...T Kippenberger Proclaims much depends on managers’ capacity to move to a dynamic form of control that is the antithesis of routine management. States the era of mass production was at its peak in the 1950s and 1960s, which saw jobs become standardized and management tasks more specialized...

...T Kippenberger States there are there different methodologies for managing alternative futures: intuitive logic; trend‐impact analysis; and cross‐impact analysis. Goes on to give in‐depth examples and explanations of each one of the alternative futures. Concludes many industry associations and some...

...T Kippenberger Discusses that the difference between disaster recovery and business continuity management is mostly one of scope and the disaster recovery end of the spectrum is characterized by a focus on technology‐based problems (e.g. computing), triggered by external factors (natural disasters...

... Communications Management ...

...B Gould Identifies eight qualities that lead to excellence and financial success — of which the dominant theme was the human dimension. Reckons messages appeal to managers’ values and emotions, if so, then all the social science evidence that can be assembled against it becomes relatively...

...T Kippenberger Contends that Asia is not isolated from global market forces and there are signs that these forces may usher in an altered form of human capital management bearing more resemblance to a Western model — just as Western management has been influenced by Asia. Uses a highlighted panel...

...B Gould Postulates that empowerment can be seen as a recent reincarnation of a participative approach that previous managers, in epochs past, have found themselves having to create to match the circumstances of the time. States managers in successive generations have independently recreated...

...B Gould Declares that, prior to the mid‐1990s, research in human capital management tended to focus on certain practices in isolation. Spotlights a highlighted box, to show recent research conclusions on managing human capital. Concludes that research in human organization is a tricky undertaking...

...T Kippenberger Provides an important perspective on the subject of strategy. Posits that not many top managers would wish to be described simply as good administrators ‐ although tens of thousands of people each year try to reach MBA standards, not realizing perhaps it is not an MBM, so...

...T Kippenberger Looks at alternative choices for change that managers may look to bring in. Asks various questions about change and whether organizations ate indeed ready for it. Uses a Figure of organizational change context to emphasize all the points within. Posits managers will have...

... very few external experts, and producing excellent results. Mergers and acquisitions Decision making Management © MCB UP Limited 1998 ...

...T Kippenberger Presents a pragmatic approach to knowledge management. Points out that managers have only recently realized that they have had to rely on knowledge for all of their careers. Suggests the good news about knowledge management is that ‘common sense goes a long way’. Posits that a degree...

...T Kippenberger Discusses a survey, carried out by Cranfield School of Management for the Xerox Corporation, of senior executives in 100 large and medium‐sized companies in the UK, Germany, France, Ireland, Benelux and Scandinavia. Used face‐to‐face interviews, review of academic and specialist...

...T Kippenberger Aims to discover how general managers are selected, what support they received in their first post, what their first significant actions are, and the current and future success criteria against which general managers could be measured. Uses a survey of 90 international senior...