Managing People in Changing Organizations addresses the contemporary problems faced by managers in dealing with people, organizations and change in a theoretically-informed and practical way. It does so by drawing on classic studies in management, up-to-date research (including the author’s own), case studies, and reflective exercises. This textbook approaches people management and organizational development from the perspective of practising and aspiring managers, making it a valuable alternative to existing texts on organizational behaviour, change management, and human resource management. This third edition incorporates new research and recent changes in technology, including artificial intelligence, work and job design, and additional insights into innovation, corporate governance, and sustainability. Built around a chapter framework that connects different themes to managerial action and practices, this textbook covers a wide range of topics including: managing at the individual, group and organizational levels, culture change, managing internationally, reputation management, managing creativity and innovation, and corporate governance, corporate social responsibility, and sustainability. There is an increased international flavour, reflected in the range of contemporary case studies and literature used throughout, which explore business and management problems in the private and public sectors. The content also reflects the author’s recent experience of consulting and managing at Board level. This text will be relevant to practising and aspiring managers studying leadership, people management, organizational behaviour and development, and change management on courses at later stage undergraduate, masters, doctoral and executive education levels.
1 An introduction to managing people and organizations 2 The nature of management, managers and their work 3 Managing in the individual–organizational context 4 Managing in the organizational context 5 Managing in an international context 6 The corporate context, organizations and managing people 7 The knowledge context, organizational learning and managing people 8 The technological context, organizations and managing people 9 Managing creativity and innovation and teams 10 Managing organizational change and culture 11 Corporate Governance, Corporate (Social) Responsibility, and Corporate Sustainability
Biography
Graeme Martin is Professor of Management at the University of Dundee.
