Management, 7th Asia-Pacific Edition
Description
This includes various forms of revision materials such as auto-graded knowledge-check questions and self-skill assessment. There is also a broad variety of concise case studies, including new ones with a strategic focus, which enable instructors to have thought-provoking and engaging tutorials. An exciting addition to the interactive e-text are the new ANZ videos that feature a diverse group of management thought-leaders who give insights and ‘tales from the front.’ This will provide supplementary content for lectures or serve as pre-work for a flipped classroom.
About the authors xi
Applications at a glance xiv
Chapter 1 The contemporary workplace 1
Introduction 2
1.1 Working in today's economy 3
1.2 Organisations in today's workplace 9
1.3 Managers in today's workplace 12
1.4 The management process 23
1.5 Managerial learning 25
Summary 30
Key terms 31
Applied activities 32
Endnotes 32
Acknowledgements 34
Chapter 2 Historical foundations of management 35
Introduction 37
2.1 Classical approaches to management 37
2.2 Behavioural approaches to management 42
2.3 Quantitative approaches to management 45
2.4 Modern approaches to management 46
2.5 Continuing management themes 48
Summary 54
Key terms 54
Applied activities 55
Endnotes 55
Acknowledgements 57
Chapter 3 Environment and diversity 58
Introduction 60
3.1 Environment and competitive advantage 60
3.2 Internal environment and organisational culture 65
3.3 Customer-driven organisations 68
3.4 Quality-driven organisations 70
3.5 Diversity and multicultural organisations 72
Summary 80
Key terms 81
Applied activities 81
Endnotes 82
Acknowledgements 85
Chapter 4 International dimensions of management 86
Introduction 87
4.1 International management and globalisation 88
4.2 International business challenges 94
4.3 Multinational corporations 98
4.4 Culture and global diversity 100
4.5 Management across cultures 105
Summary 110
Key terms 110
Applied activities 111
Endnotes 112
Acknowledgements 114
Chapter 5 Ethical behaviour and social responsibility 115
Introduction 116
5.1 What is ethical behaviour? 117
5.2 Ethics in the workplace 121
5.3 Maintaining high ethical standards 124
5.4 Social responsibility 126
5.5 Organisations and society 131
Summary 133
Key terms 133
Applied activities 134
Endnotes 134
Acknowledgements 137
Chapter 6 Sustainability 138
Introduction 139
6.1 What is sustainability? 140
6.2 International sustainability guidelines for business 144
6.3 Sustainability and organisations 148
6.4 Organisational change: developing the sustainable firm 151
6.5 Current trends in business sustainability 152
Summary 155
Key terms 155
Applied activities 156
Endnotes 156
Acknowledgements 158
Chapter 7 Information and decision making 159
Introduction 161
7.1 Information technology and the new workplace 162
7.2 Information and information systems 165
7.3 Information and decision making 171
7.4 The decision-making process 173
7.5 Knowledge management and organisational learning 178
Summary 180
Key terms 180
Applied activities 181
Endnotes 182
Acknowledgements 183
Chapter 8 Planning 184
Introduction 186
8.1 How and why managers plan 187
8.2 Types of plans used by managers 191
8.3 Planning tools, techniques and processes 194
Summary 202
Key terms 202
Applied activities 203
Endnotes 203
Acknowledgements 204
Chapter 9 Strategic management 205
Introduction 206
9.1 Sustainable strategic competitiveness 207
9.2 The strategic management process 210
9.3 Strategies used by organisations 216
9.4 Strategy formulation 220
9.5 Strategy implementation 226
Summary 229
Key terms 230
Applied activities 230
Endnotes 231
Acknowledgements 233
Chapter 10 Organising 234
Introduction 236
10.1 Organising as a management function 236
10.2 Traditional organisation structures 238
10.3 Essentials of organisational design 243
10.4 Contingencies in organisational Environment 247
10.5 Developments in organisation Team structures 251
