Introduction to Management

Höfundar: Sarah Birrell Ivory; Emma Macdonald (Útgáfa: 1)
Introduction to Management

Kaup valmöguleikar

Skrifuð af sérfræðingum, innblásin af starfandi stjórnendum og með áherslu á áskoranir: raunsæ kynning á stjórnun í heimi sem er í sífelldri breytingu. Introduction to Management er einstaklega aðgengilegur og lifandi förunautur um stjórnun í raunveruleikanum. Hún setur stafræna, umhverfislega og samfélagslega umbyltingu í öndvegi og leiðir nemendur af öryggi um fjölbreyttan og flókinn veruleika stjórnunar, um leið og hún hvetur þá til að móta sína eigin gagnrýnu sýn á þetta kvika svið.

Helstu eiginleikar:

  • Hver kafli er skrifaður af sérfræðingi sem stundar virkar rannsóknir á sínu sviði og veitir innsýn í þær umbyltingar og áskoranir sem stjórnendur standa frammi fyrir í dag.
  • Samfellt raundæmi sem fylgir bókinni alla leið hjálpar nemendum að brúa bilið milli kenninga og raunveruleika, með spurningum sem hvetja þá til að heimfæra kenningarnar.
  • Myndbönd með starfandi stjórnendum í hverjum kafla rafbókarinnar veita lifandi innsýn í hvernig kenningunum er beitt á vinnustað.
  • Upphafsdæmi hvers kafla fjalla um fyrirtæki og stofnanir úr opinbera geiranum, einkageiranum og þriðja geiranum og sýna að stjórnunarkenningar eiga erindi langt út fyrir hefðbundinn viðskiptarekstur.
  • Fjölbreytt alþjóðleg raundæmi um alla bókina gefa heildstæða mynd af stjórnun sem hnattrænu viðfangsefni.

Rafbókin er aðgengileg í síma og tölvu og ber innbyggt námsefni með tenglum í gegnum textann: sjálfspróf, svarleiðbeiningar við kaflaspurningum, æfingar í gagnrýninni hugsun og orðaskrá með spjöldum.

Nánar um bókina

Útgefandi
Oxford University Press Academic UK
ISBN
9780192645753
Print ISBN
9780192893512
Format
ePub
Útgáfa
1
Höfundar
Sarah Birrell Ivory; Emma Macdonald
Tungumál
English
Útgefið
2024-03-08
Prent takmörkun á líftíma
100
Prent takmörkun
2
Afritunar takmörkun
2

