1997-1998 Southern California Business Directory

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This text emphasizes self-management and comprehensive strategic planning. "Five Principles of Learning" are used throughout the text to emphasize individual and collaborative learning. Through a variety of hands-on activities and exercises, students are encouraged to think about their habits and how they relate to the topics of each chapter. The text develops self-management and study skills to ensure academic and personal success throughout college.

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Book review: Urban sprawl in Western Europe and the United States [A book review from: Land Use Policy]
N. Gallent
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This digital document is a journal article from Land Use Policy, published by Elsevier in . The article is delivered in HTML format and is available in your Amazon.com Media Library immediately after purchase. You can view it with any web browser.

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Urban Sprawl in Western Europe and the United States (Urban Planning and Environment)

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Urban Sprawl in Western Europe and the United States (Urban Planning and Environment)

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There are "teams" . . . and then there are high-performing teams!

You expect results from your work groups. You want high-performing teams, work groups that demonstrate superior, sustained performance. You want an assessment that shows work groups what they're doing right--and what they could do better. You want a quick but comprehensive program that shows groups how to use these assessments to develop their team skills.

It's all here! The Facilitator's Guide gives you all the information you need to run a team development program based on Donna Riechmann's Team Performance Questionnaire (TPQ).

The Facilitator's Guide shows you how to:

Administer the TPQ
Prepare for and conduct a TPQ workshop
Develop teams using results from the TPQ . . . and more!

The field-tested, proven-effective Team Performance Questionnaire (TPQ) will boost your team's performance by offering you a clear path for growth. Participants will use the action-focused Team Development Workbook (included free with the TPQ) to score, analyze, and interpret the TPQ results. And filling out the TPQ is quick and easy!

The TPQ will:

Improve team productivity
Enhance team communication
Boost team satisfaction . . . and much more!

The Facilitator's Guide, which includes a sample copy of the TPQ, also gives you a step-by-step workshop design, a bibliography of team-development resources, a set of reproducible overhead masters, and details of the validity studies that demonstrate the effectiveness of the TPQ. Give your teams the key to enhanced performance.

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When West Virginia was formed in 1863, prevailing opinion held that the new state would become a model of sustained wealth and progress. Fifty years later, as the state celebrated its Jubilee year, West Virginia lagged far behind the rest of the nation in nearly every measure of personal or institutional achievement. Author John A. Williams asks, "What went wrong?"

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West Virginia and the Captains of Industry

Manufacturer: West Virginia Univ Pr, Morgantown, West Virginia, U.S.A.
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ASIN: B000I8SCAY

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Successful Staffing In A Diverse Workplace (Workplace Diversity Series)
Richard Chang
Manufacturer: Jossey-Bass Publishers
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Build an effective and diverse staff.

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Successful Staffing in a Diverse Workplace: A Practical Guide to Building an Effective and Diverse Staff (Workplace Diversity Series)
Maureen C. Orey
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From recruiting through orientation, the way an organization staffs its workforce will determine how that workforce performs as a team. This guidebook shows how to successfully manage each element involved in staffing a diverse workplace.

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Creative Source 16 & Digital Creative Source
Peter Cordy
Manufacturer: Wilcord Publications
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Wilcord Publications
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Stallkamp Scores

There's No "I" in SCORE as Benefits Multiply Through Collaboration According to an Executive Who Knows

Collaborative Supply Chain Relationships

Towards a collaboration approach for procurement and supply

The Power of First-Person Plural Pronouns

SCORE!: A Better Way to Do Busine$$: Moving from Conflict to Collaboration
Thomas T. Stallkamp
Manufacturer: Wharton School Publishing
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Similar Items:

The Toyota Way

Balanced Sourcing: Cooperation and Competition in Supplier Relationships

Straight to the Bottom Line: An Executive's Roadmap to World Class Supply Management

The Incredible Payback: Innovative Sourcing Solutions That Deliver Extraordinary Results

Built for Growth: Expanding Your Business Around the Corner or Across the Globe

ASIN: 0131435264

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"Strategic collaboration: today's best route to long-term profitability

Using strategic collaboration, Thomas T. Stallkamp helped transform Chrysler into the most profitable company in its industry. In SCORE!, Stallkamp reveals how he did it-and shows how you can do it, too. Includes never-before-published metrics on the business value of collaboration.

