Book Description
The dramatic changes in the financial services industry have had a great effect on profitability, forcing financial institutions to change their management focus. Increased competitive pressures, tightening interest rates spreads and declining deposits balances have made goals even more difficult to achieve. The Financial Services Industries Consulting Practices at Ernst & Young LLP have developed this perfect guide to help readers reach those increasingly difficult goals. This reliable source of guidance has insight on asset/liability management, branch profitability and complete bank-wide performance program. It looks at all aspects of profitability, including hands-on approaches to: profitability philosophies and structures; balance sheet, revenue and expense components: transfer pricing of funds; planning and budgeting; performance measurements.
Customer Reviews:
Excellent, both on banking and project management aspects.......1998-12-03
This is the only book that covers all of the aspects of performance management in banking : 1. the analysis of performance measurement is very good even though, the coverage of financial data is overweight with respect to the rest of the book 2. the project approach is excellent and the various "pitfalls" described are so true that the people that wrote it necessarily had a good project experience, only problem is that the system architectures described did not evolve with the new edition (the word "data warehouse" is evoked once or twice) 3. As usual with this type of books, the "using the information" chapters are a bit a dry, even thought some interesting ideas are described regarding "customer information" In summary, a must read for any person trying to implement a performance indicators or Balanced Scorecard systm in its bank ("financial institutions" in the title is actually retail or commercial banking) PS : I am not an E & Y employee ... so this is not an advertising review
Book Description
Managing government employees presents unique challenges. Government managers may feel that stringent and convoluted regulations mean they "can't do that." Some others may use that perception as a crutch. But the truth for all of them is, yes, they can "do that" -- and they'd better. "That" means managing employees as proactively and decisively as their corporate counterparts, and holding their staffs, teams, and departments accountable for productivity and results. Managing Government Employees offers dozens of techniques for meeting the challenges and stressful situations supervisors face on a daily basis. Major topics include how to:
* get maximum dedication and productivity from employees
* improve results of poor performers and discipline or fire them when necessary
* deal with union and EEO issues
* cut through the red tape of government employment systems
For managers frustrated by government bureaucracy, this book lets them know they have more power than they may think.
Book Description
Are you in favor of financial incentives for poor countries?" If this question were asked in a survey many would be inclined to agree. Yet the result of this poll would be different if the question asked was "Are you in favor of subsidies for poor countries?" This is a simple example of how one single word, incentives or subsidies, can change the answers to virtually the same question.
How we ask the question can often lead the respondent in one direction or the other. And this effect can be significant, in the order of up to 30%. Hence a skillful questionnaire designer can "demonstrate" popular support by wording the question in a way congenial to his or her desired objective.
Similarly the international comparison of survey results is today a common occurrence, yet rarely survey design effects are taken into account when results are presented. So for instance underreporting will certainly be present if a question on corruption is asked by a government official. Henceforth if we wish to obtain a meaningful comparison of this phenomenon across countries we must control for this effect. If we don't China's corruption level will appear lower than Honduras', contrary to what Transparency International reports.
This handbook aims at showing the multitude of survey design factors that play a subtle but crucial role in the accuracy of survey data and can taint its interpretation. A practical how-to guide on all the steps involved with survey implementation, this volume covers survey management, questionnaire design, sampling, respondent's psychology and survey participation, and data management. A comprehensive and practical reference for those who both use and produce survey data.
Book Description
The Fortune 500 list, defined by size and volume, is the current measure of success in the corporate world. This timely book suggests instead a "Fortunate 500" list, based on the quality of service available to customers and the quality of life accessible to employees. Managing by Values shows how all stakeholders in a company can win based on their commitment to a common purpose and a set of shared values emphasizing stability, continuity, and growth, all in an ethical context. More than a "must read," this book is a "must do" that shows organizations, owners, managers, and employees how to create and apply a plan to ensure they survive - and thrive.
