Managers' Dilemmas
Book
Paperback/Softback
224 pages
978-1-4051-6028-5 (ISBN)
Description
More than ever, today's managers are beset by successive, fashionable, prescriptions concerning the structure, dynamics, processes and direction of the modern corporation. Unlike their earlier counterparts, the current areas of interest are less clearly associated with Human Resource issues (HR policies, processes, cultures and so on) and far more closely linked with issues more explicitly central to business activity and business performance. Managers need to develop an understanding of innovation, off-shoring, outsourcing, inter-organizational arrangements and other aspects of supply chain management. This book will assist executives and management students to make better sense of these different spheres of activity by exploring them in relation to each other. By helping them make sense of these ideas in relation to each other the book will also allow them to better assess if, and to see how, where and when, they could be of use. This is an invaluable guide to the most current management issues for advanced management undergraduates, MBAs and executives.
More details
Language
English
Place of publication
Chicester
United Kingdom
Publishing group
John Wiley and Sons Ltd
Target group
Professional and scholarly
ISBN-13
978-1-4051-6028-5 (9781405160285)
Copyright in bibliographic data is held by Nielsen Book Services Limited or its licensors: all rights reserved.
Schweitzer Classification
Persons
John Storey is Professor of Management at the Open University Business School and a consultant to leading corporations. He authored and edited 16 books on business, management and organizations. Graeme Salaman is Professor of Organizational Studies at the Open University Business School. He has published widely and is an international consultant.
Content
TABLE OF CONTENTS.Ch 1: Introduction: The Unifying Framework: Knowledge-Mission-Form-Capability-Performance.End of chapter summary and further reading.Ch2: Managers and Knowledge: the Key Resource and Capability.(Exploration of the types of knowledge relevant to managers and the skills involved in their utilization).End of chapter case box and exercise.Ch 3: Setting the Mission: The Role of Leadership.(Covers these issues: leading the business and leading change; the nature of modern leadership; managing change and managing change consultants.).end of chapter summary and further reading.Ch 4: Managing Innovation and Change.(Innovation in products, services and supply chains; global industries; identifying successful and less successful ways of managing for innovation)..end of chapter case box and summary.Ch 5. Designing Appropriate Organizational Forms.(The range of choices; and inter-organizational forms and capabilities: including capability to adapt and innovate and to use and develop knowledge..end of chapter summary and further reading.Ch 6: Managing Organizational Networks.(Managing suppliers, partnerships, networks, and inter-organizational relations).end of chapter summary and further reading.Ch 7: Managing Capability.(Talent management, learning and development; global teams).end of chapter case-box and summary.Ch 8: Performance Management.(Goal setting, feedback, managing rewards).end of chapter case box and summary.Ch 9: Bringing It All Together.(The ways in which the key issues align; discussion of future trends.)