Essentials of Management A Concise Introduction This concise, readable book offers an unparalleled introduction to the theory and practice of management Packed with examples and questions to catch your interest, it shows how ideas and theories of management relate to the real world Essentials of Management introduces the themes and functions of management, showing them within the clear framework of planning, organising, leading and controlling It incorporates the latest research, and uses recent and topical examples of management in practice to bring the topic to life This textbook is relevant to students from all subject areas Whether you are specialising in business, or an engineering student taking a single module in the area, this book will offer you an engaging and clear introduction to management Key features to aid your learning include: • Case studies from many international organisations, including well-known multinationals, start-up businesses and small to medium sized enterprises • A clear, attractive text design that is easy to read and learn from • Exercises throughout the book inviting you to think critically and reflect on real-life management situations and problems Essentials of management David Boddy David Boddy Essentials of Management A Concise Introduction • A focus on key current issues and debates around internationalisation, sustainability, and corporate governance Boddy About the author David Boddy is a Research Fellow at the School of Business and Management, University of Glasgow He is also the author of two other market-leading textbooks by Pearson Education: Managing Information Systems (2009) and Management (2011) Cover image © Getty Images CVR_BODD9289_01_SE_CVR.indd www.pearson-books.com 06/12/2011 10:27 ESSENTIALS OF MANAGEMENT Visit the Essentials of Management Companion Website at www.pearsoned.co.uk/boddy to find valuable student learning material including: z Self assessment multiple choice questions for each chapter Links to relevant websites z An online glossary to explain key terms z Flashcards to test your knowledge of key terms and definitions z David Boddy University of Glasgow ESSENTIALS OF MANAGEMENT A Concise Introduction Pearson Education Limited Edinburgh Gate Harlow Essex CM20 2JE England and Associated Companies around the world Visit us on the World Wide Web at: www.pearson.com/uk First published 2012 © Pearson Education Limited 2012 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 All rights reserved No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording or otherwise without either the prior written permission of the Publishers or a licence permitting restricted copying in the United Kingdom issued by the Copyright Licensing Agency Ltd, Saffron House, 6–10 Kirby Street, London EC1N 8TS 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 978-0-273-73928-9 British Library Cataloguing-in-Publication Data A catalogue record for this book can be obtained from the British Library Library of Congress Cataloging-in-Publication Data A catalog record for this book is available from the Library of Congress 10 15 14 13 12 11 Typeset in 10.5/12.5pt Minion by 73 Printed by Rotolito Lombarda, Italy The publisher’s policy is to use paper manufactured from sustainable forests BRIEF CONTENTS Preface Guided tour of the book Acknowledgements xi xii xv PART AN INTRODUCTION TO MANAGEMENT MANAGING IN ORGANISATIONS THEORIES OF MANAGEMENT 26 PART THE ENVIRONMENT OF MANAGEMENT 48 ORGANISATION CULTURES AND CONTEXTS 50 MANAGING INTERNATIONALLY 70 CORPORATE RESPONSIBILITY 90 PART PLANNING 108 PLANNING 110 DECISION-MAKING 126 MANAGING STRATEGY 148 PART ORGANISING 170 ORGANISATION STRUCTURES 172 10 INFORMATION SYSTEMS AND E-BUSINESS 194 11 MANAGING INNOVATION AND CHANGE 212 vi BRIEF CONTENTS PART LEADING 232 12 INFLUENCING 234 13 MOTIVATING 254 14 COMMUNICATING 276 15 WORKING IN TEAMS 296 PART CONTROLLING 316 16 MANAGING OPERATIONS AND QUALITY 318 17 CONTROLLING AND MEASURING PERFORMANCE 336 Glossary References Index 353 361 369 CONTENTS Preface Guided tour of the book Acknowledgements xi xii xv Further reading Weblinks Case study: Robert Owen – an early management innovator PART AN 45 46 PART THE INTRODUCTION TO MANAGEMENT ENVIRONMENT OF MANAGEMENT CHAPTER MANAGING IN ORGANISATIONS 1.1 1.2 1.3 1.4 Introduction Managing to add value to resources Meanings of management 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 Critical thinking Summary Review questions Further reading Weblinks Case study: Ryanair 45 CHAPTER ORGANISATION CULTURES AND CONTEXTS 50 12 15 17 19 20 21 21 3.1 3.2 3.3 3.4 Introduction Cultures and their components Types of culture The competitive environment – Porter’s five forces 3.5 The general environment – PESTEL 3.6 Stakeholders 3.7 Corporate governance Summary Review questions Further reading Weblinks Case study: Nokia 51 52 54 57 59 62 63 65 65 65 66 67 22 23 CHAPTER THEORIES OF MANAGEMENT 26 2.1 Introduction 2.2 Why study management theory? 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 Summary Review questions 27 28 29 31 34 37 40 43 44 CHAPTER MANAGING INTERNATIONALLY 70 4.1 4.2 4.3 71 Introduction Ways to conduct business internationally The contexts of international business – PESTEL 4.4 Legal context – trade agreements and trading blocs 4.5 Hofstede’s comparison of national cultures 4.6 Contrasting management systems 4.7 Forces driving globalisation Summary Review questions 73 75 78 79 81 82 85 85 viii CONTENTS Further reading Weblinks Case study: Starbucks 86 86 87 CHAPTER CORPORATE RESPONSIBILITY 90 5.1 5.2 5.3 5.4 5.5 5.6 91 Introduction Contrasts in business practice Perspectives on individual actions Perspectives on corporate actions An ethical decision-making model Stakeholders and corporate responsibility 5.7 Corporate responsibility and strategy 5.8 Managing corporate responsibility Summary Review questions