Managing & Organizations ^{3rd Ed.}

Now in its Third Edition, this unique and highly esteemed text goes from strength to strength, continuing to offer:

• 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 delivers 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
• a guide to further reading including hand-selected journal articles, many of which are available on the Companion Website.

As well as cutting-edge content and features, the Third Edition now includes:

• clearer, more concise exposition of all you need to know about organizations
• expanded coverage of public-sector, informal and non-profit organizations
• additional discussion of international cultures
• revised case studies to cater for readers across the world at all levels of knowledge and experience
• a revisited Companion Website with longer case studies.

Over the last seven years, more and more students and tutors have been won over by Managing and Organizations' coverage, wisdom and insight, and this new edition is a yet more essential guide to negotiating and understanding the bustling and complex life of organizations.

• Part One: Managing People In Organizations
1. Managing And Organizations: Managing, Organizations, Sensemaking
• Learning objectives
• Introduction
• Why theory?
• What is practice?
• Individuals in a society of organizations
• Individuals wrapped up in chains
• What are individuals?
• Managing
• Framing managing
• What do managers do?
• Organizations
• Organization characteristics
• Organizations go on while members change
• Organizations are huge repositories of rules
• Organizational identity
• Organizations as professional institutions
• Sensemaking
• What is sensemaking?
• Sensemaking characteristics
• Why are organizations interested in sensemaking?
• Tools and sensemaking
• Multiple sources of sensemaking in organizations
• Sensemaking can be a matter of life and death
• Sensemaking produces what we take to be rational
• Metaphors framing rationality
• Metaphors of division
• Metaphors of the organ
• Metaphors of choice and rationality
• Why are assumptions of rationality so influential?
• The changing contexts of managing and organizations
• Organizations and technological changes
• Changing relations of service and production
• Going global
• Changing conceptions of time and space
• Changing demographics; changing values
• Using Managing and Organizations
• Summary and review
• Exercises
• Additional resources
• Web section
• Looking for a higher mark?
2. Managing Individuals: Seeing, Being, Feeling
• Learning objectives
• Introduction
• Psychology at work
• Perception at work
• Perception and common errors
• Values: managing me, myself, and I
• Values
• Personality
• You are what you are: the trait approach 63 (1)
• You are what we think: the sociocognitive approach
• You are what you don't know: the psychoanalytical approach
• You are what you grow: the humanist approach
• Personality and management
• Positive psychology: emotions and happiness
• Shiny happy people
• Summary and review
• Exercises
• Additional resources
• Web section
• Looking for a higher mark?
• Case study
• Notes
3. Managing Teams And Groups: Cohabitation, Collaboration, Consternation
• Learning objectives
• Introduction
• Team and group dynamics
• The things that bind: why we form groups
• Types of groups
• Group properties and processes
• Social impact and group size
• Social facilitation
• Conformance and obedience
• Groupthink
• Social loafing
• Developing teams
• Teams
• Team stages
• Teamwork as a reflexive process
• Team roles
• Gender roles
• Team conflict and managing tensions in teams
• Toxic handling in organizational conflict
• Summary and review
• Exercises
• Additional resources
• Web section
• Looking for a higher mark?
• Case study
4. Managing Leading, Coaching, And Motivating: Transformation, Instruction, Inspiration
• Learning objectives
• Introduction
• What is leadership?
• Leadership as traits
• Leadership as behaviour
• Situational and contingency theories
• Transactional, transformational, and charismatic approaches
• New perspectives on leadership
• Substitutes and neutralizers
• Leaders as servants and the postmodern condition
• Postmodernism, postmodernity, empowerment, and neutralization
• Leaders as coaches
• Leaders as motivators
• Motivation: a question of self-determination
• The positive psychology of leadership
• Leadership wisdom
• Is leadership culturally variable? The GLOBE project
• Summary and review
• Exercises
• Additional resources
• Web section
• Looking for a higher mark?
• Case study
5. Managing Human Resources: Diversity, Selection, Retention
• Learning objectives
• Introduction
• HR origins
• HRM grows up
