By Gary Dessler
New for 2008, coping with Now! addresses how net and intranet established applied sciences are remodeling how managers run businesses. The textual content application highlights new talents destiny managers will want for making plans, organizing, and dealing with inter-unit kin. bankruptcy targets are brought in the course of the authors' designated behavioral studying version, research It, perform It, and observe It. every one aim is carried via those directives, supplying a multi-step method of studying that engages scholars and reinforces real-world program. coping with Now contains a totally built-in know-how application designed in particular for the textual content. dealing with Now dwell is an online dependent simulation that boosts and experiences key subject matters from every one bankruptcy. equipped in accordance with the 3 studying ambitions defined within the textual content, the simulation activates scholars to contemplate bankruptcy ideas via subject studies, quizzes, case-based questions, and scenario-based movies. Simulation Icons within the textual content direct scholars to comparable coping with Now reside content material to be had on-line.
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Crew a more agile and efﬁcient company. For example, by automating its purchase order system, J. Crew reduced the time required to ﬁll an order and get it to the store by about three weeks. More important, the new system gives J. Crew’s headquarters merchandise managers and buyers a realtime view of what’s selling and what’s not. This changed the ﬁrm’s whole planning system. Previously, it took two to three days for J. Crew’s buyers and merchandisers to ﬁnd out what was selling in each store. That made it impossible to accurately gauge exactly what to design and produce.
These companies (like Google) depend on converting their employees’ intellectual resources (such as engineering knowledge) into services and products. Companies like these, says Quinn, must leverage—take maximum advantage of—their intellectual capital. 67 Similarly, Peter Senge argues for creating learning organizations, “organizations where people continually expand their capacity to create the results they truly desire . . 69 The bottom line is that modern management theorists argue for a more agile, responsive, lean, fast-acting approach to management.
Top managers spend more time planning and setting goals. Lower-level managers concentrate on implementing goals and getting employees to achieve them. 5. Managers play other roles too—for instance, ﬁgurehead, leader, liaison, spokesperson, negotiator. They also engage in entrepreneurial, competencebuilding, and renewal processes. 6. Almost everything a manager does involves interacting with and inﬂuencing people. The bottom line is that the leading, or people, side of what managers do is not just another step in the management process; it is an integral part of the manager’s job.
Managing Now by Gary Dessler