Additional Information
Book Details
Abstract
This edition has been fully updated and revised to cover the important key elements covered in any introduction to management course; planning, organising, implementing, controlling and changing. The text also explores origins and context of management globalisation, social responsibility; quality and enterprise. A critical view stimulates the learning process in an engaging fashion for students. Learning is further aided by diagrams and real-world business examples. Case studies and examples are taken from many sectors, and are truly global. A strong emphasis is placed on examining the application of theory in practice.
Table of Contents
| Section Title | Page | Action | Price |
|---|---|---|---|
| Cover | Cover | ||
| Management | iii | ||
| Brief contents | v | ||
| Contents | vii | ||
| Preface | xi | ||
| Guided tour | xiv | ||
| A note on writing style | xvi | ||
| Acknowledgements | xviii | ||
| Plan of the book | xix | ||
| Management in context | 1 | ||
| Management and managers | 3 | ||
| Chapter objectives | 3 | ||
| Opening case: Education, education, education | 4 | ||
| What is management? | 6 | ||
| Studying management | 13 | ||
| Becoming a successful manager | 18 | ||
| Using a historical perspective | 20 | ||
| The classical perspective | 21 | ||
| The human relations perspective | 28 | ||
| The management science perspective | 32 | ||
| Integrating perspectives | 33 | ||
| The contingency perspective | 37 | ||
| Conclusion: looking backwards and forwards | 38 | ||
| Quick check | 40 | ||
| Questions | 40 | ||
| Closing case: Overdose of managers? | 41 | ||
| Bibliography | 42 | ||
| References | 42 | ||
| Outside the organisation: understanding the environment | 44 | ||
| Chapter objectives | 44 | ||
| Opening case: EMI’s exacting environment | 45 | ||
| Sensing the environment | 47 | ||
| Describing the environment | 48 | ||
| The operating environment | 50 | ||
| The wider environment | 55 | ||
| The technological environment | 62 | ||
| Interpreting the environment | 64 | ||
| Conclusion: interpreting the changing environment | 68 | ||
| Quick check | 68 | ||
| Questions | 69 | ||
| Closing case: Going bananas | 69 | ||
| Bibliography | 70 | ||
| References | 71 | ||
| Inside the organisation: adapting to change | 73 | ||
| Chapter objectives | 73 | ||
| Opening case: Lego: the toy of the twentieth century? | 74 | ||
| Coping with the uncertain environment | 76 | ||
| Organisations and environments | 78 | ||
| The organisation’s culture | 87 | ||
| Culture change | 95 | ||
| Conclusion: change is necessary but difficult | 97 | ||
| Quick check | 98 | ||
| Questions | 98 | ||
| Closing case: Creating a new culture | 98 | ||
| Bibliography | 99 | ||
| References | 100 | ||
| Themes in management | 101 | ||
| Global business: bridging nations and cultures | 103 | ||
| Chapter objectives | 103 | ||
| Opening case: Exports keep up Scotch distillers’ spirits | 104 | ||
| Globalisation | 106 | ||
| The second global economy | 107 | ||
| Who are the multinational enterprises? | 108 | ||
| Location of multinational enterprises | 110 | ||
| Features of multinational enterprises | 112 | ||
| Becoming a multinational enterprise | 114 | ||
| Foreign direct investment | 119 | ||
| Managing in different cultures | 120 | ||
| Conclusion: managing the global corporation | 130 | ||
| Quick check | 131 | ||
| Questions | 131 | ||
| Closing case: Tesco’s glocal growth | 132 | ||
| Bibliography | 133 | ||
| References | 133 | ||
| Social responsibility and ethics | 136 | ||
| Chapter objectives | 136 | ||
| Opening case: Being socially responsible and staying in business | 137 | ||
| Social responsibility | 138 | ||
| Ethics | 147 | ||
| Managing social responsibility and ethics | 156 | ||
| Conclusion: social responsibility and ethics | 158 | ||
| Quick check | 160 | ||
| Questions | 160 | ||
