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Books on the topic 'The role of the manager in the human resource management'

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Published: 4 June 2021
Last updated: 1 February 2022

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1

Laura, Brown, ed. Value-based human resource strategy: Developing your consultancy role. Amsterdam: Butterworth-Heinemann, 2003.

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2

Benimadhu, Prem. Adding value: The role of the human resource function. Ottawa: Conference Board of Canada, 1995.

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3

Swords, Mary T. The emerging role of line managers in the management of human resources: A case study. Dublin: University College Dublin, 1995.

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4

Barham, Kevin. The quest for the international manager: A survey of global human resource strategies. London, United Kingdom: Economist Intelligence Unit, 1991.

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5

Barham, Kevin. The Quest for the international manager: A survey of global human resource strategies. London: Economist Intelligence Unit, 1991.

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6

Norris, Jim. Strategy: The influence of strategic human resource management and the role of management development. [s.l: The Author], 1996.

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7

Stephen, Gates. The changing global role of the human resource function. New York: Conference Board, 1994.

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8

Gates, Stephen. The changing global role of the human resource function. New York, NY: Conference Board, 1994.

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9

Monks, Kathy. Gaining competitive advantage through a quality culture: The role of human resource management. Dublin: Dublin City University Business School, 1996.

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10

Francis, Helen Mary Inez. A processual analysis of organisational change and the role of human resource management. Leicester: De Montfort University, 2000.

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11

Wright, Patrick M. The chief HR officer: Defining the new role of human resource leaders. San Francisco, CA: Jossey-Bass, 2011.

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12

Knight-Turvey, Neal. The impact of an innovative human resource function on firm performance: The moderating role of financing strategy. London: Centre for Economic Performance, London School of Economics and Political Science, 2004.

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13

The innovation imperative in health care organisations: Critical role of human resource management in the cost, quality, and productivity equation. Cheltenham, UK: Edward Elgar, 2012.

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14

T, Venkateswara Rao, ed. HRD in the new economic environment: Papers presented at the National HRD Network Conference on the 'Changing Role of Human Resource Development in New Economic Environment', January 20-22, 1994, Bombay. New Delhi: Tata McGraw-Hill Pub. Co., 1994.

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15

Mankovskaya, Zoya. English for business communication: role-playing games on management. ru: INFRA-M Academic Publishing LLC., 2015. http://dx.doi.org/10.12737/11161.

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The manual forms skills prepared and unprepared business language in English on the basis of the deep preliminary studying of lexical and grammatical difficulties of role business communication. The grant offers role-playing games on subjects: employment, business meetings and discussions, work with clients and suppliers, professional development personnel, informal communication. It is recommended for a wide range of bachelors, masters and graduate students, trained according to the Economy programs 38.03.01, 38.03.02 "Management", 38.03.03 "Human resource management".
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16

Bowling, Timothy P. Privatizing OPM investigations: Perspectives on OPM's role in background investigations : statement of Timothy P. Bowling, Associate Director, Federal Human Resource Management Issues, General Government Division, before the Subcommittee on Civil Service, Committee on Government Reform and Oversight, House of Representatives. Washington, D.C: The Office, 1995.

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17

Yusof, Ab Aziz. The human side of human resource management. UUM Press, 2014. http://dx.doi.org/10.32890/9789670474922.

