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Tables of Contents for Management
Chapter/Section Title
Page #
Page Count
PART 1 Managing and the Environment
1
112
1. THE MANAGEMENT CHALLENGE
2
28
COMPETITIVENESS
4
4
Competitiveness and Ethics
5
1
Quality Standards and the Baldrige Award
6
1
ISO 9000
7
1
MANAGEMENT AND MANAGERS DEFINED
8
1
Management as a Process
8
1
Management as a Discipline
8
1
Management as People
8
1
Management as a Career
8
1
QUALITY
9
3
Eight Dimensions of Quality
11
1
Philip B. Crosby and Zero Defects
11
1
THE PROCESS OF MANAGEMENT PLUS QUALITY
12
3
Planning
12
1
Organizing
13
1
Leading
13
1
Controlling
13
2
MANAGERS
15
1
TYPES OF MANAGERS
15
2
First-Line Management
15
1
Middle Management
16
1
Top Management
17
1
MANAGERIAL SKILLS
17
3
Technical Skills
17
1
Analytical Skills
18
1
Decision-Making Skills
18
1
Computer Skills
18
1
People Skills
18
1
Conceptual Skills
19
1
MANAGERIAL ROLES
20
2
Interpersonal Roles
20
1
Informational Roles
20
1
Decisional Roles
21
1
PLAN FOR THE BOOK
22
3
CASE STUDY: The Journey to Trust and Belief: 1979-1994
25
1
VIDEO CASE: Management Challenge
26
1
APPLICATION EXERCISE: Managerial Behavior Assessment: A Look at Yourself
27
3
2. THE EVOLUTION OF MANAGEMENT
30
26
MANAGEMENT: A FIELD OF STUDY
32
3
THE CLASSICAL MANAGEMENT APPROACH
35
4
Scientific Management
36
1
Classical Organization Theory
36
2
Authority of Management
38
1
Contributions and Limitations of the Classical Approach
39
1
THE BEHAVIORAL APPROACH
39
3
The Human Relations Approach
39
1
The Behavioral Science Approach and the Hawthorne Studies
40
1
The Impact of Technology on Structure: A Behavioral Science Approach
41
1
Contributions and Limitations of the Behavioral Approach
41
1
THE DECISION AND INFORMATION SCIENCES (DISC) APPROACH
42
1
Origins of the DISC Approach
42
1
Contributions and Limitations of the DISC Approach
42
1
THE SYSTEMS MANAGEMENT APPROACH
43
3
Open Systems
44
1
Contributions and Limitations of the Systems Management Approach
45
1
THE CONTINGENCY MANAGEMENT APPROACH
46
2
Universalist versus Situationalist Theories
46
1
Identifying and Evaluating Contingency Variables
47
1
CONTEMPORARY INFLUENCES ON THE EVOLUTION OF MANAGEMENT
48
5
Tom Peters: Excellent Companies
48
1
William Ouchi: Theory Z
49
1
Michael Porter: Competitive Advantage
50
3
CASE STUDY: A Competitive Advantage: Treating Women Fairly
53
1
VIDEO CASE: The Evolution of Management
54
1
APPLICATION EXERCISE
55
1
3. ENVIRONMENT, SOCIAL RESPONSIBILITY, AND ETHICS
56
32
THE INTERNAL ENVIRONMENT
59
2
Multiple Cultures
60
1
Building Culture
60
1
THE EXTERNAL ENVIRONMENT
61
2
Input and Output
62
1
Environmental Analysis and Diagnosis
62
1
THE SOCIAL-CULTURAL ENVIRONMENT
63
6
Workforce Composition
63
2
Family Responsibilities of Employees
65
2
Nature of Work
67
1
Employees' Health
68
1
THE ECONOMIC ENVIRONMENT
69
2
Productivity
69
1
The Global Economy
70
1
Small Firms
70
1
THE TECHNOLOGICAL ENVIRONMENT
71
1
Technological Innovation
72
1
