The Complete MBA Companion

The Latest in Management Thinking from the World's Leading Business Schools

George Bickerstaffe, Tim Dickson

Publisher: Pitman Publishing, 1997, 678 pages

ISBN: 0-273-62729-5

Keywords: MBA

Last modified: May 8, 2021, 10:10 p.m.

The Complete MBA is a world class management companion and an investment in your future.

High performers in today's changing business world need to acquire knowledge in a broad range of management areas. Building on the core of the latest MBA programs from three of the world's leading business schools, The Complete MBA Companion gives you a unique synthesis of the latest and most important disciplines of management and includes new topics which focus on integrative management skills.

The book offers readers a chance to study cutting-edge issues from the world's leading management professionals. It brings together 98 world class contributors — including over 50 professors — the strongest management writing team ever gathered. The core management areas are coherently structured into twenty modules, each with three to seven self contained sections.

  • Preface
    • Tim Dickson, Executive Editor
  • Mastering Mastering Management
    • George Bickerstaffe, Editor
  • Module 1: Introduction to General Management
    • Modern Imperatives
      Ross A. Webber, Wharton
  • Module 2: Accounting
    • The problem with accounting
      Chris Higson and Jochen Zimmermann, London Business School
    • The different centers of control
      Chris Higson, London Business School
    • Budget foundations
      Jochen Zimmermann, London Business School
    • Measuring return on quality
      Christopher D. Ittner, Wharton
    • Counting the cost
      Jochen Zimmermann, London Business School
    • Return on capital employed (ROCE)
      Chris Higson, London Business School
    • Accounting for changing prices
      Ronnie Barnes, London Business School
    • What is a bank worth?
      Paul A. Griffin, University of California at Davis, visiting London Business School
    • Harmonizing accounts worldwide
      Sir Bryan Carsberg, London Business School
    • Bottom-line discord
      Andy Simmonds, Touche Ross, visiting London Business School
    • Regulating the regulators
      Paul Bircher, Ernst & Young, visiting London Business School
    • Asset valuation: case studies from the oil and gas industry
      Mimi Alciatore, London Business School
    • Accounting for takeovers
      Chris Higson, London Business School
  • Module 3: Finance
    • Tasks of the finance function
      Harold Rose, London Business School
    • The role of financial markets
      Narayan Naik, London Business School
    • Assessing the rate of return
      Elroy Dimson, London Business School
    • Market efficiency
      Ernst Maug, London Business School
    • Project approval: the key criteria
      Adam Farkas, Budapest University of Economic Sciences, visiting London Business School
    • The capital asset pricing model
      Elroy Dimson, London Business School
    • Importance of capital structure
      Michel Habib, London Business School
    • The thinking behind dividends
      Francesca Cornelli, London Business School
    • The changing world of finance
      Harold Rose, London Business School
    • Introduction to options
      Kjell Nyborg, London Business School
    • An introduction to futures markets: insurance, liquidity, immediacy
      Mark Britten-Jones, London Business School
    • Living life on the hdge
      Debra Perry, London Business School
    • Warrants and convertibles
      Anthony Neuberger, London Business School
    • The market for corporate control
      Harold Rose, London Business School
    • Buddy, can you swap a dime?
      Ian Cooper, London Business School
    • The merits of project finance
      Harold Rose, London Business School
    • Are bosses worth the money?
      Michael Brennan, London Business School
    • Raising equity capital
      Ivo Welch and Anthony Neuberger, UCLA and London Business School
    • Several ways to go broke
      Julian Franks, London Business School
  • Module 4: Applied Statistics and Decision Support
    • Understanding data
      Ann van Ackere, London Business School
    • Probability and distributions
      Ann van Ackere, London Business School
    • Taking samples
      Ann van Ackere, London Business School
    • Taking the risk out of uncertainty
      Kiriakis Vlahos, London Business School
    • Systems thinking and the art of modeling
      John Morecroft and Ann van Ackere, London Business School
    • Getting the combination right
      Kiriakos Vlahos, London Business School
  • Module 5: Marketing
    • Why marketing still matters
      Kamran Kashani, IMD
    • A new future for brands
      Kamran Kashani, IMD
    • Building brand relationships
      Tim Ambler, London Business School
    • Customer as strategic assets
      David Schmittlein, Wharton
    • In praise of revitalization
      Thomas S. Robertson, London Business School
    • Getting close to the customer
      Jacques Horovitz and Nirmalya Kumar, IMD
    • How to learn about markets
      George Day, Wharton
    • Big questions for the 21st century
      Jerry Wind, Wharton
  • Module 6: Organizational Behavior
    • Deep roots and far from a 'soft' option
      Jack Denfeld Wood, IMD
    • What do new systems demand of employees?
      Peter Cappelli and Nikolia Rogovsky, Wharton
    • The personality factor
      Nigel Nicholson, London Business School
    • Dealing with the attitude problem
      Peter Cappelli, Wharton
    • Cultural diverfsity
      Rob Goffee, London Business School
  • Module 7: Human Resource Management
    • The art of managing people
      Lynda Gratton, London Business School
    • Search for the virtual water cooler
      Joseph W. Harder, Wharton
    • Key to competitive advantage
      Peter Cappelli and Anne Crocker-Hefter, Wharton
    • Choices and the high-performance workplace
      Larry W. Hunter, Wharton
  • Module 8: Managing People in Organizations
    • Developing a work/life balance
      Stewart D. Friedman, Perry Christensen, Jessica DeGroot, Wharton
    • Does empowerment deliver the goods?
