Fundamental World Management Classics Interpretation

Author: Han Qingxiang
Publisher:
Publish Date: 2005-07-01
Features:
"What is Management" – The future competition is not about products, nor about product services, but about business models. – By Joan Magretta / Nan Stone in "Executing"
Correct strategy does not necessarily bring vitality to a company; the key lies in how to turn strategy into employee behavior. – By Larry Bossidy / Ram Charan in "The Effective Executive"
Efficiency does not equal effectiveness. The results brought by efficiency could be disastrous. The value of management lies in pursuing effectiveness. – By Peter Drucker in "The Traps of Decision Making"
The survival of a company depends on decision-making, and the mistake of decision-making lies in falling into traps. The principle of decision-making is not "perfect," but "satisfactory." – By Herbert Simon / Peter Drucker / R. Robbins in "Corporate Culture"
The last competition in the market is the competition of corporate culture. Corporate culture fundamentally reflects a company's competitiveness. – By Terrence Deal / Allen Kennedy in "Built to Last"
Combining bold goals with down-to-earth pragmatism, integrating the long-term preservation of core values with continuous progress. – By James Collins in "Teach Me How to Do Business"
Everyone can do business, but not everyone who does business succeeds. Where to find business opportunities? Doing business is to make money, but making money is not the only purpose of doing business. – By Lawrence Holden / Dale Irwin in "Teach Me How to Do Business"
This book consists of eight chapters, with the main content outlined as follows:
Chapter 1: Management, Historical Testimony
The purpose is to briefly introduce the development trends and context of contemporary management theory.
Chapter 2: What is Management
This book summarizes the fundamental perspectives followed after entering the modern management stage. The first half discusses core concepts, while the second half covers basic rules of execution. Reading this book helps readers grasp the essence of modern management.
Chapter 3: Executing
This book raises a question often overlooked but very important: they found that correct strategy does not necessarily lead to business success, focusing on execution issues. They point out that top leaders need execution capability, discussing why execution is proposed and how to solve execution problems.
Chapter 4: The Effective Executive
The book puts forward the profound proposition that management is about effectiveness, elaborating on how to become an effective executive from seven aspects.
Chapter 5: The Traps of Decision Making
The original work is by R. A. Robbins, published by Jilin Literature and History Publishing House. Mr. Yuan Rutao has already provided interpretations during the translation process. This book analyzes and highlights some of the main viewpoints. To give readers a comprehensive understanding of decision-making theory, this chapter introduces the main ideas of the decision-making theory of Nobel laureate Herbert Simon.
Chapter 6: Corporate Culture
Corporate culture is the soul of a company, a consensus already reached in China's business community. However, there are many misunderstandings and deviations in its specific understanding. The purpose of writing this chapter is to help readers compare with authoritative works to see how corporate culture is elaborated in the book.
Chapter 7: Built to Last
The views elaborated in this work have strong practical significance for companies in China that are in the growth stage. The book analyzes the characteristics of visionary companies and proposes unique insights into how businesses can thrive indefinitely.
Chapter 8: Teach Me How to Do Business
The main content of this book is to elaborate on the problems to be solved when starting a business, both indicating the guiding ideology and providing strong operability. The purpose of publishing this book is to help managers in practical work, focusing on practicality.