Kaflar

  • Cover Page
  • Title page
  • Copyright page
  • Praise for Introduction to Management: Functions and Challenges
  • Preface
  • Guide to Using this Text
  • Apply Your Knowledge
  • Learn From Real Practitioners
  • Consolidate Your Understanding
  • Take Your Learning Further
  • Organization Chart for Imperial Fine Foods
  • Acknowledgements
  • Sarah Birrell Ivory
  • Emma Macdonald
  • The publisher
  • Editorial advisory panel
  • About the authors
  • Dr Sarah Birrell Ivory
  • Dr Emma K. Macdonald
  • Dr David Paulson
  • Dr Simon Brooks
  • Dr Emily Yarrow
  • Dr Catherine Berrington
  • Dr Ishbel McWha-Hermann
  • Dr Thomas Calvard
  • Dr Sarah Woolley
  • Dr Farah Arkadan
  • Dr Anthony Alexander
  • Dr Alexander Glosenberg
  • Table of Contents
  • Part One Managing in Context
  • Chapter One Understanding Management
  • 1.1 Introduction
  • 1.1.1 The structure of this text
  • 1.1.2 A critical thinking lens
  • 1.2 What is management?
  • 1.3 The emergence of management as a practice
  • 1.4 The emergence of management as a discipline of study
  • 1.5 The purpose of management
  • 1.5.1 Management and ‘value’
  • 1.5.2 Management and ‘efficiency’
  • 1.6 The importance of management
  • 1.7 Management: Functions and processes
  • 1.7.1 Management functions
  • 1.7.2 Management processes
  • 1.8 Management: Roles
  • 1.8.1 Interpersonal roles
  • 1.8.2 Informational roles
  • 1.8.3 Decisional roles
  • 1.9 Management: Levels
  • 1.9.1 Front line managers
  • 1.9.2 Middle managers
  • 1.9.3 Senior managers
  • 1.10 Conclusion
  • Chapter summary
  • Closing case reflection What a manager looks like
  • Review questions
  • Explore more
  • List of Key Terms
  • Chapter Two Exploring Organizations
  • 2.1 Introduction
  • 2.2 Categorizing organizations
  • 2.2.1 Private sector organizations
  • 2.2.2 Public sector organizations
  • 2.2.3 Third sector organizations
  • 2.3 Private sector organizations: Businesses
  • 2.3.1 The emergence of businesses
  • 2.3.2 Classifying businesses
  • Size
  • Offering (product or service)
  • Ownership structure
  • 2.3.3 Management challenges in businesses
  • Governance and ownership
  • Balancing shareholders and stakeholders
  • 2.4 Public sector organizations
  • 2.4.1 The emergence of the public sector
  • 2.4.2 Classifying public sector organizations
  • Government
  • Non-departmental body
  • Public enterprise
  • 2.4.3 Management challenges in the public sector
  • Politicized contexts
  • Users instead of customers
  • Measurement issues and bureaucracy
  • 2.5 Third sector organizations
  • 2.5.1 The emergence of the third sector
  • 2.5.2 Classifying third sector organizations
  • Charities
  • Clubs or associations
  • Trade associations or professional bodies
  • Political parties and pressure groups
  • 2.5.3 Management challenges in the third sector
  • Adopting management approaches
  • Complex accountability and governance
  • Identifying and measuring objectives
  • Voluntarism
  • 2.6 Shifts within and between sectors
  • 2.6.1 The shrinking public sector
  • 2.6.2 The growing third sector
  • 2.6.3 The private sector’s purpose shift
  • 2.7 Conclusion
  • Chapter summary
  • Closing case reflection Who are our firefighters?
  • Review questions
  • Explore more
  • List of Key Terms
  • Chapter Three Managing through Disruption
  • 3.1 Introduction
  • 3.2 Understanding disruption
  • 3.2.1 VUCA world
  • 3.2.2 VUCA Prime manager
  • 3.2.3 Wicked problems
  • 3.3 Geopolitical disruption
  • 3.3.1 Globalization and deglobalization
  • 3.3.2 Regional conflict, terrorism, and war
  • 3.3.3 Resource geopolitics
  • 3.4 Technological disruption
