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Making decisions in a pleasant climate of opinion

Gould, B - In: The Antidote 3 (1998) 3, pp. 4-5

Pinpoints that in the mid‐1990s mergers and acquisitions (M&A) were not doing as well as they might, despite much head scratching, research and advice. Documents the massive merger of ASEA and Brown Boveri as an example of a major merger that was agreed very quickly, amid secrecy, using very...

Persistent link: https://www.econbiz.de/10015017978

Reinventing the wheel of management

Gould, B - In: The Antidote 3 (1998) 8, pp. 4-5

successive generations have independently recreated empowerment and other management techniques again and again, so they could … adapt to the current circumstances of the time. Uses a table to describe measurement systems. Suggests that management of … the business and its work must be closely integrated with management of the people who do that work. …

Persistent link: https://www.econbiz.de/10015018110

The business case for better human capital management

Gould, B - In: The Antidote 3 (1998) 8, pp. 6-6

Declares that, prior to the mid‐1990s, research in human capital management tended to focus on certain practices in …

Persistent link: https://www.econbiz.de/10015018111

Dangerous enough to be useful?

Gould, B - In: The Antidote 3 (1998) 8, pp. 26-27

assembled against it becomes relatively unimportant. Proposes that higher needs cannot be directed and controlled by management …

Persistent link: https://www.econbiz.de/10015018122

Culture and human capital II: Pacific Asia and Japan

Kippenberger, T - In: The Antidote 3 (1998) 8, pp. 32-33

altered form of human capital management bearing more resemblance to a Western model — just as Western management has been …

Persistent link: https://www.econbiz.de/10015018125

Change requires informed judgement

Kippenberger, T - In: The Antidote 3 (1998) 4, pp. 8-9

Looks at alternative choices for change that managers may look to bring in. Asks various questions about change and whether organizations ate indeed ready for it. Uses a Figure of organizational change context to emphasize all the points within. Posits managers will have to understand the change...

Persistent link: https://www.econbiz.de/10015018129

Reducing the impact of the unexpected

Kippenberger, T - In: The Antidote 4 (1999) 3, pp. 28-31

Discusses that the difference between disaster recovery and business continuity management is mostly one of scope and …

Persistent link: https://www.econbiz.de/10015018183

Variations on a theme

Kippenberger, T - In: The Antidote 4 (1999) 4, pp. 20-24

. Concludes many industry associations and some strategy oriented organizations and institutions, produce generic scenarios, but …

Persistent link: https://www.econbiz.de/10015018194

What does it mean to be flexible?

Kippenberger, T - In: The Antidote 5 (2000) 7, pp. 6-8

management. States the era of mass production was at its peak in the 1950s and 1960s, which saw jobs become standardized and … management tasks more specialized as control and co‐ordination became central for organization. Posits organizations have to be …

Persistent link: https://www.econbiz.de/10015018270

Corporate forestry : was Manager:innen von Förster:innen lernen können

Scheuren, Christoph M. - 2024

Persistent link: https://www.econbiz.de/10014483632