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Management Theory and Practice
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Table of Contents

Part One - Management Theory Section One - Introduction 1.Management - An Introduction 2.Organizations 3.Classical Management Section Two - Human Relations - Early Theories 4.Motivation Theories 5.Leadership Theories 6.Group Work Theories 7.Organizational Culture and Climate Section Three - Systems Theories 8.Systems and Contingency Theories 9.Management Information Systems Theory Section Four - Managing Strategically 10.Strategic Management 11.International Strategy and Leadership Section Five - Contemporary Approaches to Management Theory- New Perspectives Explored 12.Management Theory in Turbulent Times 13.Management (Competence) Theories Part Two - Management in Practice Section Six - Planning, Leading and Strategizing 14.The Environment 15.Strategy 16.Implementing and Managing Strategy Section Seven - Organizing 17.Organizing the Workforce 18.Organizing Work 19.Organizing for Innovation 20.Organizing for Productivity and Responsiveness 21.Reorganizing: Managing Change Section Eight - Motivating 22.Motivating Individual Employees 23.Motivation in Groups and Teams Section Nine - Controlling 24.Organizational Control 25.Managing Quality 26.Managing Risk Part Three - Business Functions and Processes Section Ten - Marketing 27.Marketing Fundamentals 28.Traditional Marketing Tools 29.Customer-Oriented Marketing Approaches 30.Digital Marketing 31.Sales Management Section Eleven - Operations 32.Procurements 33.Logistics 34.Production 35.SCM Systems and Technology Section Twelve - Human Resources 36.Human Resource Management (HRM) 37.Managing the Employee Lifecycle 38.Performance Management 39.International Human Resource Management (IHRM) Section Thirteen - Financial Aspects of Management 40.Accounting and Finance 41.Budgeting Section Fourteen - Managing Information Resources 42.Managing Information Resources 43.Digital Technologies

About the Author

The late Gerald Cole worked and taught in a wide variety of large and small organizations in the public and private sectors. He held two non-executive directorships and was also an external examiner at Middlesex University. Phil Kelly is a Programme Leader and Reader at Liverpool Business School. He teaches management on a variety of undergraduate and postgraduate programmes. Prior to this, he was a business practitioner and worked for 20 major companies across the world. He has a Doctorate in Business Administration from Manchester University.

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