This book looks at management through three perspectives: the view of a manager, team management and self-management. The authors focus on managing people because, in the 21st century, knowledge is the greatest source of competitive advantage and the major basis of valuing firms in the market. The text offers a blend of an organisational, behavioural approach to management and a functional approach. The authors believe that the traditional functions of management, administration, organisation, controlling and directing ...
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This book looks at management through three perspectives: the view of a manager, team management and self-management. The authors focus on managing people because, in the 21st century, knowledge is the greatest source of competitive advantage and the major basis of valuing firms in the market. The text offers a blend of an organisational, behavioural approach to management and a functional approach. The authors believe that the traditional functions of management, administration, organisation, controlling and directing remain crucial, and must be carried out well for a firm to succeed. However, these functions now spread across different levels of the organisation and are not the sole responsibility of the managers. Teams, managers and individuals must all be intimately involved in these activities for a firm to succeed in competitive markets.
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