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PurposeThe purpose of this paper is to gather arguments and counterarguments about crises management to date, in order to add value to the current knowledge.Design/methodology/approachThe originality of the concept has remained untouched. The whole idea of writing the literature review was based on what others have done to date and at what point further research stopped and why. This took place only by reading previous research and not conducting any primary research.FindingsCrisis management is what almost all businesses have to have expertise in if success is sought. Based on this study one fit for all strategy is one of the main components of failure as well as failed crisis management.Research limitations/implicationsThe main limitation is that not enough has been done in this arena and future research is essential to establish why the majority of businesses do not in fact learn lessons from past mistakes. More importantly they do not take some issues as seriously as they should; which in turn leads to crisis, when management is difficult because the timing is too late. However they claim otherwise and have no factual justification.Practical implicationsIdentifying the credible source of information and being flexible in terms of learning is the most important thing. There are various researches conducted, which are abundant with examples of successful as well as failed crisis management strategies. This paper brings research together in order to contribute to the current knowledge and let scholars and practitioners enjoy one of the latest literature reviews of crisis management with recent and real examples.Originality/valueHistory repeats over time, but one needs to realise this and have the ability to update the solutions compatible with the faced situation and the time. The twenty‐first century is a complex era and needs sophisticated management with proactive and adaptable attitude. Managers normally forecast a situation and before it turns to crisis they deal with it prudently and control the whole situation professionally.

Die Notwendigkeit zu einer digitalen Transformation stellt sich für jedes Unternehmen – allerdings in unterschiedlicher Intensität. Um den für diese Transformation notwendigen Change-Prozess erfolgreich zu gestalten, bedarf es eines profunden Wissens des Change-Managements. Die wichtigsten Erfolgsfaktoren und weiteres Handwerkszeug werden hier beschrieben. The necessity of a digital transformation exists for every company – only the intensity differs. In order to manage the tranformation successfully a profound knowledge of change management is needed. The key success factors and addtional tools for this process are presented here. Keywords: performance engine, geschäftsmodelle, digitale transformation

Presents an introduction to the concepts of project management, discussing such topics as project definition, planning, implementation, methods of control, budgets, teamwork, and common problems

Begins by analysing the nature of work relations in France. These work relations can be categorized as relatively impersonal, formal, hierarchical, partitioned, subtly politicized and flexible; and holistic. Leads into an examination of the character and role of the cadre (the manager), and of the relative professional status enjoyed by French managers. The discussion should be viewed from the viewpoint of Hampden‐Turner and Trompenaars' description of France as a "fascinating country for English‐speaking cultures to study" but which may require the outsider to be prepared "to question, even to confound, their own basic assumptions" about the culture, role and practice of management.

"The eleventh edition of Retailing Management builds on the basic philosophy of the previous ten editions. It continue to focus on both strategic and tactical issues, with an emphasis on financial considerations and implementation through merchandise and store management"--

Dieser Artikel beschäftigt sich mit dem Zusammenwirken ostasiatischer Kampfkunst und Prinzipien des modernen Managements vor dem Hintergrund der gesellschaftlichen und wirtschaftlichen Entwicklung. Hinsichtlich des individuellen Reifeprozesses, des Verhaltens in Gruppen und in Unternehmen und Organisationen wird dargelegt, wie sich Manager bei der Optimierung ihres eigenen Führungsverhaltens an Kampfkunstprinzipien orientieren können. An Beispielen, wie dem Entscheidungs- und Planungsgedanken, dem Management by Objectives und der Konkurrenzforschung werden Übereinstimmungen und Unterschiede zwischen westlicher und östlicher Herangehensweisen verdeutlicht. Letztlich erweist sich das Gedankengut der Kampfkunstautoren als anregend für Manager. The article deals with the interaction of east asian martial art and principles of modern management in the view of the fact of social and economic development. Concerning the individual development of behavior in groups, companies and certain organizations, the example shows how managers orientate their own leadership behavior by martial art. Moreover, the examples dealing with decision- and planning-process, management by objectives and competition research illustrate congruence as well as differences between western and eastern approaches. Ultimately, the last ones prove to be inspiring for managers. Keywords: schulung, ostasien, leitungsprinzip, kampfkunst

Der Beitrag kritisiert die Verengung des Managementbegriffs auf "wirtschaftliches" Management. Es wird vorgeschlagen, Management als funktionssystemspezifische Lösung des Koordinationsproblems in Organisationen zu verstehen. Hierfür wird Management im Kontext der Organisationstheorie Niklas LUHMANNs in den Strukturdimensionen Programme, Kommunikationswege, Personen und Stellen konzeptualisiert. Am Beispiel des sich wandelnden Managements der Bildungsorganisation Schule wird gezeigt, wie eine derartige Neubeschreibung des Managementbegriffs in der Praxis der empirischen Forschung angewandt werden kann.

Today′s managers are overwhelmed by the sheer volume of available
information. This requires a conscious management process to identify
what information is of value. Coupled with this is the speed at which
new information becomes available, creating ever‐changing scenarios on
which to base decisions. The catalyst for this change has been the
"T" (for technology) in IT. However, the objective of this course is not
to produce an expert in new technology but rather to help managers to
gain a greater appreciation of how information can empower them to
become more effective. Seeks to demonstrate that companies which manage
information strategically can radically alter the competitive potential
of their business.

AbstractEffective Fundraising Management, by Kathleen S. Kelly. Mahwah, N.J.: Erlbaum, 1998. 663 pp., $49.95 cloth.
The Complete Guide to Fundraising Management, by Stanley Weinstein. New York: Wiley, 1999. 307 pp., $49.95 cloth.