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Tables of Contents for Contemporary Management
Chapter/Section Title
Page #
Page Count
Part One Management
1
73
Managers and Managing
2
34
Steve Jobs's Old and New Management Style at Apple Computer
3
3
What Is Management?
6
1
Achieving High Performance: A Manager's Goal
6
1
How to Be an Effective Plant Manager
7
1
Managerial Functions
8
3
Planning
8
1
Organizing
9
1
Leading
10
1
Controlling
10
1
Types of Managers
11
4
Levels of Management
11
2
Areas of Managers
13
1
Recent Changes in Managerial Hierarchies
13
2
A New Approach at John Deere
15
1
Managing Resources
16
1
Managerial Roles and Skills
16
3
Managerial Roles Identified by Mintzberg
16
3
Effective Small-Business Management
19
4
Being a Manager
20
1
Managerial Skills
21
2
Tasks and Roles
23
1
Challenges for Management in a Global Environment
23
3
Building a Competitive Advantage
24
2
How Levi Strauss Built an International Competitive Advantage
26
1
Maintaining Ethical Standards
27
1
How to Destroy a Charity's Reputation
27
1
Managing a Diverse Workforce
28
1
Making the Most of Difference
28
1
Utilizing New Information Systems and Technologies
29
1
The Information Revolution at Hewlett-Packard
29
1
Summary and Review
30
1
Management in Action
31
5
Opposite Approaches to Management at Campbell Soup and Quaker Oats
33
1
Blockbuster's Fixed-Up Mr. Fix It
34
2
The Evolution of Management Theory
36
37
Changing Ways of Making Cars
37
3
Scientific Management Theory
40
4
Job Specialization and the Division of Labor
40
1
F. W. Taylor and Scientific Management
41
3
Fordism in Practice
44
2
The Gilbreths
45
1
Administrative Management Theory
46
6
The Theory of Bureaucracy
46
2
Fayol's Principles of Management
48
4
How to Be an Excellent Company
52
1
Behavioral Management Theory
53
6
The Work of Mary Parker Follett
53
1
The Hawthorne Studies and Human Relations
54
2
Theory X and Theory Y
56
1
Theory Z
57
2
The Hewlett-Packard Way
59
1
Management Science Theory
60
1
Organizational Environment Theory
60
4
The Open-Systems View
61
1
Contingency Theory
62
2
Philips's Organic Structure Works
64
1
Applying Management Principles
65
1
Summary and Review
65
2
Management in Action
67
6
A Shake-up at Eastman Kodak
69
1
Mr. Eden's Profits from Watching His Workers' Every Move
70
3
Part 2 The Environment of Management
73
118
The Organizational Environment
74
34
What Kind of Personal Computers Do Customers Really Want?
77
1
What Is the Organizational Environment?
78
1
The Task Environment
79
2
Suppliers
80
1
Distributors
80
1
Customers
80
1
Merck & Co. Develops a Free Treatment for River Blindness
81
3
Competitors
82
2
It's Hard to Get Into the Jet Business
84
3
The Industry Life Cycle
85
2
The General Environment
87
2
Economic Forces
87
1
Technological Forces
88
1
Computer-Aided Design Makes a Difference at Boeing
89
4
Sociocultural Forces
89
2
Demographic Forces
91
1
Political and Legal Forces
92
1
Global Forces
92
1
Forces in the Environment
93
1
Managing the Organizational Environment
93
6
Reducing the Impact of Environmental Forces
95
1
Creating an Organizational Structure and Control Systems
95
2
Boundary-Spanning Roles
97
2
T. Julie Berry Discovers China
99
2
Managers as Agents of Change
100
1
Bill Lowe Changes the Rules of the Game
101
1
Managing the Organizational Environment
102
1
Summary and Review
102
1
Management in Action
103
5
The Brewing Industry
105
1
Levi's Is Hiking Up Its Pants
106
2
The Global Environment
108
36
Why Expand Globally?
