Management: Using Practice and Theory to Develop Skill, Eighth Edition
By David Boddy
CONTENTS
Preface to the eighth edition xiii
Preface to the first edition xvii
Acknowledgements xix
Publisher’s Acknowledgements xxi
PART 1
AN INTRODUCTION TO MANAGEMENT
CHAPTER 1
MANAGING IN ORGANISATIONS 4
Case study: Ryanair 5
1.1 Introduction 6
1.2 Meanings of management 7
1.3 Managing to add value 8
1.4 Adding value by managing task, process and context 11
1.5 Influencing through the tasks of managing 13
1.6 Influencing through the process of managing 16
1.7 Influencing through shaping the context 19
1.8 Managing needs clear thinking 22
1.9 Think clearly to connect practice, theory and skill 24
Develop a skill: networking 28
Summary 29
Test your understanding 30
Read more 30
Go online 31
CHAPTER 2
THEORIES OF MANAGEMENT 32
Case study: innocent drinks 33
2.1 Introduction 34
2.2 Theories illuminate tasks, processes and contexts 34
2.3 The competing values framework 37
2.4 Rational goal models 39
2.5 Internal process models 41
2.6 Human relations models 44
2.7 Open systems models 48
2.8 Contingency management 51
2.9 Think clearly to connect practice, theory and skill 52
Develop a skill: self-awareness 54
Summary 54
Test your understanding 55
Read more 56
Go online 56
Part 1 Case: Apple Inc. 57
PART 2
THE ENVIRONMENT OF MANAGEMENT
CHAPTER 3
ORGANISATION CULTURES AND CONTEXTS 64
Case study: British Broadcasting
Corporation (BBC) 65
3.1 Introduction 66
3.2 Cultures and their components 67
3.3 Types of culture 71
3.4 The competitive and general environment 74
3.5 Stakeholders and corporate governance 80
3.6 Think clearly to connect practice, theory and skill 82
Develop a skill: present a reasoned case 83
Summary 84
Test your understanding 85
Read more 85
Go online 85
CHAPTER 4
MANAGING INTERNATIONALLY 86
Case study: Carlsberg 87
4.1 Introduction 88
4.2 Ways to conduct business internationally 89
4.3 The contexts of international
business – PESTEL 92
4.4 Socio-cultural 98
4.5 Hofstede’s comparison of national cultures 101
4.6 Factors stimulating globalisation 105
4.7 Think clearly to connect practice, theory and skill 106
Develop a skill: mindfulness 107
Summary 107
Test your understanding 108
Read more 108
Go online 109
CHAPTER 5
CORPORATE RESPONSIBILITY 110
Case study: The Co-operative Group 111
5.1 Introduction 112
5.2 Corporate malpractice, philanthropy and responsibility 112
5.3 Perspectives on corporate responsibility 115
5.4 An ethical decision-making model 117
5.5 Stakeholders and corporate responsibility 119
5.6 Corporate responsibility and strategy 121
5.7 Does responsible action affect performance? 125
5.8 Think clearly to connect practice, theory and skill 127
Develop a skill: clarifying values 129
Summary 130
Test your understanding 130
Read more 131
Go online 131
Part 2 Case: BP 132
PART 3
PLANNING
CHAPTER 6
MAKING DECISIONS 140
Case study: IKEA 141
6.1 Introduction 142
6.2 Iterative elements in making a decision 143
6.3 Nature of a decision 148
6.4 The context of decisions 150
6.5 A generic theory of decision processes 153
6.6 Biases in making decisions 156
6.7 Think clearly to connect practice, theory and skill 159
Develop a skill: setting success criteria 161
Summary 162
Test your understanding 163
Read more 163
Go online 164
CHAPTER 7
PLANNING 166
Case study: Crossrail builds the Elizabeth Line 167
7.1 Introduction 168
7.2 Why people plan 170
7.3 Types of plan 171
7.4 Information for planning 175
7.5 Setting goals 177
7.6 Organising 180
7.7 Acting and leading – to implement and monitor 181
7.8 Think clearly to connect practice, theory and skill 183
Develop a skill: planning to use your time effectively 185
Summary 186
Test your understanding 187
Read more 187
Go online 188
CHAPTER 8
MANAGING STRATEGY 190
Case study: GKN 191
8.1 Introduction 192
8.2 Strategy – process, content (task) and context 193
8.3 Strategy processes – rational,
judgemental, negotiated, adaptive 195
8.4 Strategy processes (2) – Strategy as practice? 199
8.5 Making sense – external analysis 201
8.6 Making sense – internal analysis 203
8.7 Making choices – strategy at business unit levels 206
8.8 Making things happen – delivering strategy 208
8.9 Making revisions – implementing and evaluating 209
8.10 Think clearly to connect practice, theory and skill 210
Develop a skill: setting clear goals 212
Summary 212
Test your understanding 213
Read more 213
Go online 214
CHAPTER 9
MANAGING MARKETING 216
Case study: Manchester United FC 217
9.1 Introduction 218
9.2 The internal context – a marketing orientation? 219
9.3 The external context of marketing 221
9.4 Marketing tasks – understanding customers and markets 223
9.5 Choosing segments, targets, and the market offer 227
9.6 Using the marketing mix 229
9.7 Think clearly to connect practice,
theory and skill 234
Develop a skill: identifying customer needs 235
Summary 236
Test your understanding 237
Read more 237
Go online 238
Part 3 Case: Virgin Group 239
PART 4
ORGANISING
CHAPTER 10
STRUCTURE 246
Case study: GlaxoSmithKline (GSK) 247
10.1 Introduction 248
10.2 Structure, strategy and performance 249
10.3 Tasks of structure – the tools 250
10.4 Dividing work internally – functions, divisions and matrices 256
