The Effective Manager: Perspectives and Illustrations / Edition 1

by Jon Billsberry

Overview

‘This text does an efficient job of introducing theory into a practical setting at the outset of the book.... Overall the book gives worthwhile synopses of many of the important issues in management. It is probably not for the in-depth study of management but gives an overall picture of the issues facing management today. This would be useful as an introductory text for management or as a refresher text to review more current management issues. The scenarios and exercises in various sections also add an experiential component to the text to enhance the reader's knowledge. The variety of approaches to management issues that are explained give a good picture of the multitude of complications facing today's managers' - Management Learning

Product Details

ISBN-13:	9780761951117
Publisher:	SAGE Publications
Publication date:	08/22/1996
Series:	Published in association with The Open University
Edition description:	New Edition
Pages:	360
Product dimensions:	6.14(w) x 9.21(h) x 0.75(d)

About the Author

Jon Billsberry is a Lecturer in Organizational Behaviour and a member of the Centre for Human Resource and Change Management at the Open University Business School.

Table of Contents

There's Nothing so Practical as a Good Theory - Jon Billsberry
How Can Theory Help Managers Become More Effective?
PART ONE: MANAGEMENT, LEADERSHIP AND CONFLICT
Men and Women in Transition - Nigel Nicholson and Michael West
Chocolate Eggs and Chester Barnard - Iain Mangham
The Chinese Contract - Charles Handy
Can Leaders Change Their Styles? - Andrzej Huczynski and David Buchanan
How Can I Win if You Don't Lose? - Judith Knelman
Games Where the Winner Doesn't Take All
The [pound]5 Auction - Charles Handy
PART TWO: MOTIVATION AND STRESS AT WORK
Profit-Related Pay - Greg Clark
A Retrospective
Does Money Motivate? - Adrian Furnham
Job Features and Excessive Stress - Peter Warr
Prevention and Management of Work Stress - Lawrence R Murphy
Stressed? - Kevin Daniels
PART THREE: ORGANIZATIONAL CULTURE AND THE CHANGING NATURE OF ORGANIZATIONAL ENTRY
Corporate Tribes - Terrence Deal and Allen Kennedy
Identifying the Cultures
Gender Cultures - Su Maddock and Di Parkin
Women's Choices and Strategies at Work
Managing Organizational Culture - Emmanuel Ogbonna
Fantasy or Reality?
Phases and Levels of Organizational Change - Nicholas S Rashford and David Coghlan
The Short List, or Principles of Selection - C Northcote Parkinson
Hiring for the Organization, Not the Job - David E Bowen, Gerald E Ledford Jr and Barry R Nathan
When Does the Recruitment and Selection Process End? The Organizational Entry Cycle and a Horticultural Metaphor - Jon Billsberry
PART FOUR: DECISION MAKING AND TEAMS
Satisficing - Irving L Janis and Leon Mann
Limited Rationality - James March
Groupthink - Irving L Janis
Reaping the Benefits of Teamwork - Adrian Furnham
Team Roles and a Self-Perception Inventory - R Meredith Belbin
Teams - Peter Herriot and Carole Pemberton
Old Myths and a New Model
The Trouble with Teams - The Economist
PART FIVE: DEVELOPING STAFF
The Peter Principle - Laurence J Peter and Raymond Hull
How Managers Can Become Developers - Alan Mumford
Managing Individual Behaviour - Stephen L Fink
Bringing Out the Best in People
Special Needs, Different Solutions - Alan Mumford
Appraisal - Clive Fletcher
An Idea Whose Time Has Gone?
Managing Individual Behavior - Stephen L Fink
Bringing Out the Best in People
PART SIX: DIVERSITY IN ORGANIZATIONS
The Cultural Relativity of Organizational Practices and Theories - Geert Hofstede
Communicating across Cultural Barriers - Nancy Adler
Actions Speak Louder than Words - Rosemary Thomson
Diversity - Rajvinder Kandola and Johanna Fullerton
More than Just an Empty Slogan
Sex - David Sims, Stephen Fineman and Yiannis Gabriel
Professional and Openly Gay - David Shallenberger
A Narrative Study of the Experience
Taking Action on Harassment - Kerry Hawkins
PART SEVEN: POSTSCRIPT
A New Deal for Middle Managers - Peter Herriot and Carole Pemberton

Editorial Reviews

‘There are many...excellent papers, and really too many to list or describe here. Interestingly, the papers are all short; ranging from two to about a dozen pages in length and yet one is not left with the impression that either quality nor the messge has been either diluted or lost through brevity....It is likely that the book will appeal to and be most appropriate for students new to the study of management, who wish to be introduced to what it is that the management theorist can offer the practitioner. In this respect this book works very well and I have no hesitation in recommending it for inclusion on the reading list of first or second level management development programmes' - International Journal of Training and Development

‘This text does an efficient job of introducing theory into a practical setting at the outset of the book.... Overall the book gives worthwhile synopses of many of the important issues in management. It is probably not for the in-depth study of management but gives an overall picture of the issues facing management today. This would be useful as an introductory text for management or as a refresher text to review more current management issues. The scenarios and exercises in various sections also add an experiential component to the text to enhance the reader's knowledge. The variety of approaches to management issues that are explained give a good picture of the multitude of complications facing today's managers' - Management Learning

‘In the first chapter, the author sets out clearly and simply to explain how theory can help managers and gives several helpful, relevant examples which should tap any manager or management student's interest.... This book will provide a very good introduction to what management theory is about as well as an overview of key issues relating to managing people and would be most useful as an introductory text for students of management' - Journal of Managerial Psychology

From the Publisher