Contents

Preface
Acknowledgements

Introduction: Liz Fulop and Stephen Linstead (with Garance Maréchal)

Part I: Core Concepts

Chapter 1: Management knowledge and learning: Liz Fulop, Garance Maréchal and William D. Rifkin [Please enter a link here to the sample chapter .pdf document – to be supplied]

Chapter 2: Gender and management: Joanna Brewis and Stephen linsteadfuloplilley2

Chapter 3: Managing culture: Stephen Linstead

Chapter 4: Managing structure: Liz Fulop, Harold Hayward and Simon Lilley

Chapter 5: Managing sustainability: Bobby Banerjee and Stephen Linstead

Chapter 6: Power and Politics in Organizations: Liz Fulop and Stephen Linstead

Chapter 7: Organizational control: Simon Lilley, Edward Wray-Bliss and Stephen Linstead

Chapter 8: Managing ethically: Robin Stanley Snell

Part II : Management Processes

Chapter 9: Motivation and meaning: Liz Fulop and Stephen Linstead

Chapter 10: Leadership and Leading: Liz Fulop and Stephen Linstead

CHAPTER 11: Managing Teams: Stephen Procter, Liz Fulop, Stephen Linstead, Frank Mueller and Graham Sewell

Chapter 12: Managing conflict and negotiation: Stephen Linstead2, Jonathan Gosling, Liz Fulop, Anne-marie Greene and David S. Richards

Chapter 13: Managing Change: Stephen Linstead and Alison Pullen

Chapter 14: Decision making in organizations: Liz Fulop, Stephen Linstead, Simon Lilley and Rodney J. Clarke

Chapter 15: Managing strategically: Bobby Banerjee, Michael Browne, Liz Fulop, Simon Lilley and Stephen Linstead

Chapter 16: Interorganizational Networking: Liz Fulop

Index