Handbook of Strategies and Tools for the Learning Company

1st Edition

C. Carl Pegels

Productivity Press
Published September 16, 1998
Reference - 496 Pages
ISBN 9781563272103 - CAT# PP7210

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USD$97.95

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Summary

Many books on management improvement focus on the newest fads without providing an understanding of the whole system that is being affected by the new approach. Even the concept of a learning organization has been reduced by many to a meaningless fad.

Here, however, we comprehend the substance of that exciting new wave of management thought. This is a management book that goes beyond the current fads to the very core of what it means to be a learning company. To truly learn, a company must use a variety of techniques and approaches. This book combines the best of management strategies, from the tried and true techniques to new innovations into a complete and powerful management tool.

In Handbook of Strategies and Tools for the Learning Company, Carl Pegels provides keen insight into the dilemma faced by innovative managers as they try to make sense of the plethora of new management tools available today. He shows us learning companies in action with real-world examples from companies including Motorola, IBM, Ford, Boeing, and Saturn. Arranged in eight parts and 34 chapters, this handbook is a powerful resource spanning today's most critical management topics - empowerment of employees, teams and participation, successful restructuring, outsourcing components and services, improving productivity and efficiency, customers and product management, and the use of analytical tools. It is a powerful, comprehensive resource for management practitioners.

Companies will not prosper by distracting themselves with the latest fads. Real and continuous learning is the only way to gain and sustain a competitive advantage. With this book, management practitioners now have a complete resource for increasing the health of an organization and its ability to move forward effectively and competitively into the 21st century.

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