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Human resource is the most valuable asset in an organization as it is managed, operated and run by them.The progress, survival and success of the organization is totally depends on the capabilities and the competitiveness of their HR especially in the era of critical and drastic change.As a result, HR manager has to face a more competitive, uncertain and complex HR expectations, needs and wants in a turbulent business environment.Therefore, his ability in managing HR is becoming more crucial to the success and the survival of the organisation. As HR manager is the key player in running the organisation, it is important for him to ensure a holistic and comprehensive approach, by putting in balance both the human side which is considered as soft HRM and the technical side which is considered as hard HRM, need to be simultaneously taken into consideration.Therefore, managing the human side of human resourceculture, symbols, diversity, humour, emotional intelligence, justice, forgiveness, and spiritualityis believed to be far more complicated than managing the technical side of it. The human side of human resource management treats employees as partners and a source of competitive advantage through their commitment, trust, job satisfaction, loyalty and collaboration.Furthermore, HR is viewed as a proactive rather than passive inputs in executing the task and responsibility.The managers ability in managing the human side of human resource strategically is equally important as managing the technical side as both play significant role in influencing the bottom line of the organisation through their symbiotic relationship.
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18

Institute of Personnel & Development. The Emerging Role of the Personnel/Human Resource Manager (Issues in People Management). Chartered Institute of Personnel & Development, 1993.

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19

Burden, Amanda R., Jeffrey B. Cooper, and David M. Gaba. Crisis Resource Management and Patient Safety in Anesthesia Practice. Oxford University Press, 2016. http://dx.doi.org/10.1093/med/9780199366149.003.0011.

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Crisis resource management (CRM) and patient safety are fundamental to the practice of anesthesiology. Human error and system failures continue to play a substantial role in preventable errors that lead to adverse outcomes or death. Many of these deaths are not the result of inadequate medical knowledge and skill, but occur because of problems involving communication and team management. CRM addresses these patient safety issues by addressing behavioral skills for critical events. These skills provide tools to help the leader manage the team and to help the team work together; they include calling for help, establishing situation awareness, using checklists, and communicating effectively. Effective strategies to teach these skills include the use of simulation for team training and Team STEPPS.
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20

Human Resource Strategy: A Behavioral Perspective for the General Manager. McGraw-Hill/Irwin, 2001.

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21

Grundy, Tony, and Laura Brown. Value-based Human Resource Strategy: Developing your HR Consultancy Role. Butterworth-Heinemann, 2003.

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22

Sartain, Libby, Paul McKinnon, David Pace, Patrick M. Wright, and Richard Antoine. Chief HR Officer: Defining the New Role of Human Resource Leaders. Wiley & Sons, Incorporated, John, 2011.

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23

Sartain, Libby, Paul McKinnon, David Pace, Patrick M. Wright, and Richard Antoine. Chief HR Officer: Defining the New Role of Human Resource Leaders. Wiley & Sons, Incorporated, John, 2011.

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24

Scholz, Tobias M. Big Data in Organizations and the Role of Human Resource Management. Peter Lang International Academic Publishers, 2017.

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25

Verma, Vijay K. Human Resource Skills for the Project Manager: The Human Aspects of Project Management, Volume 2. Project Management Institute, 1996.

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26

Changing Role of the Human Resource Profession in the Asia Pacific Region. Elsevier Science & Technology, 2014.

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27

A, Buchanan David, ed. Contested ownership and negotiated evolution: Developing the human resource role in hospital management. Loughborough, Leics: Loughborough University Business School, 1994.

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28

Lalbeharry, Mark. What role does human resource management have to play in hi-tech industries?. 1998.

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29

Stephen, Gates, and Conference Board, eds. The Changing global role of the human resource function: A research report. New York, NY: Conference Board, 1994.

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30

(Editor), Darrell A. Posey, and Michael J. Balick (Editor), eds. Human Impacts on Amazonia: The Role of Traditional Ecological Knowledge in Conservation and Development (Biology and Resource Management Series). Columbia University Press, 2006.

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31

Human Impacts on Amazonia: The Role of Traditional Ecological Knowledge in Conservation and Development (Biology and Resource Management Series). Columbia University Press, 2006.

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32

Adler, Paul S., and Terry A. Winograd, eds. Usability: Turning Technologies into Tools. Oxford University Press, 1993. http://dx.doi.org/10.1093/oso/9780195075106.001.0001.