To maximize long-term profits, companies and their managers must focus more on win/win collaboration with business partners, rather than using coercion and adversarial tactics to force compliance. Stallkamp pioneered new strategies for collaboration as President of Chrysler Corporation. His breakthrough strategy (SCORE¿Supplier Cost Reduction Effort) turned Chrysler around and into the world's most-profitable automaker. Organizations ranging from Dell Computer to the U.S. Air Force are now profiting from the lessons they learned from Chrysler. Stallkamp offers a complete blueprint for deploying strategic collaboration with suppliers, customers, and employees. Learn how Stallkamp made it work at Chrysler¿and how he overcame the pitfalls and cultural obstacles that stood in the way. Simply put, this is everything you need to establish collaborative relationships that drive unprecedented business value.

Why ""adversarial commerce"" no longer works
How coercive relationships drive up costs and drive out innovation
Implementing strategic collaboration, one step at a time
Practical solutions for working with suppliers, customers, and even employees
Chrysler's SCORE program: powerful results, powerful lessons
How strategic collaboration drove massive cost and quality improvements at Chrysler
Information is power: share it
Why information must be shared, and how to overcome the resistance to doing so
Why there's nothing ""soft"" about collaboration

"
Customer Reviews:

Stallkamp Scores.......2006-04-23
A current book for contemporary times. Adroitly titled "conflict to collaboration," these principles are more important than ever in today's global, competitive climate.

Author Tom Stallkamp has the credentials of "having done it."
At 51, He became President of Chrysler when its future was highly uncertain. His approach was very different from that of GM and Ford, who as of 2006, have serious problems (for a variety of reasons). On the author's model they "did, what shouldn't have done," and he specifically states why. There are critiques of other executives by name. As influential as Stallkamp is in his words and deeds, his success and model is mostly confined within the automotive industry, although this model is intended for all industries.

If you want to learn about supply chains, or if your job or business is related to them, there's good news for you in "Score!: A Better Way To Do Business." Stallkamp notes that there are literally thousands of different suppliers in the automotive supply-chain, with numerous levels, costs, Original Equipment Manufacturers, on down. Chrysler was spending 60 billion dollars annually on parts and components. There was a significant amount of waste in the supply-chain of designing, engineering, procuring, building, assembling, and selling the company's vehicles. Stallkamp's effort was to eliminate as much of this unnecessary waste as possible, which was adding to the cost of Chrysler vehicles to the consumer. Cutting waste, but while maintaining and enhancing quality, to keep and enhance market share and customer loyalty.

Eleven chapters provide examples and explain why S.C.O.R.E. is not only beneficial and advantageous, but also a must. You've likely heard these themes before if you're in business because they're so common. This is because they're so important. Stallkamp provides real experiences to detail how these examples work, and help: Breaking the mold, Adversarial commerce and why it's wrong "Ending adversarial commerce" was one chapter that reminded me of our global competitive world ---> Where in the world is adversarial commerce? (Chapter 3 & 4). And appropriately, the author emphasizes that "Collaboration doesn't mean 'soft.'"

For the most part "Adversarial Commerce" is not as conducive to success and longevity today as it was in the past. Supplier Cost Reduction Effort promotes a win-win situation (of mutual benefits) with suppliers that is a part of the concept of Stallkamp's Extended Enterprise. Global competition of outsourced domestic companies abroad as well as foreign companies have the reduced costs - both of these are our overseas competitors. This makes s.c.o.r.e. an important concept for American Business to compete, survive, and prosper with those that peg currencies and have cheaper labour costs. We must maintain our keen ability to adapt, be innovative and creative, constantly. If we do not we will lose our standing.
Stallkamp also reiterates some other comment points worthy of practicing. Danger of short term thinking and myopic financial goals.

One point the author noted:

Information is power: share it. In certain contexts yes, but some see information as not only power but having critical value to survival and maintaining market share. If information is shared with certain suppliers in the Extended Enterprise, then some competitors can use it to their advantage. And, sharing and openness is not always reciprocated. Some of his advocacy of sharing information is in the Finance Departments of companies who he claims, are generally secretive. However, Stallkamp support his point by explaining in detail WHY we should share information. The Machiavellian approach to business is largely counter-productive.

One of Stallkamp's main goals was to be as lean as possible. In the end, It's perceived by some that one of the major reasons for Stallkamp's departure from Chrysler after the Daimler merger (to DaimlerChrysler) was this lack of focus on being lean by the Daimler side.

Stallkamp also has an amiable writing style and doesn't come off as didactic. Highly recommended and relevant to today's world - and your job.

There's No "I" in SCORE as Benefits Multiply Through Collaboration According to an Executive Who Knows.......2006-03-05
If there is a corporation intimately familiar with the consequences of communications breakdowns, it's DaimlerChrysler, the high profile merger that rocked the automotive industry in 1998. Former vice chairman and president Thomas Stallkamp - who is given much of the credit for stabilizing the unwieldy result of the consolidated company - lucidly explains his proven collaborative management principles in a crisply written book. His timing seems especially appropriate given the encroaching dominance of China as a global economic power and the increasingly irrelevant ways in which companies traditionally manage their output and people, in particular, the manufacturing and industrial sectors.

