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Full Description
Managing People and Organizations in Changing Contexts addresses the contemporary problems faced by managers in dealing with people, organizations and managing change in a theoretically-informed and practical way. This textbook is a contemporary and relevant alternative to the standard works that cover material on Organization Behaviour and Human Resource Management because it approaches people management from the perspective of managers and aspiring managers. The book has an international orientation and many of the cases and examples in the book reflect this. It addresses the problems that managers face in managing people in old and new economy organisations and is interdisciplinary in its approach, including contributions from management, organisational behaviour, HRM, strategy, marketing and reputation management, and technology. This text meets the requirements of managers, leaders and students in managing people in contemporary and changing contexts. Managing People and Organizations in Changing Contexts offers: * a contemporary and relevant edge with an original structure * awareness of international and current trends and up-to-the-minute detail. * cases based on original research and consulting experience * new material on the role of management and leadership, technology and reputation management, and covers much of the material for CIPD's core management standards * material that has been tested with managers and students in Europe, the USA and Asia * a website on
Contents
Acknowledgements viiModule 1 An Introduction to Managing People in Changing Contexts 1/11.1 Understanding Management 1.2 Management as a Set of Universal Truths 1.3 Stability and Change in Models of Management 1.4 Explaining Changing Mindsets 1.5 A Framework for the Course Module 2 The Nature of Management, Managers and their Work 2.1 A Framework for Understanding Managers and Their Work 2.2 A Framework for Understanding the Well-Rounded Manager 2.3 The Well-Rounded Manager 2.4 A Model of Effective Management 2Module 3 Managing in the Individual- Organisational Context 3.1 Introduction 3.2 The Psychological Contract 3.3 Managing Psychological Contracts 3.4 Leadership in Organisations Module 4 Managing in the Organisational Context 4.1 Introduction 4.2 Organisational Structures 4.3 New Approaches to Organisational Design 4.4 Tests of Effective Organisational Design Module 5 Managing in an International Context 5.1 Introduction5.2 National Differences in the Business Environment 5.3 National Cultural Values 5.4 Institutions and Business Systems 5.5 Managing in an International Context 5.6 Developing International Managers Module 6 The Corporate Context and Managing People 6.1 Introduction to Corporate Reputation, Identity, Brands and PeopleManagement6.2 Defining and Explaining `Corporateness' 6.3 Connecting Corporate Branding, Reputation and Identity to PeopleManagement6.4 Modeling the Relationship between People Management, Identity,Brands and ReputationModule 7 The Knowledge Context and Managing People 7.1 Understanding the Nature of Knowledge, its Strategic Role andImpact on Managing People7.2 The Knowledge-Based Economy 7.3 Knowledge-Based Enterprises 7.4 Knowledge Creation, Transfer and Utilisation 7.5 Images of Knowledge and Organisation 7.6 The Nature of Intellectual Capital 7Module 8 The Technological Context and People Management 8.1 Understanding the Nature of Technological Change and itsRelationship with Managing People8.2 Defining Technologies and New Technologies: A Combination of`Hardware and Software'8.3 Developing a Framework for Exploring the Relationship betweenTechnology and Human Resource Management8.4 New Technologies and Managing People Module 9 Managing Organisational Change 9.1 Introduction 9.2 Models of Organisational Change 9.3 Changing Organisational Cultures 9.4 Lessons for Successful Organisational Change Appendix 1 Answers to Review Questions Appendix 2 Practice Final Examinations Index
