Introduction to Management, Third Edition

by Richard Pettinger

• ISBN13: 9780333968079
• ISBN10: 0333968077
• Edition: 3rd
• Format: Trade Paper
• Copyright: 2002-09-06
• Publisher: Palgrave Macmillan

Summary

This fully updated edition of Richard Pettinger's popular text is ideal for students studying management for the first time, whether at undergraduate or postgraduate level. Covering all the functional areas of the field, Introduction to Management provides a robust framework to help students understand the inter-relatedness of the different aspects of management and how they fit together in an organisation. This edition is updated to cover new developments in the field and includes new chapters on innovation, enterprise, risk management, ethics and responsibility.

Author Biography

Richard Pettinger is a lecturer in management at University College London, UK

Table of Contents

List of figures	xiii
List of tables	xv
List of example boxes	xvi
Acknowledgements	xxi
Preface	xxii
Part I The foundations of management	1	(132)
Introduction	3	(27)
Chapter outline	3	(1)
Chapter objectives	3	(1)
Introduction	4	(1)
The professionalisation of management	4	(3)
Management research and literature	7	(1)
Historical background	8	(2)
Marxism	10	(1)
Bureaucracy and the permanence of organisations	10	(1)
The origins of welfarism	11	(1)
Henri Fayol	12	(1)
Scientific management	13	(1)
The human relations school	14	(1)
Winning friends and influencing people	15	(1)
The 'affluent worker' studies	16	(1)
The Peter Principle	17	(1)
Business policy and strategy	18	(2)
Organisations, management and technology	20	(1)
Socio-technical approaches: mechanistic and organic management systems	20	(2)
Excellence	22	(4)
Conclusions	26	(1)
Chapter summary	27	(1)
Chapter case study	28	(2)
Managing in a changing environment	30	(22)
Chapter outline	30	(1)
Chapter objectives	30	(1)
Introduction	31	(1)
Barriers to effective change	32	(3)
Changing cultures and structures	35	(3)
Change catalyst and change agent	38	(1)
Changing attitudes and approaches to quality, value and expectations	39	(1)
Lessons from Japan	40	(6)
Current managerial issues	46	(3)
Conclusions	49	(1)
Chapter summary	49	(1)
Chapter case study	50	(2)
Measuring business and managerial performance	52	(28)
Chapter outline	52	(1)
Chapter objectives	52	(1)
Introduction	52	(1)
Prerequisites for successful and effective performance	53	(1)
Components of successful performance	54	(3)
Information and planning	57	(2)
Responsibilities	59	(3)
Aims and objectives	62	(1)
Qualitative measures of performance	63	(7)
How performance is measured	70	(1)
Points of inquiry	71	(5)
Conclusions	76	(1)
Chapter summary	76	(1)
Chapter case study	77	(3)
Ethics	80	(25)
Chapter outline	80	(1)
Chapter objectives	80	(1)
Introduction	80	(4)
Survival	84	(1)
Relationships with employees	84	(2)
Responsibilities and obligations to staff	86	(3)
Relationships with suppliers	89	(1)
Relationships with customers	90	(1)
Relationships with communities	91	(9)
Conclusions	100	(2)
Chapter summary	102	(1)
Chapter case study	103	(2)
The organisation and its environment	105	(28)
Chapter outline	105	(1)
Chapter objectives	105	(1)
Introduction	105	(1)
Organisational considerations	106	(5)
Management style	111	(1)
Decision making	112	(1)
Decision making, organisations and their environment	113	(8)
Systems	121	(5)
Conclusions	126	(3)
Chapter summary	129	(1)
Chapter case study	130	(3)
Part II Strategy, policy, direction and activities	133	(166)
Strategy, policy and direction	135	(30)
Chapter outline	135	(1)
Chapter objectives	135	(1)
Introduction	135	(1)
The development of strategy, policy and direction	136	(4)
