Additional Information
Book Details
Abstract
This is an accessible and academically rigorous guide to the themes and functions of management. It contains in depth case studies that examine key management issues in a broad range of organisations, from Apple and Virgin to the British Heart Foundation and Management in Practice features full of insights into contemporary management activities. Entrepreneurship, sustainability, governance and internationalization are integrated throughout, giving clear guidance on how students can further their understanding of these key topics.
Table of Contents
| Section Title | Page | Action | Price |
|---|---|---|---|
| Cover\r | Cover | ||
| Half Title Page\r | i | ||
| Title Page\r | iii | ||
| Copyright Page\r | iv | ||
| Brief Contents\r | v | ||
| Contents\r | vii | ||
| Preface to the seventh edition\r | xiii | ||
| Preface to the first edition\r | xvii | ||
| Acknowledgements\r | xix | ||
| PART 1 AN INTRODUCTION TO MANAGEMENT | 3 | ||
| CHAPTER 1 MANAGING IN ORGANISATIONS | 4 | ||
| Case study: Ryanair | 5 | ||
| 1.0 Management knowledge and management skill | 6 | ||
| 1.1 Introduction | 7 | ||
| 1.2 Managing to add value to resources | 8 | ||
| 1.3 Meanings of management | 11 | ||
| 1.4 Specialisation between areas of management | 13 | ||
| 1.5 Influencing through the process of managing | 16 | ||
| 1.6 Influencing through the tasks of managing | 21 | ||
| 1.7 Influencing through shaping the context | 25 | ||
| 1.8 Thinking critically to develop knowledge and skill | 28 | ||
| 1.9 Integrating themes | 30 | ||
| Summary | 31 | ||
| Test your understanding | 33 | ||
| Think critically | 33 | ||
| Develop a skill – networking | 33 | ||
| Read more | 34 | ||
| Go online | 34 | ||
| CHAPTER 2 MODELS OF MANAGEMENT | 36 | ||
| Case study: innocent drinks | 37 | ||
| 2.1 Introduction | 38 | ||
| 2.2 Why study models of management? | 38 | ||
| 2.3 The competing values framework | 42 | ||
| 2.4 Rational goal models | 45 | ||
| 2.5 Internal process models | 50 | ||
| 2.6 Human relations models | 55 | ||
| 2.7 Open systems models | 58 | ||
| 2.8 Integrating themes | 63 | ||
| Summary | 65 | ||
| Test your understanding | 67 | ||
| Think critically | 67 | ||
| Develop a skill – self-awareness | 67 | ||
| Read more | 68 | ||
| Go online | 69 | ||
| Part 1 Case: Apple Inc. | 70 | ||
| Part 1 Employability skills – preparing for the world of work | 75 | ||
| PART 2 THE ENVIRONMENT OF MANAGEMENT | 83 | ||
| CHAPTER 3 ORGANISATION CULTURES AND CONTEXTS | 84 | ||
| Case study: British Broadcasting Corporation (BBC) | 85 | ||
| 3.1 Introduction | 86 | ||
| 3.2 Cultures and their components | 87 | ||
| 3.3 Types of culture | 91 | ||
| 3.4 The competitive environment – Porter’s five forces | 94 | ||
| 3.5 The general environment – PESTEL | 98 | ||
| 3.6 Environmental complexity and dynamism | 103 | ||
| 3.7 Stakeholders and corporate governance | 104 | ||
| 3.8 Integrating themes | 106 | ||
| Summary | 108 | ||
| Test your understanding | 109 | ||
| Think critically | 110 | ||
| Develop a skill – present a reasoned case | 110 | ||
| Read more | 110 | ||
| Go online | 111 | ||
| CHAPTER 4 MANAGING INTERNATIONALLY | 112 | ||
| Case study: Carlsberg | 113 | ||
| 4.1 Introduction | 114 | ||
| 4.2 Ways to conduct business internationally | 115 | ||
| 4.3 The contexts of international business – PESTEL | 118 | ||
| 4.4 Legal context – trade agreements and trading blocs | 123 | ||
| 4.5 Socio-cultural context | 125 | ||
| 4.6 Hofstede’s comparison of national cultures | 127 | ||
| 4.7 Contrasting management systems | 131 | ||
| 4.8 Forces driving globalisation | 133 | ||
| 4.9 Integrating themes | 137 | ||
| Summary | 138 | ||
| Test your understanding | 139 | ||
| Think critically | 140 | ||
