The Essential Management Toolbox: Tools, Models and Notes for Managers and Consultants
A must have for all practising and aspiring consultants and strategists, this book covers a wide range of consultancy tools and techniques that are well displayed, well described and well referenced. The tools and techniques are helpfully divided in to twenty recognisable skills sectors within management consultancy fields and specialisms.
The depiction of the content with diagrams aids the process of quick reference and ease of understanding. The tools and techniques can be utilised across the whole range of organisational sectors, both private and public. The purpose is not to short cut formal learning, but to provide easy access to a ‘toolbox’ of tried and tested management approaches through a collection of models, tools and occasional brief notes which consultants, managers and scholars can use in a practical way.
RE-ENGINEERING STAGES PROCESS MAPPING PROCESS IMPROVEMENT STAGES IN THE RE-ENGINEERING PROCESS STAGES IN BENCHMARKING EFQM EXCELLENCE MODEL CHAPTER 11 - PRODUCT MANAGEMENT THE TECHNOLOGICAL LIFE CYCLE MANAGEMENT OF DESIGN LEAN THINKING - WASTE EMBODIMENT AND DESIGN OPERATING EFFICIENCY: CYCLE OF PRODUCTION SEVEN WASTES VALUE ANALYSIS PRODUCT LIFE CYCLE COMBINED MATRIX LEAN PRODUCTION CHAPTER 12 - PROJECT MANAGEMENT TRADITIONAL PROJECT MANAGEMENT VARIABLES PROJECT
text and cases. As a development of the product life cycle an understanding of the product/service can be gained using the table below: Understanding the product life cycle position may help the company respond using a strategy selected from table below: From Clive Reading, Strategic Business Planning, 2nd edition, 2002, pages 337 and 338. Reproduced with permission of Kogan Page Limited. UNDERSTANDING PRICE This model illustrates the price matched to what the market will pay,
sequential order in the model is usually cyclical and often begins with problem identification and formulation through to data collection, analysis process, conclusions and recommendations on the way forward. INTEGRATING RISK MANAGEMENT WITH OTHER PROJECT MANAGEMENT FUNCTIONS Risk management can be seen to be at the centre of a project by undertaking an integration role bringing together the project management constraints of time, cost and quality with the project management functions of
• Chartered Institute of Management Accountants • Professor Colin Coulson-Thomas • Professor Michael Czinkota, McDonough School of Business, Georgetown University, USA • Department for Work and Pensions, UK • Edwards-Deming Institute, MIT • Elsevier • European Foundation of Quality Management • Nick Eve, Elements Ltd • FT Prentice-Hall • Gower Press • HarperCollins • Jean Harris • Harvard Business Review • Julie Hay • Institute for Sport, Parks and Leisure • Institute of Management
establishing the company’s strengths, weaknesses, external opportunities and threats. It is helpful for generating a summary of a strategic situation. Strengths and weakness can include skills, expertise or technological know-how, particular organizational resources, competitive capabilities or potential advantages. Opportunities and threats typically stem from a company’s external competitive environment. • Strengths usually cover factors such as product or service quality, lower costs than the