Building the Integrated Company.

Cover -- Half Title -- Dedication -- Title -- Copyright -- Contents -- List of figures -- List of tables -- List of boxes -- Foreword -- Acknowledgements -- Introduction: Building the Integrated Company -- Culture -- People -- The structure of the book -- 1 The integration of international management -- The integrated approach - a single route to building competitiveness through people -- The commonality of global product demand -- The holistic business environment -- Cultural differences -- The failure of management fads -- American, European and Japanese contributions to the integration of international management - similarities and the remaining differences -- The growth bias - organic, merger or acquisition -- Comparisons between American, European and Japanese management -- Company objectives -- References -- The Book Case: Recommended reading -- 2 The characteristics of the Integrated Company -- 'A completeness approaching excellence' - Kanzen contributions -- The external characteristics of the Integrated Company -- The internal European and Japanese management -- Corporate structures -- Decision making -- Corporate (competitive) strategy, achieving corporate strategy, and corporate culture -- Summary -- References -- The Book Case: Recommended reading -- 3 Assessing your company - how integrated are you? -- The need for support from the top -- Assessing the company -- Assessment using the analytical method -- The questionnaires -- Analysing the assessment to show the way ahead -- References -- The Book Case: Recommended reading -- 4 Corporate/competitive strategy, its creation and its link to corporate culture -- Introduction: moving to strategic thinking -- Integrating the plans with people - implementation stage one -- What corporate strategy is not -- What do we need before we can begin creating our strategy?.

Creating your corporate strategy -- Moving to strategy -- Creating the Integrated action plan -- Linking corporate strategy to corporate culture -- The differences between strategists and managers -- References -- The Book Case: Recommended reading -- 5 Implementation, people commitment and interlinking -- The advantages of working with committed employees -- The iceberg syndrome -- Setting the cultural base -- Belonging and linkage -- Co-partnership management -- Building the People Dynamics department -- Detailed procedures implementation - stage two -- The modus operandi -- The 1 Plus 5 system -- References -- The Book Case: Recommended reading -- 6 Integrating people -- Putting the pieces together -- Where the action is - implementation stage three -- Building teams -- Structured operational unity -- Creating the structures -- Setting up the education and training programme -- Strategic middle management and shared decision making - implementation stage four -- The role of strategic middle management in shared decision making -- The PD department: attracting and retaining above-average people -- Keeping a wide perspective -- The knowledge organization and the Integrated company -- The future of the Integrated Company -- References -- The Book Case: Recommended reading -- Index.

This title was first published in 2000: A practical, readable guide to management in the 21st century, built around a series of 13 detailed and scored questionnaires, containing over 240 individual questions, enabling the reader to assess every aspect of their business, from management focus to the behaviours of the workforce, against the Integrated Company model.

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Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2024. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries.