Management an introduction 6th boddy

Management an introduction 6th boddy Management an introduction 6th boddy Management an introduction 6th boddy Management an introduction 6th boddy Management an introduction 6th boddy Management an introduction 6th boddy Management an introduction 6th boddy

Management An Introduction David Boddy  University of Glasgow Management An Introduction   Sixth Edition Pearson Education Limited Edinburgh Gate Harlow CM20 2JE United Kingdom Tel: +44 (0)1279 623623 Web: www.pearson.com/uk First published in 1998 under the Prentice Hall Europe imprint (print) Second edition published 2002 (print) Third edition published 2005 (print) Fourth edition published 2008 (print) Fifth edition published 2011 (print) Sixth edition published 2014 (print and electronic) © Prentice Hall Europe 1998 (print) © Pearson Education Limited 2002, 2005, 2008, 2011 (print) © Pearson Education Limited 2014 (print and electronic) The right of David Boddy to be identified as author of this work has been asserted by him in accordance with the Copyright, Designs and Patents Act 1988 The print publication is protected by copyright Prior to any prohibited reproduction, storage in a retrieval system, distribution or transmission in any form or by any means, electronic, mechanical, recording or otherwise, permission should be obtained from the publisher or, where applicable, a licence permitting restricted copying in the United Kingdom should be obtained from the Copyright Licensing Agency Ltd, Saffron House, 6-10 Kirby Street, London EC1N 8TS The ePublication is protected by copyright and must not be copied, reproduced, transferred, distributed, leased, licensed or publicly performed or used in any way except as specifically permitted in writing by the publishers, as allowed under the terms and conditions under which it was purchased, or as strictly permitted by applicable copyright law Any unauthorised distribution or use of this text may be a direct infringement of the author’s and the publishers’ rights and those responsible may be liable in law accordingly All trademarks used herein are the property of their respective owners The use of any trademark in this text does not vest in the author or publisher any trademark ownership rights in such trademarks, nor does the use of such trademarks imply any affiliation with or endorsement of this book by such owners Pearson Education is not responsible for the content of third-party internet sites ISBN: 978-1-292-00424-2 (print) 978-1-292-00444-0 (PDF) 978-1-292-00438-9 (eText) British Library Cataloguing-in-Publication Data A catalogue record for the print edition is available from the British Library Library of Congress Cataloguing-in-Publication Data A catalogue record for the print edition is available from the Library of Congress 10 18 17 16 15 14 13 Print edition typeset in 10/12 minion pro by 73 Print edition printed and bound in Italy by L.E.G.O S.p.A NOTE THAT ANY PAGE CROSS REFERENCES REFER TO THE PRINT EDITION Brief contents Preface to the first edition Preface to the sixth edition Guided tour of the book Guided tour of MyManagementLab Acknowledgements xiii xv xviii xxiv xxvi Part 1  AN INTRODUCTION TO MANAGEMENT 1  MANAGING IN ORGANISATIONS 2  MODELS OF MANAGEMENT 34 Part Case: Apple Inc 67 Part Employability skills – preparing for the world of work 72 Part 2  THE ENVIRONMENT OF MANAGEMENT 77 3  ORGANISATION CULTURES AND CONTEXTS 78 4  MANAGING INTERNATIONALLY 106 5  CORPORATE RESPONSIBILITY 136 Part case: BP 162 Part Employability skills – preparing for the world of work 167 Part 3  PLANNING 173 6  PLANNING 174 7  DECISION MAKING 200 8  MANAGING STRATEGY 232 9  MANAGING MARKETING 264 Part case: The Virgin Group 293 Part Employability skills – preparing for the world of work 298 Part 4  ORGANISING 303 10  ORGANISATION STRUCTURE 304 11  HUMAN RESOURCE MANAGEMENT 338 12  INFORMATION SYSTEMS AND E-BUSINESS 362 13  CREATIVITY, INNOVATION AND CHANGE 392 Part case: The Royal Bank of Scotland 421 Part Employability skills – preparing for the world of work 426 vi Brief contents Part 5  LEADING 431 14  INFLUENCING 432 15  MOTIVATING 462 16  COMMUNICATING 496 17  TEAMS 526 Part case: The British Heart Foundation 553 Part Employability skills – preparing for the world of work 558 Part 6  CONTROLLING 563 18  MANAGING OPERATIONS AND QUALITY 564 19  CONTROL AND PERFORMANCE MEASUREMENT 592 20  FINANCE AND BUDGETARY CONTROL 616 Part case: Tesco 637 Part Employability skills – preparing for the world of work 642 Glossary References Index 647 657 673 Contents Preface to the first edition Preface to the sixth edition Guided tour of the book Guided tour of MyManagementLab Acknowledgements xiii xv xviii Think critically Read more Go online 65 Part Case:  Apple Inc  Part Employability skills – preparing for the world of work 67 65 66 xxiv xxvi Part Part AN INTRODUCTION TO MANAGEMENT Chapter Managing in organisations Case study:  Ryanair 1.1 Introduction 1.2 Managing to add value to resources 1.3 Meanings of management 1.4 Specialisation between areas of management 1.5 Influencing through the process of managing 1.6 Influencing through the tasks of managing 1.7 Influencing through shaping the context 1.8 Thinking critically 1.9 Integrating themes Summary Test your understanding Think critically Read more Go online 72 THE ENVIRONMENT OF MANAGEMENT 10 11 14 20 23 26 29 30 31 32 32 33 Chapter Models of management 34 Case study:  Innocent drinks 2.1 Introduction 2.2 Why study models of management? 2.3 The competing values framework 2.4 Rational goal models 2.5 Internal process models 2.6 Human relations models 2.7 Open systems models 2.8 Integrating themes Summary Test your understanding 35 36 36 40 42 47 52 56 61 63 64 Chapter Organisation cultures and contexts Case study:  Nokia 3.1 Introduction 3.2 Cultures and their components 3.3 Types of culture 3.4 The competitive environment – Porter’s Five Forces 3.5 The general environment – PESTEL 3.6 Environmental complexity and dynamism 3.7 Stakeholders and corporate governance 3.8 Integrating themes Summary Test your understanding Think critically Read more Go online Chapter Managing internationally Case study:  Starbucks 4.1 Introduction 4.2 Ways to conduct business internationally 4.3 The contexts of international business – PESTEL 4.4 Legal context – trade agreements and trading blocs 4.5 Socio-cultural context 4.6 Hofstede’s comparison of national cultures 78 79 80 81 84 88 91 96 97 100 102 103 103 104 104 106 107 108 110 112 118 120 122 viii cONTENTS 4.7 Contrasting management systems 4.8 Forces driving globalisation 4.9 Integrating themes Summary Test your understanding Think critically Read more Go online 126 127 131 132 133 134 134 6.8 Implementing, monitoring and revising 6.9 Integrating themes Summary Test your understanding Think critically Read more Go online 193 195 196 197 197 198 135 Chapter Decision making Chapter Corporate responsibility  136 Case study:  The Co-operative Group 5.1 Introduction 5.2 Malpractice, philanthropy and enlightened self-interest 5.3 Perspectives on individual responsibilities 5.4 Perspectives on corporate responsibility 5.5 An ethical decision making model 5.6 Stakeholders and corporate responsibility 5.7 Corporate responsibility and strategy 5.8 Managing corporate responsibility 5.9 Integrating themes Summary Test your understanding Think critically Read more Go online 137 Part Case:  BP  Part Employability skills – preparing for the world of work 191 138 139 141 144 146 147 150 154 156 158 Case study:  Ikea 7.1 Introduction 7.2 Tasks in making decisions 7.3 Programmed and non-programmed decisions 7.4 Decision making conditions 7.5 Decision making models 7.6 Biases in making decisions 7.7 Group decision making 7.8 Integrating themes Summary Test your understanding Think critically Read more Go online 200 201 202 203 209 211 214 220 223 226 228 230 230 230 231 159 160 160 161 162 167 Part PLANNING Chapter Planning 174 Case study:  Crossrail 6.1 Introduction 6.2 Why people plan 6.3 The content of plans 6.4 The process of planning 6.5 Gathering information 6.6 Setting goals (or objectives) – the ends 6.7 Deciding how to achieve the goals – the means 175 176 177 178 182 184 186 190 Chapter Managing strategy Case study:  GKN 8.1 Introduction 8.2 Strategy – process, content and context 8.3 Planning, learning and political perspectives 8.4 How managers develop strategies? 8.5 Making sense – external analysis 8.6 Making sense – internal analysis 8.7 Making choices – deciding strategy at corporate level 8.8 Making choices – deciding strategy at business unit level 8.9 Making things happen – delivering strategy 8.10 Making revisions – implementing and evaluating 8.11 Integrating themes Summary Test your understanding Think critically Read more Go online 232 233 234 235 237 241 243 245 250 253 255 257 258 260 261 261 262 262 CONTENTS Chapter Managing marketing 264 Case study:  Manchester United FC 9.1 Introduction 9.2 Understanding customers and markets 9.3 The marketing environment 9.4 Segments, targets, and the market offer 9.5 Using the marketing mix 9.6 The product life cycle 9.7 Customer relationship management 9.8 A marketing orientation 9.9 Integrating themes Summary Test your understanding Think critically Read more Go online 265 Part Case:  The Virgin Group  Part Employability skills – preparing for the world of work 293 266 267 269 275 277 281 283 285 288 289 290 291 291 292 298 Part ORGANISING Chapter 10 Organisation structure 304 Case study:  GlaxoSmithKline 10.1 Introduction 10.2 Strategy, organisation and performance 10.3 Designing a structure 10.4 Dividing work internally – functions, divisions and matrices 10.5 Dividing work externally – outsourcing and networks 10.6 Co-ordinating work 10.7 Mechanistic and organic forms 10.8 Learning organisations 10.9 Integrating themes Summary Test your understanding Think critically Read more Go online 305 306 307 308 314 317 320 322 329 331 333 334 335 335 336 Chapter 11 Human resource management 338 Case study:  BMW 11.1 Introduction 11.2 HRM and performance 339 340 340 11.3 What HR managers do? 11.4 Human resource planning 11.5 Job analysis 11.6 Recruitment and selection 11.7 Reward management 11.8 Managing diversity 11.9 Integrating themes Summary Test your understanding Think critically Read more Go online Chapter 12 Information systems and e-business Case study:  Google 12.1 Introduction 12.2 Converging technologies – new ways to add value 12.3 Managing the new opportunities to add value 12.4 Types of information system 12.5 The internet and e-business 12.6 IS strategy and organisation – the big picture 12.7 Integrating themes Summary Test your understanding Think critically Read more Go online Chapter 13 Creativity, innovation and change ix 345 347 348 349 353 355 357 359 360 360 361 361 362 363 364 365 368 372 374 382 385 387 388 389 389 390 392 Case study:  Pixar Animation 13.1 Introduction 13.2 Creativity and innovation 13.3 Sources of innovation 13.4 Organisational influences on innovation 13.5 Implementing innovation and change 13.6 Models of change 13.7 Integrating themes Summary Test your understanding Think critically Read more Go online 393 Part Case:  The Royal Bank of Scotland  Part 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‘Influence tactics in upwards, downward and lateral influence attempts’, Journal of Applied Psychology, vol 75, no 2, pp 132–40 Yukl, G and Tracey, J.B (1992), ‘Consequences of influence tactics used with subordinates, peers and the boss’, Journal of Applied Psychology, vol 77, no 4, pp 525–35 Zibarras, L.D and Woods, S.A (2010), ‘A survey of UK selection practices across different organisation sizes and industry sectors’, Journal of Occupational and Organisational Psychology, vol 83, no 2, pp 499–511 Index ABB 250–1 absolute advantage, theory of 112, 655 academic 647 accidents as innovation source 399, 400 accuracy of information 504 achievement orientated leadership behaviour 446 achievement theories of motivation (McCelland) 476–7 acquisitions for delivering strategy 255–6 Action Centred Leadership of influence 448 active waiting in unpredictable markets 97 Adair, J 436, 448 Adams, J.S 482–3 adding value new opportunities to 368–72 co-creation 369 technology and organisation 370–1 traditional systems 368–9 by technological convergence 365–6 adjorming in team development 538, 539–40 Adler, P.S 50 administrative management 49, 647 administrative model of decision making 216–17, 647 administrative power 449, 450 advertising 280 advisors, managers as 346 affiliation, power, achievement theory of motivation (McCelland) 476–7 affiliation theories of motivation (McCelland) 476–7 agency theory 99, 647 Aggreko 117 agreeableness in big five models of influence 439 Ahearne, M 377 Akkermanns, H.A 606 Al Najjar, M 606 Alderfer, C 55, 475 Allen, N.H 546 alliances for delivering strategy 256–7 Alvarez, S.A 328 Alvesson, M 356 Amabile, T.M 396, 397 Amaral, L.A.N 60 Ambec, S 153 ambiguity 211, 212–13, 647 Ambos, T.C 331 amplifying signals of progress in capital ventures 632 Andersen, T.J 183 Anderson, C 438 Anderson, L.W 28 Ansoff, H.I 237 appearance in product quality 584 Apple Inc 601 case study 67–71 Aral, S 345 arbitrariness (of corruption) 116, 647 Argenti, P.A 519–20, 522 Argyris, C 331 ARM Holdings 318 Arnolds, C.A 475 artefacts in culture 83 Asos (online fashion) 374–5 assessment centres 352–3, 647 assets 621, 647 assurance of service quality 585 Atkinson, A.A 633 automated decision systems 216 autonomy in job characteristics theory 486 Babbage, C 43 Badham, R 218, 413–14 Badia, E 565, 573 BAE Systems 309 Bagley, N 275 Baird, K 587 balance sheet 624–5, 647 balanced scorecard 605–8, 647 customer perspective 607 financial perspective 607–8 innovation and learning perspective 606 internal perspective 607 Balogun,J 410 Balon, A 35, 51 Bamforth, K 57, 528 banks culture of change at 409 culture of complaint in 82 Bannister, D 109 Bansal, P 156 Barker, J.R 544–5, 600 Barney, J.B 328 Baron, R.A 54, 512 Barringer, B.R 100, 489 Barrows, E 602 Barsoux, J 433, 441, 445, 452 Barthelemy, J 412 Bartlett, C.A 332 BASF (case study) 617, 624 batch operations in operations management 575 Batra, Gaurav 296 Baum, J.R 441 BBC 386 Beamish Museum 17 Beardwell, J 351 Bechet, T.P 347 Bechky, B.A 17 Bednar, M.K 457 Beer, M 340, 341, 345, 354, 358 behaviour 442, 647 behaviour modification 470–2, 647 at call centres 471 behavioural models of influence 442–5 managerial grid model 443–4 Ohio State University model 442 University of Michigan model 442–3 Belbin, M 535–6 beliefs 83 for performance control 600 Bell, S 101–2, 534 belongingness needs (Maslow) 473 Benders, J 355 Bennis, W 436 Berle, A.A 99, 132 Berlo, D.K 502 Bernoff, J 93, 370 Beschloss, M 546 biases in decision making 220–2 danger of 222 emotional attachment 222 escalating commitment 221–2 illusion of control 221 big data 244–5 big five 438, 647 Biggs, L 44–5 Billing, Y.D 356 Birkenshaw, J 331 Bititci, U 611 Blackcircles Tyre Service 515 Blackman, M 351 Blackwell, E 178 Blake, R.R 443 Blakstad, M 513 Blau, P.M 327 Bloemhof, M 186 blog 366, 647 BMW (case study) 339, 349, 354, 357 board of directors 14 Boddy, D 190, 192, 217, 367, 385, 410, 412, 520–1 Boiral, O 158 Boisot, M.H 380 Bond, S.D 187 Bono, J.E 441 bonuses 490 Boonstra, A 380 Borys, B 50 Bosch 84 Boshoff, C 475 Botin, E 417 Boulding, W 377 bounded rationality 216, 647 Bounds, A Bowe, C 182 Boyle, D 155 Bozarth, C 379 BP case study 162–6 communication failures at 514 Branson, Richard 293–7, 456, 548 break-even analysis 577, 647 Brennan, L 588 Brews, P.J 176 Brin, S 11, 363, 381 British Heart Foundation (case study) 553–7 British Museum (case study) 433, 441, 444–5, 452 Brookfield, S.D 27–8 Browne, Lord J 163, 165 674 INDEX Bruce-Gardyne, L 61 Bruno, A.V 185 Bruton, G.D 110 Buchanan, D 218, 413–15, 451, 465 Buchanan, L 202 Buck, T 117 Buckingham, M 12 budgeting by department 627–8 for financial performance 630–2 decision making 630–2 employee performance 630 managers’ routine information 632 Bunderson, J.S 545 bureaucracy 48, 647 bureaucratic management 48–9 Burgers, J.H 284 Burke, A 193–4 Burns, J 438–9 Burns, T 58, 322, 324–5, 414 Burton, G 503 business hospitality 142 business plan 178, 647 business strategy and corporate responsibility 150, 152–3 business unit level strategy 253–5 cost leadership 253–4 differentiation 254 focus 254–5 Business Week 90, 507, 545 buyer behaviour, influences on 272 buyers, power of in Five Forces model 90 information systems in 384 Byron, K 508 Cachon, G.P 570 Cadburys 149 Caldwell, R 346 Cameron, James 393 Cameron, K.S 518–19 Cannon, M.A 354 Cannon-Bowers, J.A 534 capacity of operating activities 582 capital, raising 619–20 capital budget 628 capital market 619, 647 capital ventures 632–3 capitalism, China’s transition to 115 Carroll, A.B 143 cartoon production (Disney) 571 cash flow statement 620–1, 647 Castaner, X 182–3, 413 casual dating in capital ventures 632 Catmull, E 22, 323–4, 393, 405–6, 409 Caton, G 276 cell layout 581 centralisation 312, 313, 647 ceremonial function of planning 178 certainty 211–12, 647 Chaffey, D 412 chain of command 310–11 Chandler, A 307 change agents, managers as 346 channel 506, 647 channels of communication 506–11 face-to-face 506–7 impersonal written 508–9 online communities 510–11 personally addressed 508 spoken, electronically transmitted 508 charismatic leaders 439 Chatterjee, S 254 Chatzidakis, A 288 Chesbrough, H 402, 403 Chester, J 150 Child, J 58, 132, 328, 598 Child Base Nurseries, employee ownership at 482 China multinational companies, environmental policy in 132 transition to capitalism 115 China, management practice in 455 Choi, D 386 Christensen, C.M 276 Chung, M.L 110 Cisco Systems 504, 507 case study 527, 537, 540–1 clarity of communications 522 Clark, R 182 Clarke, P 637, 640 Claydon, T 351 Clegg, C.W 396 coalition as influence 453 co-creation 367, 647 adding value by 369 codified law, domian of 142 coercive power 449, 450 Coeurduroy, R 131 Coggan, P 619 Cohen, M.D 218 Cohen, W.M 479 Colbert, A,E 438 Coley, G 466 collaborative communities 318–19 collaborative values 318 collectivism 123, 647 Comfort, A 39 commitment 341 common purpose of teams 534 communicating downwards in networks 511–13 communicating upwards in networks 514 communication 498, 499, 647 adding value 499, 500–3 channels 506–11 face-to-face 506–7 impersonal written 508–9 online communities 510–11 personally addressed 508 spoken, electronically transmitted 508 definition 499–500 failure in Dutch company 500–1 interpersonal skills for 516–19 for receivers 517–18 for senders 516–17 supportive communication 518–19 networks 511–16 communicating downwards 511–13 communicating upwards 514 employee opinion surveys 514–15 formal grievance procedures 515 grapevine 511 in groups and teams 511 horizontal communication 515–16 suggestion schemes 515 team briefings 513 non-verbal 504–5 perception 505 and organisational structure 520 and power 521 process of 502–6 and strategy 519–20 community-oriented leadership 319 competences 7, 647 in strategic analysis 246 competencies 348, 647 interviews 352 competing values framework 40–2, 84–5 competing values in control 610–11 competitive environment (or context) 81, 647 competitive strategy 236, 648 competitors in marketing environment 271 complementarities and productivity 371–2 complementary skills in teams 533–4 complete-finisher as team role 536 complexity theory 59–60, 648 compliance to influence 437, 438 comprehensive (specific) plan 191 compromise strategy of decision making 218 computational strategy of decision making 214–16 concertive control 544, 600, 648 conflict, attitudes to 121–2 conflicting interests of managers and shareholders 99 Conger, J.A 439 conscientiousness in big five models of influence 439 consideration 442, 648 consultation as influence 453 content 543, 594, 648 strategy as 236 content theories of motivation 472–80 Alderfer’s ERG theory 475–6 Herzberg’s two factor theory 477–80 McCelland’s affiliation, power, achievement 476–7 Maslow’s hierarchy of needs 472–5 context, strategy as 236 contingencies 648 contingencies in organisation structure 328–9 contingency approach 58 contingency models of influence 445–8 Action Centred Leadership 448 leader behaviour continuum 445–6 path-goal model 446–7 contingency theories 328, 648 continuous flow manufacturing in operations management 575 control 22, 594, 648 achieving 595–601 comparing performance 595–6 control process 595 correcting performance 596–7 measurement 595 setting targets 595 strategies for control 597–8 tactics for control 599–600 human considerations in 609–11 competing values 610–11 formal controls 609–10 monitoring 602–4 effectiveness 603 efficiency 603 input measures 602 output measures 603 performance measurement 602 process measures 602 of operating activities 583 performance measurement 604–9 balanced scorecard 605–8 choice of measures 604–5 feedback systems 609 INDEX control process 595, 648 control system 595, 648 convergence of technology 365–7 Cook, T 68, 70, 587–8 Cooke, S 213 Cooper, A 513 Co-operative Group (case study) 137, 145–6, 151, 155–6 co-ordination in organisation structures 320–2 direct personal contact 321–2 information systems 321 co-ordinator as team role 536 core competences 648 Corfield, R 352 Cornwall, M 177 corporate governance 30, 99, 648 and communication 522–3 control and performance measurement 612–13 and corporate responsibility 157–8 culture of 99–100, 102 and decision making 227–8 and delivering strategy 259 and financial performance 633–4 and human resource management 359 and influence 457 and information systems 387 and innovation and change 417 and international management 132 in management 30 in marketing 289 mechanisms of 100 in models of management 62 and motivation 491 and operations management 589 and organisation structure 332–3 and planning 195 and teams 550 corporate level strategy 250–3 corporate mission 250 existing markets 251–2 new markets 252–3 strategic direction, setting 250–2 corporate mission 151 corporate performance and corporate responsibility 153–4 corporate responsibility 138, 648 and business strategy 150, 152–3 content and processes 140 as corporate mission 151 as customers’ needs 151–2 ethical decision-making models 146–7 individual 141–3 lack of win/win 148 malpractice, philanthropy and enlightened self-interest 139–41 managing 154–6 codes of practice 154 leading by example 154 reporting 154–5 and trust 155 and performance 153–4 perspectives on 144–6 discretionary 145 economic 144 ethical 145 legal 144 stakeholders and 147–50 corrective action 596, 648 Corsi, E 294–7 cost breakdown structure 629, 648 cost leadership strategy 253, 648 Coutu, D 546 craft system 571, 648 crafting alternatives in capital ventures 633 creativity 396–7, 648 climate for 397 credit 622–3 creditors, interest in corporate responsibility 148 critical success factors 185, 648 critical thinking 27, 648 Crook, T.R 343 Crooks, E 165 Crosby, P 584, 586 Crossrail (case study) 175, 180–1, 193 crowds 532–4 common approach 534 common purpose 534 complementary skills in 533–4 mutual accountability 534 number in 533 Culbertson, S.S 464 cultural diversity 122 and evolution 120 culture 81, 648 competing values framework 40–2, 84–5 competitive environment 88–91 see also Five Forces model components of 83–4 corporate governance 99–1004 environmental complexity and dynamism 96–7 expressing and using 86 high- and low-context cultures 121 influences on innovation 404, 405 and managing internationally 121 and performance 87–8 PESTEL analysis 91–6 current status 125 integration of dimensions 124 long- and short-term orientation 124 stakeholders 97–8 types of 84–8 culture of complaint 82 culture system, USA and EU contrasts 126 current assets 625, 648 Currie, G 14 customer perspective in balanced scorecard 607 customer relations, establishing 487 customer relationship management (CRM) 283–4, 376, 648 in e-business 376–7 online communities for 284 customer satisfaction 267, 648 customer-centred organisation 648 customers 267, 648 interest in corporate responsibility 148 in marketing environment 271 needs, wants and demands 268 needs of, and corporate responsibility 151–2 customisation in product quality 584 Cyert, R 217 Czarniawska, B 23 Daft, R.L 506, 509 Daniels, A 354 data 244–5, 372, 648 quality of 586–7 Davenport, T.H 216, 369 Davis, J 455 DavyMarkham 675 Dawes, J 254 De Wit, B 185, 245 Deal, T.E 81 decentralisation 312–13, 648 decision 203, 648 decision criteria 207, 648 decision making 204, 648 bias in 220–2 danger of 222 emotional attachment 222 escalating commitment 221–2 illusion of control 221 budgeting for financial performance 630–2 conditions 211–14 ambiguity 212–13 certainty 211–12 dependency 213 risk 212 uncertainty 212 in groups 223–6 groupthink in medicine 226 Janis and groupthink 225 Vroom and Yetton’s decision model 223–4 models 214–19 administrative model 216–17 garbage-can model 218–19 incremental model 217–18 intuitional model 218 political model 218 rational model 214–16 non-programmed decisions 210–11 programmed decisions 209–10 tasks in 203–9 compare alternatives and make comparisons 207–8 develop alternatives 207 implementation of choice 208–9 monitor and evaluate 209 recognition of problem or opportunity 205–6 set goals and weight criteria 205–6 decision support systems 374, 648 decision tree 207, 648 decisional roles of management 17–18 decoding 503, 648 delegation 311, 452, 648 delivering strategy 255–7 Dell, Michael 519 Delmar, F 178 demands of customers 268, 648 Dembosky, A 501 Deming, W.E 586 demographic segmentation 275–6 dependency 213 depreciation 622 determinism 328, 649 Devinney, T 148–9 Diageo 204 Dickson, W.J 53–4 differentiation 87, 327, 649 differentiation strategy 254, 649 ‘digital generation’ 93 digital technologies 94 Dimbleby, R 503 direct supervision 320 direct supervision for performance control 599 directional plan 191 directive leadership behaviour 446 discretionary responsibilities 145 676 INDEX disintermediation 375, 649 Disney, Walt 399, 571 cartoon production 571 disseminator, manager as 15 disturbance handler, by managers 17 diversity, managing 355–7 gaining value from 355 divisional structure 315, 649 Dixon, K.R 532 Doganis, R Donaldson, L 323, 328 Donthu, N 284 Dowling, G 149 Doz, Y 88 Drucker, P 39, 267, 415–16, 521 Drummond, H 220, 221 DSM Chemicals 186 Dudley, R 164 Duncan, R.B 96 durability in product quality 584 dynamic capabilities 247, 649 dynamic connectors to smartphones 502 dynamism, in culture 96–7 Dyson, James 394 Dyson Appliances 394 easyJet 234 e-business 364, 374, 649 and internet 374–82 customer relationship management 376–7 enterprise resource planning 377–9 knowledge management (KM) systems 380–2 e-commerce 374, 649 and internet 374–6 economic context of international management 112–15 economic factors in PESTEL analysis 92 economic model of rationality 214 economic responsibilities 144 economies of scale 253, 649 The Economist 79, 497 Eden Project 456–7 case study 466, 476, 483–4 education, USA and EU contrasts 126 Edvardsson, B 214, 220, 221 effectiveness 603, 649 efficiency 603, 649 ego strength in ethical decision-making models 147 e-health projects, satisficing in 217 Eisenhardt, K.M 632 Eisenmann, T.R 363 Elkind, P 597 Elkington, J 633 Elliott, B and J 620 Elop, S 94 emergent models of change 412, 649 emergent strategy 238–9 emotional attachment in decision making 221–2 empathy in service quality 585 employee opinion surveys 514–15 employee ownership 482 employee performance, budgeting for 630 employees interest in corporate responsibility 148 and managers 37, 469 encoding 502, 503, 649 enlightened self-interest 140–1, 649 Enomoto, E 544 Enquist, B 214, 220, 221 enriched working by software engineer 485 Enron 597 enterprise resource planning (ERP) 181, 378, 649 in e-business 377–9 in hospital setting 379–80 entrepreneurial marketing 288 entrepreneurs 12, 649 managers as 17 entrepreneurship and communication 521 control and performance measurement 611–12 and corporate responsibility 156 culture of 100 and decision making 226–7 and delivering strategy 258 and financial performance 632–3 and human resource management 357–358 and influence 456 and information systems 385 and innovation and change 415–16 and international management 131 in management 29 in marketing 288 in models of management 61 and motivation 489–90 and operations management 587–8 and organisation structure 331–2 and planning 178, 193–4 and teams 548 environment and creativity 396 in organisation structure 324–6 environmental campaigners interest in corporate responsibility 148 environmental complexity, culture of 96–7 environmental context of international management 117–18 equity theory 482–4, 649 ERG theory of motivation (Alderfer) 475–6 Erickson, T.J 88 escalating commitment in decision making 221–2, 649 esteem needs (Maslow) 473 ethical audits 154–5, 649 ethical consumers 151, 649 ethical decision-making models 146–7, 649 ethical investors 148, 649 ethical relativism 147, 649 ethical responsibilities 145 European Union 119 and United States, contrasting business systems in 126 Everson, C 497 exchange 269, 649 exchange as influence 453 executive information system 374, 649 existence needs 475, 649 expandable resources 319 expatriate managers 109 expectancy theory 480–2, 649 experiences of market offer 268 expertise power 449, 450 exporting 110 express-group 21 external analysis in strategy formulation 243–5 external environment (or context) 20, 24–5, 81, 649 external fit 342–3, 649 external reporting of financial performance 620–6 balance sheet 624–5 cash flow statement 620–1 periodic, measuring 623–4 profit and loss statement 622–3 share values 626 extranet 366, 649 extraversion in big five models of influence 439 extrinsic rewards 485, 649 extroverted firm 371–2 Facebook 149–50 case study 497, 501, 505–6, 509–10 face-to-face communication 506–7 facility layout in operations management 578–81 cell or group layout 581 fixed-position layout 579 process layout 579–80 product layout 580–1 factory production 571, 649 Falbe, C.M 453, 456, 457 Fallon, S 545 Faraj, S 548 Fayol, H 11, 49–50 feedback in communication 503, 649 in job characteristics theory 486 in performance measurement 609 in systems theory 56, 649 Fehrenbach, F 83 Feigenbaum, A.V 586 feminity 123–4, 649 Ferdows, K 565, 573, 578, 581 Ferguson, Sir Alex 447 Fiedler, F.E 439, 441 figurehead, manager as 15 film-making teams 537 financial performance budgeting considerations 630–2 decision making 630–2 employee performance 630 managers’ routine information 632 external reporting 620–6 balance sheet 624–5 cash flow statement 620–1 periodic, measuring 623–4 profit and loss statement 622–3 share values 626 internal management of 626–30 budgeting by department 627–8 financial control of business 626–8 project budgeting 628–30 financial perspective in balanced scorecard 607–8 financial system, USA and EU contrasts 126 Financial Times on Apple Inc 68 on BP 162–5 on communication 497, 506, 507, 514, 515 on corporate responsibility 137, 138, 142, 144, 146, 150, 151 on customer product 267, 275, 280, 287, 296 on decision making 201, 204, 227 on Facebook 150, 497, 506 on governance 417 on influence 434–7, 444, 455 on innovation 403 INDEX on international business 113, 119, 129, 130 on internet 374–5 management areas 12 on management goals 43 on management models 42, 61 on marketing 275 on marketing mix 280 on motivation 39, 482, 490 on operations management 573, 583 on organisation culture 79, 93, 94–5, 99 organisation structure 306, 312–13, 318 on planning 179, 186, 188 on RBS 421–5 on strategy 234, 251, 258 on Tesco 637–41 Finkelstein, S 80, 222, 514 first-line managers 13 five forces analysis 88, 650 Five Forces model 88–91 buyers, power of 90 information systems in 382, 384 rivalry 89 in strategic analysis 244 substitutes, threat of 91 suppliers, bargaining power of 90 threat of new entrants 89 fixed assets 625, 650 fixed-position layout 579 Fleishman, E.A 442 flexibility 342 flexible reward systems 355 Floyd, S.W 14, 454 Flyvberg, B 185 focus strategy 254, 650 Follett, M.P 52–3, 472, 543 and Japanese management 544 Fombrun, G 341, 342 Forbes, D.P 548 Ford Motor Company Highland Park Plant 45 and VW, contrasts 129 forecasting 185, 347–8 foreign direct investment (FDI) 110, 650 formal authority 310, 650 formal controls, human considerations 609–10 formal grievance procedures 515 formal structure 308, 650 formal teams 530, 650 formalisation 313 formalism 313, 650 forming in team development 538, 540 Fortune 507 Fox, A 37 Foxcomm Technology 43 fragmentation 87 franchising 110, 650 fraud (Madoff) 138 free choice, domian of 142 Freeman, R.E 97 French, J 448–9 Friedman, M 140, 144 Friedman, T 125 Fry, A 399 FTSE4Good Index Series 155 Fu, P.P 457 functional managers 12, 650 functional specialisation 12 functional structure 315, 650 functionality in product quality 584 Furst, S.A 539–40 Gabriel, Y 49 Gamble, J 47, 602 Gamma Chemical 479, 488 Gantt chart 411 Gap 152 garbage-can model of decision making 218–19 Garcia-Morales, V.J 440 Gardner, D.G 473 Garengo, P 611 Garnier, J.-P 317, 319 Gass, M 130 Gates, Bill 139 Gebhardt, G 287 Geerlings, W 350 Gemmell, Sir W 61 gender in management 356 segregation by 356 General Agreement of Tariffs and Trade (GATT) 118 General Electric 112, 113 general environment (or context) 81, 91–6, 650 general managers 12, 345, 650 Genius (bakery) 61 geographic segmentation 276 George, S 402 Germain, D 35, 52, 60–1 Ghoshal, S 332 Ghosn, C 507 Gilbreth, F and L 45–6 Gill, J 346–7 Gireaudeau, M 177 GKN case study 233, 240, 247, 256 group objectives 627 Glaister, S 176, 195 GlaxoSmithKline 246, 403 case study 305, 317, 319, 325 global companies 111, 650 global organisation 109 globalisation 127, 650 concerns about 129–30 forces driving 127–30 of markets 127–9 myth of 129 goal (or objective) 177, 187, 650 goal setting 186–90 goals achieving, means of 189–90 assessment criteria 189 hierarchy of 188–9 goal-setting theory 189, 484, 650 Godsafe, B 254 Goodwin, Fred 221, 421–5 Google 215 case study 363, 369, 381, 383 governance see corporate governance government interest in corporate responsibility 148 Govers, M.J.G., 380 Govindarajan, V 381, 532, 549 Graham, P 52–3, 543, 544 Grant, R.M 183, 185, 241–2 grapevine as communication network 511 Grattan, L 88 Greaves, J 350 Greenberg, J 54, 512 Greenwood, R.G 55 Greve, H.R 608 Grey, C.F 628 677 Grey, R 633 Grosser, T.J 511 group decision making 223–6 Janis on 225 in medicine 226 Vroom and Yetton’s decision model 223–4 group layout 581 groups 532–4 common approach 534 common purpose 534 communication networks in 511 complementary skills in 533–4 M.P Follett on 52 mutual accountability 534 number in 533 groupthink 225–6, 650 growth needs 475, 650 Guest, D.E 340, 341, 342, 468, 469 Guler, I 222 Gupta, A.K 381, 532, 549 Guthrie, D 115 Hackman, J.R 485–7, 529–30, 546 Hales, C 10, 13, 449 Hall, E 121 Hallen, B.L 632 Hamm, S 154, 182 Handy, C 8, 85–6 Hanson, J.R 531 harmony, attitudes to 121–2 Harradine, D 593, 601 Harris, J.G 216 Harris, L.C 87 Harrison, E.F 202 Harrison, M 610 Hartley, J 100, 587 Harvey, J 226 Harvey-Jones, Sir J 450 Haspesiagh, P 186 Hawken, P 29, 153, 259, 588 Hayes, R.H 574 Hayward, A 163 healthcare communication barriers in 520–1 mental health teams 547 online forum in 367 Heath, M.T.P 288 Heathrow Terminal 187 Hecht T.D 546 Helgesen, S 356 Henderson, R 12 Hendry, K.P 243 Herman, K 363 Herzberg, F 477–9 Heskett, J 87 Hester, Stephen 424 heterogeneity in service delivery 569 heterogeneous products 279 heuristics 220, 650 Hickson, D.J 327 hierarchies in organisation structure 320 hierarchy of needs theory of motivation (Maslow) 472–5, 610 high-contect cultures 650 high-context cultures 121 Higon, D.A 385 Hill, C.W.L 98, 585 Hillman, A.J 92, 455 Hinds, P.J 381 Hiscox 276, 353 historical context 24 678 INDEX Hodgetts, R.M 112 Hodgkinson, G.P 184, 218, 242, 249 Hodgson, J 220 Hofstede, G 62, 120, 122–4, 125, 491 Hofstede, G.J 120, 122–4 Hogan, J 250 Holdsworth, T 240 Homberg, C 321 Homburg, C 286–7 Hong Kong affiliates 58 Hopkins, S 555 horizontal communication 515–16 horizontal specialisation 309, 650 Horngren, C.T 626 hospitals enterprise resource planning in 379–80 political action in 415 House, R.J 122, 439, 441, 446 housing associations, growth and structure in 327 Howard, S 226 Huczynski, A.A 454, 465 human action, domains of 141–2 human considerations in control 609–11 competing values 610–11 