Management
Námskeið
- 321.6.0. MOST Menning og stjórnun
- FRG603G Stjórnun
.
Ensk lýsing:
This is an accessible and academically rigorous guide to the themes and functions of management. It contains in depth case studies that examine key management issues in a broad range of organisations, from Apple and Virgin to the British Heart Foundation and Management in Practice features full of insights into contemporary management activities. Entrepreneurship, sustainability, governance and internationalization are integrated throughout, giving clear guidance on how students can further their understanding of these key topics.
Lýsing:
“The main strength is, in my opinion, in the way the author balances theory and practice – always backing empirical findings with theoretical and academic references and always translating concepts and theories into examples and cases. ” Dr David Monciardini, Senior Lecturer in Management, University of Exeter Enable critical thinking for enhanced employability outcomes Management: Using Practice and Theory to Develop Skills, 8th Edition, by David Boddy is a market-leading text which today’s students and tomorrow’s managers need to read.
For 20 years this text has introduced managers and students to the theory and practice of this broad discipline. A comprehensive introduction to the themes and functions of management, this book is an accessible and academically rigorous guide through the field. Now into its 8th Edition, it continues to be the most up-to-date and reliable text of its kind. It enables your critical thinking by providing real-life case studies, and linking theory to six most critical employability skills which employers are looking for - transforming you into highly employable leader of tomorrow.
With this edition, you also get access to the latest empirical evidence, case studies and employability tasks based on organisational management problems in the real world, making it easier for you even if you hold a diverse background and have alternate career intentions. Key features: Updated chapter case studies that link closely with theory, including Ryanair, BBC, Carlsberg, Google, Dyson, the Co-op, Crossrail, Facebook and Zara.
There are two new ones - W. L Gore and Associates, and Amazon. More coverage of entrepreneurship, and a new chapter on Managing Change More examples of the links between management and sustainability New empirical evidence (often in the ‘Key ideas’ feature) on key aspects of theory, including managers’ preferred sources of information; how investors in high-tech start-ups decide who to back; how culture affects risk taking by entrepreneurs; and the link between bureaucracy and performance.
Additional material is on the Companion Website, with a clear link from the text at go. pearson. com/uk/he/resources This new edition builds on established pedagogic features, and adds two new themes which appear consistently in each chapter: The idea that managers add value by performing tasks and processes within a context The skills of clear thinking help students develop not only theoretical knowledge, but also their understanding of practice and of identifiable skill – which are likely to be valuable far into the future This title is also available in Revel - Pearson’s newest way of delivering our respected content.
Annað
- Höfundur: David Boddy
- Útgáfa:8
- Útgáfudagur: 2019-11-27
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- Format:Page Fidelity
- ISBN 13: 9781292271804
- Print ISBN: 9781292271811
- ISBN 10: 1292271809
Efnisyfirlit
- Half Title Page
- Title Page
- Copyright Page
- Brief Contents
- Contents
- Preface to the eighth edition
- Preface to the first edition
- Acknowledgements
- Publisher's Acknowledgements
- PART 1 AN INTRODUCTION TO MANAGEMENT
- CHAPTER 1 MANAGING IN ORGANISATIONS
- Case study: Ryanair
- 1.1 Introduction
- 1.2 Meanings of management
- 1.3 Managing to add value
- 1.4 Adding value by managing task, process and context
- 1.5 Influencing through the tasks of managing
- 1.6 Influencing through the process of managing
- 1.7 Influencing through shaping the context
- 1.8 Managing needs clear thinking
- 1.9 Think clearly to connect practice,theory and skill
- Develop a skill: networking
- Summary
- Test your understanding
- Read more
- Go online
- CHAPTER 2 THEORIES OF MANAGEMENT
- Case study: innocent drinks
- 2.1 Introduction
- 2.2 Theories illuminate tasks, processes and contexts
- 2.3 The competing values framework
- 2.4 Rational goal models
- 2.5 Internal process models
- 2.6 Human relations models
- 2.7 Open systems models
- 2.8 Contingency management
- 2.9 Think clearly to connect practice, theory and skill
- Develop a skill: self-awareness
- Summary
- Test your understanding
- Read more
- Go online
- Part 1 Case: Apple Inc.