| Develop a skill – mindfulness | 140 | ||
| Read more | 141 | ||
| Go online | 141 | ||
| CHAPTER 5 CORPORATE RESPONSIBILITY | 142 | ||
| Case study: The Co-operative Group | 143 | ||
| 5.1 Introduction | 144 | ||
| 5.2 Corporate malpractice | 144 | ||
| 5.3 Corporate responsibility | 145 | ||
| 5.4 Perspectives on individual responsibility | 147 | ||
| 5.5 Perspectives on corporate responsibility | 150 | ||
| 5.6 An ethical decision-making model | 152 | ||
| 5.7 Stakeholders and corporate responsibility | 154 | ||
| 5.8 Corporate responsibility and strategy | 156 | ||
| 5.9 Managing corporate responsibility | 161 | ||
| 5.10 Integrating themes | 162 | ||
| Summary | 164 | ||
| Test your understanding | 165 | ||
| Think critically | 166 | ||
| Develop a skill – clarifying values | 166 | ||
| Read more | 167 | ||
| Go online | 167 | ||
| Part 2 Case: BP | 168 | ||
| Part 2 Employability skills – preparing for the world of work | 173 | ||
| PART 3 PLANNING | 181 | ||
| CHAPTER 6 PLANNING | 182 | ||
| Case study: Crossrail | 183 | ||
| 6.1 Introduction | 184 | ||
| 6.2 Why people plan | 185 | ||
| 6.3 The content of plans | 186 | ||
| 6.4 Gathering information | 190 | ||
| 6.5 Setting goals (or objectives) – the ends | 193 | ||
| 6.6 Specifying what has to be done to achieve the goals – the means | 196 | ||
| 6.7 Implementing what has to be done, and monitoring progress | 197 | ||
| 6.8 Rational and creative planning processes | 199 | ||
| 6.9 Integrating themes | 201 | ||
| Summary | 203 | ||
| Test your understanding | 204 | ||
| Think critically | 204 | ||
| Develop a skill – defining a problem rationally | 204 | ||
| Read more | 205 | ||
| Go online | 205 | ||
| CHAPTER 7 DECISION MAKING | 206 | ||
| Case study: Ikea | 207 | ||
| 7.1 Introduction | 208 | ||
| 7.2 Managing decisions | 209 | ||
| 7.3 Programmed and non-programmed decisions | 214 | ||
| 7.4 Decision-making conditions | 215 | ||
| 7.5 Decision-making models | 218 | ||
| 7.6 Biases in making decisions | 224 | ||
| 7.7 Group decision making | 227 | ||
| 7.8 Integrating themes | 231 | ||
| Summary | 233 | ||
| Test your understanding | 234 | ||
| Think critically | 235 | ||
| Develop a skill – defining a problem creatively | 235 | ||
| Read more | 235 | ||
| Go online | 236 | ||
| CHAPTER 8 MANAGING STRATEGY | 238 | ||
| Case study: GKN | 239 | ||
| 8.1 Introduction | 240 | ||
| 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 | ||
| 8.9 Making things happen – delivering strategy | 260 | ||
| 8.10 Making revisions – implementing and evaluating | 262 | ||
| 8.11 Integrating themes | 263 | ||
| Summary | 265 | ||
| Test your understanding | 266 | ||
| 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 | ||
| Part 3 Case: The Virgin Group | 298 | ||
| Part 3 Employability skills – preparing for the world of work | 303 | ||
| PART 4 ORGANISING | 311 | ||
| CHAPTER 10 ORGANISATION STRUCTURE | 312 | ||
| Case study: GlaxoSmithKline (GSK) | 313 | ||
| 10.1 Introduction | 314 | ||
| 10.2 Strategy, organisation and performance | 314 | ||
| 10.3 Designing a structure | 316 | ||
| 10.4 Dividing work internally – functions, divisions and matrices | 322 | ||
| 10.5 Dividing work externally – outsourcing and networks | 326 | ||
| 10.6 Coordinating work | 328 | ||
| 10.7 Mechanistic and organic forms | 330 | ||
| 10.8 Learning organisations | 337 | ||
| 10.9 Integrating themes | 339 | ||
| Summary | 340 | ||
| Test your understanding | 342 | ||
| Think critically | 342 | ||
| 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 | ||
| CHAPTER 12 INFORMATION SYSTEMS AND E-BUSINESS | 372 | ||
| Case study: Google | 373 | ||
| 12.1 Introduction | 374 | ||
| 12.2 Converging technologies – new ways to add value | 375 | ||
