September 2001
Intermediate to advanced
224 pages
6h 5m
English
In the first chapter of this book I expressed the generally accepted view that the most serious problem facing management today is the absolute need to achieve and maintain competitiveness in everything the organization does. Although few people would now doubt the importance of maintaining competitiveness, I fully appreciate that this claim will appear slightly odd to many people because a manager’s performance is not normally compared against relevant functions in competing organizations. In time, benchmarking techniques may develop to the extent where it is possible to make such comparisons, but they certainly don’t exist today. Instead, most organizations still rate individual managers by the tried ...
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