109
2
The Changing Global Environment
111
6
Declining Barriers to Trade and Investment
112
2
Declining Barriers of Distance and Culture
114
2
Effects of Free Trade on Managers
116
1
The Global Task Environment
117
1
Suppliers
117
1
Swan Optical Spreads Its Wings
118
3
Distributors
119
1
Customers
120
1
Competitors
120
1
The Global General Environment
121
4
Political and Legal Forces
121
1
Economic Forces
122
1
Changes in Political and Legal and Economic Forces
123
2
GE's U. S. Managers Stumble in Hungary
125
5
Sociocultural Forces
126
4
Understanding the Global Environment
130
1
Choosing a Way to Expand Internationally
130
3
Importing and Exporting
131
1
Licensing and Franchising
131
1
Strategic Alliances
132
1
Wholly Owned Foreign Subsidiaries
132
1
How to Get the World Hooked on Fish and Chips
133
1
Impediments to an Open Global Environment
134
1
Government-Imposed Impediments
134
1
Wal-Mart Runs into Red Tape
135
1
Self-Imposed Ethical Impediments
135
1
Anita Roddick's Fair-Trade Philosophy
136
1
Managing the Global Environment
137
1
Summary and Review
137
2
Management in Action
139
5
GM Managers Tackle Eastern Europe
141
1
The Next CEO's Key Asset: A Worn Passport
142
2
Ethics, Social Responsibility, and Diversity
144
47
Ethical Stances at Johnson & Johnson and Dow Corning
145
3
Ethics and Stakeholders
148
3
The Use of Animals in Cosmetics Testing
151
2
Sources of an Organization's Code of Ethics
151
2
How Not to Do Business in Argentina
153
3
What Behaviors Are Ethical?
154
2
Is It Right to Use Child Labor?
156
4
Why Would Managers Behave Unethically Toward Other Stakeholders?
158
1
Why Should Managers Behave Ethically?
159
1
Social Responsibility
160
6
Approaches to Social Responsibility
161
1
Why Be Socially Responsible?
162
3
Promoting Ethics and Social Responsibility
165
1
Championing Ethical Behavior
166
1
Managing an Increasingly Diverse Workforce
166
4
The Ethical Imperative to Manage Diversity Effectively
168
2
Age Discrimination at Schering-Plough
170
4
Effectively Managing Diversity Makes Good Business Sense
171
1
Why Are Diverse Employees Sometimes Treated Unfairly?
172
2
How to Manage Diversity Effectively
174
5
Increasing Diversity Awareness
175
1
Increasing Diversity Skills
175
1
Techniques for Increasing Diversity Awareness and Skills
176
2
The Importance of Top-Management Commitment to Diversity
178
1
Managing an Increasingly Diverse Workforce
179
1
Sexual Harassment
179
3
Forms of Sexual Harassment
180
1
Steps Managers Can Take to Eradicate Sexual Harassment
180
2
Finally, a Corporate Tip Sheet on Sexual Harassment
182
1
Summary and Review
183
2
Management in Action
185
6
Mentoring Diverse Employees Pays Off
187
2
How Executive Greed Cost Shareholders $675 Million
189
2
Part 3 Managing Decision Making and Planning
191
76
The Manager as a Decision Maker
192
36
A Tale of Two Decisions at Calling Systems International
193
2
The Nature of Managerial Decision Making
195
7
Programmed and Nonprogrammed Decision Making
197
1
The Classical Model
198
1
The Administrative Model
199
3
Marketing Beavis and Butt-Head Trading Cards
202
1
Steps in the Decision-Making Process
203
5
Recognize the Need for a Decision
204
1
Generate Alternatives
205
1
Assess Alternatives
205
2
Choose Among Alternatives
207
1
Implement the Chosen Alternative
207
1
Learn from Feedback
208
1
British Petroleum's Decision Auditing Unit
208
1
Managing the Decision Making Process
209
1
Cognitive Biases and Decision Making
210
2
Prior Hypothesis Bias
210
1
Representativeness Bias
211
1
Illusion of Control
211
1
Escalating Commitment
211
1
Be Aware of Your Biases
212
1
Group Decision Making
212
3
The Perils of Groupthink
213
1
Devil's Advocacy and Dialectical Inquiry
213
1
Diversity Among Decision Makers
214
1
Diverse Employees Improve Decision Making at Hoechst Celanese
215
1
Organizational Learning and Creativity
215
5
Creating a Learning Organization
216
1
Promoting Individual Creativity
217
1
Promoting Group Creativity
217
2
Promoting Creativity at the Global Level
219
1
Building Cross-Cultural Creativity
220
1
Improving Decision Making
221
1
Summary and Review
221
1
Management in Action
222
6
Tough Decisions at Rockwell International
225
1
How Disney Keeps Ideas Coming
226
2
The Manager as a Planner and Strategist
228
39
Gerald Pencer Starts a Cola War
229
2
Overview of the Planning Process
231
7
Levels of Planning
232
2
Who Plans?
