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Organizational behaviour : an introductory text: by Buchanan, David A.

Management theory and practice by Cole G.A

Health care management : a text in organization theory and behavior /

Finance application theory by Cornet, Marcia Millon

Operations management : a systems approach by Starr, Martin K.

Managing change : a strategic approach to organisational dynamics by Bernard Burnes

Table of Contents: “…Acknowledgements xi Introduction 1 (10) Part One The rise and fall of the rational organisation From trial and error to the science of management 11 (42) The rise of organisation theory 11 (42) Learning objectives 11 (1) Introduction 12 (2) The rise of commerce and the birth of the factory 14 (19) Organisation theory: the Classical approach 33 (14) Conclusions 47 (4) Test your learning 51 (1) Suggested further reading 52 (1) Developments in organisation theory 53 (30) From certainty to contingency 53 (30) Learning objectives 53 (1) Introduction 54 (1) The Human Relations approach 55 (15) The Contingency Theory approach 70 (10) Conclusions 80 (2) Test your learning 82 (1) Suggested further reading 82 (1) In search of new paradigms 83 (58) Learning objectives 83 (1) Introduction 84 (4) The Culture--Excellence approach 88 (27) The Japanese approach to management 115 (11) Organisational learning 126 (9) Conclusions 135 (4) Test your learning 139 (1) Suggested further reading 140 (1) Critical perspectives on organisation theory 141 (25) Postmodernism, realism and complexity 141 (25) Learning objectives 141 (1) Introduction 142 (2) The postmodern perspective 144 (10) The realist perspective 154 (3) The complexity perspective 157 (6) Conclusions 163 (1) Test your learning 164 (1) Suggested further reading 165 (1) Culture, power, politics and choice 166 (37) Learning objectives 166 (1) Introduction 167 (2) The cultural perspective 169 (14) The power--politics perspective 183 (10) Managing and changing organisations: bringing back choice 193 (4) Conclusions 197 (2) Test your learning 199 (1) Suggested further reading 199 (4) Part Two Strategy development and change management: past, present and future Approaches to strategy 203 (29) Managerial choice and constraints 203 (29) Learning objectives 203 (2) Introduction 205 (2) Understanding strategy: origins, definitions and approaches 207 (13) Understanding strategy: choices and constraints 220 (8) Conclusions 228 (2) Test your learning 230 (1) Suggested further reading 231 (1) Applying strategy 232 (27) Models, levels and tools 232 (27) Learning objectives 232 (1) Introduction 233 (1) Types of strategies 234 (4) Levels of strategy 238 (8) Strategic planning tools 246 (10) Conclusions 256 (1) Test your learning 257 (1) Suggested further reading 258 (1) Approaches to change management 259 (28) Learning objectives 259 (1) Introduction 260 (1) Theoretical foundations 261 (6) The Planned approach to organisational change 267 (14) The frequency and magnitude of organisational change 281 (3) Conclusions 284 (1) Test your learning 285 (1) Suggested further reading 286 (1) Developments in change management 287 (31) The Emergent approach and beyond 287 (31) Learning objectives 287 (1) Introduction 288 (1) The case against the Planned approach to organisational change 289 (2) The Emergent approach to change 291 (21) Emergent change: summary and criticisms 312 (4) Conclusions 316 (1) Test your learning 317 (1) Suggested further reading 317 (1) A framework for change 318 (17) Approaches and choices 318 (17) Learning objectives 318 (2) Introduction 320 (1) Varieties of change 321 (4) A framework for change 325 (3) A framework for choice 328 (1) Conclusions 329 (3) Test your learning 332 (1) Suggested further reading 332 (3) Part Three Case studies in strategy development and change management Case studies in strategic change 335 (30) Learning objectives 335 (1) Introduction 335 (2) Case Study 1: The Internet and the P2P Revolution in the music industry 337 (6) Case Study 2: The rise and fall of Marconi 343 (4) Case Study 3: Oticon - the disorganised organisation 347 (8) Case Study 4: Privatisation and the European Union: the case of the Public Power Corporation of Greece 355 (7) Conclusions 362 (2) Test your learning 364 (1) Case studies in changing internal relationships and attitudes 365 (33) Learning objectives 365 (1) Introduction 365 (3) Case Study 5: Volvo's approach to Job Design 368 (9) Case Study 6: XYZ Construction 377 (6) Case Study 7: GK Printers Limited - changing systems and attitudes 383 (13) Conclusions 396 (1) Test your learning 397 (1) Case studies in changing external relationships 398 (29) Learning objectives 398 (1) Introduction 398 (3) Case Study 8: Rover-TRW - operational integration 401 (6) Case Study 9: Speedy Stationers Ltd and UTL (Turbines) Ltd - supplier-driven change 407 (7) Case Study 10: PoliceCo - outsourcing in the public sector 414 (6) Conclusions 420 (3) Test your learning 423 (4) Part Four Managing choice Managing change 427 (25) Lessons from theory and practice 427 (25) Learning objectives 427 (1) Introduction 427 (2) Lessons from theory and practice 429 (15) Employee involvement and organisational transformation 444 (3) Conclusions: merging theory and practice 447 (3) Test your learning 450 (2) Organisational change and managerial choice 452 (34) Learning objectives 452 (1) Introduction 452 (3) The Choice Management-Change Management model 455 (29) Conclusions 484 (1) Test your learning 485 (1) Management - roles and responsibilities 486 (51) Learning objectives 486 (1) Introduction 487 (2) Globalisation and the challenge of change 489 (9) The manager's role 498 (5) Management and leadership 503 (11) Management and leadership in action 514 (5) Managerial development 519 (8) Management, leadership and change 527 (3) Summary and conclusions 530 (4) Test your learning 534 (1) Suggested further reading 535 (2) Bibliography 537 (58) Glossary 595 (12) Index 607…”

