Fundamentals of management : concepts and principles

Title Page
Copyright
Dedication
Preface
Acknowledgements
About the Authors
Contents
PART ONE: INTRODUCTION
	Chapter 1: Management and Managers
		What Is Management?
		Mission and Goals
		Management Processes and Functions
		Efficiency and Effectiveness
		Levels of Management
		Managerial Competencies
		Managerial Skills
		Managerial Competence
		Managerial Competencies for the 21st Century
		Managerial Roles in Small and Large Organisations
		Challenges for Managers Today
		Why Organisations Fail
		Experiential Exercise 1: The Business in your Heart
		Experiential Exercise 2: What Do Managers Do?
	Chapter 2: Understanding Individual Differences
		Organisational Behaviour
		Attitudes
		Personality
		The Big Five
		Myers-Briggs Type Indicator
		Organisational Commitment
		Organisational Citizenship Behaviour
		OCB and OC in Different Countries
		Locus of Control
		Self-esteem
		Self Monitoring
		Achievement, Affiliation and Power
		Creativity, Personality and Contextual Factors
		Values at Work
		Differences in Cultural Values and Cultural Orientations
		Collectivistic Values
		National Cultures
		Stereotyping
		Emotions and Moods
		Emotional Intelligence
		Why is Understanding Attitudes and Personality Important?
		Experiential Exercise 1: Does Personality Matter?
PART TWO: ENVIRONMENT
	Chapter 3: Managerial Ethics
		Management Ethics
		The Nature of Ethics
		Ethical Responsibilities of Managers
		Social Responsibilities of Managers
		Cultural Issues in Ethical Behaviour
		Ethical Dilemmas
		Ethics and the Law
		Changing Ethics over Time
		Factors Influencing Ethicality of Behaviour
		Encouraging Ethical Behaviour
		Testing for Ethical Behaviour
		Code of Ethics
		Putting Ethics into Practice at Work
		Discussion and Exercises
	Chapter 4: Globalisation and Diversity Management
		The Globalisation Revolution
		The Global Environment
		The Task Environment
		The General Environment
		Globalisation and Human Resources
		The Changing Global Environment
		Globalisation and Culture
		Globality
		Strategies to Deal with Globalisation
		Globalisation and the Global Manager
		Living with Globalisation
		Diversity
		Types of Diversity
		Organisational Plurality
		Effective Diversity Management
		Conclusion
		Experiential Exercise
PART THREE: PLANNING
	Chapter 5: Decision Making
		Decision Making
		The Nature of Managerial Decision Making
		Programmed and Non-programmed Decision Making
		The Classical Model
		The Administrative Model
		Curbing Overconfi dence
		Steps in the Rational Decision-making Process
		Weaknesses of the Rational Decision-making Process
		Biases in Decision-making Processes
		Post-Decisional Justifi cation
		Escalation of Commitment
		Strategies to Overcome Biases
		Decisions in the Management Functions
		Implications for Managers
		Groupthink
		Devil’s Advocacy
		Diversity among Decision Makers
		Experiential Exercise: Are Decisions Rational?
	Chapter 6: Planning and Strategy
		Planning
		Why Planning is Important
		The Role of Managers in Planning
		Levels of Planning
		Managing Strategy
		Secrets to Successful Strategy Execution
		Porter’s Five Competitive Forces
		Everyday Decisions by Managers Impact Strategy
		Formulating Corporate-level Strategies
		Formulating Business-level Strategies
		Formulating Functional-level Strategies
		Planning and Implementing Strategy
PART FOUR ORGANISING AND CONTROLLING
	Chapter 7: Organisational Structure and Design
		Organisational Structure
		Factors in Organisational Design
		Importance of Organisational Structuring
		Job Design
		The Job Characteristics Model
		Departments in Organisational Structures
		Different Types of Organisational Structures
		Advantages and Disadvantages of Different Types of Organisational Structures
		Integrating Mechanisms to Improve Organisational Efficiency and Effectiveness
		Strategic Alliances and Network Structures
	Chapter 8: Organisational Culture
		Cultural Web
		Adaptive and Inert Cultures
		Generic Types of Culture
		Organisational Cultures and National Cultures
		Confl ict between Organisational and National Cultures
		Experiential Exercise: Organisational Culture Metaphors
		Organisational Culture
		Importance of Organisational Culture
		Managers and Organisational Culture
		The Role of Values and Norms in Organisational Culture
		Culture and Managerial Action
		Types of Organisational Culture
		Corporate Cultures
	Chapter 9: Organisational Control, Change and Learning
		Organisational Control
		Levels and Areas of Control
		Control Systems and Information Technology
		The Control Process
		Output Control
		Problems with Output Control
		Behaviour Control
		Organisational Culture and Clan Control
		Managing Control Effectively
		Qualities of an Effective Control System
		Organisational Change
		Organisational Change Process
		Planned Change
		Why Employees Resist Change
		Managerial Actions to Reduce Resistance to Change
		The Learning Organisation
		Developing a Learning Organisational Culture
PART FIVE: LEADING
	Chapter 10: Motivation Theories and Practices
		Motivation Theories
		Content Theories
		Process Theories
		Feedback
		Rewards
		Learning Theories
		Pay and Motivation
		Merit Pay Plans
		Case Analysis: If Not for the House
	Chapter 11: Leaders and Leadership
		Leadership
		The Nature of Leadership
		Leaders and Managers
		Personal Leadership Style and Managerial Tasks
		Leadership and Culture
		The Art of War
		Empowerment
		Leadership Traits
		Specific Leadership Skills
		Motivation to Lead
		The Behaviour Model of Leadership
		Contingency Models of Leadership
		House’s Path-Goal Theory
		The Leader Substitute Model
		Hersey-Blanchard Situational Leadership Theory
		Contingency Leadership in Art of War
		Leadership and Emotional Intelligence
		Distributed Leadership
		Types of Leadership
		Other Perspectives on Leadership
		Gender and Leadership
		Global Leadership
		Type A and Type B Managers
		Group Discussion
		Case Analysis: ShenHua Law Firm
	Chapter 12: Group and Team Behaviour
		Introduction
		Groups and Teams
		Gaining Competitive Advantage
		Team Effectiveness
		Team Performance
		How Teams Learn
		Groups and Teams
		Multicultural Team
		Virtual Team Effectiveness
		Team Dynamics
		Belbin’s Team Roles
		Managing Teams for High Performance
	Chapter 13: Power, Politics and Confl ict Management
		Introduction
		Power
		Typology of Power
		Organisational Politics
		Managing Organisational Politics
		Conflict
		Negotiation
	Chapter 14: Communications and Information Technology
		Introduction
		Information and the Manager’s Job
		Attributes of Useful Information
		Information Systems and Technology
		Communication, Information and Management
		Importance of Good Communication
		The Communication Process
		Dangers of Ineffective Communication
		Barriers to Effective Communication
		Facilitating Effective Communication
		Information Richness and Communication Media
		Different Types of Communication
		Information Communication Technology Revolution
		Management Information Systems
		Limitations of Information Systems
PART SIX: APPLICATIONS
	Chapter 15: Case Studies
		Case One: The Read and Write (RAW) Bookstore
		Case Two: Sound, Appliance & Vision Enterprises Pte. Ltd. (SAVE)
		Case Three: The Holiday Hotel in Singapore (The Holihot)
		Case Four: The Food and Drinks Supermarket (FADS)
		Case Five: Volunteers for the Beijing Olympics
		Case Six: The 2008 Beijing Olympic Games
Note on References
Index