234
1
Time Horizons of Plans
235
1
Standing Plans and Single-Use Plans
235
1
Why Planning Is Important
236
1
Scenario Planning
237
1
Scenario Planning at Shell
238
1
Planning
238
1
Determining the Organization's Mission and Goals
239
1
Defining the Business
239
1
Defining the Business of Seattle City Light
239
2
Establishing Major Goals
240
1
Formulating Strategy
241
2
SWOT Analysis
241
2
James Unruh Transforms Unisys
243
2
The Five Forces Model
244
1
Formulating Corporate-Level Strategies
245
5
Concentration on a Single Business
246
1
Diversification
246
2
International Expansion
248
2
Caterpillar's International Strategy
250
2
Vertical Integration
250
2
McDonald's Vertically Integrates to Preserve Quality
252
1
Formulating Business-Level Strategies
253
2
Low-Cost Strategy
253
1
Differentiation Strategy
254
1
``Stuck in the Middle''
254
1
Focused Low-Cost and Focused Differentiation Strategies
254
1
Formulating Functional-Level Strategies
255
3
Planning and Implementing Strategy
258
1
Strategy
259
1
Summary and Review
259
1
Management in Action
260
7
Look Out Supermarkets---Wal-Mart Is Hungry
263
2
Souping Up Campbell's
265
2
Part 4 Managing Organizational Architecture
267
118
Managing Organizational Structure
268
42
Kinko's Changes Its Organizational Structure
269
2
Designing Organizational Structure
271
4
The Organizational Environment
271
1
Strategy
272
1
Technology
272
3
Human Resources
275
1
Grouping Tasks into Jobs: Job Design
275
4
Job Enlargement and Job Enrichment
277
1
The Job Characteristics Model
277
2
Grouping Jobs into Functions and Divisions
279
1
Designing Structure and Jobs
279
5
Functional Structure
280
2
Divisional Structures: Product, Market, and Geographic
282
2
Viacom's Product Structure
284
2
From Geographic to Market Structure at Eastman Kodak
286
4
Matrix and Product Team Designs
287
3
Product Teams Produce Competitive Advantage
290
1
Hybrid Structure
291
1
Coordinating Functions and Divisions
291
5
Allocating Authority
291
5
Procter & Gamble's New World Hierarchy
296
4
Types of Integrating Mechanisms
297
3
Strategic Alliances and Network Structure
300
1
Nike's Network Structure
300
3
Choosing a Structure
303
1
Summary and Review
303
2
Management in Action
305
5
How Bill Gates Organizes Microsoft
307
1
Big Changes at Amoco
308
2
Organizational Control and Culture
310
36
Different Approaches to Output Control Create Different Cultures
311
2
What Is Organizational Control?
313
6
The Importance of Organizational Control
314
1
Control Systems
315
1
The Control Process
316
3
Output Control
319
4
Financial Measures of Performance
320
2
Organizational Goals
322
1
Operating Budgets
323
1
Japan's New Concern for Output Control
323
2
Problems with Output Control
324
1
Trouble at Sears
325
1
Behavior Control
326
3
Direct Supervision
327
1
Management by Objectives
327
1
Bureaucratic Control
328
1
Never Underestimate the Power of Rules
329
2
Problems with Bureaucratic Control
330
1
Control
331
1
Organizational Culture and Clan Control
332
4
Values and Norms: Creating a Strong Organizational Cutlure
332
4
Ray Kroc: McDonald's Hero
336
4
Culture and Managerial Action
337
3
Summary and Review
340
1
Management in Action
341
5
Marmon Runs Lean and Mean
343
1
Fostering Corporate Culture
344
2
Human Resource Management
346
39
Training and Development at PepsiCo and Jet
347
2
Strategic Human Resource Management
349
4
Overview of the Components of HRM
350
1
The Legal Environment of HRM
351
2
Recruitment and Selection
353
1
Human Resource Planning
353
1
Human Resource Planning at Two Small Companies
354
7
Job Analysis
355
1
External and Internal Recruitment
356
2
The Selection Process
358
3
The Costs of Withholding Negative Information in References
361
2
Recruitment and Selection
363
1
Training and Development
363
3
Types of Training
364
1
Types of Development
365
1
Transfer of Training and Development
366
1
Performance Appraisal and Feedback
366
7
Types of Performance Appraisal
367
3
Who Appraises Performance?
