Introduction to management:
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Basingstoke [u.a.]
Palgrave Macmillan
2007
|
| Ausgabe: | 4. ed. |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XXVII, 667 S. |
| ISBN: | 023000038X 9780230000384 |
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Datensatz im Suchindex
| _version_ | 1804135641315803137 |
|---|---|
| adam_text | Contents
List of figures xiii
List of tables xvi
List of Management in Focus boxes xvii
Preface Xxv
Acknowledgements xxviii
part one
The foundations of management 1
1 Introduction 5
Introduction 6
The foundations of management 6
The professionalisation of management 16
Management research and literature 17
Excellence 20
Conclusions 24
Developing management skills and expertise 26
2 Managing in a changing environment 27
Introduction 28
The drive for change 30
Barriers to effective change 31
Changing cultures and structures 34
Change catalysts and agents 36
Changing attitudes and approaches to quality, value and expectations 36
Current managerial issues 39
Conclusions 43
Developing management skills and expertise 45
3 Organisational and managerial performance 47
Introduction 48
Prerequisites for successful and effective performance 48
Components of successful performance 50
Information 54
B Contents
Responsibilities 55
Stakeholder considerations 57
Priorities, aims and objectives 58
Qualitative assessment and judgement 59
Conclusions 65
Developing management skills and expertise 67
4 Risk 69
Introduction 70
Risks and rewards 70
Internal colloquy 70
External colloquy 71
Strategic risk management 73
Factors outside the control of the organisation 78
Operational approaches to risk management 79
Applying risk management 82
Other aspects of risk management 87
Conclusions 87
Developing management skills and expertise 89
5 Ethics 90
Introduction 91
Survival 94
Relationships with employees 95
Responsibilities and obligations to staff 95
Relationships with suppliers 98
Relationships with customers 100
Relationships with communities 102
Means and ends 105
Conclusions 105
Developing management skills and expertise 109
6 Globalisation 110
Introduction 111
Globalisation 111
The foundations of globalisation 112
Drives for globalisation 113
Axes of globalisation 116
Other issues in globalisation 117
Developing a global presence and influence 119
Organisational and management aspects 122
Dominance, dependence and responsibility 126
Conclusions 127
Developing management skills and expertise 128
7 Organisations, managers and the environment 130
Introduction 131
The nature of the environment 131
Analysing the environment 135
Contents 0 vii
Setting priorities, aims and objectives 136
Decision making 138
Decision making, organisations and their environment 139
Organisational considerations 142
Management style 144
Limitations 146
Conclusions 148
Developing management skills and expertise 149
Part one case study: The Body Shop 151
part two
Strategy, policy, direction and priorities 153
8 Strategy, policy and direction 157
Introduction 158
The development of strategy, policy and direction 158
Core and peripheral activities 163
Strategic approaches 163
Generic strategies 165
Measurement and evaluation 170
Implementation of strategy 171
Strategic analyses 173
Conclusions 180
Developing management skills and expertise 182
9 Investment appraisal 184
Introduction 185
The complexity of investment appraisal 185
Barriers 187
Costs 189
Assumptions 193
Returns on investment and returns on capital employed 194
Net present values 196
Cost benefit analysis 198
Conclusions 201
Developing management skills and expertise 203
10 Marketing 205
Introduction 206
Marketing strategies 209
Segmentation 209
Marketing mixes 212
Marketing research and development 222
Public relations 223
Conclusions 224
Developing management skills and expertise 226
11 Managing operations and projects 227
Introduction 228
^P Contents
Location 228
Health and safety 230
Quality of working environment 231
Scales of production and output 233
Managing the supply side 236
Maintenance management 238
Coordination and control 239
Conclusions 243
Developing management skills and expertise 246
12 Financial management 248
Introduction 249
The context of financial management 249
Assets and liabilities 251
Profit and loss account and balance sheet 257
Cost apportionment 258
Ratio analysis 263
Internal markets 264
Budgets 265
Conclusions 267
Developing management skills and expertise 270
13 Quantitative methods 272
Introduction 273
Statistics 273
Operational research 284
Network analysis 286
Proof and indication 288
Management information systems 289
Validity and reliability 290
Information currency 292
Conclusions 293
Developing management skills and expertise 295
14 Product and service development and innovation 297
Introduction 298
Dreams and imagination 300
Myths and legends 301
Failure 302
Research and development 302
Market research and development 302
New product and service development 304
Innovation planning 307
Monitoring, review and evaluation 309
Conclusions 312
Developing management skills and expertise 315
Part two case study: The Body Shop 317
Contents 9 ix
part three
Organisational and behavioural aspects 319
15 Innovative, creative and entrepreneurial management 323
Introduction 324
Developing the approach 324
Intrapreneuring 325
Developing creative capability 330
Developing creative expertise 333
Creativity, development and rewards 335
Conclusions 337
Developing management skills and expertise 338
16 Culture 340
Introduction 341
Pressures on organisation culture 342
Cultural influences 348
Models of organisation culture 352
Other aspects of organisational culture 357
Culture management and attention to culture 359
Conclusions 359
Developing management skills and expertise 362
17 Perception, attitudes, values and beliefs 363
Introduction 364
Perception 364
Elements of perception 369
Other influences on perception 372
Attitudes and values 376
Beliefs 380
Socialisation 382
Conclusions 384
Developing management skills and expertise 385
18 Communication 388
Introduction 389
Communication structuring 389
