Michael Calta and Brian H. Kleiner
Considers the mismanagement of car dealerships and looks at the institutional causes. Discusses the traditional management style and organization of car dealerships with their…
Abstract
Considers the mismanagement of car dealerships and looks at the institutional causes. Discusses the traditional management style and organization of car dealerships with their inefficiences and limited philosophies. Outlines a number of outside influences that are forcing dealerships to re‐evaluate the way they manage. Highlights the proactive approach used by one forward thinking company, showing how it has experienced more favourable results than its competitors.
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Jay Barney is a Professor of Management and holds the Bank One Chair for Excellence in Corporate Strategy at the Max M. Fisher College of Business, The Ohio State University. He…
Abstract
Jay Barney is a Professor of Management and holds the Bank One Chair for Excellence in Corporate Strategy at the Max M. Fisher College of Business, The Ohio State University. He received his undergraduate degree from Brigham Young University, and his master's and doctorate from Yale University. He taught at the Anderson Graduate School of Management at UCLA and Texas A&M University before joining the faculty at Ohio State in 1994, where Professor Barney teaches organizational strategy and policy to MBA and Ph.D. students.
Film provides an alternative medium for assessing our interpretations of cultural icons. This selective list looks at the film and video sources for information on and…
Abstract
Film provides an alternative medium for assessing our interpretations of cultural icons. This selective list looks at the film and video sources for information on and interpretations of the life of Woody Guthrie.
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John Rice, Nigel Martin, Muhammad Mustafa Raziq and Peter Fieger
In this paper, the authors will examine Welch's legacy and aftermaths, both for GE and more broadly within management practice and academic thought. As a complex character, indeed…
Abstract
Purpose
In this paper, the authors will examine Welch's legacy and aftermaths, both for GE and more broadly within management practice and academic thought. As a complex character, indeed a person of many contradictions, the authors try to avoid polemics in this, instead focusing on his accomplishments and the unanswered questions about his impact.
Design/methodology/approach
This paper is a historical case using secondary and published materials to assess the case of Jack Welch's leadership of General Electric over the period 1981–2001.
Findings
Welch's proponents suggest he emphasized controlling corporate destiny, being open to new ideas, pursuing quality and low cost, having confidence, a vision founded on reality, a global focus and possessing energy and enthusiasm. However, his short-termist perspective undermined the long-term success of the company and his “win at any cost” mantra predisposed some employees to cutting ethical or environmental corners. As the market capitalization gains evaporated that had been used to justify the “end justifies the means” rationale, little is left of his legacy.
Research limitations/implications
The paper discusses the implications of the GE case for issues associated with corporate governance, financialization and human resource management.
Originality/value
This is a timely reconsideration of the Jack Welch legacy two years after his death. In avoiding polemics and seeking a considered assessment of his positive and negative outcomes, the paper is an important addition to the research on Welch and American management thought.
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Zhan Li, Roger Chen, Nicholas Tay and Mike Duffy
A Conversation with John “Jack” Wadsworth, Jr., Honorary Chairman of Morgan Stanley Asia. Wadsworth talks about Morgan Stanley’s experiences in doing business in Asia, both…
Abstract
A Conversation with John “Jack” Wadsworth, Jr., Honorary Chairman of Morgan Stanley Asia. Wadsworth talks about Morgan Stanley’s experiences in doing business in Asia, both historically and currently, and talks about the different approaches in different regions of Asia.
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BRUCE S. COOPER, JOHN W. SIEVERDING and RODNEY MUTH
Data from sophisticated portable heart‐rate monitors and “work diaries” were used to relate in Mintzberg's “nature of managerial work” to physiological stress in a small sample of…
Abstract
Data from sophisticated portable heart‐rate monitors and “work diaries” were used to relate in Mintzberg's “nature of managerial work” to physiological stress in a small sample of working principals. Subjects were categorised by years of experience, Type A and Type B personality, and were “shadowed” for three complete work days in their schools doing regular activities to learn what management functions were stressful. Principals were found to be working under extreme stress (a few at catastrophically high levels), for long hours, and that certain managerial activities were more physiologically stressful than others. Implications for training, deployment and the use of bio‐feedback techniques are discussed.
My intellectual journey as a sociologist and a symbolic interactionist began when I was a 13-year-old eighth-grader in Catholic School on the working-class, southwest side of…
Abstract
My intellectual journey as a sociologist and a symbolic interactionist began when I was a 13-year-old eighth-grader in Catholic School on the working-class, southwest side of Chicago. My eighth-grade nun pulled me aside after school one day and gently told me that, now that I should think about what to be when I grow up. She suggested I study to be “either a sociologist or a priest.” After some serious thought, I eliminated the option of becoming a priest – yet, the word sociologist was intriguing. I had no idea what it really meant, but it had a certain ring to it in 1960, when society was becoming a viable and visible orientation in terms of major events we were learning a little bit about from the good nuns and television – like civil rights, the cold war, and the space race. I took her advice and set out on a 50-year journey to become a sociologist. The map of the journey has been elusive, though, in that what it means to be a sociologist – especially an interactionist sociologist – has changed over the years as events in my life and the social world have evolved. This journey has had three segments: sociology as something to do; sociology as something to know; and sociology as something to be. The journey has been profound as well as fun because, as I continue to discover what it means to be an interactionist sociologist, I discover who I am.
The astute observations of Peter Drucker – seminal management thinker, author and consultant who died in 2005–have influenced the strategic thinking of managers for decades. The…
Abstract
Purpose
The astute observations of Peter Drucker – seminal management thinker, author and consultant who died in 2005–have influenced the strategic thinking of managers for decades. The author, a former colleague of Drucker's, believes that his meta‐thinking – that is, his pattern of thinking –offers executives especially valuable insights for improving the process of strategic analysis. The paper aims to look at several modern case studies using Drucker's favorite analysis techniques.
Design/methodology/approach
The paper looks at three case studies that use Drucker's favorite analysis techniques.
Findings
Built into his pattern of thinking are three techniques that Drucker used to consider almost every problem. Learning to apply these techniques can be extremely helpful to senior managers. Drucker was the alpha knowledge worker. His influence was global – altering the mindset of managers around the world. His lessons in strategic thinking are a model for all who practice strategic management or advise others on how to do so.
Research limitations/implications
The paper is based on personal recollection and a review of literature.
Practical implications
Three techniques that Drucker often employed are: ask penetrating questions of people who understand current and future realities so they can generate and evaluate a creative set of strategic options; reframe the prevailing view of the situation in simple, understandable terms that enable a review of priorities and adjustment of actions to better adapt to the competitive environment; and question the assumptions underlying current views – consider alternative assumptions and diligently probe their context and strategic implications.
Originality/value
The paper provides useful insight into Drucker's brilliant intuitive analysis process.