• HRM in context
• HRM and strategy
• HRM and environmental complexity
• Demographic changes: talking 'bout my generation'
• Changing face of knowledge
• Institutional shaping of HRM
• Equity and diversity
• Occupational safety and health
• HRM in practice: the core functions
• Recruiting people
• Selecting people
• Retaining and developing people
• The industrial relations climate
• Unions
• Employment relations
• Summary and review
• Exercises
• Additional resources
• Web section
• Looking for a higher mark?
• Case study
6. Managing Cultures: Values, Practice, Everyday Organizational Life
• Learning objectives
• Introduction
• The concepts of culture
• High culture and the cultures of everyday life
• Levels of culture
• Stories of strong cultures
• Peters and Waterman: McKinsey changing the world of organizations
• Strong cultures, homogeneity, and disaster
• The culture of management
• Culture in Disneyland
• Organization culture and George Orwell's Nineteen Eighty-Four
• Making up culture
• Different perspectives on culture
• The politics of managing culture
• The texts of culture
• Measuring national cultures
• Summary and review
• Exercises
• Additional resources
• Web section
• Looking for a higher mark?
• Case study
• Part Two: Managing Organizational Practices
7. Managing Power, Politics, And Decision-Making In Organizations: Resistance, Empowerment, Ethics
• Learning objectives
• Introduction
• Sources of power
• Legitimacy
• Uncertainty
• Strategic contingencies
• Resources
• Politics
• Organizations as political arenas
• Power and the politics of resistance
• Resistance by distance
• Domination and authority
• Soft domination
• Electronic and team surveillance
• Empowerment
• Concertive control
• Institutional entrepreneurs and hegemony
• The extremes of power
• Total institutions
• The ethics of organizational obedience
• Techniques of power
• How ordinary people can use authority to do extraordinary things
• Positive power
• Power, politics, and decision-making
• The ethics of decision-making rationality
• Managing with positive power
• Summary and review
• Exercises
• Additional resources
• Web section
• Looking for a higher mark?
• Case study
8. Managing Communications: Meaning, Sensemaking, Polyphony
• Learning objectives
• Introduction
• Theories of communication
• Levels of communication
• Organizational communication and organizational design
• Audiences
• Communication as marketing
• Communication as branding
• Communication at work
• Creating the expressive organization
• Managing with words?
• Power and communication
• Polyphonic communication
• Summary and review
• Exercises
• Additional resources
• Web section
• Looking for a higher mark?
• Case study
• Note
9. Managing Knowledge And Learning: Communities, Collaboration, Boundaries
• Learning objectives
• Introduction
• Knowledge management
• Sources of knowledge
• Types of knowledge
• Organizational learning
• Learning as adaptation
• Single- and double-loop learning
• Learning through exploitation and exploration
• Driving forces behind knowledge and learning
• Learning in and through communities of practice
• Learning in and through collaborations
• Organizational learning as paradox?
• The paradox of organizational learning
• A practical guide to organizational learning
• Learning, unlearning, non-learning?
• The power of learning
• Summary and review
• Exercises
• Additional resources
• Web section
• Looking for a higher mark?
• Case study
10. Managing Innovation And Change: Creativity, Chaos, Foolishness
• Learning objectives
• Introduction
• Platform innovation
• Central approaches and main theories
• Planned change
• Theories of processual change
• Innovation and change at the edge of chaos
• The changing innovation agenda
• Managing change and innovation
• Managing the politics of change and innovation
• Innovating through significant stakeholders
• Mapping innovation
• Creativity, foolishness, and management fashion
• The innovator's dilemma
• Being monstrous!
• Creative structures?
• Management fashion
• Summary and review
• Exercises
• Additional resources
• Web section
• Looking for a higher mark?
• Case study
11. Managing Sustainably: Ethics And Corporate Social Responsibility: Morals, Conduct, Responsibility
• Learning objectives
• Introduction
• The challenge of managing ethics
• Approaches to business ethics
• Thinking about ethics
• Normative and descriptive ethics
• Ethics pays: good business equals good ethics
• Ethics as an individual responsibility
• Ethics and bureaucracy
• Ethics as Catch-22
• Corporate social responsibility
• Taking CSR seriously
• What role do NGOs play in spreading CSR?
• Ethical rules for corporate social responsibility
