Overview

Today’s business organizations, especially large ones, are complex places; difficult to manage and to control. Much of this complexity is self-induced and too much of the management of these organizations is done on an ad hoc basis. Different reporting, control and management systems are used in different parts of the company and often these are incompatible, making it difficult, sometimes impossible for top management to know what is going on. Consequently it is an arduous task for managers to make strategic plans for the business or react quickly to changes in the environment. This book shows how much of this complexity can be smoothed away through the introduction of overarching management frameworks that are complete, consistent and comprehensive; bringing all the various parts of the organization together as a single system. It provides a whole-firm view of management and suggests that reputational and ethical issues are equally important to marketing, operations and finance and need to be considered within the framework. Management Frameworks is a practical and insightful book; offering students the tools and knowledge required for viewing strategy and management holistically. It will be required reading for executive education classes in strategic management and will find a ready audience with thinking managers everywhere.

Full Product Details

9780415781657

Table of Contents

Reviews

'Most strategic planning processes are only vaguely or indirectly 'wired' to the realistic implementation capabilities of their firms, and therefore most strategic plans remain wish lists rather than marching orders towards future victories. Management Frameworks centrally and explicitly addresses the implementation gaps in a firm, and forces managers to confront and resolve them.' Anthony Hourihan, University College Dublin, Ireland 'The Towards Performance Excellence model and applications in this book seem to be an important step forward. The model sets out key measures and objectives in six areas of excellence.' David Lewin, UCLA, USA

Author Information

Jacques Kemp worked for ING on all continents in various executive positions. Presently he is sharing his experiences and insights as a board and council member for a wide range of organizations. He also counsels young entrepreneurs and guest-lectures at MBA programs. Andreas Schotter is Professor of Strategy at Thunderbird School of Global Management, USA and has been named twice, a Wall Street Journal Distinguished Professor of the Year. Before embarking on an academic career, he was a senior executive with several multinational corporations in Europe, Asia, Australia and North America. Morgen Witzel is a Fellow of the Centre for Leadership Studies, University of Exeter, UK. A writer, lecturer and consultant on business and management, especially on the history of management, he is the author of over 20 books and hundreds of articles for the academic and popular press.

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