Customer Reviews:
Aligning Rewards.......2007-05-18
One takeaway keyword from Blanchard & O'Connor's book for me is "alignment". The authors provide an excellent illustration of transformational leadership. Take note that this leadership style is not conducive and/or effective for all. For example, the book highlight many examples related to the use of rewards and incentives. They are more than "just posters on the wall" or "overkill" attempts to reward people for a job they are supposed to do. I heartily disagree.
Incentives and motivation need to be aligned with the culture of the company. In some instances, "job well done" or "annual teaching award" certificates may not be appropriate and use financial incentives instead, like annual bonuses. I'm sure many of us have received at least one of these in the past. A "wall of fame" or annual bonuses may do very well in a sales-driven corporate setting....if that is the culture of the workplace. I believe in awarding employees for a job well done, in form of: whether monetary, PTO, promotions, certificates, awards, visible accolades.....whatever is fitting for the workplace culture I am in. They're symbols of extraordinary results similar to....hmm...hanging a framed, doctoral degree on the wall.
I think Blanchard & O'Connor have provided an excellent example of leadership in action.
Beyond Power to Stakeholder-Centered Missions and Values.......2004-09-25
If you like Ken Blanchard's other books (like The One Minute Manager with Spencer Johnson), this could turn out to be your favorite Blanchard book of all time. This book looks more fundamentally at how people get their business and personal lives out of whack than the other Blanchard books. That usually means putting the pursuit of prosperity ahead of health, happiness, and peaceful relations with others. The book is built on this premise: "It's values that align people, that get them all committed to working for the common good."
On the other hand, if you dislike Blanchard's general approach to business and book-writing, enough said. This one will affect you the same way, and you should skip it.
Most people who think about leadership imagine exercising great power by using moral persuasion and commands to shift an organization into a better direction. Actually, that's harder than turning a supertanker around, and often less useful.
In my experience, and in the views of this book, it works better to find a purpose for the organization that is equally valuable and meaningful to everyone involved (those who work there, customers, suppliers, shareholders, distributors, partners, and the communities you serve). That purpose doesn't come from the CEO, but rather it emerges from conversations with all of the interested parties.
Then, by using that central purpose, and the values to support it, everyone can decide what the right thing to do is in any situation with a minimum of leadership and management from elsewhere. Johnson & Johnson is probably a good example of a company that runs this way. When someone tampered with some Tylenol capsules, the company quickly recalled all Tylenol products as a reflection of its value of providing only helpful, healthful products.
Unlike Ken Blanchard's other books, this one has a lot of process-oriented information about how to go from how you lead today to a mission and value-centered process. I found that very helpful, and the process suggestions seemed sound to me. I have not actually seen a company use the exact process here, but it seems reasonable compared to the examples I have seen in other companies.
As you probably guessed, the book is built around a fable that involves someone (CEO Tom Yeoman of RimCo) having an epiphany that leads to a desire to change his life and improve his company. The epiphany follows his best friend refusing to help start a new business with him, saying, "The trouble with you, Tom, is that you're in a rat race. Remember, even if you win the race, you're still a rat."
Tom meets a change agent (a consultant who specializes in Managing by Values) and several clients of the change agent who share their experiences.
The book goes on to describe how Tom's company implements that advice.
You'll also recognize the familiar summaries, diagrams and short quotes ("The most important thing in life is to decide what's most important.") to emphasize what you have just learned.
This book is also a good reference tool, because it has a lot of detail about how to implement the process.
The main drawback to the reader is that you probably cannot implement this process very well by yourself. You will probably want to hire one of the firms that the coauthors work for if you like the process. Normally, I complain bitterly about this in other business books. I am making an exception here, because my experience has clearly been that an outsider can be essential to establishing personally-meaningful missions, values by consensus, and creating the adjustments needed to live by those values.
The actual content in the book is probably five times greater than in a typical Ken Blanchard book, so you'll definitely get your money's worth.
