Management Golf : What's Your Handicap?

ISBN-13: 9781574441055 / Angielski / Miękka / 1997 / 112 str.

Michael Kami; William Martz

Opis

Do you believe in action-oriented planning, the speedy execution of ideas and realistic goal-setting in business management? So do the authors of this book-and that's why they've developed this fun, innovative evaluation tool that any business can use to assess its own operations and identify weak spots and trouble areas. Management Golf has been arranged to resemble a round of golf: 18 of the most important business factors were selected to match the 18 holes in a golf game. Topics such as technology, strategy, resources, finance and customer service each get a score, and a graphic layout of each hole is shown at the end of each chapter. When you're done playing the game, it's time to figure out your handicap-the factors you need to work on to get your company playing above par.Once you know your score and your handicap, you can address the real challenge of this book-using what you've discovered about the inner workings of your company to boost innovation and creativity among your management team and make the business run better than it ever has before. As a game, Management Golf is great fun. As a self-assessment tool for your business, it's invaluable advisors in the world. He was the strategic planner for IBM during its spectacular growth period in the 1950s and for Xerox during its boom in the 1960s. He retired young, moved to Florida and became a consultant, writer, publisher and entrepreneur. In the 1980s, he sat on the Board of Directors of Harley Davidson and was part of the team which transformed that company into one of the world's leading motorcycle manufacturers. He currently publishes the quarterly newsletter Kami Strategic Assumptions, which provides management advice to top executives in the United States and abroad.William Martz is a long-time business consultant. Over the years, he has helped executives throughout the United States adapt to changing conditions, deal more effectively with competition and plan innovative new strategies for success. His ability to combine practicality with a vision for the future has earned him a reputation as a top management consultant for small and medium-size companies.

Spis treści

Hole 1 ObjectivesHole2 MarketplacesHole 3 CustomerHole 4 Product/ServiceHole 5 CompetitionHole 6 TechnologyHole 7 - StrategyHole 8 - ManagementHole 9 - OrganizationHole 10 - MarketingHole 11 - ProductionHole 11 - WorkHole 13 - PeopleHole 14 - SystemsHole 15 - InformationHole 16 - ResourcesHole 17 - FinanceHole 18 - Public ResponsibilityHole19- How Did We Do?Evaluation of Score and Handicap

O autorze

Dr. Michael J. Kami was the chief strategic planner for two small companies that made good: IBM and Xerox during their super-growth years. He retired young and moved to Florida many years ago. But he couldn't just stand still. He became a one-man mini-conglomerate: a combination consultant, writer, public speaker, motorcycle rider, publisher, boats man and entrepreneur. During the past ten years, he has served as a consultant on the board of directors of Harley-Davidson, during its successful transformation. He is considered one of the leading business advisers in the world and has been featured in many magazines and publications in the United States and abroad. He is knowledgeable, down-to-earth and tells it as it is. Peter Drucker and Tom Peters called him the best planner they know. His latest books, Management Alert: Don't Reform, Transform! and Management Golf: What's Your Handicap?, have become compulsory reading for managers. His quarterly publication Kami Strategic Assumptions provides timely advice to top executives in the United States and abroad. William Martz specializes in the installation of management systems which include strategic planning, operational management, information systems and organization development. He holds A.B., M.B.A.,and J.D. degrees. He has worked with companies in a variety of industries, including service, manufacturing, retail and associations. His market focus has-been on the so-called "non-Fortune 500" companies. His list of clients is diverse, ranging from the National Association of Securities Dealers to Eckrich Food Products. The nature of the service he provides is the application of the management process in real-life organizational situations. He uses a hands-on approach, not a consulting report and recommendation method. This approach includes regular monthly visits with clients, spread over a number of years, so that the clients can assimilate management principles and install them as best practices in their own organizations.