Machine generated contents note: pt. 1 The foundations of management -- 1.Introduction -- Introduction -- Management research and literature -- The continuing professionalization of management -- Conclusions -- 2.Organizations, managers and the environment -- Introduction -- The nature of the environment -- Analysing the environment -- Environmental analyses -- Setting priorities, aims and objectives -- Organizational considerations -- Management style -- Conclusions -- 3.Managing in a changing environment -- Introduction -- The drive for change -- Barriers to effective change -- Changing cultures and structures -- Change catalyst and change agent -- Changing attitudes and approaches to quality, value and expectations -- Current managerial issues -- Conclusions -- 4.Ethics and corporate governance -- Introduction -- Survival -- Relationships with employees -- Means and ends -- Standards of conduct and behaviour -- Managing shareholders' interests -- Managing staff interests --

Contents note continued: Managing other stakeholder interests -- Probity and integrity -- Managing dishonesty -- Rewards for top and senior management -- Conclusions -- 5.The practice of management -- Introduction -- Pressures on organizations and managers -- Sustainability -- Environmental pressures -- Resource and resourcing issues -- Technology -- Performance management -- Conclusions -- pt. 2 Management and people -- 6.Culture -- Introduction -- Definitions of culture -- Developing an understanding of organization culture -- Pressures on organization culture -- Other aspects of organizational culture -- Culture management and attention to culture -- Conclusions -- 7.Communication -- Introduction -- Communication structuring -- Channels of communications -- Communication policies and priorities -- Principles of effective communication -- Non-verbal communication -- Barriers and blockages -- Organizational toxicity -- Assertiveness -- Negotiations -- Conclusions --

Contents note continued: 8.Management influence, power and conflict -- Introduction -- Sources of power and influence -- Centres of power in organizations -- Organizational politics -- Delegation -- Misuses of power and influence -- Organizational integrity and toxicity -- Conflict -- Conflict management -- Conclusions -- 9.Human resource management -- Introduction -- HR strategies -- HR and employment law -- The principle of equality and fairness -- Attraction, recruitment and retention -- Maintenance factors in human resource management -- Employee relations -- Conclusions -- 10.Leadership and management -- Introduction -- Leadership in practice -- Traits and characteristics -- Leadership styles -- Contingency approaches -- Measures of success and failure -- Conclusions -- pt. 3 Strategy, policy, direction and priorities -- 11.Strategy, policy and direction -- Introduction -- Core foundation and generic strategies -- The development of strategy, policy and direction --

Contents note continued: The foundations of organization strategy -- Core and peripheral activities -- Strategies for failure -- Strategic approaches -- Measurement and evaluation -- Implementation of strategy -- Conclusions -- 12.Marketing -- Introduction -- Marketing strategies -- Segmentation -- Marketing mixes -- Marketing research and development -- Public relations -- Conclusions -- 13.Managing operations and projects -- Introduction -- Location -- Health and safety -- Quality of-working environment -- Scales of production and output -- Managing the supply side -- Control -- The complexity of operations and project management -- Conclusions -- 14.Financial and quantitative aspects of management -- Introduction -- The content of financial management -- The context of financial management -- Accounts -- Identification and management of costs -- Financial performance management -- Budgets -- Assets and liabilities -- Value and valuations -- Investment appraisal --

Contents note continued: Other numerical data -- Decision-making -- Conclusions -- 15.Organizational and managerial performance -- Introduction -- Prerequisites for successful and effective performance -- Components of successful performance -- The practice of performance measurement and assessment -- Information -- Responsibilities -- Priorities, aims and objectives -- Assessment and judgement -- Conclusions -- pt. 4 Enduring priorities in management -- 16.Risk -- Introduction -- Risks and rewards -- Internal colloquy -- External colloquy -- Strategic risk management -- Factors outside the control of the organization -- Operational approaches to risk management -- Analysing risk -- Applying risk management -- Other aspects of risk management -- Conclusions -- 17.Management and motivation -- Introduction -- Workplace motivation -- Motivation and incentives -- Motivation, goals and ambitions -- Major theories of motivation -- The psychological partnership and contract --

Contents note continued: Motivation, incentives and money -- Conclusions -- 18.Management on a daily basis -- Introduction -- The managerial role -- Attitudes and values -- Managing by walking about -- Wait a minute -- Control -- Time management -- Interpersonal skills -- Setting and maintaining standards -- Continuous performance assessment -- Survival and effectiveness -- Conclusions -- 19.Management development -- Introduction -- The professionalization of management -- Professions -- The body of expertise -- Different approaches to management development -- Management qualifications -- Organizational and environmental expertise -- Management development and product and service enhancement -- The use and value of management development activities -- Continuous professional development -- Succession and transformation -- Costs and benefits -- Conclusions -- 20.Managing in a global and international environment -- Introduction -- The foundations of globalization --

Contents note continued: Global influence -- The axis of globalization -- Resources, expertise, capability and willingness -- Approaches to globalization -- Dominance and dependence -- Culture and behaviour -- Responsibility and accountability -- Global management thinking -- Global and international leadership -- Conclusions -- 21.Managing for the present and future -- Introduction -- The present and evolving nature of the environment -- The use and value of technology -- The use and value of the internet -- Developing professional and expert practice -- Creativity -- Clarity of purpose and direction -- Core and peripheral business activities -- Dominant stakeholder drives -- Economic and social demands and pressures -- Investment -- Mergers and takeovers -- Structures and cultures -- Management and organization development -- Conclusions -- pt. 5 Summary sheets -- ch. 1 Introduction -- ch. 2 Organizations, managers and the environment --

Contents note continued: ch. 3 Managing in a changing environment -- ch. 4 Ethics and corporate governance -- ch. 5 The practice of management -- ch. 6 Culture -- ch. 7 Communication -- ch. 8 Management influence, power and conflict -- ch. 9 Human resource management -- ch. 10 Leadership and management -- ch. 11 Strategy policy and direction -- ch. 12 Marketing -- ch. 13 Managing operations and projects -- ch. 14 Financial and quantitative aspects of management -- ch. 15 Organizational and managerial performance -- ch. 16 Risk -- ch. 17 Management and motivation -- ch. 18 Management on a daily basis -- ch. 19 Management development -- ch. 20 Managing in a global and international environment -- ch. 21 Managing for the present and future.