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Management Theory and Practice, Cole

Management Theory and Practice 6e

Gerald A Cole
ISBN-13: 9781844800889
eISBN-13: 9781844808274
ISBN: 1844800881
eISBN: 1844808270
MARC Record [.mrc format]

Management Theory and Practice provides a clear and concise introduction to the theory and practice of management as required by those studying an introductory management course. Now in its sixth edition, this book is established as one of the best selling introductions to the ideas and developments that form the basis of the study of management. While the overall structure of this new edition remains the same, all the material has been updated and much of the material has been expanded. In particular given the speed of the developments in information technology, the chapter on this topic has been completely rewritten. Other chapters that have been substantially revised include the chapter on the international aspects of management and the chapter on individual employment rights. Other topics that have been substantially revised include corporate governance and the role of directors, business ethics, organisation culture and strategy.

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Chapter Abstracts

  • Ch. 1. Developments in Management Theory 1910-2000
    Chapter One covers an overview of developments in management theory and the management activities in terms of the four essential groups of activities, namely planning, organising, motivating and controlling.
  • Ch. 2. Definitions of Management
    Chapter Two covers definitions of management and key terms, especially the meaning of management, administration, organisations, the relationship between management and organisation theory, the process of management, planning, organising, motivating and controlling.
  • Ch. 3. The Search for Principles of Management
    Chapter Three covers the search for principles of management including the universally applicable principles of management; the ideas on management propounded by Henri Fayol, his definition of management and his general principles of management; F.W. Taylor's ideas concerning 'scientific management' in the workplace, the setting for scientific management, the principles of scientific management, scientific management after Taylor; Henry Gantt; comments on the scientific management school; and L.F. Urwick and E.F.L. Brech's development of the ideas of Fayol and Taylor.
  • Ch. 4. Max Weber and the Idea of Bureaucracy
    Chapter Four covers Max Weber and the idea of bureaucracy: 'bureaucracy' as a term meaning 'red tape' and 'officialdom'; bureaucracy after Weber, bureaucracy as an organisational form with certain dominant characteristics and as an important and all-pervading form of organisation, with particular reference to the fundamental work of Max Weber.
  • Ch. 5. Motivation- The Early Theorists
    Chapter Five covers motivation - the early theorists: the basic concept of motivation, the different models of motivation put forward by Schein, an account of the celebrated Hawthorne Studies, an outline of the work of a number of American social scientists, namely Mary Parker Follett, Abraham Maslow and his hierarchy of needs, Douglas McGregor and his theory X and theory Y, Frederick Herzberg and his motivation-hygiene theory, Rensis Likert, Chris Argyris and D. C McClelland in relation to achievement motivation.
  • Ch. 6. Motivation- Later Theorists
    Chapter Six covers the later motivation theorists: motivation theories in the previous chapter labelled 'content theories' of motivation, the ideas proposed by those who focus mainly on the process of motivation rather than its content ('process theories' of motivation), including the so-called Expectancy Theory, and later theories of motivation, including Equity Theory, Goal Theory, Attribution Theory, Reinforcement Theory, and an analysis of Japanese motivational practices given the name of Theory Z.
  • Ch. 7. Leadership- Theory and Practice
    Chapter Seven covers leadership - theory and practice including how to exercise appropriate leadership, theoretical and practical aspects of leadership in the work situation, a review of the main theories of leaderships and alternative styles of leadership available, in practice, to a person in a management or supervisory position.
  • Ch. 8. Groups and Group Behaviour
    Chapter Eight covers groups and group behaviour including the study of groups in a work situation, the outcome of studies into different aspects of the behaviour of groups and the study of group effectiveness, inter-group competition and group cohesiveness.
  • Ch. 9. Organisations as Systems
    Chapter Nine covers organisations as systems: the characteristics of open social systems and the current theoretical position as prelude to a discussion of the ideas of several outstanding theorists who have contributed to the growing understanding of organisations as systems.
  • Ch. 10. Contingency Approaches to Management
    Chapter Ten covers contingency approaches to management including several important research studies which have dealt with two or more elements of the 'organisational mix' including Lawrence & Lorsch, Burns & Stalker, Joan Woodward and the Aston Group.
  • Ch. 11. Modern Approaches to Management
    Chapter Eleven covers modern approaches to management including the background to modern management and current issues for management at the start of the new millennium, leading exponents of management theorists whose ideas over the past quarter century have led us to the present position.
