The diversified company: an endangered species
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | Undetermined |
| Veröffentlicht: |
Wyckoff, NJ
WRM Publ.
1992
|
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XIII, 194 S. |
| ISBN: | 091443103X |
Internformat
MARC
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| 100 | 1 | |a Mahler, Walter R. |e Verfasser |4 aut | |
| 245 | 1 | 0 | |a The diversified company |b an endangered species |c Walter R. Mahler |
| 264 | 1 | |a Wyckoff, NJ |b WRM Publ. |c 1992 | |
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Datensatz im Suchindex
| _version_ | 1804144575439175680 |
|---|---|
| adam_text | Contents
Preface xi
1 Introduction 1
Background 1
History 2
Overview of Diversification 2
The Role of CEOs in Diversified Companies 2
New Approach to Management 3
The Human Resources Function 3
Pitfalls of Acquisition 3
The CEO Personality 3
The Geneen Pattern 4
Revitalization Needed 4
2 Does Diversification Pay Off? 5
Finding an Answer 5
The Michael Porter Study 6
v
vi Contents
The Cassano Study 10
Six-point Diversity Scale 10
Return on Capital Employed versus Product Diversity 11
Return on Equity versus Product Diversity 12
Cassano s Conclusions Based on Compelling Data 13
The Forbes Data Adds More Cold Water 14
3 The Unique Challenge Faced by the CEO of a
Diversified Company 17
The New CEO 17
CEO s Unique Role 18
What Is an Institution? 19
Functions of an Institutional Leader 19
Defaults of Institutional Leadership 26
Lack of a Sense of Direction 27
Academic Diversion 27
Lack of Discipline 28
Excess Stress on Harmony 28
Myopic Concern About Short-Term Results 28
Mechanistic and Problem Centered 29
Isolation from Reality 29
Captured 30
Becoming an Institutional Leader 30
Opportunism 30
Utopianism 32
4 The Complexities of Managing a Diversified
Business 35
A Difficult Management Challenge 35
Ten Unique Factors 36
Summarizing Unique Factors 40
Ten Difficulties Which Must be Overcome 40
5 A New Approach to Business Planning for a
Diversified Company 51
Strategic Planning: A Basic Challenge 51
Walter Kiechel on Business Planning 52
Mike Kami s Planning Views 53
Contents vll
Bob Hayes Critical Look at Strategic Planning 55
Drucker s Forecast, 20 Years Later 56
A New Approach to Business Planning 59
Self-Management by Objectives (SMBO) 59
My Philosophy About Objectives 60
A Quarterly Review Process 60
A Novel Objectives Document 61
Future Business Scenario 64
Customer Responsiveness Targets 66
Human Resources Plan 68
Review Process 71
Interaction 71
Long-Range Thinking Process 71
Sears 71
General Motors 71
An Integrated Planning Process 73
6 A New Top Management Structure for the
Diversified Company 79
New and Old Mergers 79
The Impossibility of the Current Chief Executive 80
Officer s Position
A Novel Approach 82
Needed: A Completely New Top-Level Organization 82
Establish Five-Staff Functions at the Corporate Level 85
Make a Drastic Reduction in Corporate Headquarter 86
Size
Make Use of Boutique Consultants 87
Benefits of the Novel Approach 88
Obstacles to be Considered 89
7 Talent Problems in the Diversified Company 91
Who is to Blame? 91
Criteria for a Successful Business Executive 92
Ten Frequent Talent Pitfalls 94
Responding to the Talent Challenge 103
viii Contents
8 A New Human Resources Structure for the 107
Diversified Company
The Human Resource Challenges of Diversified 107
Companies
Consequences of the New Situation 109
Objectives of the Human Resources Role 110
Possible New Corporate Human Resource Organization 114
9 Changes Needed in the Human Resources 119
Function in the Diversified Company
Tell-Tale Signs of Obsolescence 119
Enthusiasms of Those Who Are Endangered 120
Performance Appraisals 121
Misdefinition of the Problem 121
Position Descriptions 122
Traditional Job Evaluation Systems 123
The Company-Wide Attitude Survey 125
An Employee Suggestion System 126
Psychological Evaluation of Executives 127
Advanced Management Programs of Universities 128
Recruiting MB As to be Future Managers 129
Assessment Centers 131
Job Posting 132
Conventional High-Potential Programs 134