      Maury Peiperi, London Business School
    • The true worth of building high-performance systems
      Michael Useem, Wharton
  • Module 9: Production and Operations Management
    • Systems are never good enough
      Thomas E. Vollmann, IMD
    • Some measures of concern
      Roger W. Schmenner, IMD
    • Ways to improve the company
      Carlos Cordon, IMD
    • Rigid flexibility and factory focus
      Robert Collins, Roger Schmenner and Carlos Cordon, IMD
    • Supply chain management
      Thomas E. Vollmann, Carlos Cordon and Hakon Raabe, IMD
    • Strategic management of the operations function
      Terry Hill, Alastair Nicholson and Roy Westbrook, London Business School
    • The 'greening' of industry — the hardest bit is still to come
      Ulrich Steger, IMD
    • Transformation: the difference between domination and death
      Thomas E. Vollmann, IMD
    • Pan-regional manufacturing: the lessons from Europe
      Robert Collins and Roger Schmenner, IMD
  • Module 10: Information Management
    • Managing strategic intelligence
      Donald A. Marchand, IMD
    • What is your company's information culture?
      Donald A. Marchand, IMD
    • It's strategy that counts
      Xavier Gilbert, IMD
    • The information infrastructure: promises and realities
      Donald A. Marchand, IMD
  • Module 11: Business Ethics
    • Marketing an ethical stance
      Thomas W. Dunfee, Wharton
    • Gifts, grease and graft
      Jack Mahoney, London Business School
    • Buyer beware: are marketing and advertising always ethical?
      Jack Mahoney, London Business School
    • Discrimination and privacy
      Jack Mahoney, London Business School
  • Module 12: International Financial Markets
    • Euromarkets: their uses and worth
      Harold Rose, London Business School
    • International banking
      Harold Rose, London Business School
    • Cities of gold
      Richard Brealey, London Business School
    • Benefits and costs of international portfolio investments
      Evi C. Kaplanis, London Business School
    • The political economy of European economic and monetary union
      Geoffrey Garrett, Wharton
  • Module 13: Managing Across Cultures
    • Becoming globally civilized
      Howard V. Perlmutter, Wharton
    • Culture is not enough
      Jack Denfeld Wood, IMD
    • The subtle art of negotiation
      Jack Denfeld Wood and Thomas R. Colosi, IMD
    • It takes more than two to agree
      Jack Denfeld Wood and Thomas R. Colosi, IMD
    • Managing negotiations
      Jack Denfeld Wood and Thomas R. Colosi, IMD
    • Russia's different problems
      David Chambers, London Business School
  • Module 14: Applied Microeconomics and Industry Analysis
    • Keys to profit maximization
      Kimya M. Kamshad, London Business School
    • Making sure the price is right
      Kathryn Graddy, London Business School
    • Cartels and collusion
      Kathryn Graddy, London Business School
    • A price for every customer
      Kimya M. Kamshad, London Business School
    • Natural monopolies regulation
      Saul Estrin, London Business School
    • Keeping out the competition
      Paul A. Geroski, London Business School
    • Meaning of market failure
      Paul A. Geroski, London Business School
    • Pros and cons of vertical integration
      Kimya M. Kamshad, London Business School
    • Competing in spite of the Law?
      Ralf Boscheck, IMD
  • Module 15: International Macroeconomy and Competitivness
    • A tale of two economies
      Stephanie Garelli, IMD
    • The secrets that lay behind improved corporate performance
      Marshall W. Meyer, Wharton
    • Globalization and alliances in high technology industries
      Bruce Kogut, Wharton
    • Managed trade and regional choices
      Ralf Boscheck, IMD
  • Module 16: Leadership Skills
    • What makes a leader?
      Jack Denfeld Wood, IMD
    • The two sides of leadership
      Jack Denfeld Wood, IMD
    • Business is changing fast and so is the art of leading
      Derek F. Abell, IMD
    • Do leaders make a difference?
      Michael Useem, Wharton
    • Team building: the great outdoors
      Jack Denfeld Wood, IMD
  • Module 17: Managing Change
    • Choosing the right change path
      Paul Strebel, IMD
    • Breakpoint: how to stay in the game
      Paul Strebel, IMD
    • Creating industry breakpoints
      Paul Strebel, IMD
    • Management in the information era
      Michael J. Earl, London Business School
  • Module 18: Strategic Management and Implementation
    • Strategic investment decisions and emergent strategy
      Patrick Barwise, London Business School
    • Global strategies in the 1990s
      Vijay K. Jolly, IMD
    • The antitrust treatment of intellectual property
      Dennis A. Yao and Tracy R. Lewis, Wharton
    • Core competencies and service firms
      Jacques Horovitz, IMD
    • Building resources for competitive advantage
      Kim Warren, London Business School
    • Beyond product excellence
      Dominique V. Turpin, IMD
    • Keeping ahead in the competitive game
      George Day and David Reibstein, Wharton
    • Alliances can bring hidden benefits
      Francis Bidault and Thomas Cummings, IMD
    • Environmental concerns: are they a threat or an opportunity?
      Georges Haour, IMD
  • Module 19: Socio-political Context and the Business Environment
    • The nature of ideology
      Jack Denfeld Wood, IMD
    • Globalization and multinationals
      Stephen J. Kobrin, Wharton
  • Module 20: The Future of General Management
    • The end of management? Classroom versus the boardroom
      Rob Goffee and John W. Hunt, London Business School
    • Managing in turbulent times
      John M. Stopford, London Business School
    • Toolboxes are out: thinking is in
      Werner Ketelhöhn, IMD
    • The new language lab
      Johan Roos and Georg von Krogh, IMD
    • Redesigning for the 21st century
      Bruce Kogut and Edward H. Bowman, Wharton

Reviews

The Complete MBA Companion

Reviewed by Roland Buresund

Outstanding ********* (9 out of 10)

Last modified: Oct. 30, 2009, 1:27 a.m.

If you read this and learn (and understand) the contents, you don't need an MBA.

Brilliant.

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