Introduction to management

Başlık:

Yazar:

Pettinger, Richard

ISBN:

9780230000384

Ek Yazar:

Pettinger, Richard

Edition:

4th ed.

Yayım Bilgisi:

Basingstoke [England] ; New York Palgrave Macmillan 2007

Fiziksel Tanım:

xxvii, 667 p. : ill. (some col.) ; 25 cm.

General Note:

Includes bibliographical references (p. [645]-650) and index.

Contents:

Managing in a changing environment

Konu Terimleri:

Management

Yönetim.

Mevcut:*

Library	Materyal Türü	Barkod	Yer Numarası	Durum
Searching... Pamukkale Merkez Kütüphanesi	Kitap	0133586	HD31 .P48 2007	Searching... Unknown

This popular core textbook provides an authoritative introduction to business management. Covering all the functional areas of the field, the text provides a robust framework to help students understand the inter-relatedness of different aspects of management and how they fit together in an organisation. Strong emphasis is placed throughout on providing students with a thorough and practical grounding in the topic, with a focus on helping them developing effective management skills. Now in its fourth edition, Introduction to Management has been fully updated and expanded to cover new developments in the field.
Written by a leading expert with extensive management experience, this is ideal reading for students studying introductory courses in management at undergraduate, postgraduate or MBA level. It does not require prior knowledge of business and management.

Author Notes

RICHARD PETTINGER is a Lecturer in Management at University College London, UK. He has written over 30 books on management, business and related areas. He has extensive management experience and is a consultant to a number of large and small organizations in all sectors.