Further reading Weblinks Case study: The Ford Pinto 92 94 96 97 99 100 103 104 104 105 105 106 PART PLANNING CHAPTER PLANNING 110 6.1 6.2 6.3 6.4 6.5 6.6 6.7 111 Introduction Purposes of planning The content of plans The process of planning Gathering information Setting goals (or objectives) Identifying actions and communicating the plan 6.8 Implementing plans and monitoring results Summary Review questions Further reading Weblinks Case study: Crossrail 112 134 135 139 140 142 144 144 144 146 CHAPTER MANAGING STRATEGY 148 8.1 8.2 149 Introduction Strategy – process, content and context 8.3 Planning, learning and political processes 8.4 Making sense – external and internal analysis 8.5 Making choices (1) – deciding strategy at corporate level 8.6 Making choices (2) – deciding strategy at business unit level 8.7 Making things happen – deciding how to deliver strategy 8.8 Making revisions – implementing and evaluating Summary Review questions Further reading Weblinks Case study: HMV Group 150 151 154 158 161 162 163 164 165 165 166 167 113 115 116 PART 118 ORGANISING 120 121 122 123 CHAPTER 123 ORGANISATION STRUCTURES 172 9.1 9.2 9.3 9.4 173 123 124 CHAPTER DECISION-MAKING 126 7.1 7.2 7.3 127 Introduction Stages in making decisions 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 Summary Review questions Further reading Weblinks Case study: IKEA 9.5 128 132 9.6 9.7 Introduction Structure, strategy and performance Designing a structure Grouping jobs into functions and divisions Grouping jobs in matrices, teams and networks Co-ordinating work Mechanistic and organic structures 174 175 180 181 182 184 CONTENTS Summary Review questions Further reading Weblinks Case study: GlaxoSmithKline (GSK) 189 190 190 191 192 CHAPTER 10 INFORMATION SYSTEMS AND E-BUSINESS 194 10.1 Introduction 195 10.2 Converging technologies bring new ways to add value Managing the new opportunities to add value 10.4 Types of information system 10.5 The internet and e-business 10.6 IS, strategy and organisation – the big picture Summary Review questions Further reading Weblinks Case study: Asos Traits models Behavioural models Situational (or contingency) models Using personal and positional power Using interpersonal skills and networks Summary Review questions Further reading Weblinks Case study: Apple Inc 239 240 243 244 248 249 250 250 251 252 196 CHAPTER 13 10.3 198 MOTIVATING 254 201 13.1 13.2 255 202 205 207 208 209 209 210 CHAPTER 11 MANAGING INNOVATION AND CHANGE 212 11.1 Introduction 11.2 Initiating innovation and change 11.3 Forms of innovation and change 11.4 The interaction of context and change 11.5 Four models of change 11.6 Sources of innovation 11.7 Organisational factors in innovation Summary Review questions Further reading Weblinks Case study: Google 213 Introduction Perspectives on motivation – targets and the psychological contract 13.3 Behaviour modification 13.4 Content theories of motivation 13.5 Process theories of motivation 13.6 Designing work to be motivating Summary Review questions Further reading Weblinks Case study: The Eden Project 256 259 260 265 269 272 273 273 273 274 214 CHAPTER 14 216 COMMUNICATING 276 14.1 Introduction 14.2 Communicating to 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R (2009), ‘U.S Capitalism: A tarnished model?’, Academy of Management Perspectives, vol 23, no 2, pp 11–22 Whittington, R., Molloy, E., Mayer, M and Smith, A (2006), ‘Practices of strategising/organising: broadening strategy work and skills’, Long Range Planning, vol 39, no 6, pp 615–29 Wolff, H.-G and Moser, K (2009), ‘Effects of networking on career success: a longitudinal study’, Journal of Applied Psychology, vol 94, no 1, pp 196–206 Woodward, J (1965), Industrial Organization: Theory and practice (2nd edn 1980), Oxford University Press, Oxford Vroom, V H (1964), Work and Motivation, Wiley, New York Yip, G S (2003), Total Global Strategy II, Pearson Education, Upper Saddle River, NJ Vroom, V H and Yetton, P W (1973), Leadership and Decision-making, University of Pittsburgh Press, Pittsburgh, PA Yukl, G A (2009), Leadership in Organizations (7th edn), Prentice Hall, Upper Saddle River, NJ www.freebookslides.com www.freebookslides.com INDEX Note: glossary entries are shown in bold 7digital 163 AA 288 Abhishek Industries 74 Abilene paradox 142 accountability 177–8 teams and mutual 301 acquisitions 163 activity plans 114 Adair, J 237 Adams, J.S 267 administrative expertise 246 administrative management 35–6, 353 administrative model of decision-making 136–7, 353 Africa 76 agency theory 63–4 Ahold 92 airlines automated decision systems 136 competition from low-cost 60, 214, 328 deregulation 43, 60 lobbying 52 online booking 203 turn round time 328 see also British Airways; Ryanair Akkermanns, H.A 347 Al Najjar, M 347 Alderfer, C 40, 263 alliances 163 Allied Bakeries 196 Amazon 162, 197, 203 Ambec, S 102 ambiguity 353 decision-making 134, 136, 137 American Express 102 Ansoff, H.I 151 answering machines 283 Apple 42, 51, 58, 62, 68, 160, 197, 203, 206, 214, 215, 216, 235, 252–3, 255, 319, 337, 343 Arab countries 79 Argos 161 Aristotle 97 Armani 102 Arthur Andersen 91, 340 Asda 58, 161 Asia 60, 71, 75, 76, 77, 80 Asos 195, 206, 210–11, 218, 225, 337 assembly lines/mass production 187, 326, 342 ATMays 178 audits ethical 103 Australia 60, 76, 79, 80 Austria 80 automated decision systems 135–6 autonomy 270, 271, 342 Avis Europe 202 BAA 297 Badham, R 221, 244, 247 BAE Systems 176, 177, 180, 183 balanced scorecard 346–8, 353 Bamforth, K.W 41, 297 banks 35 2008 banking/financial crisis 98, 128, 134 bureaucratic methods 36 corporate, divisional and operating levels 178 corporate responsibility 91, 92, 101, 354 credit risk 134 customer relationship management 204, 354 ethical decisions 97, 98 formal teams 298, 355 joint ventures 163 new entrants 214 online service 206 service shops 327 sharia law 60 special purpose