Communication policies and priorities 390
Principles of effective communication 394
Non verbal communication 395
Barriers and blockages 397
Reinforcement 398
Use of media 399
Realpolitik 402
Organisational toxicity 404
Assertiveness 405
Negotiations 405
Conclusions 408
Developing management skills and expertise 410
B Contents
19 Organisation technology, structure and design 412
Introduction 413
Technology 413
Expertise 414
Effects of technological advances 415
Organisation design and structure 419
Organisation structures 420
Spans of control 423
Core and peripheral organisations 428
Structures and expectations 429
Conclusions 432
Developing management skills and expertise 434
20 Human resource management 436
Introduction 437
HR strategies 437
The principle of equality and fairness 438
Pay, remuneration and reward 440
Attraction, recruitment and retention 443
Maintenance factors in human resource management 449
Employee relations 451
Conclusions 455
Developing management skills and expertise 456
21 Leadership and management 458
Introduction 459
Definitions and priorities 459
Leadership in practice 461
Traits and characteristics 461
Leadership types 463
Leadership styles 465
Contingency approaches 468
Complexities of leadership 473
Measures of success and failure 478
Conclusions 479
Developing management skills and expertise 481
Part three case study: The Body Shop 483
part four
Management in action 485
22 Management, influence, power and authority 487
Introduction 488
Sources of power 488
Centres of power in organisations 493
Organisational politics (realpolitik) 495
Delegation 500
Conclusions 504
Developing management skills and expertise 505
Contents ^B xi
23 Corporate governance 509
Introduction 510
Standards of conduct and behaviour 511
Managing shareholders interests 511
Managing staff interests 512
Managing other stakeholder interests 512
Probity and integrity 513
Managing dishonesty 514
Rewards for top and senior management 519
The role and function of the Board 520
Conclusions 529
Developing management skills and expertise 530
24 Teams and groups 532
Introduction 533
Purpose 534
The creation of effective groups 535
Issues facing work groups 537
Group factors and characteristics 539
Group cohesion 541
Sources of potential group stresses and strains 541
Group development 544
High performing teams and groups 545
Conclusions 548
Developing management skills and expertise 551
25 Management and motivation 552
Introduction 553
Definitions 553
Initial conclusions 553
Major theories of motivation 556
Motivation, incentives and money 570
Conclusions 570
Developing management skills and expertise 574
26 The management of conflict 577
Introduction 578
Levels of conflict 578
Conflict as warfare 581
Sources of conflict in organisations 583
Symptoms of conflict 584
Forms of conflict 584
Strategies for the management of conflict 592
Conclusions 593
Developing management skills and expertise 596
27 Management in practice 599
Introduction 600
The managerial role 600
B Contents
Attitudes and values 600
Setting goals 602
Managing by walking about 603
Wait a minute 604
Control 605
Time 607
Interpersonal skills and assertiveness 609
Continuous performance assessment 612
Realpolitik 614
Conclusions 616
Developing management skills and expertise 618
28 Management for the present and future 619
Introduction 620
Clarity of purpose and direction 621
Core and peripheral business activities 622
Dominant stakeholder drives 623
Economic and social demands and pressures 624
Investment 625
Mergers and takeovers 627
Customers and clients 629
Staff management 630
Structures and cultures 633
Management and organisation development 633
Conclusions 637
Developing management skills and expertise 638
Part four case study: The Body Shop 641
Bibliography 645
Index 651
Figures
1.1 The 7 S framework 20
2.1 Unfreezing transforming refreezing 35
2.2 Force field analysis 35
3.1 Establishing priorities 61
5.1 Decision making model including ethical considerations 107
7.1 A decision making model 139
7.2 The decision tree 141
7.3 The foundations of management style 147
8.1 Source and development of organisation strategy 162
8.2 Pre evaluation of strategy, policy and direction 166
8.3 The implementation of strategy 172
8.4 The monitoring, review and evaluation of strategy and direction 173
8.5 SWOT analysis 174
8.6 Five elemental forces of competition 176
8.7 The components of a competitor analysis 177
8.8 The loyalty matrix 180
9.1 The knowledge influence spectrum 186
9.2 The nature of barriers and assumptions 187
9.3 Application of public funds 189
9.4 Net present value formula 197
9.5 Best, medium and worst outcomes 197
9.6 Cost benefit analysis model 198
9.7 Cost benefit analysis model for a motorway scheme 199
9.8 Cost benefit analysis model for a cruise liner 200
9.9 Cost benefit analysis model for a privatised children s home 200
9.10 Key criteria for venture success 202
10.1 The Boston group matrix 216
#B Figures
10.2 Product lifecycles 217
12.1 Profit and loss account, and balance sheet: example 259
12.2 Trends: example 260
12.3 A break even diagram 261
12.4 Ratio analyses 264
13.1 Presentation of data 277
13.2 An index number 281
13.3 A network diagram 287
13.4 Factors outside the organisation s control 293
14.1 The development of innovation and enterprise 308
14.2 New product and service development 313
16.1 The cultural web 350
16.2 Power culture + structure: the wheel 353
16.3 People/person culture + structure: the mass 354
16.4 Task culture + structure: the net 354
16.5 Role culture + structures: the pyramid or temple 355
17.1 The basis of interpersonal perception 364
17.2 Relationships between perception, behaviour, attitudes and values 365
17.3 Perception: illustrations 368
17.4 First impressions 374
17.5 Influences on attitudes: summary 381
17.6 Social needs 383
18.1 Principles of communication 390
18.2 Chains of communication 391
18.3 Consultation process following a decision 394
18.4 The negotiating process 409
19.1 Organisation structures 421
19.2 Traditional organisational model 422
19.3 The Mintzberg model of organisations 423
19.4 Spans of control: 1 426
