دانلود کتاب Management: Using Practice and Theory to Develop Skill

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Front Cover
Half Title Page
Title Page
Copyright Page
Brief Contents
Contents
Preface to the eighth edition
Preface to the first edition
Acknowledgements
Publisher\'s Acknowledgements
PART 1 AN INTRODUCTION TO MANAGEMENT
CHAPTER 1 MANAGING IN ORGANISATIONS
Case study: Ryanair
1.1 Introduction
1.2 Meanings of management
1.3 Managing to add value
1.4 Adding value by managing task, process and context
1.5 Influencing through the tasks of managing
1.6 Influencing through the process of managing
1.7 Influencing through shaping the context
1.8 Managing needs clear thinking
1.9 Think clearly to connect practice,theory and skill
Develop a skill: networking
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CHAPTER 2 THEORIES OF MANAGEMENT
Case study: innocent drinks
2.1 Introduction
2.2 Theories illuminate tasks, processes and contexts
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 Contingency management
2.9 Think clearly to connect practice, theory and skill
Develop a skill: self-awareness
Summary
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Part 1 Case: Apple Inc.
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 and general environment
3.5 Stakeholders and corporate governance
3.6 Think clearly to connect practice, theory and skill
Develop a skill: present a reasoned case
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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 Socio-cultural
4.5 Hofstede\'s comparison of national cultures
4.6 Factors stimulating globalisation
4.7 Think clearly to connect practice, theory and skill
Develop a skill: mindfulness
Summary
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CHAPTER 5 CORPORATE RESPONSIBILITY
Case study: The Co-operative Group
5.1 Introduction
5.2 Corporate malpractice, philanthropy and responsibility
5.3 Perspectives on corporate responsibility
5.4 An ethical decision-making model
5.5 Stakeholders and corporate responsibility
5.6 Corporate responsibility and strategy
5.7 Does responsible action affect performance?
5.8 Think clearly to connect practice, theory and skill
Develop a skill: clarifying values
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Part 2 Case: BP
PART 3 PLANNING
CHAPTER 6 MAKING DECISIONS
Case study: IKEA
6.1 Introduction
6.2 Iterative elements in making a decision
6.3 Nature of a decision
6.4 The context of decisions
6.5 A generic theory of decision processes
6.6 Biases in making decisions
6.7 Think clearly to connect practice, theory and skill
Develop a skill: setting success criteria
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CHAPTER 7 PLANNING
Case study: Crossrail builds the Elizabeth Line
7.1 Introduction
7.2 Why people plan
7.3 Types of plan
7.4 Information for planning
7.5 Setting goals
7.6 Organising
7.7 Acting and leading – to implement and monitor
7.8 Think clearly to connect practice, theory and skill
Develop a skill: planning to use your time effectively
Summary
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CHAPTER 8 MANAGING STRATEGY
Case study: GKN
8.1 Introduction
8.2 Strategy – process, content (task) and context
8.3 Strategy processes – rational, judgemental, negotiated, adaptive
8.4 Strategy processes (2) – Strategy as practice?
8.5 Making sense – external analysis
8.6 Making sense – internal analysis
8.7 Making choices – strategy at business unit levels
8.8 Making things happen – delivering strategy
8.9 Making revisions – implementing and evaluating
8.10 Think clearly to connect practice, theory and skill
Develop a skill: setting clear goals
Summary
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CHAPTER 9 MANAGING MARKETING
