How to integrate and refine global operations
Tags: INDUSTRIAL management
Related Articles
- Managing welfare in the workplace. // Manager: British Journal of Administrative Management;Jul/Aug97, Issue 6, p6
Highlights trends in workplace management in Great Britain as of July 1997. Low ranking of British managers in a survey; Newsletter on taking advantage of the Internet connection; Continuation of a management training and development in companies.
- How about Industry Day? Weimer, George // Material Handling Engineering;Sep97, Vol. 52 Issue 10, p26
Focuses on managers' insensitivity and lack of cooperation in companies efforts to discuss their needs and plans, evident of the industrial culture separating management and labor. Evidence of the increasing cooperation between the managed and the manager in the present; Suggestion for renaming...
- The supply chain elephant. Knill, Bernie // Material Handling Engineering;Jun98, Vol. 53 Issue 6, pSCF-2
Comments on the surveys on the supply chain systems of companies. Views of information technology managers on the importance of supply chain software; Focus of corporate executives in improving their supply chain systems; Recommendations to executives.
- Time to rise above supply chain management. Tompkins, James A.; Knill, Bernie; Andel, Tom // Material Handling Engineering;Aug98, Vol. 53 Issue 8, pSCF4
Focuses on the significance of supply chain synthesis (SCS) on channel partners organization links. Problem with people who tout the benefits of supply chain management (SCM); Information on SCS process; Examples of companies that used the SCS process.
- 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...