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As more and more equipment incorporates advanced technologies, usability -- the ability of equipment to take advantage of users' skills and thereby to function effectively in the broad range of real work situations -- is becoming an essential component of equipment design. Usability: Turning Technologies into Tools collects six essays that herald a fundamental shift in the way industry and researchers think about usability. In this new, broader definition, usability no longer means safeguarding against human error, but rather enabling human beings to learn, to use, and to adapt the equipment to satisfy better the demands and contingencies of their work. Following an introduction that develops some core concepts of usability, the subsequent chapters: -- describe the role of usability in guiding one of Xerox's largest strategic initiatives -- analyze a Monsanto chemical plant where a study of worker's conversational patterns contributed to the design of a more effective system of controls -- present an empirical study of equipment design practices in U.S. industry which contrasts technology-centered and skill-based design approaches -- summarize recent Scandinavian experiences with user participation in design, with specific reference to the DEMOS and UTOPIA projects -- analyze European experiences that suggest five key criteria for effective human-centered design of advanced manufacturing technology --offer an insightful discussion of the powerful, often hidden human and organizational resources that conventional design processes overlook. Today, three quarters of all advanced technology implementations in manufacturing fail to achieve their performance goals because of inadequate usability. By viewing the human being as a mechanistic system component, and not a particularly reliable one, the traditional "human factors" model of usability virtually ensures that the uniquely human qualities -- experience, adaptation, innovation -- will be neglected, and therefore that new technologies will realize little of their true potential. Usability: Turning Technologies into Tools answers the need for better usability criteria and more effective design and usability assurance processes. In so doing, it leads the way to making a new, broader concept of usability central to design. Its chapters will be of interest to managers and professionals in computer systems, manufacturing engineering, industrial design, and human factors, as well as researchers in disciplines such as computer science, engineering, design studies, sociology, organizational behavior and human resource management, industrial relations, education, and business strategy.
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33

HRD in the new economic environment: Papers presented at the National HRD Network Conference on the 'Changing Role of Human Resource Development in New ... Environment', January 20-22, 1994, Bombay. Tata McGraw-Hill Pub. Co, 1994.

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34

HRD in the new economic environment: Papers presented at the National HRD Network Conference on the 'Changing Role of Human Resource Development in New ... Environment', January 20-22, 1994, Bombay. Tata McGraw-Hill Pub. Co, 1994.

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35

United States. General Accounting Office. and United States. Congress. House. Committee on Government Reform and Oversight. Subcommittee on Civil Service., eds. Privatizing OPM investigations: Perspectives on OPM's role in background investigations : statement of Timothy P. Bowling, Associate Director, Federal Human Resource Management Issues, General Government Division, before the Subcommittee on Civil Service, Committee on Government Reform and Oversight, House of Representatives. Washington, D.C. (P.O. Box 37050, Washington 20013): The Office, 1995.

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36

Silva, Denise dos Santos Vasconcelos. Direito à educação: efetividade, justiciabilidade e protagonismo cidadão. Brazil Publishing, 2020. http://dx.doi.org/10.31012/978-65-87836-88-1.

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The present study discusses the role of the judiciary concerning the interpretation of the right to education, with emphasis on the educational constitutional principles, on the basic content of the right to education and on the problems faced by this right. Furthermore, the present study pursuits to bring the risks that the excessive judicialization of the education brings to the balance between powers and the natural order of administration itself and public policies management in which the executive and legislative as powers elected by the people, develop, approve and initiate such programmatic actions; the lack of technical capacity of the judiciary to manage such complex matters; and the absence of infinite public resources to look after all the rights and benefits contained in the constitutions of the democratic states. As the education is a right related to the human dignity, development and citizenship, this way it should be carried out with diligence: 1. by the public authorities, specially the judiciary that even though it has not been elected by the universal suffrage, will not be able to remain inert in cases of inefficiency of the executive and legislative, for this purpose, it will be necessary mechanisms that provide more legitimacy in the acting of the judge, avoiding an inappropriate misuse of powers; and 2. by all members of society, as doers of their citizen position in search of a more decent life, once that through education (for) democracy, rights connected to freedom and to personal development are also accomplished.
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37

Greaves, Ian, and Paul Hunt. Casualty and Scene Medical Management. Oxford University Press, 2017. http://dx.doi.org/10.1093/med/9780199238088.003.0005.

