Management and Marketing

Management and Marketing 

By: Ian Mackenzie 

One definition of a company is that it is nothing more than a sum of other people’s money invested in productive capacity or services which produce a profit greater than (1) the opportunity cost of the capital involved. From this definition follows the belief that the role of a company is to maximize its value for the shareholders. The managers must be permanently concerned with maximizing value, and not only if there’s the threat of a (2) raid. They have to concentrate exclusively on activities that create value, so that the company will regularly (3) divest less profitable operations, acquire other profitable businesses, and restructure itself. According to the logic of “value-based management”, it is not enough to (4) launch a successful new product occasionally, and to revitalize existing mature products by effective marketing programmes…. [download]

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Women in Management Worldwide

Women in Management Worldwide

By: Marilyn J. Davidson

Women continue to enter the workplace in increasing numbers in all developed countries. Several factors account for this trend. An increasing number of economies have become industrialized, the service sector has grown opening up positions for women, and growth in public and not-for profit sectors have created new opportunities for women. Finally, attitudes towards working women, particularly women with children, as well as political and legal initiatives, have supported this trend. However, the pace of advancement for women mangers and professions continues to be slow and uneven in different countries and cultures (Barreto, Ryan and Schmitt, 2009; Burke, 2009; Burke and Mattis, 2007; Helfat, Harris and Wolfson, 2006; Tarr-Whelan, 2009). In many cases, these women have invested in preparation for careers by undertaking higher education, with the proportion of women in university now equal to or greater than that of men. [download]

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Strategic Management

Strategic Management 

By: Michael A. Hitt, R. Duane Ireland and Robert E. Hoskisson 

Declining market share, cost disadvantages relative to some competitors, increasing competition from firms in emerging economies such as China, a downgrade of its debt, and continuing increases in the costs of its health care programs.These are some of the most serious issues facing General Motors (GM). When thinking about today’s GM in terms of the issues it faces, one might wonder if it can get much worse. If nothing else, the status of this huge firm (with global sales of $193 billion in 2004) shows that “no company is too big to fail, or at last shrink dramatically.Not even mighty GM.”How did GM get itself into so much trouble? What can this huge company do to reverse its fortunes? Just how serious is the situation facing GM? To answer this question, consider the following facts. In mid-2005, GM was cash-flow negative,meaning that the firm was consuming more cash than it was earning by selling cars. [download]

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Managerial Accounting

Managerial Accounting

By: Susan V. Crosson and Belverd E. Needles

This revision of Managerial Accounting is based on an understanding of the nature, culture, and motivations of today’s undergraduate students and on extensive feedback from many instructors who use our book. These substantial changes meet the needs of these students, who not only face a business world increasingly complicated by ethical issues, globalization, and technology but who also have more demands on their time. To assist them to meet these challenges, the authors carefully show them how the effects of business transactions, which are the result of business decisions, are recorded in a way that will be reflected on the financial statements. Instructors will find that building on the text’s historically strong pedagogy, the authors have strengthened transaction analysis and its link to the accounting cycle. [download]

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Marketing Communications

Marketing Communications 

By: Patrick De Pelsmacker, Maggie Geuens and  Joeri Van den Bergh

The integration of the various instruments of the marketing mix is one of the major principles of sound marketing strategy. Obviously, this integration principle also applies to the various instruments of the communications mix. In fact, integrated communications have been practised by good marketing communicators for decades. Why, then, has the concept of ‘integrated marketing communications’ (IMC) in recent years developed into one of the basic new trends or buzz words in marketing communications? Is IMC really fundamentally new? Or is it an old idea which has rarely, if ever, been realised? In other words, is it something everybody agrees on which should have been activated years ago, but for all kinds of practical reasons was not? [download]

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Asset and Liability Management

Asset and Liability Management 

By: Gautam Mitra and Katharina Schwaiger

Asset and liability management (ALM) is a financial (analytic) tool for decision making that sets out to maximize stakeholder value. Its overall objective is to make judicious investments that increase the value of capital, match liabilities and protect from disastrous financial events. An integrated asset and liability management model sets out to find the optimal investment strategy by considering assets and liabilities simultaneously. Simply stated, the purpose of such an approach is to reduce risk and increase returns; ALM models have been used successfully for banks, pension funds and insurance companies, university endowments, hedge funds, mutual funds and wealthy individuals. Risks that can be addressed are interest rate risk, market risk, credit risk, liquidity risk and financial risk. [download]