19.5 Spans of control: 2 426
19.6 Core and peripheral: the propeller model 428
19.7 Federation 430
20.1 Human resource management summary 439
21.1 Leadership functions model 464
21.2 Leadership spectrum 467
21.3 The managerial grid 469
21.4 W. Reddin: leadership and management behaviour 471
21.5 The inverse pyramid 477
Figures ^) xv
22.1 Factors relating to the centres of power 493
22.2 The supply chain and points of influence 497
22.3 Hierarchies 498
22.4 Influence relationships: the individual s position in the hierarchy 498
22.5 The components of status 499
24.1 Group cohesion: sociogram of an eight person group 542
24.2 Effective teams 550
25.1 System 4 558
25.2 A hierarchy of needs 559
25.3 Two factor theory 562
25.4 Expectancy theory 565
25.5 Job design 569
25.6 The relationship between pay and performance 571
26.1 The nature of organisation conflict 579
27.1 A problem solving model 601
Tables
19.1 Principles of organisation structure: a summary 424
21.1 Leadership and management styles 466
24.1 Characteristics of effective and ineffective groups 539
26.1 Sources of energy in conflict 590
26.2 Operational and behavioural outputs of conflict 591
Management in
focus boxes
1.1 Stew Leonard 7
1.2 Achieving things for people in public services 9
1.3 Frozen fish 11
1.4 Resources, capability and willingness in the football industry 12
1.5 Virgin Cola 14
1.6 Fashions and fads 15
1.7 Professions 18
1.8 Criteria for excellence 23
2.1 LastMinute.com 28
2.2 The demise of Golden Wonder 30
2.3 Lobbies and vested interests 32
2.4 Consultants 37
2.5 Dutton Engineering Ltd 40
2.6 Investment 41
3.1 The context of developing effective organisational
performance: examples 49
3.2 Managerial performance:The Paddington rail disaster 51
3.3 Stakeholders 52
3.4 Crises and emergencies 53
3.5 Cock ups can have a silver lining 54
3.6 Internet companies and performance measurement 57
3.7 Performance measurement: example 60
3.8 Subjective and prejudicial convergence and divergence of objectives 62
3.9 Performance targets in public services 64
4.1 Richard Branson and the Virgin organisation 71
4.2 Opulence: the next glossy magazine 72
4.3 Marks Spencer s entry into the youth market 74
4.4 Small problems 76
4.5 Large scale theft and fraud: the example of Barings Bank 77
4.6 Robert Archer and the information systems department 81
4.7 Single events and errors: examples 83
^B Management in focus boxes
4.8 Fuel costs in the air transport industry 84
4.9 Matalan 85
4.10 Early warning systems at GEC 86
4.11 Hurricane 87
5.1 The hunger business 92
5.2 Genetically modified (GM) crops 93
5.3 Employee relations and problem solvers 96
5.4 Organisational and managerial responsibilities and staff bereavements 97
5.5 Integrity in dealings with staff 98
5.6 Staff loyalty and rewards 99
5.7 Relationships with suppliers 100
5.8 Product, quality, integrity and wholesomeness: Barbie 101
5.9 Marketing: contentious examples 102
5.10 Ethical issues in outsourcing initiatives 104
5.11 Good ethics is good business 106
6.1 Claiming to be global 112
6.2 The lessons from Japan 114
6.3 The UK construction industry in Malaysia 115
6.4 Individual choice: examples 117
6.5 Powergen in Brazil 118
6.6 Garment manufacture for the global clothing industry 120
6.7 Fairtrade 121
6.8 ACN Inc. and the telecommunications revolution 123
6.9 Schlumberger and oil prospecting engineers 125
7.1 Government actions and influences 132
7.2 The obesity crisis 133
7.3 Attracting and retaining staff in the NHS 134
7.4 The Millennium Dome 137
7.5 Timescales 140
7.6 Starbucks in north London 143
8.1 What strategy is not 158
8.2 The Internet revolution 159
8.3 The rise of social entrepreneuring 160
8.4 Strategic development and timescales: examples 161
8.5 Strategies for failure 164
8.6 Acquisitions example: Sony and Matsushita 167
8.7 The Virgin Group 168
8.8 Customer and client types 179
9.1 We based the decision on the best information that we
had available 188
9.2 Consideration of costs 191
9.3 Testing assumptions 195
10.1 Marketing: some initial examples 206
Management in focus boxes 9 xix
10.2 Customer needs and wants: the Packard approach 207
10.3 The leisurewear sectors 210
10.4 The complexities of ethical marketing: examples 213
10.5 Product and service classifications: examples 215
10.6 Legend of the razor 218
10.7 Airline tickets 218
10.8 The 99p syndrome 219
10.9 Cheap and good value 220
10.10 The Internet as location 221
10.11 Marketing professional services and location 222
10.12 Customer perception 223
11.1 Access to work 229
11.2 Technology and staffing 232
11.3 Customised production at Levi Strauss 233
11.4 Process and flow in commercial and public services 234
11.5 Measuring productivity: examples 236
11.6 Just in time : examples 238
11.7 Railway maintenance 239
11.8 Blockages in the National Health Service 240
11.9 Concorde 242
11.10 The Big Issue: commercial and social drive 244
12.1 Key figures: examples 253
12.2 Management as an asset 255
12.3 Sales of assets 256
12.4 Products, services and equipment: to make, lease or buy? 257
12.5 A model of human asset valuation and accounting 262
12.6 Financial measures of performance from a managerial point of view 265
12.7 Budgets: the public sector example 266
12.8 Symptoms of declining financial performance 268
13.1 Organisational statistics and management information 275
13.2 Statistics and proof 278
13.3 Inexplicable inconsistencies 279
13.4 Customer complaints and the railway industry 280
13.5 Indices 282
13.6 Open and closed questions: examples 284
13.7 Proof and indication: examples 288
13.8 Management information systems at Clark and Crosby pic. 291
13.9 The generally favourable response 292
13.10 P O Ferries 294
14.1 Swatch 299
14.2 A note on the dotcom revolution 300
14.3 Acceptance and rejection 301
14.4 Fool s gold 303
14.5 Attitudes to failure 303
14.6 Market research and innovation: example 305
B Management in focus boxes
14.7 New product and service development: examples 306
14.8 Chiltern Railwaysr the future is better 307
14.9 Product and service champions as project managers 310
14.10 Problems with driving forces 311
