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Additional info for AMA Management Handbook (Ama Management Handbook)
10020. Printing number 10 9 8 7 6 5 4 3 2 Page v Board of Editors John D. Bergen, CEO and President, GCI Group Don Bohl, American Management Association Herrington J. Bryce, Professor of Public Administration, School of Business Administration, The College of William and Mary Noel Capon, Professor of Marketing, Graduate School of Business, Columbia University Gordon E. M. Cummings, CEO, United Co-Operatives of Ontario Mark D. Dibner, Director, Institute for Biotechnology Information, North Carolina Biotechnology Center Sandra Gustavson, Professor of Risk Management and Insurance, University of Georgia Jean Kelly, Director, Academic Programs, The World Trade Institute Norbert J.
Mitchell, Assistant Secretary Designate for Technology Policy, Department of Commerce Kent B. Monroe, University of Illinois-Champaign-Urbana Jeffrey A. Moore, Director, Corporate Planning and Development, Indiana Gas Company, Inc. Dennis J. Morikawa, Attorney-at-Law, Morgan, Lewis & Bockius Athar Murtuza, Associate Professor of Accounting, Seton Hall University Thomas T. Nagle, Professor, Boston University; and Managing Director, Strategic Pricing Group, Inc. Kent Nakamoto, Assistant Professor of Marketing, Graduate School of Business, University of Colorado Scott A.
For too long, industry practiced the conventional wisdom that managers planned, organized, commanded, coordinated, and controlled. Once our business changed and focused on execution, our jobs became easier and our organizations became much more productive. Leaders should focus on preventing problems, not solving them. When the going gets tough, quite often it is too late. Leaders must continually look ahead and implement long-term programs to prevent problems. " And, effective leaders are more interested in doing good than looking good.