{"product_id":"management-7th-asia-pacific-edition-isbn-9780730369318","title":"Management, 7th Asia-Pacific Edition","description":"Eldenburg's \u003ci\u003eManagement\u003c\/i\u003e is an introductory text that focuses on presenting content in an easy to understand way that encourages students to think critically and draw connections between theory and practice. This new seventh edition has a strengthened focus on technology and features have been updated to help students further consolidate their knowledge.\u003cbr\u003e\u003cbr\u003eThis 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. \u003cp\u003eAbout the authors xi\u003c\/p\u003e \u003cp\u003eApplications at a glance xiv\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 1 The contemporary workplace 1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 2\u003c\/p\u003e \u003cp\u003e1.1 Working in today's economy 3\u003c\/p\u003e \u003cp\u003e1.2 Organisations in today's workplace 9\u003c\/p\u003e \u003cp\u003e1.3 Managers in today's workplace 12\u003c\/p\u003e \u003cp\u003e1.4 The management process 23\u003c\/p\u003e \u003cp\u003e1.5 Managerial learning 25\u003c\/p\u003e \u003cp\u003eSummary 30\u003c\/p\u003e \u003cp\u003eKey terms 31\u003c\/p\u003e \u003cp\u003eApplied activities 32\u003c\/p\u003e \u003cp\u003eEndnotes 32\u003c\/p\u003e \u003cp\u003eAcknowledgements 34\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 2 Historical foundations of management 35\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 37\u003c\/p\u003e \u003cp\u003e2.1 Classical approaches to management 37\u003c\/p\u003e \u003cp\u003e2.2 Behavioural approaches to management 42\u003c\/p\u003e \u003cp\u003e2.3 Quantitative approaches to management 45\u003c\/p\u003e \u003cp\u003e2.4 Modern approaches to management 46\u003c\/p\u003e \u003cp\u003e2.5 Continuing management themes 48\u003c\/p\u003e \u003cp\u003eSummary 54\u003c\/p\u003e \u003cp\u003eKey terms 54\u003c\/p\u003e \u003cp\u003eApplied activities 55\u003c\/p\u003e \u003cp\u003eEndnotes 55\u003c\/p\u003e \u003cp\u003eAcknowledgements 57\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 3 Environment and diversity 58\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 60\u003c\/p\u003e \u003cp\u003e3.1 Environment and competitive advantage 60\u003c\/p\u003e \u003cp\u003e3.2 Internal environment and organisational culture 65\u003c\/p\u003e \u003cp\u003e3.3 Customer-driven organisations 68\u003c\/p\u003e \u003cp\u003e3.4 Quality-driven organisations 70\u003c\/p\u003e \u003cp\u003e3.5 Diversity and multicultural organisations 72\u003c\/p\u003e \u003cp\u003eSummary 80\u003c\/p\u003e \u003cp\u003eKey terms 81\u003c\/p\u003e \u003cp\u003eApplied activities 81\u003c\/p\u003e \u003cp\u003eEndnotes 82\u003c\/p\u003e \u003cp\u003eAcknowledgements 85\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 4 International dimensions of management 86\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 87\u003c\/p\u003e \u003cp\u003e4.1 International management and globalisation 88\u003c\/p\u003e \u003cp\u003e4.2 International business challenges 94\u003c\/p\u003e \u003cp\u003e4.3 Multinational corporations 98\u003c\/p\u003e \u003cp\u003e4.4 Culture and global diversity 100\u003c\/p\u003e \u003cp\u003e4.5 Management across cultures 105\u003c\/p\u003e \u003cp\u003eSummary 110\u003c\/p\u003e \u003cp\u003eKey terms 110\u003c\/p\u003e \u003cp\u003eApplied activities 111\u003c\/p\u003e \u003cp\u003eEndnotes 112\u003c\/p\u003e \u003cp\u003eAcknowledgements 114\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 5 Ethical behaviour and social responsibility 115\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 116\u003c\/p\u003e \u003cp\u003e5.1 What is ethical behaviour? 117\u003c\/p\u003e \u003cp\u003e5.2 Ethics in the workplace 121\u003c\/p\u003e \u003cp\u003e5.3 Maintaining high ethical standards 124\u003c\/p\u003e \u003cp\u003e5.4 Social responsibility 126\u003c\/p\u003e \u003cp\u003e5.5 Organisations and society 131\u003c\/p\u003e \u003cp\u003eSummary 133\u003c\/p\u003e \u003cp\u003eKey terms 133\u003c\/p\u003e \u003cp\u003eApplied activities 134\u003c\/p\u003e \u003cp\u003eEndnotes 134\u003c\/p\u003e \u003cp\u003eAcknowledgements 137\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 6 Sustainability 138\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 139\u003c\/p\u003e \u003cp\u003e6.1 What is sustainability? 