14.11 Attention to detail: examples 312
15.1 Creativity, myths and legends 325
15.2 The football industry 326
15.3 Sony 327
15.4 The results of enterprise: examples 328
15.5 Ernst Young and the nine day fortnight 329
15.6 British Airways and Go 331
15.7 Virgin Financial Services 332
15.8 Public service professions 333
15.9 Clothing and garments 334
15.10 Outsourcing 335
15.11 The diverse nature of responses: examples 336
16.1 Characteristics of culture 343
16.2 Human prejudices 344
16.3 Nissan UK 344
16.4 Flexible working 345
16.5 The Independents global sweatshop 347
16.6 Examples of ethical pressures 348
16.7 The cultural web 349
16.8 Cultures consequences in action: the frozen food industry 351
16.9 The UK police service 352
16.10 Identity 356
16.11 Joint ventures 356
16.12 Mergers and takeovers 357
16.13 Stories, myths and legends: examples 358
16.14 Excellence and culture 360
17.1 Wages at nuclear power stations: a good deal? 366
17.2 Perceptual errors 367
17.3 Jumping to conclusions and gut reactions 369
17.4 Self fulfilling prophecy 370
17.5 Adaptation 376
17.6 Conveying real attitudes (1): examples of language used 377
17.7 Conveying real attitudes (2): symbols and differentials 379
17.8 Conveying real attitudes (3): managerial job adverts 380
17.9 Bank of Credit and Commerce International (BCCI) 382
18.1 The cascade effect 392
18.2 Cascades in action: Ford UK 392
18.3 Grapevine 393
18.4 Language barriers 395
18.5 ErrolFlynn 397
18.6 The need to know 399
Management in focus boxes 4B xxi
18.7 Rules and regulations 400
18.8 Language and messages 401
18.9 Use of media 403
18.10 Use and value of assertive communications 406
19.1 Alienation 416
19.2 The Kornhauser studies 417
19.3 Production levels in the electronics industry 418
19.4 Attention to the work environment: Mars Chocolate Ltd 418
19.5 IBM 425
19.6 Rewards 432
20.1 Equality and diversity management 441
20.2 Attraction, recruitment and retention in the National Health Service 444
20.3 Babies! 446
20.4 Working in the privatised social care sector 447
20.5 Getting to work 448
20.6 Karen Wells 449
20.7 Organisational approaches to tobacco, alcohol and drugs 452
20.8 Problem solving in employee relations 453
20.9 The Donovan Commission 454
21.1 Winston Churchill 460
21.2 Leadership 462
21.3 Charisma: identity and rejection 465
21.4 Leadership style: a military example 469
21.5 Stelios Haji loannou 472
21.6 From number two to number one 473
21.7 Frank Lorenzo: crisis leader or hatchet man? 474
21.8 New appointments 475
21.9 Lessons from the Nazi era 475
21.10 Lessons from leaders in the twenty first century 476
21.11 Disasters and the model of leadership 477
22.1 Harassment and inequality claims in the City of London 489
22.2 Charismatic power: The Day of the Jackal 490
22.3 Authority and impersonalisation: Nazi concentration camps 1935 45 491
22.4 Legal, rational and position power and authority in places of work 492
22.5 Informal power and influence: over mighty subjects 494
22.6 The role of the personal assistant 496
22.7 Branded clothing and sports goods 497
22.8 Medical research 500
22.9 Empowerment 502
22.10 Gordon s Furnishing Ltd 503
22.11 Strikes and disputes 504
23.1 Guinness 510
23.2 The case of Paula Graham 512
23.3 The De Vere Grand Hotel, Brighton 5T3
^B Management in focus boxes
23.4 Peter Nicholl on leadership 515
23.5 Falmers Foods Ltd 518
23.6 Executive rewards in action 520
23.7 University College London Hospital (UCLH) 522
23.8 Strategic audit in the airline industry 523
23.9 Marstons Department Stores Ltd 525
23.10 A merger in the chemicals industry 526
23.11 Flemmings pic. 528
24.1 Role conflict in work groups 535
24.2 Group responsibility 536
24.3 Foundation of corporate and collective norms 538
24.4 Group size 540
24.5 Canteen cultures and networking 542
24.6 The 0.5 per cent rule 544
24.7 Faddish approaches to team and group development 546
24.8 British Airways cabin crew 547
24.9 Managing high performance and expert groups 548
24.10 Structuring individuals into effective teams 550
25.1 Motivation and incentives in the central banking sector 554
25.2 Achievement motivation theory: D.C. McClelland 555
25.3 Self actualisation 560
25.4 Theory X and Y 561
25.5 Absenteeism 561
25.6 Graham Lucas 564
25.7 Taylor s Department Store 567
25.8 Failed attempts at motivation 572
26.1 PL Products Ltd 580
26.2 Reigns of terror 583
26.3 The auditor [1] 585
26.4 The need for victims 585
26.5 Causes of conflict: forms of language 587
26.6 The auditor [2] 588
26.7 The start of the First World War 590
26.8 The auditor [3] 592
26.9 Operational approaches to the management of conflict 594
27.1 The hard line 602
27.2 Objectives: an example 603
27.3 Wait a minute 606
27.4 An airline manager working in the Middle East 607
27.5 Waste of managerial time 608
27.6 DrVasiliy Petrov 610
27.7 Assertiveness in action: managerial and professional demeanour 611
27.8 Office staff practices, 1852 613
27.9 After the staff meeting 614
27.10 The choice of ministers 615
Management in focus boxes 9 xxiii
28.1 We are doing all we can 620
28.2 Management speak and professional babble: examples 621
28.3 High profile peripheral issues: examples 622
28.4 Core business in the twenty first century 623
28.5 Projections for costs and reality:The Wembley Stadium project 626
28.6 Private finance initiatives 627
28.7 The SmithKline Beecham and Glaxo Wellcome merger 628
28.8 Developing a relationship between staff and their organisations 631
28.9 New fads 634
28.10 Back to the Floor 636
|
| adam_txt |
Contents
List of figures xiii
List of tables xvi
List of Management in Focus boxes xvii
Preface Xxv
Acknowledgements xxviii
part one
The foundations of management 1
1 Introduction 5
Introduction 6
The foundations of management 6
The professionalisation of management 16
Management research and literature 17
Excellence 20
Conclusions 24
Developing management skills and expertise 26
2 Managing in a changing environment 27
Introduction 28
The drive for change 30
Barriers to effective change 31
Changing cultures and structures 34
Change catalysts and agents 36
Changing attitudes and approaches to quality, value and expectations 36
