Hartley's casebook is rich in content with easy to read case studies that are well suited for business professionals. They'll learn every key aspect of management, from performance and crisises; to mergers and acquisitions. The tenth edition presents more new case studies to illustrate management concepts. These include Google's entrepreneurial strategy, Procter and Gamble, Starbucks, and more. Recent business failures and successes are also examined in a way that offers practical insights and strategic principles. By focusing on the mistakes and successes, this book helps business professionals learn how to become great business leaders.
Bob Hartley is Professor Emeritus at Cleveland State University's College of Business. There he taught a variety of undergraduate and graduate courses in management, marketing, and ethics. Before coming into academia, he spent thirteen years in retailing with the predecessor of Kmart (S.S. Kresge), J.C. Penney, and Dayton-Hudson and Target. Positions held included store management, central buying and merchandise management. His first textbook, Marketing; Management and Social Change, was published in 1972. It was ahead of its time in introducing social and environmental issues to the study of marketing.?In 1976, the first Marketing Mistakes supplemental book was published, and brought a new approach to case studies: student-friendly books, and ones more relevant to career enhancement that existing books, In 1983, Management Mistakes was published.?He is listed in Who's Who in America, and Who's Who in the World.
Preface. About the Author. Chapter 1 Introduction. PART I PLAYERS IN A TIME OF ECONOMIC CRISIS. Chapter 2 Walmart-A Winner. Chapter 3 Procter & Gamble: An Old Strategy Is Found Wanting. PART II GREAT COMEBACKS. Chapter 4 Continental Airlines: Salvaging from the Ashes. Chapter 5 Harley-Davidson: A Long-Overdue Revival. Chapter 6 IBM: A Fading Giant Rejuvenates. PART III ENTREPRENURIAL ADVENTURES. Chapter 7 Google-An Entrepreneurial Juggernaut. Chapter 8 Starbucks-A Paragon of Growth and Employee Benefits Faces Storm Clouds. PART IV PLANNING. Chapter 9 Euro Disney: Bungling a Successful Format. Chapter 10 Boeing: Miscalculations on a Worldwide Scale. Chapter 11 Vanguard: Success in Taking the Road Less Traveled. PART V LEADERSHIP AND EXECUTION. Chapter 12 Hewlett-Packard Under Carly Fiorina, and After Her. Chapter 13 Southwest Airlines: "Try to Match Our Prices." Chapter 14 Herman Miller: A Role-Model in Leadership. Chapter 15 Boston Beer-Can I Compete with the Big Boys? PART VI CONTROLLING. Chapter 16 United Way: A Not-for-Profit Organization Also Needs Controls and Oversight. Chapter 17 Maytag: Incredibly Loose Supervision of a Foreign Subsidiary, Also, the Allure of Outsourcing. Chapter 18 MetLife: Poorly Controlled Sales Practices. PART VII ETHICAL MISTAKES. Chapter 19 DaimlerChrysler: Blatant Misrepresentation. Chapter 20 Merck's Vioxx: A Catastrophe and Other Problems. Chapter 21 Ford Explorers with Firestone Tires: Ill Handling a Killer Scenario. Chapter 22 Conclusions: What Can Be Learned? Index.