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Strategic Management (2020) is a 325-page open educational resource designed as an introduction to the key topics and themes of strategic management. The open textbook is intended for a senior capstone course in an undergraduate business program and suitable for a wide range of undergraduate business students including those majoring in marketing, management, business administration, accounting, finance, real estate, business information technology, and hospitality and tourism. The text presents examples of familiar companies and personalities to illustrate the different strategies used by today's firms and how they go about implementing those strategies. It includes case studies, end of section key takeaways, exercises, and links to external videos, and an end-of-book glossary. The text is ideal for courses which focus on how organizations operate at the strategic level to be successful. Students will learn how to conduct case analyses, measure organizational performance, and conduct external and internal analyses.
Firms that restructure through downsizing are not more profitable than those that don't, and often end up hurting themselves in the long run. Responsible Restructuring draws on the results of an eighteen-year study of S&P 500 firms to prove that it makes good business sense to restructure responsibly-to avoid downsizing and instead regard employees as assets to be developed rather than costs to be cut. Wayne Cascio explodes thirteen common myths about downsizing, detailing its negative impact on profitability, productivity, quality, and on the morale, commitment, and even health of survivors. He uses real-life examples to illustrate successful approaches to responsible restructuring used by companies such as Charles Schwab, Compaq, Cisco, Motorola, Reflexite, and Southwest Airlines. And he offers specific, step-by-step advice on what to do-and what not to do-when developing and implementing a restructuring strategy that, unlike layoffs, leaves the organization stronger and better able to face the challenges ahead.
Everyone in business is involved in strategy, either formulating it or implementing it. Using case studies and examples of what leading companies are doing, this textbook presents the latest ideas from the world's four top business schools.
This groundbreaking book contributes to an emerging literature that examines responses to the rights revolution that unfolded in the United States during the 1960s and 1970s. Using original archival evidence and data, Stephen B. Burbank and Sean Farhang identify the origins of the counterrevolution against private enforcement of federal law in the first Reagan Administration. They then measure the counterrevolution's trajectory in the elected branches, court rulemaking, and the Supreme Court, evaluate its success in those different lawmaking sites, and test key elements of their argument. Finally, the authors leverage an institutional perspective to explain a striking variation in their results: although the counterrevolution largely failed in more democratic lawmaking sites, in a long series of cases little noticed by the public, an increasingly conservative and ideologically polarized Supreme Court has transformed federal law, making it less friendly, if not hostile, to the enforcement of rights through lawsuits.
Crisis management is often viewed as a short-term response to a specific event. While that is a part of the crisis management process, Crisis Management in the New Strategy Landscape takes a long term approach and offers a strategic orientation to crisis management. The text follows a four stage crisis management framework: Landscape survey (anticipating crisis events), strategic planning (setting up the crisis management team and plan), crisis management (addressing the crisis when it occurs), and organizational learning (applying lessons from crisis so they will be prevented, or at least mitigated in the future). Features & Benefits - Strategic approach used throughout the text - New trends in crisis management - Material on business ethics - What to do after the crisis - Case studies and vignettes at the beginning and end of each chapter
In Strategic Management: Theory and Practice, Fourth Edition, John A. Parnell leads readers through detailed, accessible coverage of the strategic management field. Concise and easy to understand chapters address concepts sequentially, from external and internal analysis to strategy formulation, strategy execution, and strategic control. Rather than relegating case analysis to a chapter at the end of the book, Parnell aligns each chapter's key concepts with 25 case analysis steps. Current examples and high interest real-time cases, largely drawn from The Wall Street Journal and Financial Times, illustrate the key role of strategic management in the United States and around the world.
"It is a provocative and useful compendium of ideas and historic perspectives that are current and applicable. It is a worthy contribution to the health care literature."
Exploring NATO’s post-Cold War determination to support democracy abroad, this book addresses the alliance’s adaptation to the new illiberal backlashes in Eastern Europe, the Western Balkans and Afghanistan after the alleged ‘return of history’. The book engages the question of what has driven NATO to pursue democratisation in face of the significant region-specific challenges and what can explain policy expansion or retrenchment over time. Explaining NATO’s adaptation from the perspective of power dynamics that push for international change and historical experience that informs grand strategy allows wider inferences not only about democratisation as a foreign policy strategy but also about the nature of the transatlantic alliance and its relations with a mostly illiberal environment. Larsen offers a theoretical conception of NATO as a patchwork of one hegemonic and several great power interests that converge or diverge in the formulation of common policy, as opposed to NATO as a community of universal values. This volume will appeal to researchers of transatlantic relations, NATO’s functional and geographical expansion, hegemony and great power politics, democracy promotion, lessons of the past, (Neoclassical) Realism, alliance theory, and the crisis of the liberal world order.