Management Mistakes and Successes

Preface.
<p>About the Author.</p>
<p>Chapter 1 Introduction.</p>
<p>PART I PLAYERS IN A TIME OF ECONOMIC CRISIS.</p>
<p>Chapter 2 Walmart A Winner.</p>
<p>Chapter 3 Procter &amp; Gamble: An Old Strategy Is Found Wanting.</p>
<p>PART II GREAT COMEBACKS.</p>
<p>Chapter 4 Continental Airlines: Salvaging from the Ashes.</p>
<p>Chapter 5 Harley–Davidson: A Long–Overdue Revival.</p>
<p>Chapter 6 IBM: A Fading Giant Rejuvenates.</p>
<p>PART III ENTREPRENURIAL ADVENTURES.</p>
<p>Chapter 7 Google An Entrepreneurial Juggernaut.</p>
<p>Chapter 8 Starbucks A Paragon of Growth and Employee Benefits Faces Storm Clouds.</p>
<p>PART IV PLANNING.</p>
<p>Chapter 9 Euro Disney: Bungling a Successful Format.</p>
<p>Chapter 10 Boeing: Miscalculations on a Worldwide Scale.</p>
<p>Chapter 11 Vanguard: Success in Taking the Road Less Traveled.</p>
<p>PART V LEADERSHIP AND EXECUTION.</p>
<p>Chapter 12 Hewlett–Packard Under Carly Fiorina, and After Her.</p>
<p>Chapter 13 Southwest Airlines: Try to Match Our Prices. </p>
<p>Chapter 14 Herman Miller: A Role–Model in Leadership.</p>
<p>Chapter 15 Boston Beer Can I Compete with the Big Boys?</p>
<p>PART VI CONTROLLING.</p>
<p>Chapter 16 United Way: A Not–for–Profit Organization Also Needs Controls and Oversight.</p>
<p>Chapter 17 Maytag: Incredibly Loose Supervision of a Foreign Subsidiary, Also, the Allure of Outsourcing.</p>
<p>Chapter 18 MetLife: Poorly Controlled Sales Practices.</p>
<p>PART VII ETHICAL MISTAKES.</p>
<p>Chapter 19 DaimlerChrysler: Blatant Misrepresentation.</p>
<p>Chapter 20 Merck′s Vioxx: A Catastrophe and Other Problems.</p>
<p>Chapter 21 Ford Explorers with Firestone Tires: Ill Handling a Killer Scenario.</p>
<p>Chapter 22 Conclusions: What Can Be Learned?</p>
<p>Index.</p>