| Closing case: Irresponsible advertising from Benetton? | 160 | ||
| Bibliography | 161 | ||
| References | 161 | ||
| Managing for quality | 164 | ||
| Chapter objectives | 164 | ||
| What is quality? | 166 | ||
| Opening case: Perfecting the Big Mac | 165 | ||
| Why is quality important? | 168 | ||
| Sources of quality ideas | 173 | ||
| Quality standards | 175 | ||
| Total Quality Management | 180 | ||
| Spreading the word: the work of Deming | 187 | ||
| Techniques for quality investigation | 188 | ||
| Service quality | 194 | ||
| Conclusion: quality is (nearly) all | 198 | ||
| Quick check | 198 | ||
| Questions | 199 | ||
| Closing case: Shering weighs it up | 199 | ||
| Bibliography | 200 | ||
| References | 200 | ||
| Enterprise | 202 | ||
| Chapter objectives | 202 | ||
| Opening case: The rise of Intrason | 203 | ||
| What do enterprise and small business mean? | 204 | ||
| What makes an entrepreneur? | 207 | ||
| Encouraging the entrepreneur | 213 | ||
| Intrapreneurs | 218 | ||
| Managing the SME | 220 | ||
| Conclusion: the intertwining of enterprise and the economy | 224 | ||
| Quick check | 224 | ||
| Questions | 225 | ||
| Closing case: Storwell | 225 | ||
| Bibliography | 226 | ||
| References | 227 | ||
| Planning and decision making | 229 | ||
| Planning and strategic management | 231 | ||
| Chapter objectives | 231 | ||
| Opening case: Uncertain year for Halewood1 | 232 | ||
| What is planning? | 234 | ||
| Planning under uncertainty | 238 | ||
| Objectives, goals and mission | 240 | ||
| Contingencies and crises | 245 | ||
| Strategic management | 247 | ||
| Business strategy | 251 | ||
| Corporate strategy | 261 | ||
| Limits to strategic management | 264 | ||
| Conclusion: statements of ends and means | 266 | ||
| Quick check | 267 | ||
| Questions | 267 | ||
| Closing case: Nokia connects | 268 | ||
| Bibliography | 269 | ||
| References | 269 | ||
| Decision making: choosing from alternatives | 272 | ||
| Chapter objectives | 272 | ||
| Opening case: Air traffic control: streams of complex, risky decisions | 273 | ||
| Managers making decisions | 275 | ||
| Decision making | 284 | ||
| Groups in decision making | 291 | ||
| Creativity | 295 | ||
| Conclusion: the right alternatives and choices | 297 | ||
| Quick check | 298 | ||
| Questions | 298 | ||
| Closing case: Risky decisions at Merck | 300 | ||
| Bibliography | 301 | ||
| References | 301 | ||
| Organising, leading and communicating | 303 | ||
| Organising: principles and design | 305 | ||
| Chapter objectives | 305 | ||
| Opening case: Siemens AG: integrating a worldwide portfolio ofbusinesses1 | 306 | ||
| Principles | 308 | ||
| Representing organisations | 316 | ||
| Forms of organisation | 318 | ||
| Organisational design | 328 | ||
| Environment and organisational design | 328 | ||
| Internal factors in organisational design | 335 | ||
| Criticisms | 342 | ||
| Conclusion: which structure? | 347 | ||
| Quick check | 348 | ||
| Closing case: Abbott’s structural dilemma50 | 349 | ||
| Questions | 348 | ||
| Bibliography | 351 | ||
| References | 351 | ||
| Leadership and motivation | 353 | ||
| Chapter objectives | 353 | ||
| Opening case: Peace, joy and results for Juve | 354 | ||
| Leadership and management | 355 | ||
| Theories of leadership | 359 | ||
| Motivation | 368 | ||
| Motivation in practice | 381 | ||
| Conclusion: follow the leader ... partly | 384 | ||
| Quick check | 385 | ||
| Questions | 386 | ||
| Closing case: Messing about in lifeboats53 | 387 | ||
| Bibliography | 388 | ||
| References | 388 | ||
| Groups and teams | 390 | ||
| Chapter objectives | 390 | ||
| Opening case: Work teams at Volvo1 | 391 | ||
| What are groups and teams? | 392 | ||
| Group formation | 395 | ||
| Group processes | 400 | ||
| Factors influencing group performance | 403 | ||
| Groups in practice | 410 | ||
| Conclusion: getting the most out of an old idea | 414 | ||