- CHAPTER 1 MANAGING IN ORGANISATIONS
- CHAPTER 3 ORGANISATION CULTURES AND CONTEXTS
- Case study: British Broadcasting Corporation (BBC)
- 3.1 Introduction
- 3.2 Cultures and their components
- 3.3 Types of culture
- 3.4 The competitive and general environment
- 3.5 Stakeholders and corporate governance
- 3.6 Think clearly to connect practice, theory and skill
- Develop a skill: present a reasoned case
- Summary
- Test your understanding
- Read more
- Go online
- CHAPTER 4 MANAGING INTERNATIONALLY
- Case study: Carlsberg
- 4.1 Introduction
- 4.2 Ways to conduct business internationally
- 4.3 The contexts of international business – PESTEL
- 4.4 Socio-cultural
- 4.5 Hofstede's comparison of national cultures
- 4.6 Factors stimulating globalisation
- 4.7 Think clearly to connect practice, theory and skill
- Develop a skill: mindfulness
- Summary
- Test your understanding
- Read more
- Go online
- CHAPTER 5 CORPORATE RESPONSIBILITY
- Case study: The Co-operative Group
- 5.1 Introduction
- 5.2 Corporate malpractice, philanthropy and responsibility
- 5.3 Perspectives on corporate responsibility
- 5.4 An ethical decision-making model
- 5.5 Stakeholders and corporate responsibility
- 5.6 Corporate responsibility and strategy
- 5.7 Does responsible action affect performance?
- 5.8 Think clearly to connect practice, theory and skill
- Develop a skill: clarifying values
- Summary
- Test your understanding
- Read more
- Go online
- Part 2 Case: BP
- CHAPTER 6 MAKING DECISIONS
- Case study: IKEA
- 6.1 Introduction
- 6.2 Iterative elements in making a decision
- 6.3 Nature of a decision
- 6.4 The context of decisions
- 6.5 A generic theory of decision processes
- 6.6 Biases in making decisions
- 6.7 Think clearly to connect practice, theory and skill
- Develop a skill: setting success criteria
- Summary
- Test your understanding
- Read more
- Go online
- CHAPTER 7 PLANNING
- Case study: Crossrail builds the Elizabeth Line
- 7.1 Introduction
- 7.2 Why people plan
- 7.3 Types of plan
- 7.4 Information for planning
- 7.5 Setting goals
- 7.6 Organising
- 7.7 Acting and leading – to implement and monitor
- 7.8 Think clearly to connect practice, theory and skill
- Develop a skill: planning to use your time effectively
- Summary
- Test your understanding
- Read more
- Go online
- CHAPTER 8 MANAGING STRATEGY
- Case study: GKN
- 8.1 Introduction
- 8.2 Strategy – process, content (task) and context
- 8.3 Strategy processes – rational, judgemental, negotiated, adaptive
- 8.4 Strategy processes (2) – Strategy as practice?
- 8.5 Making sense – external analysis
- 8.6 Making sense – internal analysis
- 8.7 Making choices – strategy at business unit levels
- 8.8 Making things happen – delivering strategy
- 8.9 Making revisions – implementing and evaluating
- 8.10 Think clearly to connect practice, theory and skill
- Develop a skill: setting clear goals
- Summary
- Test your understanding
- Read more
- Go online
- CHAPTER 9 MANAGING MARKETING
- Case study: Manchester United FC
- 9.1 Introduction
- 9.2 The internal context – a marketing orientation?
- 9.3 The external context of marketing
- 9.4 Marketing tasks – understanding customers and markets
- 9.5 Choosing segments, targets, and the market offer
- 9.6 Using the marketing mix
- 9.7 Think clearly to connect practice, theory and skill
- Develop a skill: identifying customer needs
- Summary
- Test your understanding
- Read more
- Go online
- Part 3 Case: Virgin Group
- CHAPTER 10 STRUCTURE
- Case study: GlaxoSmithKline (GSK)
- 10.1 Introduction
- 10.2 Structure, strategy and performance
- 10.3 Tasks of structure – the tools
- 10.4 Dividing work internally – functions, divisions and matrices
- 10.5 Dividing work externally – outsourcing and networks
- 10.6 Coordinating work
- 10.7 Mechanistic and organic forms
- 10.8 Think clearly to connect practice, theory and skill
- Develop a skill: coordinating work
- Summary
- Test your understanding
- Read more
- Go online
- CHAPTER 11 HUMAN RESOURCE MANAGEMENT
- Case study: BMW
- 11.1 Introduction
- 11.2 HRM and performance – the empirical evidence
- 11.3 What do HR managers do?
