The fact is that we still clearly have a need for good managers
—people who are able to effectively plan, organize, direct and control.
We also have a great need for leaders inside organizations—
people who inspire, motivate, and develop others. And we need
leaders at all levels in our organization, not just at the top. The old adage that we manage things and lead people applies here, albeit with a slight revision—the need is to successfully manage projects and activities while simultaneously leading people effectively......
Several times over the last few years, we’ve asked ourselves about
our own call to leadership in a world beset by unprecedented challenges
and crises, from the AIDS pandemic to global warming to
the destruction and fear wrought by terrorism and state responses
to it. We have joined particular initiatives to respond to these challenges,
but we always return to the conviction that our best contribution
is teaching and writing about how the world’s citizens can
work together for the common good in their organizations and
In this chapter, the learning objectives are: Explain why good leadership is critical for success as a manager, summarize the main theoretical approaches to leadership, identify the behaviors and skills that are commonly associated with effective leadership,...
After studying this chapter, you should have a good understanding of: The three key interdependent activities in which all successful leaders must be continually engaged; two elements of effective leadership: overcoming barriers to change and the effective use of power; the crucial role of emotional intelligence (EI) in successful leadership as well as its potential drawbacks.
After studying this chapter, you should have a good understanding of: After reading this chapter, you should have a good understanding of the following learning objectives: The importance of implementing strategies and practices that foster innovation; the challenges and pitfalls of managing corporate innovation processes; how corporations use new venture teams, business incubators, and product champions to create an internal environment and culture that promote entrepreneurial development.
Since the eighth edition was published, this book has strengthened its position as a
market leader in the Strategic Management market. This tells us that we continue
to meet the expectations of existing users and attract many new users to our book.
It is clear that most strategy instructors share with us a concern for our currency in
the text and its examples to ensure that cutting-edge issues and new developments in
strategic management are continually addressed.
The difference between a brand and branding
Most experts define what a brand is in one of two ways. The first set of defifinitions focuses on some
of the elements that make up a brand:
• “The intangible sum of a product’s attributes: its name, packaging, and price, its history, its reputation, and the way it’s advertised.”2
• “A name, sign, or symbol used to identify items or services of the seller(s) and to differentiate them from goods of competitors.
Well into the swiftly approaching millennium, project management will continue to be a highly desired skill
in the midst of great change. Because rigid organizational boundaries and responsibilities have blurred and
new technologies are changing the ways of doing business, results must be delivered more quickly and
accurately than ever before. These circumstances call for people who can deal with ambiguity and time
pressures while simultaneously accomplishing project goals—in other words, people who display excellence
in project management....
Well into the swiftly approaching millennium, project management will continue to be a highly desired skill in the midst of great change. Because rigid organizational boundaries and responsibilities have blurred and new technologies are changing the ways of doing business, results must be delivered more quickly and accurately than ever before. These circumstances call for people who can deal with ambiguity and time pressures while simultaneously accomplishing project goals—in other words, people who display excellence in project management....
In addition to testing for the presence of smart money, the disaggregated na-
ture of our fund f low data allows us to examine two key hypotheses with respect
to mutual fund investor behavior. Specifically, we are in a position to compare
the quality of fund selection decisions made by individual and institutional
investors, and likewise to compare fund buying and selling decisions.
Can you learn to be a good leader by playing golf? Believe it or
not, you can! There are fundamentals and rules in both
endeavors that must be followed if you expect to ever keep up
with the competition, let alone beat it. There are also right and
wrong ways to perform a particular activity that can make the
difference between winning and losing. Leaders and golfers
must have perseverance and patience if they are to achieve
success. Some golfers and managers never learn the importance
of those virtues, however....
As already contended in Volume I, most practical books and manuals deal with large, complex projects, which is not unnatural. Using projects to solve problems has never been more popular than it is today. By the end of the last century, 25% of the world’s spending was managed through projects according to some reports, and many projects are clearly very large and very costly. Keeping track of them requires good management and good tools. Project planning and project organization need to be sound, and every step must be controlled down to the last detail.2 If a large project starts going...
An implicit assumption made by the traditional direct marketing paradigm is that profit
can only be generated by a direct promotion. In other words, it has been assumed that a
customer would not make the purchase unless being contacted by the campaign. As such,
how one would behave without the direct promotion is of no concern. However, we have
to wonder if such an assumption holds in real life. It is not unrealistic to believe that some
customers will make the purchase on their own without receiving the contact. ...
A clear requirement in achieving this success was establishing the fully integrated management structure
and leadership for the various elements of the program. That task obviously received major attention from
NASA’s top leadership, with strong emphasis on management clearly enunciated by Administrator James
The organizational structure for project management is
often chosen to mitigate risk in a weak capacity environment, but it
may also reflect internal incentives that focus on speed of project
processing and disbursement, and perceived stigmas in low
implementation performance ratings. The result is often the use of
PIUs—sometimes semi-permanently—even though regional
studies have shown that they are suboptimal organizational
arrangements and create problems of morale among government
In recent years, although slowly, steps have been taken towards a greater liberalisation of
the agricultural markets. However, agriculture still accounts for 66% of the protectionism
in the trade for goods and services today. This explains, at least in part, its small impact
on international trade, since it only represents 4% of the gross world product (World Bank,
2006). For EU member countries, agricultural protectionism derives from the CAP
(Common Agricultural Policy).
The relationship of demand and marginal value exactly parallels the relationship of
supply and marginal cost, for a somewhat hidden reason. Supply is just negative
demand, that is, a supplier is just the possessor of a good who doesn’t keep it but instead
offers it to the market for sale. For example, when the price of housing goes up, one of
the ways people demand less is by offering to rent a room in their house, that is, by
supplying some of their housing to the market. Similarly, the marginal cost of supplying
a good already produced...
The article shows the result of some surveys and research around how employees felt and behaved in job’s situations they were placed in, especially, when they were not in a good mood.The analysis has pointed out thatemployee engagement might seem like a frill in a downturn economy;it could make a big difference in a company’s survival, however.In a 2010 study, James K.