plans 114–15 technology 187, 201, 202, 204, 360 traits for effective leadership 240 bar charts 219, 220 Barclaycard 288 Barclays Bank 128 Barker, J.R 308–9 Barthélemy, J 152 batch operations 187, 326 BBC 59, 197 behaviour modification 259–60, 353 behavioural styles of effective managers 240–2 behavioural theory of decision-making 136–7 Belbin, R.M 302–3 beliefs and values 53, 343 Berle, A.A 63 Berlo, D.K 280 Berners-Lee, T 197 Bernoff, J 62 bias decision-making 139–40, 354 Blackcircles 288 Blake, R.R 241 Blakstad, M 287 Blau, P.M 188 blogs 197, 199, 210, 213, 229, 285, 353 BMW 71, 78, 161 Boddy, D 120, 137, 206–7, 219, 220 body language 281–2 Body Shop 101 Bolland, Marc 160 Bono 102 Bosch 54 bounded rationality 136, 137, 139, 153, 353 BP 76, 91, 114, 187, 196, 213, 216, 287, 326 brands 100, 102, 160, 161, 274, 285 globalisation 82 Brazil 76, 79, 80 bribes 97, 98 Brin, Sergey 229–30 British Airways 113–14, 195, 214 British American Tobacco 76 Brookfield, S.D 19 BT 14 Buchanan, D.A 221, 244, 247 Bunderson, J.S 309 Burberry’s 96 bureaucratic management 34–5, 36, 188 Burns, J.M 239 Burns, T 42, 184, 185, 187 business plans 113, 115, 353 business-unit-level strategy 161–2 organisation structure 185–6, 357 buyers power of 58, 155 Cadbury 71, 102 Cadbury, George 92 Café Direct 101 call centres autonomy 270 behaviour modification 259–60, 353 decision support systems (DSS) 202, 354 formal teams 298, 355 mass services 327 scripts 180 Canada 80 Cancer Research UK 149, 158 car manufacturers 98 corporate responsibility: Pinto 91, 96, 106–7 custom car makers 325 emerging economies 76 European Union 78 foreign direct investment 73–4 globalisation 60, 82–4 innovation 217, 356 lobbying 52, 100 mass production 187, 326 political systems 76 product development 159 see also BMW; Ford; General Motors; Renault; Rolls-Royce Carlisle, Y 42 Catmull, E 16–17, 225–6 centralisation 174, 178–9, 205, 353 certainty 134, 353 see also uncertainty Chaffey, D 220 Chandler, A.D 174 change see innovation and change charismatic power 246 charities 7, 11, 149, 255 chief executives 11, 13 Child, J 189 China 34, 71, 72, 74, 79, 80 Hong Kong 75, 76, 80 www.freebookslides.com 370 INDEX Chunghwa Telecom 248 Cisco Systems 163, 281, 297, 298, 313–14, 326 City Inn hotels 111 climate change 62, 91, 224 co-creation 196, 197–8, 199, 353 Co-op 101, 175 co-operatives 56 co-ordination of work 182–4 Coca-Cola 83, 161 codes of practice 103 coercive power 245, 246, 353 Colbert, A.E 239 Coleman, Jeremiah 92 collectivism 79–80, 353 Colville, I.D 174 Colwell, K.A 268 Commonwealth Bank of Australia 163 communication 15, 277–8, 291–2, 353 adding value 278–80 face-to-face 282–3, 284, 290 groups and teams 286, 306, 307, 313–14 interpersonal skills for 289–91 networks 285–9 non-verbal 281–2, 357 processes 280–2 selecting channels of 282–5 written 284 Compass 163 competences 6, 156, 353 unique 156 competing values framework 29–31 competitive advantage 156, 161–2, 225 value chain 156–7, 360 competitive environment or context (micro-environment) 51, 149, 353 Porter’s five forces analysis 57–9, 117, 118, 154–5 stakeholders 62–3, 359 competitive strategy 151, 353 business-unit level 161–2 choice of control strategies and 341 corporate level 158–60 computer-aided design (CAD) 201, 335 concertive control 308–9, 353 Confucian values 242 consumer protection 180 containerised shipping 71–2, 112–13, 162 contingency 185, 353 approaches 42, 188–9 choice of control strategies and 341 models of leadership 141, 243–4 continuous process/flow manufacturing 187, 326 contract psychological 257–8, 358 control 16–17, 337–8, 349–50, 353 balanced scorecard 346–8, 353 case study 351–2 concertive 308–9, 353 corrective action 339–40, 354 human considerations 348 illusion of 140, 356 measuring performance against target 338–9 mechanistic 340–1, 343 of operations 328 operations management see separate entry organic 340–1, 343 performance measurement 343–8 process 338 range of variation 339 span of 178, 359 standard of performance 338 systems 338 tactics for 342–3 targetting 338 Cooper, A 287 Corniou, Jean-Pierre 199–200 corporate governance 63–4, 354 corporate level 178 strategy 158–60 corporate responsibility 91–2, 104, 354 case study 106–7 contrasts in business practice 92–3 corporate actions 96–7 ethical decision-making model 97–8, 355 individual actions 94–5 managing 103 stakeholders 99–100, 359 strategy 100–3, 359 corporate social networking 197 corrective action 339–40, 354 corruption 77, 97, 98 cost leadership strategy 161, 162, 185, 186, 354 information systems and 206 craft system 323–4, 330, 354 creativity 13, 42, 138, 216, 225–6, 253, 354 co-creation 196, 197–8, 199, 353 growth needs 263, 355 self-actualisation 262 Theory Y 264 see also innovation and change credit card companies automated decision systems 136 critical success factors 117, 156, 354 critical thinking 19, 29, 354 Crosby, P 329, 331 Crossrail in London 16, 111, 124–5, 235, 326 culture 40, 52–3, 147, 252, 354 case study 67–8 components of 53–4 Confucian values 242 control methods: values and beliefs 343 e-health systems 207 hierarchical position and perspective on 56 innovation 218, 229–30, 356 multiple cultures 55–6 national 79–81 performance and 56 referent power 246, 358 types of 54–6 virtual teams 300, 360 Currie, G 11 customer relationship management (CRM) 203–4, 206, 354 Cyert, R 136 Czarniawska, B 17 Daft, R.L 282, 284 DaimlerChrysler 78 Dale, B.G 331 data 354 information and 201, 356 Davenport, T.H 135 DavyMarkham Deal, T.E 52–3 decentralisation 174, 178–9, 354 decision support systems (DSS) 202, 354 decision-making 127–8, 142–4, 205, 354 biases in 139–40 case study 146–7 conditions 134 decision criteria 130–1, 354 decision trees 132, 354 dependent or independent 133 group 140–2 management information system 201–2, 357 models 135–9 non-programmed decisions 132–3, 137, 357 opportunities 130, 357 problems 