List of figures	p. xiii
List of tables	p. xvi
List of Management in Focus boxes	p. xvii
Preface	p. xxv
Acknowledgements	p. xxviii
Part 1 The foundations of management	p. 1
1 Introduction	p. 5
Introduction	p. 6
The foundations of management	p. 6
The professionalisation of management	p. 16
Management research and literature	p. 17
Excellence	p. 20
Conclusions	p. 24
Developing management skills and expertise	p. 26
2 Managing in a changing environment	p. 27
Introduction	p. 28
The drive for change	p. 30
Barriers to effective change	p. 31
Changing cultures and structures	p. 34
Change catalysts and agents	p. 36
Changing attitudes and approaches to quality, value and expectations	p. 36
Current managerial issues	p. 39
Conclusions	p. 43
Developing management skills and expertise	p. 45
3 Organisational and managerial performance	p. 47
Introduction	p. 48
Prerequisites for successful and effective performance	p. 48
Components of successful performance	p. 50
Information	p. 54
Responsibilities	p. 55
Stakeholder considerations	p. 57
Priorities, aims and objectives	p. 58
Qualitative assessment and judgement	p. 59
Conclusions	p. 55
Developing management skills and expertise	p. 67
4 Risk	p. 69
Introduction	p. 70
Risks and rewards	p. 70
Internal colloquy	p. 70
External colloquy	p. 71
Strategic risk management	p. 73
Factors outside the control of the organisation	p. 78
Operational approaches to risk management	p. 79
Applying risk management	p. 82
Other aspects of risk management	p. 87
Conclusions	p. 87
Developing management skills and expertise	p. 89
5 Ethics	p. 90
Introduction	p. 91
Survival	p. 94
Relationships with employees	p. 95
Responsibilities and obligations to staff	p. 95
Relationships with suppliers	p. 98
Relationships with customers	p. 100
Relationships with communities	p. 102
Means and ends	p. 105
Conclusions	p. 105
Developing management skills and expertise	p. 109
6 Globalisation	p. 110
Introduction	p. 111
Globalisation	p. 111
The foundations of globalisation	p. 112
Drives for globalisation	p. 113
Axes of globalisation	p. 116
Other issues in globalisation	p. 117
Developing a global presence and influence	p. 119
Organisational and management aspects	p. 122
Dominance, dependence and responsibility	p. 126
Conclusions	p. 127
Developing management skills and expertise	p. 128
7 Organisations, managers and the environment	p. 130
Introduction	p. 131
The nature of the environment	p. 131
Analysing the environment	p. 135
Setting priorities, aims and objectives	p. 136
Decision making	p. 138
Decision making, organisations and their environment	p. 139
Organisational considerations	p. 142
Management style	p. 144
Limitations	p. 146
Conclusions	p. 148
Developing management skills and expertise	p. 149
Part one case study: The Body Shop	p. 151
Part 2 Strategy, policy, direction and priorities	p. 153
8 Strategy, policy and direction	p. 157
Introduction	p. 158
The development of strategy, policy and direction	p. 158
Core and peripheral activities	p. 163
Strategic approaches	p. 163
Generic strategies	p. 165
Measurement and evaluation	p. 170
Implementation of strategy	p. 171
Strategic analyses	p. 173
Conclusions	p. 180
Developing management skills and expertise	p. 182
9 Investment appraisal	p. 184
Introduction	p. 185
The complexity of investment appraisal	p. 185
Barriers	p. 187
Costs	p. 189
Assumptions	p. 193
Returns on investment and returns on capital employed	p. 194
Net present values	p. 196
Cost-benefit analysis	p. 198
Conclusions	p. 201
Developing management skills and expertise	p. 203
10 Marketing	p. 205
Introduction	p. 206
Marketing strategies	p. 209
Segmentation	p. 209
Marketing mixes	p. 212
Marketing research and development	p. 222
Public relations	p. 223
Conclusions	p. 224
Developing management skills and expertise	p. 226
11 Managing operations and projects	p. 227
Introduction	p. 228
Location	p. 228
Health and safety	p. 230
Quality of working environment	p. 231
Scales of production and output	p. 233
Managing the supply side	p. 236
Maintenance management	p. 238
Coordination and control	p. 239
Conclusions	p. 243
Developing management skills and expertise	p. 246
12 Financial management	p. 243
Introduction	p. 249
The context of financial management	p. 249
Assets and liabilities	p. 251
Profit and loss account and balance sheet	p. 257
Cost apportionment	p. 258
Ratio analysis	p. 263
Internal markets	p. 264
Budgets	p. 265
Conclusions	p. 267
Developing management skills and expertise	p. 270
13 Quantitative methods	p. 272
Introduction	p. 273
Statistics	p. 273
Operational research	p. 284
Network analysis	p. 286
Proof and indication	p. 288
Management information systems	p. 289
Validity and reliability	p. 290
Information currency	p. 292
Conclusions	p. 293
Developing management skills and expertise	p. 295
14 Product and service development and innovation	p. 297
Introduction	p. 298
Dreams and imagination	p. 300
Myths and legends	p. 301
Failure	p. 302
Research and development	p. 302
Market research and development	p. 302
New product and service development	p. 304
Innovation planning	p. 307
Monitoring, review and evaluation	p. 309
Conclusions	p. 312
Developing management skills and expertise	p. 315
Part two case study: The Body Shop	p. 317
Part 3 Organisational and behavioural aspects	p. 319