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Strategic Management

Strategic Management 

By: John McGee

A few years ago, Ed Freeman began a dialogue with Blackwell Publishers regarding the creation of a handbook on strategic management to complement Blackwell’s impressive Handbook series. These early discussions led to the formation of our editorial team. Shortly after signing a comma. we began soliciting original chapters from the top scholars in the field. Our primary criterion was “If we were creating the ultimate Ph.D. seminar on strategic management as a series of guest speakers, whom would we invite?” However, there are a number of outstanding candidates and thus we had to make difficult decisions regarding whom to invite to participate. Authors were invited to write chapters on their own particular specialties and encouraged to express their own opinions. We did not want to make the Handbook a “plain vanilla,” objective review of research. [download]

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Supply Chain Design and Management

Supply Chain Design and Management

By: Manish Govil and Jean Marie Proth

Developments in the field of production management since World War II have been limited to the improvement of activities related to production control and design in individual functional areas such as inventory management, planning and scheduling of manufacturing activities, modeling and evaluation of manufacturing systems, layout problems, group technology, system design approaches, and design and control of information flows, to quote only a few. Despite competition among companies and an ever-changing market, the basic structure of manufacturing firms remained quite stable during this period. The most significant change was a tendency to increase automation, which affected neither the structure of the physical system (PS) nor the structure of the decision making system (DMS). [download]

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Credit Risk Management

Credit Risk Management 

By: Tony Van Gestel and Bart Baesen

Credit risk, or the risk that money owed is not repaid, has been prevalent in banking history. It is a principal and perhaps the most important risk type that has been present in finance, commerce and trade transactions from ancient cultures till today. Numerous small and large failures, combined with the corresponding economic and social impact, further accelerated the importance of credit risk management throughout history. Credit risk management is a process that involves the identification of potential risks, the measurement of these risks, the appropriate treatment, and the actual implementation of risk models. Efficient credit risk management tools have been vital in allowing the phenomenal growth in consumer credit during the last 50 years.Without accurate automated decision tools, credit lending would not have allowed banks to expand the loan book with the speed they have. [download]

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Comprehensive Stress Management

Comprehensive Stress Management

By: Jerrold S. Greenberg

It was a pleasant spring day about seventy degrees, with the sun shining and a slight breeze. It was the kind of day I would have enjoyed celebrating by playing tennis, jogging, and helping my son learn how to ride his bicycle (an aggravating but necessary task). Instead, I was on the shoulder of a country road in upstate New Yorkwith my hands on my knees, vomiting. The story of how I wound up on such a glorious day in such an inglorious position serves as an important lesson. At the time, I was an assistant professor, imposing my know-it-all attitude upon unsuspecting and innocent college students at the State University of New York at Buffalo. I had become quite successful in each of the three areas the university established as criteria for promotion and tenure: teaching, research and other publications, and university and community service. [download]

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Brilliant Project Management

Brilliant Project Management 

By: Stephen Barker and Rob Cole

Do you have a burning desire to be a brilliant project manager? Are you relatively new to project management and keen to develop your skills quickly? Or are you an experienced professional looking for a refresher? If your head is nodding then you’re just the kind of  erson this practical guide is for. In this book we’ve distilled down what we think it takes to be a brilliant project manager. We’ve drawn on the good, the bad and the ugly and the eccentric. But above all, we’ve thought long and hard about what we’ve learned from rolling up our sleeves and getting our hands dirty. Between us we’ve got over 30 years of hands-on project management experience. That’s plenty of time to learn lessons at the school of hard knocks!. Experience alone is unlikely to make you a brilliant project manager. You’ll also need to do your own research and get good advice along the way. [download]

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Performance Driven IT Management