130 programmed decisions 132, 133, 358 root and branch methods 137 stages 128–32 teams 300, 359 decisional roles 13–14 Deery, S 258 delegation 178, 247, 354 Dell 161, 182, 285 Deming, W.E 330 demography 60, 62, 76 Denmark 79, 80 deregulation 42–3, 60, 67 designing work to be motivating 269–71 determinism 189, 354 Deutsche Post 163 differentiation strategy 161–2, 185–6, 354 information systems and 206 digitisation 61 direct supervision 342 directors board of 11 Disney 76, 252, 323 diversification 160 divisional level 178 divisional structures 174, 180, 181, 354 Donaldson, L 185, 188 Drucker, P.F 237 Du Pont 174 e-business 195, 202–3, 206, 354 see also information systems e-commerce 202, 354 e-health projects 137, 206–7 EADS 134 East Asia 84 eBay 195 economic cycle 160 economies of scale 83, 161, 179, 354 economy 60, 75–6, 160 Eden Project 255, 274–5 education 322, 326–7 Edvardsson, B 147 effectiveness 15, 354 efficiency and 344, 354 meetings 306 electronics industry 77, 82–3, 187, 218 consumer 159, 223–4 network structures 182, 357 Eli Lilly 127, 174 emails 281, 284, 300, 314 emergency services 330 emergent models of change 220–1, 354 emergent strategies 151–3, 354 EMI 182, 218 emotional attachment 140 empathy 290–1, 330 employee opinion surveys 288 employee share ownership 40 enlightened self-interest 93, 97, 354 Enquist, B 147 www.freebookslides.com INDEX Enron 91, 340 enterprise resource planning (ERP) 114, 204–5, 206, 354 entrepreneurs 10, 95, 354 environment macro- see general environment micro- see competitive environment environmental issues 331 climate change 62, 91, 224 corporate responsibility and strategy 101 innovation 217, 224, 356 PESTEL analysis 62, 77, 358 regulation 60, 100, 320 stakeholder priorities 99 equity theory 267–8, 354 Ericsson 58 errors in decision-making 139–40 escalating commitment 140, 354 ESSO 323 ethics 94–5 ethical audits 103, 354 ethical consumers 101–2, 354 ethical decision-making model 97–8, 355 ethical relativism 98, 355 social contract 96–7, 359 eureka moments 220, 223 Europe 60, 79, 81–2 European Automobile Manufacturers Association 52, 100 European Union 78–9 broadband speeds 62 environmental regulations 60, 100 exports 84 lobbying 52, 60 mobile telephony 51, 67 executive information systems 202, 355 existence needs 263, 355 expectancy theory 266–7, 355 expertise power 245–6, 355 exporting 73, 84 external environment or context 15–16, 18–19, 51–2, 355 innovation and change 214, 224 extranet 197, 355 extreme users 224 face-to-face communication 282–3, 284 Facebook 18, 62, 151, 195, 196, 214, 218, 277, 279, 285, 294–5, 337 factory production 323–4, 355 managing quality 330–1 Fair Trade scheme 101, 102 fashion companies 159, 325, 337 Asos 195, 206, 210–11, 218, 225, 337 Zara 319, 334–5, 337 Fayol, Henri 9, 35–6 FDI (foreign direct investment) 73–4 feedback 355 communication 281, 283, 284, 353 motivation 268, 269, 270, 271, 357 performance measurement 343–4 systems theory 41 transformation process 320–1, 360 Feigenbaum, A.V 330 Female Direct 162 femininity 80, 355 Fiedler, F.E 240 film-making teams 303 financial crisis (2008) 96, 98, 128, 134 financial services 92, 214 deregulation 43, 60 products 321 retailers 60, 160, 214 see also banks Finkelstein, S 51, 140 Finland 67 first-line managers 11 five forces analysis 57–9, 117, 118, 154–5, 355 Fleishman, E.A 240 focus strategy 162, 355 information systems and 206 Follett, Mary Parker 37–8, 260, 307 food production 77 retail food market 155 Ford 60, 83–4, 195, 323 Pinto 91, 96, 106–7 Ford, Henry 32 forecasting 117, 118 foreign direct investment (FDI) 73–4, 355 formal authority 177, 355 formal structure 175–6, 355 formal teams 298, 355 formalisation 180, 355 France 76, 79 France Telecom 163 franchising 73, 146, 355 French, J 244 Friedman, M 96, 97 Fry, Art 223 functional specialisation 9–10, 35 functional structure 180, 181, 182, 355 Gallup 258 Gamble, J 34 Gamma Chemical 265, 271 Gantt/bar charts 219, 220 Gap 102 garbage can model of decision-making 138–9 Gardner, Sir Roy 163 gastro-pubs 61 Gates, Bill 93 GATT (General Agreement on Tariffs and Trade) 78 general environment or context (macro-environment) 51, 149, 355 PESTEL analysis 59–62, 75–7, 117, 118, 155, 358 stakeholders 62–3, 359 general managers 9, 355 General Motors 73–4, 174, 323 Germany 79, 80 Gilbreth, Frank and Lillian 32–3 Giraudeau, M 112 GKN 160 Glassop, L 310 GlaxoSmithKline (GSK) 59–60, 134, 156, 173, 189, 192–3, 223, 277, 297 global companies 74, 355 globalisation 60, 72, 320, 355 forces driving 82–4 goal-setting theory 268, 342, 355 goals 112, 118–20, 211, 355 Going Places 178 Goodnight, Jim 283 Goodwin, Fred 91, 92, 240 Google 68, 158, 203, 213, 229–30, 295, 326 governance systems 63–4 governments 60, 62, 76–7, 99 national political conflict 134 Graen, G.B 301 371 Graham, P 307 Grant, R.M 117, 153, 174 grapevine 285–6 Green and Black Chocolate 101 Gregg’s 74 grievance procedures 288 groups see teams groupthink 141–2, 355 growth needs 263, 271, 355 GSK (GlaxoSmithKline) 59–60, 134, 156, 173, 189, 192–3, 223, 277, 297 Guinness 187 H&M 71 Hackman, J.R 269–71, 298, 305, 310 Hales, C 9, 244, 246 Handy, C 55 Harris, J.G 135 Harris, L.C 56 Hartley, J 64 Harvey, J.B 142 Hawken, P 101 Hayes, R.H 325 HBOS 128 health care 128–9, 213, 327 control systems 337, 346, 351–2, 353 e-health projects 137, 206–7 formal teams 298, 355 influencing 235 information systems 196, 198, 202 motivation 255, 357 online forum 198 PESTEL analysis 62, 358 political skills 222 products 321 ‘task’ and ‘named-nurse’ approaches 180, 181 team working 309 Herzberg, F 264–5, 269 heuristics 139, 355 Hickson, D.J 188 hierarchy of goals 118 hierarchy of management positions 10–11, 35, 185, 242 chain of command 177–8 co-ordinating work 183 cultural perspectives 56 delegation 178, 354 organisation chart 175–6, 357 programmed and non-programmed decisions 133 span of control 178, 359 