Live long and prosper by your values!
Customer Reviews:
Very highly recommended and invaluable instructional reference and resource.......2007-06-10
At the request of the Public Library Association, Cheryl Bryan (Assistant Administrator for Consulting and continuing Education at the Southeastern Massachusetts Library System) has written "Managing Facilities For Results: Optimizing Space for Services". As a library experiences increases in their patronage and collections, space is a perennial problem. In order to avoid the expenses of building additions to an existing library, or the costs of building a newer and larger library, library boards and library staff members try to carve out new service areas within the space of their existing library structure. "Managing Facilities For Results" is designed to help the library staff to prioritize new services that need space, make plans and identify appropriate locations, present their case to their funding authorities, conduct a 'gap analysis', find resources to reallocate and determine what new items are needed, and to identify building professionals to assist with alterations. Enhanced with twenty-three workforms to support the information and collection process, three toolkits (one providing technical assistance on calculating square footage, one for assessing the message, and one for complying with the Americans with Disabilities Act requirements), and with real-life examples of small to large-sized libraries, "Managing Facilities For Results" is a very highly recommended and invaluable instructional reference and resource for any librarian, library staff, or library board facing the need to provide more and different services within their existing library structure.
Book Description
Three complete Drucker management books in one volume — Managing for Results, Innovation and Entrepreneurship, and The Effective Executive with a new preface by the author.
In his preface, Peter F. Drucker says: "These three books should enable executives — whether high up in the organization or just beginning their career
— to know the right things to do;
— to know how to do them; and
— to do them effectively.Together, these three books provide The Toolkit for Executive Action."
Drucker identifies and explains the practices, decisions and priorities for achieving business performance and executive effectiveness. These books cover "the three dimensions of the successful practice of management." Managing for Results was the first book to explain business strategy. Drucker shows how the existing business has to focus on opportunities rather than problems to be effective, for it is the opportunities that will bring growth and performance. Innovation and Entrepreneurship analyzes the challenges and opportunities of America's new entrepreneurial economy. It is a superbly practical book that explains what established businesses, public service institutions and new ventures have to know, learn and do to prepare and create the successful businesses of tomorrow. In The Effective Executive, Drucker discusses the five practices and habits that must be learned for executive effectiveness. Ranging widely through business and government, he demonstrates the distinctive skill of the executive and offers fresh insights into old and seemingly obvious situations. Together, these three books have sold more than a million copies; they have been published throughout the world and continue to sell actively. These are essential works for the executive and manager by "the dean of this country's business and management philosophers." —Wall Street Journal
Book Description
The effective business, Peter Drucker observes, focuses on opportunities rather than problems. How this focus is achieved in order to make the organization prosper and grow is the subject of this companion to his classic work, The Practice of Management. Managing for Results shows what the executive decision maker must do to move his enterprise forward. Drucker again employs his particular genius for breaking through conventional outlooks and opening up new perspectives for profits and growth.
Book Description
The effective business, Peter Drucker observes, focuses on opportunities rather than problems. How this focus is achieved in order to make the organization prosper and grow is the subject of this companion to his classic, The Practice of Management. The earlier book was chiefly concerned with how management functions; this volume shows what the executive decision-maker must do to move his enterprise forward.
One of the notable accomplishments of this book is its combining specific economic analysis with a grasp of the entrepreneurial force in business prosperity. For though it discusses "what to do" more than Drucker's previous works, the book stresses the qualitative aspect of enterprise: every successful business requires a goal and spirit all its own. Peter Drucker again employs his particular genius for breaking through conventional outlooks and opening up new perspectives--for profits and growth.
Customer Reviews:
Peter Drucker's Forgotten Masterpiece.......2007-04-27
Managing for Results is Peter Drucker's forgotten book. Here's a quote from the introduction that describes what it is about.
