Managing people and organizations in changing contexts / Graeme Martin.

Enhanced descriptions from Syndetics:

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 * a website on

Table of contents provided by Syndetics

• About the author (p. ix)
• Preface (p. xi)
• Acknowledgements (p. xiii)
• Chapter 1 An introduction to managing people in changing contexts (p. 1)
• Learning objectives (p. 1)
• Understanding management (p. 2)
• Management as a set of universal truths (p. 4)
• Stability and change in models of management (p. 9)
• Explaining changing mindsets (p. 12)
• A framework for the book (p. 18)
• Learning summary (p. 21)
• Review questions (p. 22)
• References (p. 27)
• Chapter 2 The nature of management, managers and their work (p. 29)
• Learning objectives (p. 29)
• A framework for understanding managers and their work (p. 30)
• A framework for understanding the well-rounded manager (p. 34)
• The well-rounded manager (p. 52)
• A model of effective management (p. 58)
• Learning summary (p. 61)
• Review questions (p. 62)
• References (p. 64)
• Chapter 3 Managing in the individual-organizational context (p. 67)
• Learning objectives (p. 67)
• Introduction (p. 68)
• The psychological contract (p. 72)
• Managing psychological contracts (p. 79)
• Leadership in organizations (p. 104)
• Learning summary (p. 113)
• Review questions (p. 115)
• References (p. 118)
• Chapter 4 Managing in the organizational context (p. 121)
• Learning objectives (p. 121)
• Introduction (p. 121)
• Organizational structures (p. 127)
• New approaches to organizational design (p. 143)
• Tests of effective organizational design (p. 150)
• Learning summary (p. 153)
• Review questions (p. 153)
• References (p. 155)
• Chapter 5 Managing in an international context (p. 157)
• Learning objectives (p. 157)
• Introduction (p. 158)
• National differences in the business environment (p. 161)
• National cultural values (p. 169)
• Institutions and business systems (p. 183)
• Managing people in an international context (p. 197)
• Developing international managers (p. 200)
• Learning summary (p. 208)
• Review questions (p. 209)
• References (p. 211)
• Chapter 6 The corporate context, organizations and managing people (p. 215)
• Learning objectives (p. 215)
• Introduction to corporate reputation, identity, brands and people management (p. 216)
• Defining and explaining 'corporateness' (p. 220)
• Connecting corporate branding, reputation and identity to people management (p. 231)
• Modelling the relationship between people management, identity, brands and reputation (p. 244)
• Learning summary (p. 251)
• Review questions (p. 253)
• References (p. 255)
• Chapter 7 The knowledge context, organizations and managing people (p. 259)
• Learning objectives (p. 259)
• Understanding the nature of knowledge, its strategic role and impact on organizations and people (p. 260)
• The knowledge-based economy (p. 267)
• Knowledge-based enterprises (p. 271)
• Knowledge creation, transfer and utilization (p. 275)
• Images of knowledge and organization (p. 282)
• The nature of intellectual capital (p. 296)
• Learning summary (p. 300)
• Review questions (p. 301)
• References (p. 303)
• Chapter 8 The technological context, organizations and managing people (p. 307)
• Learning objectives (p. 307)
• Understanding the nature of technological change and its relationship with managing people (p. 308)
• Defining technologies and new technologies: a combination of 'hardware and software' (p. 310)
• Developing a framework for exploring the relationship between technology and human resource management (p. 316)
• New technologies and managing people (p. 338)
• Learning summary (p. 358)
• Review questions (p. 359)
• References (p. 361)
• Chapter 9 Managing organizational change (p. 365)
• Learning objectives (p. 365)
• Introduction (p. 365)
• Models of organizational change (p. 369)
• Changing organizational cultures (p. 384)
• Lessons for successful organizational change (p. 394)
• Learning summary (p. 398)
• Review questions (p. 399)
• References (p. 401)
• Appendix I Answers to review questions (p. 405)
• Index (p. 415)

Author notes provided by Syndetics