CHAPTER 1 The contemporary workplace — p. 1
1.1 Working in today’s economy — p. 3
1.2 Organisations in today’s workplace — p. 9
1.3 Managers in today’s workplace — p. 13
1.4 The management process — p. 20
1.5 Managerial learning — p. 25
CHAPTER 2 Historical foundations of management — p. 33
2.1 Classical approaches to management — p. 36
2.2 Behavioural approaches to management — p. 41
2.3 Quantitative approaches to management — p. 45
2.4 Modern approaches to management — p. 46
2.5 Continuing management themes — p. 48
CHAPTER 3 Environment and diversity — p. 58
3.1 Environment and competitive advantage — p. 61
3.2 Internal environment and organisational culture — p. 67
3.3 Customer‐driven organisations — p. 70
3.4 Quality‐driven organisations — p. 72
3.5 Diversity and multicultural organisations — p. 75
CHAPTER 4 International dimensions of management — p. 89
4.1 International management and globalisation — p. 92
4.2 International business challenges — p. 99
4.3 Multinational corporations — p. 103
4.4 Culture and global diversity — p. 106
4.5 Management across cultures — p. 111
CHAPTER 5 Ethical behaviour and social responsibility — p. 122
5.1 What is ethical behaviour? — p. 125
5.2 Ethics in the workplace — p. 129
5.3 Maintaining high ethical standards — p. 133
5.4 Social responsibility — p. 135
5.5 Organisations and society — p. 142
CHAPTER 6 Sustainability — p. 151
6.1 What is sustainability? — p. 153
6.2 International sustainability guidelines for business — p. 158
6.3 Sustainability and organisations — p. 162
6.4 Organisational change: developing the sustainable firm — p. 164
6.5 Current trends in business sustainability — p. 166
CHAPTER 7 Information and decision making — p. 174
7.1 Information technology and the new workplace — p. 177
7.2 Information and information systems — p. 181
7.3 Information and decision making — p. 187
7.4 The decision‐making process — p. 189
7.5 Knowledge management and organisational learning — p. 195
CHAPTER 8 Planning — p. 201
8.1 How and why managers plan — p. 204
8.2 Types of plans used by managers — p. 209
8.3 Planning tools, techniques and processes — p. 212
CHAPTER 9 Strategic management — p. 224
9.1 Sustainable strategic competitiveness — p. 226
9.2 The strategic management process — p. 231
9.3 Strategies used by organisations — p. 237
9.4 Strategy formulation — p. 242
9.5 Strategy implementation — p. 249
CHAPTER 10 Organising — p. 256
10.1 Organising as a management function — p. 258
10.2 Traditional organisation structures — p. 261
10.3 Essentials of organisational design — p. 266
10.4 Contingencies in organisational design — p. 271
10.5 Developments in organisation structures — p. 274
10.6 Subsystems design and integration — p. 278
10.7 Organising trends — p. 281
CHAPTER 11 Controlling — p. 291
11.1 Organisational control — p. 294
11.2 Types of controls — p. 298
11.3 Organisational control systems — p. 301
CHAPTER 12 Human resource management — p. 312
12.1 Diversity and the importance of people — p. 315
12.2 HRM — p. 318
12.3 Attracting a quality workforce — p. 327
12.4 Developing a quality workforce — p. 333
12.5 Engagement: maintaining a quality workforce — p. 338
CHAPTER 13 Leading — p. 351
13.1 The nature of leadership — p. 354
13.2 Leadership traits and behaviours — p. 358
13.3 Contingency approaches to leadership — p. 361
13.4 Issues in leadership development — p. 367
CHAPTER 14 Communication and interpersonal skills — p. 378
14.1 The communication process — p. 380
14.2 Improving communication — p. 385
14.3 Perception — p. 393
14.4 Communication and conflict management — p. 396
14.5 Negotiation — p. 400
CHAPTER 15 Motivation and rewards — p. 409
15.1 What is motivation? — p. 411
15.2 Content theories of motivation — p. 413
15.3 Process theories of motivation — p. 419
15.4 Reinforcement theory of motivation — p. 424
15.5 Motivation and remuneration — p. 427
CHAPTER 16 Individuals, job design and stress — p. 438
16.1 The meaning of work — p. 441
16.2 Satisfaction, performance and job design — p. 444
16.3 Directions in job enrichment — p. 451
16.4 Alternative work arrangements — p. 454
16.5 Job stress — p. 460
CHAPTER 17 Teams and teamwork — p. 471
17.1 Teams in organisations — p. 473
17.2 Trends in the use of teams — p. 476
17.3 Team processes and diversity — p. 482
17.4 Decision‐making in teams — p. 491
17.5 Leading high‐performance teams — p. 494
CHAPTER 18 Leading and managing change — p. 502
18.1 Challenges of change — p. 505
18.2 Organisational change — p. 511
18.3 Managing planned change — p. 516
18.4 Organisation development — p. 526
18.5 Personal change and career readiness — p. 532
CHAPTER 19 Entrepreneurship and new ventures — p. 541
19.1 The nature of entrepreneurship — p. 543
19.2 Entrepreneurship and small business — p. 550
19.3 New venture creation — p. 555
19.4 Entrepreneurship and business development — p. 558
CHAPTER 20 Operations and services management — p. 564
20.1 Operations management essentials — p. 567
20.2 Value chain management — p. 570
20.3 Service and product quality — p. 574
20.4 Work processes — p. 578
20.5 Physical factors in the workplace — p. 581
Case study 1 Economic downturns and the business environment — p. 587
Case study 2 Boost Juice Bars in a global, digital marketplace — p. 590
Case study 3 Coal seam gas: the sustainable business response — p. 592
Case study 4 IKEA’s international strategy — p. 595
Case study 5 The IT industry: who says there’s no such thing as a free lunch? — p. 599
Case study 6 Quality can endure despite environmental shocks — p. 602
Case study 7 Nespresso — p. 605
Case study 8 A flood of decisions — p. 608
Case study 9 Scenario planning at Royal Dutch Shell — p. 611
Case study 10 Sick leave costing employers — p. 614
Case study 11 Twitter — rewriting (or killing) communication? — p. 617
Case study 12 Zara International: fashion at the speed of light — p. 620
