Entrepreneurship: Launching New Ventures introduces readers to the process of entrepreneurial success and shows them how to be effective every step of the way.

    In The Strategy-Focused Organization, Robert Kaplan and David Norton share the results of ten years of learning and research into more than 200 companies that have implemented the Balanced Scorecard. Drawing from more than twenty in-depth case studies--including Mobil, CIGNA, and AT&T Canada--Kaplan and Norton illustrate how Balanced Scorecard adopters have taken their groundbreaking tool to the next level. These organizations have used the scorecard to create an entirely new performance management framework that puts strategy at the center of key management processes and systems.Kaplan and Norton articulate the five key principles required for building strategy-focused organizations: 1) translate the strategy into operational terms, 2) align the organization to the strategy, 3) make strategy everyone's everyday job, 4) make strategy a continual process, and 5) mobilize change through strong, effective leadership. The authors provide a detailed account of how a range of organizations in the private, public, and nonprofit sectors have deployed these principles to achieve breakthrough, sustainable performance improvements.

    It presents the ideas and terminology essential to an understanding of balance sheets, income statements, and statements of cash flows. Every frame requires students to solve a problem involving accounting information - e.g., selecting a correct word from two choices, providing an answer, making a journal entry, or preparing a complete balance sheet.

    Strategy deployment, called hoshin kanri by Toyota, has proven to be the most effective process for meeting this ongoing challenge. In his new book Getting the Right Things Done, author and LEI faculty member Pascal Dennis outlines the nuts and bolts of strategy deployment, answering two tough questions that ultimately can make or break a company's lean transformation: * What kind of planning system is required to inspire meaningful company-wide continuous improvement? * How might we change existing mental models that do not support a culture of continuous improvement? Getting the Right Things Done demonstrates how strategy deployment can help leaders harness the full power of Lean. Organization leaders at all levels and the management teams who are responsible for strategy deployment will find this book especially insightful. It tells the story of a fictional (yet very real) midsized company, Atlas Industries that needs to dramatically improve to compete with emerging rivals and meet new customer demands. Getting the Right Things Done chronicles the journey of the company and its President/COO, an experienced lean leader who was hired five years ago to steer Atlas in the right direction. While Atlas had already applied some basic lean principles, it had not really connected the people and business processes so that the company could dramatically improve. Atlas' challenge: "Something was missing: a way of focusing and aligning the efforts of good people, and a delivery system, something that would direct the tools to the right places." Enter strategy deployment. The book is designed to provide readers with a framework for understanding the key components of strategy deployment: agreeing on the company's "True North," working within the PDCA cycle, getting conse

    The physical sciences and engineering claim to be the basis of modern technology and therefore of modern life; the social sciences discuss big issues of governance, for example, democracy and taxation; the humanities claim that they revive your soul after it has been deadened by exposure to the physical and social sciences and to engineering. Where does the subject "games of strategy," often also called game theory, fit into this picture, and why should you study it? Dixit and Skeath's Games of Strategy offers a practical motivation much more individual and closer to your personal concerns than most other subjects. You play games of strategy all the time: with your parents, siblings, friends, enemies, even with your professors. You have probably acquired a lot of instinctive expertise, and we hope you will recognize in what follows some of the lessons you have already learned. This book's authors will build on this experience, systematize it, and develop it to the point where you will be able to improve your strategic skills and use them more methodically. Opportunities for such uses will appear throughout the rest of your life; you will go on playing such games with your employers, employees, spouses, children, and even strangers. Not that the subject lacks wider importance. Similar games are played in business, politics, diplomacy, wars--in fact, whenever people interact to strike mutually agreeable deals or to resolve conflicts. Being able to recognize such games will enrich your understanding of the world around you, and will make you a better participant in all its affairs.

    Looks at the role of emotional intelligence in leadership, discussing the characteristics of a good leader and leadership styles, and outlines the steps to becoming an effective leader.

    Its coverage balances upon three essential pillars: (1) theory and concepts; (2) practices and applications; and (3) effective learning tools. A four-part organization details topics under the headings of: understanding marketing and the marketing management process, assessing opportunities in a dynamic marketing environment, developing marketing strategy and the marketing mix, and extending marketing. For individuals interested in taking an intriguing, discovery-filled journey to the business of marketing--in sales forces, retailing, advertising, research, or any other areas.

    The Fourth Edition maintains the dual focus on the concepts and techniques from both the traditional, structured approach and the object-oriented approach to systems development. Instructors have the flexibility to emphasize one approach over the other, or both, while referring to one integrated case study that runs through every chapter.

    It introduces marketing from the perspective of real people making real marketing decisions at leading companies "every day. "Learners will come to understand that marketing is about "creating value"-for customers, for companies, and for society as a whole-and they will see how that is accomplished in the real world. A five-part organization covers making marketing value decisions, identifying markets and understanding customers' needs for value, creating the value proposition, communicating the value proposition, and delivering the value proposition. For individuals interested in a career in marketing.

    It is also updated to reflect the latest in theory, research, real-world examples, and use of technology. The seamless, integrated ancillary package - done by the authors - is a hallmark of this package that makes the subject more accessible for learners.

    Dr. Sutton reveals new insights that he's learned since the writing of Good Boss, Bad Boss. Sutton adds revelatory thoughts about such legendary bosses as Ed Catmull, Steve Jobs, A.G. Lafley, and many more, and how you can implement their techniques. If you are a boss who wants to do great work, what can you do about it? Good Boss, Bad Boss is devoted to answering that question. Stanford Professor Robert Sutton weaves together the best psychological and management research with compelling stories and cases to reveal the mindset and moves of the best (and worst) bosses. This book was inspired by the deluge of emails, research, phone calls, and conversations that Dr. Sutton experienced after publishing his blockbuster bestseller The No Asshole Rule. He realized that most of these stories and studies swirled around a central figure in every workplace: THE BOSS. These heart-breaking, inspiring, and sometimes funny stories taught Sutton that most bosses - and their followers - wanted a lot more than just a jerk-free workplace. They aspired to become (or work for) an all-around great boss, somebody with the skill and grit to inspire superior work, commitment, and dignity among their charges. As Dr. Sutton digs into the nitty-gritty of what the best (and worst) bosses do, a theme runs throughout Good Boss, Bad Boss - which brings together the diverse lessons and is a hallmark of great bosses: They work doggedly to "stay in tune" with how their followers (and superiors, peers, and customers too) react to what they say and do. The best bosses are acutely aware that their success depends on having the self-awareness to control their moods and moves, to accurately interpret their impact on others, and to make adjustments on the fly that continuously spark effort, dignity, and pride among their people.

    The Thirty-two mini-cases help readers learn by applying the theory, drawing on current business news to demonstrate specific consumer behavior concepts. This edition now includes thirty-two Active Learning mini-cases. A clear consumer decision making model is set out in each chapter to facilitate learning-- presented in the first chapter, this model serves as a structural framework for the concepts-- the building blocks-- examined in the following chapters. The book's final chapter ties all of these concepts together so readers see the interrelationships and relevance of individual concepts to consumer decision-making. For those studying consumer behavior and/or marketing.

    This book offers an excellent foundation in ethical decision-making for current and future business managers and IT professionals.

    This book provides information and advice on the GMAT Analytical Writing Assessment, and includes samples of the two types of writing tasks, examples of essays, authentic scoring guides, and strategies for preparing your responses.