formal controls 609–10 human relations approach 55, 650 human relations models 52–6 in competing values 610 in culture 85 groups on 52–3 Mayo on 53–5 human resource management (HRM) 340, 650 assessment centres 352–3 defined 340 individual fit 353 influences on innovation 405–6 interviews 351 managers 345–7 roles 345–6 managing diversity 355–7 business case for 357 and gender 356 and performance 340–5 external fit 342–3 and human capital 343 internal fit 344–5 models 341–2 personnel management 340–1 policies, comparisons 344–5 for performance control 600 personality tests 352 planning 347–8 forecasting 347–8 recruitment 349–50 reward management 353–5 selection 350–1 validity 350 human resource planning 347–8 forecasting 347–8 job analysis 348–9 competencies 348 team working 348–9 human rights Humphrey, S.E 487 Hunt, J 451 Hunwick, N 210 Huselid, M.A 342 Hutchinson, S 344 hygiene (or maintenance) factors 650 hyper-connectors to smartphones 502 hypo-connectors to smartphones 502 ICI 450 idea discovery 205 idea imposition 205 identification with influence 437, 438 ideology 116, 650 IKEA 188, 239, 470 case study 201, 214, 220–1 illusion of control in decision making 221 Imai, M 402 IMI engineering 41–2 impersonal written communication 508–9 implementer as team role 536 importing 110 Inamo Restaurants 184, 210 incentives in ethical decision-making models 147 incremental innovations 650 incremental model of decision making 217, 650 incremental (directional) plan 191 Independent 151 individual differences in theories of notivation 477–8 individual responsibility 141–3 evaluation, criteria for 142–3 human action, domains 141–2 individualism 123, 143, 650 influence 434, 650 behavioural models 442–5 managerial grid model 443–4 Ohio State University model 442 University of Michigan model 442–3 and branding 451 managing and leading 435–6 through networks 454–5 on others, tactics 452–4 power 448–52 gaining and using 449–51 personal sources 449 positional sources 449 sources 448–9 responses to 437–8 situational (contingency) models 445–8 Action Centred Leadership 448 leader behaviour continuum 445–6 path-goal model 446–7 targets of 436–7 trait models 438–41 big five 438 transactional and transformational 438–41 informal groups 530–1, 650 informal structure 308, 650 information 372, 650 quality of 504 information gathering in planning process 184–6 information overload 508, 651 information richness 506, 651 information systems for performance control 599 information systems (IS) and organisation 382–5 in organisation structure 321 and strategy 382–4 types 372–4 data and information 372 management information systems 373–4 operations 373 information systems management 370, 651 informational roles of management 15 ingratiation as influence 453 initiating structure 442, 651 Innocent drinks (case study) 35, 51–2, 60–1 innovation 397–8, 651 implementation 406–10 context, levels of 410 internal context 407–10 perceived performance gap 406–7 models of change 411–15 emergent models 412 life cycle 411–12 participative models 413 political models 413–15 organisational influences on 403–6 culture 404, 405 human resource management 405–6 structure 404 perspective in balanced scorecard 606 sources of 399–403 accidents and unexpected 399, 400 knowledge push 401–2 market, response to 400 open innovation 402–3 regulation changes 401 staff 402 users 401 and speed in R&D teams 404–5 input measure 602, 651 inseparable products 279 inspirational appeal as influence 453 inspirational strategy of decision making 218–19 instrumentality 481, 651 intangibility in service delivery 570 intangible products 278 intangible resources 7, 246, 651 integration 86, 87, 327, 341, 651 intellectual ability and creativity 396 interaction model 651 intermediaries in marketing environment 271 internal analysis in strategy formulation 245–9 internal context of innovation 407–10 internal development for delivering strategy 255 internal environment (or context) 80, 651 internal fit 344–5, 651 internal focus in local government 450 internal management of financial performance 626–30 budgeting by department 627–8 financial control of business 626–8 project budgeting 628–30 internal perspective in balanced scorecard 607 internal process models 47–52 bureaucratic management 48–9 in competing values 610 in culture 85 Fayol on 49–50 Weber on 47–9 internalisation of influence 437, 438 international management 109, 651 conducting business 110–12 contexts of (PESTEL) 112–18 contrasting systems 126–7 forces driving globalisation 127–30 legal context 118–20 national cultures, comparisons 122–5 socio-cultural context 120–2 international teams 109 INDEX internationalisation of management and communication 522 control and performance measurement 612 and corporate responsibility 157 culture of 101 and decision making 227 and delivering strategy 259 and financial performance 633 and human resource management 358 and influence 457 and information systems 386 and innovation and change 416–17 and international management 131–2 in management 30 in marketing 289 in models of management 62 and motivation 491 and operations management 588 and organisation structure 332 and planning 195 of production, reasons for 114 and teams 549 internet 365, 651 and e-business 374–82 customer relationship management 376–7 enterprise resource planning 377–9 knowledge management (KM) systems 380–2 interpersonal roles of management 15–17 interpersonal skills for communication 516–19 for receivers 517–18 for senders 516–17 supportive communication 518–19 interviews 351, 352 intranet 365, 651 intrinsic rewards 485, 651 intuitional model of decision making 218 Ireland, R.D 100, 489 Iris 206 and ‘Project 72’ 101–2 and ‘The Source’ 377 Isaacson, W 68 Ive, J 69, 71 Iyengar, S.W 207 Iyer, B 369 Janis, I 225 Japan, management system 127 Follett on 544 Jenkins, A 352 Jennings, D 183 Jensen, N 538 job analysis 348–9, 651 competencies 348 team working 348–9 job characteristics theory 485, 651 Jobs, Steve 67–71, 324, 393, 587 job-shop systems in operations management 575 Johnson, G 185, 235, 236, 242, 246 Johnson, L 209 Johns,O.P 438 joint ventures 110–11, 213, 651 for delivering strategy 256–7 Jones, D.T 402 Jones, O 44 Jones, R 288, 409 Jones, T.M 98 Jozkowiak, J 119 Judge, T.A 441, 442 judgemental strategies of decision making 216–18 Juran, J 586 just-in-time 582, 651 Kahay, P.S 385 Kahneman, D 185, 220, 222 kaizen 402 Kalb, K 348 Kamprad, I 201 Kanter, R.M 376, 449, 452, 456 Kanungo, R.N 439 Kao 332 Kaplan, R.S 86, 605–6, 607 Katzenbach, J.R 533 Kaufmann, M 268 Kaynak, H 586, 587 Keaveney, P 268 Kelly, T 434 Kelman, H.C 437 Kennedy, A.A 81 Kennedy, G 421–5 Kerridge, K 353 Ketokivi, M 182–3, 413 key performance indicators 605, 651 Khaneman, D 220 King, G 83 Kipnis, D 452 Kirby, M.W 46 Kirkman, B.L 122 Kirkpatrick, D 509–10 Kirsch, D 178 Klein, G.D 87, 218 knowledge 380, 651 and creativity 396 knowledge management portal 380 knowledge management systems 380, 651 knowledge management (KM) systems 380–2 knowledge push as innovation source 401–2 Kochan, T.A 355 Komaki, J 471 Konzelmann, S 359 Kosonen, M 88 Kotler, P 267 Kotter, J 87, 436 Kozhikode, R.K 331 Krackhardt, D 531 Kramer, M.R 151, 156–7 Krasnikov, A 284 Krathwohl, D.R 28 Kumar, N Kumar, V 286, 376 Kuper, S 447 Kuttner, R 99 labour system, USA and EU contrasts 126 Laffley, A.G Lamb, M 41 Lamberton, G 633 Lane, M 12 language and politics 414 Lanoie, P 153 large projects, planning fallacy in 185 Larson, E.W 628 Lashinsky, A 68–71, 587 Latham, G.P 189, 484 Lawler, E.E 332, 339, 349, 489, 490, 609 Lawrence, P 58, 327 Lawson, P 354 679 layout planning 578, 651 Le Meunier-FtizHugh, K 315 Lea, R 623 leader, manager as 15 leader behaviour continuum model of influence 444–6 leadership 436, 651 charismatic, support for 439 leading influence in 435–6 by managers 21 Leahy, T 638–9, 640 learning perspective in balanced scorecard 606 as strategy 237, 238–9 learning organisation 329–31, 651 Lechleiter, J 202 Lechner, C 454 Leech, R 403 Leeson, Nick 102 legal context of international management 118–20 legal factors in PESTEL analysis 92, 95 legal responsibilities 144 Legge, K 345 legitimating as influence 453 Leidecker, J.K 185 Lengel, R.H 506, 509 Leone, E.L 612 Lepper, M.R 207 Levitt, T 127, 281, 286 Levy, S, 215, 363, 369, 381 LG Philips LCD 444 Li, C 93, 370 Li, J 331 liabilities 625, 651 liason, by managers 16 Liberman-Yacone, L 226 licensing 110, 651 Lieberthal, K 112 life cycle models of change 411–12, 651 in organisation structure 327–8 Likert, R 442–3, 543–4 limited liability company 620, 651 Lindblom, C 217–18, 240 line managers 12, 651 Linn Products 572–3 Linstead, S 356 listening, effective 517–18 Lister, B 187 Liu, L.A 522 lobbying 149 local communities: interest in corporate responsibility 148 Lock, D 411–12 Locke, E.A 189, 441, 484 locus on control in ethical decision-making models 147 London, S 39 London Underground 38–9 long-term cultural orientation 124 Lorenz, A 233, 240, 247, 256 Lorsch, J.W 58, 327, 409 Louis Vuitton 545 Lovallo, D 185, 220 Lovins, A 29 low-context culture 651 low-context cultures 121 Lubart, T.I 396 Luthans, F 19, 