1Preface
974.2 People At Work
2Chapter 1. Management and Leadership
984.2.1 Basic Behavior Modification
31.1 What is management?
994.2.2 Problems of People at Work
41.1.1 Definition
1004.2.3 Scientific Management Applied to Individuals at Work
51.1.2 Do Organizations Need Management?
1014.2.4 Human Relations Approach Applied to Individuals at Work
61.1.3 Management Processes
1024.2.5 The Concept of Morale
71.2 Management Roles
1034.3 Needs Theories Of Motivation
81.2.1 Management Activities
1044.3.1 Maslow’s Hierarchy of Needs
91.2.2 Devising and discharge of an auditing process
1054.3.2 McClelland on Motivation
101.3 Leadership In The Context Of Management
1064.3.3 Herzberg’s Two-factor Theory
111.3.1 What is a Leader?
1074.4 Models Of Behavior And Motivation
121.3.2 Formal and Informal Leaders
1084.4.1 McGregor’s Theory X and Theory Y
131.3.3 Power and Leadership
1094.4.2 Ouchi’s Theory Z
141.3.4 Leadership Qualities
1104.4.3 Participative Management
151.4 Action-centered Leadership
1114.5 Process Theories Of Motivation
161.4.1 Task Needs
1124.5.1 Expectancy Theory
171.4.2 Team Needs
1134.5.2 Equity Theory or Adam’s Social Exchange
181.4.3 Individual Needs
1144.5.3 Attribution Theory
191.5 Leadership styles
1154.5.4 Handy’s Motivational Calculus
201.5.1 A Continuum of Leadership Styles
1164.5.5 Psychological Contracts
211.5.2 People v Production Orientation
1174.6 Excellence Theory And Motivation
221.5.3 Reddin’s 3D Theory
1184.7 Exercise
231.5.4 Likert’s Employee-Centerd Supervision
119Chapter 5. Organizing and Motivating
241.6 Contingency theories of leadership
1205.1 Delegation
251.6.1 Fiedler’s Contingency Model
1215.1.1 Responsibility, Authority and Accountability
261.6.2 Hersey and Blanchard’s Situational Leadership Model
1225.1.2 Conditions for Effective Delegation
271.6.3 Handy’s Contingency Model
1235.1.3 What is it that Superiors Delegate?
281.7 Exercise
1245.1.4 The Process of Delegation
29Chapter 2. Management Accountability and Responsibility
1255.1.5 Barriers to Effective Delegation
302.1 The breadth of accountability
1265.1.6 Techniques of Delegation
312.1.1 Accountability to whom?
1275.1.7 Advantages and Disadvantages of Delegation
322.1.2 The Concept of Externalities
1285.2 Empowerment
332.1.3 Stakeholder Theory
1295.2.1 Definition
342.2 Management And Social Responsibility
1305.2.2 Ownership
352.2.1 The Social Responsibility Debate
1315.2.3 Teams and Leaders
362.2.2 Recent Issues in Social Responsibility
1325.2.4 Structure and Culture
372.3 Techniques for Increasing Social Responsibility
1335.2.5 Board Provides Direction
382.3.1 Codes of Practice
1345.2.6 Empowerment and Training
392.3.2 Social Accounting and Social Audit
1355.2.7 Evaluating Empowerment
402.3.3 Combining Legal Requirements and Social Responsibilities
1365.3 Centralization/decentralization
412.4 Equal OPPORTUNITIES
1375.3.1 Functions of Centralization
422.4.1 Unequal Treatment and Disadvantaged Groups
1385.3.2 Functions of Decentralization
432.4.2 Equal Opportunities Legislation
1395.3.3 Advantages of Decentralization
442.4.3 The Equal Pay Act of 1970
1405.3.4 Disadvantages of Decentralization
452.4.4 The Sex Discrimination Act 1975
1415.3.5 Factors Influencing Centralization/Decentralization
462.4.5 Equal Opportunities Policies
1425.3.6 Federal Decentralization