370
2
Effective Performance Feedback
372
1
Performance Appraisal
373
1
Pay and Benefits
374
1
Pay Level
374
1
Pay Structure
374
1
Benefits
374
1
Managing Time with Benefits
375
1
Labor Relations
376
2
Unions
376
2
Linda Chavez-Thompson and the AFL-CIO
378
1
Collective Bargaining
378
1
Summary and Review
379
2
Management in Action
381
4
Human Resource Management in an Era of Downsizing
383
1
Stock Options: Lou Takes a Cue from Silicon Valley
384
1
Part 5 Managing Individuals and Groups
385
224
The Manager as a Person
386
38
Low-Key Determination Versus Flamboyant Outspokenness
387
2
Enduring Characteristics: Personality Traits
389
4
The Big Five Personality Traits
390
3
Openness to Experience Reigns at Any Age
393
3
Other Personality Traits That Affect Managerial Behavior
394
2
Values, Attitudes, and Moods
396
2
Values: Terminal and Instrumental
396
2
Values of the Overseas Chinese
398
3
Attitudes
398
3
Managerial Commitment at IBM
401
3
Moods
403
1
Perceptions
404
2
Factors That Influence Managerial Perception
405
1
Ways to Ensure Accurate Perceptions
406
1
Perception
406
1
Career Development
406
5
Stages in a Linear Career
407
3
Effective Career Management
410
1
Stress
411
3
Consequences of Stress
411
2
Sources of Managerial Stress
413
1
Role Overload Downs Harvard President
414
3
Coping with Stress
415
2
Career Issues and Stress
417
1
Summary and Review
417
2
Management in Action
419
5
Stamina: Who Has It, Why It's Important, and How to Get It
421
1
Mr. House Finds His Fixer-Upper
422
2
Motivation
424
36
Motivating Employees at Eastman Kodak and Mars
425
2
The Nature of Motivation
427
2
Expectancy Theory
429
4
Expectancy
430
1
Instrumentality
431
1
Valence
431
1
Bringing It All Together
432
1
Motorola Promotes High Motivation in Malaysia
433
1
Need Theories
434
3
Maslow's Hierarchy of Needs
434
1
Alderfer's ERG Theory
435
1
Herzberg's Motivator-Hygiene Theory
436
1
Equity Theory
437
2
Equity
437
1
Inequity
438
1
Ways to Restore Equity
438
1
Goal-Setting Theory
439
2
Expectancy and Equity Theories
441
1
Learning Theories
441
3
Operant Conditioning Theory
442
2
Positive Reinforcement in Luling, Louisiana
444
4
Social Learning Theory
446
2
Pay and Motivation
448
3
Basing Merit Pay on Individual, Group, or Organizational Performance
449
1
Salary Increase or Bonus?