Core and peripheral activities	140	(2)
Risk	142	(3)
Strategic approaches	145	(1)
Outcomes	146	(5)
Measurement and evaluation	151	(1)
Implementation of strategy	152	(2)
Strategic analyses	154	(7)
Conclusions	161	(1)
Chapter summary	162	(1)
Chapter case study	163	(2)
Marketing	165	(29)
Chapter outline	165	(1)
Chapter objectives	165	(1)
Introduction	165	(1)
The marketing process	166	(1)
Marketing strategies	167	(4)
Segmentation	171	(2)
Competition, rivalry and the competitive environment	173	(4)
Marketing mixes	177	(10)
Marketing research and development	187	(1)
Public relations	188	(1)
Conclusions	189	(1)
Chapter summary	190	(2)
Chapter case study	192	(2)
Managing operations and projects	194	(24)
Chapter outline	194	(1)
Chapter objectives	194	(1)
Introduction	194	(1)
Location	195	(1)
Health and safety	195	(3)
Quality of working environment	198	(1)
Scales of production and output	199	(4)
Managing the supply side	203	(3)
Maintenance management	206	(1)
Coordination and control	207	(6)
Conclusions	213	(1)
Chapter summary	213	(3)
Chapter case study	216	(2)
Financial management	218	(30)
Chapter outline	218	(1)
Chapter objectives	218	(1)
Introduction	218	(1)
The context of financial management	219	(2)
Assets and liabilities	221	(10)
Profit and loss Account and Balance Sheet	231	(2)
Costs	233	(4)
Ratio analysis	237	(3)
Internal markets	240	(1)
Budgets	241	(2)
Conclusions	243	(1)
Chapter summary	244	(1)
Chapter case study	245	(3)
Quantitative methods	248	(28)
Chapter outline	248	(1)
Chapter objectives	248	(1)
Introduction	248	(1)
Statistics	249	(12)
Operational research	261	(2)
Network analysis	263	(1)
Proof and indication	263	(2)
Management information systems	265	(4)
Conclusions	269	(3)
Chapter summary	272	(1)
Chapter case study	273	(3)
Innovation and enterprise	276	(23)
Chapter outline	276	(1)
Chapter objectives	276	(1)
Introduction	276	(1)
Dreams and imagination	277	(5)
Research and development	282	(1)
Market research and development	283	(2)
New product and service development	285	(3)
Innovation planning	288	(5)
Conclusions	293	(2)
Chapter summary	295	(1)
Chapter case study	296	(3)
Part III Management, organisational and human behaviour	299	(140)
Culture	301	(25)
Chapter outline	301	(1)
Chapter objectives	301	(1)
Introduction	301	(1)
Pressures on organisation culture	302	(6)
The cultural web	308	(1)
Cultural influences	309	(3)
Archetype cultures	312	(4)
Other aspects of organisational culture	316	(3)
Culture management and attention to culture	319	(2)
Conclusions	321	(1)
Chapter summary	322	(2)
Chapter case study	324	(2)
Perception, attitudes, values and beliefs	326	(27)
Chapter outline	326	(1)
Chapter objectives	326	(1)
Introduction	326	(1)
Perception	327	(4)
Characteristics of perception	331	(4)
Other influences on perception	335	(4)
Attitudes and values	339	(4)
Beliefs	343	(4)
Socialisation	347	(1)
Conclusions	348	(1)
Chapter summary	349	(1)
Chapter case study	350	(3)
Communication	353	(29)
Chapter outline	353	(1)
Chapter objectives	353	(1)
Introduction	353	(1)
Communication structuring	354	(3)
Communication policies and priorities	357	(2)
Principles of effective communication	359	(1)
Non-verbal communication	360	(1)
Barriers and blockages	361	(4)
Other factors	365	(4)
Qrganisational toxicity	369	(2)
Transactional analysis	371	(3)
Assertiveness	374	(1)
Negotiations	375	(2)
Conclusions	377	(2)
Chapter summary	379	(1)
Chapter case study	380	(2)
Organisation technology, structure and design	382	(27)
Chapter outline	382	(1)
Chapter objectives	382	(1)
Introduction	382	(1)
Technology	383	(2)
Expertise	385	(1)
Effects of technological advances	385	(5)
Organisation design and structure	390	(1)
Organisation structures	391	(8)
