Eldenburg's Management is an introductory text that focuses on presenting content in an easy to understand way that encourages students to think critically and draw connections between theory and practice. This new seventh edition has a strengthened focus on technology and features have been updated to help students further consolidate their knowledge.

This includes various forms of revision materials such as auto-graded knowledge-check questions and self-skill assessment. There is also a broad variety of concise case studies, including new ones with a strategic focus, which enable instructors to have thought-provoking and engaging tutorials. An exciting addition to the interactive e-text are the new ANZ videos that feature a diverse group of management thought-leaders who give insights and ‘tales from the front.’ This will provide supplementary content for lectures or serve as pre-work for a flipped classroom.

Table of Contents:

About the authors xi

Applications at a glance xiv

Chapter 1 The contemporary workplace 1

Introduction 2

1.1 Working in today's economy 3

1.2 Organisations in today's workplace 9

1.3 Managers in today's workplace 12

1.4 The management process 23

1.5 Managerial learning 25

Summary 30

Key terms 31

Applied activities 32

Endnotes 32

Acknowledgements 34

Chapter 2 Historical foundations of management 35

Introduction 37

2.1 Classical approaches to management 37

2.2 Behavioural approaches to management 42

2.3 Quantitative approaches to management 45

2.4 Modern approaches to management 46

2.5 Continuing management themes 48

Summary 54

Key terms 54

Applied activities 55

Endnotes 55

Acknowledgements 57

Chapter 3 Environment and diversity 58

Introduction 60

3.1 Environment and competitive advantage 60

3.2 Internal environment and organisational culture 65

3.3 Customer-driven organisations 68

3.4 Quality-driven organisations 70

3.5 Diversity and multicultural organisations 72

Summary 80

Key terms 81

Applied activities 81

Endnotes 82

Acknowledgements 85

Chapter 4 International dimensions of management 86

Introduction 87

4.1 International management and globalisation 88

4.2 International business challenges 94

4.3 Multinational corporations 98

4.4 Culture and global diversity 100

4.5 Management across cultures 105

Summary 110

Key terms 110

Applied activities 111

Endnotes 112

Acknowledgements 114

Chapter 5 Ethical behaviour and social responsibility 115

Introduction 116

5.1 What is ethical behaviour? 117

5.2 Ethics in the workplace 121

5.3 Maintaining high ethical standards 124

5.4 Social responsibility 126

5.5 Organisations and society 131

Summary 133

Key terms 133

Applied activities 134

Endnotes 134

Acknowledgements 137

Chapter 6 Sustainability 138

Introduction 139

6.1 What is sustainability? 140

6.2 International sustainability guidelines for business 144

6.3 Sustainability and organisations 148

6.4 Organisational change: developing the sustainable firm 151

6.5 Current trends in business sustainability 152

Summary 155

Key terms 155

Applied activities 156

Endnotes 156

Acknowledgements 158

Chapter 7 Information and decision making 159

Introduction 161

7.1 Information technology and the new workplace 162

7.2 Information and information systems 165

7.3 Information and decision making 171

7.4 The decision-making process 173

7.5 Knowledge management and organisational learning 178

Summary 180

Key terms 180

Applied activities 181

Endnotes 182

Acknowledgements 183

Chapter 8 Planning 184

Introduction 186

8.1 How and why managers plan 187

8.2 Types of plans used by managers 191

8.3 Planning tools, techniques and processes 194

Summary 202

Key terms 202

Applied activities 203

Endnotes 203

Acknowledgements 204

Chapter 9 Strategic management 205

Introduction 206

9.1 Sustainable strategic competitiveness 207

9.2 The strategic management process 210

9.3 Strategies used by organisations 216

