Efnisyfirlit

• 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

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