1st Edition

Building the Integrated Company

By Malcolm A. Birkin Copyright 2000
232 Pages
by Routledge

232 Pages
by Routledge

This title was first published in 2000:  Global competition is increasingly impacting on even the most isolated of companies; the only way for any company to sustain competitive advantage is by tapping into the single remaining area of great potential - the management of people. If we want to be an above-average company, we will need an above-average ratio of above-average people who perform... Read more
Foreword; Introduction: Building the Integrated Company; The integration of international management; The characteristics of the Integrated Company; Assessing your company - how integrated are you?; Corporate/competitive strategy, its creation and its link to corporate culture; Implementation, people commitment and interlinking; Integrating people; Index.

Biography

Dr Malcolm A. Birkin has studied, worked with and learnt from managers and companies in Western Europe, the United States, Japan and in both the Northern and Southern Hemispheres. He has an MBA and a doctorate in industrial and commercial economics. Dr Birkin also has qualifications in polymer science and automotive engineering, and gained qualifications in total quality management and people motivation in business whilst in Japan. Dr Birkin is an independent management consultant, operating internationally as SCGI Europe, with unparalleled expertise in the development of people and commitment, international and cross-cultural management systems and strategies. He can be contacted through his website: www.integrate-people.com

’Written by someone with both practical experience and the wisdom that can come from thoughtful reflection about one’s observations, Building the Integrated Company offers both an operational guide and also a vision of what organizations can be like and what they can achieve, if only we manage them with sense, sensitivity and sensibility.’ Professor Jeffrey Pfeffer, Stanford Graduate School of Business, California ’Brings the business executive in front of the corporate mirror, where his/her achievements and shortcomings are observable, not by others but by him/herself. What results is not an evaluation, but an incisive and enlightening learning, building experience.’ Professor Robert J Ballon, Sophia University, Tokyo ’Provides an excellent base against which managers can benchmark themselves and, equally important, a set of implementation programmes with which the world-class objective can be fulfilled.’ Clem Sunter, Director, Anglo American Corporation, South Africa