FUNDAMENTALS OF MANAGEMENT

Höfundur: Mike Smith (Útgáfa: 2)
FUNDAMENTALS OF MANAGEMENT

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Fundamentals of Management 2e takes a straightforward and student-centred approach from a business perspective, providing a concise yet comprehensive foundation in the basic concepts of management. Retaining the directness and simplicity that was a valued feature of the first edition, this new edition has been fully revised and updated with: •NEW chapters on Planning and Strategy, Leadership and Change.

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Útgefandi
McGraw-Hill UK
ISBN
9780077140557
Print ISBN
9780077126933
Format
ePub
Útgáfa
2
Höfundar
Mike Smith
Tungumál
English
Útgefið
03/2011
Prent takmörkun á líftíma
100
Prent takmörkun
2
Afritunar takmörkun
2

Kaflar

  • Cover Page
  • Halftitle
  • Title Page
  • Copyright
  • Dedication
  • Brief Table of Contents
  • Detailed Table of Contents
  • Preface
  • Guided Tour
  • Technology to Enhance Learning and Teaching
  • Make the Grade!
  • Acknowledgements
  • About the Author
  • PART 1: What is Management?
  • 1 Defining Management
  • Case 1.1: Managing birds or bytes?
  • 1.1 Definition of management
  • Critical thinking 1.1: Is management necessary?
  • 1.2 Varieties of manager
  • Case 1.2: A modern entrepreneur – Peter Cuddas
  • Critical thinking 1.2: Why do business schools ignore first-line managers?
  • Critical thinking 1.3: C-suite inflation
  • 1.3 Skills and abilities needed by managers
  • Critical thinking 1.4: What? No Freudian personality?
  • 1.4 Careers in management
  • Case 1.3: Duncan Bannatyne’s protean career?
  • Critical thinking 1.5: What’s the use of management books?
  • Activities and Further study
  • 2 The Organisational Context
  • Case 2.1: Dave Banks – an interesting sole trader
  • 2.1 Types of organisation
  • Case 2.2: A Virginal conglomerate
  • Case 2.3: The Kerry group – an Irish multinational
  • 2.2 Organisational cultures
  • 2.3 National cultures
  • Critical thinking 2.1: Hofstede’s critics
  • 2.4 The global context and globalisation
  • Case 2.4: Reckitt Benckiser – a truly globalised company
  • Case 2.5: Footloose and in search of cheaper labour
  • Case 2.6: Examples of joint global ventures
  • Critical thinking 2.2: Pitfalls of globalisation?
  • 2.5 Globalisation toolkit
  • Activities and further study
  • 3 The Historical Context
  • Case 3.1: PROTON city of the future – or of the past?
  • 3.1 Early beginnings
  • 3.2 Scientific management (rational goal)
  • Case 3.2: Management ideas that can be traced back to Bolton and Watt
  • Case 3.3: Taylor’s lectures on management, 1907–1915
  • Critical thinking 3.1: What was wrong with Fordism?
  • Critical thinking 3.2: Problems with quantitative methods
  • 3.3 Classical (administrative) theorists
  • Critical thinking 3.3: Was Weber wrong?
  • 3.4 Human relations
  • Critical thinking 3.4: What were the weaknesses of the Human Relations School?
  • 3.5 Systems theory
  • 3.6 Contingency theory
  • Critical thinking 3.5: Management history – not bunk for Bill Smith
  • Activities and further study
  • PART 2: Management Processes
  • 4 Planning and Strategy
  • Case 4.1: Advantages of planning an assignment
  • 4.1 Definition of planning and the various types of plan
  • 4.2 Mission statements and visions
  • Critical thinking 4.1: Problems with mission and vision statements
  • 4.3 Strategic plans
  • Case 4.2: Strategic planning in the NHS
  • Case 4.3: Unison’s PEST analysis
  • Case 4.4: Strategies that failed – Marconi and the Royal Bank of Scotland
  • Critical thinking 4.2: Criticisms of strategic planning?
  • 4.4 Tactical plans
  • 4.5 Operational plans
  • 4.6 Management by objectives (a synthesis of types of plan?)
  • Critical thinking 4.3: Weaknesses of MBO
  • 4.7 Advantages and disadvantages of planning and strategy?
