Management

Eldenburg's Management is an introductory text that focuses on presenting content in an easy to understand way that encourages students to think critically and draw connections between theory and practice. This new seventh edition has a strengthened focus on technology and features have been updated to help students further consolidate their knowledge. This includes various forms of revision materials such as auto-graded knowledge-check questions and self-skill assessment. There is also a broad variety of concise case studies, including new ones with a strategic focus, which enable instructors to have thought-provoking and engaging tutorials. An exciting addition to the interactive e-text are the new ANZ videos that feature a diverse group of management thought-leaders who give insights and ‘tales from the front.’ This will provide supplementary content for lectures or serve as pre-work for a flipped classroom.

Table of Contents:
About the authors xi Applications at a glance xiv Chapter 1 The contemporary workplace 1 Introduction 2 1.1 Working in today’s economy 3 1.2 Organisations in today’s workplace 9 1.3 Managers in today’s workplace 12 1.4 The management process 23 1.5 Managerial learning 25 Summary 30 Key terms 31 Applied activities 32 Endnotes 32 Acknowledgements 34 Chapter 2 Historical foundations of management 35 Introduction 37 2.1 Classical approaches to management 37 2.2 Behavioural approaches to management 42 2.3 Quantitative approaches to management 45 2.4 Modern approaches to management 46 2.5 Continuing management themes 48 Summary 54 Key terms 54 Applied activities 55 Endnotes 55 Acknowledgements 57 Chapter 3 Environment and diversity 58 Introduction 60 3.1 Environment and competitive advantage 60 3.2 Internal environment and organisational culture 65 3.3 Customer-driven organisations 68 3.4 Quality-driven organisations 70 3.5 Diversity and multicultural organisations 72 Summary 80 Key terms 81 Applied activities 81 Endnotes 82 Acknowledgements 85 Chapter 4 International dimensions of management 86 Introduction 87 4.1 International management and globalisation 88 4.2 International business challenges 94 4.3 Multinational corporations 98 4.4 Culture and global diversity 100 4.5 Management across cultures 105 Summary 110 Key terms 110 Applied activities 111 Endnotes 112 Acknowledgements 114 Chapter 5 Ethical behaviour and social responsibility 115 Introduction 116 5.1 What is ethical behaviour? 117 5.2 Ethics in the workplace 121 5.3 Maintaining high ethical standards 124 5.4 Social responsibility 126 5.5 Organisations and society 131 Summary 133 Key terms 133 Applied activities 134 Endnotes 134 Acknowledgements 137 Chapter 6 Sustainability 138 Introduction 139 6.1 What is sustainability? 140 6.2 International sustainability guidelines for business 144 6.3 Sustainability and organisations 148 6.4 Organisational change: developing the sustainable firm 151 6.5 Current trends in business sustainability 152 Summary 155 Key terms 155 Applied activities 156 Endnotes 156 Acknowledgements 158 Chapter 7 Information and decision making 159 Introduction 161 7.1 Information technology and the new workplace 162 7.2 Information and information systems 165 7.3 Information and decision making 171 7.4 The decision-making process 173 7.5 Knowledge management and organisational learning 178 Summary 180 Key terms 180 Applied activities 181 Endnotes 182 Acknowledgements 183 Chapter 8 Planning 184 Introduction 186 8.1 How and why managers plan 187 8.2 Types of plans used by managers 191 8.3 Planning tools, techniques and processes 194 Summary 202 Key terms 202 Applied activities 203 Endnotes 203 Acknowledgements 204 Chapter 9 Strategic management 205 Introduction 206 9.1 Sustainable strategic competitiveness 207 9.2 The strategic management process 210 