The book is broken up into three main segments; strategy (chap 1-3), organization dynamics (chap 4-6), and practical application with future considerations (chap 7-8).
Each chapter within each segment has three main sections; topical discussion, cases, and readings (i.e. journal type articles) related to the chapter's topic.
| Christopher Bartlett | Bio from Harvard Business School |
| Global Myth Manager | Christopher Bartlett argues that the mythic "global manager" doesn't quite match up with the reality of working overseas. |
| You're Wasting Your Employees! What You Can Do About It | A decade of organizational restructuring has produced employees "who are more exhausted than empowered, more cynical than self-renewing," - an article in the HBS Working Knowledge written by Christopher A. Bartlett & Sumantra Ghoshal |
| The New Global Business Manager |
What are the critical skills global managers need today compared to ten years ago? An interview with Harvard Business School professor Christopher A. Bartlett. |
| Business History | Development over time of industries, companies, business practices, and management ideas. |
| Career Effectiveness | Practices and ideas for managing professional development and relationships in the workplace. |
| Entrepreneurship | Entrepreneurship as a way of managing in new and old organizations of all sizes. | Finance | Covers financial management developments, practices, and ideas in companies, institutions, and financial markets. |
| Globalization | Focuses on the need for business to adapt to an increasingly interconnected global economy. It includes such topics as cross-border operations, the impact of national cultures and governments, and the diverse nature of business management around the world. |
| Innovation | The development of new products, processes, and ideas as well as the disruptive nature of modernization. |
| Leadership | Defines the skills, abilities, and personal qualities needed by today's leaders. |
| Marketing | The role of marketing and its relationship to a company's other functions, showing how effective techniques and strategy can create value. |
| Operations | Understanding the complex processes underlying today's manufacturing and service operations. |
| Organizations | The challenges posed by today's competitive economy in the areas of organizational change and structure, workforce management, and human resources. |
| Social Enterprise | Leadership and management of nonprofit organizations and other private social-purpose undertakings |
| Strategy | How business executives can effectively manage an enterprise while nurturing competitive advantage. |
| Technology | Spotlights developments in the world of emerging technologies and their impact on business |
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