Managing People and Organizations in Changing ContextsBy
- Graeme Martin, Director of the Centre for Reputation Management at the University of Glasgow's School of Business and Management, UK
Managing People and Organizations in Changing Contexts addresses the contemporary problems faced by managers in dealing with people, organizations and managing change in a theoretically-informed and practical way. This textbook is a contemporary and relevant alternative to the standard works that cover material on Organization Behaviour and Human Resource Management because it approaches people management from the perspective of managers and aspiring managers. The book has an international orientation and many of the cases and examples in the book reflect this. It addresses the problems that managers face in managing people in old and new economy organisations and is interdisciplinary in its approach, including contributions from management, organisational behaviour, HRM, strategy, marketing and reputation management, and technology. This text meets the requirements of managers, leaders and students in managing people in contemporary and changing contexts. Managing People and Organizations in Changing Contexts offers: * a contemporary and relevant edge with an original structure * awareness of international and current trends and up-to-the-minute detail. * cases based on original research and consulting experience * new material on the role of management and leadership, technology and reputation management, and covers much of the material for CIPDs core management standards * material that has been tested with managers and students in Europe, the USA and Asia * a website on
MBA and management masters markets, for full time and part-time students. It is especially relevant to students undertaking a masters in HR.
Published: January 2006
Imprint: Butterworth Heinemann
Professor Thomas Clarke, Director, Centre for Corporate Governance, University of Technology, Sydney, Australia This work is a highly informed and original analysis of the challenges and dilemmas of managing people in the contemporary context. Demonstrating an acute knowledge of the task of managing people in rapidly changing organizational and technological environments, the book skillfully offers an authoritative range of helpful insights. The author is one of the most accomplished international writers in the field of human resource management, and has a unique capacity to bring together a refreshing combination of professional experience and academic research. Practitioners and students will find this a definitive guide to the state of the art of people management in demanding times. It is likely this work will have an extensive take-up not only on formal educational programs internationally, but also on management development programs. Dr. Hong ZHANG, Visiting Professor of Management, Nanchang University , Honorary Senior Teaching Fellow at the University of Glasgow's Business School. In an increasingly dynamic, international and fragmented business environment, managing people out of context is a meaningless idea. The neglect by firms of changing cultural, institutional, economic and technological contexts when managing human resources is likely to be counterproductive and even dangerous. In China, for example, significant changes in national culture and institutions have often been ignored in the Western literature, which does little to enhance the reputation of western business and academics. This book provides an antidote to the 'best practice' literature by providing international MBA students and managers, including those in China, with advanced and contemporary ideas that are contextually sensitive. It also provides them with useful practical guidance that will help them enhance their compentences of future career development in a global economy. "Professor Martin has produced a uniquely valuable book addressing a key function that managers must perform to be successful: to produce change and innovation through people. By integrating theories, concepts, and practices from organizational theory, organizational behavior, and human resource management, this book will allow students and practitioners to gain a broad understanding of the complex challenges faced by managers in today's dynamic organizational environments. Herman Aguinis, Ph.D. Mehalchin Term Professor of Management The Business School University of Colorado at Denver and Health Sciences Center USA
- Acknowledgements viiModule 1 An Introduction to Managing People in Changing Contexts 1/11.1 Understanding Management 1.2 Management as a Set of Universal Truths 1.3 Stability and Change in Models of Management 1.4 Explaining Changing Mindsets 1.5 A Framework for the Course Module 2 The Nature of Management, Managers and their Work 2.1 A Framework for Understanding Managers and Their Work 2.2 A Framework for Understanding the Well-Rounded Manager 2.3 The Well-Rounded Manager 2.4 A Model of Effective Management 2Module 3 Managing in the Individual Organisational Context 3.1 Introduction 3.2 The Psychological Contract 3.3 Managing Psychological Contracts 3.4 Leadership in Organisations Module 4 Managing in the Organisational Context 4.1 Introduction 4.2 Organisational Structures 4.3 New Approaches to Organisational Design 4.4 Tests of Effective Organisational Design Module 5 Managing in an International Context 5.1 Introduction5.2 National Differences in the Business Environment 5.3 National Cultural Values 5.4 Institutions and Business Systems 5.5 Managing in an International Context 5.6 Developing International Managers Module 6 The Corporate Context and Managing People 6.1 Introduction to Corporate Reputation, Identity, Brands and PeopleManagement6.2 Defining and Explaining Corporateness 6.3 Connecting Corporate Branding, Reputation and Identity to PeopleManagement6.4 Modeling the Relationship between People Management, Identity,Brands and ReputationModule 7 The Knowledge Context and Managing People 7.1 Understanding the Nature of Knowledge, its Strategic Role andImpact on Managing People7.2 The Knowledge-Based Economy 7.3 Knowledge-Based Enterprises 7.4 Knowledge Creation, Transfer and Utilisation 7.5 Images of Knowledge and Organisation 7.6 The Nature of Intellectual Capital 7Module 8 The Technological Context and People Management 8.1 Understanding the Nature of Technological Change and itsRelationship with Managing People8.2 Defining Technologies and New Technologies: A Combination ofHardware and Software8.3 Developing a Framework for Exploring the Relationship betweenTechnology and Human Resource Management8.4 New Technologies and Managing People Module 9 Managing Organisational Change 9.1 Introduction 9.2 Models of Organisational Change 9.3 Changing Organisational Cultures 9.4 Lessons for Successful Organisational Change Appendix 1 Answers to Review Questions Appendix 2 Practice Final Examinations Index