Cover image for Extreme management : what they teach at Harvard Business School's Advanced Management Program
Title:
Extreme management : what they teach at Harvard Business School's Advanced Management Program
Author:
Stevens, Mark, 1947-
Personal Author:
Publication Information:
New York, NY : Warner Books, [2001]

©2001
Physical Description:
xxxviii, 184 pages ; 22 cm
Language:
English
ISBN:
9780446523219
Format :
Book

Available:*

Library
Call Number
Material Type
Home Location
Status
Central Library HD30.42.U5 S74 2001 Adult Non-Fiction Central Closed Stacks
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Summary

Summary

The Advanced Management Program is an exhaustive 10 week boot-camp (six days a week, 14 hours a day) that prepares the business elite for the highly competitive global marketplace. For the first time, the closely guarded secrets will be available to executives and would-be executives everywhere. The audio-book offers the chance to master the work models, the strategic perspectives, and visioning exercises that will turn good managers into revolutionary managers.

Listeners learn how to
-- create and sustain a competitive advantage in the global arena
-- manage for a world of changes yet to come
-- negotiate global transactions
-- establish enduring brand and corporate positioning
-- and much more.


Author Notes

Mark Stevens is president of MSCO, Inc., He has appeared on Lcuis Rukeyser's Business, CNN Business Report, and CNBC


Reviews 1

Publisher's Weekly Review

Originally created to provide the U.S. government with industrial managers who could address the business side of military logistics during WWII, Harvard's intensive nine-week curriculum for senior managers focuses on decision making, global competition, corporate finance, organizational competence and teamwork. Here, marketing consultant Stevens (King Icahn; Sudden Death: The Rise and Fall of E.F. Hutton) aims to distill the program's lessons, drawing on anecdotes from corporate executives who have completed the program and some faculty members (the school did not authorize this book). For example, one sales executive, a former military man, learned to change his authoritarian, micromanaging style to one that allows him to act as a source of experience and information, resulting in his subordinates more actively following his lead and working harder for him. Another learned that he is not always the expert; faced with employees trying to unionize, he reflected on the lessons of the Harvard course and rather than firing the union supporters, which would have been both incendiary and illegal he hired an accomplished labor lawyer. While it may appeal to executives accustomed to self-analysis and who have sought additional professional training, the book falls predictably short of its goal to recreate the Harvard experience for the reader. (Mar. 7) (c) Copyright PWxyz, LLC. All rights reserved


Table of Contents

Prologuep. xiii
Introduction: A History of the Advanced Management Programp. xvii
The Principles of the Advanced Management Programp. xxvi
About This Bookp. xxxii
The Inner Sanctum: Behind the Curtain of the Advanced Management Programp. xxxiv
1. First Strike Leadership: Mastering the Art and Science of Making Decisions and Motivating Peoplep. 1
Avoiding the Trap of Management by Fashion Trendp. 5
Private Lists Can Provide Road Maps for Managerial Actionp. 11
Good Leaders Rewrite the Rules of Their Leadersp. 13
Micromanagers Beware: Self-Protection Is Really Self-Limitation in Disguisep. 16
In Business, Even War Heroes Have to Put Away the Swordp. 20
The Quest for Perfection Is a Sure Sign of a Small Thinkerp. 23
First Find Your Comfort Zone--Then Find a Way Outp. 25
Enlightened Leadership: The Power of the Perpetual Studentp. 27
2. Tuning the Stradivarius: Building World-Class Organizationsp. 31
Leveraging the Change Equation: D [times] M [times] P ] Costp. 33
Bottom-up Learning: How Employee Criticism Can Make You a Better Managerp. 37
Place Yourself in a Fishbowl: Emerge a Better Leader with the Organizational Fitness Profilep. 38
Evolution + Revolution = Solutionp. 46
Leadership 101: The Jack Welch Wayp. 49
Three-Point System for Linking Strategy to Actionp. 55
Draw a Straight Line from Where You Are to Where You Want to Bep. 58
Make Lists to Target Organizational Goalsp. 60
Motivate Subordinates to Embrace Changep. 64
3. The Mind Is Mightier Than the Sword: Competitive Strategies and Tactics That Winp. 68
Quality Is Good--Strategy Is Betterp. 69
In the Art and Science of Negotiating, the Heavyweights Start at the End and Work Backwardp. 76
War Games Make Your Business Battle-Readyp. 81
Leveraging the Power of Critical Oppositesp. 84
Competing the Hewlett-Packard Wayp. 86
The Power of Organizational Strategy: Mastering the 7-S Modelp. 91
How to Pick and Manage Markets Competitors Can't Penetratep. 102
The Art of Making Your Business Stand Out from the Crowdp. 112
Action Plan for Leveraging the Power of Learningp. 115
4. The Discipline of SWAT Team Servicep. 119
The Ultimate Synergy: Leveraging the Service-Profit Chainp. 121
In Poorly Managed Companies, People Are Problems ... In Well-Managed Companies, People Are Problem-Solversp. 126
How to Turn Angry Customers into Loyal Patronsp. 132
The Paradox of the Satisfied Customerp. 135
5. Unlocking the Black Box of Financep. 140
Mastering the DuPont Formula and Other Tricks for Decoding Financial Statementsp. 142
Exploring the Apple Tree Analogyp. 145
When It Comes to Global Currency Hedging, the One Sure Way to Lose Money May Be to Insure Against Itp. 150
In Business, the Best Time to Perform an Autopsy Is When the Patient Is Still Alivep. 152
Creating Successful Business Models: It's All in the Numbersp. 154
Epiloguep. 158
A Global Perspective--Recent Advanced Management Program Sponsoring Companiesp. 161
Advanced Management Program Commandersp. 163
Sourcesp. 167
Indexp. 171

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