9.3 Strategies used by organisations 216 9.4 Strategy formulation 220 9.5 Strategy implementation 226 Summary 229 Key terms 230 Applied activities 230 Endnotes 231 Acknowledgements 233 Chapter 10 Organising 234 Introduction 236 10.1 Organising as a management function 236 10.2 Traditional organisation structures 238 10.3 Essentials of organisational design 243 10.4 Contingencies in organisational Environment 247 10.5 Developments in organisation Team structures 251 10.6 Subsystems design and integration 254 10.7 Organising trends 257 Summary 260 Key terms 261 Applied activities 262 Endnotes 262 Acknowledgements 264 Chapter 11 Controlling 265 Introduction 266 11.1 Organisational control 267 11.2 Types of controls 270 11.3 Organisational control systems 273 Summary 282 Key terms 282 Applied activities 283 Endnotes 283 Acknowledgements 284 Chapter 12 Human resource management 285 Introduction 287 12.1 Diversity and the importance of people 288 12.2 HRM 291 12.3 Attracting a quality workforce 298 12.4 Developing a quality workforce 303 12.5 Engagement: maintaining a quality workforce 307 Summary 316 Key terms 316 Applied activities 317 Endnotes 318 Acknowledgements 320 Chapter 13 Leading 321 Introduction 322 13.1 The nature of leadership 323 13.2 Leadership traits and behaviours 326 13.3 Contingency approaches to Fiedler’s contingency model 329 13.4 Issues in leadership development 334 Summary 340 Key terms 340 Applied activities 341 Endnotes 341 Acknowledgements 344 Chapter 14 Communication and interpersonal skills 345 Introduction 346 14.1 The communication process 347 14.2 Improving communication 351 14.3 Perception 358 14.4 Communication and conflict management 360 14.5 Negotiation 364 Summary 368 Key terms 369 Applied activities 370 Endnotes 370 Acknowledgements 372 Chapter 15 Motivation and rewards 373 Introduction 374 15.1 What is motivation? 375 15.2 Content theories of motivation 377 15.3 Process theories of motivation 382 15.4 Reinforcement theory of motivation 387 15.5 Motivation and remuneration 390 Summary 395 Key terms 396 Applied activities 396 Endnotes 396 Acknowledgements 399 Chapter 16 Individuals, job design and stress 400 Introduction 401 16.1 The meaning of work 402 16.2 Satisfaction, performance and job design 404 16.3 Directions in job enrichment 411 16.4 Alternative work arrangements 414 16.5 Job stress 418 Summary 424 Key terms 425 Applied activities 425 Endnotes 426 Acknowledgements 428 Chapter 17 Teams and teamwork 429 Introduction 430 17.1 Teams in organisations 431 17.2 Trends in the use of teams 433 17.4 Decision making in teams 446 17.5 Leading high-performance teams 448 Summary 451 Key terms 452 Applied activities 452 Endnotes 452 Acknowledgements 454 Chapter 18 Leading and managing change 455 Introduction 457 18.1 Challenges of change 458 18.2 Organisational change 464 18.3 Managing planned change 468 18.4 Organisation development 477 18.5 Personal change and career readiness 483 Summary 486 Key terms 487 Applied activities 488 Endnotes 488 Acknowledgements 490 Chapter 19 Entrepreneurship and new ventures 491 Introduction 493 19.1 The nature of entrepreneurship 493 19.2 Entrepreneurship and small business 499 19.3 New venture creation 503 19.4 Entrepreneurship and business Summary 508 Key terms 508 Applied activities 509 Endnotes 509 Acknowledgements 511 Chapter 20 Operations and services management 512 Introduction 514 20.1 Operations management essentials 514 20.2 Value chain management 517 20.3 Service and product quality 521 20.4 Work processes 525 20.5 Physical factors in the workplace 527 Summary 529 Key terms 529 Applied activities 530 Endnotes 530 Acknowledgements 531 Case 1 532 Case 2 535 Case 3 538 Case 4 540 Case 5 544 Case 6 546 Case 7 549 Case 8 552 Case 9 555 Case 10 557 Strategy case 1 560 Strategy case 2 567 Index 572