Managing People in Changing Organizations

✍ Scribed by Graeme Martin

• Publisher: Routledge
• Year: 2024
• Tongue: English
• Leaves: 455
• Edition: 3
• Category: Library

✦ Synopsis

Managing People in Changing Organizations addresses the contemporary problems faced by managers in dealing with people, organizations, and change in a theoretically informed and practical way. It does so by drawing on classic studies in management, up-to-date research (including the author’s own), case studies, and reflective exercises. This textbook approaches people management and organizational development from the perspective of practising and aspiring managers, making it a valuable alternative to existing texts on organizational behaviour, change management, and human resource management. This third edition incorporates new research and recent changes in technology, including artificial intelligence, work and job design, and additional insights into innovation, corporate governance, and sustainability.

Built around a chapter framework that connects different themes to managerial action and practices, this textbook covers a wide range of topics including: managing at the individual, group, and organizational levels; culture change; managing internationally; reputation management; managing creativity and innovation; and corporate governance, corporate social responsibility, and sustainability. There is an increased international flavour, reflected in the range of contemporary case studies and literature used throughout, which explore business and management problems in the private and public sectors. The content also reflects the author’s recent experience of consulting and managing at board level.

This text will be relevant to practising and aspiring managers studying leadership, people management, organizational behaviour and development, and change management on courses at later stage undergraduate, masters, doctoral, and executive education levels.

✦ Table of Contents

Cover
Half Title
Title Page
Copyright Page
Table of Contents
List of Figures
List of Tables
Chapter 1 An introduction to managing people and organizations
Understanding management
Management as a set of universal truths
Stability and change in models of management
Explaining changing mindsets
A framework for the book
Review questions
References
Chapter 2 The nature of management, managers, and their work
A framework for understanding managers and their work
A framework for understanding the rounded manager
The rounded manager
A model of effective management
Review question
References
Chapter 3 Managing in the individual–organizational context
Introduction
The psychological contract
Defining and forming psychological contracts
Breach and violation of psychological contracts
Types of psychological contracts
Measuring psychological contracts
Managing psychological contracts
Managing talent
New approaches to talent management
Managing careers
Managing organizational commitment and identification
Organizational commitment
Organizational identification
Psychological ownership
Over-identification and workaholism
Work–life balance
Managing employee engagement
Review questions
References
Chapter 4 Managing in the organizational context
Introduction
Organizational structures
Mintzberg’s different types of organizational structure
New approaches to organizational design
Tests of effective organizational design
Review questions
References
Chapter 5 Managing in an international context
Introduction
National differences in the business environment
National cultural values
Problems with the cultural values approach
Institutions, history, and business systems
Managing people in an international context
Developing international managers
Review questions
References
Chapter 6 The corporate context, organizations, and managing people
Introduction to corporate reputation, identity, brands, and people management
Defining and explaining ‘corporateness’
Connecting corporate branding, reputation, and identity to people management
Modelling the relationship between people management, identity, brands, and reputation
Review questions
References
Chapter 7 The knowledge context, organizational learning, and managing people
Understanding the nature of knowledge management and organizational learning and the impact on organizations and people
The knowledge-based economy
Knowledge-intensive enterprises
Knowledge creation, transfer, and utilisation
Images of knowledge and organization
The relationship between different images of knowledge, organizational structures, and managing people
The nature of intellectual capital
Review questions
References
Chapter 8 The technological context, organizations, and managing people
Understanding the nature of technological change and its relationship with managing people
Defining technologies and new technologies: A combination of ‘hardware and software’
Developing a framework for exploring the relationship between technology and human resource management
New technologies and managing people: The role of social media in collaboration, sharing knowledge, communicating, and expressing voice
Review questions
References
Chapter 9 Managing creativity, innovation, and teams
Introduction
Changing approaches to creativity
The context for creativity and innovation
Teamworking, creativity, and innovation
Problems with teams and teamworking
Managing creativity
The importance of networks
Managing innovation
Review questions
References
Chapter 10 Managing organizational change and culture
Introduction
Models of organizational change
Changing organizational cultures
Alternative ways of theorising culture
Examples of a cultural toolkit approach
Lessons for successful organizational change
Competing perspectives on organizational change
References
Chapter 11 Corporate governance, corporate (social) responsibility, and corporate sustainability
Introduction
Corporate governance
Corporate social responsibility
Predicting the outcomes of CSR
References
Index