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Introduction to Linear, Time-Invariant, Dynamic Systems for Students of Engineering
Published 2016Table of Contents: “…Chapter 1 Introduction; examples of 1st and 2nd order systems; example analysis and MATLAB graphing -- Chapter 2 Complex numbers and arithmetic; Laplace transforms; partial-fraction expansion -- Chapter 3 Mechanical units; low-order mechanical systems; simple transient responses of 1st order systems -- Chapter 4 Frequency response of 1st order systems; transfer function; general method for derivation of frequency response -- Chapter 5 Basic electrical components and circuits -- Chapter 6 General time response of 1st order systems by application of the convolution integral -- Chapter 7 Undamped 2nd order systems: general time response; undamped vibration -- Chapter 8 Pulse inputs; Dirac delta function; impulse response; initialvalue theorem; convolution sum -- Chapter 9 Damped 2nd order systems: general time response -- Chapter 10 2nd order systems: frequency response; beating response to suddenly applied sinusoidal (SAS) excitation -- Chapter 11 Mechanical systems with rigid-body plane translation and rotation -- Chapter 12 Vibration modes of undamped mechanical systems with two degrees of freedom -- Chapter 13 Laplace block diagrams, and additional background material for the study of feedback-control systems -- Chapter 14 Introduction to feedback control: output operations for control of rotational position -- Chapter 15 Input-error operations: proportional, integral, and derivative types of control -- Chapter 16 Introduction to system stability: time-response criteria -- Chapter 17 Introduction to system stability: frequency-response criteria -- Appendix A: Table and derivations of Laplace transform pairs -- Appendix B: Notes on work, energy, and power in mechanical systems and electrical circuits -- Index for all Chapters and Appendices…”
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Mastering Strategic Management
Published 2014Table of Contents: “…Chapter 1 -- Mastering Strategy: Art and Science -- Defining Strategic Management and Strategy -- Intended, Emergent, and Realized Strategies -- The History of Strategic Management -- Understanding the Strategic Management Process -- Conclusion -- Chapter 2 -- Leading Strategically -- Vision, Mission, and Goals -- Assessing Organizational Performance -- The CEO as Celebrity -- Entrepreneurial Orientation -- Conclusion -- Chapter 3 -- Evaluating the External Environment -- The Relationship between an Organization and Its Environment -- Evaluating the General Environment -- Evaluating the Industry -- Mapping Strategic Groups -- Conclusion -- Chapter 4 -- Managing Firm Resources -- Resource-Based Theory -- Intellectual Property -- Value Chain -- Beyond Resource-Based Theory: Other Views on Firm Performance -- SWOT Analysis -- Conclusion -- Chapter 5 -- Selecting Business-Level Strategies -- Understanding Business-Level Strategy through “Generic Strategies” -- Cost Leadership -- Differentiation -- Focused Cost Leadership and Focused Differentiation -- Best-Cost Strategy -- Stuck in the Middle -- Conclusion -- Chapter 6 -- Supporting the Business-Level Strategy: Competitive and Cooperative Moves -- Making Competitive Moves -- Responding to Competitors' Moves -- Making Cooperative Moves -- Conclusion -- Chapter 7 -- Competing in International Markets -- Advantages and Disadvantages of Competing in International Markets -- Drivers of Success and Failure When -- Competing in International Markets -- Types of International Strategies -- Options for Competing in International Markets -- Conclusion -- Chapter 8 -- Selecting Corporate-Level Strategies -- Concentration Strategies -- Vertical Integration Strategies -- Diversification Strategies -- Strategies for Getting Smaller -- Portfolio Planning and Corporate-Level Strategy -- Conclusion -- Chapter 9 -- Executing Strategy through Organizational Design -- The Basic Building Blocks of Organizational Structure -- Creating an Organizational Structure -- Creating Organizational Control Systems -- Legal Forms of Business -- Conclusion -- Chapter 10 -- Leading an Ethical Organization: Corporate Governance, Corporate Ethics, and Social Responsibility -- Boards of Directors -- Corporate Ethics and Social Responsibility -- Understanding Thought Patterns: A Key to Corporate Leadership? …”
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