The Complete MBA Companion

The Latest in Management Thinking from the World's Leading Business Schools

George Bickerstaffe, Tim Dickson

Publisher: Pitman Publishing, 1997 , 678 pages

ISBN: 0-273-62729-5

Synopsis:

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The Complete MBA is a world class management companion and an investment in your future.

High performers in today's changing business world need to acquire knowledge in a broad range of management areas. Building on the core of the latest MBA programs from three of the world's leading business schools, The Complete MBA Companion gives you a unique synthesis of the latest and most important disciplines of management and includes new topics which focus on integrative management skills.

The book offers readers a chance to study cutting-edge issues from the world's leading management professionals. It brings together 98 world class contributors — including over 50 professors — the strongest management writing team ever gathered. The core management areas are coherently structured into twenty modules, each with three to seven self contained sections.

Table of Contents:

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• Preface
  • Tim Dickson, Executive Editor
• Mastering Mastering Management
  • George Bickerstaffe, Editor
• Module 1: Introduction to General Management
  • Modern Imperatives
    Ross A. Webber, Wharton
• Module 2: Accounting
  • The problem with accounting
    Chris Higson and Jochen Zimmermann, London Business School
  • The different centers of control
    Chris Higson, London Business School
  • Budget foundations
    Jochen Zimmermann, London Business School
  • Measuring return on quality
    Christopher D. Ittner, Wharton
  • Counting the cost
    Jochen Zimmermann, London Business School
  • Return on capital employed (ROCE)
    Chris Higson, London Business School
  • Accounting for changing prices
    Ronnie Barnes, London Business School
  • What is a bank worth?
    Paul A. Griffin, University of California at Davis, visiting London Business School
  • Harmonizing accounts worldwide
    Sir Bryan Carsberg, London Business School
  • Bottom-line discord
    Andy Simmonds, Touche Ross, visiting London Business School
  • Regulating the regulators
    Paul Bircher, Ernst & Young, visiting London Business School
  • Asset valuation: case studies from the oil and gas industry
    Mimi Alciatore, London Business School
  • Accounting for takeovers
    Chris Higson, London Business School
• Module 3: Finance
  • Tasks of the finance function
    Harold Rose, London Business School
  • The role of financial markets
    Narayan Naik, London Business School
  • Assessing the rate of return
    Elroy Dimson, London Business School
  • Market efficiency
    Ernst Maug, London Business School
  • Project approval: the key criteria
    Adam Farkas, Budapest University of Economic Sciences, visiting London Business School
  • The capital asset pricing model
    Elroy Dimson, London Business School
  • Importance of capital structure
    Michel Habib, London Business School
  • The thinking behind dividends
    Francesca Cornelli, London Business School
  • The changing world of finance
    Harold Rose, London Business School
  • Introduction to options
    Kjell Nyborg, London Business School
  • An introduction to futures markets: insurance, liquidity, immediacy
    Mark Britten-Jones, London Business School
  • Living life on the hdge
    Debra Perry, London Business School
  • Warrants and convertibles
    Anthony Neuberger, London Business School
  • The market for corporate control
    Harold Rose, London Business School
  • Buddy, can you swap a dime?
    Ian Cooper, London Business School
  • The merits of project finance
    Harold Rose, London Business School
  • Are bosses worth the money?
    Michael Brennan, London Business School
  • Raising equity capital
    Ivo Welch and Anthony Neuberger, UCLA and London Business School
  • Several ways to go broke
    Julian Franks, London Business School
• Module 4: Applied Statistics and Decision Support
  • Understanding data
    Ann van Ackere, London Business School
  • Probability and distributions
    Ann van Ackere, London Business School
  • Taking samples
    Ann van Ackere, London Business School
  • Taking the risk out of uncertainty
    Kiriakis Vlahos, London Business School
  • Systems thinking and the art of modeling
    John Morecroft and Ann van Ackere, London Business School
  • Getting the combination right
    Kiriakos Vlahos, London Business School
• Module 5: Marketing
  • Why marketing still matters
    Kamran Kashani, IMD
  • A new future for brands
    Kamran Kashani, IMD
  • Building brand relationships
    Tim Ambler, London Business School
  • Customer as strategic assets
    David Schmittlein, Wharton
  • In praise of revitalization
    Thomas S. Robertson, London Business School
  • Getting close to the customer
    Jacques Horovitz and Nirmalya Kumar, IMD
  • How to learn about markets
    George Day, Wharton
  • Big questions for the 21st century
    Jerry Wind, Wharton
• Module 6: Organizational Behavior
  • Deep roots and far from a 'soft' option
    Jack Denfeld Wood, IMD
  • What do new systems demand of employees?
    Peter Cappelli and Nikolia Rogovsky, Wharton
  • The personality factor
    Nigel Nicholson, London Business School
  • Dealing with the attitude problem
    Peter Cappelli, Wharton
  • Cultural diverfsity
    Rob Goffee, London Business School
• Module 7: Human Resource Management
  • The art of managing people
    Lynda Gratton, London Business School
  • Search for the virtual water cooler
    Joseph W. Harder, Wharton
  • Key to competitive advantage
    Peter Cappelli and Anne Crocker-Hefter, Wharton
  • Choices and the high-performance workplace
    Larry W. Hunter, Wharton