Current managerial issues 39
Conclusions 43
Developing management skills and expertise 45
3 Organisational and managerial performance 47
Introduction 48
Prerequisites for successful and effective performance 48
Components of successful performance 50
Information 54
B Contents
Responsibilities 55
Stakeholder considerations 57
Priorities, aims and objectives 58
Qualitative assessment and judgement 59
Conclusions 65
Developing management skills and expertise 67
4 Risk 69
Introduction 70
Risks and rewards 70
Internal colloquy 70
External colloquy 71
Strategic risk management 73
Factors outside the control of the organisation 78
Operational approaches to risk management 79
Applying risk management 82
Other aspects of risk management 87
Conclusions 87
Developing management skills and expertise 89
5 Ethics 90
Introduction 91
Survival 94
Relationships with employees 95
Responsibilities and obligations to staff 95
Relationships with suppliers 98
Relationships with customers 100
Relationships with communities 102
Means and ends 105
Conclusions 105
Developing management skills and expertise 109
6 Globalisation 110
Introduction 111
Globalisation 111
The foundations of globalisation 112
Drives for globalisation 113
Axes of globalisation 116
Other issues in globalisation 117
Developing a global presence and influence 119
Organisational and management aspects 122
Dominance, dependence and responsibility 126
Conclusions 127
Developing management skills and expertise 128
7 Organisations, managers and the environment 130
Introduction 131
The nature of the environment 131
Analysing the environment 135
Contents 0 vii
Setting priorities, aims and objectives 136
Decision making 138
Decision making, organisations and their environment 139
Organisational considerations 142
Management style 144
Limitations 146
Conclusions 148
Developing management skills and expertise 149
Part one case study: The Body Shop 151
part two
Strategy, policy, direction and priorities 153
8 Strategy, policy and direction 157
Introduction 158
The development of strategy, policy and direction 158
Core and peripheral activities 163
Strategic approaches 163
Generic strategies 165
Measurement and evaluation 170
Implementation of strategy 171
Strategic analyses 173
Conclusions 180
Developing management skills and expertise 182
9 Investment appraisal 184
Introduction 185
The complexity of investment appraisal 185
Barriers 187
Costs 189
Assumptions 193
Returns on investment and returns on capital employed 194
Net present values 196
Cost benefit analysis 198
Conclusions 201
Developing management skills and expertise 203
10 Marketing 205
Introduction 206
Marketing strategies 209
Segmentation 209
Marketing mixes 212
Marketing research and development 222
Public relations 223
Conclusions 224
Developing management skills and expertise 226
11 Managing operations and projects 227
Introduction 228
^P Contents
Location 228
Health and safety 230
Quality of working environment 231
Scales of production and output 233
Managing the supply side 236
Maintenance management 238
Coordination and control 239
Conclusions 243
Developing management skills and expertise 246
12 Financial management 248
Introduction 249
The context of financial management 249
Assets and liabilities 251
Profit and loss account and balance sheet 257
Cost apportionment 258
Ratio analysis 263
Internal markets 264
Budgets 265
Conclusions 267
Developing management skills and expertise 270
13 Quantitative methods 272
Introduction 273
Statistics 273
Operational research 284
Network analysis 286
Proof and indication 288
Management information systems 289
Validity and reliability 290
Information currency 292
Conclusions 293
Developing management skills and expertise 295
14 Product and service development and innovation 297
Introduction 298
Dreams and imagination 300
Myths and legends 301
Failure 302
Research and development 302
Market research and development 302
New product and service development 304
Innovation planning 307
Monitoring, review and evaluation 309
Conclusions 312
Developing management skills and expertise 315
Part two case study: The Body Shop 317
Contents 9 ix
part three
Organisational and behavioural aspects 319
15 Innovative, creative and entrepreneurial management 323
Introduction 324
Developing the approach 324
Intrapreneuring 325
Developing creative capability 330
Developing creative expertise 333
Creativity, development and rewards 335
Conclusions 337
Developing management skills and expertise 338
16 Culture 340
Introduction 341
Pressures on organisation culture 342
Cultural influences 348
Models of organisation culture 352
Other aspects of organisational culture 357
Culture management and attention to culture 359
Conclusions 359
Developing management skills and expertise 362
17 Perception, attitudes, values and beliefs 363
Introduction 364
Perception 364
Elements of perception 369
Other influences on perception 372
Attitudes and values 376
Beliefs 380
Socialisation 382
Conclusions 384
Developing management skills and expertise 385
18 Communication 388
Introduction 389
Communication structuring 389
Communication policies and priorities 390
Principles of effective communication 394
Non verbal communication 395
Barriers and blockages 397
Reinforcement 398
Use of media 399
Realpolitik 402
Organisational toxicity 404
Assertiveness 405
Negotiations 405
Conclusions 408
Developing management skills and expertise 410
B Contents
19 Organisation technology, structure and design 412
Introduction 413
Technology 413
Expertise 414
Effects of technological advances 415
Organisation design and structure 419
Organisation structures 420
Spans of control 423
Core and peripheral organisations 428
Structures and expectations 429
Conclusions 432
Developing management skills and expertise 434
20 Human resource management 436
Introduction 437
HR strategies 437
The principle of equality and fairness 438
Pay, remuneration and reward 440
Attraction, recruitment and retention 443
Maintenance factors in human resource management 449
Employee relations 451
Conclusions 455
Developing management skills and expertise 456
