The Oxford Handbook of Management

1: Introduction and Theoretical Overview: Management-Past, Present and Future

Part I: Main Historic Models
2: Scientific Management, Lucy Taska
3: Human Relations, Kyle Bruce and Chris Nyland
4: Operations Management/Systems, Martin Spring
5: Management by Objectives, Peter Starbuck
6: Organizational Culture and Image, Mats Alvesson and Peter Fleming
7: Open Systems (contingency theory/design), Bob Hinings and Roston Greenwood
8: Cuture in the Past: a Philoshphical Reflection on the Prospects of Management, Stewart Clegg, Marco Berti and Walte P Jarvis

Part II: The Doing/Functions of Managements
9: Managing People - Personnel, HRM, Performance, Andy Charwood and Kim Hoquel
10: Managing Operations - Production, BPR, Zoe Radnor and Nicola Bateman
11: Managing Projects, Jeff Pinto
12: Managing Knowledge and Information, Wendy Currie
13: Managing Meaning - Culture, Violina Rindova and Santosh Srinivas
14: Management and Leadership, Ronald E Riggio
15: Management and Strategy, Mark Shanley
16: Management Practice - and the Doing of Management, Stefan Tengblad
17: Managing Change, David Buchanan

Part III: Themes
18: Management as a Practice of Power, David Courpasson
19: Management and Morality/Ethics, Michel Anteby
20: Management and Modernity, Graham Sewell

Part IV: Management in Society and Management Organizations/Institutions
21: Evidence Based Management, Kevin Morell and Mark Learmouth
22: Management Education and Business Schools, Ken Brown and Robert S. Rubin
23: Management as an Academic Discipline, Christian De cock and Damian Doherty
24: Managing Across Cultures, Rick Steers and Luciara Nardon
25: International Management, Mike Geppert and Graham Hollinshead
26: Management as Consultancy, Andy Sturdy, Christopher Wright and Nick Wylie