Core and peripheral organisations	399	(2)
Structures and expectations	401	(3)
Conclusions	404	(1)
Chapter summary	405	(1)
Chapter case study	406	(3)
Human resource management	409	(30)
Chapter line	409	(1)
Chapter objectives	409	(1)
Introduction	409	(1)
Equal opportunities	410	(2)
Staff planning	412	(1)
Fitting the work to people; fitting the people to work	413	(2)
Pay and rewards	415	(2)
Maintenance factors in human resource management	417	(4)
Industrial relations	421	(8)
Conclusions	429	(2)
Chapter summary	431	(1)
Chapter case study	432	(7)
Part IV Management in action	439	(174)
Management influence, power and authority	441	(25)
Chapter outline	441	(1)
Chapter objectives	441	(1)
Introduction	441	(1)
Sources of power	442	(6)
Centres of power in organisations	448	(1)
Power and influence relationships (realpolitik)	449	(6)
Delegation	455	(2)
Relationship structures and spheres of influence	457	(3)
Conclusions	460	(1)
Chapter summary	461	(1)
Chapter case study	462	(4)
Leadership and management	466	(26)
Chapter outline	466	(1)
Chapter objectives	466	(1)
Introduction	466	(1)
Definitions and priorities	467	(1)
Leadership and management	468	(1)
Traits and characteristics	468	(3)
Leadership types	471	(3)
Leadership styles	474	(6)
Contingency approaches	480	(1)
Best fit	481	(2)
The complexities of leadership	483	(3)
Measures of success and failure	486	(2)
Conclusions	488	(1)
Chapter summary	488	(2)
Chapter case study	490	(2)
Teams and groups	492	(25)
Chapter outline	492	(1)
Chapter objectives	492	(1)
Introduction	492	(2)
Purpose	494	(1)
The creation of effective groups	495	(2)
Issues facing work groups	497	(2)
Group factors and characteristics	499	(3)
The determinants of group effectiveness	502	(1)
Group cohesion	503	(1)
Sources of potential group stresses and strains	504	(3)
Group development	507	(4)
High performing teams and groups	511	(1)
Conclusions	512	(2)
Chapter summary	514	(1)
Chapter case study	515	(2)
Management and motivation	517	(27)
Chapter outline	517	(1)
Chapter objectives	517	(1)
Introduction	517	(1)
Definitions	518	(1)
Key factors	518	(3)
Major theories of motivation	521	(13)
Motivation and rewards	534	(2)
Conclusions	536	(3)
Chapter summary	539	(3)
Chapter case study	542	(2)
The management of conflict	544	(26)
Chapter outline	544	(1)
Chapter objectives	544	(1)
Introduction	544	(1)
Levels of conflict	545	(3)
Conflict as 'warfare'	548	(3)
Sources of conflict in organisations	551	(1)
Symptoms of conflict	551	(3)
Causes of conflict	554	(6)
Strategies for the management of conflict	560	(4)
Conclusions	564	(1)
Chapter summary	565	(3)
Chapter case study	568	(2)
Managerial performance	570	(21)
Chapter outline	570	(1)
Chapter objectives	570	(1)
Introduction	570	(1)
The department manager's role	571	(1)
Attitudes and values	571	(1)
Setting goals	572	(2)
Managing by walking about	574	(1)
Wait a minute	575	(1)
Control	576	(1)
Time	577	(2)
Interpersonal Skills and assertiveness	579	(4)
Continuous performance assessment	583	(2)
Realpolitik	585	(2)
Conclusions	587	(1)
Chapter summary	587	(2)
Chapter case study	589	(2)
Managing for the present and future	591	(22)
Chapter outline	591	(1)
Chapter objectives	591	(1)
Introduction	591	(1)
Clarity of purpose and direction	592	(1)
Core and peripheral business activities	592	(1)
Dominant stakeholder drives	592	(2)
Economic and social demands and pressures	594	(3)
Investment	597	(3)
Mergers and takeovers	600	(1)
Customers and clients	601	(2)
Staff management	603	(2)
Structures and cultures	605	(1)
Management and organisation development	606	(4)
Conclusions	610	(1)
Chapter summary	610	(1)
Chapter case study	611	(2)
Bibliography	613	(5)
Index	618