455 Lynch, R 191 680 INDEX McBride, E 555, 556 McCall, C 234 McCallum, G 297 McClelland, D 268, 476–7, 491 MacCormick, J.S 502 McDonald’s 347 McEntire, L.E 348 McGregor, D 55, 464–5, 472, 480 MacGregor, N 433, 434, 444, 452 McHugh, D 42, 48, 87, 467 McLean, B 597 McRae, R.R 438 Madoff, Bernard 138 Maersk 108–9, 177, 254 Magnamole tool 400 Magretta, J 7, 37 Maitland, A 467 Maki, W.R 347 Mallin, C.A 30, 100.102, 132 malpractice 139–41 management 10, 651 adding value to resources 7–9 as a distinct role 10, 651 diverse settings for influence, value of 435–536 influencing 14–19 through shaping context 23–6 through tasks 20–3 innovation of Kottler on 436 meanings of 10–119 model of see models of management of small businesses 19 specialisation in 11–14 as a universal human activity 10, 652 management by objectives 599, 652 management hierarchies 12–14 management information system 373, 652 for managers 373–4 management tasks 20 managerial choice in organisation structure 328–9 managerial grid model of influence 443–4 managers 10, 652 context of 25–6 development of strategy by 241–3 and employees 37, 469 in human resource management 345–7 influence on stakeholders 149 interest in corporate responsibility 148 at nursing home 474 routine information for financial performance 632 and shareholders, conflicting interests 99 using social web 370 vital information, ignoring 514 Manchester United (case study) 265, 272–3, 283 March, P 21 March J.G 217 Mariata, A 218 market, response to as innovation source 400 market offering 268, 652 segments and targets 275–7 market segmentation 275–7, 652 by job required 276 marketing 267, 652 to ageing population 275 and consumer behaviour 271 and customer relationship management 283–4 environment for 269–74 macro- environment 270 micro- environment 270–1 exchanges and transactions 269 marketing mix 277–81 marketing orientation 285–7 product life cycle 281–3 and sales, co-ordinating 321 segmentation of 275–7 in volunteer sector 268 marketing environment 269, 652 marketing information systems 273–4, 652 information sources 274 marketing intelligence 273, 274, 652 marketing mix 277–81, 652 marketing myopia 286 marketing orientation 285–7, 652 cultures 285 developing 287 Levitt on 286 markets 267–9 globalisation of 127 Markkula, M 68 Marsh, P Marshall, T 465 Martin, J 86 masculinity 123–4, 652 Maslow, A 55, 268, 610 hierarchy of needs 472–5 mass production in operations management 575 mass services in operations management 576 materials in operating activities 582 matrix structure 316, 652 Matsushita 332 Matten, D 157–8 Mattila, A.S 523 Mayo, E, 53–5, 472 meaningful work and positive outcomes 486–7 Means, G.C 99, 132 mechanistic control 597–8 mechanistic forms of organisation structure characteristics of 322 contingencies or managerial choice 328–9 environment 324–6 size and life cycle 327–8 strategy 323–4 technology 324 mechanistic structure 322, 652 Melancon, S 352 member collaboration, infrastructure supporting 319 mental health teams 547 Merck 182 mergers communication during 509 for delivering strategy 255–6 message 502, 652 sending, skills 516517 metaphor 39, 652 Metcalf, J 435 Metcalfe’s law 367, 652 Meyer R 185, 245 Micklethwait, J 95 middle managers 14 Miles, R.E 318 Miller, S 191–2 Millner, I 206, 377 Mintzberg, H 208, 238–9, 321, 412, 499 management roles 15–19 mission statement 250, 652 Mitchell, T.R 446 model (or theory) 36, 652 models of management 36–40, 47–52 bureaucratic management 47–52 competing values framework 40–2 complexity theory 59–60 entrepreneurship 61 human relations models 52–6 internal process models 47–52 open systems models 56–61 operational research 46–7 rational goal models 42–7 socio-technical systems 57–8 Mohrman, S.A 140 monitor, manager as 15 Moon, J 157–8 moral development, stages on in ethical decision-making models 146 moral principle 142 Morgan, G 39 Morgan, N.A 286 Moritz, M 67–71 Moser, K 19 motivation 464–6, 652 behaviour modification 470–2 at call centres 471 content theories 472–80 Alderfer’s ERG theory 475–6 Herzberg’s two factor theory 477–80 McCelland’s affiliation, power, achievement 476–7 Maslow’s hierarchy of needs 472–5 context 466–8 and creativity 396 process theories 480–4 equity theory 482–4 expectancy theory 480–2 goal-setting theory 484 the psychological contract 468–9 and strategy, interaction of 488–9 in work design 485–8 job characteristics theory 485–8 motivator factors 478, 652 Mouton, J.S 443 Mulally, A 129 multinational companies 111, 652 environmental policy in China and Taiwan 132 see also globalisation Multi-show Events 308–9 Mumford, E 57 Murphy, G 188, 379 Murphy, S 293–7 mutual accountability in teams 534 Myers, C.E 45 Nanus, B 436 Narasimhan, A 433, 441, 445, 452 natural workgroups, forming 487 needs, hierarchy of, theory of motivation (Maslow) 472–5, 610 needs of customers 268, 652 Neely, A 602, 606 negotiator, manager as 17 Nestle 275 ‘net generation’ 93 Netherlands: communication failure in 500–1 network structure 318, 652 networkers, managers as 14 networking 454, 652 INDEX networks for communication 511–16 communicating downwards 511–13 communicating upwards 514 employee opinion surveys 514–15 formal grievance procedures 515 grapevine 511 in groups and teams 511 horizontal communication 515–16 suggestion schemes 515 team briefings 513 influence through 454–5 neuroticism in big five models of influence 439 New York Times 497, 510 Newall, S 353 Ngo, L.V NHS (case study) 593, 601, 603–4, 608 noise 503, 652 Nokia 17, 213 case study 79, 88, 94, 98–9 Nonaka, I 329 non-linear systems 60, 652 non-programmed (unstructured) decision 210, 652 non-receptive contexts of change 410, 652 non-verbal communication 504, 652 Nooyi, Indra 154 norming in team development 538, 539, 540 Norton, D.P 605–6, 607 nuclear power station, safety procedures 320 nurseries, employee ownership at 482 nurses, managing at Western General Hospital 488–9 Nutt, P 98, 205 observation 543, 652 O’Cass, A O’Connell, A 202 O’Connell, J.F 5, 18 office information system 373, 652 offshoring 110, 652 Ogbonna, E 87 Oglsson, M 214, 220 O’Gorman, C 19 Ohio State University model of influence 442 Okhuysen, G.A 17 Oldham, G.R 485–7 O’Leary, M 5, 6, 15, 18, 23, 26 Ollila, J 88, 94 online communities, communication in 510–11 online forum in healthcare 367 open feedback channels 487 open innovation 402–3, 652 open systems 56, 653 in competing values 610 in culture 84–5 models 56–61 complexity theory 59–60 contingency management 58 socio-technical systems 57–8 openness in big five models of influence 439 operational plans 179, 653 operational research 46–7, 653 operations management 566, 653 defined 566–70 operations challenge 566–7 products, nature of 568–9 service delivery and customers 569–70 transformation process 567–8 main operating activities 582–3 practice of 570–3 four V’s 574 process management, birth of 570–2 strategy 572 process design 577–81 facility layout 578–81 selection 577–8 span of processes 577 processes 574–6 production systems 574–5 service systems 575–6 quality 583–7 criteria 585 defined 583–4 management of 585–6 products 584 service 585 systems and procedures 586–7 operations strategy 572, 653 opinion surveys, employee’s 514–15 opportunity 205, 653 optimism bias 185, 220, 653 organic control 597–8 organic forms of organisation structure characteristics of 322 contingencies or managerial choice 328–9 environment 324–6 size and life cycle 327–8 strategy 323–4 technology 324 organic problem solving 326 organic structure 322, 404, 409, 653 organisation 7, 653 images of 39–40 information systems in 382–5 organisation chart 308, 653 organisation culture, types 85 organisational change 408, 653 organisational citizenship behaviour 469, 653 organisational performance 608, 653 organisational readiness 191, 653 organisational structure 308, 653 and communication 520 co-ordination 320–2 direct personal contact 321–2 information systems 321 designing 308–14 centralisation 312, 313 chain of command 310–11 decentralisation 312–13 formalisation 313 span of control 311 work specialisation 308–10 divisions 315 functions 315 by geography 315 internal divisions 314–17 learning organisations 329–31 matrix structure 316–17 mechanistic and organic forms 322–9 characteristics of 322 contingencies or managerial choice 328–9 environment 324–6 size and life cycle 327–8 strategy 323–4 technology 324 networks 318–19 outsourcing 317–18 and performance 306, 307–8 for performance control 599 681 product or customer 315 and strategy 307 organisation-based self-esteem 473 organising, by managers 21 Orlitzky, M 153 Ortega, A 565 O’Toole, T 38 output measure 603, 653 outsourcing 318, 653 overhead budget 628 Page, L 11, 363, 381 Palk, Y 386 Panteli, M 532 Papke-Shields, K.E 183 Parada, P 111 paradigm innovations 399 Parker, J 474 Parker, L.D 49 Parry, E 350 participative leadership behaviour 446 participative models 413, 653 path-goal model of influence 446–7 Paton, R.A 385 Pedler, M 329–30 Peloza, J 149 People Management 469, 509 perceived organisational support (POS) 469, 653 perceived performance gap 406–7, 653 perception 468, 653 of communication 505 