140\u003c\/p\u003e \u003cp\u003e6.2 International sustainability guidelines for business 144\u003c\/p\u003e \u003cp\u003e6.3 Sustainability and organisations 148\u003c\/p\u003e \u003cp\u003e6.4 Organisational change: developing the sustainable firm 151\u003c\/p\u003e \u003cp\u003e6.5 Current trends in business sustainability 152\u003c\/p\u003e \u003cp\u003eSummary 155\u003c\/p\u003e \u003cp\u003eKey terms 155\u003c\/p\u003e \u003cp\u003eApplied activities 156\u003c\/p\u003e \u003cp\u003eEndnotes 156\u003c\/p\u003e \u003cp\u003eAcknowledgements 158\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 7 Information and decision making 159\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 161\u003c\/p\u003e \u003cp\u003e7.1 Information technology and the new workplace 162\u003c\/p\u003e \u003cp\u003e7.2 Information and information systems 165\u003c\/p\u003e \u003cp\u003e7.3 Information and decision making 171\u003c\/p\u003e \u003cp\u003e7.4 The decision-making process 173\u003c\/p\u003e \u003cp\u003e7.5 Knowledge management and organisational learning 178\u003c\/p\u003e \u003cp\u003eSummary 180\u003c\/p\u003e \u003cp\u003eKey terms 180\u003c\/p\u003e \u003cp\u003eApplied activities 181\u003c\/p\u003e \u003cp\u003eEndnotes 182\u003c\/p\u003e \u003cp\u003eAcknowledgements 183\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 8 Planning 184\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 186\u003c\/p\u003e \u003cp\u003e8.1 How and why managers plan 187\u003c\/p\u003e \u003cp\u003e8.2 Types of plans used by managers 191\u003c\/p\u003e \u003cp\u003e8.3 Planning tools, techniques and processes 194\u003c\/p\u003e \u003cp\u003eSummary 202\u003c\/p\u003e \u003cp\u003eKey terms 202\u003c\/p\u003e \u003cp\u003eApplied activities 203\u003c\/p\u003e \u003cp\u003eEndnotes 203\u003c\/p\u003e \u003cp\u003eAcknowledgements 204\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 9 Strategic management 205\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 206\u003c\/p\u003e \u003cp\u003e9.1 Sustainable strategic competitiveness 207\u003c\/p\u003e \u003cp\u003e9.2 The strategic management process 210\u003c\/p\u003e \u003cp\u003e9.3 Strategies used by organisations 216\u003c\/p\u003e \u003cp\u003e9.4 Strategy formulation 220\u003c\/p\u003e \u003cp\u003e9.5 Strategy implementation 226\u003c\/p\u003e \u003cp\u003eSummary 229\u003c\/p\u003e \u003cp\u003eKey terms 230\u003c\/p\u003e \u003cp\u003eApplied activities 230\u003c\/p\u003e \u003cp\u003eEndnotes 231\u003c\/p\u003e \u003cp\u003eAcknowledgements 233\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 10 Organising 234\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 236\u003c\/p\u003e \u003cp\u003e10.1 Organising as a management function 236\u003c\/p\u003e \u003cp\u003e10.2 Traditional organisation structures 238\u003c\/p\u003e \u003cp\u003e10.3 Essentials of organisational design 243\u003c\/p\u003e \u003cp\u003e10.4 Contingencies in organisational Environment 247\u003c\/p\u003e \u003cp\u003e10.5 Developments in organisation Team structures 251\u003c\/p\u003e \u003cp\u003e10.6 Subsystems design and integration 254\u003c\/p\u003e \u003cp\u003e10.7 Organising trends 257\u003c\/p\u003e \u003cp\u003eSummary 260\u003c\/p\u003e \u003cp\u003eKey terms 261\u003c\/p\u003e \u003cp\u003eApplied activities 262\u003c\/p\u003e \u003cp\u003eEndnotes 262\u003c\/p\u003e \u003cp\u003eAcknowledgements 264\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 11 Controlling 265\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 266\u003c\/p\u003e \u003cp\u003e11.1 Organisational control 267\u003c\/p\u003e \u003cp\u003e11.2 Types of controls 270\u003c\/p\u003e \u003cp\u003e11.3 Organisational control systems 273\u003c\/p\u003e \u003cp\u003eSummary 