Performance Driven IT Management 

By: Ira S. Sachs 

There is no such thing as an IT project in isolation from its business change program. (Getting IT Right for Government, Intellect, June 2000) • Despite organizations implementing numerous best practices, information technology (IT) implementations remain risky and can often have questionable business value propositions. • An improved IT management approach is needed based on understanding and maintaining the business value proposition from concept through to implementation. LARGE IT PROGRAMS are inevitably fraught with risks that often result in cost and schedule overruns, lack of functionality, less-than-envisioned business impact, and at times outright program failure. These results have plagued large IT acquisitions and modernization programs for decades despite the use of more structured acquisition processes…[download]

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Independent and Supplementary Prescribing

Independent and Supplementary Prescribing

By: Molly Courtenay and Matt Griffiths

In 1986, recommendations were made for nurses to take on the role of prescribing. The Cumberlege report , Neighbourhood nursing: a focus for care (Department of Health and Social Security (DHSS) 1986), examined the care given to clients in their homes by district nurses (DNs) and health visitors (HVs). It was identifi ed that some very complicated procedures had arisen around prescribing in the community and that nurses were wasting their time requesting prescriptions from the general practitioner (GP) for such items as wound dressings and ointments. Th e report suggested that patient care could be improved and resources used more eff ectively if community nurses were able to prescribe as part of their everyday nursing practice, from a limited list of items and simple agents agreed by the DHSS. [download]

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Integrationmanagement in der Unternehments IT

Integrationmanagement in der Unternehments IT 

By: Gernot Dern

Die Unternehmens-IT größerer Unternehmen ist in den letzten Jahren hohem Veränderungsdruck ausgesetzt, dem die Verantwortlichen in der Informationstechnologie (IT3) mit bestenfalls gleich bleibenden IT-Budgets gerecht werden müssen4. Dieser Veränderungsdruck ist im Wesentlichen auf drei treibende Kräfte zurückzuführen. Die erste besteht in der Zunahme regulatorischer Anforderungen und ist die Folge von Trends wie der Globalisierung. Dies bedeutet u. a.: > Internationale Gesetzgebungsinitiativen ziehen nationale Implementierungen nach sich, die von international agierenden Unternehmen gleichzeitig bedient werden müssen (e. g. Standards und Prinzipien zur Rechnungslegung wie IFRS und Umsetzung in nationale Standards wie US-GAAP5). > International agierende und hier im Besonderen öffentlich gelistete Unternehmen müssen ein umfangreiches, sich ständig weiterentwickelndes Spektrum von Melde  und Offenlegungspflichten durch die Lieferung von Berichten und Kennzahlen erfüllen. [download]  

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Strafvollzug

Strafvollzug

By: Klaus Laubenthal

Freiheitsentzug ist eine notwendige Form strafrechtlicher Reaktion auf kriminelles Verhalten, um das Zusammenleben der Bürger in der staatlichen Gemeinschaft zu schützen. Alle Tatbestände des Strafgesetzbuchs drohen daher für Rechtsverletzungen (zumindest auch) die Verhängung von Freiheitsstrafen an. Der Vollzug freiheitsentziehender Sanktionen bleibt aus general und spezialpräventiven Gründen unersetzlich. Abolitionistische Bestrebungen, die auf eine vollständige Abschaffung stationärer Unrechtsreaktionen abzielen und nach Wegen in eine gefängnislose Gesellschaft suchen, würden das strafrechtliche Sanktionensystem letztlich seines Rückgrats1 entledigen. Jedoch bedeutet Strafvollzug für die Betroffenen trotz sozial integrativer Zielsetzungen eine Übelszufügung mittels institutioneller Beschränkungen der Fortbewegungsfreiheit. [download]

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Risiken des Unternehmens

Risiken des Unternehmens

By: Peter M. Pastors

Die geringe Kapitaldecke der Unternehmen, die Geschwindigkeitserhöhung der Unternehmensreaktionen auf die Märkte, eine sich wandelnde Wertestruktur unserer Gesellschaft und die damit verbundenen Anforderungen an Unternehmer und Management erfordern mehr denn je, ein verantwortungsvolles Sicheinlassen auf Unsicherheiten, Risiken aber auch auf Chancen für die Unternehmen. Das vorliegende Buch geht von der Grundlage der Zuverlässigkeitsbetrachtung aus und lenkt den Blick auf den Unzuverlässigkeitsbereich, dort wo Risiken aber auch Chancen zu finden sind: Vorsorge, Schadensbegrenzung und Nachsorge in der Chancen/Risiken-Planungs-phase und Vorsorge, Schadensbegrenzung und Nachsorge als Prävention und im Schadens-/Krisenfalle selbst. [download]