Collaboration is the key, according to Stallkamp, and the methodology he espouses is called the Score system. Although his open-communication model is based wholly within his automotive industry experience, he is quick to point out how applicable it is to any company. His model at Chrysler was an incentive program which encouraged suppliers to submit suggestions voluntarily with the goal of realizing cost reductions in doing business with Chrysler. The author goes into how-to mode with ease in describing how to monitor, measure, and track the results of a Score system. For such an idealistically conceived structure, he lends a welcome, credible realism to his perspective by not demanding that all the savings generated by supplier ideas be passed on to the company, that some should be kept by the suppliers to retain their own profit margins.

The whole point is that both supplier and manufacturer benefits from the arrangement. Conversely, Stallkamp does not respect the management arrangement of most finance departments, which work on the principle of hoarding information, rather than sharing it. Stallkamp believes that the adversarial way of doing business prevails most in those industries like retail, the airlines and steel manufacturing, sectors that have been flailing for a while in this country because the myopic perspectives taken by the industry leaders have induced a self-cannibalization effect. With so many companies viewing their supply and demand chains exclusive of their competitors, there are opportunities to expand the category and evolve into an industry leader with Stallkamp's model. The author feels strongly that management needs to work against their tendencies to focus on demanding, information-exclusive ways of working even during crisis periods when reaching out is more important than ever, especially to customers.

Much of the long-term success of the Score model depends on word-of-mouth around a specific company being a better place to do business. Only when that level of awareness occurs does Stallkamp see such a program being self-sustaining. Applying his thinking in the real world, his old company DaimlerChrysler just announced a new management model in late January 2006 which discussed process streamlining and a greater consolidation of corporate functions. A key example cited is the concept of a "project house", where engineers from different divisions work together for the benefit of the whole company and thus reducing administrative costs and escalating benchmark levels. It appears Stallkamp's legacy is assured there.
Collaborative Supply Chain Relationships.......2006-03-04
The basic business model is broken.

During the first three years of the twenty-first century the public has witnessed have been accounting scandals, management malfeasance and acts of simple greed committed by business leaders.

Legislation and regulation has been enacted to restore public and investor confidence. In his book Score: A Better Way to Do Busine$$, Thomas T. Stallkamp calls these "Band-Aids." There are deeper issues, he says. Today's adversarial organization model renders collaboration or alliances harder to implement.

Stallkamp, the former Vice Chair of DaimlerChrysler and an Industrial Partner at Ripplewood Holdings, LLC, a New York-based private equity firm, argues collaboration and partnerships with related firms hold the key for the economy's future growth.

During his 20 years at DaimlerChrysler, the author participated in a unique approach to dealing with external suppliers and employees. SCORE is an acronym which refers to a proprietary goal and measurement system: Supplier Cost Reduction Effort. Using its principles, America's third largest auto maker raised the level of its corporate performance and financial results.

Stallkamp admits it took time to implement SCORE, but was worth the effort. Joined together in virtual teams, suppliers and the company jointly reduced the cost of developing and producing vehicles. The result: lower supplier costs and lower costs for Chrysler.

The fact Chrysler became the author supplier's preferred customer speaks volumes. Customers and shareholders were not forgotten in the process. The company reaped the best ideas for its customers while it transformed itself into a profitable cash register for its shareholders.

Towards a collaboration approach for procurement and supply.......2006-01-09
Thomas T. Stallkamp is best known as former Vice Chairman of DaimlerChrysler. He is the Founder/Principal of private consultancy Collaboration Management, Industrial Partner at private equity firm Ripplewood Holdings, and serves on several corporate boards and advisory board of Georgetown University's McDonough School of Business, and on the faculty at Babson College's Graduate Entrepreneurship Center.

This book was first published in March 2005 and consists of 11 chapters. The author explains in the Introduction that "this book is built on the premise that companies - and, more important, their managers - can adopt more collaborative and strategic partnerships with related firms, to help the economy maximize its growth into the future."

The first 5 chapters define the problems with the current, prevalent adversarial systems in our economy. The author explains that under adversarial commerce, the dominant party applies economic leverage in a dictatorial, arbitrary manner. However, "adversarial commerce forces the two parties into a defensive posture that is counterproductive to building longer-term goals." He discusses in detail the four major business attributes that drive the trend toward adversarial commerce: distrust, poor communication, limited planning, and a constant quest for complete control. So what is needed? "The answer is in expanded use of collaboration to break out of the cycle we find ourselves in presently."