  • 3.4.1 Online communication and communities
  • 3.4.2 Cybersecurity
  • 3.4.3 Digital inequality
  • 3.4.4 Technology and the future of work
  • 3.5 Environmental disruption
  • 3.5.1 The climate crisis
  • 3.5.2 Water scarcity
  • 3.5.3 Biodiversity loss
  • 3.6 Organizations impacting the world
  • 3.7 Conclusion
  • Chapter summary
  • Closing case reflection: How WWF changed while staying the same
  • Review questions
  • Explore more
  • List of Key Terms
  • Part Two Managing an Organization
  • Chapter Four The External Environment
  • 4.1 An introduction to Part 2
  • 4.2 Distinguishing the internal and external environments
  • 4.2.1 Managerial view: Inside-out versus outside-in
  • 4.3 Influence on and of the external environment
  • 4.3.1 Influence on the external environment
  • 4.3.2 Influence of the external environment
  • 4.4 PESTEL analysis
  • 4.4.1 Political
  • 4.4.2 Economic
  • 4.4.3 Sociocultural
  • 4.4.4 Technological
  • 4.4.5 Ecological
  • 4.4.6 Legal
  • 4.4.7 Undertaking a PESTEL analysis
  • Stage One: Preparation
  • Stage Two: Analysis
  • Stage Three: Outputs
  • 4.5 Five Forces analysis
  • 4.5.1 Bargaining power of suppliers
  • 4.5.2 Bargaining power of buyers
  • 4.5.3 Threat of new entrants
  • 4.5.4 Threat of substitutes
  • 4.5.5 Internal rivalry
  • 4.5.6 Five Forces analysis: For-profit business organization
  • 4.5.7 Five Forces analysis: Not-for-profit charity organization
  • 4.6 Stakeholder analysis
  • 4.6.1 Understanding stakeholder analysis
  • 4.6.2 Stakeholder mapping
  • 4.7 Conclusion
  • Chapter summary
  • Closing case reflection Easy Solar’s way forward
  • Review questions
  • Explore more
  • List of Key Terms
  • Chapter Five The Internal Environment: Strategy and Planning
  • 5.1 Introduction
  • 5.2 Internal analysis
  • 5.2.1 Inside-out resource-based view
  • 5.2.2 Resource and capability audit
  • 5.2.3 VRIO framework
  • 5.2.4 Value Chain analysis
  • The wider value system
  • 5.3 Integrating internal and external analysis
  • 5.3.1 SWOT summary and TOWS framework
  • Strengths
  • Weaknesses
  • Opportunities
  • Threats (challenges)
  • Using the TOWS framework
  • 5.3.2 SAF framework
  • Suitability
  • Acceptability
  • Feasibility
  • Evaluation
  • 5.4 Strategy
  • 5.4.1 Deliberate vs emergent strategy
  • 5.4.2 Strategy-as-practice
  • 5.4.3 Strategic decision-making
  • Optimizing decision-making
  • Satisficing decision-making
  • Group decision-making
  • 5.5 Planning
  • 5.5.1 Levels of planning
  • Strategic plan
  • Tactical plan
  • Operational plan
  • 5.5.2 Goal setting
  • 5.6 Conclusion
  • Chapter summary
  • Closing case reflection Amber: Powering a different way
  • Review questions
  • Explore more
  • List of Key Terms
  • Chapter Six Organizational Culture and Change Management
  • 6.1 Introduction
  • 6.2 Understanding organizational culture
  • 6.3 Schein’s three levels of culture
  • 6.3.1 Tensions between different levels of culture
  • 6.4 Perspectives on organizational culture
  • 6.4.1 Deal and Kennedy’s organizational culture typology
  • Work hard/play hard
  • Tough-guy macho
  • Bet-your-company
  • Process
  • 6.4.2 Competing Values Framework
  • Clan-oriented culture
  • Adhocracy-oriented culture
  • Market-oriented culture
  • Hierarchy-oriented culture
  • 6.4.3 Subgroup culture
  • 6.4.4 National cultures
  • 6.5 Understanding change management
  • 6.6 Categorizing organizational change
  • 6.6.1 Type of organizational change
  • 6.6.2 Ambition of organizational change
  • Developmental change
  • Transitional change
  • Transformational change
  • 6.7 The change management process
  • 6.7.1 Three-Phase Approach to change
