Beyond Buzzwords

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Bookmark Publishers, 2017.
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APA Citation (style guide)

Ray Friant., & Ray Friant|AUTHOR. (2017). Beyond Buzzwords . Bookmark Publishers.

Chicago / Turabian - Author Date Citation (style guide)

Ray Friant and Ray Friant|AUTHOR. 2017. Beyond Buzzwords. Bookmark Publishers.

Chicago / Turabian - Humanities Citation (style guide)

Ray Friant and Ray Friant|AUTHOR. Beyond Buzzwords Bookmark Publishers, 2017.

MLA Citation (style guide)

Ray Friant, and Ray Friant|AUTHOR. Beyond Buzzwords Bookmark Publishers, 2017.

Note! Citation formats are based on standards as of August 2021. Citations contain only title, author, edition, publisher, and year published. Citations should be used as a guideline and should be double checked for accuracy.

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Grouped Work ID7335a3f8-927a-2448-9c35-2d5ae6c7a15f
Full titlebeyond buzzwords key knowledge for crisis managers executives and aspiring mbas
Authorfriant ray
Grouping Categorybook
Last Update2021-09-16 20:56:14PM
Last Indexed2021-09-24 06:44:51AM

Hoopla Extract Information

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    [year] => 2017
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    [titleId] => 11843755
    [isbn] => 9780978684723
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    [language] => ENGLISH
    [profanity] => 
    [title] => Beyond Buzzwords
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    [pages] => 231
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            [0] => Business & Economics
            [1] => Management
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    [synopsis] => The undeniable truth is that every business drifts toward mediocrity and oblivion...e.g., Kodak, Western Electric, Western Union, ITT, Polaroid. And almost every government organization becomes bloated and self-serving.  Beyond Buzzwords explains to corporate and government leaders why mediocrity happens and what needs to be done to avoid it. The Book is philosophical, tutorial, and practical.  Its recommended solutions have been used successfully for over fifty years. Ray Friant examined more than a hundred businesses to learn why they were seriously underperforming. His findings are universal and applicable to all organizations with more than a few hundred employees. The problem. Even though today's products and services incorporate myriad levels of technology, and the complexity of organizations has grown exponentially, the practice of management has stayed somewhat static. Sophisticated computer programs and very detailed reports abound. But this hasn't eliminated the implosions in business and government where over half of all organizations miss their mandated performance. Friant's analysis shows that the major problems are at the top, and of the whole. Specifically:• All organizations are prone to a "long wave cycle" in which they deteriorate and morph toward mediocrity over a five- to ten-year period unless they are pro-actively managed to avoid decay, which isn't easy. • There are two major reasons: first, while focusing on quarterly results, CEOs and their management teams fail to change the organization to survive the long haul, • Second, career-oriented managers do many things to enhance their careers that are counter-productive to organization success.• In addition, the biggest problems are of the "whole," i.e., the whole strategy, tactics, products, services, suppliers, customers, employees, management team, and etc. • CEOs have been free to examine at their whims their organizations' sub-element problems without considering the whole. • In addition, CEOs have neither the time nor ability to know problem details more than one or two levels below themselves, as predicted by Harvard's Professor Galbraith. The solution• Change the duties of the CEO to insist that a Total Organization Analysis (TOA®) be done every four to six years, • Require the CEO to establish and empower futurists to be the "loyal opposition" that challenges the status quo through a systematic, in-depth analysis of all trends affecting the organization that call for change.
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    [subtitle] => Key Knowledge for Crisis Managers, Executives & Aspiring MBAs
    [publisher] => Bookmark Publishers