| Quick check | 414 | ||
| Questions | 415 | ||
| Closing case: Tax office groups and teams | 415 | ||
| Bibliography | 416 | ||
| References | 416 | ||
| Communication in management | 418 | ||
| Chapter objectives | 418 | ||
| Opening case: Fossilised communications1 | 419 | ||
| The communication process | 423 | ||
| Becoming a better communicator | 434 | ||
| Communication and organisation | 437 | ||
| Overcoming problems | 441 | ||
| The limits to truth | 443 | ||
| Conclusion: responsible communication | 446 | ||
| Quick check | 447 | ||
| Questions | 447 | ||
| Closing case: Selling products or solutions | 448 | ||
| Bibliography | 449 | ||
| References | 449 | ||
| Implementing policies and plans | 451 | ||
| Human resource management | 453 | ||
| Chapter objectives | 453 | ||
| Opening case: Skills at the Skipton1 | 454 | ||
| What is human resource management? | 455 | ||
| Activities of the HRM function | 457 | ||
| Questions for the human resources manager | 476 | ||
| Conclusion: the paradox of HRM | 480 | ||
| Quick check | 481 | ||
| Questions | 481 | ||
| Closing case: Do we expect too much of aid workers? | 482 | ||
| Bibliography | 482 | ||
| References | 483 | ||
| Operations management | 485 | ||
| Chapter objectives | 485 | ||
| Opening case: Flawless flooring from Amtico | 486 | ||
| Outline of operations management | 487 | ||
| Planning the operations process | 490 | ||
| Facility location: push and pull | 503 | ||
| Capacity management | 505 | ||
| Scheduling: short-term operations management | 508 | ||
| Scheduling services | 513 | ||
| Conclusion: managing primary functions | 515 | ||
| Quick check | 516 | ||
| Questions | 516 | ||
| Closing case: IKEA furnishes the world | 517 | ||
| Bibliography | 518 | ||
| References | 518 | ||
| Marketing: managing relations with customers | 520 | ||
| Chapter objectives | 520 | ||
| Opening case: Focus on cameras1 | 521 | ||
| What is marketing? | 525 | ||
| Marketing research | 528 | ||
| Building relationships with customers | 535 | ||
| Building brands | 540 | ||
| Marketing, ethics and social responsibility | 546 | ||
| Conclusion: responsible marketing | 550 | ||
| Quick check | 551 | ||
| Questions | 551 | ||
| Closing case: Joburgers? | 552 | ||
| Bibliography | 553 | ||
| References | 553 | ||
| Innovation: from ideas to customer benefits | 555 | ||
| Chapter objectives | 555 | ||
| Opening case: Clockwork radi | 556 | ||
| Innovation in context | 558 | ||
| The innovation process | 565 | ||
| Managing innovation | 569 | ||
| Conclusion: the vital process of innovation | 577 | ||
| Quick check | 578 | ||
| Questions | 578 | ||
| Closing case: ‘Inspire the Next’ | 579 | ||
| Bibliography | 581 | ||
| References | 581 | ||
| Control and change | 583 | ||
| Control of management processes | 585 | ||
| Chapter objectives | 585 | ||
| Opening case: Home shopping services | 586 | ||
| What is control? | 588 | ||
| Types of control system | 592 | ||
| Building the control system | 602 | ||
| Effective control | 606 | ||
| What to measure: broadening criteria | 608 | ||
| Behavioural issues in control | 610 | ||
| Conclusion: control has its limits | 612 | ||
| Quick check | 613 | ||
| Questions | 613 | ||
| Closing case: Skandia’s scorecard | 614 | ||
| Bibliography | 615 | ||
| References | 616 | ||
| Control, learning and change | 617 | ||
| Chapter objectives | 617 | ||
| Opening case: All eyes on Bausch & Lomb | 618 | ||
| People and control | 622 | ||
| Control, learning and change | 629 | ||
| Change | 635 | ||
| Organisation development | 643 | ||
| Reengineering | 646 | ||
| Evaluation | 647 | ||
| Chaos and change | 650 | ||
| Conclusion: the limits of control and change | 653 | ||
| Quick check | 654 | ||
| Questions | 654 | ||
| Closing case: Reengineering the Royal | 655 | ||
| Bibliography | 656 | ||
| References | 656 | ||
| Index | 659 |