450
1
Examples of Merit Pay Plans
451
1
Semiconductors Simplify the Administration of Piece-Rate Pay
451
1
Learning Theory
452
1
Summary and Review
453
2
Management in Action
455
5
Motivating with Stretch Targets
457
1
A Nice Business Built on Being Nice
458
2
Leadership
460
36
Welch Fosters Prosperity While Agee Fosters Decline
461
2
The Nature of Leadership
463
4
Personal Leadership Style and Managerial Tasks
464
1
Leadership Styles Across Cultures
465
1
Power: The Key to Leadership
465
2
Curtailing Coercive Power Makes Good Business Sense
467
3
Empowerment: An Ingredient in Modern Management
469
1
Trait and Behavior Models of Leadership
470
1
The Trait Model
470
1
The Behavior Model
471
1
Consideration and Customer Service at Staples and Chiat/Day
471
2
Contingency Models of Leadership
473
6
Fiedler's Contingency Model
474
3
House's Path---Goal Theory
477
2
Turnarounds in the Steel Industry
479
3
The Leader Substitutes Model
480
1
Bringing It All Together
481
1
Contingency Models of Leadership
482
1
Transformational Leadership
482
3
Being a Charismatic Leader
484
1
Stimulating Subordinates Intellectually
484
1
Engaging in Developmental Consideration
484
1
Transformational Leadership in South Korea
485
1
Transformational Leadership
486
1
The Distinction Between Transformational and Transactional Leadership
487
1
Gender and Leadership
487
2
Summary and Review
489
2
Management in Action
491
5
Leading the Farming Revolution in Mexico
493
1
Bill's Co-Pilot
494
2
Groups and Teams
496
38
Teams Work Wonders at Hallmark Cards
497
2
Groups, Teams, and Organizational Effectiveness
499
2
Groups and Teams as Performance Enhancers
499
1
Groups, Teams, and Responsiveness to Customers
500
1
Teams Foster Responsiveness to Customers at Rubbermaid
501
1
Teams and Innovation
502
1
Cross-Cultural Team's Innovation Yields the 1996 Honda Civic
502
2
Groups and Teams as Motivators
503
1
Types of Groups and Teams
504
5
The Top-Management Team
504
1
Research and Development Teams
505
1
Command Groups
505
1
Task Forces
506
1
Self-Managed Work Teams
506
2
Virtual Teams
508
1
Friendship Groups
508
1
Interest Groups
508
1
Group Dynamics
509
11
Group Size, Tasks, and Roles
509
3
Group Leadership
512
1
Group Development over Time
513
1
Group Norms
514
3
Group Cohesiveness
517
3
Promoting Cohesiveness In a Diverse Team at Mercedes-Benz
520
2
Managing Groups and Teams for High Performance
522
1
Motivating Group Members to Achieve Organizational Goals
522
1
Rewarding Team Members
523
4
Reducing Social Loafing in Groups
524
2
Helping Groups to Manage Conflict Effectively
526
1
Group Dynamics and Managing Groups and Teams for High Performance
527
1
Summary and Review
527
2
Management in Action
529
5
Teams Manage AES (with the Help of a Few Managers)
531
1
Getting Iridium off the Ground
532
2
Communication
534
38
The Importance of Good Communication Skills
535
2
Communication and Management
537
4
The Importance of Good Communication
537
1
The Communication Process
538
2
The Role of Perception in Communication
540
1
The Dangers of Ineffective Communication
540
1
Information Richness and Communication Media
541
3
Face-to-Face Communication
542
2
Spoken Communication Electronically Transmitted
544
1
Eavesdropping on Voice Mail
544
3
Personally Addressed Written Communication
545
1
Impersonal Written Communication
546
1
Communication Networks
547
3
Communication Networks in Groups and Teams
547
2
Organizational Communication Networks
549
1
Technological Advances in Communication
550
2
The Internet
550
2
Surfing the Net
552
1
Intranets
553
1
The Global Village
553
2
Groupware
554
1
Information Richness and Communication Media
555
1
Communication Skills for Managers
556
2
Communication Skills for Managers as Senders
556
2
Options in Communication Media for the Deaf
558
1
Communicating Accurate Information to Minimize Rumors
559
6
Communication Skills for Managers as Receivers
560
1
Understanding Linguistic Styles
561
4
Sending and Receiving Messages
565
1
Summary and Review
565
2
Management in Action
567
5
Communicating with Electronic Secretaries
569
1
Saying Adios to the Office
570
2
Organizational Conflict, Negotiation, Politics, and Change
572
37
The Power of Political Skills
573
2
Organizational Conflict
575
1
Conflict at Koch Industries
575
3
Types of Conflict
577
1
lacocca's Gamble
578
6
Sources of Conflict
579
2
Conflict Management Strategies
581
3
Conflict
584
1
Negotiation Strategies for Integrative Bargaining
584
3
Emphasizing Superordinate Goals
585
1
Focusing on the Problem, Not the People
585
1
Focusing on Interests, Not Demands
586
1
Creating New Options for Joint Gain
586
1
Focusing on What Is Fair
586
1
Negotiation
587
1
Organizational Politics
587
7
The Importance of Organizational Politics
588
1
Political Strategies for Increasing Power
589
3
Political Strategies for Exercising Power
592
2
Political Strategies
594
1
Managing Organizational Change
595
3
Assessing the Need for Change
595
1
Deciding on the Change to Make
596
2
Implementing the Change
598
1
Evaluating the Change
598
1
Big Changes at Tenneco
598
2
Summary and Review
600
1
Management in Action
601
8
Half a Loaf at Blimpie
603
2
The Corporation of the Future
605
4
Part 6 Managing Essential Operations and Processes
609
104
Managing Information Systems and Technologies
610
32
Information Flows at Tel Co. and Soft Co.
