Book 1. UNDERSTANDING STAKEHOLDERS

Contents

Introduction

1  Stakeholders and their interests
2 Satisfying customers
2.1 Identifying customers
2.2 Supplier-customer relationships
3 Financial stakeholders
3.1 Internal stakeholders
3.2 External stakeholders
4 The interests of employees
4.1 The formal contract
4.2 The informal contract
4.3 The psychological contract

Summary

References

Acknowledgements

Book 2. THE MARKET-LED ORGANISATION

Contents

Introduction

1 Understanding market orientation
1.1 Three approaches to marketing
1.2 Do all organisations need to be market oriented?
1.3 How do organisations become market leaders?
2 Managing a market-led organisation
2.1 Managing relationships
2.2 An integrated perspective on relationship management: the six markets model

Summary

References

Acknowledgements

Book 3. THE EXTERNAL ENVIRONMENT

Contents

Introduction

1 Organisational boundaries
2 The competitive environment
2.1 Analysing the competition
2.2 Porter's five forces
3 The far environment
3.1 Sociological factors
3.2 Technological factors
3.3 Economic factors
3.4 Environmental factors
3.5 Political factors

Summary

References

Acknowledgements

Book 4. INTRODUCTION TO ORGANISATIONS

Contents

Introduction

1 Why organisations exist
2 Organisational mission
3 Differentiation and integration
4 Structural design
4.1 Bureaucratic structures
4.2 Achieving differentiation
4.3 Achieving integration

Summary References

Book 5. ORGANISATIONAL CULTURE

Contents

Introduction

1 Defining culture
1.1 Culture as symbols
1.2 Strong corporate cultures
1.3 Cultural difficulties
2 Classifying cultures
2.1 Handy's four cultures
2.2 Organisational contingencies
2.3 National cultures
3 Managing cultural differences
4 Changing contexts and cultures

Summary

References

Book 6. POWER, AUTHORITY AND INFLUENCE

Contents

Introduction

1 Power, authority and influence
1.1 Defining the terms
1.2 Characteristics of power
2 Sources of power
2.1 Role-derived power
2.2 Interrelation of power sources
3 Influence strategies
3.1 Using position
3.2 Push, pull or persuade?
3.3 Preparation and prevention
4 Using power responsibly
5 Leadership
5.1 Traditional theories of leadership
5.2 Leadership as a process
5.3 Leadership abilities and skills

Summary

References

Acknowledgements

Book 7. UNDERSTANDING OPERATIONS

Contents

Introduction

1 Operations, operations management and operations managers
1.1 The historical development of operations management
1.2 The role of the operations manager
2 The transformation model
2.1 Inputs
2.2 Outputs
2.3 Transformation processes
2.4 Feedback
3 The boundary of the operations system
3.1 A process perspective on organisations

Summary References

Book 8. THE FINANCIAL CONTEXT

Contents

Introduction

1 The bigger picture: a macro perspective
1.1 The pyramid of purposes
1.2 The pyramid of purposes and resources
1.3 The flow of finance
1.4 Managing the complexity of the flow of finance
2 Inputs into outputs? î micro perspective
2.1 Consuming resources over a period of time
2.2 What about the funding?
3 Making it work
3.1 Internal controls
3.2 Financial stakeholders

Summary

References

Acknowledgements

Book 9. UNDERSTANDING AND MANAGING INFORMATION

Contents

Introduction

1 Data and information
1.1 What is information?
1.2 Hard and soft information
1.3 Quality of information
2 Management information systems
2.1 Information systems
2.2 Designing information systems
3 Information organisational power
4 The process of information management
4.1 Gathering information
4.2 Analysing information
4.3 Communicating information
4.4 Storing information

Summary References

Acknowledgements

Book 10. PRESENTING AND ANALYSING DATA

Contents

Introduction

1 Presenting data
1.1 Tabulation and aggregation
1.2 Graphs, charts and diagrams
2 Analysing data
2.1 Averaging
2.2 Measures îò spread
2.3 Correlation and regression

Summary

Book 11. CUSTOMER EXCELLENCE

Contents

Introduction

1 Market choices: defining the market
1.1 Exchange processes and the six markets model
1.2 Basic model of customer buying behaviou
2 Market choices: segmentation
2.1 What is 'market segmentation'?
2.2 Developing segments for the market
3 Market choices: targeting attractive segments
3.1 One-to-one segmentation
3.2 Compatibility of segments
4 Market choices: positioning

