Part I: Introduction to management 1. The changing world of management 2. The evolution of management thinking Part II: The environment of management 3. The environment and corporate culture 4. Managing in a global environment 5. Ethics, social responsibility and sustainable development 6. The environment of entrepreneurship and small-business management Part III: Planning 7. Organisational planning and goal setting 8. Strategy formulation and implementation 9. Managerial decision making Part IV: Organising 10. Fundamentals of organising 11. Managing change to achieve performance 12. Human resource management 13. Managing diversity Part V: Leading 14. Dynamics of behaviour in organisations 15. Leading in organisations 16. Motivation 17. Communication in organisations 18. Teamwork in organisations Part VI: Controlling 19. Managerial and quality control 20. Managing the Value Chain, Information Technology and e-business Capstone Chapter: Making effective management happen
Danny A. Samson, B.E., Ph.D., is Professor of Management and was Head of the Department of Management at the University of Melbourne, where he has also been Associate Dean (Development) of the Faculty of Economics and Commerce and Director of the Foundation for Sustainable Economic Development and the Centre for Manufacturing Management. Professor Samson has been a member of a number of boards of directors, committees and industry bodies, including appointments as a member of the TAC Board, Australian Manufacturing Council and the Commonwealth Government Industry Task Force on Leadership and Management (Karpin committee). He has written eight books in the fields of decision analysis, manufacturing and production strategy, strategy, e-business and technology management. He has won research and best paper awards from leading journals, as well as teaching excellence awards, and has been Associate Editor of various management journals, such as the Journal of Operations Management. His principal research interests are in the strategic competitiveness of organisations and in the effective use of operations systems towards achieving that competitiveness. He has won numerous competitive research grants and published in a variety of journals that reflect the breadth of his research interests, including the Academy of Management Executive, Journal of the Operational Research Society, European Journal of Operational Research, Journal of Risk and Insurance, Journal of Business Research, International Journal of Management Science, ASTIN Bulletin, Journal of Operations Management, Interfaces, Decision Sciences Journal, International Journal of Technology Management, Australian Accounting Review, Decision Support Systems and the International Journal of Production and Operations Management. Richard L. Daft, Ph.D., is the Brownlee O. Currey, Jr. Professor of Management in the Owen Graduate School of Management at Vanderbilt University, where he specializes in the study of leadership and organization theory. Dr. Daft is a fellow of the Academy of Management and has served on the editorial boards of Academy Of Management Journal, Administrative Science Quarterly, and Journal of Management Education. He was associate editor-in-chief of Organization Science and associate editor of Administrative Science Quarterly. Dr. Daft has authored or co-authored 13 books, including The Executive and the Elephant, Organization Theory and Design, and Management. He also has authored dozens of scholarly articles, papers, and chapters, and he has published in the Administrative Science Quarterly, Academy Of Management Journal, Academy Of Management Review, Strategic Management Journal, Journal Of Management, Accounting Organizations And Society, Management Science, MIS Quarterly, And Organizational Behavior Teaching Review. Dr. Daft has received several government research grants in organization design, organizational innovation and change, strategy implementation, and organizational information processing. An active teacher and respected consultant, Dr. Daft has served as associate dean and helped manage a start-up enterprise. He has been involved in management development and consulting for numerous organizations, including the American Banking Association, AutoZone, Nortel, Bridgestone, TVA, Pratt & Whitney, Allstate Insurance, State Farm Insurance, the United States Air Force, the U.S. Army, J.C. Bradford & Co., Central Parking System, USAA, Bristol-Myers Squibb, Vanderbilt University Medical Center, and many others.
Part I: Introduction to management 1. The changing world of management 2. The evolution of management thinking Part II: The environment of management 3. The environment and corporate culture 4. Managing in a global environment 5. Ethics, social responsibility and sustainable development 6. The environment of entrepreneurship and small-business management Part III: Planning 7. Organisational planning and goal setting 8. Strategy formulation and implementation 9. Managerial decision making Part IV: Organising 10. Fundamentals of organising 11. Managing change to achieve performance 12. Human resource management 13. Managing diversity Part V: Leading 14. Dynamics of behaviour in organisations 15. Leading in organisations 16. Motivation 17. Communication in organisations 18. Teamwork in organisations Part VI: Controlling 19. Managerial and quality control 20. Managing the Value Chain, Information Technology and e-business Capstone Chapter: Making effective management happen
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