  • Ch. 12. Business Organisations and Corporate Governance
    Chapter Twelve covers business organisations and corporate governance and the main legal characteristics of such organisations: limited companies, company directors, corporate governance, sole traders, partnerships and cooperative enterprises.
  • Ch. 13. Developing and Organisation Culture
    Chapter Thirteen covers developing an organisation culture: ideas about culture, including C Handy's four types of culture in organisations, Trompenaars & Hampden-Turner's four corporate cultures and recognising a culture.
  • Ch. 14. Women in Management.
    Chapter Fourteen covers women in management: some of the key issues involved in the employment of women as managers in the workplace including the social background, sex differences at work, women in the workplace - breaking through the glass ceiling.
  • Ch. 15. The International Context of Management.
    Chapter Fifteen covers the international context of management: the three major developments in the international context of management in the UK, including the growing influence of the European Union as a market and a legal framework for business, the social charter embracing twelve major aspects of employment rights including the right to freedom of movement, employment and remuneration, improvement of living and working conditions, right to social protection, freedom of association and collective bargaining, right to vocational training, right of men and women to equal treatment, right of workers to information, consultation and participation, right to health protection and safety at the workplace, protection of children and adolescents, elderly persons and disabled persons; and the impact of Japanese practices on British industry and the implications of differing national cultures for multinational businesses including Japanese companies, Japanese management practices in Britain, myths about Japanese industry, multinational enterprises, international and cultural differences in managing organisations and Ouchi's theory Z.
  • Ch. 16. Strategic Aspects of Management.
    Chapter Sixteen covers strategic aspects of management including differences between strategic and operational planning, theories about strategy, competitive advantage including Porter's theory of competitive forces and other theories of strategy.
  • Ch. 17. Objectives, Policies and Organisational Ethics.
    Chapter Seventeen covers objectives, policies and organisational ethics: corporate planning; corporate objectives; policies; ethics; social responsibility including work creation, welfare, education, arts, overseas aid; business plans; and SWOT analysis for a major supermarket chain.
  • Ch. 18. Performance Standards in Management.
    Chapter Eighteen covers performance standards in management using two approaches that are widely used in modern business and public service organisations: management by objectives including the framework of MbO, an MbO-type job description, job improvement plan for a quarterly period, the MbO cycle; and competency based management including the definition of competence adopted by the UK's Employment Department and the Personal Competence model, based on Fowler.
  • Ch. 19. Decision-making in Organisations.
    Chapter Nineteen covers decision-making in organisations: a theoretical model of decision processes; types of decisions including strategic decisions, operating decisions and administrative decisions; and decision-making tools in order to illustrate that managerial decision-making behaviour can cause things to happen, or not to happen, as the case may be.
  • Ch. 20. Human Resource Planning.
    Chapter Twenty covers human resource planning: the human resource planning process, personnel decisions and human resource requirements, the human resource planning cycle, demand for human resources, supply of labour including how the plans for securing the workforce will usually include consideration of the following: recruitment, training and development, promotion, redeployment & career planning, pay & productivity as well as retirements & redundancy.
  • Ch. 21. Work Structuring, Job Design and Business Process Re-engineering.
    Chapter Twenty One covers work structuring, job design and business process re-engineering: work design and the key issues involved in designing work for people, boredom at work, job design, job satisfaction, job enrichment, job enlargement, autonomous work groups, difficulties in work design, business process re-engineering and a critique of BPR; and important approaches in the search for the best ways of combining people's needs and aspirations with the constraints and opportunities offered by technology and work processes.
  • Ch. 22. Organisation Structures.
    Chapter Twenty Two covers organisation structures including Handy's model of web structure, Mintzberg's model of simple structures, Mintzberg's structural configurations; key organisational variables; common forms of organisation structure including functional organisation structure, examples of product-based structure and geographically-based structure; centralisation and decentralisation; organisation levels; and line & staff: functions & relationships.
  • Ch. 23. Delegation and Employment.
    Chapter Twenty Three covers delegation and empowerment and how they relate to authority, responsibility and power ; delegation, the main options of delegation and practical reasons here for, span of control; and empowerment including four general areas where it may be applied: the knowledge base, discretion over tasks (when, how, design), involvement in policy-making and organisational change.
  • Ch. 24. Managing Change: Key Concepts.
    Chapter Twenty Four covers key concepts of managing change: organisational change and key organisational features, the theories of Rosabeth Moss Kanter, resistance to change, action research methodology and the eight attributes of excellence by Tom Peters.
  • Ch. 25. Implemeting Change: Organisation Development.
