Management

Richard L. Daft, Ph.D., is the Brownlee O. Currey, Jr., Professor of Management Emeritus in the Owen Graduate School of Management at Vanderbilt University. Dr. Daft specializes in the study of organization theory and leadership and is a fellow of the Academy of Management. He has served on the editorial boards of the Academy of Management Journal, Administrative Science Quarterly and Journal of Management Education. He has been the associate editor-in-chief of Organization Science and served for three years as associate editor of Administrative Science Quarterly. Dr. Daft has authored or co-authored 14 books and written dozens of scholarly articles, papers and chapters in academic books. A noted expert in organization behavior and organization design, Dr. Daft is one of today's most highly cited academics in the fields of economics and business. Dr Alan Benson was a Senior Lecturer in Management at the University of Exeter Business School from 2010 until 2018, when he retired from full-time academia. He is currently on a research-only contract with Newcastle University Business School. Over the period of 30 years in academia, Alan held module leader responsibilities for Masters’ level modules, such as ‘Managing in a Multinational Context’ and ‘Strategy’, as well as ‘Business Projects’ on the undergraduate degree programmes at Exeter University Business School. In previous posts he taught MBA-level modules in Strategy and Entrepreneurship in the UK, Bahrain, Oman, Saudi Arabia, Dubai, Singapore, Hong Kong and Indonesia. He has also supervised numerous Master’s-level dissertations and student internship project reports. In 1986 Alan gained an MBA from Cranfield University School of Management, where his interest in entrepreneurship was stimulated. He remains an active alumnus of Cranfield. Alan gained his Doctorate of Business Administration (DBA) from the University of Hull in 2005, and has published articles on ‘SME support in the UK and entrepreneurial learning from business failure’. Current research projects include ‘The Influence of Corporate Culture on Corporate Governance’. He has been a reviewer for two UK academic peer-reviewed journals that covered a range of topics in management education and ethical business management (analysis and control). Before becoming a full-time academic in 1990, Dr Benson worked as a management consultant and gained senior management experience in several industry sectors, including a number of blue-chip engineering and manufacturing companies. He became a Fellow of the Association of Chartered Certified Accountants (ACCA) in 1982. Dr Brian Henry was previously a full-time Research Fellow at INSEAD, one of the top business schools in the world and an adjunct professor at a number of private business schools in France, such as ISCOM, ISG and NEOMA, teaching International Business, Supply Chain Management, Marketing Management and European Institutional History. During the 15 years he worked at INSEAD's Research & Faculty Department, he wrote dozens of impactful business cases based on rigorous research. His cases have been read in classrooms worldwide by thousands of instructors and students. He continues to write business cases for INSEAD faculty on a consulting basis. Dr Henry was awarded a PhD from Trinity College, Dublin for his study of urban Dublin in the late eighteenth century. His doctoral thesis was immediately published as a book called Dublin Hanged by the Irish Academic Press in hard and soft back. Brian was awarded an MSc in Economic History from the London School of Economics and a Bachelor’s degree in American Studies from the University of Maryland Baltimore County. Before becoming a full-time academic in France, Dr Henry worked as a senior communications and marketing specialist for the financial service industry in New York. Previously, he was a financial journalist for a weekly trade publication in New York and London covering the petrochemical industry. He got his start at a daily newspaper in Baltimore.

• Part 1: Introduction to Management1. Introduction to management2. The evolution of management thinkingPart 1 Integrative case: James Dyson and the electric vehicle revolutionPart 2: Managing External and Internal Environment3. The organization and corporate culture4. The dynamics of alternative organizational forms5. Managing in a global environment6. Managing ethics and social corporate governancePart 2 Integrative case: Givaudan: Creating a non-profit foundation for sustainable fragrancesPart 3: Planning7. Managerial planning and goal setting8. Strategy formulation and execution9. Managerial decision-makingPart 3 Integrative case: The European CommissionPart 4: Organizing10. Managing small business start-ups11. Managing change and innovation12. Managing corporate diversityPart 4 Integrative case: Birkenstock celebrates 250 years of shoemakingPart 5: Leading13. Leadership14. Managing human resources15. Managing communication16. Leading teamsPart 5 Integrative case: Unjani ClinicsPart 6: Controlling 17. Managing quality and performancePart 6 Integrative case: Maersk: Surviving disruption on the high seas