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A host of advantages will flow to companies that learn to make and deliver goods and services faster than their competitors. However, four key questions must be answered to determine if a turbo marketing approach is suitable for your company.

Strategic Funds Programming is designed to help managers bridge the gap between strategy and action. The process has been implemented successfully in companies in the United States and Europe, and has the potential to help corporations deal with the frustrations of getting a formulated strategy moving.

In order to build a time‐based organization a firm should: outline a time‐based strategy, assess the feasibility of the strategy, and plan the changes. The implementation stage requires drastic changes in company culture, structure, systems, and the way work is accomplished.

Introduction The purpose of this article is to examine the literature with respect to the application of ZBB in the private sector and by so doing determine the results obtained from the application. In reviewing the literature, reference will be made to the comparison of private and public sector ZBB; claims and criticisms made by private sector organisations; and a summary of the survey findings conducted in the private sector.

Zero‐base budgeting (ZBB) provides top management with detailed information concerning the money needed to accomplish desired ends. Each expenditure is analyzed in terms of purpose and function to build a budget. ZBB spotlights redundancies and duplication of efforts among departments, focuses on dollars needed for programs rather than on the percentage increase (or decrease) from the previous year, specifies priorities within and among departments and divisions, and allows a performance audit to determine whether each activity or operation performs as desired.

In organisations today it is essential that the budgeting process be not just effective in the determination of the allocation of resources, but also be perceived by all those involved within the organisation to be fair and equitable. The budgeting process must also be participatory, in that, those who will be held accountable for the results are also involved in the determination of the resource allocation.

Capital budgeting has been a major topic of the finance literature since Joel Dean's book was published in 1951. Since then, several books and dozens of articles have been published about every aspect of this finance function. So many surveys of capital budgeting techniques used by companies have been administered by researchers that even the surveys have been evaluated.

Advances that strategic planning has been the focus of increasing attention in the management literature, although marketing planning has received less priority. Contends that the particular characteristics of industrial marketing require a framework of strategic planning which integrates the different agents of: supplier‐customer interaction; management of portfolios of relationships; and different levels of management perspective characterizing marketing and purchasing of industrial products and services. Concludes by stating that the multi‐functional and inter‐dependent nature of decision making is very important, and argues that strategic marketing planning should be of a dynamic systems process.

This chapter describes, both from a personal and historical perspective, the ascendancy and incumbency of Leroy D. Baca as sheriff of Los Angeles County, comparing and contrasting his leadership, ensconced in new age terminology, with that of his predecessors, Sherman Block and Peter J. Pitchess. Of immediate concern were his personal decisions, in particular the appointment of Paul Tanaka to be his undersheriff after many years serving as his campaign treasurer. What was considered a marginally functional merit-based promotional system was transformed into a political patronage model, with the attendant loss of organizational legitimacy and tarnished public reputation. The chapter will compare and contrast life within the “car,” as the term is commonly used within the Los Angeles County Sheriff’s Department, and life outside the car, through first-hand accounts, testimony from the Citizen’s Commission on Jail Violence, depositions, and published reports. Using the concept of representative bureaucracy, I will track organizational diversity as a performance measure, using the relative inclusion of all employee groups in the rank structure of the department and how each group fared under the Baca/Tanaka administration. In conclusion, this chapter will present different coping mechanisms utilized by employees confronting serious corruption issues that impacted them directly, and indirectly through the organization.