目录：

INTRODUCTION 6

MANAGEMENT IN CONTEXT

1 Perspectives on management 8

A What is managing?

B Mintzberg

C Management practice

2 Organization structures 10

A Organizational structures

B An example of a divisional structure

3 Some management gurus 12

A Henri Fayol (1841–1925)

B Frederick Winslow Taylor (1856–1915)

C Peter Drucker (1909–2005)

4 Management in different sectors 14

A Private

B Public

C Not for profit

5 Resources managers use 16

A Data and information

B Time

C Money

INNOVATION

6 Innovation and creativity 18

A Sources of innovation

B Trevor Baylis: a case study on the value of market research in the innovation process 1

7 Screening ideas 20

A Criteria for screening ideas

B Trevor Baylis: a case study on the value

of market research in the innovation

process 2

8 Feasibility studies 22

A The new product development process

B Is there a need for a product or service?

9 New product development in practice 24

A Diffusion of innovation and customer adoption of new products

B The Maclaren Baby Buggy

C Some disasters

10 Intellectual property 26

A Patents

B Software piracy

C Creative Commons

MARKETING

11 Marketing principles 28

A Needs and wants

B Development of marketing techniques

12 Marketing planning 30

A The benefits of marketing planning

B SWOT analysis – Caffè Italia, a UK coffee retail outlet

13 The marketing mix 32

A The four Ps / the seven Ps of the marketing mix

B Product life cycle

14 Market research 34

A STEEP analysis

B Market research methods

15 Using the Internet for marketing 36

A Market research online

B The Long Tail and Freemium

16 Doing business online 38

A The four Ps online

B Viral marketing in action

C Doing business online

OPERATIONS

17 Processes 40

A Managing operations overview

B Porter’s value chain

C Contingency planning and risk

18 Suppliers 42

A Supply chains

B Purchasing

C Outsourcing

19 Managing quality 44

A Quality

B ISO 9001:2008

C EFQM

20 Customer care 46

A Customer relationship management (CRM)

B Customer journey mapping

21 Operations online 48

A Just-in-time and online inventory management

B Online tendering

PEOPLE AND HUMAN RESOURCES

22 Recruitment and selection 50

A The recruitment and selection process

B Recruitment of temporary staff

C Employment legislation and equal opportunities

23 Motivation and job design 52

A Herzberg

B Hackman and Oldham’s job characteristics model

24 Performance appraisal, feedback, training and development 54

A 360-degree feedback

B Training options

25 Teams 56

A Tuckman

B Belbin

C Emotional intelligence

26 Managing knowledge and learning in organizations 58

A Learning organizations

B Knowledge management

27 Leadership 60

A Transactional and transformational leaders

B Is there a difference between leadership and management?

28 Managing across cultures 62

A Hofstede

B Cross-cultural competence

C Cross-cultural differences

FINANCE

29 Financial accounting and management accounting 64

A Financial accounting

B Management accounting

30 Business valuation and interpretation of accounts 66

A How much is a business worth?

A case study in valuation of assets

B A shareholder’s perspective

31 Banking and financial services 68

A Zopa and the banks

B Applying for a bank loan

C Cash management services and payment products

32 Raising finance – equity and debt 70

A Venture capital and private equity

B A good business plan

C Debt or equity financing – Microsoft and Manchester United

33 Mergers and acquisitions 72

A Value creation and synergy

B Implementing M&As and post-merger integration

34 Corporate governance 74

A Company ownership and the principalagency problem

B Executive compensation

C The board of directors

35 Risk management 76

A Risk management and financial planning

B Risk management and investment

36 Managing in difficult times 78

A A year that changed the world

B Capital markets and the credit crunch

STRATEGY AND CHANGE

37 Strategic options 80

A Porter – competitive forces

B Ansoff – product development versus market development

C Case study: the world watch industry

38 Analysis 82

A Gaining competitive advantage through corporate strategy

B Mission, tactics and operational planning

C Scenario planning

39 Managing change 84

A Planning for change with force field analysis

B Overcoming resistance to change

40 Action planning 86

A Implementing strategy – management by objectives

B SMART objectives

C Resource allocation

Appendix: US English terms 88

Answer Key 90

Index 112

Acknowledgements 120

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Mintzberg

Henry Mintzberg, a Canadian professor of management, has made significant contributions to our understanding of managerial work and the role of the manager. He has identified different roles in a manager’s job and placed them in three categories:

Interpersonal roles – a manager is the figurehead, providing leadership for the team, the department or the organization and liaising with other stakeholders (both internal and external)

Information roles – a manager has to be an effective communicator as information constantly moves in, round and out of the organization

Decision roles – a manager has responsibility for spotting opportunities, allocating resources and dealing with conflict or the day-to-day differences that can arise in any team or organization.

Management practice

Pavel is speaking to some new recruits at a major firm of management consultants, where he is to be their mentor during the first six months:

‘Welcome to Delboi! I have three pieces of advice as you make the move from studying management to the real-world environment in which we work:

First: you need to be a team player. Our success here comes from collaborating with colleagues to create feasible solutions when we are interacting with clients.

Second: all the solutions that you recommend to our clients have to be practical rather than academic. You have to integrate what you have been learning and constantly challenge your own assumptions. You need to be able to develop creative thinking skills and discuss complex issues in the workplace from a ‘people perspective’.

And finally: if you do not know something, or if you are uncertain about how we do things

here, please ask!

‘We hope you enjoy your time here and we look forward to working with you.’