  • 4.8 Planning toolkit
  • Activities and further study
  • 5 Organisational Structures and Teamwork
  • Case 5.1: Organisational restructuring at Pilkington in Australia
  • 5.1 Definition of organising and organisational structures
  • 5.2 Formal and informal organisational structures
  • 5.3 Job design
  • Critical thinking 5.1: Hot desks and employer commitment
  • 5.4 Teams and teamwork
  • Case 5.2: The C-suite teams at Goldman-Sachs etc.
  • Critical thinking 5.2: What is wrong with self-managed teams?
  • 5.5 Types of organisational structure
  • 5.6 Major organisational dimensions
  • 5.7 Organising toolkit
  • Activities and further study
  • 6 Organisational Change
  • Case 6.1: Nokia’s organisational change – from manufacturing galoshes to mobile phone behemoth to ailing multinational
  • 6.1 Definition and reasons why organisations change
  • Critical thinking 6.1: Is change faster nowadays?
  • Critical thinking 6.2: How to spot change blockers
  • 6.2 Types of organisational change
  • 6.3 The phases of change
  • Critical thinking 6.3: What is wrong with Lewin’s stages?
  • 6.4 Techniques of changing organisations
  • Critical thinking 6.4: What is wrong with Lewin’s action learning cycle?
  • Critical thinking 6.5: The Wild West of organisational change
  • 6.5 Change toolkit
  • Activities and further study
  • 7 Staffing – Selecting, Developing and Motivating People
  • Case 7.1: Investing in People at Eversheds
  • 7.1 Definition and introduction to the staffing process
  • 7.2 Job descriptions and personnel specifications
  • Critical thinking 7.1: When height is a valid qualification for a job
  • 7.3 Recruiting and selecting (employee resourcing)
  • Case 7.2: Selection of technical managers
  • Critical thinking 7.2: Lies, damn lies and cvs
  • Critical thinking 7.3: The long-known weakness of traditional interviews
  • 7.4 Training and developing (employee development)
  • Critical thinking 7.4: Are case studies shared ignorance?
  • 7.5 Motivating
  • Critical thinking 7.5: What is wrong with Maslow and Herzberg?
  • 7.6 Staffing toolkit
  • Activities and further study
  • 8 Leading and Leadership
  • Case 8.1: Terry Leahy – Tesco’s finest
  • 8.1 Definition and concept of leadership
  • Critical thinking 8.1: Management versus leadership – a false dichotomy
  • 8.2 Leaders
  • Critical thinking 8.2: Do researchers understate links between traits and leader effectiveness because they only think in straight lines?
  • Case 8.2: Edsel Ford: a rare example of hereditary leadership
  • Case 8.3: Koresh’s toxic leadership in Waco
  • 8.3 Leaders and followers Critical thinking 8.3: It’s the results that matter – not the leadership style
  • 8.4 Situations and leading Critical thinking 8.4: Face-to-face leaders versus electronic leaders
  • Critical thinking 8.5: Post-heroic leadership – Planet Utopia?
  • Critical thinking 8.6: Leadership – philosophical, cynical and scientific views
  • Critical thinking 8.7: Flaws in leadership research
  • 8.5 New directions for leadership research
  • 8.6 Leadership toolkit
  • Activities and further study
  • 9 Decision-making
  • Case 9.1: A good “bad decision” to clean microwave ovens
  • 9.1 Definition and types of decision
  • Case 9.2: To tea or not to tea
  • Case 9.3: Healthy Pepsi
  • Critical thinking 9.1: Lehman Brothers’ risk busts the bank
  • 9.2 Styles of decision-making
  • Critical thinking 9.2: What’s the use of Vroom and Jago’s model?
  • 9.3 The rational decision paradigm –decision-making in ideal circumstances
  • Critical thinking 9.3: What is wrong with the rational decision paradigm?
  • 9.4 Decision-making techniques
  • Case 9.4: BodyCheck decides on its cardio equipment
  • 9.5 Common problems in decision-making
  • 9.6 Decision toolkit
  • Activities and further study
  • 10 Controlling
  • Case 10.1: Poor control – Baring’s banker, Toyota’s troubles and Perrier’s poison
  • 10.1 Definition and need for control
  • 10.2 Components of control
  • Case 10.2: Massaging control data in the British National Health Service
  • Case 10.3: Correcting MPs’ expenses costs more than their fiddling!