[The book] "deals with the economic tasks that any business has to discharge for economic performance and economic results. It attempts to organize these tasks so that executives can perform them systematically, purposefully, with understanding and with reasonable probability of accomplishment."
This is Peter Drucker at his best. He offers us a lucid analysis of what to do to increase your business' long term profitability and competitive advantage. Though the language and examples are sometimes dated, the lessons are timeless.
The book is divided into three sections. Part One is "Understanding the Business." You'll learn how to analyze a business in a way that lets you understand what we now call its "business model:" how the business makes money.
Part Two, "Focus on Opportunity," begins with these words: "Analysis of the entire business and its basic economics always shows it to be in worse disrepair than anyone expected." Drucker then offers three questions to ask as the first step in making your business effective and offers the principle of building on strength as the key to success.
The balance of Part Two discusses "Finding Business Potential" and "Making the Future Today." If you've read Drucker's Innovation and Entrepreneurship, you'll see precursors here in a more simplified form.
Part Three lays out "A Program for Performance." The first chapter in the section lays out the key decisions. The chapter on "Business Strategies" suggests four questions that any strategic plan should answer.
"To turn an entrepreneurial program into performance requires effective management." That's what's covered in the chapter on "Building Economic Performance into a Business." Clearly many entrepreneurs of the Internet Bubble era did not read this chapter about turning good ideas into money.
This book should sit within arm's reach, right next to another Drucker classic: The Effective Executive. Read and re-read that book to get better at your personal work. Read and re-read Managing for Results to make your company a success.
A "what to do" book on managing the existing business.......2003-08-11
Peter F. Drucker is probably the greatest management thinker of the 20st Century. He has been Professor at New York University and at 83 years old still teaches at the Graduate Management School of Claremont University, California. This book is split up in three parts, each consisting of three-to-eight chapters. In the Introduction, Drucker clearly explains the thinking behind this "what to do" book: "It tries to develop a point of view, concepts and approaches for finding what should be done and how to go about doing it."
Part I - Understanding the Business - consists of eight chapters and stresses analysis and understanding. It deals with what Drucker terms "business realities", or the situation most likely to be found in any business at any given time. It discusses the relationship between results, resources, efforts, opportunities and expectations. It further discusses cost centers and cost structure, but also methods for understanding the business from the "outside". Chapter 8 - This Is Our Business - can be seen as a summary for this first and longest part of the book.
Part II - Focus on Opportunity - focuses on opportunities and leads to decisions. It discusses the opportunities and needs in each of the major economic dimensions of a business: making the present business effective, finding and realizing business potential, and making the future of the business today. In particular, this last issue has become a Peter F. Drucker-trademark.
The final part of the book, Part III - A Program for Performance, discusses how to translate insights and decisions into purposeful performance. This sounds simple but it is not. Through fairly short chapter, Drucker explains that key decisions have to be made regarding the idea and objectives of the business, choice of excellences, and points of focus. It also requires a number of strategic choices. Last, but not least, Drucker also discusses the managerial structure required for reaching the right performance. The Conclusion rephrases the thesis on the individual executive and his commitment, in particular on the commitment of top management.
This book was originally published in 1964, but it is still very readable. Yes, perhaps some of the examples are outdated but nevertheless. It draws on Drucker's experience as a consultant with all types of businesses and industries, and this shows itself into the hundreds-and-hundreds of examples throughout the book. And although Drucker makes management sound very simple, he knows that it is not. However, the tools and techniques that he offers in this book are very usable and will save you enormous amounts of time. Highly recommended to all readers interested in management. The book is written in simple business US-English.
good.......2000-04-11
This relates good basic, but not necessarily obvious rules for getting results. There is some overlap with other Drucker books. But his stuff is worth reading twice, so I'm not complaining. He does seem to contradict himself, however, when he writes that what he's relating can be learned by most anyone. Then elsewhere he relates how "generals" are quite rare, suggesting leaders are born, not made. So, I'm not quite sure what to think of his take on that. But otherwise, he is the management guru of our time, and worth reading.