| 12.3 Managing the new opportunities to add value | 378 | ||
| 12.4 Types of information systems | 383 | ||
| 12.5 The internet and e-business | 384 | ||
| 12.6 IS, strategy and organisation – the big picture | 392 | ||
| 12.7 Integrating themes | 395 | ||
| Summary | 397 | ||
| Test your understanding | 398 | ||
| Think critically | 399 | ||
| Develop a skill – setting a project agenda | 399 | ||
| Read more | 399 | ||
| Go online | 400 | ||
| CHAPTER 13 CREATIVITY, INNOVATION AND CHANGE | 402 | ||
| Case study: Dyson | 403 | ||
| 13.1 Introduction | 404 | ||
| 13.2 Creativity and innovation | 405 | ||
| 13.3 Sources of innovation | 409 | ||
| 13.4 Organisational influences on innovation | 413 | ||
| 13.5 Implementing innovation and change | 415 | ||
| 13.6 Models of change | 419 | ||
| 13.7 Integrating themes | 424 | ||
| Summary | 426 | ||
| Test your understanding | 427 | ||
| Think critically | 427 | ||
| Develop a skill – identifying stakeholders and their interests | 428 | ||
| Read more | 429 | ||
| Go online | 429 | ||
| Part 4 Case: The Royal Bank of Scotland | 430 | ||
| Part 4 Employability skills – preparing for the world of work | 435 | ||
| PART 5 LEADING | 443 | ||
| CHAPTER 14 INFLUENCING | 444 | ||
| Case study: British Museum | 445 | ||
| 14.1 Introduction | 446 | ||
| 14.2 Managing and leading depend on influencing | 447 | ||
| 14.3 Traits models | 450 | ||
| 14.4 Behavioural models | 453 | ||
| 14.5 Situational (or contingency) models | 456 | ||
| 14.6 Gaining and using power | 459 | ||
| 14.7 Choosing tactics to influence others | 463 | ||
| 14.8 Influencing through networks | 465 | ||
| 14.9 Integrating themes | 466 | ||
| Summary | 468 | ||
| Test your understanding | 469 | ||
| Think critically | 470 | ||
| Develop a skill – setting goals to influence others | 470 | ||
| Read more | 471 | ||
| Go online | 471 | ||
| CHAPTER 15 MOTIVATING | 472 | ||
| Case study: The Eden Project | 473 | ||
| 15.1 Introduction | 474 | ||
| 15.2 Perspectives on motivation – context and the psychological contract | 476 | ||
| 15.3 Behaviour modification | 480 | ||
| 15.4 Content theories of motivation | 482 | ||
| 15.5 Process theories of motivation | 490 | ||
| 15.6 Designing work to be motivating | 494 | ||
| 15.7 Motivating by flexible and high-performance work practices | 497 | ||
| 15.8 Integrating themes | 499 | ||
| Summary | 501 | ||
| Test your understanding | 502 | ||
| Think critically | 502 | ||
| Develop a skill – design a motivating job | 503 | ||
| Read more | 503 | ||
| Go online | 504 | ||
| CHAPTER 16 COMMUNICATING | 506 | ||
| 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 | ||
| 16.8 Integrating themes | 531 | ||
| Summary | 532 | ||
| Test your understanding | 534 | ||
| Think critically | 534 | ||
| Develop a skill – present ideas to an audience | 534 | ||
| Read more | 535 | ||
| Go online | 535 | ||
| CHAPTER 17 TEAMS | 536 | ||
| Case study: Cisco Systems | 537 | ||
| 17.1 Introduction | 538 | ||
| 17.2 Types of team | 539 | ||
| 17.3 Crowds, groups and teams | 542 | ||
| 17.4 Team composition | 544 | ||
| 17.5 Stages of team development | 547 | ||
| 17.6 Team processes | 551 | ||
| 17.7 Outcomes of teams – for the members | 552 | ||
| 17.8 Outcomes of teams – for the organisation | 554 | ||
| 17.9 Teams in context | 556 | ||
| 17.10 Integrating themes | 557 | ||
| Summary | 559 | ||
| Test your understanding | 560 | ||
| Think critically | 560 | ||
| Develop a skill – observing team processes | 560 | ||
| Read more | 561 | ||
| Go online | 561 | ||
| Part 5 Case: British Heart Foundation | 562 | ||
| Part 5 Employability skills – preparing for the world of work | 567 | ||
| PART 6 CONTROLLING | 575 | ||
| 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 |