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Covering all the basics in organizational behaviour, as well critically reflecting on the institutions and practices of business life, the sixth edition of Managing and Organizations: An Introduction to Theory and Practice has been updated to include:
· Cutting-edge content on diversity and inclusion, design thinking, followership and deglobalization
· New and updated 'In Practice' boxes offering real-world examples
· Engaging case studies, such as How to start decolonising your business, Power and empathy and How COVID-19 has changed university teaching
· New Additional Resources in each chapter
This textbook is essential reading for anyone studying organizational behaviour at undergraduate or postgraduate level.
A wealth of online resources for both students and lecturers, including a fully revised Instructor s Manual, PowerPoint slides and additional case studies, are available via the companion website.
Stewart Clegg is Professor at the University of Stavanger, Norway; University of Sydney and Emeritus Professor at University of Technology Sydney, Australia
Tyrone S. Pitsis is Professor of Strategy, Technology & Society at Durham University Business School.
Matt Mount is Assistant Professor of Strategy and Innovation at Deakin Business School, Melbourne.
List of contents
Part One Managing People in Organizations
Chapter 1 Managing and Organizations
Chapter 2 Managing Individuals
Chapter 3 Managing Teams and Groups
Chapter 4 Managing Leadership
Part Two Managing Organizational Practices
Chapter 5 Managing Cultures
Chapter 6 Managing Conflict
Chapter 7 Managing Power, Politics and Decision-making
Chapter 8 Managing Communications
Part Three Managing Organizational Processes and Structures
Chapter 9 Managing Knowledge and Learning
Chapter 10 Managing Innovation and Change
Chapter 11 Managing Ethically and Sustainably
Chapter 12 Managing Organizational Design
Chapter 13 Managing Globalization
About the author
Stewart Clegg is Professor at the University of Sydney in the School of Project Management and the John Grill Institute for Project Leadership and an Emeritus Professor of the University of Technology Sydney.
Tyrone S. Pitsis is Professor of Strategy, Technology & Society at Durham University Business School. He is also Director of the Global Doctor of Business Administration programme between Durham and emlyon. His research is at the intersection between strategy design, innovation and complex projects, with a focus on transformative technologies. He is consistently rated as one of the top teachers and is a sought-after speaker. He has been the recipient of several awards for his research and was also awarded the Practice Theme Committee of the Academy of Management leadership award for his contribution to AOM’s strategic aims of promoting and recognizing the impact members make through their scholarship. Having worked since he was 14, Tyrone originally began his working life as a chef, starting off as a kitchen hand and working his way up to executive chef in award-winning restaurants and hotels. He now cooks as little as possible but still loves to eat. Aside from his family, Tyrone could not imagine life without music.
Summary
Managing and Organizations: An Introduction to Theory and Practice has been praised for its breadth, innovative content and application to real life. Along with its full coverage of all the essential topics of organizational behaviour, it offers a critical perspective that equips readers with the tools to question dominant assumptions about organizations.
Report
It gives me very great pleasure to endorse the 6th edition of Managing and Organizations. The authors have once again refined and expanded this brilliant and authoritative guide to the field of management and organization studies a guide that has long been the go to reference point for students, academics and practitioners alike. The logic behind the book is outstanding, moving from analysing foundational issues of managing individuals, teams and groups (in Part One), to considering how organizational practices are affected by issues of culture, power and conflict (in Part Two), finally to discussion of wider contextual effects of ethics, globalization and sustainability on organizational processes (in Part Three). A must buy for all those interested in how organizations and institutions are managed in these exceptionally dynamic and turbulent times. Professor John Hassard