  • 10.3 Types of control system
  • Critical thinking 10.1: Carpe diem gets control – for Goodhart!
  • 10.4 The balanced scorecard
  • 10.5 Dangers of control processes
  • Critical thinking 10.2: Quis custodiet ipsos custodies?
  • 10.6 Control toolkit
  • Activities and further study
  • 11 Reporting and Communicating
  • Case 11.1: Doing a “Ratner”
  • 11.1 Definition of communication and reporting
  • Critical thinking 11.1: A good day to bury inconvenient information
  • 11.2 Stages of communicating (Shannon and Weaver)
  • Case 11.2: Words versus numbers in communication
  • Case 11.3: The medium is the message
  • Case 11.4: The communication of CaféDirect
  • Case 11.5: Best advice – listen up!
  • 11.3 Modifications to Shannon and Weaver’s model
  • 11.4 Communications toolkit
  • Activities and further study
  • 12 Budgeting
  • Case 12.1: Bad budgeting at the Beeb
  • 12.1 Definition and concept of budgeting
  • Case 12.2: Bank’s advice on budgeting
  • 12.2 Non-financial budgets
  • 12.3 Types of financial budget
  • 12.4 The budgeting process
  • Critical thinking 12.1: The problems of budget guesstimates?
  • 12.5 Management ratios
  • Critical thinking 12.2: Budget games
  • Critical thinking 12.3: Disadvantages of budgeting
  • Case 12.3: How budgeting helps First Luggage
  • 12.6 Budgeting toolkit
  • Activities and further study
  • PART 3: Management Functions
  • 13 Introduction to Management Functions
  • 13.1 Line functions
  • 13.2 Enabling functions
  • 13.3 Controlling functions
  • 14 Marketing
  • Case 14.1: Marketing Red Bull
  • 14.1 Definition of marketing
  • 14.2 Successive views of the marketing function
  • Critical thinking 14.1: Are “stages” marketing’s own QWERTY keyboard?
  • 14.3 Markets
  • Case 14.2: Rockefeller’s predatory pricing
  • 14.4 Market strategy and market positioning
  • Critical thinking 14.2: What is wrong with the Boston matrix?
  • 14.5 Understanding markets (market research)
  • 14.6 The marketing mix
  • Case 14.3: Cause-related marketing
  • Case 14.4: Guerrilla marketing
  • Case 14.5: Misleading advertisements
  • Critical thinking 14.3: The charges against marketing
  • 14.7 The sales function
  • Critical thinking 14.4: Why do textbooks shun sales?
  • 14.8 The marketing plan
  • Case 14.6: Sleigh Bell’s marketing plan
  • Activities and further study
  • 15 Operations
  • Case 15.1: Life is a roller-coaster – managing operations at Thorpe Park
  • 15.1 Definition of operations and general characteristics
  • 15.2 Types of operations (manufacturing, services and product-service systems)
  • Case 15.2: Manufacturing operations at Patak’s Foods
  • Case 15.3: The development of a product-service system in the washroom
  • 15.3 Designing operations
  • 15.4 Operations layout
  • 15.5 Managing operations
  • 15.6 Purchasing, distribution and supply chain management
  • Case 15.4: Beefing up the supply chain
  • Critical thinking 15.1: What is wrong with just-in-time?
  • 15.7 Quality and the operations function
  • Critical thinking 15.2: Quality, bureaucracy and mediocrity – criticisms of the quality movement
  • 15.8 Measuring the effectiveness of operations
  • Activities and further study
  • 16 Human Resource Management
  • Case 16.1: The HR function at Media24 16.1 Definition and history of human resource management
  • Case 16.2: The human resource function at Enterprise Rent a Car
  • 16.2 Components of the human resource function
  • Critical thinking 16.1: Why appraisal systems often fail
  • Case 16.3: Reckitt Benckiser’s remuneration
  • Critical thinking 16.2: Why are so many performance-related pay schemes ineffective?
