Management: Using Practice and Theory to Develop Skill, 8th Edition PDF by David Boddy

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Management: Using Practice and Theory to Develop Skill, Eighth Edition

By David Boddy

Management: Using Practice and Theory to Develop Skill, 8th Edition

CONTENTS

Preface to the eighth edition xiii

Preface to the first edition xvii

Acknowledgements xix

Publisher’s Acknowledgements xxi

PART 1

AN INTRODUCTION TO MANAGEMENT

CHAPTER 1

MANAGING IN ORGANISATIONS 4

Case study: Ryanair 5

1.1 Introduction 6

1.2 Meanings of management 7

1.3 Managing to add value 8

1.4 Adding value by managing task, process and context 11

1.5 Influencing through the tasks of managing 13

1.6 Influencing through the process of managing 16

1.7 Influencing through shaping the context 19

1.8 Managing needs clear thinking 22

1.9 Think clearly to connect practice, theory and skill 24

Develop a skill: networking 28

Summary 29

Test your understanding 30

Read more 30

Go online 31

CHAPTER 2

THEORIES OF MANAGEMENT 32

Case study: innocent drinks 33

2.1 Introduction 34

2.2 Theories illuminate tasks, processes and contexts 34

2.3 The competing values framework 37

2.4 Rational goal models 39

2.5 Internal process models 41

2.6 Human relations models 44

2.7 Open systems models 48

2.8 Contingency management 51

2.9 Think clearly to connect practice, theory and skill 52

Develop a skill: self-awareness 54

Summary 54

Test your understanding 55

Read more 56

Go online 56

Part 1 Case: Apple Inc. 57

PART 2

THE ENVIRONMENT OF MANAGEMENT

CHAPTER 3

ORGANISATION CULTURES AND CONTEXTS 64

Case study: British Broadcasting

Corporation (BBC) 65

3.1 Introduction 66

3.2 Cultures and their components 67

3.3 Types of culture 71

3.4 The competitive and general environment 74

3.5 Stakeholders and corporate governance 80

3.6 Think clearly to connect practice, theory and skill 82

Develop a skill: present a reasoned case 83

Summary 84

Test your understanding 85

Read more 85

Go online 85

CHAPTER 4

MANAGING INTERNATIONALLY 86

Case study: Carlsberg 87

4.1 Introduction 88

4.2 Ways to conduct business internationally 89

4.3 The contexts of international

business – PESTEL 92

4.4 Socio-cultural 98

4.5 Hofstede’s comparison of national cultures 101

4.6 Factors stimulating globalisation 105

4.7 Think clearly to connect practice, theory and skill 106

Develop a skill: mindfulness 107

Summary 107

Test your understanding 108

Read more 108

Go online 109

CHAPTER 5

CORPORATE RESPONSIBILITY 110

Case study: The Co-operative Group 111

5.1 Introduction 112

5.2 Corporate malpractice, philanthropy and responsibility 112

5.3 Perspectives on corporate responsibility 115

5.4 An ethical decision-making model 117

5.5 Stakeholders and corporate responsibility 119

5.6 Corporate responsibility and strategy 121

5.7 Does responsible action affect performance? 125

5.8 Think clearly to connect practice, theory and skill 127

Develop a skill: clarifying values 129

Summary 130

Test your understanding 130

Read more 131

Go online 131

Part 2 Case: BP 132

PART 3

PLANNING

CHAPTER 6

MAKING DECISIONS 140

Case study: IKEA 141

6.1 Introduction 142

6.2 Iterative elements in making a decision 143

6.3 Nature of a decision 148

6.4 The context of decisions 150

6.5 A generic theory of decision processes 153

6.6 Biases in making decisions 156

6.7 Think clearly to connect practice, theory and skill 159

Develop a skill: setting success criteria 161

Summary 162

Test your understanding 163

Read more 163

Go online 164

CHAPTER 7

PLANNING 166

Case study: Crossrail builds the Elizabeth Line 167

7.1 Introduction 168

7.2 Why people plan 170

7.3 Types of plan 171

7.4 Information for planning 175

7.5 Setting goals 177

7.6 Organising 180

7.7 Acting and leading – to implement and monitor 181

7.8 Think clearly to connect practice, theory and skill 183

Develop a skill: planning to use your time effectively 185

Summary 186

Test your understanding 187

Read more 187

Go online 188

CHAPTER 8

MANAGING STRATEGY 190

Case study: GKN 191

8.1 Introduction 192

8.2 Strategy – process, content (task) and context 193

8.3 Strategy processes – rational,

judgemental, negotiated, adaptive 195

8.4 Strategy processes (2) – Strategy as practice? 199

8.5 Making sense – external analysis 201

8.6 Making sense – internal analysis 203

8.7 Making choices – strategy at business unit levels 206

8.8 Making things happen – delivering strategy 208

8.9 Making revisions – implementing and evaluating 209

8.10 Think clearly to connect practice, theory and skill 210

Develop a skill: setting clear goals 212

Summary 212

Test your understanding 213

Read more 213

Go online 214

CHAPTER 9

MANAGING MARKETING 216

Case study: Manchester United FC 217

9.1 Introduction 218

9.2 The internal context – a marketing orientation? 219

9.3 The external context of marketing 221

9.4 Marketing tasks – understanding customers and markets 223

9.5 Choosing segments, targets, and the market offer 227

9.6 Using the marketing mix 229

9.7 Think clearly to connect practice,

theory and skill 234

Develop a skill: identifying customer needs 235

Summary 236

Test your understanding 237

Read more 237

Go online 238

Part 3 Case: Virgin Group 239

PART 4

ORGANISING

CHAPTER 10

STRUCTURE 246

Case study: GlaxoSmithKline (GSK) 247

10.1 Introduction 248

10.2 Structure, strategy and performance 249

10.3 Tasks of structure – the tools 250

