanks and Lindsay propose an "action framework, " emphasizing strategic and microeconomic approaches to growth, based on a partnership between the public and private sectors. The authors argue that only by identifying common goals, committing to a long-term perspective, investing in human resources, and assigning new leadership roles for businesspeople and policymakers alike, can developing countries break out of the vicious cycle of underperformance.
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Essays discuss technology, manufacturing, marketing, finance, capital, government policies, coalitions, competition, and leadership in the global marketplace, and look at specific cases.
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In the highly competitive global arena, companies that do not forge strategic international partnerships will be left behind. Today, the old joint venture has given way to a new, more entrepreneurial globalization process. Drawing from the examples of successful alliances like Ford/Mazda, Toshiba/Motorola, and Whirlpool/Philips, the authors offer a road map for managing these entrepreneurial relationships and argue that the greatest challenge for top executives lies not in initiating such partnerships, but in continuously developing organizational process innovations to manage a global network of dynamic alliances.
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The Hundred-Year History of the Timken Company is one of the great success stories of U.S. manufacturing. Born in 1899 in a St. Louis, Missouri, carriage factory where Henry Timken developed and patented the Timken tapered roller bearing, the company moved to Canton, Ohio in 1901. From that home base it has expanded to become a global organization and a leader in two key industries: bearings and steel. In Timken: From Missouri to Mars - A Century of Leadership in Manufacturing, historian Bettye Pruitt traces the evolution of this exceptional organization and the role its bearings and specialty alloy steels have played in the advancement of essential technology from steel mills and machine tools to computer disk drives and spacecraft.
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Written by an experienced Japanese manager and an American scholar of organizational behavior, this book presents a series of apparent contradictions in Japanese business conduct. The authors show why behavior that appears inconsistent to the Westerner is perfectly congruous to the Japanese way of framing the context of the situation or using a particular model to guide behavior. The book is organized around six puzzles about Japanese business behavior that perplex outsiders. The authors unravel each puzzle in a systematic way to demonstrate why, from the Japanese perspective, the behavior is in fact appropriate and consistent. For each puzzle, the authors generate a set of specific insights that can be used in everyday business practice.
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At the core of Germany's competitive success are the Mittelstand, medium-sized companies that, collectively, account for half of Germany's GNP and almost all the new jobs created in Germany in the last decade. This book examines 39 of the highly successful firms in the manufacturing sector and identifies simplicity as the source of their superior performance--simplicity in their business objectives and in the structure and procedures they use to achieve these objectives. Specifically, the authors reveal that the most successful Mittelstand make a narrow range of products, use up to 50 percent fewer parts in their products, treat suppliers and customers as partners, deliver products twice as fast, and have decentralized decision making.
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Executives worldwide have studied and emulated U.S. entrepreneurs from Bill Gates to Michael Dell. Yet, we know next to nothing about the pioneers who are reshaping the world's second largest economy: China. In the face of murky ownership structures, inconsistent access to capital, shifting industrial policy, and other obstacles, an elite few Chinese firms have thrived during the turbulence of the last decade. In Made in China, Donald N. Sull profiles eight of these formidable ventures to reveal the secrets behind their surprising success. Based on extensive research, including in-depth interviews and access to corporate archives, Made in China explores these entrepreneurs' winning strategies, from how they anticipate and maneuver through emerging threats and opportunities ("active waiting") to how they manage risks and how they consistently out-execute rivals. Taken together, these principles represent a comprehensive model for managing in unpredictable environments worldwide. An insider's look at the playbook of some of the world's savviest and most resilient entrepreneurs, Made in China is essential reading for companies operating in China or in any volatile industry or market. Sull is an associate professor of management practice at London Business School. Previously an assistant professor of business administration at Harvard Business School, Sull was also a consultant at McKin
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