Management: an introduction
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Harlow, England ; London ; New York ; Boston
Pearson
[2017]
|
| Ausgabe: | Seventh edition |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | Revised edition of the author's Management, 2014 |
| Beschreibung: | xx, 703 Seiten Illustrationen, Diagramme |
| ISBN: | 9781292088594 |
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Datensatz im Suchindex
| _version_ | 1804177007691431936 |
|---|---|
| adam_text | BRIEF CONTENTS
Preface to the seventh edition xiii
Preface to the first edition xvii
Acknowledgements xix
PART 1 AN INTRODUCTION TO MANAGEMENT 3
1 MANAGING IN ORGANISATIONS 4
2 MODELS OF MANAGEMENT 36
Part 1 Case: Apple Inc. 70
Part 1 Employability skills - preparing for the world of work 75
PART 2 THE ENVIRONMENT OF MANAGEMENT 83
3 ORGANISATION CULTURES AND CONTEXTS 84
4 MANAGING INTERNATIONALLY 112
5 CORPORATE RESPONSIBILITY 142
Part 2 Case: BP 168
Part 2 Employability skills - preparing for the world of work 173
PART 3 PLANNING isi
6 PLANNING 182
7 DECISION MAKING 206
8 MANAGING STRATEGY 238
9 MANAGING MARKETING 270
Part 3 Case: The Virgin Group 298
Part 3 Employability skills - preparing for the world of work 303
PART 4 ORGANISING su
10 ORGANISATION STRUCTURE 312
11 HUMAN RESOURCE MANAGEMENT 346
12 INFORMATION SYSTEMS AND E-BUSINESS 372
13 CREATIVITY, INNOVATION AND CHANGE 402
Part 4 Case: The Royal Bank of Scotland 430
Part 4 Employability skills - preparing for the world of work 435
VI
BRIEF CONTENTS
PART 5 LEADING 443
14 INFLUENCING 444
15 MOTIVATING 472
16 COMMUNICATING 506
17 TEAMS 536
Part 5 Case: British Heart Foundation 562
Part 5 Employability skills - preparing for the world of work 567
PART 6 CONTROLLING
18 MANAGING OPERATIONS AND QUALITY
19 CONTROL AND PERFORMANCE MEASUREMENT
20 FINANCE AND BUDGETARY CONTROL
Part 6 Case: Tesco
Part 6 Employability skills - preparing for the world of work
575
576
606
632
653
659
Glossary
References
Index
666
676
692
CONTENTS
Preface to the seventh edition
Preface to the first edition
Acknowledgements
PART 1
AN INTRODUCTION
TO MANAGEMENT
xiii Summary
xvii Test your understanding
xix Think critically
Develop a skill - self-awareness
Read more
Go online
Part 1 Case: Apple Inc.
Part 1 Employability skills - preparing for
the world of work
65
67
67
67
68
69
70
75
CHAPTER 1
MANAGING IN ORGANISATIONS
Case study: Ryanair
1.0 Management knowledge
and management skill
1.1 Introduction
1.2 Managing to add value to resources
1.3 Meanings of management
6
7
8
11
PART 2
THE ENVIRONMENT
OF MANAGEMENT
CHAPTER 3
ORGANISATION CULTURES
1.4 Specialisation between areas AND CONTEXTS 84
of management 13 Case study: British Broadcasting
1.5 Influencing through the process of managing 16 Corporation (BBC) 85
1.6 Influencing through the tasks of managing 21 3.1 Introduction 86
1.7 Influencing through shaping the context 25 3.2 Cultures and their components 87
1.8 Thinking critically to develop knowledge 3.3 Types of culture 91
and skill 28 3.4 The competitive environment - Porter’s
1.9 Integrating themes 30 five forces 94
Summary 31 3.5 The general environment - PESTEL 98
Test your understanding 33 3.6 Environmental complexity and dynamism 103
Think critically 33 3.7 Stakeholders and corporate governance 104
Develop a skill - networking 33 3.8 Integrating themes 106
Read more 34 Summary 108
Go online 34 Test your understanding 109
Think critically 110
CHAPTER 2 Develop a skill - present a reasoned case 110
MODELS OF MANAGEMENT 36 Read more 110
Case study: innocent drinks 37 Go online 111
2.1 Introduction 38
2.2 Why study models of management? 38 CHAPTER 4
2.3 The competing values framework 42 MANAGING INTERNATIONALLY 112
2.4 Rational goal models 45 Case study: Carlsberg 113
2.5 Internal process models 50 4.1 Introduction 114
2.6 Human relations models 55 4.2 Ways to conduct business internationally 115
2.7 Open systems models 58 4.3 The contexts of international business -
2.8 Integrating themes 63 PESTEL 118
VIII
CONTENTS
4.4 Legal context - trade agreements 6.6 Specifying what has to be done
and trading blocs 123 to achieve the goals - the means 196
4.5 Socio-cultural context 125 6.7 Implementing what has to be done,
4.6 Hofstede’s comparison of national cultures 127 and monitoring progress 197
4.7 Contrasting management systems 131 6.8 Rational and creative planning processes 199
4.8 Forces driving globalisation 133 6.9 Integrating themes 201
