Mastering Management 2.0: Your Single-Source Guide to Becoming a Master of Management

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9780273654919: Mastering Management 2.0: Your Single-Source Guide to Becoming a Master of Management

You know the mantra - the world isn't standing still and nor are the ideas, skills and knowledge you need as a manager - but, what are you doing about it? The first tenet of management should be "never stop learning," but the sheer abundance of new management ideas and the complexity of modern business makes it hard to amass the breadth of knowledge you need to advance your career. Mastering Management 2.0 is the antidote; a new set of perspectives from the best management brains from around the world. What's inside: "The nature of competition has shifted from the war of all against all, to competition between fluid networks of complementary companies." Donald Sull, Harvard Business School, p. 115 "Values are differences. They are not to be summed, but reconciled. Outstanding leaders take apparent opposites and integrate them, so that each value learns from the other, rules grow better through exceptions and global products spread from a particular locality."Fons Trompenaars, Trompenaars Hampden-Turner Intercultural Management Consulting, p. 138 "Value today is more likely to lie in knowledge, people and brands than property, plant and equipment." Jonas RidderstrSle, Center for Advanced Studies in Leadership, Stockholm School of Economics, p. 217 "People cannot take responsibility for their career if they do not know what the inner drivers of that career are." Edgar H. Schein, MIT Sloan School of Management, p. 244 "Building shareholder value may meet the needs of investors, but it does little to excite or inspire those who have invested their personal human capital in an organization." Lynda Gratton, London Business School, p. 272 Mastering Management 2.0 is a collection of the best writing from leading business thinkers at the world's top businesses and business schools including: City University Business School, London Columbia Business School Electrolux Harvard Business School IESE Business School IMD INSEAD Judge Institute, Cambridge University Kellogg Graduate School of Management London Business School Microsoft Nanyang Business School, Singapore Said Business School, Oxford University Sloan School of Management, MIT Stern School of Business, NYU Stockholm School of Business Tuck School of Business at Dartmouth University of British Columbia Wharton School, University of Pennsylvania Financial Times Mastering: World class thinking from the frontiers of innovation. Based on the hugely popular Mastering inserts run by the Financial Times, the Financial Times Mastering Series covers every essential element of business. Each book brings readers the latest ideas and innovations in a key business area in a structured, comprehensive and highly accessible format. Featuring the brightest business minds on the biggest business topics, they are your single-source guides cutting-edge thought leadership.

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About the Author:

Top name authors from Wharton, Columbia, Harvard, Tuck, Kellog, Stanford and MIT including Donald Sull, Edgar Schein, Sunil Gupta, David F Larcker, George Day, Peter Capelli and Daniel Muzyka, Lynda Gratton, Manfred Kets de Vries and Jonas Ridderstrale.

Excerpt. © Reprinted by permission. All rights reserved.:

Introduction

In October 2000 the Financial Times newspaper launched Mastering Management, a series of 15 weekly supplements explaining the theory and practice of management. Written by experts from leading business schools around the world, the series guided readers through the fundamental concepts of management science, and brought them up-to-date with the latest developments in what is a fast-changing field. This book contains the complete text of Mastering Management as it appeared in the Financial Times.

For most of the past century, general managers in large companies could pick up almost everything they needed to know about management in the day-to-day course of their careers. As they climbed the corporate ladder, young managers would spend time in different departments. They would supplement their technical knowledge of production and business processes with broader skills. Ultimately, they would be able to make "big-picture" decisions about the organization's structure and strategy, thanks to their accumulated understanding of the business.

In the 21st Century, large corporations are too complex for managers to amass such a breadth of knowledge. Gaining mastery of one area, such as operations or corporate finance, takes several years. It is no longer feasible to design a career path that demands all managers pass through all departments.

Although individual managers have a high level of specialist skill, they no longer have the broad knowledge they need to take on greater responsibility. When they make long-term decisions, chief executives need to draw on an informed perspective about the full range of business activities. Just as important, a chief executive needs to express a vision of the company's future that all employees find credible and inspiring.

To acquire these skills, they must undertake an MBA or try to find their way through a bewildering proliferation of management books and journals.

Mastering Management 2.0 aims to offer an antidote. As a primer in the core concepts of management, it is organized into 10 parts: the state of management today; enterprise and innovations; strategy; global business; business and society; the organization and human resources; skills of management; marketing; finance and accounting; production and operations. Seasoned readers of the Financial Times will remember the Mastering Management series and book of 1995, Mastering Management 2.0 covers some of the same areas, but brings a new set of academic perspectives and updates them for a different business environment.

The biggest of those differences has been the emergence of the internet and e-business. Some might argue that its importance should dictate an 11th part devoted entirely to the subject. To hive the internet off, however, is to miss the point. Its influence on management is such that it can only be properly examined as an integrated part of each sub-discipline. Where relevant, therefore, the authors have attempted to identify the specific, long-term effects of e-business in their field of expertise.

Many distinguished academics and experts have contributed to Mastering Management 2.0, from a diverse collection of business schools, including Wharton, London Business School, Harvard, Insead, Columbia, the Tuck School at Dartmouth, IMD, Templeton College, Oxford, IESE and Saïd Business School.

Mastering Management 2.0 is no substitute for an MBA degree, but it will serve as a guide through some of the important issues managers face. By studying the lessons of this book, we hope that readers will gain sufficient knowledge of the theory to see benefits in their own practice.

James Pickford, Executive editor, FT Mastering

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