- 11.4 Human resource planning
- 11.5 Job analysis
- 11.6 Recruitment and selection
- 11.7 Reward management
- 11.8 Equal opportunities and diversity
- 11.9 Think clearly to connect practice, theory and skill
- Develop a skill: preparing for an interview
- Summary
- Test your understanding
- Read more
- Go online
- CHAPTER 12 INFORMATION SYSTEMS AND E-BUSINESS
- Case study: Google
- 12.1 Introduction
- 12.2 The context of IS – digital disruption
- 12.3 The internet and e-business
- 12.4 Two applications – customers and knowledge
- 12.5 Adding value depends on technology and organisation
- 12.6 Think clearly to connect practice, theory and skill
- Develop a skill: setting a project agenda
- Summary
- Test your understanding
- Read more
- Go online
- CHAPTER 13 ENTREPRENEURSHIP, CREATIVITY AND INNOVATION
- Case study: Dyson
- 13.1 Introduction
- 13.2 Entrepreneurship and why it matters
- 13.3 Why do people become entrepreneurs?
- 13.4 Entrepreneurial tasks, processes and contexts
- 13.5 Creativity and innovation
- 13.6 Sources of innovation
- 13.7 Think clearly to connect practice, theory and skill
- Develop a skill: practising everyday creativity
- Summary
- Test your understanding
- Read more
- Go online
- Part 4 Case: Royal Bank of Scotland
- CHAPTER 14 INFLUENCING
- Case study: W.L. Gore and Associates in Europe
- 14.1 Introduction
- 14.2 Managing and leading depend on influencing
- 14.3 Traits models
- 14.4 Situational (or contingency) models
- 14.5 Gaining and using power
- 14.6 Choosing tactics to influence others
- 14.7 Influencing through networks
- 14.8 Think clearly to connect practice, theory and skill
- Develop a skill: setting 'end-of-event' goals
- Summary
- Test your understanding
- Read more
- Go online
- CHAPTER 15 MOTIVATING
- Case study: The Eden Project
- 15.1 Introduction
- 15.2 Contexts of motivation
- 15.3 The psychological contract
- 15.4 Behaviour modification
- 15.5 Content theories
- 15.6 Process theories
- 15.7 Designing work to be motivating
- 15.8 Think clearly to connect practice, theory and skill
- Develop a skill: design a motivating job
- Summary
- Test your understanding
- Read more
- Go online
- CHAPTER 16 COMMUNICATING
- Case study: Facebook
- 16.1 Introduction
- 16.2 Communicating to add value
- 16.3 The communication process
- 16.4 Selecting communication channels
- 16.5 Interpersonal skills for communicating
- 16.6 Communicating in context
- 16.7 Think clearly to connect practice, theory and skill
- Develop a skill: present ideas to an audience
- Summary
- Test your understanding
- Read more
- Go online
- CHAPTER 17 TEAMS
- Case study: Cisco Systems
- 17.1 Introduction
- 17.2 Tasks and types of teams
- 17.3 Crowds, groups and teams
- 17.4 Stages of team development
- 17.5 Team processes
- 17.6 Outcomes of teams – for members and organisations
- 17.7 Teams in context
- 17.8 Think clearly to connect practice, theory and skill
- Develop a skill: observing team processes
- Summary
- Test your understanding
- Read more
- Go online
- CHAPTER 18 MANAGING CHANGE
- Case study: Amazon
- 18.1 Introduction
- 18.2 Change and the social group – Kurt Lewin
- 18.3 The wider internal context
- 18.4 External contexts
- 18.5 Theories of change
- 18.6 Stakeholders and interest groups
- 18.7 Think clearly to connect practice, theory and skill
- Develop a skill: identifying stakeholders and their interests
- Summary
- Test your understanding
- Read more
- Go online
- Part 5 Case: British Heart Foundation
- CHAPTER 19 MANAGING OPERATIONS AND QUALITY
- Case study: Zara
- 19.1 Introduction
- 19.2 The transformation process view of operations
- 19.3 Operations management and competitiveness
- 19.4 Operations processes
- 19.5 Main activities of operations
- 19.6 Quality
- 19.7 Think clearly to connect practice, theory and skill
- Develop a skill: assessing what customers mean by quality
- Summary
- Test your understanding
- Read more
- Go online
- CHAPTER 20 CONTROL AND PERFORMANCE MEASUREMENT
- Case study: Performance management in the NHS
- 20.1 Introduction
- 20.2 The control process
- 20.3 Strategies for control – mechanistic or organic?
- 20.4 Tactics for control
- 20.5 How to measure performance
- 20.6 Human considerations in control
- 20.7 Think clearly to connect practice, theory and skill
- Develop a skill: monitoring progress on a task
- Summary
- Test your understanding
- Read more
- Go online
- Part 6 Case: Tesco
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- Gerð : 208
- Höfundur : 5638
- Útgáfuár : 2019
- Leyfi : 380