Management: An Introduction

• Autore: Boddy David
• Pubblicazione: [Place of publication not identified], : Pearson Education Limited, 2013
• Edizione: 6th ed.
• Descrizione fisica: 1 online resource (714 pages)
• Disciplina: 658
• Note generali: Bibliographic Level Mode of Issuance: Monograph
• Nota di contenuto: Cover -- Contents -- Preface to the first edition -- Preface to the sixth edition -- Guided tour of the book -- Guided tour of MyManagementLab -- Acknowledgements -- PART 1 AN INTRODUCTION TO MANAGEMENT -- CHAPTER 1 MANAGING IN ORGANISATIONS -- Case study: Ryanair -- 1.1 Introduction -- 1.2 Managing to add value to resources -- 1.3 Meanings of management -- 1.4 Specialisation between areas of management -- 1.5 Influencing through the process of managing -- 1.6 Influencing through the tasks of managing -- 1.7 Influencing through shaping the context -- 1.8 Thinking critically -- 1.9 Integrating themes -- Summary -- Test your understanding -- Think critically -- Read more -- Go online -- CHAPTER 2 MODELS OF MANAGEMENT -- Case study: Innocent drinks -- 2.1 Introduction -- 2.2 Why study models of management? -- 2.3 The competing values framework -- 2.4 Rational goal models -- 2.5 Internal process models -- 2.6 Human relations models -- 2.7 Open systems models -- 2.8 Integrating themes -- Summary -- Test your understanding -- Think critically -- Read more -- Go online -- Part 1 Case: Apple Inc. -- Part 1 Employability skills - preparing for the world of work -- PART 2 THE ENVIRONMENT OF MANAGEMENT -- CHAPTER 3 ORGANISATION CULTURES AND CONTEXTS -- Case study: Nokia -- 3.1 Introduction -- 3.2 Cultures and their components -- 3.3 Types of culture -- 3.4 The competitive environment - Porter's Five Forces -- 3.5 The general environment - PESTEL -- 3.6 Environmental complexity and dynamism -- 3.7 Stakeholders and corporate governance -- 3.8 Integrating themes -- Summary -- Test your understanding -- Think critically -- Read more -- Go online -- CHAPTER 4 MANAGING INTERNATIONALLY -- Case study: Starbucks -- 4.1 Introduction -- 4.2 Ways to conduct business internationally -- 4.3 The contexts of international business - PESTEL. ; 4.4 Legal context - trade agreements and trading blocs -- 4.5 Socio-cultural context -- 4.6 Hofstede's comparison of national cultures -- 4.7 Contrasting management systems -- 4.8 Forces driving globalisation -- 4.9 Integrating themes -- Summary -- Test your understanding -- Think critically -- Read more -- Go online -- CHAPTER 5 CORPORATE RESPONSIBILITY -- Case study: The Co-operative Group -- 5.1 Introduction -- 5.2 Malpractice, philanthropy and enlightened self-interest -- 5.3 Perspectives on individual responsibilities -- 5.4 Perspectives on corporate responsibility -- 5.5 An ethical decision making model -- 5.6 Stakeholders and corporate responsibility -- 5.7 Corporate responsibility and strategy -- 5.8 Managing corporate responsibility -- 5.9 Integrating themes -- Summary -- Test your understanding -- Think critically -- 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 The process of planning -- 6.5 Gathering information -- 6.6 Setting goals (or objectives) - the ends -- 6.7 Deciding how to achieve the goals - the means -- 6.8 Implementing, monitoring and revising -- 6.9 Integrating themes -- Summary -- Test your understanding -- Think critically -- Read more -- Go online -- CHAPTER 7 DECISION MAKING -- Case study: Ikea -- 7.1 Introduction -- 7.2 Tasks in making decisions -- 7.3 Programmed and non-programmed decisions -- 7.4 Decision making conditions -- 7.5 Decision making models -- 7.6 Biases in making decisions -- 7.7 Group decision making -- 7.8 Integrating themes -- Summary -- Test your understanding -- Think critically -- Read more -- Go online -- CHAPTER 8 MANAGING STRATEGY -- Case study: GKN -- 8.1 Introduction. ; 8.2 Strategy - process, content and context -- 8.3 Planning, learning and political perspectives -- 8.4 How do managers develop strategies? -- 8.5 Making sense - external analysis -- 8.6 Making sense - internal analysis -- 8.7 Making choices - deciding strategy at corporate level -- 8.8 Making choices - deciding strategy at business unit level -- 8.9 Making things happen - delivering strategy -- 8.10 Making revisions - implementing and evaluating -- 8.11 Integrating themes -- Summary -- Test your understanding -- Think critically -- Read more -- Go online -- CHAPTER 9 MANAGING MARKETING -- Case study: Manchester United FC -- 9.1 Introduction -- 9.2 Understanding customers and markets -- 9.3 The marketing environment -- 9.4 