THE POLITICAL-LEGAL ENVIRONMENT
72
2
Government Control
73
1
THE ECOLOGICAL ENVIRONMENT
74
1
SOCIAL RESPONSIBILITY AND ETHICS
75
10
Social Responsibility as Social Obligation
75
1
Social Responsibility as Social Reaction
76
1
Social Responsibility as Social Responsiveness
76
5
Ethical Frameworks
81
2
Virtue Ethics
83
2
CASE STUDY: Some Question Stride Rite's Social Responsibility Record
85
1
VIDEO EXERCISE
86
1
APPLICATION EXERCISE: Rokeach Value Survey
87
1
4. THE GLOBAL MANAGEMENT ENVIRONMENT
88
25
THE NATURE AND IMPORTANCE OF THE GLOBAL ECONOMY
90
3
Quality and the Status of a Nation
90
1
The Global Boom
91
1
Global Opportunities
91
2
TYPES OF ORGANIZATIONS IN THE GLOBAL ECONOMY
93
4
Multinational and Global Corporations
93
1
Approaches to International Business
94
3
THE ENVIRONMENT FOR GLOBAL BUSINESS
97
5
Cultural Environment
97
3
Economic Environment
100
1
Political-Legal Environment
101
1
Technological Environment
102
1
REGULATION OF INTERNATIONAL BUSINESS
102
1
Legislation
102
1
International Organizations
103
1
MULTINATIONAL MARKET GROUPS
103
3
The United States, Canada, and Mexico
103
1
The European Union
104
1
The Pacific Rim
104
1
Eastern Europe and the Commonwealth of Independent States
105
1
THE GLOBAL CHALLENGES
106
1
The Quality Challenge
106
1
The Competitiveness Challenge
106
1
THE WORKPLACE OF TOMORROW
107
2
CASE STUDY: Mickey Comes to Europe
109
1
VIDEO CASE: Forces Affecting International Business
110
1
APPLICATION EXERCISE
111
2
PART 2 Planning
113
96
5. DECISION MAKING
114
36
Questions
116
2
TYPES OF MANAGERIAL DECISIONS
118
4
Programmed versus Nonprogrammed Decisions
118
2
Proactive versus Reactive Decisions
120
1
Intuitive versus Systematic Decisions
120
2
THE DECISION-MAKING PROCESS
122
5
Step 1: Establish Specific Goals and Objectives
122
1
Step 2: Identify and Define the Problem
123
1
Step 3: Establish Priorities
124
1
Step 4: Determine Causes of the Problem
124
1
Step 5: Develop Alternative Solutions
124
1
Step 6: Evaluate the Alternatives
124
1
Step 7: Select a Solution
125
1
Step 8: Implement the Decision
125
1
Step 9: Follow-up
126
1
Summary of the Decision-Making Process
126
1
INDIVIDUAL DECISION MAKING
127
2
Values
127
1
Personality
128
1
Propensity for Risk
128
1
Potential for Dissonance
128
1
GROUP DECISION MAKING
129
4
Individual versus Group Decision Making
130
1
Process Improvement Teams
130
2
Techniques for Stimulating Creativity in Group Decision Making
132
1
THE INFORMATION AGE
133
2
Attributes of Useful Information
134
1
Information Sharing
134
1
MANAGEMENT INFORMATION SYSTEMS
135
3
MIS Functions
136
2
Computer Networks
138
1
DECISION SUPPORT SYSTEMS
138
4
Developing the DSS
141
1
Expert Systems and Artificial Intelligence
141
1
TRENDS IN INFORMATION SYSTEMS
142
5
Telecommuting
142
1
The Internet
142
5
CASE STUDY: Dudley C. Jackson Employees Run the Show
147
1
VIDEO CASE: Decision Making
148
1
APPLICATION EXERCISE: What Car Buyers Look for in a Car
149
1
6. PLANNING
150
32
WHAT IS PLANNING?