The key to understanding the economics of any business!.......1999-10-23
This book is very unique by its very applicability across businesses and across time. The focus of the book is to explain the economic realities behind business decisions and explain how to go about systematically analyzing your your business result areas, the inferences to draw upon, and the strategies to plan and implement.
The real force of this book becomes apparent by the very applicability of it in today's scenario of great economic and social change. Concepts like the result areas of business, and managing knowledge as the ONLY crucial economic resource of an organization are most relevant today. The book also explicitly details strategies that can be developed depending on each individual organization in times of change.
This book is a great asset to every manager! I recommend it as one of the best and most comprehensive books on business analysis and strategy.
Product Description
Ron Marks puts his decades of experience in the field of sales leadership to work to spell out an effective, profitable management method for the most important and unique employees in any business: salespeople. With an intelligent and easy to understand argument for the kind of leadership that motivates salespeople and instantly useful practical tips to improve productivity, reduce turnover, increase employee satisfaction, and ensure that you hire smart instead of hiring often, this book proves that there is a much quicker route to effective management than years of trial and error.
Customer Reviews:
This book delivers!.......2006-07-24
My only beef about this book is its title. It should be "Leading for Sales Results".
It is rare with all the "me too" books out there to see something that delivers. Mr. Marks does just that. It's a book I simply couldn't put down.
Leadership has become quite the buzz word lately. You can't pick up any business magazine without seeing a relevant article. But most of it just transposes the word leadership for management. While Mr Marks book is still a top down management style vs my training in Dynamic Governance--it brings some of the concepts to light.
I won't go through the book on a one by one line item--but a few ideas will entice you to purchase.
Ideas on where to find salespeople using "Guerrilla" tactics are not new but bear repeating. Prospecting is very important to me. I often cold call an office to receive not an inquiry for a product, but an interview. If cold calling is important to you, and you are cold called upon--there you go. Look for places where people use this skills but may be underpaid and opportunity challenged. The author suggests Nordstroms, where they probably not only have the skills but a professional wardrobe.
In interviewing, evaluate how the person thinks about his/her purchases. If you market a product with a one time close cycle and your candidate is a slow, think it over, take your time kind of sales buyer--they may have trouble pushing a prospect to purchase differently than their own style. The Japanese have a saying, "as above so below". Its amazingly basic but I never thought of it that way.
A recent blog entry on my website was a article on dread. Salespeople live their lives in dread because of prospecting, yet managers pick their battles and don't push it. As the author points out, prospecting is discussed during the interview and is given lip service by the candidate, but no follow through. As a manager if you allow that to happen, you are more at fault than the salesperson. Marks "call to action" is so simple and step by step, you don't have any more excuses.
Nothing here is hard to implement. One easy "take away" I will implement in my sales training and coaching is the C-Letter or commitment letter. It simply says as manager you agree to give the employee all the tools they need to succeed. The employee agrees to use those tools. This letter becomes a talking point in follow up evaluations.
Follow up evaluations are explained in wonderfully simple detail. This is a great read and one of the very few I'd heartedly recommend.
Excellent read, pragmatic approach, useful for avoiding common pitfalls.......2006-07-07
"This book goes where other management books always seem to skimp.
Ron gives practical advise in critical areas of management, but most of all he
give managers good ideas, concepts and specific techniques that enable you to
foresee difficulties, and how to take appropriate action to prevent them
from becoming serious setbacks. To me that's a book of value and worth the read."