hierarchy of needs 260–2, 263, 348 Hill, T 330 Hiscox 111, 162, 327 historical context 18 HMV 60, 149, 163, 167, 180, 277, 327 Ho-chen Tan 248 Hodac, Ivan 100 Hofstede, G 53, 79–81 Hong Kong 75, 76, 80 horizontal communication 288–9 horizontal integration 160 hotels 36 House, R.J 240, 243–4 human relations models 37–40 competing values framework 29–31, 55 see also motivation; teams human resource management 15 control process 343 human rights 95 Hunter, Sir Tom 93 www.freebookslides.com 372 INDEX IBM 74, 79, 253 ideology 76, 356 IKEA 71, 118, 119, 127, 146–7, 152, 158, 220, 258, 327 illusion of control 140 Imai, M 224 importing 73 Inamo 41, 116, 133 incremental innovation 217, 356 incremental model of decision-making 137, 356 India 71, 73, 74, 77, 80, 147 individualism 79–80, 95, 356 industry bodies 52, 100 influencing 235–6, 249–50 behavioural models 240–2 case study 252–3 interpersonal skills and networks 248–9 lobbying 52, 60, 100 perceptions of power 246–7 process of managing 12–15 responses to influence 238 shaping the context 17–19 situational or contingency models 243–4, 359 sources of power 244–6 stakeholders 100 targets of influence 237 tasks of managing 15–17 traits models 239–40 informal groups 298–9, 356 informal structure 176, 356 informality and formality 180 information 356 access to 246 overload 284 richness 282–5, 289 see also communication information systems (IS) 195–6, 207–8, 220 case study 210–11 co-creation 196, 197–8, 199, 353 co-ordinating work 184 converging technologies and adding value 196–8 customer relationship management (CRM) 203–4, 206, 354 data and information 201 e-business and e-commerce 202–3, 354 enterprise resource planning (ERP) 114, 204–5, 206, 354 management (MIS) 201–2 managing new opportunities to add value 198–200 meaning of IS management 199–200 operational 201 strategy, organisation and 205–7 types of 201–2 informational roles 12 Innocent Drinks 13, 97, 285 innovation and change 42, 213–14, 226–7 case study 229–30 communication and 279, 353 employees as innovators 224, 225–6 forms of 216–17 incremental and radical 217 initiating 214–16 interaction of context and change 217–19 models of change 219–22 organisational factors in innovation 224–6 sources of innovation 223–4 input measures 344, 356 inspirational strategy garbage can model of decision-making 138–9 insurgency 77 intangible resources 6, 156, 356 interaction model of change 217–19, 356 perspectives on managing interaction 219–22 internal environment or context 17–18, 51–2, 215–16, 356 internal process models 34–7, 42 competing values framework 29–31, 54 international management 71–2, 85, 356 case study 87–8 contrasting management systems 81–2 forces driving globalisation 82–4 legal context 78–9 methods to conduct international business 73–4 national cultures 79–81 PESTEL analysis 75–7, 358 internet 197, 356 blogs 197, 199, 210, 213, 229, 285, 353 broadband speeds 62 co-creation 196, 353 co-ordinating work 184 converging technologies 197 customer relationship management 203–4, 206, 354 e-business and e-commerce 195, 202–3, 206, 354 emails 281, 284, 300, 314 enterprise resource planning 204–5, 206, 354 established organisations: use of 199, 206 international business 73, 77 IS and strategy 206 managing new opportunities to add value 198–200 online news 59, 155, 214 online shopping 195, 206, 210–11, 217, 218 search engine 213, 229, 230 social networking 18, 62, 151, 196, 197, 199, 210, 229, 277, 279, 284, 285, 294–5, 359 virtual teams 299–300, 313–14, 360 interpersonal roles 12–13 interpersonal skills 12 communication 289–91, 353 influencing 248–9 teams 300–1, 359 intranet 197, 356 intuitional models of decision-making 137–8 Iris 130 Israel 80 Jaguar 74 Janis, I.L 141–2 Japan 79, 80, 82, 84, 224, 330 jargon 289 Jennings, D 115 Jensen, N 304 job characteristics theory 269–71, 356 job-shop systems 326 Jobs, Steve 235, 252–3 John Laing 163 John Lewis Partnership 40 John, O.P 239 Johnson, J 74 joint ventures 73, 76, 102, 163, 223, 356 Jones, O 32 Juran, J 330 Kahneman, D 139, 140 ‘Kaizen’ 224 Kamprad, Ingvar 146–7, 152 Kanter, R.M 206 Kaplan, R.S 346 KarstadtQuelle 73 Katzenbach, J.R 300, 308 Kelman, H.C 238 Kennedy, A.A 52–3 Kennedy, G 115 Kennedy, J.F 141 key performance indicators (KPIs) 345, 356 Kirby, M.W 33 Kirkman, B.L 79 Klein, G 137–8 KLM 214 knowledge management/repository 202, 225 Kolb, D 258 Komaki, J.L 259 Kotter, J.P 237, 248 Kraft 71 Kramer, R.M 245 Kwik-Fit 160, 206 L’Oréal 101, 173 Laing 163 Land Rover 74 Lanoie, P 102 Latham, G.P 268 Latin America 79 Lawrence, P 42, 188 lead users 224 leadership 12, 16, 356 corporate responsibility 103, 354 decision-making and styles of 141 definition 236–7 innovation 225, 356 management and 236–7 transactional and transformational 239–40, 360 see also influencing lean manufacturing 224 learning view of strategy process 151–3 legal factors 62, 78–9 Lengel, R.H 282, 284 Lever, William 92 LG Philips LCD 242 Li, C 62 liaison role 13 licensing 73, 356 Liden, R.C 249 life-cycle models of change 219–20, 356 life-cycle of organisations 188 Likert, R 241, 307–8 limited liability companies 62 Lindblom, C.E 137, 153 line managers 10, 356 linear systems 42 Linn Products 224, 324 listening 290 Lloyds TSB 71 lobbying 52, 60, 100 Lock, D 220 Locke, E.A 268 London Underground 28 long-term orientation 80 Lorsch, J.W 42, 188, 218 www.freebookslides.com INDEX Louis Vuitton 309 Lovallo, D 140 Lucozade 217 Luthans, F 14, 248 McClelland, D 263 McCrae, R.R 239 McDonald, Bob 223 McDonald’s 83, 100, 323 McGregor, D 40, 260, 263–4, 269 machinery, control through 342 McHugh, D 31, 32, 35, 56 McMillan, E 42 macro-environment see general environment Madoff, Bernard 92 Maersk 71–2, 112–13, 162 Magretta, J 28 Malaysia 34, 76, 79 Mallin, C.A 64 management, meanings of 7–9 management by objectives 342, 357 management information systems (MIS) 201–2, 357 see also information