282\u003c\/p\u003e \u003cp\u003eKey terms 282\u003c\/p\u003e \u003cp\u003eApplied activities 283\u003c\/p\u003e \u003cp\u003eEndnotes 283\u003c\/p\u003e \u003cp\u003eAcknowledgements 284\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 12 Human resource management 285\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 287\u003c\/p\u003e \u003cp\u003e12.1 Diversity and the importance of people 288\u003c\/p\u003e \u003cp\u003e12.2 HRM 291\u003c\/p\u003e \u003cp\u003e12.3 Attracting a quality workforce 298\u003c\/p\u003e \u003cp\u003e12.4 Developing a quality workforce 303\u003c\/p\u003e \u003cp\u003e12.5 Engagement: maintaining a quality workforce 307\u003c\/p\u003e \u003cp\u003eSummary 316\u003c\/p\u003e \u003cp\u003eKey terms 316\u003c\/p\u003e \u003cp\u003eApplied activities 317\u003c\/p\u003e \u003cp\u003eEndnotes 318\u003c\/p\u003e \u003cp\u003eAcknowledgements 320\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 13 Leading 321\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 322\u003c\/p\u003e \u003cp\u003e13.1 The nature of leadership 323\u003c\/p\u003e \u003cp\u003e13.2 Leadership traits and behaviours 326\u003c\/p\u003e \u003cp\u003e13.3 Contingency approaches to Fiedler's contingency model 329\u003c\/p\u003e \u003cp\u003e13.4 Issues in leadership development 334\u003c\/p\u003e \u003cp\u003eSummary 340\u003c\/p\u003e \u003cp\u003eKey terms 340\u003c\/p\u003e \u003cp\u003eApplied activities 341\u003c\/p\u003e \u003cp\u003eEndnotes 341\u003c\/p\u003e \u003cp\u003eAcknowledgements 344\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 14 Communication and interpersonal skills 345\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 346\u003c\/p\u003e \u003cp\u003e14.1 The communication process 347\u003c\/p\u003e \u003cp\u003e14.2 Improving communication 351\u003c\/p\u003e \u003cp\u003e14.3 Perception 358\u003c\/p\u003e \u003cp\u003e14.4 Communication and conflict management 360\u003c\/p\u003e \u003cp\u003e14.5 Negotiation 364\u003c\/p\u003e \u003cp\u003eSummary 368\u003c\/p\u003e \u003cp\u003eKey terms 369\u003c\/p\u003e \u003cp\u003eApplied activities 370\u003c\/p\u003e \u003cp\u003eEndnotes 370\u003c\/p\u003e \u003cp\u003eAcknowledgements 372\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 15 Motivation and rewards 373\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 374\u003c\/p\u003e \u003cp\u003e15.1 What is motivation? 375\u003c\/p\u003e \u003cp\u003e15.2 Content theories of motivation 377\u003c\/p\u003e \u003cp\u003e15.3 Process theories of motivation 382\u003c\/p\u003e \u003cp\u003e15.4 Reinforcement theory of motivation 387\u003c\/p\u003e \u003cp\u003e15.5 Motivation and remuneration 390\u003c\/p\u003e \u003cp\u003eSummary 395\u003c\/p\u003e \u003cp\u003eKey terms 396\u003c\/p\u003e \u003cp\u003eApplied activities 396\u003c\/p\u003e \u003cp\u003eEndnotes 396\u003c\/p\u003e \u003cp\u003eAcknowledgements 399\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 16 Individuals, job design and stress 400\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 401\u003c\/p\u003e \u003cp\u003e16.1 The meaning of work 402\u003c\/p\u003e \u003cp\u003e16.2 Satisfaction, performance and job design 404\u003c\/p\u003e \u003cp\u003e16.3 Directions in job enrichment 411\u003c\/p\u003e \u003cp\u003e16.4 Alternative work arrangements 414\u003c\/p\u003e \u003cp\u003e16.5 Job stress 418\u003c\/p\u003e \u003cp\u003eSummary 424\u003c\/p\u003e \u003cp\u003eKey terms 425\u003c\/p\u003e \u003cp\u003eApplied activities 425\u003c\/p\u003e \u003cp\u003eEndnotes 426\u003c\/p\u003e \u003cp\u003eAcknowledgements 428\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 17 Teams and teamwork 429\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 430\u003c\/p\u003e \u003cp\u003e17.1 Teams in organisations 431\u003c\/p\u003e \u003cp\u003e17.2 Trends in the use of teams 433\u003c\/p\u003e \u003cp\u003e17.4 Decision making in teams 446\u003c\/p\u003e \u003cp\u003e17.5 Leading high-performance teams 448\u003c\/p\u003e \u003cp\u003eSummary 451\u003c\/p\u003e \u003cp\u003eKey terms 452\u003c\/p\u003e \u003cp\u003eApplied activities 452\u003c\/p\u003e \u003cp\u003eEndnotes 452\u003c\/p\u003e \u003cp\u003eAcknowledgements 454\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 18 Leading and managing change 455\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 457\u003c\/p\u003e \u003cp\u003e18.1 Challenges of change 458\u003c\/p\u003e \u003cp\u003e18.2 Organisational change 464\u003c\/p\u003e \u003cp\u003e18.3 Managing planned change 468\u003c\/p\u003e \u003cp\u003e18.4 Organisation development 477\u003c\/p\u003e \u003cp\u003e18.5 Personal change and career readiness 483\u003c\/p\u003e \u003cp\u003eSummary 486\u003c\/p\u003e \u003cp\u003eKey terms 487\u003c\/p\u003e \u003cp\u003eApplied activities 488\u003c\/p\u003e \u003cp\u003eEndnotes 488\u003c\/p\u003e \u003cp\u003eAcknowledgements 490\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 19 Entrepreneurship and new ventures 491\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 493\u003c\/p\u003e \u003cp\u003e19.1 The nature of entrepreneurship 493\u003c\/p\u003e \u003cp\u003e19.2 Entrepreneurship and small business 499\u003c\/p\u003e \u003cp\u003e19.3 New venture creation 503\u003c\/p\u003e \u003cp\u003e19.4 Entrepreneurship and business\u003c\/p\u003e \u003cp\u003eSummary 508\u003c\/p\u003e \u003cp\u003eKey terms 508\u003c\/p\u003e \u003cp\u003eApplied activities 509\u003c\/p\u003e \u003cp\u003eEndnotes 509\u003c\/p\u003e \u003cp\u003eAcknowledgements 511\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 20 Operations and services management 512\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 514\u003c\/p\u003e \u003cp\u003e20.1 Operations management essentials 514\u003c\/p\u003e \u003cp\u003e20.2 Value chain management 517\u003c\/p\u003e \u003cp\u003e20.3 Service and product quality 521\u003c\/p\u003e \u003cp\u003e20.4 Work processes 525\u003c\/p\u003e \u003cp\u003e20.5 Physical factors in the workplace 527\u003c\/p\u003e \u003cp\u003eSummary 529\u003c\/p\u003e \u003cp\u003eKey terms 529\u003c\/p\u003e \u003cp\u003eApplied activities 530\u003c\/p\u003e \u003cp\u003eEndnotes 530\u003c\/p\u003e \u003cp\u003eAcknowledgements 531\u003c\/p\u003e \u003cp\u003eCase 1 532\u003c\/p\u003e \u003cp\u003eCase 2 535\u003c\/p\u003e \u003cp\u003eCase 3 538\u003c\/p\u003e \u003cp\u003eCase 4 540\u003c\/p\u003e \u003cp\u003eCase 5 544\u003c\/p\u003e \u003cp\u003eCase 6 546\u003c\/p\u003e \u003cp\u003eCase 7 549\u003c\/p\u003e \u003cp\u003eCase 8 552\u003c\/p\u003e \u003cp\u003eCase 9 555\u003c\/p\u003e \u003cp\u003eCase 10 557\u003c\/p\u003e \u003cp\u003eStrategy case 1 560\u003c\/p\u003e \u003cp\u003eStrategy case 2 567\u003c\/p\u003e \u003cp\u003eIndex 572\u003c\/p\u003e \u003cp\u003e\u003cb\u003eDr John R. Schermerhorn Jr\u003c\/b\u003e 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.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eDr Paul Davidson\u003c\/b\u003e 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.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eAssociate Professor Peter Woods\u003c\/b\u003e 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.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eAharon Factor\u003c\/b\u003e 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).\u003c\/p\u003e \u003cp\u003e\u003cb\u003eDr Alan Simon\u003c\/b\u003e 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.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eEllen McBarron\u003c\/b\u003e 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.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eDr Fatima Junaid\u003c\/b\u003e 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.\u003c\/p\u003e","brand":"Wiley","offers":[{"title":"Default Title","offer_id":47989558739173,"sku":"NP9780730369318","price":86.0,"currency_code":"USD","in_stock":false}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/1842\/7735\/files\/9780730369318.jpg?v=1761784593","url":"https:\/\/k12savings.com\/es\/products\/management-7th-asia-pacific-edition-isbn-9780730369318","provider":"K12savings","version":"1.0","type":"link"}