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Introduction to Management

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ISBN-10: 023000038X

ISBN-13: 9780230000384

Edition: 4th 2006 (Revised)

Authors: Richard Pettinger

List price: $83.00
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Description:

Updated to cover information management, financial management and quantitative methods, this text provides a comprehensive introduction to management, with case studies and examples to illustrate the points discussed.
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Book details

List price: $83.00
Edition: 4th
Copyright year: 2006
Publisher: Palgrave Macmillan
Publication date: 1/5/2007
Binding: Paperback
Pages: 656
Size: 7.50" wide x 9.75" long x 1.25" tall
Weight: 0.990
Language: English

List of figures
List of tables
List of Management in Focus boxes
Preface
Acknowledgements
The foundations of management
Introduction
Introduction
The foundations of management
The professionalisation of management
Management research and literature
Excellence
Conclusions
Developing management skills and expertise
Managing in a changing environment
Introduction
The drive for change
Barriers to effective change
Changing cultures and structures
Change catalysts and agents
Changing attitudes and approaches to quality, value and expectations
Current managerial issues
Conclusions
Developing management skills and expertise
Organisational and managerial performance
Introduction
Prerequisites for successful and effective performance
Components of successful performance
Information
Responsibilities
Stakeholder considerations
Priorities, aims and objectives
Qualitative assessment and judgement
Conclusions
Developing management skills and expertise
Risk
Introduction
Risks and rewards
Internal colloquy
External colloquy
Strategic risk management
Factors outside the control of the organisation
Operational approaches to risk management
Applying risk management
Other aspects of risk management
Conclusions
Developing management skills and expertise
Ethics
Introduction
Survival
Relationships with employees
Responsibilities and obligations to staff
Relationships with suppliers
Relationships with customers
Relationships with communities
Means and ends
Conclusions
Developing management skills and expertise
Globalisation
Introduction
Globalisation
The foundations of globalisation
Drives for globalisation
Axes of globalisation
Other issues in globalisation
Developing a global presence and influence
Organisational and management aspects
Dominance, dependence and responsibility
Conclusions
Developing management skills and expertise
Organisations, managers and the environment
Introduction
The nature of the environment
Analysing the environment
Setting priorities, aims and objectives
Decision making
Decision making, organisations and their environment
Organisational considerations
Management style
Limitations
Conclusions
Developing management skills and expertise
Part one case study: The Body Shop
Strategy, policy, direction and priorities
Strategy, policy and direction
Introduction
The development of strategy, policy and direction
Core and peripheral activities
Strategic approaches
Generic strategies
Measurement and evaluation
Implementation of strategy
Strategic analyses
Conclusions
Developing management skills and expertise
Investment appraisal
Introduction
The complexity of investment appraisal
Barriers
Costs
Assumptions
Returns on investment and returns on capital employed
Net present values
Cost-benefit analysis
Conclusions
Developing management skills and expertise
Marketing
Introduction
Marketing strategies
Segmentation
Marketing mixes
Marketing research and development
Public relations
Conclusions
Developing management skills and expertise
Managing operations and projects
Introduction
Location
Health and safety
Quality of working environment
Scales of production and output
Managing the supply side
Maintenance management
Coordination and control
Conclusions
Developing management skills and expertise
Financial management
Introduction
The context of financial management
Assets and liabilities
Profit and loss account and balance sheet
Cost apportionment
Ratio analysis
Internal markets
Budgets
Conclusions
Developing management skills and expertise
Quantitative methods
Introduction
Statistics
Operational research
Network analysis
Proof and indication
Management information systems
Validity and reliability
Information currency
Conclusions
Developing management skills and expertise
Product and service development and innovation
Introduction
Dreams and imagination
Myths and legends
Failure
Research and development
Market research and development
New product and service development
Innovation planning
Monitoring, review and evaluation
Conclusions
Developing management skills and expertise
Part two case study: The Body Shop
Organisational and behavioural aspects
Innovative, creative and entrepreneurial management
Introduction
Developing the approach
Intrapreneuring
Developing creative capability
Developing creative expertise
Creativity, development and rewards
Conclusions
Developing management skills and expertise
Culture
Introduction
Pressures on organisation culture
Cultural influences
Models of organisation culture
Other aspects of organisational culture
Culture management and attention to culture
Conclusions
Developing management skills and expertise
Perception, attitudes, values and beliefs
Introduction
Perception
Elements of perception
Other influences on perception
Attitudes and values
Beliefs
Socialisation
Conclusions
Developing management skills and expertise
Communication
Introduction
Communication structuring
Communication policies and priorities
Principles of effective communication
Non-verbal communication
Barriers and blockages
Reinforcement
Use of media
Realpolitik
Organisational toxicity
Assertiveness
Negotiations
Conclusions
Developing management skills and expertise
Organisation technology, structure and design
Introduction
Technology
Expertise
Effects of technological advances
Organisation design and structure
Organisation structures
Spans of control
Core and peripheral organisations
Structures and expectations
Conclusions
Developing management skills and expertise
Human resource management
Introduction
HR strategies
The principle of equality and fairness
Pay, remuneration and reward
Attraction, recruitment and retention
Maintenance factors in human resource management
Employee relations
Conclusions
Developing management skills and expertise
Leadership and management
Introduction
Definitions and priorities
Leadership in practice
Traits and characteristics
Leadership types
Leadership styles
Contingency approaches
Complexities of leadership
Measures of success and failure
Conclusions
Developing management skills and expertise
Part three case study: The Body Shop
Management in action
Management, influence, power and authority
Introduction
Sources of power
Centres of power in organisations
Organisational politics (realpolitik)
Delegation
Conclusions
Developing management skills and expertise
Corporate governance
Introduction
Standards of conduct and behaviour
Managing shareholders' interests
Managing staff interests
Managing other stakeholder interests
Probity and integrity
Managing dishonesty
Rewards for top and senior management
The role and function of the Board
Conclusions
Developing management skills and expertise
Teams and groups
Introduction
Purpose
The creation of effective groups
Issues facing workgroups
Group factors and characteristics
Group cohesion
Sources of potential group stresses and strains
Group development
High performing teams and groups
Conclusions
Developing management skills and expertise
Management and motivation
Introduction
Definitions
Initial conclusions
Major theories of motivation
Motivation, incentives and money
Conclusions
Developing management skills and expertise
The management of conflict
Introduction
Levels of conflict
Conflict as 'warfare'
Sources of conflict in organisations
Symptoms of conflict
Forms of conflict
Strategies for the management of conflict
Conclusions
Developing management skills and expertise
Management in practice
Introduction
The managerial role
Attitudes and values
Setting goals
Managing by walking about
Wait a minute
Control
Time
Interpersonal skills and assertiveness
Continuous performance assessment
Realpolitik
Conclusions
Developing management skills and expertise
Management for the present and future
Introduction
Clarity of purpose and direction
Core and peripheral business activities
Dominant stakeholder drives
Economic and social demands and pressures
Investment
Mergers and takeovers
Customers and clients
Staff management
Structures and cultures
Management and organisation development
Conclusions
Developing management skills and expertise
Part four case study: The Body Shop
Bibliography
Index