The remainder of the book introduces the optimistic alternative. "The alternative approach to the adversarial tactics common in today's economy is for firms to encourage closer collaboration between them... For our purposes, collaboration is any management practice that features close and organized or managed cooperation between independent firms." The primary unique elements which feature in successful collaboration projects are discussed: sense of partnership and shared interests, shared goals and rewards, open and unfiltered lines of communication, clear definition of the roles and responsibilities, and freedom to make necessary decisions within the scope of responsibility. Stallkamp discusses his experience with Chrysler's supply base, whereby he used a detailed proprietary goal and measurement system labeled SCORE (Supplier Cost Reduction Effort) to streamline the business or eliminate redundant efforts and costs. "The [Extended Enterprise] concept was to treat suppliers and dealers as independent extensions of the firm." However, it is important to highlight that collaboration is a soft tactic or result. "It actually requires more planning, forethought, and monitoring than the adversarial system..." The author introduces 6 implementation steps, which are quite similar to those used in change management programs. The key is planning and constant monitoring.

Yes, I do like the latter part of this book. The first 5 chapters form a very long introduction to the problem of adversarial commerce; the remaining 6 chapters provide the solution to the problem. There is a good framework for the solution and the fundamental elements are highlighted in detail. The examples focus primarily on the author's extensive experience within the automotive industry (Chrysler, Ford and General Motors). However, the principles should be the same for all industries and this book can be used to provide a checklist to monitor, measure, and track progress in the new collaboration approach.
The Power of First-Person Plural Pronouns.......2006-01-07
The title is an acronym which refers to a proprietary goal and measurement system: Supplier Cost Reduction Effort. Stallkamp asserts (and I wholeheartedly agree) that "adversarial commerce" eventually creates a lose-lose situation. As he explains, "The behaviors Ford and General Motors exhibited...are examples of adversarial commerce. This term describes the negative and domineering manner many companies use to control their relationships in normal business dealings. Adversarial commerce is becoming increasingly common in the business world because it is based on using short-term leverage [e.g. cost slashing at the expense of suppliers] from the value of the business to produce equally quick results."

In this context, I am reminded of an article written for The Wall Street Journal (October 21, 1993) in which Peter Drucker identifies and then discusses what he characterizes as "Five Deadly Sins":

1. "Worship of high profit margins and premium pricing"

2. "Mispricing a new product by charging what the market will bear"

3. "Cost-driven pricing"

4. "Slaughtering tomorrow's opportunity on the alter of yesterday"

5. "feeding problems and starving opportunities"

Presumably Stallkamp is familiar with that article and agrees with Drucker that too many companies are committed to "adversarial commerce" to achieve short-term financial objectives at the substantial cost of their and their suppliers' long-term best interests.

Hence the importance of SCORE. In 1990, Stallkamp was responsible for Chrysler's procurement and supply activities. "Although it took some time to get started, by 1992, the SCORE approach had been incorporated into a supply-management philosophy called the Extended Enterprise of the firm. Because their destiny and fortunes were directly linked to Chrysler's,, the idea was to build a virtual team atmosphere in which all parties focused on reducing the cost of developing and producing vehicles. The construction supply-side suggestions worked to reduce both the supplier's costs and those of Chrysler." In this book, Stallkamp traces with meticulous the process by which SCORE was formulated and then implemented as a proprietary goal and measurement system.

He presents his material within 11 chapters, followed by an Appendix in which he provides supporting figures and attachments. By then, I was already convinced of the value of SCORE but this material may well be essential to those who must overcome the objectives of senior management in their respective organizations. The chapter subjects range from "Breaking the Mold" (e.g. the clash of opposite approaches discussed in Chapter 1) to "Breaking the Mold" (e.g. why managed collaboration is "the answer" discussed in Chapter 11). Obviously, as former Chrysler Corporation president and later vice chairman of DaimlerChrysler, Stallkamp speaks from his own extensive real-world experience. He has credibility when, for example, he identifies probable obstacles to "breaking the mold" and then suggests how to overcome them.

I especially appreciate the fact that Stallkamp immediately establishes and then sustains a direct and personal rapport with his reader. The tone is conversational rather than pontifical. Although he carefully identifies each What and (yes) What Not), he focuses most of his attention on explaining Why (and Wy Not) as well as on How (and How Not To). Stallkamp is a pragmatist who possesses exceptionally sharp analytical skills but also, to his credit and to his reader's benefit, he sees the entire "forest" of collaborative business alliances but also each "tree" (and "stump") within that "forest." The direct and personal rapport between Stallkamp and his reader is especially appropriate because, in both spirit and execution, it demonstrates what the nature and tone of business relationships should be when those involved are engaged in collaborative alliance.

