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Financial Times Handbook of Management Hardcover – 14 Dec 2000

3.7 out of 5 stars 7 customer reviews

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Product details

  • Hardcover: 800 pages
  • Publisher: Financial Times/ Prentice Hall; 2 edition (14 Dec. 2000)
  • Language: English
  • ISBN-10: 0273643509
  • ISBN-13: 978-0273643500
  • Product Dimensions: 15.9 x 4.5 x 23.9 cm
  • Average Customer Review: 3.7 out of 5 stars 7 customer reviews
  • Amazon Bestsellers Rank: 1,718,793 in Books (See Top 100 in Books)
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Product description

Amazon Review

With contributions from the likes of Kjell Nordstrom, Jonas Ridderstrale and Warren Bennis, it's no slip of a copywriter's pen that the Financial Times Handbook of Management is subtitled "The State of the Art". Now an international bestseller in its second edition, the Handbook is a heavyweight in every sense--a strategic business resource containing think pieces from a breathtaking array of modern management gurus; business minds from academic, consultancy and media backgrounds many of whose books are bestsellers in their own right.

Every aspect of modern business is covered from management and marketing to finance and distribution. Even at 800 pages it doesn't pretend to be definitive or exhaustive. "The boundaries are gone. The game has changed. The rule book is out of date," as Professor Gary Hamel notes in his foreword from the first edition. As a primer to 21st-century business techniques, though, it's required reading. In addition to contributions from the likes of Fons Trompenaars, Marcus Alexander, Paul Argenti and Sandra Vandermerwe there is also extensive coverage and analysis of the work of many major gurus such as Tom Peters, Gary Hamel and Charles Handy. The Financial Times Handbook of Management will provide managers and business commentators with a powerful set of actions, solutions and ideas. --Alex Benady

Excerpt. © Reprinted by permission. All rights reserved.

Introduction

For the manager in the front line there are no easy answers. The marketing man in Gdansk, Poland; the advertising executive in Savannah, Georgia; the CEO in the management suite in Tokyo - all labour under the same conditions. In management 2 + 2 does not necessarily equal 4.

This is an important realization. Recent years have seen the sometimes painful, but nevertheless welcome, dispersal of the cloud of illusion hanging over the development of management as a profession. From being fixated on solutions and elusive quick fixes, management has come of age. There is now growing appreciation that its allure and very substance are attributable to its uncertainty and a lack of readymade universal solutions.

After being contained as a rational and analytical art, management has broken its ties. Rationalism has given way to dynamism - solutions have been replaced by questions.

The Financial Times Handbook of Management is written in this new spirit. If you still believe in neat answers, look elsewhere.

The Handbook offers no immediate solutions to the problems confronting individual managers in unique situations. Instead it raises issues, poses questions, and examines emergent management thinking and best practice from an array of angles. Its intention is to prompt further thinking and reading. The aim of the Handbook is to act as a starting point, leading into complex subjects, such as the changing nature of organizations.

The Handbook is an ignition point. It brings together a cornucopia of ideas, practices and thinking. Not all of it may be immediately relevant to a particular manager's work today, but a career in management is likely to draw on virtually every subject covered here.

Management is perplexing and challenging, more complex than ever before and, for millions of managers throughout the world, a continual source of learning, stress, excitement, disappointment and achievement. The Financial Times Handbook of Management hopes to capture the state of this indispensable, inspiring and invigorating art.


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