4.9 Integrating themes 137 Summary 203
Summary 138 Test your understanding 204
Test your understanding 139 Think critically 204
Think critically 140 Develop a skill - defining a problem rationally 204
Develop a skill - mindfulness 140 Read more 205
Read more 141 Go online 205
Go online 141
CHAPTER 5
CORPORATE RESPONSIBILITY
Case study: The Co-operative Group
5.1 Introduction
5.2 Corporate malpractice
5.3 Corporate responsibility
5.4 Perspectives on individual responsibility
5.5 Perspectives on corporate responsibility
5.6 An ethical decision-making model
5.7 Stakeholders and corporate responsibility
5.8 Corporate responsibility and strategy
5.9 Managing corporate responsibility
5.10 Integrating themes
Summary
Test your understanding
Think critically
Develop a skill - clarifying values
Read more
Go online
Part 2 Case: BP
Part 2 Employability skills - preparing for
the world of work
PART 3
PLANNING
CHAPTER 6
PLANNING
Case study: Crossrail
6.1 Introduction
6.2 Why people plan
6.3 The content of plans
6.4 Gathering information
6.5 Setting goals (or objectives) - the ends
CHAPTER 7
DECISION MAKING 206
142 Case study: Ikea 207
143 7.1 Introduction 208
144 7.2 Managing decisions 209
144 7.3 Programmed and non-programmed
145 decisions 214
147 7.4 Decision-making conditions 215
150 7.5 Decision-making models 218
152 7.6 Biases in making decisions 224
154 7.7 Group decision making 227
156 7.8 Integrating themes 231
161 Summary 233
162 Test your understanding 234
164 Think critically 235
165 Develop a skill - defining a problem creatively 235
166 Read more 235
166 Go online 236
167
167 CHAPTER 8
MANAGING STRATEGY 238
168 Case study: GKN 239
8.1 Introduction 240
173 8.2 Strategy - process, content and context 241
8.3 Planning, learning and political
perspectives 243
8.4 How do managers develop strategies? 246
8.5 Making sense - external analysis 249
8.6 Making sense - internal analysis 251
8.7 Making choices - deciding strategy
at corporate level 254
8.8 Making choices - deciding strategy
at business unit level 258
182 8.9 Making things happen - delivering
183 strategy 260
184 8.10 Making revisions - implementing
185 and evaluating 262
186 8.11 Integrating themes 263
190 Summary 265
193 Test your understanding 266
CONTENTS ix
Think critically 266
Develop a skill - setting clear goals 267
Read more 267
Go online 268
CHAPTER 9
MANAGING MARKETING 270
Case study: Manchester United FC 271
9.1 Introduction 272
9.2 Understanding customers and markets 273
9.3 The marketing environment 275
9.4 Segments, targets and the market offer 280
9.5 Using the marketing mix 282
9.6 The product life cycle 287
9.7 Customer relationship management 289
9.8 A marketing orientation 290
9.9 Integrating themes 293
Summary 294
Test your understanding 295
Think critically 296
Develop a skill - identifying customer needs 296
Read more 297
Go online 297
Develop a skill - coordinating work 343
Read more 343
Go online 343
CHAPTER 11
HUMAN RESOURCE MANAGEMENT 346
Case study: BMW 347
11.1 Introduction 348
11.2 HRM and performance 348
11.3 What do HR managers do? 353
11.4 Human resource planning 355
11.5 Job analysis 355
11.6 Recruitment and selection 357
11.7 Reward management 362
11.8 Equal opportunities and diversity 364
11.9 Integrating themes 367
Summary 368
Test your understanding 369
Think critically 370
Develop a skill - preparing for an interview 370
Read more 371
Go online 371
Part 3 Case: The Virgin Group
Part 3 Employability skills - preparing for
the world of work
PART 4
ORGANISING
CHAPTER 10
ORGANISATION STRUCTURE
Case study: GlaxoSmithKline (GSK)
10.1 Introduction
10.2 Strategy, organisation and performance
10.3 Designing a structure
10.4 Dividing work internally - functions,
divisions and matrices
10.5 Dividing work externally - outsourcing
and networks
10.6 Coordinating work
10.7 Mechanistic and organic forms
10.8 Learning organisations
10.9 Integrating themes
Summary
Test your understanding
Think critically
CHAPTER 12
INFORMATION SYSTEMS AND E-BUSINESS 372
303
312
313
314
314
316
322
Case study: Google
12.1 Introduction
12.2 Converging technologies - new ways
to add value
12.3 Managing the new opportunities to
add value
12.4 Types of information systems
12.5 The internet and e-business
12.6 IS, strategy and organisation - the big
picture
12.7 Integrating themes
Summary
Test your understanding
Think critically
Develop a skill - setting a project agenda
Read more
Go online
373
374
375
378
383
384
392
395
397
398
399
399