472.4.6 Management of Diversity
1435.3.7 New Types of Decentralization
482.5 The Ethics Of Managers
1445.3.8 Recentralization of Authority
492.5.1 Individual and Organizational Ethics
1455.3.9 Creating a Culture to Assist Decentralization and Delegation
502.5.2 Whistleblowing
1465.4 Gaining Commitment To Organizational Objectives
512.5.3 Stakeholder Theory and Business Ethics
1475.4.1 Methods of Gaining Commitment
522.5.4 Techniques for Developing Ethicality
1485.4.2 The Work of Martin and Nicholls
532.6 Exercise
1495.4.3 Targets
54Chapter 3. Management and The Changing Organization
1505.5 Jobs
553.1 Organizational culture
1515.5.1 Job Satisfaction
563.1.1 What is Organizational Culture?
1525.5.2 Job Design
573.1.2 Handy’s Typology of Organizational Culture
1535.5.3 Job Rotation
583.2 Influences on Organizational Culture
1545.5.4 Job Enlargement
593.2.1 Origins
1555.5.5 Job Enrichment
603.2.2 Size
1565.5.6 Principles of Job Design
613.2.3 Technology
1575.6 Rewards
623.2.4 Goals and objectives
1585.6.1 Motivation and Pay
633.2.5 External environment
1595.6.2 Payment Systems
643.2.6 Human resources
1605.6.3 Contemporary Developments in Reward Systems
653.2.7 Culture Analysis
1615.7 Exercise
663.2.8 Culture Management
162Chapter 6. Management Control
673.3 The learning organization
1636.1 The basic elements of the control process
683.3.1 Aspects of a Learning Organization
1646.1.1 Monitoring and Controlling
693.3.2 Criticisms of the Concept
1656.1.2 Basic Elements of Control
703.4 The culture of quality
1666.2 Setting Standards
713.4.1 Quality Control
1676.2.1 Where to Set Standards
723.4.2 Total Quality Management (TQM)
1686.2.2 Types of Standards
733.4.3 Assessing Total Quality Management
1696.2.3 Establishing Measurable Standards
743.4.4 Developments in the Culture of Quality
1706.3 Measuring And Comparing Performance
753.5 The culture of enterprise
1716.3.1 Feedback
763.5.1 Intrapreneurship
1726.3.2 Control Loops
773.5.2 Strategic Business Units and Internal Marketing
1736.3.3 Feed-forward Control
783.6 Business process re-engineering
1746.4 Control systems
793.6.1 BPRE Defined
1756.4.1 Board Level Control – Planning, Programming and Budgeting Systems (PPBS)
803.6.2 Types of BPRE
1766.4.2 Control Techniques at Management Level
813.6.3 Characteristics of Re-engineered Processes
1776.5 Human Behavior And Control Systems
823.6.4 Holonics
1786.5.1 Making Control Systems Work
833.7 The impact of globalization
1796.5.2 Guidelines for Effective Controls
843.7.1 Globalization and the Manager
1806.6 Performance Management
853.7.2 Current trends in organizations
1816.6.1 Performance Evaluation
863.7.3 Labor and Capital
1826.6.2 Performance Management
873.7.4 Flexibility
1836.6.3 Performance Management and Performance Appraisal
883.7.5 Centralization, Decentralization and Empowerment
1846.7 Disciplinary and grievance procedures
893.7.6 Strategic Business Units (SBUs)
1856.7.1 Discipline at the Workplace
903.7.7 Diversification
1866.7.2 Essential Features of Disciplinary Procedures
913.7.8 Transnational Organizations
1876.7.3 Disciplinary Interviewing
923.7.9 The Flexible Firm
1886.8 Grievance Procedures
933.7.10 The Virtual Organization
1896.9 Exercise
943.8 Exercise
190Appendix
95Chapter 4. Management and Motivation
191Glossary
964.1 What Is Motivation?
192Index