  • 16.3 The psychological contract
  • Critical thinking 16.3: The bizarre nature of the psychological contract
  • Case 16.4: Revenge for reneging on the psychological contract
  • 16.4 Employee engagement
  • Critical thinking 16.4: Doubts about employee engagement
  • 16.5 The legal background to human resource management
  • Case 16.5: Lloyds TSB earns disability benefits
  • 16.6 Human resource strategy and manpower planning
  • 16.7 The welfare role of human resource management
  • Activities and further study
  • 17 Finance and Accounting
  • Case 17.1: The job of financial accounting
  • 17.1 Managing the organisation’s money
  • 17.2 Raising money
  • Case 17.2: 3i – the doyen venture capitalist
  • 17.3 Investing an organisation’s money
  • 17.4 Financial reporting
  • Case 17.3: Tesco profit and loss account
  • Case 17.4: Tesco balance sheet
  • 17.5 Management accounting
  • Case 17.5: Tesco cash-flow statement
  • Critical thinking 17.1: Are financial statements accurate? Watch out for restatements and lies
  • Activities and further study
  • 18 Information Management
  • Case 18.1: Cloud computing and small fish
  • 18.1 Historical context of IT
  • Critical thinking 18.1: Are we collecting too much information?
  • 18.2 Use of IT systems
  • Case 18.2: Computer battles
  • Critical thinking 18.2: Why IT systems fail
  • 18.3 Structure of the IT function in an organisation
  • Case 18.3: Keeping the lights on at Reuters
  • Critical thinking 18.3: Computer clouds’ lead linings
  • 18.4 E-commerce
  • 18.5 B2C (Business to Consumer) e-commerce
  • Critical thinking 18.4: E-fiascos and dotcom bubbles
  • Case 18.4: Boo.com disaster – how not to e-tail
  • 18.6 B2B (Business to Business) e-commerce
  • Case 18.5: B2B integration
  • 18.7 Knowledge management
  • 18.8 What is knowledge?
  • 18.9 Managing and using knowledge in organisations
  • Critical thinking 18.5: Is KM business salvation or “the emperor’s new clothes”?
  • Activities and further study
  • PART 4: Personal Perspectives on Management
  • 19 Social Responsibility and Business Ethics
  • Case 19.1: Harvard MBA’s renounce greed
  • 19.1 Definitions concepts of social responsibility and ethics
  • Case 19.2: The Co-op is the UK’s ethical favourite
  • 19.2 Philosophical bases of ethics and social responsibility
  • Critical thinking 19.1: What is wrong with “might is right”?
  • Critical thinking 19.2: What is wrong with utilitarianism?
  • Critical thinking 19.3: What is wrong with deontology?
  • Critical thinking 19.4: What is wrong with rights?
  • Critical thinking 19.5: What is wrong with justice?
  • 19.3 Business ethics for individual managers and professional workers
  • Case 19.3: Olympic ideals, bribery and whaling
  • Case 19.4: A silly duchess solicits a bribe
  • Case 19.5: Conflicts of interest – Merrill Lynched?
  • Case 19.6: Abuse of power – the Challenger space shuttle disaster
  • Critical thinking 19.6: “Blowing the whistle”
  • 19.4 Ethics and social responsibility for organisations
  • Case 19.7: Mercenary Madoff
  • Case 19.8: A gadget to die for
  • 19.5 Business ethics for citizens and consumers
  • 19.6 Rights of managers and professional workers
  • 19.7 Ethics toolkit
  • Case 19.9: Heinous Enron
  • Activities and further study
  • 20 Management Fads, Gurus and Research
  • Case 20.1: Business process re-engineering: a recent management fad
  • 20.1 Fads and crazes
  • Case 20.2: Tulipomania – a classic fad
  • 20.2 Management gurus
  • Case 20.3: Doctor Fox’s Seductive Lectures
  • Critical thinking 20.1: What is wrong with Drucker?
  • Critical thinking 20.2: What is wrong with Peters?
  • Critical thinking 20.3: What is wrong with Porter?
  • 20.3 Witch doctors’ cons
  • Critical thinking 20.4: Is the Hawthorne effect the real cause of many improvements?
  • Case 20.4: Huge errors in management judgements
  • 20.4 Scientific management research
  • Case 20.5: Client interaction foils accurate evaluation
  • Case 20.6: Comparing scientific method in management and pharmacology
  • 20.5 Toolkit for evaluating scientific papers
  • Activities and further study
  • References
  • Index