Managing People and Organizations in Changing Contexts

1st Edition

Authors: Graeme Martin
Paperback ISBN: 9780750680004
Imprint: Butterworth-Heinemann
Published Date: 31st January 2006
Page Count: 440


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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 CIPD’s core management standards
* material that has been tested with managers and students in Europe, the USA and Asia

Key Features

  • Addresses the contemporary problems faced by managers in dealing with people, organisations and managing change in a rigorous and practical way.
  • The book has a contemporary and relevant edge to it with an original structure and consistent awareness of current trends
  • Covers the CIPDs core management standards and the author is seeking accreditation/exemption from them.


MBA and management masters markets, for full time and part-time students. It is especially relevant to students undertaking a masters in HR.

Table of Contents

Acknowledgements vii Module 1 An Introduction to Managing People in Changing Contexts 1/1 1.1 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 2 Module 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 Introduction 5.2 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 People Management 6.2 Defining and Explaining ‘Corporateness’ 6.3 Connecting Corporate Branding, Reputation and Identity to People Management 6.4 Modeling the Relationship between People Management, Identity, Brands and Reputation Modul


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About the Author

Graeme Martin

Graeme Martin (BA, MSc, MBA, PhD) is director of the Centre for Reputation Management through People (CRMP) at the University of Glasgow. He is also Visiting Professor in Human Resource Management at the University of Colorado in Denver and holds visiting appointments in Italy, Sweden and Australia. He has published widely in the fields of international human resource management, organizational change, human resource development, human resource management and more recently, in eLearning. He has a background as an HR practitioner and has consulted widely with a number of firms and public sector organizations in the UK and in Australia.

Affiliations and Expertise

Director of the Centre for Reputation Management at the University of Glasgow’s School of Business and Management, UK


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