399
400
326 CHAPTER 13
328 CREATIVITY, INNOVATION AND CHANGE 402
330 Case study: Dyson 403
337 13.1 Introduction 404
339 13.2 Creativity and innovation 405
340 13.3 Sources of innovation 409
342 13.4 Organisational influences on innovation 413
342 13.5 Implementing innovation and change 415
CONTENTS
13.6 Models of change
13.7 Integrating themes
Summary
Test your understanding
Think critically
Develop a skill - identifying stakeholders
and their interests
Read more
Go online
Part 4 Case; The Royal Bank of Scotland
Part 4 Employability skills - preparing for
the world of work
PART 5
LEADING
419 15.7 Motivating by flexible and high-performance
424 work practices 497
426 1 5.8 Integrating themes 499
427 Summary soi
427 Test your understanding 502
Think critically 502
428 Develop a skill - design a motivating job 503
429 Read more 503
429 Go online 504
430 CHAPTER 16
COMMUNICATING soe
435 Case study: Facebook 507
16.1 Introduction 508
16.2 Communicating to add value 509
16.3 The communication process 512
16.4 Selecting communication channels 515
16.5 Communication networks 520
16.6 Interpersonal skills for communicating 525
16.7 Communication and strategy - the wider
context 528
CHAPTER 14 16.8 Integrating themes 531
INFLUENCING 444 Summary 532
Case study: British Museum 445 Test your understanding 534
14.1 Introduction 446 Think critically 534
14.2 Managing and leading depend Develop a skill - present ideas to an audience 534
on influencing 447 Read more 535
14.3 Traits models 450 Go online 535
14.4 Behavioural models 453
14.5 Situational (or contingency) models 456 CHAPTER 17
14.6 Gaining and using power 459 TEAMS 536
14.7 Choosing tactics to influence others 463 Case study: Cisco Systems 537
14.8 Influencing through networks 465 17.1 Introduction 538
14.9 Integrating themes 466 17.2 Types of team 539
Summary 468 17.3 Crowds, groups and teams 542
Test your understanding 469 17.4 Team composition 544
Think critically 470 17.5 Stages of team development 547
Develop a skill - setting goals to influence others 470 17.6 Team processes 551
Read more 471 17.7 Outcomes of teams - for the members 552
Go online 471 17.8 Outcomes of teams - for the organisation 554
17.9 Teams in context 556
CHAPTER 15 17.10 Integrating themes 557
MOTIVATING 472 Summary 559
Case study: The Eden Project 473 Test your understanding 560
15.1 Introduction 474 Think critically 560
15.2 Perspectives on motivation - context and the Develop a skill - observing team processes 560
psychological contract 476 Read more 561
15.3 Behaviour modification 480 Go online 561
15.4 Content theories of motivation 482
15.5 Process theories of motivation 490 Part 5 Case: British Heart Foundation 562
15.6 Designing work to be motivating 494 Part 5 Employability skills - preparing for the
world of work 567
CONTENTS
XI
PART 6
CONTROLLING
CHAPTER 18
MANAGING OPERATIONS AND QUALITY 576
Case study: Zara 577
18.1 Introduction 578
18.2 What is operations management? 578
18.3 The practice of operations management 582
18.4 Operations processes 586
18.5 Process design 589
18.6 The main activities of operations 594
18.7 Quality 595
18.8 Integrating themes 599
Summary 601
Test your understanding 602
Think critically 602
Develop a skill - assessing what customers
mean by quality 603
Read more 603
Go online 604
CHAPTER 19
CONTROL AND PERFORMANCE
MEASUREMENT 606
Case study: Performance measurement
in the NHS 607
19.1 Introduction 608
19.2 What is control and how to achieve it? 609
19.3 Strategies for control - mechanistic
or organic? 612
19.4 How do you know you are in control? 616
19.5 How to measure performance? 618
19.6 Human considerations in control 623
19.7 Integrating themes 625
Summary 627
Test your understanding 629
Think critically 629
Develop a skill - monitoring progress on a task 629
Read more 630
Go online 630
CHAPTER 20
FINANCE AND BUDGETARY CONTROL 632
Case study: BASF Group 633
20.1 Introduction 634
20.2 The world outside the organisation 634
20.3 Reporting financial performance externally 636
20.4 Managing financial performance internally 642
20.5 Other budgeting considerations 645
20.6 Integrating themes 647
Summary 649
Test your understanding 650
Think critically 651
Develop a skill - reading a profit and
loss statement 651
Read more 652
Go online 652
Part 6 Case: Tesco 653
Part 6 Employability skills - preparing for
the world of work 659
Glossary 666
References 676
Index 692
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