systems management and leadership 236–7 see also influencing; leadership management roles 12–14 management tasks 15, 357 managing directors 11 March, J.G 136, 138 Mariata, Akio 138 market research 116, 285 markets product/market matrix 158–60, 206 Marks & Spencer 14, 101, 133, 160, 162, 206 Marlborough 71 Mars 102 Marshall, Theresa 255 Martin, J 55 masculinity 80, 357 Maslow, A 40, 260–2, 269 mass production 187, 326 control through machinery 342 mass services 327 materials management 328 matrix structure 181–2, 192, 357 Mayo, Elton 38–9, 40, 260 meanings of management 7–9 Means, G.C 63 mechanistic or organic controls 340–1, 343 structures 184–9 meetings effective and ineffective 306 Merck 115 mergers and acquisitions 163 message recording systems 283–4 Metcalf, Julian 236 Metcalfe’s law 198, 357 Mexico 79 micro-environment see competitive environment Microsoft 42, 51, 68, 93, 127, 130, 163, 224, 253, 255, 294, 297 middle managers 11 Miller, S 121 Mintzberg, H 12–14, 151–3, 220–1 mission statements 158, 357 Mitchell, T.R 243–4 Mitroff, I.I 63 Mittal 187 mobile telephony industry 51, 58, 62, 67–8, 155, 173 acquisitions 163 automated decision systems 136 converging technologies 197, 252 differentiation strategy 161 environment 60 innovation 215, 224, 356 IS and strategy 206 mass production 187, 326 operating systems 213, 229 see also Nokia Monsanto 185, 186 moral principle 94, 95 see also ethics Moritz, M 253 Morrisons 163 Morton Thiokol 142 Moser, K 15 Mothercare 73 motivation 40, 255–6, 272, 357 behaviour modification 259–60, 353 bureaucracy 36, 353 case study 274–5 control systems 348, 353 equity theory 267–8, 354 ERG theory 263 expectancy theory 266–7, 355 extrinsic and intrinsic rewards 269 goal-setting theory 268, 355 Herzberg: two-factor theory 264–5 hygiene or maintenance factors 265, 356 job design 265, 269–71 McClelland: human needs 263 McGregor: Theory X and Theory Y 263–4 Maslow: hierarchy of needs 260–2, 348 process theories of 265–8 psychological contract 257–8, 358 targets of attempts to motivate 256–7 theories of 260–8 motor industry see car manufacturers Motorola 51, 58, 155, 173 Mouton, J.S 241 Mowday, R.T 268 Multi-show Events 175, 177, 188 multinational companies 74, 84, 99, 151, 178, 357 change: Europe-wide programmes 219 see also transnational companies multiple cultures 55–6 Murdoch, Rupert 248 Murphy, A.J 174 Murphy, Gerry 118–19 music 60, 167, 182, 218 Muslim investors 60 Myers, C.E 32, 33 MySpace 150 NASA 142 national cultures 79–81 National Express 149 national political conflict 134 National Trust 149 natural resources 62, 77 needs, hierarchy of 260–2, 263, 348 Neely, A 347 Nestlé 61, 74, 83, 150 Netherlands 80 Network Rail 179, 235 networking/networks communication networks 285–9 Japanese model 82 373 managers as networkers 14–15, 247, 248–9 network effect: Metcalfe’s law 198 network structures 182, 357 social 18, 62, 151, 196, 197, 199, 210, 229, 277, 279, 284, 285, 294–5 types of network 248 New Lanark 46–7, 62 New Zealand 80 News Corporation 248 newspapers 59, 155, 214 Nigeria 91 Nike 100, 216 Nissan 73 noise 281, 290, 357 Nokia 51, 58, 62, 67–8, 127, 161, 182, 215, 326 non-linear systems 42 non-programmed (unstructured) decisions 132–3, 137, 357 non-receptive contexts 218, 357 non-verbal communication 281–2, 357 North America 84 Norton, D.P 346 Norway 79, 80 not-for-profit organisations 56, 151 note taking 290 Nutt, P.C 63 Oakland, J 331 objectives 112, 118–20, 211 management by 342 observation 306–7, 357 office automation systems 201, 357 offshoring see outsourcing Ogbonna, E 56 oil companies 117, 153 BP 76, 91, 114, 187, 196, 213, 216, 287, 326 Shell 10, 73, 91, 100, 118, 175, 242 Oldham, G.R 269–71 O’Leary, Michael 5, 12 online communities 197, 357 Oorschot, K.E van 347 open innovation 223 open systems models 40–3 competing values framework 29–31, 55 operating level 178 operational information systems 201 operational plans 114, 357 operational research (OR) 33, 133, 357 operations management 319, 357 Vs of operations 325 activities 327–8 birth of process management 323–4 case study 334–5 definition 320 factory production 323–4, 355 nature of products 321–2 operations strategy 324, 357 production systems 325–6 quality 328–31, 335 service delivery and customer 322 service systems 326–7 standard of performance 320, 338, 359 system and process 319–20 transformation process 320–1 opportunity 130, 357 optimism bias 140 change and 219 www.freebookslides.com 374 INDEX Ordanini, A 182 organic or mechanistic controls 340–1, 343 structures 184–9 organisation 6, 357 organisation chart 175–8, 357 organisation structure 173–4, 189–90, 357 case study 192–3 centralisation 174, 178–9, 205, 342, 353 chain of command 177–8 co-ordinating work 182–4 contingency approaches 188–9, 353 control methods or tactics 342 decentralisation 174, 178–9, 342, 354 designing 175–80 divisional 174, 180, 181 environment 187–8 formal structure 175–6, 355 functional 180, 181 innovation 225, 356 IS, strategy and 206–7 life cycle 188 matrices, teams and networks 181–2, 192 mechanistic and organic structures 184–9 organisation chart 175–8, 357 size 188 strategy, performance and 174–5, 185–6, 189 structural choice 189, 359 technology 186–7, 360 organisational change 215–16, 217, 247, 357 organisational culture see culture organisational readiness 121, 358 Orlitzky, M 102 output measures 344, 358 outsourcing 73, 75–6, 162, 173, 334–5, 358 Owen, Robert 27, 46–7, 92, 237 Page, Larry 229–30 paradigm innovations 217 Parker, Jean 261–2 participative goal setting 268 models of change 221 style of leader behaviour 244 partnerships 162, 163, 193, 223, 288 Pascale, R 106–7 payroll department 188 Peloza, J 100 Pepsi 285 perceived performance gap 214–15, 358 perception 258, 282, 358 performance gap 214–15 performance imperatives 215, 358 performance measurement 207, 210, 268 alternative measures 345–8 case study 351–2 