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Chapter 5 covers the declaration of a major incident and practice of the initial situation report from the scene. A summary is given of the systematic approach and organization of the on-scene medical response including key medical roles and responsibilities at scene, triage, decontamination, personal protective equipment, dealing with the dead and human remains, evacuation, survivor reception, mass fatalities and national emergency mortuary arrangements, management of contaminated fatalities, and the role of the police senior investigation manager.
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38

Packard, Thomas. Organizational Change for the Human Services. Oxford University Press, 2021. http://dx.doi.org/10.1093/oso/9780197549995.001.0001.

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This book presents an evidence-based conceptual framework for planning and implementing organizational change processes specifically focused on human service organizations (HSOs). After a brief discussion of relevant theory and a review of key challenges facing HSOs that create opportunities for organizational change, a detailed conceptual framework outlines an organizational change process. Two chapters are devoted to the essential role of an organization’s executive or other manager as a change leader. Five chapters cover the steps of the change process, beginning with identifying a problem or change opportunity; then defining a change goal; assessing the present state of the organization (the change problem and organizational readiness and capacity to engage in change); and determining an overall change strategy. Twenty-one evidence-based organizational change tactics are presented to guide implementation of the process. Tactics include communicating the urgency for change and the change vision; developing an action system that includes a change sponsor, a change champion, a change leadership team and action teams; providing support to staff; facilitating the development and approval of ideas to achieve the change goal; institutionalizing the changes within organizational systems; and evaluating the change process and outcomes. Four case examples from public and nonprofit HSOs are used to illustrate change tactics. Individual chapters cover change technologies and methods, including action research; team building; conflict management; quality improvement methods; organization redesign; organizational culture change; using consultants; advancing diversity, equity, inclusion, and social justice; capacity building; implementation science methods; specific models, including the ARC model; and staff-initiated organizational change.
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39

Allen, Mathew R., and Patrick M. Wright. Strategic Management and HRM. Edited by Peter Boxall, John Purcell, and Patrick M. Wright. Oxford University Press, 2009. http://dx.doi.org/10.1093/oxfordhb/9780199547029.003.0005.

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This article aims to discuss this intersection between strategic management and HRM, what we know, and future directions for Strategic Human Resource Management (SHRM) research. It begins by briefly discussing the concept of strategy and the popularization of the resource-based view (RBV) of the firm. Next it addresses its role in creating the link between HRM and strategic management including key questions that the RBV has raised in relation to SHRM. It then examines the current state of affairs in SHRM, the progress made, and key questions and concerns occupying the attention of SHRM researchers. Finally, it concludes with a personal view on future directions for SHRM research.
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40

Bach, Stephen, and Ian Kessler. HRM and the New Public Management. Edited by Peter Boxall, John Purcell, and Patrick M. Wright. Oxford University Press, 2009. http://dx.doi.org/10.1093/oxfordhb/9780199547029.003.0023.

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As human resource management (HRM) has developed as a field of study, the attention paid to public sector employment relations has been relatively limited. The preoccupation with the link between HR practice and corporate performance has been less applicable to public service organizations that are answerable to a range of stakeholders and in which HR policy has been geared to ensuring political accountability. There has been a recognition that the public sector confronts fiscal and political pressures that are altering HR practice. However, this observation has rarely been backed up by a sustained focus on people management in the public sector. This limited attention arises from characteristics of the sector. Defining the public sector is not straightforward because there are differences between countries in terms of the size, scope, and role of the sector.
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41

West, Peter. Guide to Introduced Pest Animals of Australia. CSIRO Publishing, 2018. http://dx.doi.org/10.1071/9781486305681.