21 Leadership and management 458
Introduction 459
Definitions and priorities 459
Leadership in practice 461
Traits and characteristics 461
Leadership types 463
Leadership styles 465
Contingency approaches 468
Complexities of leadership 473
Measures of success and failure 478
Conclusions 479
Developing management skills and expertise 481
Part three case study: The Body Shop 483
part four
Management in action 485
22 Management, influence, power and authority 487
Introduction 488
Sources of power 488
Centres of power in organisations 493
Organisational politics (realpolitik) 495
Delegation 500
Conclusions 504
Developing management skills and expertise 505
Contents ^B xi
23 Corporate governance 509
Introduction 510
Standards of conduct and behaviour 511
Managing shareholders' interests 511
Managing staff interests 512
Managing other stakeholder interests 512
Probity and integrity 513
Managing dishonesty 514
Rewards for top and senior management 519
The role and function of the Board 520
Conclusions 529
Developing management skills and expertise 530
24 Teams and groups 532
Introduction 533
Purpose 534
The creation of effective groups 535
Issues facing work groups 537
Group factors and characteristics 539
Group cohesion 541
Sources of potential group stresses and strains 541
Group development 544
High performing teams and groups 545
Conclusions 548
Developing management skills and expertise 551
25 Management and motivation 552
Introduction 553
Definitions 553
Initial conclusions 553
Major theories of motivation 556
Motivation, incentives and money 570
Conclusions 570
Developing management skills and expertise 574
26 The management of conflict 577
Introduction 578
Levels of conflict 578
Conflict as'warfare' 581
Sources of conflict in organisations 583
Symptoms of conflict 584
Forms of conflict 584
Strategies for the management of conflict 592
Conclusions 593
Developing management skills and expertise 596
27 Management in practice 599
Introduction 600
The managerial role 600
B Contents
Attitudes and values 600
Setting goals 602
Managing by walking about 603
Wait a minute 604
Control 605
Time 607
Interpersonal skills and assertiveness 609
Continuous performance assessment 612
Realpolitik 614
Conclusions 616
Developing management skills and expertise 618
28 Management for the present and future 619
Introduction 620
Clarity of purpose and direction 621
Core and peripheral business activities 622
Dominant stakeholder drives 623
Economic and social demands and pressures 624
Investment 625
Mergers and takeovers 627
Customers and clients 629
Staff management 630
Structures and cultures 633
Management and organisation development 633
Conclusions 637
Developing management skills and expertise 638
Part four case study: The Body Shop 641
Bibliography 645
Index 651
Figures
1.1 The 7 S framework 20
2.1 Unfreezing transforming refreezing 35
2.2 Force field analysis 35
3.1 Establishing priorities 61
5.1 Decision making model including ethical considerations 107
7.1 A decision making model 139
7.2 The decision tree 141
7.3 The foundations of management style 147
8.1 Source and development of organisation strategy 162
8.2 Pre evaluation of strategy, policy and direction 166
8.3 The implementation of strategy 172
8.4 The monitoring, review and evaluation of strategy and direction 173
8.5 SWOT analysis 174
8.6 Five elemental forces of competition 176
8.7 The components of a competitor analysis 177
8.8 The loyalty matrix 180
9.1 The knowledge influence spectrum 186
9.2 The nature of barriers and assumptions 187
9.3 Application of public funds 189
9.4 Net present value formula 197
9.5 Best, medium and worst outcomes 197
9.6 Cost benefit analysis model 198
9.7 Cost benefit analysis model for a motorway scheme 199
9.8 Cost benefit analysis model for a cruise liner 200
9.9 Cost benefit analysis model for a privatised children's home 200
9.10 Key criteria for venture success 202
10.1 The'Boston group'matrix 216
#B Figures
10.2 Product lifecycles 217
12.1 Profit and loss account, and balance sheet: example 259
12.2 Trends: example 260
12.3 A break even diagram 261
12.4 Ratio analyses 264
13.1 Presentation of data 277
13.2 An index number 281
13.3 A network diagram 287
13.4 Factors outside the organisation's control 293
14.1 The development of innovation and enterprise 308
14.2 New product and service development 313
16.1 The cultural web 350
16.2 Power culture + structure: the wheel 353
16.3 People/person culture + structure: the mass 354
16.4 Task culture + structure: the net 354
16.5 Role culture + structures: the pyramid or temple 355
17.1 The basis of interpersonal perception 364
17.2 Relationships between perception, behaviour, attitudes and values 365
17.3 Perception: illustrations 368
17.4 First impressions 374
17.5 Influences on attitudes: summary 381
17.6 Social needs 383
18.1 Principles of communication 390
18.2 Chains of communication 391
18.3 Consultation process following a decision 394
18.4 The negotiating process 409
19.1 Organisation structures 421
19.2 Traditional organisational model 422
19.3 The Mintzberg model of organisations 423
19.4 Spans of control: 1 426
19.5 Spans of control: 2 426
19.6 Core and peripheral: the propeller model 428
19.7 Federation 430
20.1 Human resource management summary 439
21.1 Leadership functions model 464
21.2 Leadership spectrum 467
21.3 The managerial grid 469
21.4 W. Reddin: leadership and management behaviour 471
21.5 The inverse pyramid 477
Figures ^) xv
22.1 Factors relating to the centres of power 493
22.2 The supply chain and points of influence 497
22.3 Hierarchies 498
22.4 Influence relationships: the individual's position in the hierarchy 498
22.5 The components of status 499
24.1 Group cohesion: sociogram of an eight person group 542
24.2 Effective teams 550
25.1 System 4 558
25.2 A hierarchy of needs 559
25.3 Two factor theory 562
25.4 Expectancy theory 565
25.5 Job design 569
25.6 The relationship between pay and performance 571
26.1 The nature of organisation conflict 579
27.1 A problem solving model 601
Tables
19.1 Principles of organisation structure: a summary 424
21.1 Leadership and management styles 466