15 Innovative, creative and entrepreneurial management	p. 323
Introduction	p. 324
Developing the approach	p. 324
Intrapreneuring	p. 325
Developing creative capability	p. 330
Developing creative expertise	p. 333
Creativity, development and rewards	p. 335
Conclusions	p. 337
Developing management skills and expertise	p. 338
16 Culture	p. 340
Introduction	p. 341
Pressures on organisation culture	p. 342
Cultural influences	p. 348
Models of organisation culture	p. 352
Other aspects of organisational culture	p. 357
Culture management and attention to culture	p. 359
Conclusions	p. 359
Developing management skills and expertise	p. 362
17 Perception, attitudes, values and beliefs	p. 363
Introduction	p. 364
Perception	p. 364
Elements of perception	p. 369
Other influences on perception	p. 372
Attitudes and values	p. 376
Beliefs	p. 380
Socialisation	p. 382
Conclusions	p. 384
Developing management skills and expertise	p. 385
18 Communication	p. 388
Introduction	p. 389
Communication structuring	p. 389
Communication policies and priorities	p. 390
Principles of effective communication	p. 394
Non-verbal communication	p. 395
Barriers and blockages	p. 397
Reinforcement	p. 398
Use of media	p. 399
Realpolitik	p. 402
Organisational toxicity	p. 404
Assertiveness	p. 405
Negotiations	p. 405
Conclusions	p. 408
Developing management skills and expertise	p. 410
19 Organisation technology, structure and design	p. 412
Introduction	p. 413
Technology	p. 413
Expertise	p. 414
Effects of technological advances	p. 415
Organisation design and structure	p. 419
Organisation structures	p. 420
Spans of control	p. 423
Core and peripheral organisations	p. 428
Structures and expectations	p. 429
Conclusions	p. 432
Developing management skills and expertise	p. 434
20 Human resource management	p. 436
Introduction	p. 437
HR strategies	p. 437
The principle of equality and fairness	p. 438
Pay, remuneration and reward	p. 440
Attraction, recruitment and retention	p. 443
Maintenance factors in human resource management	p. 449
Employee relations	p. 451
Conclusions	p. 455
Developing management skills and expertise	p. 456
21 Leadership and management	p. 458
Introduction	p. 459
Definitions and priorities	p. 459
Leadership in practice	p. 461
Traits and characteristics	p. 461
Leadership types	p. 463
Leadership styles	p. 465
Contingency approaches	p. 468
Complexities of leadership	p. 473
Measures of success and failure	p. 478
Conclusions	p. 479
Developing management skills and expertise	p. 481
Part three case study: The Body Shop	p. 483
Part 4 Management in action	p. 485
22 Management, influence, power and authority	p. 487
Introduction	p. 488
Sources of power	p. 488
Centres of power in organisations	p. 493
Organisational politics (realpolitik)	p. 495
Delegation	p. 500
Conclusions	p. 504
Developing management skills and expertise	p. 505
23 Corporate governance	p. 509
Introduction	p. 510
Standards of conduct and behaviour	p. 511
Managing shareholders' interests	p. 511
Managing staff interests	p. 512
Managing other stakeholder interests	p. 512
Probity and integrity	p. 513
Managing dishonesty	p. 514
Rewards for top and senior management	p. 519
The role and function of the Board	p. 520
Conclusions	p. 529
Developing management skills and expertise	p. 530
24 Teams and groups	p. 532
Introduction	p. 533
Purpose	p. 534
The creation of effective groups	p. 535
Issues facing workgroups	p. 537
Group factors and characteristics	p. 539
Group cohesion	p. 541
Sources of potential group stresses and strains	p. 541
Group development	p. 544
High performing teams and groups	p. 545
Conclusions	p. 548
Developing management skills and expertise	p. 551
25 Management and motivation	p. 552
Introduction	p. 553
Definitions	p. 553
Initial conclusions	p. 553
Major theories of motivation	p. 556
Motivation, incentives and money	p. 570
Conclusions	p. 570
Developing management skills and expertise	p. 574
26 The management of conflict	p. 577
Introduction	p. 578
Levels of conflict	p. 578
Conflict as 'warfare'	p. 581
Sources of conflict in organisations	p. 583
Symptoms of conflict	p. 584
Forms of conflict	p. 584
Strategies for the management of conflict	p. 592
Conclusions	p. 593
Developing management skills and expertise	p. 596
27 Management in practice	p. 599
Introduction	p. 600
The managerial role	p. 600
Attitudes and values	p. 600
Setting goals	p. 602
Managing by walking about	p. 603
Wait a minute	p. 604
Control	p. 605
Time	p. 607
Interpersonal skills and assertiveness	p. 609
Continuous performance assessment	p. 612
Realpolitik	p. 614
Conclusions	p. 616
Developing management skills and expertise	p. 618
28 Management for the present and future	p. 619
Introduction	p. 620
Clarity of purpose and direction	p. 621
Core and peripheral business activities	p. 622
Dominant stakeholder drives	p. 623
Economic and social demands and pressures	p. 624
Investment	p. 625
Mergers and takeovers	p. 627
Customers and clients	p. 629
Staff management	p. 630
Structures and cultures	p. 633
Management and organisation development	p. 633
Conclusions	p. 637
Developing management skills and expertise	p. 638
Part four case study: The Body Shop	p. 641
Bibliography	p. 645
Index	p. 651

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