611
2
Information and the Manager's Job
613
4
Attributes of Useful Information
613
2
Information Systems and Technology
615
1
Information and Decisions
615
1
Information and Control
616
1
Information Systems and Control at Cypress Semiconductor
617
1
Information and Coordination
618
1
Coordinating Global Production Flows at Bose Corporation
618
1
The Information Technology Revolution
619
3
The Tumbling Price of Information
619
1
Wireless Communications
620
1
Computer Networks
621
1
Software Developments
622
1
IBM's Digital Factory
622
2
Types of Management Information Systems
624
3
The Organizational Hierarchy: The Traditional Information System
624
1
Transaction-Processing Systems
625
1
Operations Information Systems
625
1
Decision Support Systems
626
1
How Judy Lewent Became One of the Most Powerful Women in Corporate America
627
2
Expert Systems and Artificial Intelligence
628
1
The Impact and Limitations of Information Systems and Technology
629
2
Information Systems and Organizational Structure
629
1
Information Systems and Competitive Advantage
630
1
Levi's® Personal Pair™ Made-to-Order Jeans
631
4
Barriers to Implementing New Management Information Systems
632
1
Limitations of Information Systems
633
1
Managing Information Systems
634
1
Information
635
1
Summary and Review
635
2
Management in Action
637
5
Woolworth's New Information System
639
1
The Many Virtues of ``Virtual Services''
639
3
Operations Management: Managing Quality, Efficiency, and Responsiveness to Customers
642
36
Two Production Systems at Federal-Mogul
643
2
Operations Management and Competitive Advantage
645
1
Improving Responsiveness to Customers
645
4
What Do Customers Want?
646
2
Designing Production Systems That Are Responsive to Customers
648
1
How Southwest Airlines Keeps Its Customers Happy
649
1
Improving Quality
650
3
Total Quality Management
651
2
McDevitt Street Bovis Applies TQM
653
4
Putting TQM into Action: The Management Challenge
655
2
The Kanban System in Japan
657
2
The Role of Top and Functional-Level Managers in TQM
659
1
Improving Efficiency
659
5
Total Quality Management and Efficiency
660
1
Facilities Layout, Flexible Manufacturing, and Efficiency
661
2
Just-in-Time Inventory and Efficiency
663
1
Problems with JIT at GE Appliances
664
1
Self-Managed Work Teams and Efficiency
664
1
Kaizen (Continuous Improvement) and Efficiency
665
1
Applying Kaizen to Improve Facilities Layout
665
2
Process Reengineering and Efficiency
667
1
Reengineering of Procurement at Ford
667
2
The Role of Top and Functional-Level Managers in Efficiency
668
1
Operations Management: Some Remaining Issues
669
1
The Human Cost of Improving Productivity
669
2
Operations Management
671
1
Summary and Review
671
2
Management in Action
673
5
Kaizen at Fridgidaire
675
1
Selling a Bright Idea-Along with the Kilowatts
676
2
The Management of Innovation, Product Development, and Entrepreneurship
678
35
Two Product Development Teams at Quantum Corporation
679
2
Innovation, Technological Change, and Competition
681
5
The Effects of Technological Change
682
1
Product Life Cycles and Product Development
683
3
Shrinking Product Life Cycles at Intel
686
1
Innovation
687
1
Product Development
687
2
Goals of Product Development
687
2
How Sun Captured the Lead from Apollo
689
2
Principles of Product Development
690
1
How Thermos Developed a New Barbecue Grill
691
6
Developing the 777 at Boeing
697
1
Problems with Product Development
698
1
Ford's Attempt at Global Product Development
698
1
Entrepreneurship
699
6
Entrepreneurship and New Ventures
701
3
Intrapreneurship and Organizational Learning
704
1
Summary and Review
705
2
Management in Action
707
6
P&G's Hottest New Product: P&G
709
2
How a ``Skunk Works'' Kept Mustang Alive on a Tight Budget
711
2
Glossary
713
16
Credits
729
25
Photo Credits
754
2
Name Index
756
6
Subject Index
762