24.1 Characteristics of effective and ineffective groups 539
26.1 Sources of energy in conflict 590
26.2 Operational and behavioural outputs of conflict 591
Management in
focus boxes
1.1 Stew Leonard 7
1.2 Achieving things for people in public services 9
1.3 Frozen fish 11
1.4 Resources, capability and willingness in the football industry 12
1.5 Virgin Cola 14
1.6 Fashions and fads 15
1.7 Professions 18
1.8 Criteria for excellence 23
2.1 LastMinute.com 28
2.2 The demise of Golden Wonder 30
2.3 Lobbies and vested interests 32
2.4 Consultants 37
2.5 Dutton Engineering Ltd 40
2.6 Investment 41
3.1 The context of developing effective organisational
performance: examples 49
3.2 Managerial performance:The Paddington rail disaster 51
3.3 Stakeholders 52
3.4 Crises and emergencies 53
3.5 Cock ups can have a silver lining 54
3.6 Internet companies and performance measurement 57
3.7 Performance measurement: example 60
3.8 Subjective and prejudicial convergence and divergence of objectives 62
3.9 Performance targets in public services 64
4.1 Richard Branson and the Virgin organisation 71
4.2 Opulence: the next glossy magazine 72
4.3 Marks Spencer's entry into the youth market 74
4.4 Small problems 76
4.5 Large scale theft and fraud: the example of Barings Bank 77
4.6 Robert Archer and the information systems department 81
4.7 Single events and errors: examples 83
^B Management in focus boxes
4.8 Fuel costs in the air transport industry 84
4.9 Matalan 85
4.10 Early warning systems at GEC 86
4.11 Hurricane 87
5.1 The hunger business 92
5.2 Genetically modified (GM) crops 93
5.3 Employee relations and problem solvers 96
5.4 Organisational and managerial responsibilities and staff bereavements 97
5.5 Integrity in dealings with staff 98
5.6 Staff loyalty and rewards 99
5.7 Relationships with suppliers 100
5.8 Product, quality, integrity and wholesomeness: Barbie 101
5.9 Marketing: contentious examples 102
5.10 Ethical issues in outsourcing initiatives 104
5.11 Good ethics is good business 106
6.1 Claiming to be global 112
6.2 The lessons from Japan 114
6.3 The UK construction industry in Malaysia 115
6.4 Individual choice: examples 117
6.5 Powergen in Brazil 118
6.6 Garment manufacture for the global clothing industry 120
6.7 Fairtrade 121
6.8 ACN Inc. and the telecommunications revolution 123
6.9 Schlumberger and oil prospecting engineers 125
7.1 Government actions and influences 132
7.2 The obesity crisis 133
7.3 Attracting and retaining staff in the NHS 134
7.4 The Millennium Dome 137
7.5 Timescales 140
7.6 Starbucks in north London 143
8.1 What strategy is not 158
8.2 The Internet revolution 159
8.3 The rise of social entrepreneuring 160
8.4 Strategic development and timescales: examples 161
8.5 Strategies for failure 164
8.6 Acquisitions example: Sony and Matsushita 167
8.7 The Virgin Group 168
8.8 Customer and client types 179
9.1 'We based the decision on the best information that we
had available' 188
9.2 Consideration of costs 191
9.3 Testing assumptions 195
10.1 Marketing: some initial examples 206
Management in focus boxes 9 xix
10.2 Customer needs and wants: the Packard approach 207
10.3 The leisurewear sectors 210
10.4 The complexities of ethical marketing: examples 213
10.5 Product and service classifications: examples 215
10.6 Legend of the razor 218
10.7 Airline tickets 218
10.8 The 99p syndrome 219
10.9 Cheap and good value 220
10.10 The Internet as location 221
10.11 Marketing professional services and location 222
10.12 Customer perception 223
11.1 Access to work 229
11.2 Technology and staffing 232
11.3 Customised production at Levi Strauss 233
11.4 Process and flow in commercial and public services 234
11.5 Measuring productivity: examples 236
11.6 'Just in time': examples 238
11.7 Railway maintenance 239
11.8 Blockages in the National Health Service 240
11.9 Concorde 242
11.10 The Big Issue: commercial and social drive 244
12.1 Key figures: examples 253
12.2 Management as an asset 255
12.3 Sales of assets 256
12.4 Products, services and equipment: to make, lease or buy? 257
12.5 A model of human asset valuation and accounting 262
12.6 Financial measures of performance from a managerial point of view 265
12.7 Budgets: the public sector example 266
12.8 Symptoms of declining financial performance 268
13.1 Organisational statistics and management information 275
13.2 Statistics and proof 278
13.3 Inexplicable inconsistencies 279
13.4 Customer complaints and the railway industry 280
13.5 Indices 282
13.6 Open and closed questions: examples 284
13.7 Proof and indication: examples 288
13.8 Management information systems at Clark and Crosby pic. 291
13.9 The generally favourable response 292
13.10 P O Ferries 294
14.1 Swatch 299
14.2 A note on the dotcom revolution 300
14.3 Acceptance and rejection 301
14.4 Fool's gold 303
14.5 Attitudes to failure 303
14.6 Market research and innovation: example 305
B Management in focus boxes
14.7 New product and service development: examples 306
14.8 Chiltern Railwaysr'the future is better' 307
14.9 Product and service champions as project managers 310
14.10 Problems with driving forces 311
14.11 Attention to detail: examples 312
15.1 Creativity, myths and legends 325
15.2 The football industry 326
15.3 Sony 327
15.4 The results of enterprise: examples 328
15.5 Ernst Young and the nine day fortnight 329
15.6 British Airways and Go 331
15.7 Virgin Financial Services 332
15.8 Public service professions 333
15.9 Clothing and garments 334
15.10 Outsourcing 335
15.11 The diverse nature of responses: examples 336
16.1 Characteristics of culture 343
16.2 Human prejudices 344
16.3 Nissan UK 344
16.4 Flexible working 345
16.5 The Independents global sweatshop 347
16.6 Examples of ethical pressures 348
16.7 The cultural web 349
16.8 Cultures'consequences in action: the frozen food industry 351
16.9 The UK police service 352
16.10 Identity 356
16.11 Joint ventures 356
16.12 Mergers and takeovers 357
16.13 Stories, myths and legends: examples 358
16.14 Excellence and culture 360
17.1 Wages at nuclear power stations: a good deal? 366
17.2 Perceptual errors 367
17.3 Jumping to conclusions and gut reactions 369