performance achieving comparing for 595–6 correcting for 596–7 and culture 87–8 financial see financial performance pressures on companies 618–19 in product quality 584 performance control 599 performance imperatives 406, 653 performance measurement 595, 602, 604–9, 653 balanced scorecard 605–8 choice of measures 604–5 feedback systems 609 performance-related pay 354–5, 653 conflict in 355 performing in team development 538, 539, 540 perishability in service delivery 570 perishable products 278 person culture 85–6, 653 personal appeal as influence 453 personal selling 280 personality and creativity 396 personality test 352, 653 personally addressed communication 508 pervasiveness (of corruption) 116, 653 PESTEL analysis 91–6, 653 economic factors 92 environmental factors 92, 95 in international management 112–18 legal factors 92, 95 in marketing 270 political factors 91–2 socio-cultural factors 92–3 on strategy 244 technological factors 92, 93–4 Peters, T.J 55, 81, 87, 341 Pettigrew, A 409–10, 413, 450 682 INDEX Pfeffer, J 36–7, 62–3, 218, 381, 413, 414, 488 philanthropy 139–14, 653 physiological needs (Maslow) 473 Pierce, J.L 473 Pierce, L 147 Piercy, N.F 315 Pinkham, B.C 366 Pinto, J 413 Pinto, M 35 Pirola-Merlo, A 404–5 Pisano, G.P 294–7 Pixar 323 case study 393, 398–9, 405, 406, 409 place in marketing mix 277, 281 planning 20–1, 653 ceremonial function 178 comprehensive (specific) plan 191 content of plans 178–82 critical success factors analysis 185 forecasting 185 goals see goal; goal setting hierarchy in 180 implementing 191–2 incremental (directional) plan 191 information gathering 184–6 of large projects 185 monitoring and revising 192–3 process 182–3 reasons for 177–8 sensitivity analysis in 185 single or multiple goals 188–9 as strategy 237–8 SWOT analysis 184–5 tasks in 183 planning system 182, 653 plant as team role 536 policy 210, 653 Polish Post Office 119 political behaviour 449, 653 political context of international management 115–17 political factors in PESTEL analysis 91–2 political models of change 218, 413–15, 654 political perspectives on strategy 237, 239–40 political risk 115, 654 politics and language 414 politics in politics 414 Polman, P 287 Porter, C.E 284 Porter, M 88–9, 151, 156–7, 184, 244, 248–9, 253–4, 255, 382 position innovations 399 positive outcomes, and meaningful work 486–7 Potter, D 57, 184 power 448, 654 balances 453–4 and communication 521 through influence 448–52 gaining and using 449–51 personal sources 449 positional sources 449 sources 448–9 power culture 85, 654 power distance 122–3, 654 power of state, USA and EU contrasts 126 power theories of motivation (McCelland) 476–7 Prahalad, C.K 39, 112 Prastacos, G 406–7 Pratkanis, A.R 226 preferred team roles 536, 654 Premji, A 182 pressure as influence 453 Pret A Manger 47, 435 price in marketing mix 277, 279–80 prior hypothesis bias 220, 654 problem 205, 654 procedures 210, 654 in organisation structure 320 for performance control 599 process, strategy as 235–6 process control system 373, 654 process design in operations management 577–81 facility layout 578–81 selection 577–8 span of processes 577 process innovations 398 process layout 579–80 process management birth of 570–2 quality of 587 process measure 602, 654 processes and practice of operations management 570–3, 574–6 process management, birth of 570–2 production systems 574–5 service systems 575–6 strategy 572 Proctor, S.J 14 Proctor & Gamble 252 product design, quality of 587 product innovations 398 product layout 580–1 product life cycle 281–3, 654 development 281 introduction of 281–2 growth of 282 maturity of 282 decline of 282 product orientation 285 product quality 584 production orientation 285 production systems in operations management 574–5 productivity and complementarities 371–2 products in market offer 268 in marketing mix 277–9 in operations management nature of 568–9 quality 584 professional services in operations management 575 profit and loss statement 622–3, 654 programmed (or structured) decision 209, 654 project budgeting 628–30 project managers 12, 654 project systems in operations management 575 promotion in marketing mix 277, 280 Prowle, M 593, 601 psychological contract 468, 654 publicity 280 pubs, changing tastes in 93 Pugh, D.S 327 Purahit, D 176 Purcell, J 344 Pye, A 259 quality 342 in operations management 583–7 criteria 585 defined 583–4 management of 585–6 product 584 service 585 systems and procedures 586–7 quantity of information 504 Quinn, J.B 412 Quinn, R.E 40–1, 84–5, 610 radical innovations 397, 654 rail projects, planning 21 Ramirez, R 401, 402 randomness in service delivery 569 range of variation 595, 654 rational goal models 42–7 in culture 85 Gilbreths on 45 operational research 46–7 scientific management 43–5 rational model of decision making 214, 654 rational persuasion as influence 453 Raven, B 448–9 Raynor, M.E 276 real goals 189, 654 receivers, communication skills for 517–18 receptive contexts of change 410, 654 Reed, R 35, 51, 52, 60–1 Reed, Robin 509 referent power 449, 451 regulation changes as innovation source 401 regulations in ethical decision-making models 147 regulators, managers as 346 reintermediation 375, 654 Reiter-Palmon, R 348 relatedness needs 475, 654 relational goals in competing values 610 relational resources 245, 654 relevance of information 504 reliability in product quality 584 Renault-Nissan 507 reporting, quality of 586–7 representativeness bias 220, 654 resistance to influence 437, 438 resource allocator, manager as 17 resource investigator as team role 536 resources management adding value to 7–9 in strategic analysis 245–6 responsibility 311, 654 responsiveness of communications 522 in service quality 585 Restubog, S.L.D 469 retail competition, UK 90 reward management 353–5 flexible reward systems 355 performance-related pay 354–5 reward power 449, 450 Riccaboni, A 612 risk 211, 212, 654 Risk Capital Partners 209 Ritson, D.A 49 rivalry in Five Forces model 89 Roberts, J 14 Roberts, P 149 Robertson, N 374 Roche 312–13 Roddick, Anita 151, 436 INDEX Rodriguez, P 116 Roeder, M 81 Roethlisberger, F.J 53–4 role 11, 654 role culture 85, 654 Ronen, S 124 Rosen, S 498 Rosener, J.B 356 Ross, J 387 Ross, S 626 Ross, W 296 Rousseau, D.M 468 Rowley, J 288 Royal Bank of Scotland (case study) 421–5 Royal Military Academy Sandhurst 350 R.Stewart, 186, 499 Rugman, A.M 112, 129 rules 210, 320, 654 in ethical decision-making models 147 in organisation structure 320 for performance control 599 Ryals, L 376 Ryan, A 5, 6, 18 Ryanair 246 case study 5, 18, 23, 26 Sabherwal, R 385 safety needs (Maslow) 473 Sahlman, W 35, 52, 60–1, 178 Sainsbury, Lord 139 Salas, E 528, 534 sales orientation 285 Sales promotion 280 Samuelsson, H 179 Santander Bank 111, 417 satisficing 216, 654 in e-health projects 217 Sauermann, H 479 Saunders, C 532 scenario planning 186, 654 Schaefer, A 157–8 Schaefer, D 84 Schalk, R 468 scheduling of operating activities 583 Schein, E 81, 83, 86 Schmidt, E 97, 381 Schmidt, W 445 Schultz, Howard 107, 114–15 Schwan, S 312 Schwartz, B 202, 207 scientific management 43, 654 Scott, A 176 Scott, J 12 scrutinising interest in capital ventures 632 Sculley, J 68 Segway 400–1 Seijts, G.H 484 selection in process design 577–8 selective attention 505, 654 SelectMinds 366 self-actualisation needs (Maslow) 473 self-managing teams 531, 600, 654 senders, communication skills for 516–17 Senge, P 62, 259 senior managers 14 sensitivity analysis in planning 185 service design, quality of 587 service providers, managers as 346 service shops in operations management 575 service systems in operations management 575–6 services in market offer 268 in operations management delivery and customer 569–70 quality 585 Shane, S 178 Shao, L 457 shaper as team role 536 share values in financial performance 626 shareholders 620, 654 interest in corporate responsibility 148 and managers, conflicting interests 99 shareholders’ funds 625, 654 Sharp, B 254 Shaw, E 29 Shaw, M.E 511–12 Shell Petroleum 444 Shell Petroleum: Gamechanger2 402 Shenkar, O 124 short-term cultural orientation 124 Simms, A 155 Simon, H 210, 216, 217 Simpson, B 308–9 situational (contingency) models of influence 445–8 Action Centred Leadership 448 leader behaviour continuum 445–6 path-goal model 446–7 size in organisation structure 327–8 Skapinker, M 149 skill variety in job characteristics theory 486 Skilling, J 597 Skinner, B.F 470, 475 Skoll, Jeff 139 Slack, N 213, 566, 586, 604 Slagmulder, R 186 small businesses, management of 19 smartphones 502 Smit, T 456–7, 463, 476, 483–4 Smith, A 283 Smith, Adam 42, 143 Smith, D.K 533 Smith, J.H 53 Smith, K 256 Smith and Nephew 582–3 Snyder, J 147 social contract 145 social networking sites 366, 655 managers using 370 social services, co-ordination in 321–2 social standard, domian of 142 socio-cultural factors in international management 120–2 in PESTEL analysis 92–3 socioeconomic segmentation 276 socio-technical systems 57–8, 655 software engineer, enriched working 485 Spain, as single market 117 span of control 311, 655 Woodward on 312 span of processes 577, 655 Sparks, L 283 Sparrow, P 358 