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While the careers of secret agents have inspired many genres of
popular culture, relatively little research has been carried out
until now on spying as a profession. Through the lens of personnel
management, the authors offer a unique and compelling analysis of
secret service employee biographies and autobiographies, giving the
reader an improved understanding of people management in all
organisations. Personnel Management in Secret Service Organizations
pinpoints key events in an agent’s career, focusing on how they
enter their profession, how they perform espionage work; how they
are trained and managed and what the circumstances of promotion and
demotion might be, up to the point of exit from the profession
(through retirement, capture, or death). Within this framework, it
illustrates the ways that secret service organizations play a
crucial role in contemporary societies. Drawing comparisons with
personnel management in standard organizations, Personnel
Management in Secret Service Organizations will be a valuable
resource for researchers and students of management and
organization. The use of narratology-inspired methods will appeal
to younger scholars with an interest in organizational studies too.
Management Research: European Perspectives brings together experts
in the field to take stock of European management research and
reflect on its distinctiveness. Building on a successful series of
papers published in the European Management Journal, this book
contains international contributions providing a range of scholarly
perspectives on the reality of European management research. The
state of management scholarship has recently been a topic of great
interest, focusing on such matters as the role of universities
versus businesses in shaping research agendas, the so-called
'rigour-relevance' debate, the use of measurements in quality
assessment of research outputs, the role of journal rankings, and
the merits of the journal review system. Missing, however, is any
discussion of what, if anything, constitutes a European approach to
management research, how does it differ from other styles used in
the rest of the world and why is there a need for such
distinctiveness? It has been noted that European management
scholars have a lower success rate for publishing theoretical
papers than their North American counterparts, which is surprising
given that Europe has been the cradle of many generative
intellectual traditions. European scholars may be the heirs to
those traditions, but they are sometimes criticised for failing to
channel this legacy into authoritative theoretical contributions in
elite US-based management journals. This book provides insightful
contributions to the debate and offers critical reflections on what
European-based scholars have to offer the study of management.
Management Research: European Perspectives brings together experts
in the field to take stock of European management research and
reflect on its distinctiveness. Building on a successful series of
papers published in the European Management Journal, this book
contains international contributions providing a range of scholarly
perspectives on the reality of European management research. The
state of management scholarship has recently been a topic of great
interest, focusing on such matters as the role of universities
versus businesses in shaping research agendas, the so-called
'rigour-relevance' debate, the use of measurements in quality
assessment of research outputs, the role of journal rankings, and
the merits of the journal review system. Missing, however, is any
discussion of what, if anything, constitutes a European approach to
management research, how does it differ from other styles used in
the rest of the world and why is there a need for such
distinctiveness? It has been noted that European management
scholars have a lower success rate for publishing theoretical
papers than their North American counterparts, which is surprising
given that Europe has been the cradle of many generative
intellectual traditions. European scholars may be the heirs to
those traditions, but they are sometimes criticised for failing to
channel this legacy into authoritative theoretical contributions in
elite US-based management journals. This book provides insightful
contributions to the debate and offers critical reflections on what
European-based scholars have to offer the study of management.
Managing People and Organizations in Changing Contexts addresses
the contemporary problems faced by managers in dealing with people,
organizations and change in a theoretically-informed and practical
way. This textbook approaches people management from the
perspective of practising and aspiring managers, making it a
valuable alternative to existing texts on organizational behaviour
and human resource management. This new edition considers new
emerging organizational forms such as e-lancing and recent
management concerns such as employee engagement,
de-professionalization and the growing challenges of social media.
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 change management managing creativity and
innovation, and corporate governance and corporate social
responsibility. 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. This text will be relevant to
practising and aspiring managers studying people management,
organizational behaviour and change management.
Managing People and Organizations in Changing Contexts addresses
the contemporary problems faced by managers in dealing with people,
organizations and change in a theoretically-informed and practical
way. This textbook approaches people management from the
perspective of practising and aspiring managers, making it a
valuable alternative to existing texts on organizational behaviour
and human resource management. This new edition considers new
emerging organizational forms such as e-lancing and recent
management concerns such as employee engagement,
de-professionalization and the growing challenges of social media.
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 change management managing creativity and
innovation, and corporate governance and corporate social
responsibility. 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. This text will be relevant to
practising and aspiring managers studying people management,
organizational behaviour and change management.
Now a classic in its field, the fourth edition of Change
Management: A Guide to Effective Implementation continues to offer
readers highly practical strategies and step-by-step guidance for
applying different models of change in different organizational
scenarios. New to the Fourth Edition: A third expert author, Sabina
Siebert, bringing a background in sociology and cultural studies An
improved structure that consolidates all the existing strengths of
the previous editions and separates the book into three parts,
beginning with chapters assessing 'The Impact and Definition of
Change', 'Implementation and Evaluation of Change' and ending with
a critical outlook in 'Change Management - A Critical Perspective'
A wealth of new and richly detailed case studies with an
international and cross-cultural scope that draw upon different
organization types, environments and perspectives for a diverse and
global understanding of the current field of change management Two
additional chapters on leading change and organisational culture,
offering unparalleled coverage of managing systems and processes,
combined with increased emphasis on managing human issues. For
students taking Change Management courses on Business and
Management degrees, MBA's, specialist masters and healthcare
subjects.
Now a classic in its field, the fourth edition of Change
Management: A Guide to Effective Implementation continues to offer
readers highly practical strategies and step-by-step guidance for
applying different models of change in different organizational
scenarios. New to the Fourth Edition: A third expert author, Sabina
Siebert, bringing a background in sociology and cultural studies An
improved structure that consolidates all the existing strengths of
the previous editions and separates the book into three parts,
beginning with chapters assessing 'The Impact and Definition of
Change', 'Implementation and Evaluation of Change' and ending with
a critical outlook in 'Change Management - A Critical Perspective'
A wealth of new and richly detailed case studies with an
international and cross-cultural scope that draw upon different
organization types, environments and perspectives for a diverse and
global understanding of the current field of change management Two
additional chapters on leading change and organisational culture,
offering unparalleled coverage of managing systems and processes,
combined with increased emphasis on managing human issues. For
students taking Change Management courses on Business and
Management degrees, MBA's, specialist masters and healthcare
subjects.
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