Black & white print. Principles of Management is designed to meet the scope and sequence requirements of the introductory course on management. This is a traditional approach to management using the leading, planning, organizing, and controlling approach. Management is a broad business discipline, and the Principles of Management course covers many management areas such as human resource management and strategic management, as well as behavioral areas such as motivation. No one individual can be an expert in all areas of management, so an additional benefit of this text is that specialists in a variety of areas have authored individual chapters.

Finally! A comprehensive volume on the management of corporate acquisitions that summarizes contemporary research, and that moves what we know about acquisition management a step further. The book encompasses innovative works from several countries, related to a variety of issues; managerial motives, the role of acquisitions in competitive strategy, as well as organizational and political processes. Unlike several other works on acquisitions, this book emphasizes the most critical issue faced by managers today; how to manage successfully already acquired companies and operations. Both researchers, managers and students of strategy and organization will find this book an important supplement.

John Piper pleads with fellow pastors to abandon the professionalization of the pastorate and pursue the prophetic call of the Bible for radical ministry.

Good Strategy/Bad Strategy clarifies the muddled thinking underlying too many strategies and provides a clear way to create and implement a powerful action-oriented strategy for the real world. Developing and implementing a strategy is the central task of a leader. A good strategy is a specific and coherent response to—and approach for—overcoming the obstacles to progress. A good strategy works by harnessing and applying power where it will have the greatest effect. Yet, Rumelt shows that there has been a growing and unfortunate tendency to equate Mom-and-apple-pie values, fluffy packages of buzzwords, motivational slogans, and financial goals with “strategy.” In Good Strategy/Bad Strategy, he debunks these elements of “bad strategy” and awakens an understanding of the power of a “good strategy.” He introduces nine sources of power—ranging from using leverage to effectively focusing on growth—that are eye-opening yet pragmatic tools that can easily be put to work on Monday morning, and uses fascinating examples from business, nonprofit, and military affairs to bring its original and pragmatic ideas to life. The detailed examples range from Apple to General Motors, from the two Iraq wars to Afghanistan, from a small local market to Wal-Mart, from Nvidia to Silicon Graphics, from the Getty Trust to the Los Angeles Unified School District, from Cisco Systems to Paccar, and from Global Crossing to the 2007–08 financial crisis. Reflecting an astonishing grasp and integration of economics, finance, technology, history, and the brilliance and foibles of the human character, Good Strategy/Bad Strategy stems from Rumelt’s decades of digging beyond the superficial to address hard questions with honesty and integrity.

MG Rover Group Limited (MGRG) went into administration on 8 April 2005. On 31 May 2005 inspectors were appointed by the Secretary of State for Trade and Industry to investigate the affairs of Phoenix Venture Holdings (MGRG's ultimate parent company), MGRG, 32 other companies in the Group and MGR Capital Limited. This report addresses the period between the acquisition of MGRG by Techtronic Limited in 2000 and MGRG's entry into administration in 2005. It pays particular reference to the events leading up to the appointment of administrators of MGRG in April 2005 and the matters raised in a review of financial statements by the Financial Reporting Review Council (the FRRP review is included in the report as an exhibit). The inspectors criticise the unreasonably large financial awards to the four members of the Phoenix Consortium and the chief executive of MGRG. This report has been informed by documentary and computer evidence from numerous sources, including data from the Group's Longbridge site and national sales companies. 95 individuals were interviewed formally and 20 witness statements provided; all of these responses have been considered in this report.

Proceedings of a symposium co-sponsored by the Air Force Historical Foundation and the Air Force History and Museums Program. The symposium covered relevant Air Force technologies ranging from the turbo-jet revolution of the 1930s to the stealth revolution of the 1990s. Illustrations.