• Module 8: Managing People in Organizations
  • Developing a work/life balance
    Stewart D. Friedman, Perry Christensen, Jessica DeGroot, Wharton
  • Does empowerment deliver the goods?
    Maury Peiperi, London Business School
  • The true worth of building high-performance systems
    Michael Useem, Wharton
• Module 9: Production and Operations Management
  • Systems are never good enough
    Thomas E. Vollmann, IMD
  • Some measures of concern
    Roger W. Schmenner, IMD
  • Ways to improve the company
    Carlos Cordon, IMD
  • Rigid flexibility and factory focus
    Robert Collins, Roger Schmenner and Carlos Cordon, IMD
  • Supply chain management
    Thomas E. Vollmann, Carlos Cordon and Hakon Raabe, IMD
  • Strategic management of the operations function
    Terry Hill, Alastair Nicholson and Roy Westbrook, London Business School
  • The 'greening' of industry — the hardest bit is still to come
    Ulrich Steger, IMD
  • Transformation: the difference between domination and death
    Thomas E. Vollmann, IMD
  • Pan-regional manufacturing: the lessons from Europe
    Robert Collins and Roger Schmenner, IMD
• Module 10: Information Management
  • Managing strategic intelligence
    Donald A. Marchand, IMD
  • What is your company's information culture?
    Donald A. Marchand, IMD
  • It's strategy that counts
    Xavier Gilbert, IMD
  • The information infrastructure: promises and realities
    Donald A. Marchand, IMD
• Module 11: Business Ethics
  • Marketing an ethical stance
    Thomas W. Dunfee, Wharton
  • Gifts, grease and graft
    Jack Mahoney, London Business School
  • Buyer beware: are marketing and advertising always ethical?
    Jack Mahoney, London Business School
  • Discrimination and privacy
    Jack Mahoney, London Business School
• Module 12: International Financial Markets
  • Euromarkets: their uses and worth
    Harold Rose, London Business School
  • International banking
    Harold Rose, London Business School
  • Cities of gold
    Richard Brealey, London Business School
  • Benefits and costs of international portfolio investments
    Evi C. Kaplanis, London Business School
  • The political economy of European economic and monetary union
    Geoffrey Garrett, Wharton
• Module 13: Managing Across Cultures
  • Becoming globally civilized
    Howard V. Perlmutter, Wharton
  • Culture is not enough
    Jack Denfeld Wood, IMD
  • The subtle art of negotiation
    Jack Denfeld Wood and Thomas R. Colosi, IMD
  • It takes more than two to agree
    Jack Denfeld Wood and Thomas R. Colosi, IMD
  • Managing negotiations
    Jack Denfeld Wood and Thomas R. Colosi, IMD
  • Russia's different problems
    David Chambers, London Business School
• Module 14: Applied Microeconomics and Industry Analysis
  • Keys to profit maximization
    Kimya M. Kamshad, London Business School
  • Making sure the price is right
    Kathryn Graddy, London Business School
  • Cartels and collusion
    Kathryn Graddy, London Business School
  • A price for every customer
    Kimya M. Kamshad, London Business School
  • Natural monopolies regulation
    Saul Estrin, London Business School
  • Keeping out the competition
    Paul A. Geroski, London Business School
  • Meaning of market failure
    Paul A. Geroski, London Business School
  • Pros and cons of vertical integration
    Kimya M. Kamshad, London Business School
  • Competing in spite of the Law?
    Ralf Boscheck, IMD
• Module 15: International Macroeconomy and Competitivness
  • A tale of two economies
    Stephanie Garelli, IMD
  • The secrets that lay behind improved corporate performance
    Marshall W. Meyer, Wharton
  • Globalization and alliances in high technology industries
    Bruce Kogut, Wharton
  • Managed trade and regional choices
    Ralf Boscheck, IMD
• Module 16: Leadership Skills
  • What makes a leader?
    Jack Denfeld Wood, IMD
  • The two sides of leadership
    Jack Denfeld Wood, IMD
  • Business is changing fast and so is the art of leading
    Derek F. Abell, IMD
  • Do leaders make a difference?
    Michael Useem, Wharton
  • Team building: the great outdoors
    Jack Denfeld Wood, IMD
• Module 17: Managing Change
  • Choosing the right change path
    Paul Strebel, IMD
  • Breakpoint: how to stay in the game
    Paul Strebel, IMD
  • Creating industry breakpoints
    Paul Strebel, IMD
  • Management in the information era
    Michael J. Earl, London Business School
• Module 18: Strategic Management and Implementation
  • Strategic investment decisions and emergent strategy
    Patrick Barwise, London Business School
  • Global strategies in the 1990s
    Vijay K. Jolly, IMD
  • The antitrust treatment of intellectual property
    Dennis A. Yao and Tracy R. Lewis, Wharton
  • Core competencies and service firms
    Jacques Horovitz, IMD
  • Building resources for competitive advantage
    Kim Warren, London Business School
  • Beyond product excellence
    Dominique V. Turpin, IMD
  • Keeping ahead in the competitive game
    George Day and David Reibstein, Wharton
  • Alliances can bring hidden benefits
    Francis Bidault and Thomas Cummings, IMD
  • Environmental concerns: are they a threat or an opportunity?
    Georges Haour, IMD
• Module 19: Socio-political Context and the Business Environment
  • The nature of ideology
    Jack Denfeld Wood, IMD
  • Globalization and multinationals
    Stephen J. Kobrin, Wharton
• Module 20: The Future of General Management
  • The end of management? Classroom versus the boardroom
    Rob Goffee and John W. Hunt, London Business School
  • Managing in turbulent times
    John M. Stopford, London Business School
  • Toolboxes are out: thinking is in
    Werner Ketelhöhn, IMD
  • The new language lab
    Johan Roos and Georg von Krogh, IMD
  • Redesigning for the 21st century
    Bruce Kogut and Edward H. Bowman, Wharton