The economic crisis was not just caused by a failure of regulation or economic policy; it was a story of the failure of management in a fundamental sense—a deeply flawed approach to management that encouraged bankers to pursue opportunities without regard for their long-term consequences, and to put their own interests ahead of those of their employers and their shareholders. The revised edition of this best-selling book shows convincingly that many of today’s major economic problems in the west can be traced to a failure of management. In this updated edition the author draws our attention to new examples of failed management, from Rupert Murdoch’s News Corp, and the disaster at BP, to the ongoing problems in financial services companies such as UBS and RBS. Throughout the book the references and statistics have been updated, to make this a current, highly relevant analysis of the problems besetting modern business and how managers need to tackle them.

The position and role of the business school and its educational programmes have become increasingly prominent, yet also questioned and contested. What management education entails, and how it is enacted, has become a matter of profound concern in the field of higher education and, more generally, for the development of the organized world. Drawing upon the humanities and social sciences, The Routledge Companion to Reinventing Management Education imagines a different and better education offered to students of management, entrepreneurship and organization studies. It is an intervention into the debates on what is taught and how learning takes place, demonstrating both the potential and the limits of what the humanities and social sciences can do for management education. Divided into six sections, the book traces the history and theory of management education, reimagining central educational principles and outlining an emerging practice-based approach. With an international cast of authors, The Routledge Companion to Reinventing Management Education has been written for contemporary and future educators and for students and scholars who seek to make a difference through their practice.

From taxi rides, hotel stays, car driving, to communicating and paying, everything we knew as normal has changed beyond recognition. To lead effectively in today’s brave new world, you have to question EVERYTHING. For the first time in human history, knowledge is free and almost every boundary to communication has been lifted. This open source world has permanently altered the business landscape. And you can count on the fact that the pace of change will only accelerate. Yet... companies still rely on management tools and practices that were, at best, mildly effective in their heyday. In Open Source Leadership, Rajeev Peshawaria reveals the vision, insight, and practices he has used to help some of today’s largest and most influential organizations meet the open source world head on. It all starts with asking the right questions: What’s the most effective leadership style in a world of 24/7 connectivity? How has the very concept of leadership changed in the open source era? How do you inspire and reward performance in the “gig economy?” How do you measure engagement and effectively address the gaps? How can you lead innovation--quickly and continuously? Peshawaria reveals the answers to these questions--and they will surprise you. Based on his company’s groundbreaking research spanning 28 countries, he concludes that traditional industrial age thinking needs a massive upgrade to successfully navigating the brave new world of business. Open Source Leadership rewrites the rules of management, giving you a unique look at the most common misperceptions, illusions, and downright wrong information you’ve been getting about what works and what doesn’t. It provides a new, counterintuitive model for seizing competitive edge in any industry. Among other issues the book argues convincingly that “positive autocracy” must replace democratic leadership; talent and innovation are abundant not scarce; early identification of high-potentials is counter-productive; and setting employees free to do as little as they want will increase productivity.

Re-inventing Business Models concentrates on the how and when of business model innovation. It provides managers with menus to outperform competitors and helps them choose between improving the existing business model and radically renewing it. The conclusions are supported by the authors' own research and case studies.

Documents more than a hundred real-life applications of productivity improvement.

Part One: Historical roots of reinventing government; Reinventing government and its relationship with other management theories; Reinventing government is based on OpenSystems theory; Need for information management; Reinventing government is akin to rediscovery of performance auditing; Effectiveness of reinventing government efforts. Part Two: Books and videos; Book reviews; National level attempts at implementation; State and local level attempts at implementation; Uses in advertising; Recently published materials.

Real-world solutions to the strategic problems confronting institutions of higher learning in the Digital Age. Powerful market forces are rapidly expanding the landscape of higher education. At issue is the traditional resident institution learning to accommodate a growing trend towards online and video education. In this age of rampant technological advancement, new standards for learning products and experiences will be developed and only the expeditionary institutions will be able to compete. In this stand-alone supplement to PricewaterhouseCoopers' Reinventing the University, a high-profile group of administrators, educators, and business people explore the competitive challenges facing today's colleges and universities and outline proven strategies for meeting those challenges head-on. Never losing sight of the unique fiscal and regulatory demands associated with managing an institution of higher education, these experts explore an array of strategic issues of vital concern to administrators, including: Applying lessons learned from the healthcare revolution to higher education Transformational strategy: structuring your organization to take full advantage of new technologies and emerging market opportunities Expeditionary strategies for testing hypotheses and developing core competencies Forming partnerships and alliances with other schools and corporations Personalized marketing and other mass customization techniques for cultivating a loyal customer base. Reinventing the University is a valuable source of insights and ideas for college administrators and board members, as well as management and financial consultants who work with institutions of higher learning.

The book describes a case study of governmental reform in Iceland during the period 1993-2000. Public management reform has become a political priority in Iceland as else-where in the world in the last two decades, a response to economic and administrative problems during this time. It has also been a reaction to ideas which have come in vogue for both diagnosing the problems of government and providing solutions. The problems identified involve the growing cost of the public sector and an inefficient and unresponsive bureaucracy. The solutions offered focus on ensuring efficiency, effectiveness and flexibility by transferring government activities to the competitive marketplace through privatization or by adopting a market mechanism within government. The literature has identified both theoretical flaws and potential limitations in the application of current governmental reform. The literature, however, does not provide voluminous empirical data on its effects. The book includes data on the significance of,public management for the central government in Iceland and illustrates how various situational factors, such as administrative characteristics, reform management capacity and experiential learning efforts, have contributed to the reform outcome.

If defense spending is to be reduced without enfeebling the military, the Pentagon must make major changes in the way it does business - it must restructure, decentralize, and trim away the fat.