Originally published: New York : Prentice Hall, 1998.

Includes bibliographical references and index.

PART 1 AN INTRODUCTION TO MANAGEMENTPart case - The Body ShopChapter 1 Managing in organisations - Chem-Tec *Chapter 2 Evolution of ideas on management - Robert OwenPART 2 THE ENVIRONMENT OF MANAGEMENTPart case - BP Amoco *Chapter 3 Analysing the business environment - PowerGen *Chapter 4 The international dimension of management - LufthansaChapter 5 Corporate social responsibility - Ford PintoPART 3 PLANNING Part case - The Virgin Group *Chapter 6 Corporate strategy - Scottish HomesChapter 7 Marketing and competitive positioning - The Millenium Dome *PART 4 ORGANIZING Part case - Royal Bank of Scotland *Chapter 8 Organization structure and culture - ABB *Chapter 9 Human resource management - BMWChapter 10 The developing organization - OticonChapter 11 Managing change - The environment agency *PART 5 LEADINGPart case - W.L.Gore and AssociatesChapter 12 Influence and power - Digital EuropeChapter 13 Motivation - The Benefits AgencyChapter 14 Communication - Ebank (?) *Chapter 15 Teams - Quintiles *PART 6 CONTROLLING Part case - Kwik-FitChapter 16 Finance and budgetary control - SiemensChapter 17 Managing operations and quality - BenettonChapter 18 Managing information systems - Boeing ** Denotes new case for this edition.

This comprehensive and well-respected text acknowledges management as a widespread human activity, exercised by people at all levels and in all types of organisations. It combines rigour with a highly accessible presentation, integrating general and functional perspectives within a clear framework of management. The second edition has been revised and updated to incorporate the latest research. Key features: * Expands and integrates material on globalisation, environmental issues, the Internet and other 'new economy' developments such as dotcoms and call centres, making it completely up-to-date in its coverage of modern technology. * Reflects the wider interest in public sector management and the management of not-for-profit organisations such as charities and voluntary organisations. * Integrates general and functional aspects of management around a single framework of 'content-process-control', which is introduced in Chapter 1. * Recognises the more critical perspectives towards management and organisational activities, encouraging students to engage in critical analysis. * Many case studies are new and all others have been fully updated.