Summary

References

Acknowledgements

Book 12. PRODUCT EXCELLENCE

Contents

Introduction

1 Building a value proposition
1.1 The organisation's mission
1.2 Competitive differentiation
1.3 Marketing assets and brands
2 Key relationships and performance indicators
2.1 Service positioning
2.2 The key relationships
2.3 Translating strategy into action - performance indicators

Summary

References

Acknowledgements

Book 13. MANAGING HUMAN RESOURCES

Contents

introduction

1 Defining human resource management (HRM)
1.1 Human resource/flow
1.2 Performance management
1.3 Work design
1.4 Employee involvement
2 HRM and performance
2.1 Evaluation criteria
3 Fitting HRM to the organisation and its environment
4 Revisiting the case Summary References Acknowledgements

Book 14. MOTIVATION AND JOB DESIGN

Contents

Introduction

1 The significance of motivation
2 Motivation theory
2.1 Human needs and satisfaction
2.2 Outcomes and expectancy theory
3 Job design
3.1 Scientific management
3.2 Job enlargement and enrichment
3.3 The job characteristics model
3.4 The socio-technical systems approach

Summary

References

Acknowledgements

Book 15. FINANCIAL FRAMEWORKS

Contents

Introduction

1 First ideas for financial frameworks
1.1 True and fair
1.2 The role of judgement in financial information
2 Formulating figures: the art of accounting
3 Influences on judgement
3.1 Crossing national boundaries
3.2 Creative accounting

Summary

Appendix A

Appendix B

References

Acknowledgements

Book 16. FINANCIAL STATEMENTS FOR FINANCIAL PERFORMANCE

Contents

Introduction

1 External financial statements and their interconnections
2 A closer look at financial statements
2.1 Balance sheets
2.2 The profit statement
2.3 The cash How statement
2.4 Preparing to look even closer
3 inside the profit statement
4 Within the cash flow statement
5 Beneath the balance sheet

Summary

References

Book 17. THE CONCEPT OF QUALITY

Contents

Introduction

1 The quality imperative
2 What is quality?
3 The evolution of quality practice
3.1 Quality inspection
3.2 Quality control
3.3 Quality assurance
3.4 Total quality management
3.5 Quality management systems
3.6 The quality gurus
4 Customer requirements
5 The costs of quality
5.1 Costs of conformance
5.2 Costs of non-conformance
5.3 Measuring costs
6 Barriers to quality
6.1 Systems and procedures
6.2 Culture
6.3 Organisational design
6.4 Management perspectives

Summary

References

Acknowledgements

Book 18. RECONCILING STAKEHOLDER INTERESTS

Contents

Introduction

1 Stakeholder relationships
1.1 Co-operation or conflict?
1.2 Classifying stakeholders
2 Managing stakeholder interests
2.1 Identifying objectives
2.2 Organisations and the community
2.3 Finding a balance
3 Evaluating performance
3.1 Measuring efficiency
3.2 Measuring effectiveness
3.3 Balanced scorecard

Summary

References

Acknowledgements

Book 19. NATIONAL PARK, LOCAL INTERES

Contents

introduction

1 Analysing case studies
2 The Broads
2.1 Background
2.2 European policy on habitat management
2.3 The Broads
3 The Broads Authority
3.1 History
3.2 The Broads Act
3.3 Structure of the Broads Authority
3.4 Duties of the Broads Authority
3.5 Finances
4 Views of stakeholders
5 Activities

Annex A: Maps of the Broads

Annex B: Data on the National Parks of England and Wales

Annex C: Financial statements, 2001-03

Annex D: Boats registered on the Broads

Annex E: Hire Boat Strategy

Glossary

References

Acknowledgements

Introduction

1. MANAGEMENT AND LEARNING

Introduction

1 The nature of management
1.1 Traditional management roles
1.2 Current management challenges
2 Management learning
2.1 Learning objectives for the course
2.2 How managers learn
3 How the course is designed
3.1 Course components
3.2 The learning process

Summary

References

Acknowledgements

2. MANAGEMENT AND MAKING SENSE

Introduction

1 Uncommon sense?
2 Objectives, control and systems thinking
2.1 Objectives
2.2 The control loop
2.3 Systems thinking
3 Types of management theory
4 How to be a management guru

