Managing People and Organizations in Changing Contexts

Managing People and Organizations in Changing Contexts addresses the contemporary problems faced by managers in dealing with people, organizations and change in a theoretically-informed and practical way. This textbook approaches people management from the perspective of practising and aspiring managers, making it a valuable alternative to existing texts on organizational behaviour and human resource management. This new edition considers new emerging organizational forms such as e-lancing and recent management concerns such as employee engagement, de-professionalization and the growing challenges of social media. Built around a chapter framework that connects different themes to managerial action and practices, this textbook covers a wide range of topics including: managing at the individual, group and organizational levels change management managing creativity and innovation, and corporate governance and corporate social responsibility. There is an increased international flavour, reflected in the range of contemporary case studies and literature used throughout, which explore business and management problems in the private and public sectors. This text will be relevant to practising and aspiring managers studying people management, organizational behaviour and change management.

Table of Contents:
1. An Introduction to Managing People in Changing Contexts 2. The Nature of Management, Managers and their Work 3. Managing in the Individual–Organizational Context 4. Managing in the Organizational Context 5. Managing in an International Context 6. The Corporate Context, Organizations and Managing People 7. The Knowledge Context, Organizational Learning and Managing People 8. The Technological Context, Organizations and Managing People 9. Managing Creativity and Innovation 10. Managing Organizational Change 11. Corporate Governance and Corporate (Social) Responsibility

About the Author :
Graeme Martin is Professor and Head of Management and Marketing in the School of Social Sciences at the University of Dundee, UK. He has published widely in management, HRM and organization studies, including six books, numerous refereed journal articles and book chapters, as well as having management and consulting experience internationally. Sabina Siebert is Professor of Management in the Adam Smith Business School at the University of Glasgow, UK. Her research interests include organizational trust, sociology of the professions and management in the creative industries. She is currently the Editor-in-Chief of the European Management Journal.

Review :
‘This new edition not only updates a series of important contexts through which HRM must operate – but places creativity and innovation, change and corporate governance centre stage. It is a book for our times, but also one that capitalizes on history. Replete with case studies and informed by the latest research, it makes an excellent teaching resource be the audience researchers or practitioners.’ - Paul Sparrow, Professor of International HRM, Lancaster University Management School, UK ‘This book represents a welcome contribution at the intersection between the human resource management and change management literatures, and will be required reading for students, academics and practitioners working in and studying these fields. This new edition presents an unprecedented collection of contemporary challenges that organizations are facing on an international scale, combined with clear chapter structures, captivating cases, and useful exercises for educators.’ - Dr Elaine Farndale, Associate Professor of Human Resource Management, The Pennsylvania State University, USA ‘This book integrates the fields of organisational learning and human resources with considerable conceptual clarity and practical insight. Tackling issues of contemporary concern including engagement, creativity and responsibility the work is consistently balanced and thoughtful. As a concise and authoritative guide to managing people in a context of organisational change this book is unparalleled.’ - Professor Thomas Clarke, Centre for Corporate Governance, UTS Business School, Australia ‘This book provides an intellectually stimulating overview of people management in changing contexts. Too often, human resource management is treated as a static process with little consideration of the dynamic context in which it is operating. Focusing on a number of different aspects of contextual change, this book is a must read for students, academics and professionals who want to learn more about the evolution of people management.’ - Emma Parry, Professor of Human Resource Management, Cranfield School of Management, UK ‘This new edition not only digs more deeply into how to manage people more effectively in changing contexts, but also broadens its scope to consider other key issues in human resource management such as: corporate governance, CSR, creativity and innovation, in highly relevant theoretical and practical terms. I hope that readers will get as much out of this book as I have.’ - Dr Hong Zhang, Independent Consultant and Visiting Professor, Nanchang University, China ‘This new edition provides a wealth of theories, concepts, frameworks and cases for managing people in different contexts across the globe. It is highly accessible and well presented, and I highly recommend it to MBA students and practitioners.’ - Dr Julie Hodges, MBA Programme Director, Durham University Business School, UK ‘The second edition of this key text retains the sound structure of its predecessor and develops the themes and issues within a thorough updating to encompass the latest research and scholarship. Comprehensive coverage of the subject matter is complemented by interactive exercises, practical examples and case studies in every chapter that enable the reader to consolidate their learning and understanding. Recognizing that the management of people involves a complex interaction of content, process and context, this book provides a balanced approach that will be valued by students, practitioners and researchers.’ - Martin Dowling, Director of Teaching and Operations, School of Management, St Andrews University, UK