Managing & organizations : an introduction to theory and practice/ created by Stewart Clegg, Martin Kornberger and Tyrone S. Pitsis

Machine generated contents note: idea --
guide --
How to use the book --
pt. One MANAGING PEOPLE IN ORGANIZATIONS --
1. Managing And Organizations In Changing Contexts --
Opening. Thinking, Contextualizing --
Introduction --
Changing paradigms --
Using Managing and Organizations --
Summary --
Exercises --
Additional resources --
2. Managing Sensemaking --
Managing. Organizations. Sensemaking --
Introduction --
Managing --
Organizations --
Sensemaking --
Common metaphors framing rationality --
Why are managerialist assumptions of rationality influential? --
Summary --
Exercises --
Additional resources --
3. Managing Individuals --
Seeing. Being. Feeling --
Introduction --
Psychology at work --
Perception at work --
Values: managing me, myself, and I --
Personality --
Positive psychology: emotions and happiness --
Summary --
Exercises --
Additional resources --
4. Managing Teams And Groups --
Cohabitation. Collaboration. Consternation --
Introduction --
Team and group dynamics --
Group properties and processes --
Developing teams --
Team conflict and the darker side of teams --
Toxic handling in teams --
Summary --
Exercises --
Additional resources --
5. Managing Leading. Coaching, And Motivating --
Transformation. Instruction. Inspiration --
Introduction --
What is leadership? --
New perspectives on leadership --
Is leadership culturally variable? The GLOBE Project --
Summary --
Exercises --
Additional Resources --
6. Managing Human Resources --
Diversity. Selection. Retention --
Introduction --
HR origins --
HRM in practice: the core functions --
HRM in context --
Institutional shaping of HRM --
industrial relations climate --
Summary --
Exercises --
Additional resources --
pt. Two MANAGING ORGANIZATIONAL PRACTICES --
7. Managing Cultures --
Values. Practice. Being --
Introduction --
concepts of culture --
Stories of strong cultures --
Different perspectives on culture --
Measuring national cultures --
Summary --
Exercises --
Additional resources --
8. Managing Conflict --
Conflict. Clashes. Conciliations --
Introduction --
Conflict in and among organizations --
From dysfunctional to constructive conflict --
Normative approaches to conflict --
Five styles of personal conflict management --
Silencing conflict --
Shifting views of conflict? --
Summary --
Exercises --
Additional resources --
9. Managing Power, Politics, And Decision-Making In Organizations --
Resistance. Empowerment. Decisions --
Introduction --
Sources of power --
Politics --
Domination, authority, empowerment, emancipation --
Hegemony and total institutions --
Experiments with authority --
Power, politics, and decision-making --
ethics of decision-making rationality --
Managing with positive power --
Summary --
Exercises --
Additional resources --
10. Managing Communications --
Meaning. Sensemaking. Polyphony --
Introduction --
Theories of communication --
Communication at work --
Summary --
Exercises --
Additional resources --
11. Managing Knowledge And Learning --
Communities. Collaboration. Boundaries --
Introduction --
Knowledge management --
Driving forces behind knowledge and learning --
Organizational learning as paradox? --
Summary --
Exercises --
Additional resources --
12. Managing Innovation And Change --
Creativity. Imagination. Foolishness --
Introduction --
Central approaches and main theories --
Managing change and innovation --
Summary --
Exercises --
Additional resources --
13. Managing Social Responsibility Ethically --
Stakeholders. Responsibility, Sustainability --
Introduction --
Stakeholder management --
Corporate greening --
Critical management --
Doing CSR --
Approaches to business ethics --
Summary --
Exercises --
Additional resources --
pt. Three MANAGING ORGANIZATIONAL STRUCTURES AND PROCESSES --
14. Managing Bureaucracy --
Thinkers. Principles. Models --
Introduction --
Origins --
Management theory: foundations --
Exporting modern management ideas --
Contemporary management models --
Resisting management: labour process theory --
Summary --
Exercises --
Additional resources --
15. Managing Beyond Bureaucracy --
Dysfunctions. Institutions. Isomorphism --
Introduction --
Rethinking bureaucracies --
Summary --
Exercises --
Additional resources --
16. Managing Organizational Design --
Design. Environment. Fit --
Introduction --
Contingency theory --
New organizational forms --
Summary --
Exercises --
Additional resources --
17. Managing Globalization --
Flows. Finance. People --
Introduction --
Defining globalization --
Characteristics of globalization --
Competitive advantage --
Who and what are the globalizers? --
Global managers and global jobs --
Global rights --
Global sustainability --
Global winners and losers --
Resisting globalization --
dark side of globalization --
Summary --
Exercises --
Additional resources.

A realist's guide to management capturing the complex life of organizations. It delivers the key themes and debates through interactive, instructive (and fun) learning aids and features. Get 12 months FREE access to an interactive eBook* when you buy the paperback (Print paperback version only ) For the last ten years, more and more students have been won over by Managing and Organizations ' unparalleled coverage , wisdom and insight into the bustling and complex life of organizations. Now in its Fourth Edition , this unique and highly esteemed text goes from strength to strength, offering: seamless coverage of the essential topics of organizational behaviour a realist's guide to management capturing the complex life of organizations (the paradoxical, emotional, insecure, self-confident, responsible, irresponsible) and delivering the key themes and debates in an accessible way interactive, instructive (and fun) learning aids and features, both in the text and on the companion website an attractive, easily navigable, full-colour text design As well as cutting-edge content and features, new to the fourth edition: chapter on Organizational Conflict a fully revised range of learning aids and features providing interactive and instructive guidance to encourage critical thinking and the application of real-life experience revised case studies at the end of every chapter that examine key organizational issues in-depth from a diverse range of scenarios a fully revised companion website with comprehensive resources, including 'What Would You Do?' author videos free access to an interactive e-book with paperback purchases which includes links to additional video, audio and print content, for a more dynamic learning experience, allowing students to read and study, how when and where they want.