    Chapter Twenty Five covers implementing change and organisation development: the key stages of organisation development programmes, the role of third party, major approaches in organisation development, benefits of organisation development and difficulties in implementing change.
  • Ch. 26. Communication in Organisations
    Chapter Twenty Six covers communication in organisations: the flow of communications in organisations including vertical communication and lateral communication; the content of communication; the form of communication; communication media; communication skills; report writing; chairing meetings; giving presentations; barriers to communication including downwards communication, upwards communication and lateral communication; committees in organisations including the function of chairman (or chairperson), secretary, agenda, minutes of the meeting, committee papers and reports; and advantages and disadvantages of committees.
  • Ch. 27. Time Management and Personal Effectiveness.
    Chapter Twenty Seven covers time management and personal effectiveness: main factors affecting time management, key issues in the use of time, nature of the job, typical time-wasters at work, personal attributes of the job-holder, the job context, role set for customer service manager, delegation, assertiveness, personal communications skills and personal effectiveness.
  • Ch. 28. Controlling Performance.
    Chapter Twenty Eight covers controlling performance: the control sequence; management information systems; the application of an MIS to key management functions including marketing/sales, personnel and management accounting; control methods; budgets and the steps by which a budgetary control system is built up including forecasts, sales budget, production budget, capital expenditure budget, cash budget, departmental budgets, master budget and period budget statements; break-even analysis; ratios; quality control; techniques for control, network analysis; simulation; and inventory control.
  • Ch. 29. Quality Standards and Management.
    Chapter Twenty Nine covers quality standards and management: quality management, total quality control and total quality management; the influence of Deming, Juran and Ishikawa; and British Standard 5750 (British Standard EN ISO 9001-9003).
  • Ch. 30. The Role of Information Technology.
    Chapter Thirty covers the role of information technology: brief history of computing and microelectronics; computers; the silicon chip; developments in electronics; telecommunications; the internet; information technology in the workplace; and discipline in the use of information technology.
  • Ch. 31. The Marketing Concept, Competitiveness and the Global Dimension
    Chapter Thirty One covers the marketing concept, competitiveness and the global dimension: four market orientations including production orientation, product orientation, sales orientation and market orientation; the marketing concept; competitiveness; globalisation; and determinants of national advantage.
  • Ch. 32. The Marketing Mix: Product and Price.
    Chapter Thirty Two covers the marketing mix - product and price: product including product life cycle and the life stages of introduction costs, growth sales, maturity sales, saturation sales, and decline; and price including gearing prices to key factors, price increases and decreases.
  • Ch. 33. The Marketing Mix: Promotion.
    Chapter Thirty Three covers the marketing mix - promotion: six promotional strategy stages; advertising; advertising expenditure; the advertising message; advertising effectiveness; personal selling; sales promotion; and publicity.
  • Ch. 34. The Marketing Mix: Distribution.
    Chapter Thirty Four covers the marketing mix - distribution: the most common channels of distribution including industrial markets and consumer markets; market segmentation and approach; market segmentation variables; social class grading structure in the UK; and physical distribution.
  • Ch. 35. Marketing Research.
    Chapter Thirty Five covers marketing research: the increasing need for marketing information due to three factors 1) the shift from purely local to wider national and international markets, 2) the changing emphasis from buyer needs to buyer wants and 3) the trend towards competition based on non-price weapons; Kotler's distinction between market intelligence and market research; the steps included in a marketing research study; advantages and disadvantages of questionnaires, structured interviews, motivational research; and the steps that a systematic audit should encompass of the organisation's marketing system.
  • Ch. 36. Marketing Organisation.
    Chapter Thirty Six covers marketing organisation: marketing structures, principal objectives of a marketing department, sales activities versus marketing, structural alternatives available to a marketing department, matrix organisation in marketing; and the marketing department in the organisation and the differing perspectives between the marketing department and other departments in the organisation.
  • Ch. 37. Customer Services and Consumer Protection.
    Chapter Thirty Seven covers customer services and consumer protection: common law rights; statutory rights; codes of practice and charters; other standards; trade marks; manufacturers' liability; independent pressure groups; and publicly-appointed consumer groups.
  • Ch. 38. Production Planning and Control.
    Chapter Thirty Eight covers production planning and control: production organisation including production function in the manufacturing industry; the functions of the manufacturing manager, manager, production planning and control, technical manager or production engineer, maintenance manager; production planning; purchasing (procurement); the 'purchasing mix' - quantity; the 'purchasing mix' - quality; the 'purchasing mix' - price; the 'purchasing mix' - delivery; material requirements planning (MRP); just-in-time (JIT) systems; inspection; and maintenance.
