Sue-itis
Tags: INDUSTRIAL management
Related Articles
- Synergy myth. Geneen, Harold // Executive Excellence;Aug97, Vol. 14 Issue 8, p5
Criticizes the concept of `synergy' in industrial management. Use of the concept to describe the future of a corporate merger and a corporate strategy; Myths associated with the concept.
- Balance ethics with control and compliance. McAvoy, Sherrie G. // Executive Excellence;Aug97, Vol. 14 Issue 8, p11
Discusses the need for corporations for an effective control and compliance program that addresses threats to their continued success. Types of risks; Evaluation of a control and compliance program; Executives' need to rethink their existing control, compliance and ethics programs.
- Cultural renewal. McKenzie, Jennifer; Koenig, Will // Executive Excellence;Sep97, Vol. 14 Issue 9, p12
Discusses why the dynamic of constant change requires cultural renewal to strengthen organizational cohesiveness and responsiveness. Seven steps to renewal; Importance of having a clear vision and strategy; Creation of short-term wins; Need to measure and monitor results.
- Anticipatory strategy. Prestwood, Donna C.L.; Schumann Jr., Paul A. // Executive Excellence;Oct97, Vol. 14 Issue 10, p14
Offers tips for executives on how to create an good anticipatory strategy. Need to determine the opportunities and threats from outside the enterprise; Importance of knowing an enterprise's capacity for development; Necessity of determining an enterprise capability to anticipate and respond to...
- Creating advantages. Porter, Michael // Executive Excellence;Dec97, Vol. 14 Issue 12, p17
Discusses the need for executives to adapt and implement business strategies for the 21st century. Companies' need to find ways to build advantages rather than just eliminating disadvantage; Four principles of strategy; Importance of innovation; Effect of globalization.
- Constant renewal. Covey, Stephen R. // Executive Excellence;Feb98, Vol. 15 Issue 2, p5
Encourages executives to act on four assumptions dealing with the four parts of human nature and its correlation with business management. Lessons learned from business failures; Need to update one's professional skills; Assumption that everything you say to a person in a social circle is being...
- Corporate lifecycles. Adizes, Ichak // Executive Excellence;Feb98, Vol. 15 Issue 2, p6
Discusses the ten stages of corporate lifecycles to help executives deal with business problems. Definition of corporate lifecycle; End of courtship and beginning of infancy stage; Tendency of founders in the go-go stage to organize their companies around people; Importance of outward signs of...
- Amoeba organization. Knoke, William // Executive Excellence;Feb98, Vol. 15 Issue 2, p12
Discusses the concept of an amoeba organization. Changes in organizational structure; Comparison of the `amoeba form' to the cytoplasm amoeba; Effect on one-on-one client interaction; Identification of the organization's core competency; Changes that will occur in the movement toward a...
- An inside view of restructuring. Maurer, Jeffrey S. // Executive Excellence;Feb98, Vol. 15 Issue 2, p18
Discusses the four vital elements in which companies assess the process of change and their long-term success. Essence of capitalism; Definition of corporate mission; Implication of technological revolution to business; Meaning of leadership.
- From independence to interdependence. Covey, Stephen R. // Executive Excellence;Mar1998, Vol. 15 Issue 3, p5
Focuses on the need for an organization to have a supportive environment that features internal cooperation and external competition. Interdependent nature of business; Importance of partnering, collaborating and cooperating with all stakeholders; Resistance to value-added teamwork and...
