The Essential MBA
The Essential MBA
- New Delhi Sage Publications India Pvt. Ltd. 2011
- 354p
1.Introduction and Overview Purpose of The Essential MBA How to use this book What is `a critical approach'? Critical perspectives in management Power Gender and diversity The nature of managerial knowledge Management education Outline of the book Summary Further reading References 2.Organizational Behaviour Introduction The domain of OB Work organizations and OB: a condensed history Critical approaches to OB Organizations and their environments: national culture and organizational structure National culture Organizational structure Critiquing work on organizational structure Organizational processes: managing and being managed Management and leadership Organizational culture and managing change Decision making and power Emotions and humour Groups and teams in organizations Group formation and group dynamics Contents note continued: Work groups and organizational performance: Japanization, knowledge management and learning The individual in the organization Motivation at work Perception Personality Questions for reflection 3.Human Resource Management The importance of human resource management What is HRM? The development of HRM in the UK Personnel management and HRM HRM and organizational performance The best-practice approach The best-fit approach The employment relationship Perspectives on the employment relationship Understanding the employment relationship Critical perspectives on HRM 4.Marketing Marketing concept Marketing philosophy Customer needs Marketing as exchange Exchange and the consumer Segmentation, targeting and positioning Positioning The marketing mix Product Price Contents note continued: Promotion Place Relationship marketing 5.Accounting and Finance Financial accounting Measurement of wealth Evaluation of performance Management accounting Product costing Cost-volume-profit-analysis and break-even analysis Financial planning and control Financial management Time-based valuation - present value theory Gearing (or leverage) management Risk assessment Management of working capital Notes 6.Economics The scope and purpose of the chapter The individual Scarcity and choice Rationality Utility: the individual as consumer Utility: the individual as supplier Demand The organization Revenue The production function Costs Pareto efficiency Markets and strategies The profit-maximizing firm Perfect competition Contents note continued: Monopoly Oligopoly Game theory Networks Missing markets The organization's external environment Economic growth Macroeconomic policies 7.Operations Management The importance of managing operations What is operations management? A historical development of operations management Difference between products and services Intangibility of services Customer involvement Timing of production and consumption The development of operations strategy Operations strategy perspectives Performance objectives Quality Flexibility Speed Cost Product and service development Idea generation Initial screening Development Product testing and further development Ramp up to full production and product launch New product development process criticisms Process design Types of processes Contents note continued: Process layout and flow Planning and control Capacity management Example of queuing models Inventory management Determination of order quantity Push systems Pull systems Choosing between the two systems Push and pull systems in services Quality management and improvement Quality as excellence Quality as fit for purpose Quality as an error free process Quality determined by perceptions and expectations Quality management systems Supply chain management The dynamics of a supply chain Sourcing Supply chain management criticisms A critical perspective on operations 8.Corporate Social Responsibility (CSR) Defining CSR The history and development of CSR The state of CSR teaching and academic research The arguments for CSR The business case for CSR Moral and pragmatic arguments The arguments against CSR Contents note continued: Business ethics Managing CSR Identifying and engaging with stakeholder groups Codes of ethical conduct Employee induction and training Social accounting Environmental issues The future of CSR 9.Strategy What is strategy? Traditional views Analyzing the competitive (external) environment Analyzing internal resources and capabilities Strategic choices Realizing strategic choices Managing strategic change Critiques of traditional approaches and some alternative perspectives Critiques Alternative perspectives 10.Research Approaches What is a dissertation? The purpose of a dissertation What it is not How is it likely to be assessed? How to fail Elements of a dissertation Choosing a topic Significance Is the research feasible? Contents note continued: Is it manageable in the time available? Symmetry Research aims and objectives The literature chapter Literature search Keeping records Critical analysis and synthesis Conceptual frameworks, theory and constructs Designing and carrying out the research: methodologies and methods Methodological approaches Traditional and more critical research paradigms Methods Validity, reliability and generalization Ethical issues Findings, recommendations and conclusions Writing up 11.Study Skills Learning independently: being reflective and reflexive Getting started Information searching Sources Searching Reading and taking notes Taking notes Referencing Writing skills The report The essay Tips to enhance your writing skills Getting and using feedback Taking examinations Preparation and revision Contents note continued: During the examination After the examination Time management Making presentations What is the brief? Who is the audience? How long have you got? Planning the presentation Rehearsing Performing the presentation Working in groups Virtual learning environments (VLEs) Further reading
9788132109624
Business Education
Master of Business Administration Degree - Handbooks, Manuals, etc.