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Australia’s introduced vertebrate pest species cost at least $1 billion annually in economic, environmental and social impacts. The Guide to Introduced Pest Animals of Australia is a comprehensive, practical guide to 60 introduced pest animal species present in Australia, including 27 mammals, 18 birds, nine freshwater fish, two amphibians and four reptiles. It contains descriptive information to identify each species in the field, including distinctive physical characteristics, size, weight, colouration, diet, breeding behaviour, habitat preferences, and information about footprints, dung, scats and audible animal calls. Each species profile is accompanied by practical management information, maps and high-quality photographs – allowing readers to learn about pest species in their local area, what problems they might cause, and what control options exist for management. This guide also contains a number of emerging high-risk pest species that may pose a significant threat to our natural environment, economy, agriculture and human health. Whether you are a farmer, natural resource manager, public land manager, pest controller, teacher, student, field naturalist or wildlife ecologist, this easy-to-use guide will help you identify Australia’s most significant introduced pest animals in your local area.
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42

Purcell, John, and Nicholas Kinnie. HRM and Business Performance. Edited by Peter Boxall, John Purcell, and Patrick M. Wright. Oxford University Press, 2009. http://dx.doi.org/10.1093/oxfordhb/9780199547029.003.0026.

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The search for causal links between strategic HRM and business performance has dominated both academic and practitioner debate for over two decades. This article poses fundamental questions such as what is meant by performance, how an HR system is to be configured, how the causal chain between HR practices and performance outcomes is to be modeled, and what this means for research in the area. Most importantly, it challenges what we mean by human resource management. Recent research is reviewed to argue that culture, leadership, line manager behaviour, and operational management all need to fall within this area of interest. Before getting into the substance of these points, the article says something about the type of problems that have bedeviled research in the area.
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43

Moore, Geoff. Virtue at Work. Oxford University Press, 2017. http://dx.doi.org/10.1093/oso/9780198793441.001.0001.

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Virtue at Work is about good organizations, good managers, and good people, and how these can contribute to good communities. It is aimed at practitioners—principally managers at all levels and in all kinds of organizations. It provides an integrated and philosophically grounded framework which enables a coherent approach to organizations and organizational ethics from the perspective of practitioners in the workplace, of managers in organizations, as well as of organizations themselves. The philosophical grounding comes from the work of the philosopher Alasdair MacIntyre. In line with MacIntyre’s own commitments, the book makes philosophy down to earth and practical. It provides a new way of understanding ethics and organizations which is both realistic and attractive, but also challenging. It also provides tough but realistic suggestions in order to put this approach into practice. Virtue at Work not only applies theory in a readable and compelling manner, but also shows how this has been applied to a wide variety of organizations and occupations. Examples are drawn from architecture, accounting, human resource management, banking, investment advising, open source software, health and beauty retailing, pharmaceuticals, garment manufacturing, Fair Trade, car manufacturing, symphony orchestras, circuses, jazz, the UK’s National Health Service, surgery, nursing, churches, and journalism. If you are entirely happy with the way the world is, including your experience of organizations as an employee or manager, then this book is not for you. If, however, you have even the slightest hesitation when reflecting on life, management, or organizations…read on.
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44

Siebert, Scott E., and David S. DeGeest. The Five Factor Model of Personality in Business and Industry. Edited by Thomas A. Widiger. Oxford University Press, 2015. http://dx.doi.org/10.1093/oxfordhb/9780199352487.013.1.