153
1
Planning Is Systematic
153
1
Planning Involves Everyone
154
1
WHY PLANNING IS NECESSARY
154
2
Pressure to Reduce Cycle Times
155
1
Increased Organizational Complexity
155
1
Increased Global Competition
156
1
Impact on Other Management Functions
156
1
BENEFITS OF PLANNING
156
2
Coordination of Effort
156
1
Preparation for Change
157
1
Development of Performance Standards
157
1
Development of Managers
157
1
TYPES OF PLANNING
158
1
Strategic, Operational, and Tactical Planning
158
1
Single-Use versus Standing Plans
158
1
STEPS IN THE PLANNING PROCESS
159
12
Step 1: Assess Current Conditions
159
1
Step 2: Determine Goals and Objectives
160
6
Step 3: Establish an Action Plan
166
1
Step 4: Allocate Resources
166
2
Step 5: Implement the Plan
168
2
Step 6: Control the Implementation
170
1
TOTAL QUALITY APPROACH TO PLANNING
171
6
The Plan, Do, Check, Act Cycle
171
1
Time-Based Planning
172
1
Planning for Continuous Improvement
173
4
CASE STUDY: Arthur Taylor Takes TQM to School
177
2
VIDEO CASE: Planning and Strategic Management at Ford Motor Company
179
1
APPLICATION EXERCISE: Team Planning
180
2
7. STRATEGY
182
27
STRATEGIC THINKING FRAMEWORKS
186
5
The Business Portfolio Matrix
187
1
Strategic Choices
188
1
Porter's Five Forces
189
1
The Value Chain
190
1
STRATEGIC PLANNING
191
8
The Environment
193
1
Establishing a Mission
194
2
Characteristics of a Mission Statement
196
1
Establishing Goals and Objectives
197
1
Operating Strategies
198
1
QUALITY AND STRATEGY
199
7
Employees
200
2
Customers
202
1
Suppliers
202
1
Stockholders
203
1
Community
203
3
CASE STUDY: Kiva Container Corporation's Small Business Strategy
206
1
VIDEO CASE: A Conversation with Ben and Jerry
207
1
APPLICATION EXERCISE: Computer Software, Inc.
208
1
PART 3 Organizing
209
82
8. ORGANIZATIONAL STRUCTURE AND DESIGN
210
30
ORGANIZING AND ORGANIZATIONAL STRUCTURE
212
2
Overcoming Myths about Organizational Structure
213
1
Detecting Problems in Organizational Structure
213
1
DETERMINING ORGANIZATIONAL STRUCTURE
214
12
Specialization of Jobs
215
3
Delegation of Authority
218
3
Departmentalization
221
4
Span of Control
225
1
DIMENSIONS OF ORGANIZATIONAL STRUCTURE
226
2
Formalization
226
1
Centralization
226
1
Complexity
227
1
ORGANIZATIONAL DESIGN
228
5
The Mechanistic Model
228
1
The Organic Model
229
1
The Matrix Organization
229
1
Other Forms of Organizational Design
230
3
THE WORKPLACE OF TOMORROW
233
3
CASE STUDY: Johnson & Johnson Decentralizes
236
1
VIDEO CASE: Organizational Structure: Big Apple Bagels and the St. Louis Bread Company
237
1
APPLICATION EXERCISE: Starting a Quality Circle
238
2
9. JOB ANALYSIS, DESIGN, AND REDESIGN
240
20
JOB ANALYSIS
242
5
Steps in Job Analysis
244
1
Job Descriptions and Job Specifications
244
3
JOB DESIGN
247
1
Job Specialization
247
1
Job Range and Depth
248
1
JOB REDESIGN
248
5
Job Rotation
248
1
Job Enlargement
249
2
Job Enrichment
251
2
Flextime
253
1
TEAM-BASED APPROACH TO JOB DESIGN AND REDESIGN
