The Essential Management Toolbox: Tools, Models and Notes for Managers and Consultants
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A must have for all practising and aspiring consultants and strategists, this book covers a wide range of consultancy tools and techniques that are well displayed, well described and well referenced. The tools and techniques are helpfully divided in to twenty recognisable skills sectors within management consultancy fields and specialisms.
The depiction of the content with diagrams aids the process of quick reference and ease of understanding. The tools and techniques can be utilised across the whole range of organisational sectors, both private and public. The purpose is not to short cut formal learning, but to provide easy access to a ‘toolbox’ of tried and tested management approaches through a collection of models, tools and occasional brief notes which consultants, managers and scholars can use in a practical way.
made of the option open to a company for entering into that county/zone. This analysis needs to be balanced against the organization’s own strengths and weaknesses. On this basis can a company make informed decisions about the attractiveness of an export market? Typically, to penetrate an export market the products must have strengths in at least one technical specification, reliability, simplicity, specialist application, aesthetic features and price. Model taken from The Handbook of
approach is a staged approval of risk identification followed by employment of a number of strategies for its management. Typically this approach covers ‘risk identification’ to capture all of the potential risks which could arise within the project followed by ‘risk classification’ where risks are grouped into internal risks (which reside within the company or organization) and external risks (those factors that condition the environment or are conditional on the environment in which the
future edition. • Academy of Management Review • Christopher Ahoy, Iowa State University, USA • American Association of Marketing • American Psychological Association • Michael Armstrong • Ashgate Publishing • Professor Henry Assael, Leonard N. Stern School of Business, New York, USA • Association of Project Management Group Ltd • Dr Mike Baxter • Berrett-Koehler Publishers Inc. • Blackwell • Boston Consulting Group Inc. • Butterworth-Heinemann • Chartered Management Institute, UK
Risk, editor Professor Clare Brindley, 2004. Reproduced with permission of Ashgate Publishing. ADVERSARIAL VERSUS PARTNERSHIP APPROACHES RISKS AND SUPPLY CHAIN MANAGEMENT Establishing good, close and strong supply chain relationships is the ideal for any company; however, this is not without risk and the risks of supply chain management and collaborative working are shown in this model - these cover the main features of environmental risks, competitive risks, client and supplier
diagram Chadwick L. and Pike R. Change and security Change components Change curve Change patterns of Change pyramid Change, planning organization Change, skills required Choice of change strategies Christiansen J. Clawson J. Coaching and mentoring Cole G. A. Communication effectiveness Communication with stakeholders Competencies Competition Conflict Conflicting factors in project resource scheduling Consequences of failing to manage risk Consideration of change strategies