Management [antikvár]

Preface Every type of organization - whether profit making or non-profit making - requires some form of management if it is to operate effectively. As a result management is of importance to everyone who comes into contact with organizations, as employees, managers, suppliers or clients. This book is intended as a comprehensive introduction to management. It acquaints the reader with all aspects of the subject and, by using examples and case studies from the world of business, enables the reader to relate the theory of management to everyday situations. Every chapter starts with a Management in action and ends with a Management case study. These extended case studies give the reader the opportunity to consider the practical application of the concepts discussed in the chapter. The organization is examined in the context of its environment - that is, the outside world in which the organization operates and which influences the organization's performance. The challenges currently facing managers are discussed, as are those confronting the managers of the twenty-first century. This book is arranged according to the process approach to management. Part one deals with the role of managers and organizations in society, the history of management theory and the stages of development of individual organizations. In addition, the interrelationship between society and organizations is introduced. Part two looks at the questions that every organization must address: What is our direction? Do we have to change? These are questions of mission and strategy formulation, decision making, creativity and learning. In Part three, the structuring of organizations and the ways in which work can be divided are covered. The organizational structure that is chosen needs to fit the organization's strategic positioning. The formulation of tasks, departmentalization, organizing around processes and the ways in which employees work - for example, in group structures or autonomous teams - are all described. Part four deals with issues regarding people in the organization - the motivation of employees, as well as that of managers and their leadership styles. Human resources management, development of talent, and the distribution and execution of power are described, as is the shared expectations of the members of the organization concerning work behaviour - that is, the organizational culture. Part five explores the control of organizational processes. Planning and corrective action are discussed, and special attention is given to the possibilities and pitfalls of