  • 6.7.2 Kotter’s Eight-Step Model
  • 6.7.3 Kübler-Ross Change Curve
  • 6.8 Barriers to change
  • 6.8.1 Resistance to change
  • 6.8.2 Overcoming resistance to change
  • 6.9 Changing organizational culture
  • 6.10 Conclusion
  • Chapter summary
  • Closing case reflection Hair care: Blending in
  • Review questions
  • Explore more
  • List of Key Terms
  • Part Three Managing People
  • Chapter Seven Human Resource Management
  • 7.1 An introduction to Part 3
  • 7.2 What is Human Resource Management?
  • 7.2.1 Approaches to HRM
  • 7.2.2 Who does HRM?
  • 7.3 Core HRM Activities
  • 7.3.1 Recruitment
  • Psychometric and social exchange approaches to recruitment
  • Automation in recruitment
  • 7.3.2 Performance management
  • Performance appraisal
  • Performance management
  • 7.3.3 Training
  • 7.3.4 Reward
  • 7.3.5 Equality, diversity, and inclusion
  • Gender
  • LGBTQ+
  • Neurodiversity
  • Race and ethnicity
  • 7.3.6 Employee voice
  • 7.4 HR strategy and organizational performance
  • 7.4.1 High-commitment models of HRM
  • 7.4.2 Situational contingency models of HRM
  • 7.5 Conclusion
  • Chapter summary
  • Closing case reflection P&O Ferries
  • Review questions
  • Explore more
  • List of Key Terms
  • Chapter Eight Designing Work Well
  • 8.1 Introduction
  • 8.2 Issues facing the contemporary workplace
  • 8.2.1 Self-employment
  • 8.2.2 In-work poverty
  • 8.2.3 Hybrid and remote working
  • 8.2.4 Employee well-being
  • 8.2.5 Supply chain impacts
  • 8.3 Organizational structure and work design
  • 8.3.1 Organizational structure
  • 8.3.2 Work design
  • Job Characteristics Model
  • SMART work design
  • 8.4 Decent work
  • 8.5 Organizational justice
  • 8.6 Designing work well, in context
  • 8.7 Conclusion
  • Chapter summary
  • Closing case reflection: The four-day working week experiment
  • Review questions
  • Explore more
  • List of Key Terms
  • Chapter Nine Organizational Behaviour and Teams
  • 9.1 Introduction
  • 9.2 Organizational behaviour
  • 9.2.1 Individual motivation
  • 9.3 Focus on teams
  • 9.4 Understanding teamwork
  • 9.4.1 The importance of coordination in teamwork
  • 9.4.2 The pitfalls of teams
  • 9.5 Team formation
  • 9.5.1 Assigning team roles
  • 9.5.2 Socialization
  • 9.5.3 Diversity
  • 9.5.4 Virtual teams
  • 9.6 Team development
  • 9.6.1 Stage models
  • 9.6.2 Team processes and emergent states
  • 9.6.3 Conflict resolution
  • 9.7 Team effectiveness
  • 9.8 Conclusion
  • Chapter summary
  • Closing case reflection Team-building at Emirates
  • Review questions
  • Explore more
  • List of Key Terms
  • Chapter Ten Leading and Influencing
  • 10.1 Introduction
  • 10.2 Trait-based leadership
  • 10.2.1 The role of influence in trait-based leadership
  • 10.2.2 Criticisms of trait-based leadership perspectives
  • 10.3 Behaviour-based leadership
  • 10.3.1 The role of influence in behaviour-based leadership
  • 10.3.2 Criticisms of behaviour-based leadership perspectives
  • 10.4 Context-based leadership
  • 10.4.1 The role of influence in context-based leadership perspectives
  • 10.4.2 Criticisms of context-based leadership perspectives
  • 10.5 Collective leadership models
  • 10.5.1 Shared leadership
  • 10.5.2 Distributed leadership
  • 10.5.3 The role of influence in collective leadership perspectives
  • 10.5.4 Criticisms of collective leadership perspectives
  • 10.6 Ethics, responsibility, and leadership
  • 10.7 Influence without leadership
  • 10.8 Conclusion
  • Chapter summary
  • Closing case reflection: Leadership in a complex ecosystem: The UK’s National Health Service
  • Review questions
  • Explore More
  • List of Key Terms