10.6 Subsystems design and integration 254
10.7 Organising trends 257
Summary 260
Key terms 261
Applied activities 262
Endnotes 262
Acknowledgements 264
Chapter 11 Controlling 265
Introduction 266
11.1 Organisational control 267
11.2 Types of controls 270
11.3 Organisational control systems 273
Summary 282
Key terms 282
Applied activities 283
Endnotes 283
Acknowledgements 284
Chapter 12 Human resource management 285
Introduction 287
12.1 Diversity and the importance of people 288
12.2 HRM 291
12.3 Attracting a quality workforce 298
12.4 Developing a quality workforce 303
12.5 Engagement: maintaining a quality workforce 307
Summary 316
Key terms 316
Applied activities 317
Endnotes 318
Acknowledgements 320
Chapter 13 Leading 321
Introduction 322
13.1 The nature of leadership 323
13.2 Leadership traits and behaviours 326
13.3 Contingency approaches to Fiedler's contingency model 329
13.4 Issues in leadership development 334
Summary 340
Key terms 340
Applied activities 341
Endnotes 341
Acknowledgements 344
Chapter 14 Communication and interpersonal skills 345
Introduction 346
14.1 The communication process 347
14.2 Improving communication 351
14.3 Perception 358
14.4 Communication and conflict management 360
14.5 Negotiation 364
Summary 368
Key terms 369
Applied activities 370
Endnotes 370
Acknowledgements 372
Chapter 15 Motivation and rewards 373
Introduction 374
15.1 What is motivation? 375
15.2 Content theories of motivation 377
15.3 Process theories of motivation 382
15.4 Reinforcement theory of motivation 387
15.5 Motivation and remuneration 390
Summary 395
Key terms 396
Applied activities 396
Endnotes 396
Acknowledgements 399
Chapter 16 Individuals, job design and stress 400
Introduction 401
16.1 The meaning of work 402
16.2 Satisfaction, performance and job design 404
16.3 Directions in job enrichment 411
16.4 Alternative work arrangements 414
16.5 Job stress 418
Summary 424
Key terms 425
Applied activities 425
Endnotes 426
Acknowledgements 428
Chapter 17 Teams and teamwork 429
Introduction 430
17.1 Teams in organisations 431
17.2 Trends in the use of teams 433
17.4 Decision making in teams 446
17.5 Leading high-performance teams 448
Summary 451
Key terms 452
Applied activities 452
Endnotes 452
Acknowledgements 454
Chapter 18 Leading and managing change 455
Introduction 457
18.1 Challenges of change 458
18.2 Organisational change 464
18.3 Managing planned change 468
18.4 Organisation development 477
18.5 Personal change and career readiness 483
Summary 486
Key terms 487
Applied activities 488
Endnotes 488
Acknowledgements 490
Chapter 19 Entrepreneurship and new ventures 491
Introduction 493
19.1 The nature of entrepreneurship 493
19.2 Entrepreneurship and small business 499
19.3 New venture creation 503
19.4 Entrepreneurship and business
Summary 508
Key terms 508
Applied activities 509
Endnotes 509
Acknowledgements 511
Chapter 20 Operations and services management 512
Introduction 514
20.1 Operations management essentials 514
20.2 Value chain management 517
20.3 Service and product quality 521
20.4 Work processes 525
20.5 Physical factors in the workplace 527
Summary 529
Key terms 529
Applied activities 530
Endnotes 530
Acknowledgements 531
Case 1 532
Case 2 535
Case 3 538
Case 4 540
Case 5 544
Case 6 546
Case 7 549
Case 8 552
Case 9 555
Case 10 557
Strategy case 1 560
Strategy case 2 567
Index 572
Dr John R. Schermerhorn Jr is the Charles G. O'Bleness professor of management emeritus in the College of Business at Ohio University. John earned a PhD in organisational behaviour from Northwestern University, an MBA (with distinction) in management and international business from New York University, and a BS in business administration from the State University of New York at Buffalo. He previously taught at Tulane University, the University of Vermont, and Southern Illinois University at Carbondale, where he also served as head of the Department of Management and associate dean of the College of Business Administration.
