The Oxford Handbook of Management
Herausgeber: Wilkinson, Adrian; Lounsbury, Michael; Armstrong, Steven J.
The Oxford Handbook of Management
Herausgeber: Wilkinson, Adrian; Lounsbury, Michael; Armstrong, Steven J.
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The purpose of this Handbook is to analyse and explore the evolution of management; the core functions and how they may have changed; its position in the culture of modern society; the institutions and ideologies that support it; and likely challenges and changes in the future.
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The purpose of this Handbook is to analyse and explore the evolution of management; the core functions and how they may have changed; its position in the culture of modern society; the institutions and ideologies that support it; and likely challenges and changes in the future.
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Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Produktdetails
- Produktdetails
- Verlag: OUP Oxford
- Seitenzahl: 590
- Erscheinungstermin: 16. August 2018
- Englisch
- Abmessung: 244mm x 170mm x 31mm
- Gewicht: 1004g
- ISBN-13: 9780198828006
- ISBN-10: 0198828004
- Artikelnr.: 51969154
- Herstellerkennzeichnung
- Books on Demand GmbH
- In de Tarpen 42
- 22848 Norderstedt
- info@bod.de
- 040 53433511
- Verlag: OUP Oxford
- Seitenzahl: 590
- Erscheinungstermin: 16. August 2018
- Englisch
- Abmessung: 244mm x 170mm x 31mm
- Gewicht: 1004g
- ISBN-13: 9780198828006
- ISBN-10: 0198828004
- Artikelnr.: 51969154
- Herstellerkennzeichnung
- Books on Demand GmbH
- In de Tarpen 42
- 22848 Norderstedt
- info@bod.de
- 040 53433511
Steven J Armstrong is Professor of Organisational Behaviour at Hull University Business School in the UK and Visiting Research Fellow at the Vlerick Leuven Gent Management School in Belgium. Steve has edited three books, co-edited eight books of conference proceedings, and authored more than forty articles/book chapters. He is currently Associate Editor of Academy of Management Learning & Education and an editorial board member of International Journal of Management Reviews and Journal of Management Education. He is also a Member of the Chartered Institute of Management and remains a Chartered Engineer, and a Member of the Institution of Engineering and Technology. Michael Lounsbury is Professor, Thornton A. Graham Chair, and Associate Dean of Research at the University of Alberta School of Business, and a Principle Investigator at the Canadian National Institute of Nanotechnology. His research focuses on the relationship between organizational and institutional change, entrepreneurial dynamics, and the emergence of new industries and practices. In addition to serving on a number of editorial boards, Professor Lounsbury is the series editor of Research in the Sociology of Organizations, Co-Editor of Organization Studies, and Associate Editor of the Academy of Management Annals. He is also the Chair Elect of the Organization and Management Theory Division of the Academy of Management. Adrian Wilkinson is Professor and Director of the Centre for Work, Organisation and Wellbeing, at Griffith University, Australia. He holds Visiting Professorships at Loughborough University, Sheffield University, and the University of Durham, and is an Academic Fellow at the Centre for International Human Resource Management at the Judge Institute, University of Cambridge. Adrian is an author, co-author, or editor of twenty-five books, over 150 articles in refereed journals, and numerous book chapters. Adrian was appointed as a British Academy of Management Fellow in 2010. He is an Academician of the Academy of Social Sciences and a Fellow of the Australian Academy of Social Sciences. He has been shortlisted by HR magazine for the award of HR (Human Resources) Most Influential International Thinker.
