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Catalog Higher Ed Business The A-B-C's of M-G-T for the O-R-G

The A-B-C's of M-G-T for the O-R-G

by Steven M. Scheer, DBA, MBA

Second Edition

Print Version

Paperback Price: $36.79

ISBN: 978-1-50669-713-0

224 pages


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About the Book

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.

About the Author

Steve Scheer has deep and varied experience within many organizations. He is currently an assistant professor of Economics and Business at Franklin College, and serves as an adjunct professor for Indiana Wesleyan University, and online instructor for Ivy Tech Community College. But much of his career has been in organizational management in both profit and non-profit settings. He earned a Doctor of Business Administration degree from Anderson University, and an MBA from Saint Francis College (now the University of Saint Francis).

Dr. Scheer has managed production operations, and marketing and sales in for-profit organizations; was executive director of a local government organization; and spent many years in student affairs administration in higher education. The variety of experience in the workplace and in the classroom helps nurture a fullness of understanding that adds context and necessary depth and precision of thought; yet allows for delivery of ideas and suggestions that are concise, straight-forward, and simple to understand.

Table of Contents

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.

                                Resource allocation

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