• When rules work to effect compliance
• When rules work as ceremonial facades
• When ethical rules are at odds with other types of rules
• When the rules are ambiguous in their application
• When rules assign responsibilities
• Ethics as practice
• Doing ethics, being ethical
• Ethics expressed in and through the categories used in everyday language
• Practices at work: designing ethical behavioural change
• Corporate social responsibility and sustainability
• How responsible are managers?
• What is corporate greening?
• What are the consequences of going green?
• Summary and review
• Exercises
• Additional resources
• Web section
• Looking for a higher mark?
• Case study
• Part Three: Managing Organizational Structures and Processes
12. Managing One Best Way?: Thinkers, Principles, Models
• Learning objectives
• Introduction
• Origins
• Developing early modern management
• Limited liability legislation
• Management theory: founding fathers and mother
• Designing architecture for management: Jeremy Bentham
• Engineering design of jobs: F. W. Taylor
• Engineering design of authority: Henri Fayol
• Bureaucracy: Max Weber
• Human relations: Elton Mayo
• Management, leadership, and the functions of the executive: Chester Barnard
• Management and social justice: Mary Parker Follett
• Exporting modern management ideas
• Contemporary management models
• McDonaldization
• Resisting management: labour process theory
• De-skilling
• Summary and review
• Exercises
• Additional resources
• Web section
• Looking for a higher mark?
• Case study
• Note
13. Managing Beyond Bureaucracy: Dysfunctions, Institutions, Isomorphism
• Learning objectives
• Introduction
• Rethinking bureaucracies
• Who benefits?
• The centrality of compliance
• Rule tropism
• Changing interpretations of bureaucratic rules
• Authority and delegation
• Discretionary delegation rather than rule following
• Questioning bureaucracy
• New public management
• Institutional theory
• Institutions and entrepreneurs
• Institutions and professions
• Standards and institutionalization
• Are managers dedicated followers of fashion?
• Why French bread is better - organizationally, in terms of taste, freshness, quality
• Organizations exploiting and exploring
• Summary and review
• Exercises
• Additional resources
• Web section
• Looking for a higher mark?
• Case study
14. Managing Organizational Design: Design, Environment, Fit
• Learning objectives
• Introduction
• Contingency theory
• Structural contingency theory
• Organizational design
• Technology and organizational design
• Strategic choice and organizational design
• Structural adjustment to regain fit, or SARFIT
• New organizational forms
• The limits of the bureaucratic model
• Defining a new organizational form
• M-form
• Matrix organizations
• Shamrock organizations
• Call centres
• Networks
• New organizational forms after bureaucracy
• Rationalized myths and organizational change
• Design thinking
• Summary and review
• Exercises
• Additional resources
• Web section
• Looking for a higher mark?
• Case study
15. Managing Globalization: Flows, Finance, People
• Learning objectives
• Introduction
• Chinese whispers
• Defining globalization
• Why globalization? Scale, scope, and access to key resources
• Characteristics of globalization
• Global flows of finance, knowledge, people, and politics
• Globalization is a multiplicity of processes, not a state of existence
• Global financial systems
• Global strategic alliances
• Mergers and acquisitions
• Different institutional systems
• National governments and transnational companies have different interests
• Competitive advantage
• Innovation drives competitive advantage
• Local clusters in a globalizing world
• Who and what are the globalizers?
• Large IT firms
• Management gurus
• Management consultancy
• Management education
• Systematic management standards
• Global managers and global jobs
• Knowledge work
• Better than sex: how a whole generation got hooked on work
• Global work
• Knowledge work and dirty work
• Global rights
• Global sustainability
• Global winners and losers
• Resisting globalization
• The dark side of globalization
• Summary and review
• Exercises
• Additional resources
• Web section
• Looking for a higher mark?
• Case study

I had high hopes for this book, but they were quickly squashed. It seems to be some MBA-companion book to the authors courses, where they mention a lot of concepts but decline to give more than a cursory overview, and even those are dubious as it seems to be extremely biased on the authors opinions and not in any way reflecting the academic community or the practical reality.

If you're not forced to read this drivel, I would avoid it!.