Segments, targets, and the market offer -- 9.5 Using the marketing mix -- 9.6 The product life cycle -- 9.7 Customer relationship management -- 9.8 A marketing orientation -- 9.9 Integrating themes -- Summary -- Test your understanding -- Think critically -- Read more -- Go online -- 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 -- 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 Co-ordinating work -- 10.7 Mechanistic and organic forms -- 10.8 Learning organisations -- 10.9 Integrating themes -- Summary -- Test your understanding -- Think critically -- Read more -- Go online -- CHAPTER 11 HUMAN RESOURCE MANAGEMENT -- Case study: BMW -- 11.1 Introduction -- 11.2 HRM and performance -- 11.3 What do HR managers do? -- 11.4 Human resource planning -- 11.5 Job analysis -- 11.6 Recruitment and selection. ; 11.7 Reward management -- 11.8 Managing diversity -- 11.9 Integrating themes -- Summary -- Test your understanding -- Think critically -- Read more -- Go online -- CHAPTER 12 INFORMATION SYSTEMS AND E-BUSINESS -- 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 system -- 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 -- Read more -- Go online -- CHAPTER 13 CREATIVITY, INNOVATION AND CHANGE -- Case study: Pixar Animation -- 13.1 Introduction -- 13.2 Creativity and innovation -- 13.3 Sources of innovation -- 13.4 Organisational influences on innovation -- 13.5 Implementing innovation and change -- 13.6 Models of change -- 13.7 Integrating themes -- Summary -- Test your understanding -- Think critically -- 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 -- CHAPTER 14 INFLUENCING -- Case study: British Museum -- 14.1 Introduction -- 14.2 Managing and leading depend on influencing -- 14.3 Traits models -- 14.4 Behavioural models -- 14.5 Situational (or contingency) models -- 14.6 Gaining and using power -- 14.7 Choosing tactics to influence others -- 14.8 Influencing through networks -- 14.9 Integrating themes -- Summary -- Test your understanding -- Think critically -- Read more -- Go online -- CHAPTER 15 MOTIVATING -- Case study: The Eden Project -- 15.1 Introduction -- 15.2 Perspectives on motivation - context and the psychological contract -- 15.3 Behaviour modification -- 15.4 Content theories of motivation -- 15.5 Process theories of motivation -- 15.6 Designing work to be motivating. ; 15.7 Interaction of motivation and strategy -- 15.8 Integrating themes -- Summary -- Test your understanding -- Think critically -- Read more -- Go online -- CHAPTER 16 COMMUNICATING -- Case study: Facebook -- 16.1 Introduction -- 16.2 Communicating to add value -- 16.3 The communication process -- 16.4 Selecting communication channels -- 16.5 Communication networks -- 16.6 Interpersonal skills for communicating -- 16.7 Communication and strategy - the wider context -- 16.8 Integrating themes -- Summary -- Test your understanding -- Think critically -- Read more -- Go online -- CHAPTER 17 TEAMS -- Case study: Cisco Systems -- 17.1 Introduction -- 17.2 Types of team -- 17.3 Crowds, groups and teams -- 17.4 Team composition -- 17.5 Stages of team development -- 17.6 Team processes -- 17.7 Outcomes of teams - for the members -- 17.8 Outcomes of teams - for the organisation -- 17.9 Teams in context -- 17.10 Integrating themes -- Summary -- Test your understanding -- Think critically -- Read more -- Go online -- Part 5 Case: The British Heart Foundation -- Part 5 Employability skills - preparing for the world of work -- PART 6 CONTROLLING -- CHAPTER 18 MANAGING OPERATIONS AND QUALITY -- Case study: Zara -- 18.1 Introduction -- 18.2 What is operations management? -- 18.3 The practice of operations management -- 18.4 Operations processes -- 18.5 Process design -- 18.6 Main activities of operations -- 18.7 Quality -- 18.8 Integrating themes -- Summary -- Test your understanding -- Think critically -- Read more -- Go online -- CHAPTER 19 CONTROL AND PERFORMANCE MEASUREMENT -- Case study: Performance management in the NHS -- 19.1 Introduction -- 19.2 What is control and how to achieve it? -- 19.3 How do you know you are in control? -- 19.4 How to measure performance? -- 19.5 Human considerations in control -- 19.6 Integrating themes -- Summary. ; Test your understanding.
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• Altri titoli varianti: Management
• Titolo autorizzato: Management
• ISBN: 1-292-00444-4
• Formato: Materiale a stampa
• Livello bibliografico: Monografia
• Lingua di pubblicazione: Inglese
• Record Nr.: 9910153061703321
• Lo trovi qui: Univ. Federico II