17.4 Self fulfilling prophecy 370
17.5 Adaptation 376
17.6 Conveying real attitudes (1): examples of language used 377
17.7 Conveying real attitudes (2): symbols and differentials 379
17.8 Conveying real attitudes (3): managerial job adverts 380
17.9 Bank of Credit and Commerce International (BCCI) 382
18.1 The cascade effect 392
18.2 Cascades in action: Ford UK 392
18.3 Grapevine 393
18.4 Language barriers 395
18.5 ErrolFlynn 397
18.6 The need to know 399
Management in focus boxes 4B xxi
18.7 Rules and regulations 400
18.8 Language and messages 401
18.9 Use of media 403
18.10 Use and value of assertive communications 406
19.1 Alienation 416
19.2 The Kornhauser studies 417
19.3 Production levels in the electronics industry 418
19.4 Attention to the work environment: Mars Chocolate Ltd 418
19.5 IBM 425
19.6 Rewards 432
20.1 Equality and diversity management 441
20.2 Attraction, recruitment and retention in the National Health Service 444
20.3 Babies! 446
20.4 Working in the privatised social care sector 447
20.5 Getting to work 448
20.6 Karen Wells 449
20.7 Organisational approaches to tobacco, alcohol and drugs 452
20.8 Problem solving in employee relations 453
20.9 The Donovan Commission 454
21.1 Winston Churchill 460
21.2 Leadership 462
21.3 Charisma: identity and rejection 465
21.4 Leadership style: a military example 469
21.5 Stelios Haji loannou 472
21.6 From number two to number one 473
21.7 Frank Lorenzo: crisis leader or hatchet man? 474
21.8 New appointments 475
21.9 Lessons from the Nazi era 475
21.10 Lessons from leaders in the twenty first century 476
21.11 Disasters and the model of leadership 477
22.1 Harassment and inequality claims in the City of London 489
22.2 Charismatic power: The Day of the Jackal 490
22.3 Authority and impersonalisation: Nazi concentration camps 1935 45 491
22.4 Legal, rational and position power and authority in places of work 492
22.5 Informal power and influence: over mighty subjects 494
22.6 The role of the personal assistant 496
22.7 Branded clothing and sports goods 497
22.8 Medical research 500
22.9 Empowerment 502
22.10 Gordon's Furnishing Ltd 503
22.11 Strikes and disputes 504
23.1 Guinness 510
23.2 The case of Paula Graham 512
23.3 The De Vere Grand Hotel, Brighton 5T3
^B Management in focus boxes
23.4 Peter Nicholl on leadership 515
23.5 Falmers Foods Ltd 518
23.6 Executive rewards in action 520
23.7 University College London Hospital (UCLH) 522
23.8 Strategic audit in the airline industry 523
23.9 Marstons Department Stores Ltd 525
23.10 A merger in the chemicals industry 526
23.11 Flemmings pic. 528
24.1 Role conflict in work groups 535
24.2 Group responsibility 536
24.3 Foundation of corporate and collective norms 538
24.4 Group size 540
24.5 Canteen cultures and networking 542
24.6 The 0.5 per cent rule 544
24.7 Faddish approaches to team and group development 546
24.8 British Airways'cabin crew 547
24.9 Managing high performance and expert groups 548
24.10 Structuring individuals into effective teams 550
25.1 Motivation and incentives in the central banking sector 554
25.2 Achievement motivation theory: D.C. McClelland 555
25.3 Self actualisation 560
25.4 Theory X and Y 561
25.5 Absenteeism 561
25.6 Graham Lucas 564
25.7 Taylor's Department Store 567
25.8 Failed attempts at motivation 572
26.1 PL Products Ltd 580
26.2 Reigns of terror 583
26.3 The auditor [1] 585
26.4 The need for victims 585
26.5 Causes of conflict: forms of language 587
26.6 The auditor [2] 588
26.7 The start of the First World War 590
26.8 The auditor [3] 592
26.9 Operational approaches to the management of conflict 594
27.1 The hard line 602
27.2 Objectives: an example 603
27.3 Wait a minute 606
27.4 An airline manager working in the Middle East 607
27.5 Waste of managerial time 608
27.6 DrVasiliy Petrov 610
27.7 Assertiveness in action: managerial and professional demeanour 611
27.8 Office staff practices, 1852 613
27.9 'After the staff meeting' 614
27.10 The choice of ministers 615
Management in focus boxes 9 xxiii
28.1 'We are doing all we can' 620
28.2 Management speak and professional babble: examples 621
28.3 High profile peripheral issues: examples 622
28.4 Core business in the twenty first century 623
28.5 Projections for costs and reality:The Wembley Stadium project 626
28.6 Private finance initiatives 627
28.7 The SmithKline Beecham and Glaxo Wellcome merger 628
28.8 Developing a relationship between staff and their organisations 631
28.9 New fads 634
28.10 Back to the Floor 636 |
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| spelling | Pettinger, Richard Verfasser aut Introduction to management Richard Pettinger 4. ed. Basingstoke [u.a.] Palgrave Macmillan 2007 XXVII, 667 S. txt rdacontent n rdamedia nc rdacarrier Management Management (DE-588)4037278-9 gnd rswk-swf Betriebswirtschaftslehre (DE-588)4069402-1 gnd rswk-swf Betriebswirtschaftslehre (DE-588)4069402-1 s Management (DE-588)4037278-9 s 1\p DE-604 HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=014985625&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis 1\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk |
| spellingShingle | Pettinger, Richard Introduction to management Management Management (DE-588)4037278-9 gnd Betriebswirtschaftslehre (DE-588)4069402-1 gnd |
| subject_GND | (DE-588)4037278-9 (DE-588)4069402-1 |
| title | Introduction to management |
| title_auth | Introduction to management |
| title_exact_search | Introduction to management |
| title_exact_search_txtP | Introduction to management |
| title_full | Introduction to management Richard Pettinger |
| title_fullStr | Introduction to management Richard Pettinger |
| title_full_unstemmed | Introduction to management Richard Pettinger |
| title_short | Introduction to management |
| title_sort | introduction to management |
| topic | Management Management (DE-588)4037278-9 gnd Betriebswirtschaftslehre (DE-588)4069402-1 gnd |
| topic_facet | Management Betriebswirtschaftslehre |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=014985625&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
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