types of 343–4 person culture 55, 358 personality 246 traits 239–40, 268, 360 PESTEL analysis 59–62, 117, 118, 155, 358 international business 75–7 Peters, T.J 39–40, 52, 56 Pettigrew, A 221 pharmaceutical industry 59–60, 173 see also Eli Lilly; GlaxoSmithKline; Merck; Roche philanthropy 92–3, 358 Phillip Morris 76 Pierce, L 98 Pixar 16–17, 225–6, 252 planning 16, 111–12, 122–3, 215, 358 case study 124–5 content of plans 113–15 fallacy 140 gathering information 116–18 identifying actions and communicating plan 120–1 implementing plans 121–2 monitoring results 122 process of 115–16 purposes of 112–13 setting goals or objectives 112, 118–20 systems 115–16 view of strategy process 151, 152, 153 planning permission 99 policies 132, 358 political perspective 247 control 348 grapevine 285–6 influencing and political behaviour 247 model of change 221–2 model of decision-making 138 strategy process 153 political risk 76, 358 political systems 60, 62, 76–7, 99 national political conflict 134 pollution 77, 224 Polman, Paul 217 Porter, M.E 161 five forces analysis 57–9, 117, 118, 154–5, 355 value chain 156–7, 360 position innovations 217 Post-It notes 223 power 358 of buyers 58, 155 control systems 348 culture 55 distance 79, 80 human need for 263 increase by sharing 247 influencing others 244–7 political model of change 221, 358 receptiveness to change 218 sources of 244–6 of suppliers 58, 155 power companies automated decision systems 136 PowerGen 115, 185 Prastacos, G 215 Pret A Manger 34, 183, 236 prior hypothesis bias 139, 358 problem 130, 358 procedures and rules 34–5, 132, 180, 183, 342 process control systems 201, 358 process innovations 216 process measures 344, 358 Procter & Gamble 149, 150, 213, 223 Proctor, S.J 11 product development 188 product innovations 216 product/market matrix 158–60, 206 product–process matrix 325–6 products, nature of 321–2 professional services 326, 327 programmed (or structured) decisions 132, 133, 358 project managers 10, 358 project systems 326 psychological contract 257–8, 358 public sector 15–16, 18–19, 35, 36, 62 agency theory 64 National Health Service 196, 202, 213, 235, 327, 337, 346, 351–2 strategy 151, 163 pubs 61 Pugh, D.S 188 quality 328–9, 332, 335, 358 intangibles and service 330 managing 330–1 order-winning and order-qualifying criteria 330 standards 328 tangibles 329 Quinn, R.E 29–31, 54 radical innovation 217, 358 railways 16, 327 Crossrail in London 16, 111, 124–5, 235, 326 Network Rail 179, 235 Rainforest Alliance 102 rational goal models 31–4, 40 competing values framework 29–31, 54 rational model of decision-making 135–6, 358 rationality, bounded 136, 137, 139, 153 Raven, B 244 receptive contexts 218, 358 recession 60, 257 RED brand 102 referent power 246, 358 regionalisation 84 regulation changes and innovation 224 Reingold, J 91 relatedness needs 263, 359 relativism, ethical 98 Renault 76, 112, 199–200 Renault/Nissan 60 representativeness bias 140, 359 reputation 100, 196, 247, 261 Research in Motion 58 resources 6, 156 unique 156 responsibility 177, 359 restaurants 321 Inamo 41, 116, 133 reward power 245, 246–7, 343, 359 rewards, extrinsic and intrinsic 269 risk 359 decision-making 134, 137, 354 financial institutions 82, 98 joint ventures 163, 356 political 76, 358 Roche 179 Roddick, Anita 237 role culture 55, 359 roles, management 12–15 Rolls-Royce 162 Rosen, S 277 Rousseau, D.M 257 Rowntree, Joseph 92 Royal Bank of Scotland (RBS) 91, 92, 114–15, 128, 178, 206, 240 Royal Dutch Shell see Shell Royal Society for the Protection of Birds (RSPB) 158 royalties 73 Rugman, A.M 84 rules 34–5, 132, 180, 183, 342, 359 www.freebookslides.com INDEX Russia 76 Ryanair 5, 6, 9, 11, 12, 14, 23–4, 60, 114, 156, 161, 319, 327 SABMiller 179 Saga 162 Sainsbury, Lord 93 Sainsbury’s 60, 114, 195, 206, 214 Salt, Titus 92 Samsung 140 SAS Institute 40, 230, 283 satisficing 136, 137, 153, 359 Saunders, C 300 scenario planning 117–18, 359 Schalk, R 257 scheduling 328 Schein, E 53 Schmidt, W.H 243 Schultz, Howard 87–8 scientific management 31–3, 35, 39, 331, 359 Scott Timber 10 Scottish and Southern Energy 99 Sculley, John 252, 253 Sears, Roebuck 174 selective attention 282, 359 SelectMinds 197 self-actualisation 261, 262 self-interest 95 enlightened 93, 97, 354 self-managing teams 299, 308–9, 310, 359 sensitivity analysis 117, 359 service delivery 319–20, 332 activities 327–8 material 328 nature of products 321–2 operations strategy 324, 357 quality 328–30, 358 service systems 326–7 transformation process 320–1 visibility 325, 327 service shops 327 shareholders agency theory 63–4 sharia law 60 Shell 10, 73, 91, 100, 118, 175, 242 Shenhua Group 73 shipping 71–2, 112–13, 162 short-term orientation 80, 82 Siemens 58, 186, 202–3 Simon, H 132, 136 Sine, W.D 188 Singapore 75 Singh, Manmohan 77 situational models of leadership 243–4, 359 Skinner, B.F 259, 262 Skoll, Jeff 93 Slack, N 324 small organisations 14, 188 SMART 119–20 Smit, Tim 255, 274–5 Smith, Adam 31, 35 Smith, D.K 300, 308 Smith, M 225 Snyder, J 98 social contract 96–7, 359 social man 39 see also motivation; teams social networking 18, 62, 229, 277, 294–5, 359 co-creation 199 converging technologies 196, 197 marketing 210, 279, 285 organisational communication 284, 285 strategy context 151 social responsibility 87 social services 62 co-ordinating work 184 team working 309 socio-cultural factors 60–1 socio-technical systems 41–2, 359 Sony 161 Sony Ericsson 175 South Africa 76 South America 80 South Korea 75, 79 span of control 178, 359 Sparrowe, R.T 249 specialisation 187 functional 9–10, 35 functional and divisional structures 180–1 management hierarchies 10–11 theory of absolute advantage 75, 360 vertical and horizontal 177 work 176–7 spokespersons 12 Sprague, L 327 Spriegel, W.R 32, 33 staff managers 10, 359 stakeholder theory 64 stakeholders 12, 51–2, 62–3, 359 corporate responsibility and 99–100, 354 Japanese