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• Cover
• Title Page
• Copyright Page
• 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.
• Part 2: The Environment of Management
• 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
• Part 3: Planning
• 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
• Part 4: Organising
• 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
• Part 5: Leading
• 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
• Part 6: Controlling
• 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
• Glossary
• References
• Index