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Managing and Organizations

Managing and Organizations
An Introduction to Theory and Practice

Fifth Edition
  • Stewart R. Clegg - University of Technology Sydney, Australia
  • Martin Kornberger - University of Edinburgh, UK
  • Tyrone S. Pitsis - Durham University, UK, Durham University, UK; The University of Technology, Sydney, Australia, The University of Leeds, UK; The University of Technology, Sydney, Australia, Newcastle University, UK
  • Matt Mount - Deakin University, Australia
Additional resources:

February 2019 | 616 pages | SAGE Publications Ltd

A realist's guide to management, the authors capture the complex life of organizations, providing not only an account of theories, but also an introduction to their practice with examples from everyday life and culture discussing the key themes and debates along the way.

Used by nearly 50,000 students and tutors worldwide, Managing and Organizations has been praised for its breadth, innovative content and application to real life. Along with its full coverage of all the essential topics of organizational behavior, the book offers a critical perspective that gives the reader the tools to question dominant assumptions about organizations. 

New to This Edition: 

  • A new chapter structure to create a clearer, elegant chapter navigation for students.
  • Chapters have now been streamlined and pulled back to no more than 15,000 words each 
  • New and up to date global cases and examples to engage students (including Netflix, The Crown, Donald Trump and North Korea).
  • Definitions in margins to support B&M learners who do not have English as a first language
  • Updated online resources and new author videos.

For students studying Organizational Behavior, Managing People in Organizations and Introductory Management courses.

Part One: Managing people in organizations
Chapter 1: Managing and Organizations
Chapter 2: Managing Individuals
Chapter 3: Managing Teams and Groups
Chapter 4: Managing Leading, Coaching, and Motivating
Chapter 5: Managing Human Resources
Part Two: Managing Organizational practices
Chapter 6: Managing Cultures
Chapter 7: Managing Conflict
Chapter 8: Managing Power, Politics, and Decision-making in Organizations
Chapter 9: Managing Communications
Chapter 10: Managing Knowledge and Learning
Chapter 11: Managing Innovation and Change
Chapter 12: Managing Social Responsibility Ethically
Part Three: Managing Organizational Structures and Processes
Chapter 13: Managing Principles
Chapter 14: Managing Organizational Design
Chapter 15: Managing Globalization


Click for online resources

For Lecturers

  • Instructors manual
  • PowerPoint slides
  • Testbank
  • Additional case studies

For Students

  • Learning objectives
  • Video links
  • 'What would you do?' Author Videos
  • Multiple choice questions
  • Links to SAGE journal articles
  • Flashcards
  • Weblinks

Sample Materials & Chapters

Chapter 7: Managing Conflict

Stewart R. Clegg

Stewart R. Clegg is retired as an Emeritus Professor of Management and Organization Studies at the University of Technology Sydney. He has published widely in the management, organizations and politics literatures in many of the leading journals. He is a Professor at The University of Stavanger, Norway and at Nova School of Business and Economics in Lisbon, Portugal. Widely acknowledged as one of the most significant contemporary theorists of power relations, he is also one of the most influential contributors to organization studies. He writes something every weekday and sometimes on wet weekends, usually with the digital ABC Jazz Radio... More About Author

Martin Kornberger

Martin Kornberger received his PhD form the University of Vienna in 2002. Currently he works as full time Visiting Professor at the Department of Organization, Copenhagen Business School. Trained as philosopher, he researches and teaches about practices of organizing, strategizing, accounting, and marketing, and explores how they shape, and are shaped by, the economy and society at large. More About Author

Tyrone S. Pitsis

Tyrone S. Pitsis is Professor of Strategy, Technology & Society at Durham University Business School. He is also Director of the Global Doctor of Business Administration programme between Durham and emlyon. His research is at the intersection between strategy design, innovation and complex projects, with a focus on transformative technologies. He is consistently rated as one of the top teachers and is a sought-after speaker. He has been the recipient of several awards for his research and was also awarded the Practice Theme Committee of the Academy of Management leadership award for his contribution to AOM’s strategic aims of promoting... More About Author

Matthew Mount

Matt Mount is Assistant Professor of Strategy and Innovation at Deakin Business School, Melbourne. He received his PhD in Management Science from the University of York. He is an expert in areas of strategy and innovation process and his research has appeared in top academic and practitioner journals such as MIT Sloan Management Review, Regional Studies, and California Management Review among others. He is member of the Editorial Board for the Journal of Management Studies and regularly reviews for journals such as Organization Science, Research Policy, Strategic Management Journal, and Journal of Product Innovation Management. He is also... More About Author