model 82 Stalker, G.M 42, 184, 185, 187 Standard Oil 174 standard of performance 320, 338, 359 standardisation of inputs and outputs 183 Star TV 248 Starbucks 71, 73, 82, 83, 87–8, 100, 327 Stavins, R.N 96 stereotyping 282, 359 Stewart, R 8, 12 store managers 10 stores and bureaucratic methods 36 Strachan, A 303 strategic business units (SBUs) 113, 359 strategic plans 113–14, 359 strategy 149–50, 164–5, 359 business-unit-level 161–2, 185–6 case study 167 competences 155–6, 353 competitive 151, 353 corporate responsibility and 100–3, 354 corporate-level 158–60 deciding how to deliver 162–3 definition 150 emergent 151–3, 354 evaluation 164 external analysis 154–5 implementation 163 innovation 225, 356 internal analysis 155–8 IS, organisation and 205–7 loop 153–4 operations 324 organisation structure 174–5, 185–6, 189, 357 planning, learning and political processes 151–4 process, content and context 150–1 product/market matrix 158–9 resources 155–6 375 structure, performance and 174–5 SWOT analysis 117, 157–8, 359 value chain 156–7, 360 subsidiaries 73–4 substitutes 59, 155 subsystems 41, 359 suggestion schemes 288 Sull, D.N 154, 164 Sun Microsystems 220 Sunseeker 324, 326 Superdrug 161 supermarkets 155, 216, 217, 327 see also Morrisons; Sainsbury’s; Tesco supervisors 11, 187, 239, 283 behavioural models 240–2 grievance procedures 288 motivation 271, 357 span of control 178, 359 suppliers power of 58, 155 sustainability 62, 101 Swartz, M 91 Sweden 79, 80 SWOT analysis 117, 157–8, 359 system boundary 40, 359 tacit knowledge 138 Taiwan 75, 80 Tan, Ho-chen 248 tangible resources 6, 156, 359 Tannenbaum, R 243 Tapscott, D 198 targets 338–9 tariffs 78 task culture 55, 359 Tata 60, 74 Taylor, Frederick W 31–2, 219, 260, 323 teams/groups 182, 297–8, 311–12, 359 briefings 287 case study 313–14 common approach 301, 305–6 communication within 286, 306, 307, 313–14 composition 301–4 concertive control 308–9, 353 features of 300–1 Follett, Mary Parker 37–8, 260, 307 group decision-making 140–2 groups and crowds 300–1 groupthink 141–2, 355 Hawthorne studies 38–9, 307 natural workgroups 270 observation 306–7, 357 outcomes of 307–11 processes 305–7 quality management 331 rewards 310 stages of team development 304–5 supportive relationships 308 types of 298–300 see also culture; motivation technical expertise 246 technology 360 knowledge transfer 225 organisation structure and 186–7, 357 PESTEL analysis 61–2, 77, 358 teleconferences 283, 284 telephone communication channel 283–4 mobile telephony industry see separate entry www.freebookslides.com 376 INDEX Tellis, G.J 74 Tesco 71, 149, 162, 180, 196, 203–4, 206, 217, 218, 288, 327 theories of management 27, 43–4 competing values framework 29–31, 54–5 human relations models 29–31, 37–40, 55 internal process models 29–31, 34–7, 42, 54 open systems models 29–31, 40–3, 55 rational goal models 29–34, 54 value of 28–9 theory of absolute advantage 75, 360 Thomas, A.B 19, 248 Thompson, J.D 135 Thompson, P 31, 32, 35, 56 Tiefenbrun, Ivor 224, 324 TJ Morris 156 TNK-BP 76 Toffler, B.L 91 Total Quality Management (TQM) 224, 331, 360 trade theory theory of absolute advantage 75, 360 traits models 239–40 transaction processing system (TPS) 201, 360 transactional leaders 239, 360 transformational leaders 239–40, 360 transnational companies 71, 74, 360 see also multinational companies transportation 77 mass services 327 railways see separate entry shipping 71–2, 112–13, 162 Trend Micro 74 Trevino, L.K 97 Trist, E.L 41, 297 Tuckman, B 304 Tullis-Russell 40 Tversky, A 139 Twitter 210, 279 Uhl-Bien, M 301 uncertainty 360 avoidance 79, 80 co-ordinating work 184 decision-making 134, 136, 137, 138, 139, 354 emergent models of change 220–1, 354 Unilever 60, 101, 213, 217 unit production 187 United Kingdom 16, 76, 79, 80, 81, 82 Crossrail in London 16, 111, 124–5, 235, 326 London Underground 28 National Health Service 196, 202, 213, 235, 327, 337, 346, 351–2 Network Rail 179, 235 Stationery Office 163 Vehicle Licensing Agency 196 United States 60, 76, 79, 80, 81–2, 98, 323 University of Lund 223 user communities 224, 229 user-generated content (UGC) 197, 360 utilitarianism 94, 95 value chain 156–7, 360 value creation 6–7 values and beliefs 53, 343 Van der Heijden, K 117, 118 Van der Veer, Jeroen 242 Van der Vegt, G.S 309 Venezuela 79 venture capital industry 140 vertical integration 160 videoconferencing 283, 300 Virgin 60, 160, 214 Virgin Media 156 virtual teams 299–300, 313–14, 360 Vodafone 163 Vogel, D 91, 100, 102–3 voicemail systems 283 Volkswagen 92 voluntary sector 62 volunteers 11, 230 Vroom, V.H 141, 243, 266–7 Wageman, R 305 Walmart 58, 74, 101, 161 water companies 62, 77 Waterman, D.H 39–40, 52, 56 Waterstones 167, 180 Watkins, S 91 Watts, S 323 Weaver, G.R 97 Weber, Max 34–5, 188 Welch, Michael 288 Wetherspoons 180 Wheelwright, S.C 325 Whipp, R 221 Whitley, R 81 Whittington, R 115 wikinomics 198, 360 Wikipedia 197 Williams, A.D 198 wind farms 99 Witt, L.A 239 Wolff, H.-G 15 Woodward, J 42, 186–7 work study 32 World Trade Organization (WTO) 78, 84 Wozniak, Steve 235 Wright, Sharon 223 written communication 284 Yahoo 203 Yetton, P.W 141, 243 Yip, G.S 82, 83 Young-Soo, Kwon 242 YouTube 62, 195, 197, 229, 230 Zara 319, 334–5, 337 ZTE Corporation 58 Zuckerberg, Mark 18, 294 ... Meanings of management Management as a universal human activity Management is both a universal human activity and a distinct occupation In the first sense, people manage an infinite range of activities:... understand what customers value and build an organisation to satisfy them MEANINGS OF MANAGEMENT Management in practice Creating value at DavyMarkham www.davymarkham.com Kevin Parkin is Managing Director... areas of management As an organisation grows, senior managers usually create separate functions and a hierarchy, so that management itself becomes divided Functional specialisation General managers