Efnisyfirlit

• 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

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