General management: processes and action: overruns

General Management: Processes and Action by David Garvin focuses on implementation, and the way that general managers get things done. Typically they work through processes like strategic planning, business planning and budgeting to move their organizations forward. A deeper understanding of the skills necessary to influence the design, direction and functioning of processes is essential to effective management. The aim of the General Management is to develop in students a deeper understanding of these activities and their links to performance. The author, David Garvin, is known for his cases. His cases are currently being used at such schools as Wharton, Stanford, Columbia and MIT.

Table of Contents: INTRODUCTION 1. The Processes of Organization and Management MODULE I: STRATEGIC PROCESSES 2. Arthur D. Little, Inc. 3. R. R. Donnelley & Sons: The Digital Division 4. Allstate Chemical Company: The Commercialization of Dynarim 5. Time Life Inc. (A) 6. Watermill Ventures 7. Note on the Major Appliance Industry in 1988 8. Electrolux: The Acquisition and Integration of Zanussi 9. Emerson Electric: Consistent Profits, Consistently 10. Xerox Charts a New Strategic Direction (Excerpts) MODULE II: RESOURCE ALLOCATION PROCESSES 11. Ellis International Division: Patrick O'Brian 12. Americhem: The Gaylord Division (A) 13. Westinghouse Electric Corporation: Automating the Capital Budgeting Process (A) 14. Peterson Industries: Louis Friedman MODULE III: DECISION-MAKING PROCESSES 15. British Steel Corporation: The Korf Contract 16. Note on Process Observation 17. Strategic Decision Processes in High Velocity Environments: Four Cases in the Microcomputer Industry 18. Making Fast Strategic Decisions in High-Velocity Environments 19. Decision-Making Exercise (A) 20. Growing Pains 21. Decision-Making Exercise (B) 22. Decision-Making Exercise (C) 23. The Case of the Unhealthy Hospital 24. A Thousand Days 25. Thirteen Days 26. Decision Making at the Top: The All-Star Sports Catalog Division MODULE IV: LEARNING PROCESSES 27. Building a Learning Organization 28. Types of Learning Processes 29. A Note on Knowledge Management MODULE V: MANAGERIAL PROCESSES 30. Serengeti Eyewear: Entrepreneurship within Corning Inc. 31. The Soul of a New Machine 32. The Transition to General Management Website 33. No Excuses Management 34. Harvard Business School Publishing MODULE VI: CHANGE PROCESSES 35. SAP America 36. Millipore Corporation (A) 37. Harvey Golub: Recharging American Express 38. Pepsi's Regeneration, 1990-1993 39. Leveraging Processes for Strategic Advantage