650.0711 / ESS
1.Introduction and Overview Purpose of The Essential MBA How to use this book What is `a critical approach'? Critical perspectives in management Power Gender and diversity The nature of managerial knowledge Management education Outline of the book Summary Further reading References 2.Organizational Behaviour Introduction The domain of OB Work organizations and OB: a condensed history Critical approaches to OB Organizations and their environments: national culture and organizational structure National culture Organizational structure Critiquing work on organizational structure Organizational processes: managing and being managed Management and leadership Organizational culture and managing change Decision making and power Emotions and humour Groups and teams in organizations Group formation and group dynamics Contents note continued: Work groups and organizational performance: Japanization, knowledge management and learning The individual in the organization Motivation at work Perception Personality Questions for reflection 3.Human Resource Management The importance of human resource management What is HRM? The development of HRM in the UK Personnel management and HRM HRM and organizational performance The best-practice approach The best-fit approach The employment relationship Perspectives on the employment relationship Understanding the employment relationship Critical perspectives on HRM 4.Marketing Marketing concept Marketing philosophy Customer needs Marketing as exchange Exchange and the consumer Segmentation, targeting and positioning Positioning The marketing mix Product Price Contents note continued: Promotion Place Relationship marketing 5.Accounting and Finance Financial accounting Measurement of wealth Evaluation of performance Management accounting Product costing Cost-volume-profit-analysis and break-even analysis Financial planning and control Financial management Time-based valuation - present value theory Gearing (or leverage) management Risk assessment Management of working capital Notes 6.Economics The scope and purpose of the chapter The individual Scarcity and choice Rationality Utility: the individual as consumer Utility: the individual as supplier Demand The organization Revenue The production function Costs Pareto efficiency Markets and strategies The profit-maximizing firm Perfect competition Contents note continued: Monopoly Oligopoly Game theory Networks Missing markets The organization's external environment Economic growth Macroeconomic policies 7.Operations Management The importance of managing operations What is operations management? A historical development of operations management Difference between products and services Intangibility of services Customer involvement Timing of production and consumption The development of operations strategy Operations strategy perspectives Performance objectives Quality Flexibility Speed Cost Product and service development Idea generation Initial screening Development Product testing and further development Ramp up to full production and product launch New product development process criticisms Process design Types of processes Contents note continued: Process layout and flow Planning and control Capacity management Example of queuing models Inventory management Determination of order quantity Push systems Pull systems Choosing between the two systems Push and pull systems in services Quality management and improvement Quality as excellence Quality as fit for purpose Quality as an error free process Quality determined by perceptions and expectations Quality management systems Supply chain management The dynamics of a supply chain Sourcing Supply chain management criticisms A critical perspective on operations 8.Corporate Social Responsibility (CSR) Defining CSR The history and development of CSR The state of CSR teaching and academic research The arguments for CSR The business case for CSR Moral and pragmatic arguments The arguments against CSR Contents note continued: Business ethics Managing CSR Identifying and engaging with stakeholder groups Codes of ethical conduct Employee induction and training Social accounting Environmental issues The future of CSR 9.Strategy What is strategy? Traditional views Analyzing the competitive (external) environment Analyzing internal resources and capabilities Strategic choices Realizing strategic choices Managing strategic change Critiques of traditional approaches and some alternative perspectives Critiques Alternative perspectives 10.Research Approaches What is a dissertation? The purpose of a dissertation What it is not How is it likely to be assessed? How to fail Elements of a dissertation Choosing a topic Significance Is the research feasible? Contents note continued: Is it manageable in the time available? Symmetry Research aims and objectives The literature chapter Literature search Keeping records Critical analysis and synthesis Conceptual frameworks, theory and constructs Designing and carrying out the research: methodologies and methods Methodological approaches Traditional and more critical research paradigms Methods Validity, reliability and generalization Ethical issues Findings, recommendations and conclusions Writing up 11.Study Skills Learning independently: being reflective and reflexive Getting started Information searching Sources Searching Reading and taking notes Taking notes Referencing Writing skills The report The essay Tips to enhance your writing skills Getting and using feedback Taking examinations Preparation and revision Contents note continued: During the examination After the examination Time management Making presentations What is the brief? Who is the audience? How long have you got? Planning the presentation Rehearsing Performing the presentation Working in groups Virtual learning environments (VLEs) Further reading
9788132109624
Business Education
Master of Business Administration Degree - Handbooks, Manuals, etc.
650.0711 / ESS