Harvard business review--on management
Harper & Row, 1975 - Business & Economics - 751 pages
Abstract: Business school teachings and business practices are presented for managers and would-be managers wishing to improve their skills and understand their roles. Management philosophies and strategies gleaned from 25 years of articles in the Harvard Business Review are included. Ideas and methods judged unlikely to become obsolete are discussed. Corporate planning, motivating the sales force, marketing and grass roots market research are addressed, as are topics such as coping with resistance to change and prejudice.
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Benson P Shapiro Manage the Customer Not Just the Sales
Myles L Mace
John K Shank
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achieve alternative analysis appraisal approach asset position attitude toward risk basic behavior budget capacity capital cash flow certainty equivalent company's competitive concept costs debt decision maker decision problem decision tree decision-tree demand division Dow Corning economic economic order quantity effective employees evaluation event fork example Exhibit expected value factors feelings forecasts formal function goals growth Harvard Business School human skill important increase individual industry inventory investment involved job enrichment major management by objectives managerial manufacturing market research marketing planning ment needs objectives organization organizational orientation performance personnel practice preference curve president problems product line profit projects relationships responsibility risk aversion sales force sales managers salesman scheduling selling situation skyhooks strategy structure subordinates success task technical techniques tion top management