The 9th edition of this classic textbook provides students with a firm understanding of current management theories and practical skills to help smooth their transition into the workplace. Combining theory and practice it has been fully updated with a revised three-part structure to help learners focus on the many roles managers can play in an organization. It covers the topics most commonly taught on business courses at undergraduate and postgraduate level and gives students an insight into the latest trends in the ever-changing world of management.
The 9th edition of this classic textbook provides students with a firm understanding of current management theories and practical skills to help smooth their transition into the workplace. Combining theory and practice it has been fully updated with a revised three-part structure to help learners focus on the many roles managers can play in an organization. It covers the topics most commonly taught on business courses at undergraduate and postgraduate level and gives students an insight into the latest trends in the ever-changing world of management.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
The late Gerald Cole worked and taught in a wide variety of large and small organizations in the public and private sectors. He held two non-executive directorships and was also an external examiner at Middlesex University.
Phil Kelly is a Programme Leader and Reader at Liverpool Business School. He teaches management on a variety of undergraduate and postgraduate programmes. Prior to this, he was a business practitioner and worked for 20 major companies across the world. He has a Doctorate in Business Administration from Manchester University.
Inhaltsangabe
Part One - Management TheorySection One - Introduction1.Management - An Introduction2.Organizations 3.Classical Management Section Two - Human Relations - Early Theories4.Motivation Theories5.Leadership Theories6.Group Work Theories7.Organizational Culture and ClimateSection Three - Systems Theories8.Systems and Contingency Theories9.Management Information Systems TheorySection Four - Managing Strategically10.Strategic Management11.International Strategy and LeadershipSection Five - Contemporary Approaches to Management Theory- New Perspectives Explored12.Management Theory in Turbulent Times13.Management (Competence) TheoriesPart Two - Management in PracticeSection Six - Planning, Leading and Strategizing14.The Environment15.Strategy16.Implementing and Managing StrategySection Seven - Organizing17.Organizing the Workforce18.Organizing Work19.Organizing for Innovation20.Organizing for Productivity and Responsiveness21.Reorganizing: Managing ChangeSection Eight - Motivating22.Motivating Individual Employees23.Motivation in Groups and TeamsSection Nine - Controlling24.Organizational Control25.Managing Quality 26.Managing RiskPart Three - Business Functions and ProcessesSection Ten - Marketing27.Marketing Fundamentals28.Traditional Marketing Tools29.Customer-Oriented Marketing Approaches30.Digital Marketing31.Sales ManagementSection Eleven - Operations32.Procurements33.Logistics34.Production35.SCM Systems and TechnologySection Twelve - Human Resources36.Human Resource Management (HRM)37.Managing the Employee Lifecycle38.Performance Management 39.International Human Resource Management (IHRM)Section Thirteen - Financial Aspects of Management40.Accounting and Finance41.BudgetingSection Fourteen - Managing Information Resources42.Managing Information Resources43.Digital Technologies
Part One - Management TheorySection One - Introduction1.Management - An Introduction2.Organizations 3.Classical Management Section Two - Human Relations - Early Theories4.Motivation Theories5.Leadership Theories6.Group Work Theories7.Organizational Culture and ClimateSection Three - Systems Theories8.Systems and Contingency Theories9.Management Information Systems TheorySection Four - Managing Strategically10.Strategic Management11.International Strategy and LeadershipSection Five - Contemporary Approaches to Management Theory- New Perspectives Explored12.Management Theory in Turbulent Times13.Management (Competence) TheoriesPart Two - Management in PracticeSection Six - Planning, Leading and Strategizing14.The Environment15.Strategy16.Implementing and Managing StrategySection Seven - Organizing17.Organizing the Workforce18.Organizing Work19.Organizing for Innovation20.Organizing for Productivity and Responsiveness21.Reorganizing: Managing ChangeSection Eight - Motivating22.Motivating Individual Employees23.Motivation in Groups and TeamsSection Nine - Controlling24.Organizational Control25.Managing Quality 26.Managing RiskPart Three - Business Functions and ProcessesSection Ten - Marketing27.Marketing Fundamentals28.Traditional Marketing Tools29.Customer-Oriented Marketing Approaches30.Digital Marketing31.Sales ManagementSection Eleven - Operations32.Procurements33.Logistics34.Production35.SCM Systems and TechnologySection Twelve - Human Resources36.Human Resource Management (HRM)37.Managing the Employee Lifecycle38.Performance Management 39.International Human Resource Management (IHRM)Section Thirteen - Financial Aspects of Management40.Accounting and Finance41.BudgetingSection Fourteen - Managing Information Resources42.Managing Information Resources43.Digital Technologies
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