General Management David Garvin

General Management by David Garvin

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Summary

Provides a focus on implementation, and the way that general managers get things done, through processes like strategic planning, business planning and budgeting to move their organizations forward. This book offers an understanding of the required skills for the design, direction and functioning of processes, essential to effective management.

General Management: Processes and Action by David Garvin

General Management: Processes and Action by David Garvin focuses on implementation, and the way that general managers get things done. Typically, they work through processes like strategic planning, business planning and budgeting to move their organizations forward. A deeper understanding of the skills necessary to influence the design, direction and functioning of processes is essential to effective management. The aim of the General Management is to develop in students a deeper understanding of these activities and their links to performance. The author, David Garvin, is known for his cases. His cases are currently being used at such schools as Wharton, Stanford, Columbia and MIT.

Introduction - the processes of organization and management. Part 1 Strategic processes: Arthur D. Little, Inc.; R.R. Donnelley & Sons - the digital division; Allstate Chemical Company - the commercialization of Dynarim; Time Life Inc.; Watermill Ventures; note on the major appliance industry in 1988; Electrolux - the acquisition and integration of Zanussi; Emerson Electric - consistent profits, consistently; Xerox charts a new strategic direction (excerpts). Part 2 Resource allocation processes: Ellis International Division - Patrick O'Brian; Americhem - the Gaylord Division; Westinghouse Electric Corporation - automating the capital budgeting process; Peterson Industries - Louis Friedman. Part 3 Decision-making processes: British Steel Corporation - the Korf contract; note on process observation; strategic decision processes in high-velocity environments - four cases in the microcomputer industry; making fast strategic decisions in high-velocity environments; decision-making exercise (A); growing pains; decision-making exercise (B); decision-making exercise (C); the case of the unhealthy hospital; a thousand days; thirteen days; decision making at the top - the All-Star Sports Catalogue Division. Part 4 Learning processes: building a learning organization; types of learning processes; a note on knowledge management. Part 5 Managerial processes: Serengeti Eyewear - entrepreneurship within Corning Inc.; the soul of a new machine; the transition to general management Website; no excuses management; Harvard Business School Publishing. Part 6 Change processes: SAP America; Millipore Corporation; Harvey Golub - recharging American Express; Pepsi's regeneration, 1990-1993; leveraging processes for strategic advantage.

General Management David Garvin

General Management by David Garvin

Summary

General Management Summary

General Management: Processes and Action by David Garvin

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