
Mevcut:*
Library | Materyal Türü | Barkod | Yer Numarası | Durum |
|---|---|---|---|---|
Searching... Pamukkale Merkez Kütüphanesi | Kitap | 0133586 | HD31 .P48 2007 | Searching... Unknown |
Bound With These Titles
On Order
Özet
Özet
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.
Table of Contents
| 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 |