  • Part Four Managing through the Value Chain
  • Chapter Eleven Marketing
  • 11.1 An introduction to Part 4
  • 11.2 Why marketing?
  • 11.3 Segmentation and targeting
  • 11.3.1 Effective use of segmentation as a tool
  • 11.3.2 Responsible segmentation
  • 11.4 Customer insight and customer needs
  • 11.4.1 Auditing the marketplace of customers
  • 11.4.2 Understanding customer needs
  • 11.4.3 Tracking customer insight
  • 11.4.4 The customer decision journey
  • 11.5 Marketing objectives
  • 11.6 Marketing implementation
  • 11.6.1 Marketing mix: Product
  • 11.6.2 Marketing mix: Price
  • 11.6.3 Marketing mix: Place
  • 11.6.4 Marketing mix: Promotion
  • 11.6.5 An integrated value proposition
  • 11.6.6 The extended marketing mix: 8Ps
  • 11.7 Sustainable customer behaviour
  • 11.8 Avoiding greenwashing
  • 11.9 Conclusion
  • Chapter summary
  • Closing case reflection Burberry’s customer experience: Bridging physical and digital worlds
  • Review questions
  • Explore more
  • List of Key Terms
  • Chapter Twelve Operations and Supply Chain Management
  • 12.1 Introduction
  • 12.2 Operations as process
  • 12.2.1 Volume and variety
  • 12.2.2 Variation (in supply or demand)
  • 12.2.3 Visibility
  • 12.3 Capacity management
  • 12.3.1 Forecasting demand
  • 12.3.2 Supply flexibility
  • 12.3.3 Approaches to capacity management
  • Level capacity
  • Chase capacity
  • Demand management
  • 12.4 Supply chain management
  • 12.4.1 Supply chain versus supply network
  • 12.4.2 Make-or-buy decisions
  • 12.4.3 Sustainable and ethical supply chain management
  • 12.5 Process improvement
  • 12.5.1 Lean production and the Five Whys
  • 12.5.2 The ‘Toyota Way’ and the seven sources of waste
  • 12.5.3 Continuous and radical improvement: Kaizen and kaikaku
  • 12.5.4 A pull-through approach and ‘just-in-time’ delivery
  • 12.5.5 Systems resilience
  • 12.6 The relationship between operations and strategy
  • 12.7 Conclusion
  • Chapter summary
  • Closing case reflection Kilo Sales
  • Review questions
  • Explore more
  • List of Key Terms
  • Chapter Thirteen Entrepreneurship and Innovation
  • 13.1 Introduction
  • 13.2 Types of entrepreneurship
  • 13.2.1 New venture creation
  • 13.2.2 Intrapreneurship
  • 13.2.3 Sustainable entrepreneurship
  • 13.3 The role of innovation in entrepreneurship
  • 13.3.1 Discovering opportunities
  • 13.3.2 Evaluating opportunities
  • Solution to a problem
  • Superiority to existing alternatives
  • Sensible for the entrepreneur to undertake
  • Sustainability in the longer term
  • 13.3.3 Pursuing opportunities
  • Conducting experiments
  • Minimum viable product
  • 13.3.4 Open innovation
  • 13.4 Entrepreneurship as a mindset
  • 13.4.1 Proactivity
  • 13.4.2 Innovativeness
  • 13.4.3 Resilience
  • 13.4.4 Resiliently innovative and proactive
  • 13.5 Conclusion
  • Chapter summary
  • Closing case reflection Winnow innovating to prevent food waste
  • Review questions
  • Explore more
  • List of Key Terms
  • Glossary
  • References
  • Index
  • List of Illustrations
  • List of Tables
  • Images
  • Chapter One Understanding Management
  • Chapter Two Exploring Organizations
  • Chapter Three Managing through Disruption
  • Chapter Four The External Environment
  • Chapter Five The Internal Environment: Strategy and Planning
  • Chapter Six Organizational Culture and Change Management
  • Chapter Seven Human Resource Management
  • Chapter Eight Designing Work Well
  • Chapter Nine Organizational Behaviour and Teams
  • Chapter Ten Leading and Influencing
  • Chapter Eleven Marketing
  • Chapter Twelve Operations and Supply Chain Management
  • Chapter Thirteen Entrepreneurship and Innovation