Contemporary Issues in Management and Organisational Behaviour is a first edition management text that will enthuse and stretch the minds of MBA and senior undergraduate students alike.This book includes contributions from a selection of authors who are great teachers and superb researchers.
They represent some of the most well-regarded management theorists in the Asia-Pacific region.
Their thinking is leading edge; their writing moves well beyond the accepted canon of knowledge for each topic.
They ask how widely accepted theories and the latest thinking can best speak to today's students of management and organisations, and to readers seeking something different and more engaging.
Contemporary Issues in Management and Organisational Behaviour is thought-provoking, encourages discussion and contains the latest thinking. From culture to leadership, the text includes the best of today's management topics; and from emotional intelligence to global business competencies, it also introduces the best of tomorrow's theories.
Chapter objectives, conclusions and summaries
Essay questions
Student exercises at the end of each chapter
Thorough in the treatment of management
Covers a more reflective examination of the past to the present across both management and OB.
Four cases at the end of the text, designed to integrate various key chapter points and enable students to appreciate a wider context in the application of theory.
Dr Peter Murray is a senior lecturer in business at Macquarie University's business school.
His research interests include organisational learning and behaviour, and he has recently completed major research on top-management team learning in leading Australian companies.
More recently, he has examined the relationship between labour-management policy and demographic shifts in Australia, contributing to the current debate about the ageing workforce.
He has lectured extensively for over 15 years in both undergraduate and postgraduate degrees, and has also delivered MBA and Masters' programs in Singapore, China and Sri Lanka.
In 2002, he won a 'best paper' award at the Second Conference on Cooperation and Competition in Vaxjo, Sweden.
Dr Murray is a consultant to industry in leadership and change, and has facilitated programs in some of Australia's largest companies and government departments, including Hawker de Havilland, the Australian Nuclear Science Technology Organisation, SunRice, EnergyAustralia, ADI Limited and the Department of Public Works and Services. Dr Murray has a busy research and publication record.
Dr David Poole is the chief executive officer of one of Australia's leading industry associations, the Urban Development Institute of Australia, serving the property-development and residential building sectors.
In this role, Dr Poole provides cross-functional leadership and facilitates communication between the development sector and the government.
He is currently on leave from his role as senior lecturer in management at the University of Western Sydney and continues to teach in an adjunct role at the Macquarie Graduate School of Management.
He has regularly delivered programs in corporate strategy and organisational behaviour at the MBA level in Australia, China and the USA. During 2001, he served as visiting Professor of Management at Utah State University.
His research on education has been at the forefront of the debate about education reform, and he has also published in major journals.
Dr Poole is the co-author of the popular textbook Management: an Asia-Pacific perspective.
Dr Grant Jones is a senior lecturer in management at the Macquarie Graduate School of Management.
Previously, he was a lecturer in strategic management at the University of Canberra.
Currently, he specialises in organisational behaviour and human resource management, and plays an active role in the Macquarie Graduate School of Management's doctoral programs.
Dr Jones has delivered programs in strategic management and organisational behaviour throughout Asia, including through guest lectureships at the University of Nanjing, the East China University of Science and Technology (Shanghai) and the University of Ningbo.
His research interests include environmental management, organisational politics and emergent group dynamics, including team development.
In 2003 he was recognised with a 'best paper' award at the European Applied Business Research Conference.
In 2004 he co-authored Renegotiating the environment: the power of politics with Jenny Stewart of the University of Canberra.
Dr Jones has extensive consulting experience in the private and public sectors, helping organisations to develop team-work solutions and leadership programs.
LIST OF CONTRIBUTORS
Professor Steve McShane
Dr Sandra Kiffin-Petersen
Professor Sharon Parker
Dr Alannah Raffery
Professor David Grant
Dr Ray Gordon
Professor Richard Badham
Professor Gayle Avery
Dr Anneke Fitzgerald
Kara Hamilton
Professor John Cordery
Dr Renu Burr
Professor Paul Dainty
Dr Deborah Blackman
Introduction
Managing new organisational forms
Individual differences in personality, values and attitudes
Motivation at work
Patterns of culture
Corridors of power: critical reflections and alternative viewpoints
Organisational decision-making
A question of strategy: pathways to competitive advantage
Managing ethics and social responsibility: creating the sustainable corporation
Developing global business competencies
Knowledge creation and the learning organisation
Thinking about leadership: contributions and contexts
Managing high-performance work teams: contexts and issues
Managing emotional intelligence
Organisational development and change
Case 1: 'Spreading the virus' - cultural change at Steelmaking Oz
Case 2: The BMW way
Case 3: Break & Johnston
Case 4: The Fraunhofer-Gesellschaft: the Warnecke years
Future trends and conclusions
