This comprehensive textbook reveals the fascinating complexity of management studies and takes an engaging critical approach designed to help students challenge the preconceptions of the discipline. As managers, students will need to think independently in response to a broad range of scenarios. Here, key topics such as leadership, sustainability, and ethics are rethought by international experts and illustrated with organizational examples. The result is a challenging, yet accessible, analysis of contemporary work with the aim of improving management practice at its core. The new and second…mehr
This comprehensive textbook reveals the fascinating complexity of management studies and takes an engaging critical approach designed to help students challenge the preconceptions of the discipline. As managers, students will need to think independently in response to a broad range of scenarios. Here, key topics such as leadership, sustainability, and ethics are rethought by international experts and illustrated with organizational examples. The result is a challenging, yet accessible, analysis of contemporary work with the aim of improving management practice at its core. The new and second edition of this highly regarded textbook has been revised and updated throughout. Written by a highly experienced team of expert, this textbook is an essential resource for advanced undergraduate, postgraduate and MBA students of management and organizational behaviour.
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Autorenporträt
STEPHEN LINSTEAD is Professor of Critical Management Studies at the University of York, UK. He has held chairs in Wollongong (NSW, Australia), Sunderland, Essex and Durham before moving to York. He has also spent two years as a Visiting Scholar at Hong Kong University of Science and Technology. From 2007 he will also be a Visiting Professor at the University of New Mexico, USA.
LIZ FULOP is Professor of Management and Head of Research at Griffiths University, Australia.
SIMON LILLEY is a Professor of Information and Organizations at the University of Leicester, UK.
Contributors: William D, Rifkin, University of South Wales, Australia Dr Joanna Brewis, University of Leciester, UK Prof Bobby Banerjee, University of South Australia, Australia Dr Edward Wray-Bliss, Nottingham University Business School, UK Prf Robin Stanley Snell, Sept of Management, Lingnan University, Hong Kong Prof. Stephen Proctor, Newcastle University Business School, UK Prof Frank Mueller, University ofSt Andrews, UK Prof Grham Sewell, University of Melbourne, Australia Prof Jonathan Gosling, Centre for LEadership, University of Exeter, UK Dr Anne-Marie Greene, Warwick University Business School, UK Dr Alison Pullen, University of Technology, Sydney, Australia Dr Rodney J. Clarke, Stafforshire University, UK Dr Garance Marechal, University of Liverpool Management School, UK
Inhaltsangabe
Introduction.- PART ONE: CORE CONCEPTS Managing Knowledge and Learning.- Gender and Management.- Managing Culture.- Managing Structure.- Managing Sustainability.- Power and Politics in Organisations.- Organisational Control.- Managing Ethically.- PART TWO: MANAGEMENT PROCESSES Managing Motivation.- Leading and Managing.- Managing Teams.- Managing Conflict.- Managing Change.- Decision-Making in Organisations.- Managing Strategically.- Networks and Inter-organisational Relations.- Conclusion.- Managing in a Virtual World.
Introduction.- PART ONE: CORE CONCEPTS Managing Knowledge and Learning.- Gender and Management.- Managing Culture.- Managing Structure.- Managing Sustainability.- Power and Politics in Organisations.- Organisational Control.- Managing Ethically.- PART TWO: MANAGEMENT PROCESSES Managing Motivation.- Leading and Managing.- Managing Teams.- Managing Conflict.- Managing Change.- Decision-Making in Organisations.- Managing Strategically.- Networks and Inter-organisational Relations.- Conclusion.- Managing in a Virtual World.
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