Now in its fourth edition, this bestselling guide to modern management techniques is the ideal companion for all managers, as well as an essential reference for business students. A Handbook of Management Techniques boasts over 100 systematic and analytical methods used by managers to assist in decision-making and to improve efficiency and effectiveness. The techniques contained in this weighty tome (over 700 pages) cover all fields of modern management. Diagrams support the text throughout and, as always, the acclaimed author, Michael Armstrong writes in an accessible and easy-to-read style.

Each entry in this bestselling book introduces a technique, explains how it works, then shows with the aid of an entertaining case study, how it can be used to solve an actual problem. The 50 techniques, including some never before published, are grouped into 11 subject areas, ranging from strategy to learning.

This edited book examines the relationship between the materiality of artefacts and managerial techniques, combining the recent scholarly interest on socio-materiality with a focus on management. Exploring managerial techniques, the social and material tools used by actors to guide or facilitate collective activities, topics include their socio-materiality, performative dimension, role in managerial control, relationship to organisational space and relationship to organisational legitimacy. This volume particularly explores the valuation and legitimation practices or processes involving managerial techniques, their modalities, specificities and involvement in collective activity within organisations. The overall aim of the chapters is to explore in different ways and instances the way in which material artefacts are able to inscribe and enforce managerial action which affects daily work practices.

The present work is analysing the successful turnaround of the Japanese car manufacturer Nissan in 1999 to 2001. Very often transformational change fails due to different factors, in most cases though due to the insufficient employee’s motivation or due to cultural problems when two international partners try to gain the competitive advantage through merger or alliance. To analyse the successful turnaround of Nissan after its alliance with Renault, a ‘new’ model for conducting organizational change was introduced. The provided framework unites both actions and attitudes, necessary for motivating employees and establishing new structural and cultural patterns. The example of Nissan proved that clear analysis of the present situation, cross -border communication during the whole transformational process, the sense of urgency established from the very beginning and total commitment of top management and employees are the vital factors that define the success of transformational intention.

`Ann Cunliffe has produced a quite brilliant critical introduction to the study of management. This lucid, innovative and thought-provoking book takes a much needed look at the ethical and philosophical issues facing managers in contemporary organizations. A readable, thoughtful and intelligent book that students will love' - John Hassard, University of Manchester Written to inform, challenge and entertain, this book explains alternative ways of thinking about management and managing people in a way that is easy to understand and enjoyable. The book covers topics that are central to management, organizational behaviour or leadership courses: what managers do, motivation, communication, and ethics. Ann Cunliffe breathes fresh air into these topics, emphasizing the importance of relations when thinking about management and drawing on a range of disciplines such as philosophy and linguistics. A trusted and respected academic who has written widely on management, Ann Cunliffe's book will stretch, surprise and reward undergraduate, postgraduate and MBA students.

The third edition of this handbook of management techniques contains tried and tested techniques alongside all the techniques that have developed since the last edition. Areas covered include: corporate management; marketing management; operations management; and financial management.

Engaged employees are assets to every company because they are not only more productive but are also open to new ideas and technologies that often lead to significant business outcomes. Businesses need to establish credible antecedents to employee engagement based on their own culture and needs to develop a pool of highly engaged employees. Management Techniques for Employee Engagement in Contemporary Organizations provides theoretical frameworks and the latest empirical research findings on management strategies for the promotion, adoption, and implementation of work engagement policies. The content within this publication examines gamification, employee engagement, and management techniques and is designed for academicians, managers, business professionals, human resources officers, policymakers, and researchers.

The first edition of this book emerged as the definitive guide to reward management and also became an established reference work on human resource management courses around the world. It's not hard to see why.Covering everything you need to know about reward management in a company, the handbook is both highly readable as well as containing an impressive programme of tried and tested techniques for running efficient and motivational reward programmes.The techniques covered include: establishing job values and relativities; developing grade and pay structures; how to reward and review contribution and performance; how to reward special groups; running employee benefit and pension schemes; and so much more.This new edition contains new research conducted by E-Reward, as well as over 30 new case studies and brand new coverage of key topics such as engagement and commitment, bonus schemes and rewarding knowledge workers. If you are involved in developing reward schemes for staff, or are studying human resource management, then this book will open your eyes to the latest thinking in staff motivation and reward.

WHOSE FAULT IS IT WHEN SUBORDINATES DISOBEY? Chances are, it's the managers. He lacks the tools, training, and experience to command respect and obedience from his people. He needs to upgrade his skillsets, and learn how to manage and lead people! He needs to show consistent and positive results! And this is the goal of this book. Specifically, you will learn the following: Introduction • You made manager; what's next? • What to consider before accepting the managerial role • The role of a manager Making things happen- becoming a successful manager • First order of business as a new manager • How to set goals • Performance management • Delegate like a pro • Knowing how to hire and when to fire Hiring employees Firing employees • Managing employee turnover • Managing difficult clients • Change management • Tips to succeed as a manager Tips for start-up entrepreneurs • Managing money in your business • Leading and managing a start-up successfully Management meets leadership • Differences between leadership and management • Qualities of an exceptional leader • Leadership styles Women and leadership • How to get to the top • Balancing leadership and family as a woman Preparing children for leadership What it takes to be a great CEO • Duties you need to master Top ten daily habits of great leaders Leadership: is there an App for that? Ever wondered what it takes to be a great leader & manager? Would you like to be armed with the tools and know-how to become one? Read this book! Download your copy today!

In a very real sense, Michael Lodato has been working on this handbook for over 45 years - starting in 1968 when, as a new CEO of a small consulting company, he attended a seminar on strategic planning at UCLA. The resulting strategy helped run the company but also served as the first template for his strategic planning methodology. Over the years, as a result of working on real issues, faced by him as an executive and client corporations, the template expanded to add tactical planning and features to handle changes in the business environments that may be coming or have already occurred, to quickly assess the impact of such changes on success, and to adapt to the new realities by making changes to its strategies, tactics and processes in time avoid bad results In short, he added agility to the template that is the substance of this handbook. This is not a text book or a book on strategic management theory. It is a step-by-step, here’s-how-to-do-it guide to achieving agile strategic management. All of this growth in the strategic management processes came, not as an academic activity. It is written for people who do, or aspire to do the work of strategic management. As you learn about the processes and read stories about how they have applied to a wide range of situations, think through how you might apply them to the situations, issues and opportunities you face. They are intended to help you unleash the talent that resides in your team and organization. The resulting methodology includes processes that guide all the work of strategic management at all levels: from strategic, through tactical, and down to individual action items in such a way that there is a strong interdependence among them.