Suggestions to the Human Resource Office Who Is 135
Endangered
10 Questionable Practices in Diversified Companies 137
Acquisitions As an Ego Trip for the CEO 138
Allowing Corporate Staff to Grow Steadily 139
Expecting the Troops to Respond to Leadership 140
When the Chief Executive Doesn t Command
the Respect of the Acquired Executives
CEOs Assume They Will Acquire a Strong Management 141
Team When They Make an Acquisition
Immediately Homogenizing the Acquisition 142
Following Advice of Consultants on What to Acquire, 143
How to Manage Them, and When to Get Rid of Them
Contents ix
Failure to Realize That the Future Profits of an 143
Acquisition May Not Equal the Startling Initial
Fees and Costs
Forcing the Acquired Entity to Accept a New 144
Organization Structure
Acquiring Business Entities About Which No One in 144
the Top Management Can Be Intuitive
Failure to Realize There Is Great Variation in the 145
Ethical Habits of Managers in Newly Acquired
Entities
Imposing the Acquiring Companies Management Style 146
Style on the Acquired Entities
Overlooking the Fact that the Enduring Assets Being 146
Acquired Are Primarily Talented People
Asking All Acquired Business Entities to Work 147
Against a Few Common Financial Objectives
Assuming You Can or Should Get a One-Company 148
Response
Failure to Develop an Overall Company Image or 149
Reputation of Which Everyone Can Be Proud
11 Personal Characteristics of CEOs of Diversified 151
Companies
Fourteen Personal Characteristics 152
Early Ambition 152
Intellectually Bright 153
High Energy 153
Quick Temper 154
Prestige, Status, and Recognition are Primary 155
Exploitative Tendencies 155
Little Concern for Employees 156
Strong Managers 157
Don t Understand Leadership 157
Puppet-Show Style 158
Omnipotent in Selecting Executives 159
Grandiose Vision 160
Self-Analysis Doesn t Take Place 160
Mistakes Can t Be Avoided 161
X Contents
12 Monuments: The Motivation of CEOs of 163
Diversified Companies
What Constitutes a Monument? 164
Examples of Monuments 166
Avoid Falling Monuments 166
Negative Aspects of Monument Mania 167
Positive Aspects of Monuments 168
Bona-Fide Monuments for the CEO of a Diversified 168
Company
13 The Geneen Pattern for Managing a Diversified 171
Company
Geneen s Convictions 173
Organization Structure of ITT 175
The Control System 176
Business Planning 178
Management Talent in ITT 178
Geneen on Acquisitions 179
Positive Aspects of the Geneen Approach 180
Negative Aspects of Geneen s Approach 181
14 Revitalization of a Diversified Company 185
A Promising Approach 187
Objectives Preparation 188
Climate Survey 189
Overhaul of Policies, Procedures, and Programs 189
Coaching Survey 190
Focused Competency Modules 190
Index 192
|
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| indexdate | 2024-07-09T23:05:44Z |
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| isbn | 091443103X |
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| physical | XIII, 194 S. |
| publishDate | 1992 |
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| publisher | WRM Publ. |
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| spelling | Mahler, Walter R. Verfasser aut The diversified company an endangered species Walter R. Mahler Wyckoff, NJ WRM Publ. 1992 XIII, 194 S. txt rdacontent n rdamedia nc rdacarrier HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=021721114&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Mahler, Walter R. The diversified company an endangered species |
| title | The diversified company an endangered species |
| title_auth | The diversified company an endangered species |
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| title_full | The diversified company an endangered species Walter R. Mahler |
| title_fullStr | The diversified company an endangered species Walter R. Mahler |
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| title_short | The diversified company |
| title_sort | the diversified company an endangered species |
| title_sub | an endangered species |
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