Management, Organizations and Business

1 primary work • 4 total works

Managers of Innovation

by John Storey and Graeme Salaman

Published 12 October 2004

Innovation is increasingly identified as the critical factor in ensuring economic competitiveness. Departments of state and quasi-governmental organizations in many countries including, Austria, Australia, Canada, France, Germany, The Netherlands, Sweden and the UK, have issued reports and calls to action; but implementation will continue to be problematic unless the points made in this book are taken into account.

Drawing on 350 in-depth interviews with senior managers, this book presents an original theory about the characteristics of managers in “good innovative organizations” and “poor innovative organizations”. It pays close attention to the attitudes, understandings, assumptions and interpretations of managers, who are often the ultimate decision-makers when it comes to innovation. The text is supported by real-life, internationally-known cases such as Hewlett-Packard, Zeneca and the BBC, as well as voluntary sector cases such as Oxfam. It is also enriched by substantial and highly revealing quotations from senior managers themselves.

Changing Patterns of Management Development

by Andrew Thomson, Christopher Mabey, John Storey, Colin S. Gray, and Paul Iles

Published 22 February 2001

Written in a highly accessible style by a small distinguished team, this is a wide--ranging account of the whole subject of management development, underpinned by the most extensive data set ever made available.

Strategy and Capability

by Graeme Salaman and David Asch

Published 13 March 2003

This book helps managers and students of management to makes sense of the competing advice on how to change organisations in order to improve their effectiveness.

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• Helps managers to understand how their organisations’ performance could be improved.
  
• Presents an overview of the advice on organisational improvement facing managers.
  
• Classifies and evaluates various different approaches.
  
• Highlights the relationships between strategy and capability.

Strategic Human Resource Management

by Christopher Mabey, etc., and Christopher Salaman

Published 1 January 1995

This text covers the integration of human resource strategies (HRS) within corporate objectives. The authors combine current theory and practice to show that it is vital for organizations of all sizes and sectors to have a human resource strategy for success of the organization. The text is international in outlook and contains clear, boxed guides to chapter topics, activity and revision questions, introductions to chapter structure and content and summaries at the end of each chapter. Major case studies and many international examples are used throughout to illustrate the theory of human resource strategies. The text is accompanied by a comprehensive Instructor's Manual including lecture notes, acetate masters, chapter objectives and summaries, questions and answers.