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Personality traits have played a central role in industrial/organizational psychology, human resource management, and organizational behavior, the key fields in the application of psychology to business and industry. In the early years, excessive optimism led scholars to unrealistic expectations about the value of personality traits at work. This was followed by a period of profound pessimism regarding the value of personality as an explanatory variable when the unrealistic expectations were inevitably disappointed. More recently, advances in theory and methodology have led scholars to re-examine the role of personality with more realistic expectations. The Five Factor Model (FFM) has predominated as an integrative personality structure for conceptualizing and researching the relationship of personality to workplace outcomes. Five specific domains of research are considered herein: personnel selection; employee motivation, attitudes, and behavior; leadership; teams; and entrepreneurship. The chapter ends with open questions for future research in this domain.
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45

Batt, Rosemary. Service Strategies. Edited by Peter Boxall, John Purcell, and Patrick M. Wright. Oxford University Press, 2009. http://dx.doi.org/10.1093/oxfordhb/9780199547029.003.0021.

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This article first reviews the alternative theoretical approaches to human resource management that have been developed in the academic literature and discusses why these need to incorporate conceptual advances from services' marketing and operations management. Here, it also discusses the evidence regarding what strategies lead to better service and sales, under what conditions, and why. It then examines alternative organizational models that rely on outsourcing and supply chain management for customer service and sales and the arguments for and against these approaches. The next section reviews real world trends: what strategies are companies actually pursuing and what are the results for consumers and employees? The article closes with conclusions about the future direction of service management strategies and the role of HRM in them.
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46

Somaya, Deepak, and John Mawdsley. Strategy and Strategic Alignment in Professional Service Firms. Edited by Laura Empson, Daniel Muzio, Joseph Broschak, and Bob Hinings. Oxford University Press, 2015. http://dx.doi.org/10.1093/oxfordhb/9780199682393.013.12.

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This chapter reviews the strategic management choices that are central to Professional Service Firms (PSFs), which in turn undergird their competitive advantage and long-run performance. The first part of the chapter focuses on human capital as a critical resource for PSFs, and explores different ways in which firm value is created by attracting, developing, configuring, and leveraging human capital. Further, it is critical that PSFs’ human capital be aligned with and harnessed to the firm’s objectives, which naturally raises issues related to motivating professionals, the sharing of economic rents with (and among) them, and the overall governance of the firm. The authors draw on these building blocks of strategy in PSFs to explain the corporate strategy decisions (such as service and geographic diversification) that PSFs must make, and discuss the value-creating role of client relationships.
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47

Moore, Geoff. Virtue Ethics in Business Organizations. Oxford University Press, 2017. http://dx.doi.org/10.1093/oso/9780198793441.003.0008.

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This chapter is the first of two which provide a summary of, and draw lessons from, the academic work which has been conducted using the framework which Alasdair MacIntyre’s work provides. It focuses on business organizations. It is thematic in its approach considering first whether anything and everything can be considered to be a practice; exploring two particular practices—accounting and open source software—to see what we may learn from them; revisiting the idea of organizational purpose and the virtuous organizational mapping; considering the role of organizational members in promoting virtuous organizations; and exploring the need for a conducive mode of institutionalization, and also a conducive environment, if virtuous organizations are to thrive. In doing so, it illustrates these themes by considering practical applications in investment advising, human resource management, banking, health and beauty retailing, pharmaceuticals, garment manufacturing, Fair Trade, and car manufacturing.
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48

Kameri-Mbote, Patricia, Alexander Paterson, Oliver C. Ruppel, Bibobra Bello Orubebe, and Emmanuel D. Kam Yogo, eds. Law | Environment | Africa. Nomos Verlagsgesellschaft mbH & Co. KG, 2019. http://dx.doi.org/10.5771/9783845294605.