10.4 Dividing work internally – functions, divisions and matrices 256

10.5 Dividing work externally – outsourcing

and networks 260

10.6 Coordinating work 262

10.7 Mechanistic and organic forms 266

10.8 Think clearly to connect practice,

theory and®skill 268

Develop a skill: coordinating work 270

Summary 270

Test your understanding 271

Read more 272

Go online 272

CHAPTER 11

HUMAN RESOURCE MANAGEMENT 274

Case study: BMW 275

11.1 Introduction 276

11.2 HRM and performance – the empirical evidence 277

11.3 What do HR managers do? 281

11.4 Human resource planning 283

11.5 Job analysis 284

11.6 Recruitment and selection 286

11.7 Reward management 290

11.8 Equal opportunities and diversity 292

11.9 Think clearly to connect practice, theory and skill 294

Develop a skill: preparing for an interview 296

Summary 296

Test your understanding 297

Read more 297

Go online 298

CHAPTER 12

INFORMATION SYSTEMS AND

E-BUSINESS 300

Case study: Google 301

12.1 Introduction 302

12.2 The context of IS – digital disruption 303

12.3 The internet and e-business 307

12.4 Two applications – customers and knowledge 310

12.5 Adding value depends on

technology and organisation 315

12.6 Think clearly to connect practice, theory and skill 317

Develop a skill: setting a project agenda 319

Summary 319

Test your understanding 320

Read more 320

Go online 320

CHAPTER 13

ENTREPRENEURSHIP, CREATIVITY

AND INNOVATION 322

Case study: Dyson 323

13.1 Introduction 324

13.2 Entrepreneurship and why it matters 325

13.3 Why do people become entrepreneurs? 326

13.4 Entrepreneurial tasks, processes and contexts 327

13.5 Creativity and innovation 330

13.6 Sources of innovation 336

13.7 Think clearly to connect practice, theory and skill 341

Develop a skill: practising everyday creativity 343

Summary 343

Test your understanding 344

Read more 344

Go online 345

Part 4 Case: Royal Bank of Scotland 346

PART 5

LEADING

CHAPTER 14

INFLUENCING 354

Case study: W.L. Gore and Associates in Europe 355

14.1 Introduction 356

14.2 Managing and leading depend on influencing 357

14.3 Traits models 360

14.4 Situational (or contingency) models 362

14.5 Gaining and using power 365

14.6 Choosing tactics to influence others 368

14.7 Influencing through networks 369

14.8 Think clearly to connect practice, theory and skill 371

Develop a skill: setting ‘end-of-event’ goals 372

Summary 373

Test your understanding 374

Read more 374

Go online 375

CHAPTER 15

MOTIVATING 376

Case study: The Eden Project 377

15.1 Introduction 378

15.2 Contexts of motivation 380

15.3 The psychological contract 382

15.4 Behaviour modification 385

15.5 Content theories 386

15.6 Process theories 388

15.7 Designing work to be motivating 391

15.8 Think clearly to connect practice, theory and skill 395

Develop a skill: design a motivating job 396

Summary 397

Test your understanding 398

Read more 398

Go online 399

CHAPTER 16

COMMUNICATING 400

Case study: Facebook 401

16.1 Introduction 402

16.2 Communicating to add value 403

16.3 The communication process 405

16.4 Selecting communication channels 409

16.5 Interpersonal skills for communicating 413

16.6 Communicating in context 416

16.7 Think clearly to connect practice, theory and skill 418

Develop a skill: present ideas to an audience 419

Summary 420

Test your understanding 421

Read more 421

Go online 422

CHAPTER 17

TEAMS 424

Case study: Cisco Systems 425

17.1 Introduction 426

17.2 Tasks and types of teams 427

17.3 Crowds, groups and teams 430

17.4 Stages of team development 435

17.5 Team processes 438

17.6 Outcomes of teams – for members and organisations 440

17.7 Teams in context 442

17.8 Think clearly to connect practice, theory and skill 443

Develop a skill: observing team processes 445

Summary 446

Test your understanding 446

Read more 447

Go online 447

CHAPTER 18

MANAGING CHANGE 448

Case study: Amazon 449

18.1 Introduction 450

18.2 Change and the social group – Kurt Lewin 452

18.3 The wider internal context 455

18.4 External contexts 458

18.5 Theories of change 459

18.6 Stakeholders and interest groups 464

18.7 Think clearly to connect practice,

theory and skill 465

Develop a skill: identifying stakeholders and their interests 466

Summary 467

Test your understanding 468

Read more 469

Go online 469

Part 5 Case: British Heart Foundation 470

PART 6

CONTROLLING

CHAPTER 19

MANAGING OPERATIONS AND QUALITY 478

Case study: Zara 479

19.1 Introduction 480

19.2 The transformation process view of operations 480

19.3 Operations management and competitiveness 484

19.4 Operations processes 488

19.5 Main activities of operations 491

19.6 Quality 493

19.7 Think clearly to connect practice, theory and skill 496

Develop a skill: assessing what customers mean by quality 497

Summary 498

Test your understanding 499

Read more 499

Go online 499

CHAPTER 20

CONTROL AND PERFORMANCE MEASUREMENT 500

Case study: Performance management in the NHS 501

20.1 Introduction 502

20.2 The control process 502

20.3 Strategies for control – mechanistic or organic? 505

20.4 Tactics for control 507

20.5 How to measure performance 510

20.6 Human considerations in control 515

20.7 Think clearly to connect practice, theory and skill 516

Develop a skill: monitoring progress on a task 518

Summary 519

Test your understanding 520

Read more 520

Go online 520

Part 6 Case: Tesco 521

Glossary 526

References 538

Index 554

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