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Business, Marketing, and Management Principles for IT and Engineering

Name: Business, Marketing, and Management Principles for IT and Engineering
Author: Dimitris N. Chorafas
ISBN: 9781000755282

by Dimitris N. Chorafas

April 2016

Intermediate to advanced

439 pages

10h 49m

English

Auerbach Publications

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Cover
Half Title
Title Page
Copyright Page
Table of Contents
Preface
Acknowledgments
Part One Business Strategy
Chapter 1 Strategy
1.1 Business Strategy Defined1.2 Sun Tzu and Machiavelli1.3 Strategic Crossroads1.4 Examining Cause and Effect1.5 Salient Issues in Industrial Strategy1.6 Devising a Strategy for Growth
Chapter 2 Management
2.1 The First Syllable of “Management” is “MAN”2.2 Leadership2.3 The Manager of the Twenty-First Century2.4 Management Decisions2.5 Hard Work2.6 The Risk of Mismanagement

Chapter 3 Functions of Management
3.1 Six Basic Functions3.2 Corporate Policy3.3 The Management of Change3.4 Responsibilities Commensurate with Authority3.5 Management by Objectives3.6 Management by Results
Part Two Management Principles
Chapter 4 Forecasting and Planning
4.1 Forecasting4.2 Assumptions Made in Forecasts4.3 Forecasts and Action Plans4.4 Forecasting Methodologies4.5 A Forecast That Was Not Heeded but That Proved Right4.6 Planning4.7 Planning Periods4.8 Integrative Planning: A Practical Example
Chapter 5 Organization and Structure
5.1 Structure Must Follow Strategy5.2 Radial, Spokelike Organizations5.3 The Span of Management5.4 Structural Prerequisites for Global Business5.5 The Job of Downsizing5.6 Reengineering the Enterprise
Chapter 6 Staffing and Directing
6.1 Human Resources Strategy6.2 The Laws of Human Resources Are Asymmetrical6.3 Managing the Human Resources6.4 The Act of Directing6.5 Conceptual and Directive Personality Traits6.6 Managers Working under Stress6.7 Productivity
Chapter 7 Management Control
7.1 Management Control Defined7.2 Business Reputation7.3 The Span of Internal Control7.4 Promoting Dissention7.5 Firing a Bad Executive and Swamping Malfeasance7.6 Internal Control Assessment
Part Three Marketing and Sales
Chapter 8 Marketing
8.1 Marketing Functions8.2 A Marketing Organization’s Best Efforts8.3 The Longer-Term Marketing Perspective8.4 The Marketing Mission: Case Study on Wrong-Way Market Research8.5 Case Study on Global Marketing by a Multinational Company8.6 Challenges of a Global Marketing Strategy8.7 Apple, Google, and the Power of Regulators
Chapter 9 The Market’s Conquest
9.1 The Annual Marketing Plan9.2 Making the Marketing Plan9.3 Bloomberg Financial Markets: A Case Study9.4 Marketing the Use of Reverse Innovation9.5 Conquering the Market through Empire Building: Geneen and Chambers9.6 Gates and Microsoft’s Hollywood Marketing Machine9.7 Microsoft’s Marketing Methods: The Empire Struck Back
Chapter 10 The Sales Force
10.1 Sales Tactics of the Masters10.2 Results Expected from the Sales Force10.3 Establishing Quantitative Objectives10.4 To Be Ahead of the Curve, Use Knowledge Engineering, Not Arm-Twisting10.5 Brand Recognition10.6 Salesmanship and Entrepreneurship Correlate: Reichmann and the Canary Wharf10.7 Deeper and Deeper in Debt Is Poor Financial Salesmanship
Part Four Innovation
Chapter 11 Technology
11.1 Research and Development11.2 Strategic and Tactical Products11.3 Return on Investment Should Not Be Taken for Granted11.4 Planning for Innovation11.5 Don’t Sell Quality to Buy Market Share: Toyota’s Failure11.6 Securum: Using Technology to Build up Defenses11.7 The Right Feedback on Product Information
Chapter 12 Product Planning and Pricing
12.1 The Product Planner12.2 Product Planning and Business Opportunity12.3 New Product Planning Methodology: A Practical Example12.4 Product Pricing through Reverse Engineering12.5 Product Pricing Is Not a Scientific Discipline12.6 The Need for Formal Profit Planning
Chapter 13 Computer Price Wars
13.1 An Inflection Point in the Computer Industry13.2 Price Wars and the Stock Market13.3 Tough Cost Control Is the Best Way to Field off Competitors13.4 Warehousing, Inventories, Supply Chain, Channels of Distribution, and Maintenance13.5 Half-Baked Solutions Have Short Legs13.6 Users Don’t Always Appreciate That They Are Getting Semitechnical Products13.7 The Dark Age of Mainframe Mentality Enters Cloud Computing
Part Five Financial Staying Power
Chapter 14 Financial Administration and the Budget
14.1 Financial Administration14.2 A General Electric Case Study on Financial Management14.3 Improving Financial Performance through Diversification: Amadeo Giannini14.4 The Budget14.5 The Interest and Noninterest Budget14.6 Cash Flow14.7 Cash Flow Management
Chapter 15 Profit Centers, Cost Control, and Standard Costs
15.1 Profit Centers and Cost Centers15.2 Cost Control15.3 Fixed, Semivariable, and Variable Costs15.4 Costing Culture and Profitability15.5 Standard Costs
Chapter 16 Financial Planning and Control
16.1 Longer-Range Financial Planning16.2 Debt versus Equity16.3 Overhead Costs16.4 Something Can Go Wrong with Profit Planning16.5 A Profit Planning Methodology16.6 The Planning, Programming, and Budgeting Method16.7 Management Accounting and Virtual Financial Statements

Content preview from Business, Marketing, and Management Principles for IT and Engineering

5 Organization and Structure

5.1 STRUCTURE MUST FOLLOW STRATEGY

The future belongs to those who can create the structures needed for today’s and tomorrow’s more complex and more uncertain business environment. When in the middle of the first decade of the twenty-first century banking and financial services became a battleground, structures unfit for that environment crumbled taking the institutions down to the abyss. There is no better example than that of big institutions: Citigroup, AIG, Bank of America, Royal Bank of Scotland, UBS, which were characterized by non-integrated units resulting from mergers and acquisitions with diverse

• cultures,

• strategies, and

• structures

The man who, back in the early 1960s, first linked ...

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Business, Marketing, and Management Principles for IT and Engineering

by Dimitris N. Chorafas

5

Organization and Structure

5.1 STRUCTURE MUST FOLLOW STRATEGY

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