Paul Schween, Owner / PS Seminars
FROM A LEADER TO A LEADER.......2006-05-11
I LOVED THIS BOOK, IT SHARED THE EXPERIENCE FROM A LEADER TO A LEADER THE MOST EFFECTIVE WAYS TO LEAD A TEAM BY EXAMPLE NOT JUST IDEAS. THIS WILL WORK FOR YOU AS IT DOES FOR ME BY APPLYING THIS MATERIAL DAILY TO YOUR TEAM THAT YOU LEAD. RON MARKS IS A LEADER AND EXCEPTIONAL IN MY MIND IN THIS FIELD. READ IT SO YOU CAN GROW AS I HAVE. SETH AT MORTGAGE ADVANTAGE LENDING LLC.
FRUSTRATED BUSINESS OWNER NO MORE!.......2006-05-05
Quoting Ron Marks, "To frustrate is to thwart, to foil, to circumvent, to interfere with, to check, to make an effort come to no avail, to nullify, to defeat ..."
I am in the throws of starting my own company and growing an effective sales team. This book was referred to me by a business associate. I can't even begin to tell you the many ways in which my own frustrations have been minimized since reading this wealth of information, let alone what it's done for my salespeople! I love the way he writes--it's easy to read and it makes a LOT of sense. I think this book would be a godsend to any size business, not just entrepreneurs like me! I was so thankful to my friend for the recommendation that I took her out to lunch!
Marks Hits the Mark!.......2006-05-05
There are two aspects that sales executives have some control over; that is, the way their salesforce sells and the way it's managed and motivated. Ron Marks' must-read of valuable messages and techniques is right on target for companies aiming to create a sales team that soars!
Average customer rating:
|
A Handbook of Management and Leadership: A Guide to Managing for Results
Michael Armstrong , and
Tina Stephens
Manufacturer: Kogan Page
ProductGroup: Book
Binding: Paperback
 General
| Business & Investing
| Subjects
| Books
Human Resources & Personnel Management
| Industries & Professions
| Business & Investing
| Subjects
| Books
Leadership
| Management & Leadership
| Business & Investing
| Subjects
| Books
Management
| Management & Leadership
| Business & Investing
| Subjects
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All Titles
| Qualifying Textbooks - Fall 2007
| Stores
| Books
ASIN: 0749443448 |
Book Description
"A Handbook of Management and Leadership: " provides a complete presentation of topics that students and aspiring managers can use as guidance to develop management skills and effective leadership. In addition, the book focuses on change management, continuous improvement and the achievement of high levels of customer service.
Books:
- The Great Bust Ahead: The Greatest Depression in American and UK History is Just Several Short Years Away. This is your Concise Reference Guide to Understanding Why and How Best to Survive It
- The Gregg Reference Manual
- The Impact Zone: Mastering Golf's Moment of Truth
- The Only Three Questions That Count: Investing by Knowing What Others Don't
- The Options Course Workbook: Step-by-Step Exercises and Tests to Help You Master the Options Course (Wiley Trading)
- The Quest for Character
- The Sacred Romance: Drawing Closer to the Heart of God
- The Secrets of Economic Indicators: Hidden Clues to Future Economic Trends and Investment Opportunities
- The Six Sigma Handbook: The Complete Guide for Greenbelts, Blackbelts, and Managers at All Levels, Revised and Expanded Edition
- The Strategy and Tactics of Pricing: A Guide to Growing More Profitably (4th Edition) (Pie)
Books Index
Books Home
Recommended Books
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- A Breath Away
- The Cambridge History of Western Music Theory
- The Tao of Conversation: How to Talk About Things That Really Matter, in Ways That Encourage New Ide
- The Art of Project Management
- A Christmas to Remember
- Vengeance: The True Story of an Israeli Counter-Terrorist Team
- Accounting: socially responsible and socially relevant
- The Ottoman Empire and the World Economy: The Nineteenth Century
- The Wished-For Country: A Novel
The Bank Director's Handbook: The Board Member's Guide to Banking & Bank Management (Bankline Publication)
Modern Banking
Managing Bank Capital: Capital Allocation and Performance Measurement, 2nd Edition
The Art of Better Retail Banking: Supportable Predictions on the Future of Retail Banking
Bank Management