Organization theory : tension and change / by Jaffee, David

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Organization theory : tension and change by Jaffee David

ACCA P5 - Advanced Performance Management : Study Text

ACCA P5 - Advanced Performance Management : Study Text

The theory and practice of personnel management by Cuming Maurice William

Nonprofit organizations : theory, management, policy / by Anheier, Helmut K.

Table of Contents: “…The chapter concludes with an introduction to financial management and the development of business plans.Chapter 14In a first part, this chapter offers an overview of the theory and practice of leadership in nonprofit organizations from a multiple stakeholder perspective. …”

Strategic management : theory and application / by Haberberg, Adrian

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Principles of knowledge management : theory, practices, and cases by Geisler, Eliezer, 1942-

Database management systems : designing and building business applications / by Post, Gerald V.

The curriculum : theory and practice / by Kelly, A. V. (Albert Victor)

Table of Contents: “…160 (3) Developed approaches to curriculum evaluation 163 (7) The politicization of curriculum evaluation 170 (4) Evaluation and pupil assessment 172 (1) Evaluation as curriculum control 173 (1) Teacher appraisal and accountability 174 (6) Models of accountability 175 (3) Current policies and practices 178 (2) Implications for educational research 180 (5) Limitations on research 181 (1) The `school effectiveness movement' 182 (3) Summary 185 (2) The Politicization of the School Curriculum 187 (26) Direct and indirect political influences 188 (2) Competing ideologies 190 (1) The early historical context 190 (1) The `Golden Age' 191 (1) Contradictory developments 192 (4) The challenge to teacher autonomy 193 (1) The initial ambivalence of officialdom 194 (2) The shift to direct intervention and control 196 (17) The end of the `Golden Age' 196 (2) Major landmarks in the move towards central control 198 (11) Events since 1988 209 (4) What the Average Politician Understands about Education 213 (1) The Flaws Endemic to Central Planning by Politicians 214 (27) Falling standards 215 (3) The category error of adopting a commercial planning model 218 (10) Competition rather than co-operation 219 (3) An increased emphasis on management 222 (1) Privatization 223 (2) Planning by targets 225 (3) Knee-jerk, short-term planning 228 (6) Equality and sameness 229 (1) The assimilation of knowledge 230 (1) Underachievment and self-image 231 (1) Testing and measurement 231 (1) Faith schools 232 (1) Professional collaboration 232 (2) The effects of centralized control on the development of curriculum theory and practice 234 (2) The refusal to learn from developments in curriculum theory 234 (1) The de-intellectualization of the curriculum debate 235 (1) The premises of direct intervention and control 236 (5) That the purpose of the schooling system is only to support the economy 236 (1) That the education system is deficient 237 (1) That teachers should be merely operators 237 (1) That educational planning is a scientific activity 238 (1) Conclusions 239 (2) A Democratic and Educational Curriculum 241 (35) The pressures for a national curriculum 242 (2) Before the National Curriculum 243 (1) The case for a common core to the curriculum 244 (3) The argument from the nature of knowledge 244 (1) The argument from the principle of equality 245 (2) Some problems and difficulties 247 (2) The nature of knowledge and values 247 (1) The politics of knowledge 248 (1) A `balanced' curriculum 249 (3) A metaphor 249 (1) Planning the curriculum as a totality 250 (1) Balancing other factors 250 (1) Balance as an individual matter 251 (1) Common processes and principles 252 (3) Learning through subjects 252 (1) The need for guidelines and broad procedural principles 252 (1) Areas of experience 253 (1) Curriculum as process and education as development 254 (1) The political case for the National Curriculum 255 (4) The lack of a theoretical frame 255 (1) The underlying instrumentalism 256 (1) Its intrinsic elitism 257 (2) The National Curriculum and curriculum research and development 259 (5) Developmental psychology 259 (1) A developmentally appropriate curriculum 259 (1) Curriculum dissemination 260 (1) Assessment and evaluation 261 (1) Two underlying messages 262 (2) Implications for curriculum theory and research 264 (3) The importance of the freedom to experiment 264 (1) Maintaining the understandings and insights 265 (1) The loss of opportunities for empirical research 266 (1) Democratic imperatives 267 (3) Democracy as a moral system 267 (1) Anti-democratic ideologies 268 (1) Loss of freedom 269 (1) The key features of a democratic and educational national curriculum 270 (6) A curriculum for equality 270 (1) The role of the professional educator 271 (1) Key features 272 (1) Fundamental principles 273 (3) A chronology of curriculum development and change 276 (4) Bibliography 280 (17) Government reports and other official publications referred to in the text 297 (3) Author index 300 (5) Subject index 305…”

Organizational behaviour : an introductory text by Huczynski, Andrzej A.