Summary

References

3. KEY TRANSFERABLE SKILLS

Introduction

1 Transferable skills
1.1 Assessing your skills priorities
2 Planning
2.1 Action plans

Summary References

Perspectivs

Contents

Introduction

1 Stakeholder theory (Session 1)
2 The external context (Sessions 2-3)
2.1 Perspectives on markets
2.2 Environmental volatility
3 The internal context (Sessions 4-6)
3.1 Structure and contingency
3.2 Managing conflict
4 Understanding processes (Sessions 7-10)
4.1 The importance of systems
4.2 Information into knowledge
5 Organisations as providers (Sessions 11-12)
5.1 Is marketing important?
5.2 Segmentation and customer satisfaction
5.3 Challenging brands
6 Organisations as employers (Sessions 13-14)
6.1 People or resources?
7 Organisations as businesses (Sessions 15-18)
7.1 Financial information for managers
7.2 Quality and stakeholders

Conclusion References Acknowledgements

Handbook

Contents

Acknowledgements

INTRODUCTION

1 Using this handbook
  How the book is structured
  Planning your work on the handbook
  Chapter structure

BEFORE DECIDING ON A PROGRAMME

2 What MBAs and related qualifications offer
  MBA origins
  The changing management development context
  Key dimensions of variation
3 Choosing a Master's programme
  Assessing your present position and goals
  Choosing the best route
  Choosing between institutions

PRE-COURSE PREPARATION

4 Preparing for Master's level study
  Gaining organisational support
  Managing stress
  Coping with unavoidable stress
  Developing assertiveness skills
  Exploiting information technology
  Preparatory reading
5 The time problem
  Assessing the problem
  Freeing the additional time you need
6 Managing time at work
  Basic time management principles
  Putting principles into practice

DEVELOPING LEARNING SKILLS

7 Effective learning
  Finding a place
  The advantage of studying at regular times
  Developing a study plan
  Clarifying your study objectives
  Using time effectively Exercises which can be used during study breaks
  Learning from learning theory
  What is learning?
  Kolb's theory
  Learning styles
9 Improving reading skills
  Eye movements
  Increasing reading speed
  Selecting reading material
  Choosing your reading speed
  Photo-reading for accelerated learning
  Taking notes
10 Using diagrams
  The importance of diagrams
  Brain patterns or mind maps
  Relationship diagrams
  Rich pictures
  Systems maps
  Multiple-cause diagrams
  Other diagramming techniques
11 Working in teams
  Task and process
  Behaviours seen in groups
  Choosing a group
  Group formation
  Aids to group effectiveness
  The dangers of group work
  Becoming a more effective group member
  The role of informal groups
12 Learning from case studies
  The place of case studies
  Coping with cases
  A method for approaching cases
13 Using numbers
  Causes of difficulty
  Why managers need maths
  Representing numbers
  Range
  Distributions and histograms
  Bar charts
  Pie charts
  Graphs
  Estimating
  Rounding
  Fractions, percentages and ratios
  Using equations
  Working with brackets
  Helpfile: Cracking the code

SKILLS FOR ASSESSMENT

14 Scoring well in assessment
  Assessment in context
  Common causes of failure
  Assessment as communication
15 Writing assignments and reports
  Assignment planning
  Developing your material
  Drafting written assignments
  Using report format
  The basics of clear English
  Helpfile 1: Glossary of terms used in examination and assessment questions
  Helpfile 2: Spelling (the right word)
  Helpfile 3: Punctuation and grammar
16 Making presentations
  The risks of presenting
  Structure
  Delivery technique
  Visual aids
  Handling questions
  Dealing with nerves
  Preparation
17 Passing examinations
  Types of written examination
  Common causes of failure
  Exam preparation
  During the examination
18 Other forms of assessment
  The reasons for alternative approaches
  Portfolio assessment
  Constructing your portfolio
  Assessment centres
  Preparing for assessment via simulation
  Viva voce examinations
  Preparing for a viva voce examination
19 Projects, theses and dissertations
  The objectives of a management thesis or dissertation
  The role of a supervisor
  Topic choice
  Generating possible topics
  Topic selection
  Literature search
  Data planning
  Project planning and control
  Writing up

AFTERWARDS

20 Beyond your Master's...
  Lifelong learning
  Reassessing your objectives
  Exploring options
  Making an effective job application
  Technology and recruitment
  Going forward
  References
  Index