Sparrowe, R.T 455 specialisation in management 11–14 specialist as team role 536 specific plan 191 spoken, electronically transmitted communication 508 Spriegel, W.R 45 Stachowski, A.A 541 staff as innovation source 402 683 staff managers 12, 655 stakeholders 14, 655 and corporate responsibility 147–50 balancing trade-offs 147–9 culture of 97–8 influence on managers 149 in marketing environment 271 Stalker, G.M 58, 322, 324–5 standard of performance 595, 655 standardising inputs/outputs in organisation structure 320 standards of operating activities 582 Starbucks (case study) 107, 114–15, 130 stated goals 189, 655 Steel, E 382 stereotyping 505, 655 Stern, N 101 Stern, Lord N 131 Stern, S 39 Sternberg, R.J 396 Stewart, R 10, 15 Stiles, P 127 Storey, J 345 storming in team development 538, 539, 540 Stott, P.A 101 Strachan, A 537 strategic business unit 179, 655 strategic capabilities 246, 655 strategic change 235 strategic misrepresentation 185, 655 strategic plan 179, 183, 655 strategy 234–5, 655 at business unit level 253–5 cost leadership 253–4 differentiation 254 focus 254–5 and communication 519–20 at corporate level 250–3 corporate mission 250 existing markets 251–2 new markets 252–3 strategic direction, setting 250–2 defined 235–7 as content 236 as context 236 as process 235–6 delivering 255–7 internal development 255 joint ventures and alliances 256–7 merger and acquisition 255–6 evaluation of 257–8 external analysis 243–5 information systems in 382–4 internal analysis 245–9 resources, competences and dynamic capabilities 245–7 SWOT analysis 249 value chain analysis 248–9 learning 237, 238–9 managers’ development of 241–3 as practice 242 and motivation, interaction of 488–9 in operations management 572 for organisation structure 323–4 planning 237–8 political perspectives on 237, 239–40 revisions to 257–8 strategy loop 243 structural choice 328, 655 structure 533, 655 subjective probability 481, 655 684 INDEX substitutes, threat of in Five Forces model 91 information systems in 384 subsystems 56, 655 suggestion schemes in communication networks 515 Sull, D 97, 243, 258 Sunseeker 572 supplier quality management 587 suppliers bargaining power of in Five Forces model 90 information systems in 384 interest in corporate responsibility 148 in marketing environment 270 supply chain 577, 655 for Gap 152 supportive communication 518–19 supportive leadership behaviour 446 sustainability 655 bonuses dependent on 490 and communication 522 control and performance measurement 612 and corporate responsibility 156–7 culture of 101 and decision making 227 and delivering strategy 258–9 and financial performance 633 and human resource management 358 and influence 456–7 and information systems 386 and innovation and change 416 and international management 131 in management 29 in marketing 288–9 in models of management 62 and motivation 490 and operations management 588 and organisation structure 332 and planning 194 and teams 549 at Unilever 95 Sutton, R.I 36–7 Svanberg, C.-H 164 Swatch 278 Swinney, R 570 SWOT analysis 249, 655 in planning 184–5 system 56, 655 system boundary 56, 655 tactics for control 599–600 Tageuchi, H 329 Taiwan, management practice in 455 Taiwan: multinational companies, environmental policy in 132 Tambe, P 371–2 tangible resources 7, 246, 655 Tannenbaum, R 445 Tapscott, D 93, 366 Taras, V 62, 125 target market 277, 655 targets of influence 436–7 setting 595 task culture 85–6, 655 task identity in job characteristics theory 486 task significance in job characteristics theory 486 tasks combining 487 in decision making 203–9 compare alternatives and make comparisons 207–8 develop alternatives 207 implementation of choice 208–9 monitor and evaluate 209 recognition of problem or opportunity 205–6 set goals and weight criteria 205–6 Tayeb, M.H 121–2 Taylor, F.W 43–4, 54–5, 472, 571 Taylor, J.W 46 team briefings 513 team working 348–9 team-based rewards 547, 655 teams 533, 655 benefits 546 communication networks in 511 composition of 534–8 task and maintenance roles 535 team roles 535–7 context of managing 548 support for 547 crowds, groups and teams 532–4 common approach 534 common purpose 534 complementary skills in 533–4 mutual accountability 534 number in 533 development stages 538–41 effectiveness, criteria for 546 in film-making 537 outcomes for members 543–5 for organisation 545–6 processes 541–3 common approach 541–2 communication categories 542 effective mneetings 542 observing 543 team approach, required ? 547 types of 529–32 at work 528 teamwork 545 teamworker as team role 536 technical power 449, 450 technological context of international management 117 technological factors in PESTEL analysis 92, 93–4 technology 324, 655 convergence of 365–7 adding value 365–6 producers and consumers 366–7 in organisation structure 324 Teece, D.J 247 Teerikangas, S 81 Tesco (case study) 637–41 Tesco Clubcard, market information from 274 Theory X 464–5, 480 Theory Y 464–5, 480 thinking style and creativity 396 Thomas, A.B 28, 455 Thompson, C 21 Thompson, J 214 Thompson, M 482 Thompson, P 42, 48, 87, 467 threat of new entrants in Five Forces model 89 information systems in 384 Tiefenbrun, I 572–3 Tighe, C 21 timeliness of information 504 Timpson, J 39 Total Quality Management (TQM) 586, 655 Toyota 522–3 Tracey, J.B 454 trait models of influence 438–41 big five 438 transactional and transformational 438–41 traits 438, 655 Tran, T 351 transaction processing system (TPS) 373, 655 transactional leader 438, 656 transactional models of influence 438–41 transactions 269, 655 transformation process 567, 656 designing for customer 570 in operations management 567–8 transformational leader 438, 656 transformational models of influence 438–41 transnational companies 111, 656 Travers, T 176, 195 Trevino, L.K 146 Trist, E 57, 528 Trompenaars, F 122 Truss, C 346–7 trust in business 155 Tsai, T 132 Tuckman, B 538 Turner, M.E 226 Tversky, A 220 two factor theory of motivation (Herzberg) 477–80 Tyson, S 350 uncertainty 211, 212, 656 uncertainty avoidance 123, 656 unexpected innovation source 399, 400 Unilever 95, 275, 287 unique resources 246, 656 United States and Europe, contrasting business systems in 126 University of Michigan model of influence 442–3 Unsworth, K.L 396 user generated content (UGC) 366, 656 users as innovation source 401 utilitarianism 142 Uzzi, B 60 valence 481, 656 validity 350, 656 value 8, 83, 656 see also adding value value chain 248–9, 656 values importance of 83 for performance control 600 Van der Veer, J 444 Van der Vegt, G.S 545 van Oorschot, K.E 606 van’t Hoff, G 12 variation in demand in operations management 574 variety in operations management 574 Vecchi, A 588 Ven der Heijden, K 186 ven Veen, K 350 vertical loading 487 vertical specialisation 309, 656 INDEX Very, P 81 Vickers, Sir J 423 Virgin Group (case study) 293–7 virtual teams 532, 656 at Cisco 504 life cycle, managing 539–40 visibility in operations management 574 Vogel, D 138, 150, 153, 258 Volkswagen and Ford, contrasts 129 volume in operations management 574 Volvo 179 Vroom, V.H 223–4, 445, 480 Walmart 90 Walsh, W 38 Walton, E.J 51 Walton, R.E 612 Wang, T 156 wants of customers 268, 656 Warburton, J 279–80 warranty claims 623 Waterman, D.H 55, 81, 87, 341 Waters, R 245 Watson, T.J 11 Watts, S 571 Weaver, G.R 146 Webber, S 457 Weber, Max 47–8, 327 Weeks, J 82 Weill, P 387 Weimerskirch, A 402 Welch, M 515 Western Electric Co, Hawthorne Plant experiments 53–4 Western General Hospital, managing nurses 488–9 Westphal, J.D 457 Wheelwright, S.C 574 Whetten, D.A 518–19 Whipp, R 413 Whitley, R 126, 157 Whittington, R 183, 242, 307, 385 wholly owned subsidiaries 111 Wieder, H 379 wikinomics 366, 656 Williams, A.D 366 Williams, G 5, 18 Williams, K 44 Williams, M 352 Willoughby, K.A 46 Winstanley, D 358 Winterkorn, M 129 win/win, lack of 148 Witt, L.A 438 W.L Gore 434 Wolf, A 352 Wolf, M 131 Wolff, H.-G 19 Wolstenholme, A 549 Womack, J.P 402 685 Wood, S 488 Woodall, J 358 Woods, S.A 350, 352 Woodward, J 58, 312, 324 Woodward, M 13–14 Wooldridge, A 95 Wooldridge, B 14 work breakdown structure 628, 656 work specialisation 308–10 working group 533, 656 working group norms in ethical decisionmaking models 147 World World Trade Organisation 118 Worley, C.G 140, 152, 332 Wozniak, S 67–71 Wright, J 35 Wright, S 400 Yan, A 548 Yeow, H 193 Yetton, P.W 223–4, 445 Yip, G.S 128 Young-Soo, K 444 Yukl, G 453, 454, 456, 457 Zappe, C.J 46 Zara (case study) 565, 573, 578, 581, 585 Zibarras, L.D 350, 352 Zuckerberg, Mark 497, 509, 548 ... MYMANAGEMENTLAB The sixth edition of comes with MyManagementLab Management: An Introduction MyManagementLab is an online resource bank, offering a tutorial, homework and assessment system for Management. .. xxiv xxvi Part Part AN INTRODUCTION TO MANAGEMENT Chapter Managing in organisations Case study:  Ryanair 1.1 Introduction 1.2 Managing to add value to resources 1.3 Meanings of management 1.4 Specialisation... most recent financial years Introduction This part considers why management exists and what it contributes to human wealth and well-being Management is both a universal human activity and a distinct