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Law | Environment | Africa compiles the proceedings of the 5th Symposium and the 4th Scientific Conference of the Association of Environmental Law Lecturers from African Universities (ASSELLAU) in cooperation with the Climate Policy and Energy Security Programme for Sub-Saharan Africa run by the Konrad-Adenauer-Stiftung (KAS) and the United Nations Environment Programme (UNEP). The book’s aim is to explore, review and analyse recent developments at the point where the law and the environment in Africa overlap. The collection comprises 32 chapters by legal experts from central, eastern, southern and western Africa. It is divided thematically into four parts: 1.) Climate change and energy 2.) Natural resource governance 3.) Water governance, management and use 4.) The role of the law in regulating social and environmental impacts associated with human activity These subjects are discussed in the context of national, regional and international law frameworks, which are central to Africa’s quest to attain its desired and sustainable development trajectory within the confines of the continent’s valuable yet fragile ecological infrastructure. With contributions by Dr. Oluwatoyin Adejonwo-Osho, Dr. Lanre Aladeitan, Dr. Jean-Claude Ashukem, Dr. Godard Busingye, Prof. Dr. Mark B. Funteh, Dr. Elizabeth Gachenga, Prof. Dr. Patricia Kameri-Mbote, Prof. Dr. Emmanuel D. Kam Yogo, Prof. Dr. Emmanuel Kasimbazi, Prof. Dr. Michael Kidd, Gift Dorothy Makanje, Amanda Mkhonza, Prof. Dr. Ayoade Morakinyo Adedayo, Dr. Kariuki Muigua, Dr. Phiona Muhwezi Mpanga, Andrew Muma, Dr. Joseph Magloire Ngang, Dr. Marie Ngo Nonga, Chidinma Therese Odaghara, Edna Odhiambo, Dr. Collins Odote, Dr. Irekpitan Okukpon, Dr. Erimma Gloria Orie, Prof. Dr. Bibobra Bello Orubebe, Daniel Armel Owona Mbarga, Prof. Dr. Alexander Ross Paterson, Olivia Rumble, Prof. Dr. Oliver C. Ruppel, Dr. Esther Effundem Njieassam, Dr. Pamela Towela Sambo, Prof. Dr. Christopher Funwie Tamasang, Prof. Mekete Bekele Tekle, Robert Alex Wabunoha, Nerima Akinyi Were, Hadijah Yahyah.
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49

Donald R, Rothwell, Elferink Alex G Oude, Scott Karen N, and Stephens Tim, eds. The Oxford Handbook of the Law of the Sea. Oxford University Press, 2015. http://dx.doi.org/10.1093/law/9780198715481.001.0001.

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Human activities have taken place in the world's oceans and seas for most of human history. With such a vast number of ways in which the oceans can be used for trade, exploited for natural resources and fishing, as well as concerns over maritime security, the legal systems regulating the rights and responsibilities of nations in their use of the world's oceans have long been a crucial part of international law. The United Nations Convention on the Law of the Sea comprehensively defined the parameters of the law of the sea in 1982, and since the Convention was concluded it has seen considerable development. This book provides an analysis of its current debates and controversies, both theoretical and practical. It consists of forty chapters divided into six parts. First, it explains the origins and evolution of the law of the sea, with a particular focus upon the role of key publicists such as Hugo Grotius and John Selden, the gradual development of state practice, and the creation of the 1982 UN Convention. It then reviews the components which comprise the maritime domain, assessing their definition, assertion, and recognition. It also analyzes the ways in which coastal states or the international community can assert control over areas of the sea, and the management and regulation of each of the maritime zones. This includes investigating the development of the mechanisms for maritime boundary delimitation, and the decisions of the International Tribunal for the Law of the Sea. The book also discusses the actors and intuitions that impact on the law of the sea, considering their particular rights and interests, in particular those of state actors and the principle law of the sea institutions. Then it focuses on operational issues, investigating longstanding matters of resource management and the integrated oceans framework. This includes a discussion and assessment of the broad and increasingly influential integrated oceans management governance framework that interacts with the traditional law of the sea. It considers six distinctive regions that have been pivotal to the development of the law of the sea, before finally providing a detailed analysis of the critical contemporary issues facing the law of the sea. These include threatened species, climate change, bioprospecting, and piracy.
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