* 1: Adrian Wilkinson, Steve J. Armstrong, and Michael Lounsbury:
Introduction
* Part I: Main Historic Models
* 2: Lucy Taska: Scientific Management
* 3: Kyle Bruce and Chris Nyland: Human Relations
* 4: Martin Spring: Operations Management
* 5: Peter Starbuck: Peter F. Drucker's Management by Objectives and
Self-Control
* 6: Mats Alvesson, Dan Kärreman, and Sierk Ybema: Studying Culture in
Organizations: Not Taking for Granted the Taken-for-Granted
* 7: C. R. (Bob) Hinings and Roston Greenwood: The Opening Up of
Organization Theory: Open Systems, Contingency Theory, and
Organizational Design
* 8: Stewart Clegg , Marco Berti, and Walter P. Jarvis: Future in the
Past: A Philosophical Reflection on the Prospects of Management
* Part II: The Doing/Functions of Managements
* 9: Andy Charwood and Kim Hoque: Managing People: Understanding the
Theory and Practice of Human Resources Management
* 10: Nicola Bateman and Zoe Radnor: Managing Operations
* 11: Jeffrey K. Pinto and Peerasit Patanakul: Managing Projects
* 12: Wendy L. Currie: Managing Data, Information, and Knowledge
* 13: Violina P. Rindova and Santosh Srinivas: Managing Meaning -
Culture
* 14: Ronald E. Riggio: Management and Leadership
* 15: Mark Shanley: Fragmentation in Strategic Management: Process and
Agency Issues
* 16: Stefan Tengblad: Management Practice - and the Doing of
Management
* 17: David A. Buchanan: Managing Change
* Part III: Themes
* 18: David Courpasson: Management as a Practice of Power
* 19: Michel Anteby and Caitlin Anderson: Management and
Morality/Ethics - The Elusive Corporate Morals
* 20: Graham Sewell: Management and Modernity
* Part IV: Management in Society and Management
Organizations/Institutions
* 21: Kevin Morell and Mark Learmouth: Evidence-Based Management
* 22: Kenneth G. Brown and Robert S. Rubin: Management Education and
Business Schools
* 23: Damian O'Doherty and Christian De Cock: Management as an Academic
Discipline?
* 24: Luciara Nardon: Culture, Context, and Managerial Behaviour
* 25: Mike Geppert and Graham Hollinshead: International Management
* 26: Andy Sturdy, Christopher Wright, and Nick Wylie: Management and
Consultancy: Ambivalence, Complexity, and Change
Introduction
* Part I: Main Historic Models
* 2: Lucy Taska: Scientific Management
* 3: Kyle Bruce and Chris Nyland: Human Relations
* 4: Martin Spring: Operations Management
* 5: Peter Starbuck: Peter F. Drucker's Management by Objectives and
Self-Control
* 6: Mats Alvesson, Dan Kärreman, and Sierk Ybema: Studying Culture in
Organizations: Not Taking for Granted the Taken-for-Granted
* 7: C. R. (Bob) Hinings and Roston Greenwood: The Opening Up of
Organization Theory: Open Systems, Contingency Theory, and
Organizational Design
* 8: Stewart Clegg , Marco Berti, and Walter P. Jarvis: Future in the
Past: A Philosophical Reflection on the Prospects of Management
* Part II: The Doing/Functions of Managements
* 9: Andy Charwood and Kim Hoque: Managing People: Understanding the
Theory and Practice of Human Resources Management
* 10: Nicola Bateman and Zoe Radnor: Managing Operations
* 11: Jeffrey K. Pinto and Peerasit Patanakul: Managing Projects
* 12: Wendy L. Currie: Managing Data, Information, and Knowledge
* 13: Violina P. Rindova and Santosh Srinivas: Managing Meaning -
Culture
* 14: Ronald E. Riggio: Management and Leadership
* 15: Mark Shanley: Fragmentation in Strategic Management: Process and
Agency Issues
* 16: Stefan Tengblad: Management Practice - and the Doing of
Management
* 17: David A. Buchanan: Managing Change
* Part III: Themes
* 18: David Courpasson: Management as a Practice of Power
* 19: Michel Anteby and Caitlin Anderson: Management and
Morality/Ethics - The Elusive Corporate Morals
* 20: Graham Sewell: Management and Modernity
* Part IV: Management in Society and Management
Organizations/Institutions
* 21: Kevin Morell and Mark Learmouth: Evidence-Based Management
* 22: Kenneth G. Brown and Robert S. Rubin: Management Education and
Business Schools
* 23: Damian O'Doherty and Christian De Cock: Management as an Academic
Discipline?
