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The A-B-C's of M-G-T for the O-R-G is a guide to organizational leadership. As the title implies, the book uses letters and words, arranged in easy to remember acronyms and plays on words to deliver important ideas and implementation suggestions for anyone who leads or aspires to lead organizations. It is informative and fun. It integrates brand new concepts with up-to-date adaptations of established principles of business management and organizational leadership. It won't take long to read, but it encourages deep reflection and thorough understanding.
Arranged into twenty short, easy to read chapters, and divided into five parts, this book guides organizations through implementation of 3 recurring themes: leading others, managing activities and processes, and nurturing creative and critical thinking. Each, chapter is assigned either the letter L, M, or N, signaling to the reader the overriding theme of that particular chapter.
True to its letters and words focus, each chapter has a section at the end called "Bringing up the R-E-A-R". This end-of-chapter Reader Engagement And Review component consists of chapter content Recall, a short Extension of chapter content through concept expansion or from an additional context; questions to guide concept Application to each reader's own situation, a short list of suggested further Readings to follow up on the chapter concepts.
Because each chapter is short, this book can be read in its entirety without a significant time commitment. Yet it serves equally well through engagement and discussion one chapter at a time; making this book ideal for either the classroom in a business management or leadership course, or as a manager guide and training in any organization.
PART ONE — The Organization and Its People
Chapter one — Getting the Dance Started (It's a P-O-L-C-A).
The management process
Chapter two — You have to allot when you don't have a lot.
Chapter three — Your organization will be well off when its values are R-I-C-H, and kept up to P-A-R.
Setting and perpetuating organizational values
Chapter four — Having a sense of the others-centered suffix "cies".
Tips for leader success
Chapter five — When faced with staffing problems, don't seek solutions, seek emulsions.
Building an effective team
PART TWO — Organizational Operations
Chapter six — The universal target: where values meet value
Finding the "sweet spot"
Chapter seven — Success happens at O-N-C-E, but certainly not all at once.
(After all, it takes time to G-E-T P-L-A-C-E-S.)
Finding the confluence of opportunity, need, capability and execution
Chapter eight — Take a swing at a SWOT.
Deploying strategic management practices
Chapter nine — As with any climber, a good manager knows to pay attention to the C-L-I-F.
Key organizational resources
Chapter ten — Want your customers to hear your tune? You gotta sing in the Q-I-R-E.
Key organizational capabilities
PART THREE — Marketing the Organization's Output
Chapter eleven — You might close a deal with a sales pitch, but you guide a firm with a L-E-M-O-N C-A-T-C-H.
Leading, managing, and nurturing
Chapter twelve — You'll know a lot about your customers' demand when you know the P-R-I-C-E.
Recognizing the determinants of demand
Chapter thirteen — Pairing wants with O-N-C-E. The four P's of Marketing
Understanding the marketing mix
PART FOUR — Finance and Accounting in the Organization
Chapter fourteen — What do you do to taste financial success? C's in it!
A look at character, capacity, and (especially) capital
Chapter fifteen — Want to understand the basics of accounting? Then think of sunburn relief.
The three key accounting reports
Chapter sixteen — And when financial success is achieved, the leader is bound to be R-I-D of
the organization's earnings.
Turning earnings into opportunities and rewards
PART FIVE — Leading the Organization to Success
Chapter seventeen — Pulling on the same end of the rope.
Effective resource alignment
Chapter eighteen — Leaders look to W-I-N.
Using past, present and future
Chapter nineteen — Good, better, worse? best?
When to move ahead and when it's time to stop
Chapter twenty — Seeing the true "invisible hand."
Make sure customers' interests precede self-interests