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Essentials of management : a concise introduction / / David Boddy, University of Glasgow
| Essentials of management : a concise introduction / / David Boddy, University of Glasgow |
| Autore | Boddy David |
| Edizione | [1st ed.] |
| Pubbl/distr/stampa | Harlow, England : , : PEARSON, , [2012] |
| Descrizione fisica | 1 online resource (xvi, 376 p. ) : ill. (chiefly col.) |
| Disciplina | 658 |
| Soggetto topico | Management |
| ISBN |
1-280-78117-3
0-273-73932-8 9786613691569 |
| Formato | Materiale a stampa  |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto | Preface to the first edition Guided tour of the book Guided tour of the website Acknowledgements Part 1 An Introduction to Managment 1 Managing in organisations 2 Models of management Part 2 The environment of Mangement 3 Organisation cultures and contexts 4 Managing internationally 5 Corporate responsibility Part 3 Planning 6 Planning 7 Decision making 8 Managing strategy Part 4 Organising 9 Organisation structure 10 Information systems and e-business 11 Managing change and innovation Part 5 Leading 12 Influencing 13 Motivating 14 Communicating 15 Working in teams Part 6 Controlling 16 Managing operations and quality 17 Performance measurement and control Glossary References Index |
| Record Nr. | UNINA-9910150224103321 |
Boddy David
|
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| Harlow, England : , : PEARSON, , [2012] | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
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Management : an introduction / / David Boddy
| Management : an introduction / / David Boddy |
| Autore | Boddy David |
| Edizione | [Seventh edition.] |
| Pubbl/distr/stampa | Harlow, England : , : Pearson, , [2017] |
| Descrizione fisica | xx, 703p. : col. ill., photo's, charts |
| Disciplina | 658 |
| Soggetto topico | Management |
| ISBN | 1-292-25443-2 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
Cover -- Half Title Page -- Title Page -- Copyright Page -- Brief Contents -- Contents -- Preface to the seventh edition -- Preface to the first edition -- Acknowledgements -- PART 1 AN INTRODUCTION TO MANAGEMENT -- 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 -- 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 to develop knowledge and skill -- 1.9 Integrating themes -- Summary -- Test your understanding -- Think critically -- Develop a skill - networking -- 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 -- Develop a skill - self-awareness -- 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: British Broadcasting Corporation (BBC) -- 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 -- Develop a skill - present a reasoned case.
Read more -- Go online -- CHAPTER 4 MANAGING INTERNATIONALLY -- Case study: Carlsberg -- 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 -- Develop a skill - mindfulness -- Read more -- Go online -- 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 -- 6.6 Specifying what has to be done to achieve the goals - the means -- 6.7 Implementing what has to be done, and monitoring progress -- 6.8 Rational and creative planning processes -- 6.9 Integrating themes -- Summary -- Test your understanding -- Think critically -- Develop a skill - defining a problem rationally -- Read more -- Go online -- CHAPTER 7 DECISION MAKING -- Case study: Ikea -- 7.1 Introduction -- 7.2 Managing 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 -- Develop a skill - defining a problem creatively -- 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 -- Develop a skill - setting clear goals -- 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 -- Develop a skill - identifying customer needs -- 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 (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 -- Develop a skill - coordinating work -- 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 Equal opportunities and diversity -- 11.9 Integrating themes -- Summary -- Test your understanding -- Think critically -- Develop a skill - preparing for an interview -- 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 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 -- CHAPTER 13 CREATIVITY, INNOVATION AND CHANGE -- Case study: Dyson -- 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 -- 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 -- 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 -- Develop a skill - setting goals to influence others -- 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 Motivating by flexible and high-performance work practices -- 15.8 Integrating themes -- Summary -- Test your understanding -- Think critically -- Develop a skill - design a motivating job -- 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 -- Develop a skill - present ideas to an audience -- 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. Develop a skill - observing team processes. |
| Record Nr. | UNINA-9910154942703321 |
|
Boddy David
|
||
| Harlow, England : , : Pearson, , [2017] | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
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Management: An Introduction
| Management: An Introduction |
| Autore | Boddy David |
| Edizione | [6th ed.] |
| Pubbl/distr/stampa | [Place of publication not identified], : Pearson Education Limited, 2013 |
| Descrizione fisica | 1 online resource (714 pages) |
| Disciplina | 658 |
| ISBN | 1-292-00444-4 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| 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. |
| Altri titoli varianti | Management |
| Record Nr. | UNINA-9910153061703321 |
|
Boddy David
|
||
| [Place of publication not identified], : Pearson Education Limited, 2013 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||