This title, originally published in 1984, is based on a study of the work of general and production managers in companies in Britain and Germany, and gives a life-like account of the realities of management, including the problems, crises and unresolved tensions. Throughout the book the author draws comparisons between management style and performance in Britain and Germany. Designed primarily for management and business studies undergraduates, the book gives an excellent idea of what industry is really like. For students who are committed to a career in management but who lack experience of industry, this realistic and down-to-earth account will be invaluable.

If you work hard to “Get It Done,” this book is for you. In this collection of articles from the Project Management Institute’s award-winning PM Network® magazine, practitioners from around the world share how they get things done—and how they take their careers to where they want to go. Their advice does not just center on the technical aspects of project management. The articles also cover leadership issues as well as strategic and business management—all three legs of the PMI Talent TriangleTM, a symbol for what employers are looking for when hiring project management talent. Within this book you will find inspiring stories that vividly demonstrate the value of your profession. If you are considering project management as a career, the close-up looks at the types of challenges project managers face every day will give you new perspectives.

Knowledge management (KM) is about managing the lifecycle of knowledge consisting of creating, storing, sharing and applying knowledge. Two main approaches towards KM are codification and personalization. The first focuses on capturing knowledge using technology and the latter on the process of socializing for sharing and creating knowledge. Social media are becoming very popular as individuals and also organizations learn how to use it. The primary applications of social media in a business context are marketing and recruitment. But there is also a huge potential for knowledge management in these organizations. For example, wikis can be used to collect organizational knowledge and social networking tools, which leads to exchanging new ideas and innovation. The interesting part of social media is that, by using them, one immediately starts to generate content that can be useful for the organization. Hence, they naturally combine the codification and personalisation approaches to KM. This book aims to provide an overview of new and innovative applications of social media and to report challenges that need to be solved. One example is the watering down of knowledge as a result of the use of organizational social media (Von Krogh, 2012).

Uniting theory and practice, Management in Action is the perfect tool for professionals who find themselves in management positions without the benefit of formal management training. It provides a holistic view of management in the form of a management model that is easily adapted to the reader's particular situation. Contents: A Philosophy of Management, The Manager as an Effective Human Being, Leadership Styles, Participative Management, Management by Objectives, Planning, Organizing, Staff and Staff Development, Motivating, Controlling

Despite all the talk of change management, we somehow failed to recognize that we can't, in any meaningful sense, manage change. We can only manage our actions-hence action management. Action Management presents global experience from PricewaterhouseCoopers to help businesses devise and implement practical action strategies to cope with change and make their corporate transformations successful. Books that promise to help businesses manage change are making promises they can't keep. No one can manage or control business change. The key, instead, is to cope with change and seize the opportunity for success by managing business action. Authors Redwood, Goldwasser, and Street study successful action projects at industries ranging from high technology and financial services to petroleum and health care using an exclusive, in-depth survey conducted by MORI on behalf of PricewaterhouseCoopers covering 500 multinational businesses in 14 countries on four continents. Included here are the findings of the Global Action Survey for Nynex, Braun, British Airways Engineering, Kawasaki Heavy Industries, LSG/SkyChefs, and many more. Action Management identifies the top 10 challenges to action that companies face such as planning, allocating, leading, and mobilizing for corporate action. Each chapter meets these 10 challenges by offering a host of "Tips" to heed and "Learn by example" sections that demonstrate how companies like Shell Information Systems, Neiman Marcus Group, and Barclaycard all utilize their action paths to get results. The authors leave virtually no questions unanswered and wrap up each chapter with a "Questions and Answers" section. Action Management identifies four action paths: the sprint, the high jump, the decathlon, and the marathon. From short and fast to long and far reaching, each path combines action complexity and duration to meet and cope with change at all levels. The authors take managers through the action process from start to finish and help them determine how the four action paths will help them achieve their immediate and long-term goals. The practical advice and battle-tested strategies found in this valuable book addresses the problems of managers in the real world where standing still means falling behind, and where actions such as acquisitions, expansions, and downsizings can ruin a company if the action itself is not managed properly. The best tools and thinking from PricewaterhouseCoopers, the leading global consultants to companie managing major change Profiles the action plans of Siemens, Bristol-Myers Squibb, Neiman Marcus, and many more. STEPHEN REDWOOD (Tokyo, Japan) is Global Leader of the Organization and Change Strategy Practice at PricewaterhouseCoopers. CHARLES GOLDWASSER (Los Angeles, CA) is a principal consultant. SIMON STREET (London, England)is a director of PricewaterhouseCoopers.