管理工具之某咨询公司版英文(ppt 100页)

Over the past decade, executives have witnessed an explosion of
management tools and techniques such as One-to-One Marketing, TQM, and
Benchmarking. The term “management tool” now encompasses a broad
spectrum of approaches to management – from simple planning software, to
complex organizational designs, to revised philosophies of the business
world.
i Many of these tools offer conflicting advice. One may call for keeping all
your customers while another will advise you to focus only on those that are
most profitable.
i All of these management tools have one thing in common: They promise to
make their users more successful. And beleaguered managers – struggling
to demonstrate that they can adapt to rapid change in an increasingly
competitive world – have turned to management tools in unprecedented
numbers.
An Explosion of Management Tools
i ABC
i MBO
i TQM
i JIT
i OVA
i SVA
i CPR
i SPC
i Virtual Teams
i Reengineering
i Mass Customization
i System Dynamics
i Creative Destruction
i Concurrent Engineering
i Zero-Based Budgets
i PIMS Analysis
i Quality Circles
i Market Disruption Analysis
i Portfolio Analysis
i Experience Curves
i Mission and Vision Stmts.
i Cycle Time Reduction
i Pay-for-Performance
i Customer Satisfaction Meas.
i Visioning
i Core Competencies
i Baldridge Award
i Micro-Marketing
i MRPI and MRPII
i Technology S-Curves
i Delphi Technique
i Gung Ho!
i ISO 9000
i 7-Ss
i 6-Sigma
i 5-Forces
i 4-Ps
i 3-Cs
i 2x2 Matrices
i 1-Minute Managing
i 0-Defects
i CRM
i Strategic Alliances
i Corporate Venturing
i Self-Directed Teams
i Strategic Planning
i Merger Integration Teams
i Balanced Scorecard
i Benchmarking
i Life Cycle Analysis
i Permission Marketing
i Scenario Planning
i Growth Strategies
i One-to-One Marketing
i Learning Organizations
i Data Mining
i Continuous Improvement
i Value Chain Analysis
i Nominal Group Technique
i Conjoint Analysis
i Competitive Gaming
i Customer Retention
i Groupware
i Psychographics
i Loyalty Management
i Service Guarantees
i Keeping up with these techniques and deciding which ones to use is
becoming an essential part of every executive’s responsibilities.
Unfortunately, there has been little objective evidence on whether tool usage
is good or bad, or which tools have produced what results over what period
of time. There has been no “Consumer Reports” on management tools to
help managers sort facts from fictions. In the absence of data, groundless
hype can make choosing and using management tools a dangerous game of
chance.
The Need for Objective Data
iThe slate of management tools and techniques is
confounding and compounding
iManagers must determine if and how any of these
tools might actually enhance their performance
iBut there has been no objective data on:
- Whether increased tool usage is good or bad
- Which tools are producing what results
iIn the absence of data, groundless hype makes
choosing and using management tools a
dangerous game of chance
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