9.4 Strategy formulation 220

9.5 Strategy implementation 226

Summary 229

Key terms 230

Applied activities 230

Endnotes 231

Acknowledgements 233

Chapter 10 Organising 234

Introduction 236

10.1 Organising as a management function 236

10.2 Traditional organisation structures 238

10.3 Essentials of organisational design 243

10.4 Contingencies in organisational Environment 247

10.5 Developments in organisation Team structures 251

10.6 Subsystems design and integration 254

10.7 Organising trends 257

Summary 260

Key terms 261

Applied activities 262

Endnotes 262

Acknowledgements 264

Chapter 11 Controlling 265

Introduction 266

11.1 Organisational control 267

11.2 Types of controls 270

11.3 Organisational control systems 273

Summary 282

Key terms 282

Applied activities 283

Endnotes 283

Acknowledgements 284

Chapter 12 Human resource management 285

Introduction 287

12.1 Diversity and the importance of people 288

12.2 HRM 291

12.3 Attracting a quality workforce 298

12.4 Developing a quality workforce 303

12.5 Engagement: maintaining a quality workforce 307

Summary 316

Key terms 316

Applied activities 317

Endnotes 318

Acknowledgements 320

Chapter 13 Leading 321

Introduction 322

13.1 The nature of leadership 323

13.2 Leadership traits and behaviours 326

13.3 Contingency approaches to Fiedler's contingency model 329

13.4 Issues in leadership development 334

Summary 340

Key terms 340

Applied activities 341

Endnotes 341

Acknowledgements 344

Chapter 14 Communication and interpersonal skills 345

Introduction 346

14.1 The communication process 347

14.2 Improving communication 351

14.3 Perception 358

14.4 Communication and conflict management 360

14.5 Negotiation 364

Summary 368

Key terms 369

Applied activities 370

Endnotes 370

Acknowledgements 372

Chapter 15 Motivation and rewards 373

Introduction 374

15.1 What is motivation? 375

15.2 Content theories of motivation 377

15.3 Process theories of motivation 382

15.4 Reinforcement theory of motivation 387

15.5 Motivation and remuneration 390

Summary 395

Key terms 396

Applied activities 396

Endnotes 396

Acknowledgements 399

Chapter 16 Individuals, job design and stress 400

Introduction 401

16.1 The meaning of work 402

16.2 Satisfaction, performance and job design 404

16.3 Directions in job enrichment 411

16.4 Alternative work arrangements 414

16.5 Job stress 418

Summary 424

Key terms 425

Applied activities 425

Endnotes 426

Acknowledgements 428

Chapter 17 Teams and teamwork 429

Introduction 430

17.1 Teams in organisations 431

17.2 Trends in the use of teams 433

17.4 Decision making in teams 446

17.5 Leading high-performance teams 448

Summary 451

Key terms 452

Applied activities 452

Endnotes 452

Acknowledgements 454

Chapter 18 Leading and managing change 455

Introduction 457

18.1 Challenges of change 458

18.2 Organisational change 464

18.3 Managing planned change 468

18.4 Organisation development 477

18.5 Personal change and career readiness 483

Summary 486

Key terms 487

Applied activities 488

Endnotes 488

Acknowledgements 490

Chapter 19 Entrepreneurship and new ventures 491

Introduction 493

19.1 The nature of entrepreneurship 493

19.2 Entrepreneurship and small business 499

19.3 New venture creation 503

19.4 Entrepreneurship and business

Summary 508

Key terms 508

Applied activities 509

Endnotes 509

Acknowledgements 511

Chapter 20 Operations and services management 512

Introduction 514

20.1 Operations management essentials 514

20.2 Value chain management 517

20.3 Service and product quality 521

20.4 Work processes 525

20.5 Physical factors in the workplace 527

Summary 529

Key terms 529

Applied activities 530

Endnotes 530

Acknowledgements 531

Case 1 532

Case 2 535

Case 3 538

Case 4 540

Case 5 544

Case 6 546

Case 7 549

Case 8 552

Case 9 555

Case 10 557

Strategy case 1 560

Strategy case 2 567

Index 572