* 24: Luciara Nardon: Culture, Context, and Managerial Behaviour
* 25: Mike Geppert and Graham Hollinshead: International Management
* 26: Andy Sturdy, Christopher Wright, and Nick Wylie: Management and
Consultancy: Ambivalence, Complexity, and Change
* 1: Adrian Wilkinson, Steve J. Armstrong, and Michael Lounsbury:
Introduction
* Part I: Main Historic Models
* 2: Lucy Taska: Scientific Management
* 3: Kyle Bruce and Chris Nyland: Human Relations
* 4: Martin Spring: Operations Management
* 5: Peter Starbuck: Peter F. Drucker's Management by Objectives and
Self-Control
* 6: Mats Alvesson, Dan Kärreman, and Sierk Ybema: Studying Culture in
Organizations: Not Taking for Granted the Taken-for-Granted
* 7: C. R. (Bob) Hinings and Roston Greenwood: The Opening Up of
Organization Theory: Open Systems, Contingency Theory, and
Organizational Design
* 8: Stewart Clegg , Marco Berti, and Walter P. Jarvis: Future in the
Past: A Philosophical Reflection on the Prospects of Management
* Part II: The Doing/Functions of Managements
* 9: Andy Charwood and Kim Hoque: Managing People: Understanding the
Theory and Practice of Human Resources Management
* 10: Nicola Bateman and Zoe Radnor: Managing Operations
* 11: Jeffrey K. Pinto and Peerasit Patanakul: Managing Projects
* 12: Wendy L. Currie: Managing Data, Information, and Knowledge
* 13: Violina P. Rindova and Santosh Srinivas: Managing Meaning -
Culture
* 14: Ronald E. Riggio: Management and Leadership
* 15: Mark Shanley: Fragmentation in Strategic Management: Process and
Agency Issues
* 16: Stefan Tengblad: Management Practice - and the Doing of
Management
* 17: David A. Buchanan: Managing Change
* Part III: Themes
* 18: David Courpasson: Management as a Practice of Power
* 19: Michel Anteby and Caitlin Anderson: Management and
Morality/Ethics - The Elusive Corporate Morals
* 20: Graham Sewell: Management and Modernity
* Part IV: Management in Society and Management
Organizations/Institutions
* 21: Kevin Morell and Mark Learmouth: Evidence-Based Management
* 22: Kenneth G. Brown and Robert S. Rubin: Management Education and
Business Schools
* 23: Damian O'Doherty and Christian De Cock: Management as an Academic
Discipline?
* 24: Luciara Nardon: Culture, Context, and Managerial Behaviour
* 25: Mike Geppert and Graham Hollinshead: International Management
* 26: Andy Sturdy, Christopher Wright, and Nick Wylie: Management and
Consultancy: Ambivalence, Complexity, and Change
Introduction
* Part I: Main Historic Models
* 2: Lucy Taska: Scientific Management
* 3: Kyle Bruce and Chris Nyland: Human Relations
* 4: Martin Spring: Operations Management
* 5: Peter Starbuck: Peter F. Drucker's Management by Objectives and
Self-Control
* 6: Mats Alvesson, Dan Kärreman, and Sierk Ybema: Studying Culture in
Organizations: Not Taking for Granted the Taken-for-Granted
* 7: C. R. (Bob) Hinings and Roston Greenwood: The Opening Up of
Organization Theory: Open Systems, Contingency Theory, and
Organizational Design
* 8: Stewart Clegg , Marco Berti, and Walter P. Jarvis: Future in the
Past: A Philosophical Reflection on the Prospects of Management
* Part II: The Doing/Functions of Managements
* 9: Andy Charwood and Kim Hoque: Managing People: Understanding the
Theory and Practice of Human Resources Management
* 10: Nicola Bateman and Zoe Radnor: Managing Operations
* 11: Jeffrey K. Pinto and Peerasit Patanakul: Managing Projects
* 12: Wendy L. Currie: Managing Data, Information, and Knowledge
* 13: Violina P. Rindova and Santosh Srinivas: Managing Meaning -
Culture
* 14: Ronald E. Riggio: Management and Leadership
* 15: Mark Shanley: Fragmentation in Strategic Management: Process and
Agency Issues
* 16: Stefan Tengblad: Management Practice - and the Doing of
Management
* 17: David A. Buchanan: Managing Change
* Part III: Themes
* 18: David Courpasson: Management as a Practice of Power
* 19: Michel Anteby and Caitlin Anderson: Management and
Morality/Ethics - The Elusive Corporate Morals
* 20: Graham Sewell: Management and Modernity
* Part IV: Management in Society and Management
Organizations/Institutions
* 21: Kevin Morell and Mark Learmouth: Evidence-Based Management
* 22: Kenneth G. Brown and Robert S. Rubin: Management Education and
Business Schools
* 23: Damian O'Doherty and Christian De Cock: Management as an Academic
Discipline?
* 24: Luciara Nardon: Culture, Context, and Managerial Behaviour
* 25: Mike Geppert and Graham Hollinshead: International Management
* 26: Andy Sturdy, Christopher Wright, and Nick Wylie: Management and
Consultancy: Ambivalence, Complexity, and Change