Management Strategies : A Critique of Theories and Practices
The wide range of possible performance criteria for business enterprises raises serious questions of definition and measurement. Indeed, measurement is at the heart of the analysis of success and failure of business operations, and much depends on the quality of the information that is available. The evaluation of business performance comes into sharp focus with the pUblication of companies' annual and semi-annual accounts, which are then followed by commentaries from stockbrokers and business analysts in reports to investors and in articles in the financial press. Captains of industry may not have to suffer the indignity of frequent public opinion polls that gauge the popularity of politicians. Nevertheless, they are plagued by a similar phenomenon, in that views expressed by analysts, customers, shareholders and investors, serve as powerful reminders to senior executives that the business world is subject to many upheavals and that even the most seemingly secure can suddenly fall from grace.
- Hardback | 324 pages
- 160 x 238.8 x 27.9mm | 680.4g
- 31 Oct 1999
- Dordrecht, Netherlands
- 1999 ed.
- VII, 324 p.
Table of contents
Preface. 1. Structuring the unstructured. 2. Mission incomplete. 3. Board size and corporate failure. 4. Determinants of corporate performance. 5. Prominent Performance ratios. 6. A simple formula. 7. A misleading performance ratio. 8. Use and misuse of productivity ratios. 9. The bottom-liners. 10. In pursuit of market share. 11. Intrepid gurus. 12. On competitiveness. 13. OR at the top? 14. Managing change. 15. Closing the gap. 16. Measuring quality of information systems. 17. Divide and rule. 18. Centralism versus federalism. 19. Hondaism - myth and reality. 20. A cake can be cut in many ways. 21. Time management. 22. Management performance appraisal. 23. What makes Sammy run? 24. Don't spit in the soup, we all have to eat. 25. The role of business schools. 26. Business policy for beginners. Index.
About Samuel Eilon
Professor Sam Eilon was formerly head of the Department of Management Science at the Imperial College of Science, Technology and Medicine in London, a former Member of the Monopolies and Mergers Commission in the UK and a founder Chief Editor of Omega, the International Journal of Management Science. He has been a director of several public companies and a management consultant for many years, concentrating on corporate strategy and analysis of corporate performance.