Routledge Library Editions: Management
5 total works
This book, first published in 1969, is in two parts, the text and the glossary. The glossary entries include a description to give an idea of what each technique is, what it is for, who can use it, and the practical results one can expect from it. The text contains the key to the use of all the techniques in the glossary: it explains what management techniques are, and describes in detail how to introduce them into your job or your company.
Originally published in 1972. This book was designed to help those in positions of management during the 1970s. The author attempted to predict what problems managers would face during that period, and suggested a practical system of management designed to help them cope with these problems. Many of these suggestions can certainly still be applied to management today. This book is intended for managers in all types of organizations – including those in business, industry, and commerce – as well as students on business and management courses.
In this book, originally published in 1980, John Argenti deliberately and systematically strips away the sophisticated methods for corporate planning to get down to a practical corporate planning process that works. This accessible book uses no jargon or maths, and will be of interest to students of management and business studies. It is also aimed at chief executives, managing directors and other very senior executives in companies and non-profit-making organisations.
Originally published in 1968. Corporate planning is now an established part of management thinking. John Argenti had a large part to play in introducing the technique to British management. His book shows how the manager can apply corporate planning in his own company with a very clear idea of why he is introducing it, what to expect from it, how to start, and what to avoid. This title will be of interest to students of business studies and management.
This book, first published in 1993, challenges the accepted and practised methods organizations use to set standards of performance and quantify their achievements. Using in-depth case studies, John Argenti compares the performance of companies with that of non-profit making organizations to reveal remarkable insights into corporate culture. He notes how companies meticulously evaluate their performance, yet behave poorly in society while, in stark contrast, these actions are reversed in non-profit making organizations.
Your Organization: What Is It For? is essential reading for everyone who exercises the role of governance and is responsible for the overall performance and conduct of their organization.