Building the integrated company / Malcolm A. Birkin.

Format:

Book

Author/Creator:

Birkin, Malcolm A., author.

Language:

English

Subjects (All):

International business enterprises--Management.

International business enterprises.

Organizational effectiveness.

Comparative management.

Physical Description:

1 online resource (232 pages) : illustrations

Edition:

1st ed.

Place of Publication:

London, [England] ; New York, New York : Routledge, 2018.

Summary:

This title was first published in 2000: Global competition is increasingly impacting on even the most isolated of companies; the only way for any company to sustain competitive advantage is by tapping into the single remaining area of great potential - the management of people. If we want to be an above-average company, we will need an above-average ratio of above-average people who perform at above-average levels. None of which will happen without above-average levels of management. Malcolm Birkin's Building the Integrated Company offers a model for exploiting the human potential within organizations. This potential is one which, in previous decades, through an absence of focus on business basics and an adherence to mistaken ideas about sustainable competitive advantage, we have contrived to turn into all-too-limited performance. The first stage in any new learning process is to unlearn the misplaced concepts and bad habits we have developed. Section One of the book describes and contrasts the similarities and differences of American, European and Japanese management and then describes the characteristics of the Integrated Company, which has absorbed and perfected the best systems and philosophies from around the world. Anyone seeking to follow this lead needs to be able to distinguish the realities of these management systems from the myths. Section Two is built around a series of 13 detailed and scored questionnaires, containing over 240 individual questions, enabling the reader to assess every aspect of their business, from management focus to the behaviours of the workforce, against the Integrated Company model. Section Three, the largest and most important section, deals with integration, addressing the practical implementation of the systems and philosophies in a clear, logical and hands-on manner. As the name suggests, the Integrated Company is a holistic model, involving every aspect of the business. Nevertheless, managing people - the unlimited potential - remains the most complex

Contents:

Cover

Half Title

Dedication

Title

Copyright

Contents

List of figures

List of tables

List of boxes

Foreword

Acknowledgements

Introduction: Building the Integrated Company

Culture

People

The structure of the book

1 The integration of international management

The integrated approach - a single route to building competitiveness through people

The commonality of global product demand

The holistic business environment

Cultural differences

The failure of management fads

American, European and Japanese contributions to the integration of international management - similarities and the remaining differences

The growth bias - organic, merger or acquisition

Comparisons between American, European and Japanese management

Company objectives

References

The Book Case: Recommended reading

2 The characteristics of the Integrated Company

'A completeness approaching excellence' - Kanzen contributions

The external characteristics of the Integrated Company

The internal European and Japanese management

Corporate structures

Decision making

Corporate (competitive) strategy, achieving corporate strategy, and corporate culture

Summary

3 Assessing your company - how integrated are you?

The need for support from the top

Assessing the company

Assessment using the analytical method

The questionnaires

Analysing the assessment to show the way ahead

4 Corporate/competitive strategy, its creation and its link to corporate culture

Introduction: moving to strategic thinking

Integrating the plans with people - implementation stage one

What corporate strategy is not

What do we need before we can begin creating our strategy?.

Creating your corporate strategy

Moving to strategy

Creating the Integrated action plan

Linking corporate strategy to corporate culture

The differences between strategists and managers

5 Implementation, people commitment and interlinking

The advantages of working with committed employees

The iceberg syndrome

Setting the cultural base

Belonging and linkage

Co-partnership management

Building the People Dynamics department

Detailed procedures implementation - stage two

The modus operandi

The 1 Plus 5 system

6 Integrating people

Putting the pieces together

Where the action is - implementation stage three

Building teams

Structured operational unity

Creating the structures

Setting up the education and training programme

Strategic middle management and shared decision making - implementation stage four

The role of strategic middle management in shared decision making

The PD department: attracting and retaining above-average people

Keeping a wide perspective

The knowledge organization and the Integrated company

The future of the Integrated Company

Index.

Notes:

Includes bibliographical references and index.

Description based on print version record.

ISBN:

1-315-19730-8

1-351-76960-X

9781315197302

OCLC:

1003930717