Management
The third edition of this book aims to improve the quality of management by introducing the reader to those aspects of management which have come to be regarded as good ideas or good practical advice. To be a successful manager today requires a lot of eff
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Management Third Edition
Macmillan Business Masters Company Accounts (3rd edn) Roger Oldcorn Economics S. F. Goodman Financial Management (3rd edn) Geoffrey Knott Management (3rd edn) Roger Oldcorn Marketing Geoff Lancaster and Paul Reynolds Operations Management (2nd edn) Howard Barnett Personnel Management (3rd edn) Margaret Attwood and Stuart Dim mock
Management Third Edition
Roger Oldcorn
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© Roger Oldcom 1982, 1989, 1996 All rights reserved. No reproduction, copy or transmission of this publication may be made without written permission. No paragraph of this publication may be reproduced, copied or transmitted save with written permission or in accordance with the provisions of the Copyright, Design and Patents Act 1988, or under the terms of any licence permitting limited copying issued by the Copyright Licensing Agency, 90 Tottenham Court Road, London W1P 9HE. Any person who does any unauthorised act in relation to this publication may be liable to criminal prosecution and civil claims for damages. First published by Pan Books Ltd in 1982 as Management: A Fresh Approach in the Breakthrough series Second edition 1989 Third edition 1996 Published by MACMILLAN PRESS LTD Houndmills, Basingstoke, Hampshire RG21 6XS and London Companies and representatives throughout the world ISBN 978-1-349-13195-2 (eBook) ISBN 978-0-333-59360-8 DOI 10.1007/978-1-349-13195-2
A catalogue record for this book is available from the British Library. 10 05
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Typeset in Great Britain by Aarontype Limited Easton, Bristol
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Contents
Introduction Acknowledgements
Part I
A STARTING POINT
1 Who Are the Managers and What Do They Do? Henri Fayol and the Job of Management 1.2 Scientific Management 1.3 What Should Managers Do? 1.1
Part IT
PREPARING FOR THE FUTURE
2 Setting Long-Term Aims and Objectives 2.1 2.2
2.3
Major Objectives Reviewed Three Views of Corporate Aims, Objectives and Responsibilities Final Words on Aims
3 Analysing Strengths and Weaknesses 3.1 3.2 3.3 3.4
How to Identify Strengths and Weaknesses Standards for Making Comparisons What to Look At to Find Strengths and Weaknesses Twenty Key Corporate Audit Questions
4 Analysing Trends in the Outside World
4.1 What Aspects of the Environment (Outside World) Have to be Taken into Account? 4.2 Is There Any Way of Anticipating What is Going to Happen?
XI XIV
1 3
11 12 12
17 19 23
30 32
33 38 40 42 45
47 49 57
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Contents
How Far Ahead Should Organisations Try to Estimate What is Going to Happen? 4.4 How Can an Organisation Minimise the Threats/Take Advantage of the Opportunities?
4.3
5 Choosing a Strategy: How to Get to the Long-Term Objective 5.1
Steps in Choosing Strategies
Part ill GETTING ORGANISED 6 How Organisations Develop and Grow
6.1 The New Organisation 6.2 The Settled Small Organisation 6.3 The Divided Business 6.4 More Divided Organisations 6.5 The Growing Complex Organisation
59 61
62 63
81 83 83 86 87 89 94
7 Policies in Marketing and Sales
103
8 Policies in Buying