In the Introduction, after contending that the basic business model that has developed over the last century might be broken, Stallkamp asserts a premise that companies and their managers can adopt more collaborative and strategic partnerships with related firms in order to help the economy maximize its growth in the future. When concluding his book, Stallkamp reiterates this theme when observing that collaborative management requires planning and effort "but it represents a way to capture the power of working as a true team instead of the waste involved in independent isolation of companies on different agendas." Stallkamp goes on to say, "Instead of letting nature run its course, managers who embrace collaborative management can help save their firm, their job, and, in likelihood, their economy. There seems to be some risk, but there's much more to gain if we can just break the mold of tradition that drives conformity in our world."

Although this book will be of substantial value to decision-makers in global organizations which have a supply management system which is immensely complicated, I think this book will also be of great value to those in almost any other organization which has only a few business relationships but whose success also depends on effective communication, cooperation, and most important of all, mutually beneficial collaboration.

Average customer rating:

Too many stories. No substance.

A Valuable Addition to Knowledge Management Literature

Managing Knowledge: Building Blocks for Success
Gilbert J. B. Probst , Steffen Raub , and Kai Romhardt
Manufacturer: Wiley
ProductGroup: Book
Binding: Hardcover

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ASIN: 0471997684

Book Description
Managing Knowledge is an extensive and eminently readable overview of the most important ideas, tools and current applications of knowledge management. The authors rely on an innovative 'building block' approach and provide a detailed description of the most important knowledge processes in organizations.

"We are experiencing a paradigm shift from an industrial age to a service/knowledge age. We are all looking for new answers that will give meaning and purpose to our efforts, and make sense of knowledge processes. This book is an excellent tool: it is easy to read and contains practical examples which help us to deal with the issues. I enjoyed reading it." Heinz Fischer, Vice-President (Personnel), Deutsche Bank

"Knowledge of customer needs, markets, patents, products and processes is a key strategic resource in today's business world. The use of this resource, particularly in larger companies, is becoming a matter of survival in highly competitive and innovation-driven markets. The practical approach to knowledge management offered by Gilbert Probst, Steffen Raub and Kai Romhardt should prove an extremely useful tool." Heinrich v. Pierer, President and CEO, Siemens AG

"In this book Professor Pobst and his colleagues show in a great way how to systematize and work on increasing the efficiency of strategic knowledge management." Leif Edvinsson, Director, Intellectual Capital, Skandia

"Knowledge will dominate our entire 21st century social environment. Organizations will rapidly divide into those that know and those that don't. Leaders of tomorrow must make better use than they have done in the past of what knowledge their employees hold. This book will show you how." Bob Bishop, Chairman, Silicon Graphics World Trade Corporation
Customer Reviews:

Too many stories. No substance........2004-10-22
I did not find this book interesting or applicable. It is weak on a model and based on too much opinion and selective interpretations.
A Valuable Addition to Knowledge Management Literature.......2000-01-28
Throughout his prolific writting career professor Probst has been able to consistently contribute to topics at the cutting edge of management literature.
Together with his colleagues Raub and Romhardt, he has accomplished this again with an excellent title on knowledge management. The book is clear, comlete, comprehensive, and authoritative. It provides an invaluable tool for all those engaged in the important task of ensuring effective management of knowledge in any organization.
Michael U. Ben-Eli, Ph.D. President The Cybertec Consulting Group, Inc. New York
Books:

1997 South Dakota Manufacturers Register

1998 Harris South Carolina Manufacturers Directory

1999-2000 Georgia Business Directory: The Ultimate Sales and Credit Tool (Georgia Business Directory, 1999-2000)

1999-2000 New Mexico Business Directory: The Ultimate Sales and Credit Tool (New Mexico Business Directory, 1999-2000)

1999 Arizona Business Directory: The Ultimate Sales and Credit Tool

1999 Harvard Business School Core Collection: An Author, Title, and Subject Guide (Harvard Business School Core Collection)

1999 Maine Business Directory: The Ultimate Sales and Marketing Tool (Maine Business Directory, 1999)

1999 Pennsylvania Business Directory: The Ultimate Sales and Credit Tool (Pennsylvania Business Directory, 1999)

1999 Rhode Island Business Directory: The Ultimate Sales and Credit Tool (Rhode Island Business Directory, 1999)

1999 Vermont Business Directory: The Ultimate Sales and Credit Tool (Vermont Business Directory, 1999)

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