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Documents of Performance

Documents of Performance 

By: Tiffany Stern 

As well as being called ‘play-makers’ and ‘poets’, playwrights of the early modern period were frequently known as ‘play-patchers’ because of the common perception that a play was pieced together out of a collection of odds and ends: it was not a single whole entity. The term was unflattering and designed to wound, as was ‘playwright’, with its implication that constructing plays was a craft  equivalent to being a cartwright or a wheelwright rather than an art. But, just as ‘playwright’ over time lost its pejorative implications, so ‘play-patcher’ too came to be seen as an unpalatable truth. Well mayRandolphsneer at the poet who makes a ‘Comedy’ out of ‘patches of his ragged wit, as if he meant to make Poverty a Coat of it’, and Wither lament the men who can do little more than ‘patch up a bald witlesse Comedy’ out of ‘rotten-old-worme-eaten stuffe’; there was something ‘patchy’ in the very substance of early modern plays. [download]

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Chancengerechtigkeit im Gesundheitssystem

Chancengerechtigkeit im Gesundheitssystem

By: Carsten Wippermann

Gesundheit ist eine wichtige Vor aussetzung für die gesellschaftliche Teilhabe in einem umfassenden Sinne, die auch die Partizipation an Kultur, Politik, Arbeitsmarkt, Wirtschaft, Wohlstand und gesellschaftlicher Entwicklung etc. einschließt. Daher hat Gesundheit bei den meisten Menschen einen hohen Stellenwert. So gilt Gesundheit als ein fundamentales Gut, im Verständnis vieler Menschen sogar als eines der höchsten Güter überhaupt. Die hohe Wertschätzung von Gesundheit geht allerdings in vielen Fällen nicht mit einer gesundheitsbewussten Lebensweise einher. Es besteht vielmehr bei vielen Menschen eine erhebliche Diskrepanz zwischen der ideellen Wertschätzung von Gesundheit und der täglichen Lebensführung. Aus gesellschaftlicher Sicht stellt sich Gesundheit als ein wichtiger humanitärer Faktor dar. Darin begründet sich die Fürsorgep. [download]

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The Triple M of Organizations

The Triple M of Organizations

By: Edeltraud Hanappi

The topic of the book myth building in the world of business, specifically management seems to be particularly apposite at a time of economic crisis, when some long-accepted assumptions are being de-masked as mere myths. As several authors have already pointed out (e. g. Chalomiris 2008), the recent global econom ic calamity stemmed to a large extent from the fact that investment bankers increasingly lost contact to the real economy by playing virtual games in financial trading, a development often called securitization (see Minsky 1986). Pure speculation in the stock exchanges “worked” as long as all involved parties believed that profits were to be made, and no one questioned the underlying constitution and strength of the real market; however, as soon as the “bubble” imploded, the banks faced severe liquidity problems. [download]

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Supply Chain Network Management

Supply Chain Network Management 

By: Corrina Engelhardt

Moderne Konzepte der Unternehmensführung, insbesondere der Logistik, haben dazu geführt, dass Supply Chains (SC) d.h. Lieferketten, in denen begonnen vom Rohstoffmarkt die ertschöpfung bis hin zum Kunden oft viele Unternehmen durchläuft  weit verzweigt und geographisch oft über erhebliche Distanzen verteilt zu steuern sind. Die Zahl der Partner, die in eine Wertschöpfungskette involviert sind, nimmt aufgrund der Konzentration der Unternehmen auf ihre Kernkompetenzen mit jeder Outsourcingentscheidung zu. Die zunehmende Produkt  und Leistungsspezifität auf Basis immer komplexerer Technologien verstärkt dieses Phänomen zusätzlich. Globale Vertriebs- und Sourcingkonzepte sowie die Öffnung der Finanz und Faktormärkte im Rahmen der internationalen Neuordnung der Wirtschaftsräume sind ein weitere Faktor. [download]

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