10.5 Dividing work externally – outsourcing
and networks 260
10.6 Coordinating work 262
10.7 Mechanistic and organic forms 266
10.8 Think clearly to connect practice,
theory and®skill 268
Develop a skill: coordinating work 270
Summary 270
Test your understanding 271
Read more 272
Go online 272
CHAPTER 11
HUMAN RESOURCE MANAGEMENT 274
Case study: BMW 275
11.1 Introduction 276
11.2 HRM and performance – the empirical evidence 277
11.3 What do HR managers do? 281
11.4 Human resource planning 283
11.5 Job analysis 284
11.6 Recruitment and selection 286
11.7 Reward management 290
11.8 Equal opportunities and diversity 292
11.9 Think clearly to connect practice, theory and skill 294
Develop a skill: preparing for an interview 296
Summary 296
Test your understanding 297
Read more 297
Go online 298
CHAPTER 12
INFORMATION SYSTEMS AND
E-BUSINESS 300
Case study: Google 301
12.1 Introduction 302
12.2 The context of IS – digital disruption 303
12.3 The internet and e-business 307
12.4 Two applications – customers and knowledge 310
12.5 Adding value depends on
technology and organisation 315
12.6 Think clearly to connect practice, theory and skill 317
Develop a skill: setting a project agenda 319
Summary 319
Test your understanding 320
Read more 320
Go online 320
CHAPTER 13
ENTREPRENEURSHIP, CREATIVITY
AND INNOVATION 322
Case study: Dyson 323
13.1 Introduction 324
13.2 Entrepreneurship and why it matters 325
13.3 Why do people become entrepreneurs? 326
13.4 Entrepreneurial tasks, processes and contexts 327
13.5 Creativity and innovation 330
13.6 Sources of innovation 336
13.7 Think clearly to connect practice, theory and skill 341
Develop a skill: practising everyday creativity 343
Summary 343
Test your understanding 344
Read more 344
Go online 345
Part 4 Case: Royal Bank of Scotland 346
PART 5
LEADING
CHAPTER 14
INFLUENCING 354
Case study: W.L. Gore and Associates in Europe 355
14.1 Introduction 356
14.2 Managing and leading depend on influencing 357
14.3 Traits models 360
14.4 Situational (or contingency) models 362
14.5 Gaining and using power 365
14.6 Choosing tactics to influence others 368
14.7 Influencing through networks 369
14.8 Think clearly to connect practice, theory and skill 371
Develop a skill: setting ‘end-of-event’ goals 372
Summary 373
Test your understanding 374
Read more 374
Go online 375
CHAPTER 15
MOTIVATING 376
Case study: The Eden Project 377
15.1 Introduction 378
15.2 Contexts of motivation 380
15.3 The psychological contract 382
15.4 Behaviour modification 385
15.5 Content theories 386
15.6 Process theories 388
15.7 Designing work to be motivating 391
15.8 Think clearly to connect practice, theory and skill 395
Develop a skill: design a motivating job 396
Summary 397
Test your understanding 398
Read more 398
Go online 399
CHAPTER 16
COMMUNICATING 400
Case study: Facebook 401
16.1 Introduction 402
16.2 Communicating to add value 403
16.3 The communication process 405
16.4 Selecting communication channels 409
16.5 Interpersonal skills for communicating 413
16.6 Communicating in context 416
16.7 Think clearly to connect practice, theory and skill 418
Develop a skill: present ideas to an audience 419
Summary 420
Test your understanding 421
Read more 421
Go online 422
CHAPTER 17
TEAMS 424
Case study: Cisco Systems 425
17.1 Introduction 426
17.2 Tasks and types of teams 427
17.3 Crowds, groups and teams 430
17.4 Stages of team development 435
17.5 Team processes 438
17.6 Outcomes of teams – for members and organisations 440
17.7 Teams in context 442
17.8 Think clearly to connect practice, theory and skill 443
Develop a skill: observing team processes 445
Summary 446
Test your understanding 446
Read more 447
Go online 447
CHAPTER 18
MANAGING CHANGE 448
Case study: Amazon 449
18.1 Introduction 450
18.2 Change and the social group – Kurt Lewin 452
18.3 The wider internal context 455
18.4 External contexts 458
18.5 Theories of change 459
18.6 Stakeholders and interest groups 464
18.7 Think clearly to connect practice,
theory and skill 465
Develop a skill: identifying stakeholders and their interests 466
Summary 467
Test your understanding 468
Read more 469
Go online 469
Part 5 Case: British Heart Foundation 470
PART 6
CONTROLLING
CHAPTER 19
MANAGING OPERATIONS AND QUALITY 478
Case study: Zara 479
19.1 Introduction 480
19.2 The transformation process view of operations 480
19.3 Operations management and competitiveness 484
19.4 Operations processes 488
19.5 Main activities of operations 491
19.6 Quality 493
19.7 Think clearly to connect practice, theory and skill 496
Develop a skill: assessing what customers mean by quality 497
Summary 498
Test your understanding 499
Read more 499
Go online 499
CHAPTER 20
CONTROL AND PERFORMANCE MEASUREMENT 500
Case study: Performance management in the NHS 501
20.1 Introduction 502
20.2 The control process 502
20.3 Strategies for control – mechanistic or organic? 505
20.4 Tactics for control 507
20.5 How to measure performance 510
20.6 Human considerations in control 515
20.7 Think clearly to connect practice, theory and skill 516
Develop a skill: monitoring progress on a task 518
Summary 519
Test your understanding 520
Read more 520
Go online 520
Part 6 Case: Tesco 521
Glossary 526
References 538
Index 554