Case study: Manchester United FC
9.1 Introduction
9.2 The internal context – a marketing orientation?
9.3 The external context of marketing
9.4 Marketing tasks – understanding customers and markets
9.5 Choosing segments, targets, and the market offer
9.6 Using the marketing mix
9.7 Think clearly to connect practice, theory and skill
Develop a skill: identifying customer needs
Summary
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Part 3 Case: Virgin Group
PART 4 ORGANISING
CHAPTER 10 STRUCTURE
Case study: GlaxoSmithKline (GSK)
10.1 Introduction
10.2 Structure, strategy and performance
10.3 Tasks of structure – the tools
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 Think clearly to connect practice, theory and skill
Develop a skill: coordinating work
Summary
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CHAPTER 11 HUMAN RESOURCE MANAGEMENT
Case study: BMW
11.1 Introduction
11.2 HRM and performance – the empirical evidence
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 Think clearly to connect practice, theory and skill
Develop a skill: preparing for an interview
Summary
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CHAPTER 12 INFORMATION SYSTEMS AND E-BUSINESS
Case study: Google
12.1 Introduction
12.2 The context of IS – digital disruption
12.3 The internet and e-business
12.4 Two applications – customers and knowledge
12.5 Adding value depends on technology and organisation
12.6 Think clearly to connect practice, theory and skill
Develop a skill: setting a project agenda
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CHAPTER 13 ENTREPRENEURSHIP, CREATIVITY AND INNOVATION
Case study: Dyson
13.1 Introduction
13.2 Entrepreneurship and why it matters
13.3 Why do people become entrepreneurs?
13.4 Entrepreneurial tasks, processes and contexts
13.5 Creativity and innovation
13.6 Sources of innovation
13.7 Think clearly to connect practice, theory and skill
Develop a skill: practising everyday creativity
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Part 4 Case: Royal Bank of Scotland
PART 5 LEADING
CHAPTER 14 INFLUENCING
Case study: W.L. Gore and Associates in Europe
14.1 Introduction
14.2 Managing and leading depend on influencing
14.3 Traits models
14.4 Situational (or contingency) models
14.5 Gaining and using power
14.6 Choosing tactics to influence others
14.7 Influencing through networks
14.8 Think clearly to connect practice, theory and skill
Develop a skill: setting \'end-of-event\' goals
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CHAPTER 15 MOTIVATING
Case study: The Eden Project
15.1 Introduction
15.2 Contexts of motivation
15.3 The psychological contract
15.4 Behaviour modification
15.5 Content theories
15.6 Process theories
15.7 Designing work to be motivating
15.8 Think clearly to connect practice, theory and skill
Develop a skill: design a motivating job
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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 Interpersonal skills for communicating
16.6 Communicating in context
16.7 Think clearly to connect practice, theory and skill
Develop a skill: present ideas to an audience
Summary
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CHAPTER 17 TEAMS
Case study: Cisco Systems
17.1 Introduction
17.2 Tasks and types of teams
17.3 Crowds, groups and teams
17.4 Stages of team development
17.5 Team processes
17.6 Outcomes of teams – for members and organisations
17.7 Teams in context
17.8 Think clearly to connect practice, theory and skill
Develop a skill: observing team processes
Summary
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CHAPTER 18 MANAGING CHANGE
Case study: Amazon
18.1 Introduction
18.2 Change and the social group – Kurt Lewin
18.3 The wider internal context
18.4 External contexts
18.5 Theories of change
18.6 Stakeholders and interest groups
18.7 Think clearly to connect practice, theory and skill
Develop a skill: identifying stakeholders and their interests
Summary
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Part 5 Case: British Heart Foundation
PART 6 CONTROLLING
CHAPTER 19 MANAGING OPERATIONS AND QUALITY
Case study: Zara
19.1 Introduction
19.2 The transformation process view of operations
19.3 Operations management and competitiveness
19.4 Operations processes
19.5 Main activities of operations
19.6 Quality
19.7 Think clearly to connect practice, theory and skill
Develop a skill: assessing what customers mean by quality
Summary
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CHAPTER 20 CONTROL AND PERFORMANCE MEASUREMENT
Case study: Performance management in the NHS
20.1 Introduction
20.2 The control process
20.3 Strategies for control – mechanistic or organic?
20.4 Tactics for control
20.5 How to measure performance
20.6 Human considerations in control
20.7 Think clearly to connect practice, theory and skill
Develop a skill: monitoring progress on a task
Summary
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Part 6 Case: Tesco
Glossary
References
Index
Back Cover