Introduction to Management

Name: Introduction to Management
Price: 5860 ISK
Availability: InStock
Author: Sarah Birrell Ivory; Emma Macdonald
ISBN: 9780192645753

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

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Written by experts, inspired by practitioners, focused on challenges: an authentic introduction to management in an ever-changing world. Introduction to Management is a uniquely accessible and engaging companion to managing in the real world. Placing issues of digital, environmental, and social disruption at centre-stage, it guides students through the varied and complex reality of management with ease, encouraging them to develop their own critical view of this dynamic area.

Key features · Each chapter is authored by an expert who is an active researcher in their field, providing insights into the disruptions and challenges faced by managers today, from those on the forefront of current thinking · The running case study integrated throughout the text helps students bridge the gap between theory and real life, with thinking questions prompting them to put theory into practice · Practitioner videos embedded in every chapter of the e-book offer an engaging and unique insight into the applications of theory in the workplace · Opening case studies in each chapter focus on organizations spanning the public, private, and non-profit sectors, demonstrating the relevance of management theory both within and beyond traditional business settings · A diverse and international range of real-world examples woven throughout the text offer a holistic view of management as a global phenomenon Digital formats and resources Introduction to Management is available for students and institutions to purchase in a variety of formats, and is supported by extensive online resources.

The e-book offers a mobile experience and convenient access, with learning resources embedded and hyperlinked throughout to offer self-assessment activities and extra support: www. oxfordtextbooks. co. uk/ebooks The student resources, accessible via the e-book, include: - Practitioner videos in every chapter - Self-test questions - Answer guidance to the end-of-chapter questions - Critical thinking guided exercises for each chapter - Flashcard glossary The book's teaching resources, accessible online for adopting lecturers, include: - Additional case studies, to use in class - PowerPoint slides to accompany each chapter - A test bank of multiple-choice questions - Figures from the book, available to download.

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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

Flokkar: Viðskiptafræði

Efnisflokkar: Viðskipti og hagfræði › Almennt

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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