Dr Paul Davidson is associate professor of management in the Queensland University of Technology Business School. He has 40 years' university teaching experience, and has published more than 100 academic papers and nine books.. He has studied and taught at the University of Queensland, the University of Birmingham, the University of Geneva, the University of Otago, Stanford University and Southern Cross University. He has degrees in science (psychology), theology and business administration. In addition, Paul has consulted and taught nationally and internationally to many public and private sector organisations, including the Sheraton Hotel Group in Australia and Asia, Royal Dutch Shell in the Netherlands and the United States, and extensively to the Royal Australian Navy, as a reserve officer. He has been a visiting professor in management at Reims Management School and Grenoble Graduate School of Business in France, Jyväskylä Polytechnic in Finland, Euromed Business School at Marseille in France, and at the University of Texas at Austin in the United States.
Associate Professor Peter Woods is a member the Department of Business Strategy and Innovation, Griffith Business School and the Director International of the Griffith Business School. His teaching has been recognised by multiple awards, including the prestigious 2010 Australian Learning and Teaching Council Award for Teaching Excellence (Internationalisation); Griffith University's Excellence in Teaching Award (Business and Law) in 2010; and he was a co-recipient of the Pro-Vice Chancellor's award for innovation in 2011. In 2012, he was awarded ‘Brisbane's Best Lecturer' by the Golden Key International Honour Society. Peter has also served as academic fellow at the Griffith Learning Futures, helping academic staff to improve teaching in the multicultural classroom. He specialises in teaching doing business in the Asia Pacific, introductory management, intercultural management, and strategic management.
Aharon Factor is an experienced MBA facilitator working on Southern Cross University's online MBA program. After extensive academic experience in Australian universities, and working globally in business consulting, Aharon now works closely with Southern Cross MBA students bringing together theory and practice. He has also recently established a sustainability consulting firm, Sustainable SME. Aharon has also completed an Australian Federal government research grant that advised government of the challenges that small and medium-sized businesses face in becoming environmentally sustainable. In addition, he was a member of the Australian Academy of Sciences think-tank on climate change. His education began at Kings College, University of London, and he holds a PhD from the Aarhus Business School, University of Aarhus (Denmark).
Dr Alan Simon is a Principles of Management and Effective Communications lecturer at Taylor's College. Previously he was an associate professor in management in the University of Western Australia's Business School for almost 14 years, and retired in 2017. He has 35 years' university teaching experience and more than 80 publications to his credit, including several books and monographs. He has taught introductory management, managing organisational change, strategic capabilities and organisational success, and business research methods at Monash University and the University of Western Australia. He has won Excellence in Undergraduate and Postgraduate Teaching Awards at UWA, and was awarded the Pearson prize for Australian and New Zealand Academy of Management Educator of the Year in 2012. His doctorate was awarded by Rhodes University and in it he developed a new method for conducting research.
Ellen McBarron is a lecturer in management and HR and is based at the Brisbane campus of the Australian Catholic University. Her background includes 30 years in the finance industry, where she left as a national training manager in 1999 to move to academia. She has taught at both undergraduate and postgraduate levels in Burma, Thailand, Hong Kong and China. Ellen is an experienced manager and leader, actively researching the organisation management of expatriates, and has experience with international HRM, performance management, social entrepreneurship and refugee employability. She is actively involved in social justice issues within the university community, and has regular consultancy work with the Queensland Government and the mining industry. Ellen won a Carrick Award for the development of a replicable and sustainable model that delivers empowering tertiary education to camp-based refugees.
Dr Fatima Junaid is a lecturer in the School of Management at Massey University's Business School situated in Palmerston North, New Zealand. She previously taught at various business schools in Pakistan for over a decade. She specialises in teaching introductory management and organisational behaviour.
PUBLISHER:
Wiley
ISBN-13:
9780730369318
BINDING:
Paperback
BISAC:
BUSINESS & ECONOMICS
BOOK DIMENSIONS:
Dimensions: 215.90(W) x Dimensions: 279.40(H) x Dimensions: 20.30(D)
AUDIENCE TYPE:
General/Adult
LANGUAGE:
English