  • Ch. 39. Types of Production.
    Chapter Thirty Nine covers the types of production: jobbing production and its key characteristics; batch production and its key characteristics; mass production and its key characteristics; and sub-dividing the categories.
  • Ch. 40. Aids to Production.
    Chapter Forty covers the leading aids to production: work study including method study and the use of flow charts and other diagrams (activity charts, flow diagrams, string diagrams, cronocyclegraph and therbligs); work measurement including synthetic timing, predetermined motion time study (PMTS), analytical estimating; value analysis (value engineering); and quality circles.
  • Ch. 41. New Technology in Manufacturing.
    Chapter Forty One covers new technology in manufacturing: computers and production control; computer-aided design; computer-aided manufacture; flexible manufacturing systems; robots; process measurement and control devices; programmable controllers; CAD/CAM systems; computer-integrated manufacture; computer-aided engineering; and the impact of the new technology.
  • Ch. 42. Human Resource Management.
    Chapter Forty Two covers human resource management: what personnel management is; the organisation of personnel; personnel function with wide-ranging role; and routine-oriented personnel department.
  • Ch. 43. Recruitment and Selection.
    Chapter Forty Three covers recruitment and selection: recruitment policies and procedures including recruitment checklist, personal classifications, personnel specification; selection processes; application forms; the selection interview; example form for obtaining routine information; guide to good practice in selection interviewing including open and closed questions; psychological tests including intelligence tests, aptitude tests, attainment tests, personality tests; and advantages and disadvantages of e-testing.
  • Ch. 44. Employee Development and Training.
    Chapter Forty Four covers employee development and training: what is meant by education, training, development, learning and competence; basic framework for training and development including the basic cycle for systematic training; the role of the trainer; identifying training needs including example of simple appraisal form; planning training and training methods; evaluation of training; and the learning organisation including training objectives.
  • Ch. 45. Performance Appraisal, Discipline and Grievances.
    Chapter Forty Five covers performance appraisal, discipline and grievances: performance appraisal including the appraisal process; reasons for appraisal; appraisal forms including examples of appraisal form emphasising individual qualities and one emphasising results-oriented appraisal; rating scales in performance appraisal including linear rating scales; appraisal styles; disciplinary and grievance procedures; and a typical discipline procedure and a typical grievance procedure.
  • Ch. 46. Developing Managerial Competencies.
    Chapter Forty Six covers developing managerial competencies: definitions of management development including formal management development system; knowledge and skills; benchmarks for management including key roles for management standards, units of competency and elements of performance; management development methods; experiential approaches to management development; off-the-job methods and experiential learning; succession planning; auditing management development; and management development and corporate culture.
  • Ch. 47. Stress Management and Employee Counselling.
    Chapter Forty Seven covers stress management and employee counselling: sources of stress at work; the symptoms of stress; coping with stress; personal coping strategies; organisational responses to stress avoidance; harassment in the workplace; and counselling at work.
  • Ch. 48. Job Evaluation.
    Chapter Forty Eight covers job evaluation: job evaluation methods including job ranking and job grading/job classification, analytical methods regarding typical job factor and points rating matrix for manual jobs.
  • Ch. 49. Employee Relations and Collective Rights.
    Chapter Forty Nine covers employee relations and collective rights: perspectives in employee relations; rules and agreements; negotiations; disputes procedures; trade unions in Britain; certification officer; types of trade union; the TUC; employers' associations; workplace representatives; employee participation; collective employment law; collective agreements regarding legal status; trade dispute; picketing; and ballots.
  • Ch. 50. Legal Aspects of Employment- Individual Rights.
    Chapter Fifty covers the legal aspects of employment - individual rights: the four sources of employment law in England and Wales; the employment contract; Human Rights Act 1998; employment legislation for individual rights; national minimum wage; minimum period of notice; redundancy payments; right not to be unfairly dismissed; maternity rights; parental leave; time off work; unfair discrimination at work; disability discrimination; health and safety at work; and the role of employment tribunals in enforcing employment rights.
  • Ch. 51. Company Accounts.
    Chapter Fifty One covers company accounts: the profit & loss account including an example of consolidated management accounts; the balance sheet; and cash flow statements including example of group cash flow statement.
  • Ch. 52. Budgets, Forecasts and Business Plans
    Chapter Fifty Two covers budgets, forecasts and business plans: budgets including an example of a management report; cash flow forecasts; and business plans for small & medium-sized businesses.
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