253
3
THE WORKPLACE OF TOMORROW
256
1
CASE STUDY: Team-Based Job Design at Semco S/A
257
1
VIDEO CASE: Detroit Diesel Corporation: An Evolution of Tasks and Attitudes
258
1
APPLICATION EXERCISE: Developing a Job Description
259
1
10. HUMAN RESOURCE MANAGEMENT
260
31
HUMAN RESOURCE MANAGEMENT BACKGROUND
262
1
A Model of Human Resource Management
263
1
EQUAL EMPLOYMENT OPPORTUNITY
263
4
Societal Values and EEO
265
1
Economic Status of Minorities before 1964
266
1
The Government
266
1
HUMAN RESOURCE PLANNING
267
1
RECRUITMENT
268
1
SELECTION
269
3
Screening Interviews
270
1
Tests
271
1
The Hiring Decision
272
1
TRAINING AND DEVELOPMENT
272
1
Link to Performance
272
1
Approaches and Programs
273
1
PERFORMANCE EVALUATION
273
3
Performance Evaluation Methods
274
2
COMPENSATION
276
6
Compensation Objectives
276
1
Compensation and Performance
277
1
Selected Methods of Compensation
278
3
The Equal Pay Act
281
1
Comparable Worth
282
1
BENEFITS AND SERVICES
282
2
Benefits Required by Law
283
1
Additional Benefits and Retirement Plans
283
1
SPECIAL ISSUES IN HUMAN RESOURCES
284
4
AIDS in the Workplace
284
1
Sexual Harassment
284
2
Substance Abuse
286
2
CASE STUDY: The Mirage Hotel: A Human Resource Volcano
288
1
VIDEO CASE: Human Resources Management
288
2
APPLICATION EXERCISE: Recruitment Actions
290
1
PART 4 Leading
291
96
11. GROUP DYNAMICS AND TEAM BUILDING
292
22
CATEGORIES OF GROUPS
294
3
Informal Groups
294
1
Formal Groups
294
3
STAGES OF GROUP DEVELOPMENT
297
1
Stage 1: Forming
298
1
Stage 2: Storming
298
1
Stage 3: Norming
298
1
Stage 4: Performing
298
1
CHARACTERISTICS OF GROUPS
298
6
Role Making in Groups
299
1
Group Norms
300
2
Cohesiveness
302
1
Cultural Diversity
302
2
A MODEL OF EFFECTIVE SMALL GROUP INTERACTION
304
1
IMPLEMENTING WORK TEAMS
305
3
Developing Team-Driven Companies
306
1
Overcoming Resistance to Teamwork
307
1
THE WORKPLACE OF TOMORROW
308
2
CASE STUDY: IKEA
310
1
VIDEO CASE: Groups and Teams at Southwest Airlines
311
1
APPLICATION EXERCISE: Flexible Work Schedules
312
2
12. MOTIVATION
314
24
THE IMPORTANCE OF MOTIVATION
316
1
ASSUMPTIONS ABOUT HUMAN NATURE
316
1
THE MOTIVATION PROCESS
317
1
MOTIVATION THEORIES
318
9
Content Theories of Motivation
318
4
Process Theories of Motivation
322
2
Reinforcement Theory
324
3
GOAL SETTING: AN APPLIED MOTIVATION THEORY
327
1
Advantages of Goal Setting
327
1
Attributes of Effective Goals
327
1
QUALITY MANAGEMENT AND MOTIVATION
328
6
Positive Assumptions about Employees' Work Ethic
329
1
Tools and Techniques
329
5
THE WORKPLACE OF TOMORROW
334
2
CASE STUDY: Motivating the Sales Force at Hewlett Packard
336
1
VIDEO CASE: Employee Motivation at Tellabs, Inc.
336
1
APPLICATION EXERCISE: Time for a Raise
337
1
13. LEADERSHIP
338
28
LEADERS AND MANAGERS
341
1
POWER AND LEADERSHIP
341
1
MODELS AND THEORIES OF LEADERSHIP
343
9
Trait Theory of Leadership
343
2
Behavioral Models of Leadership
345
2
Contingency Models of Leadership
347
4
Substitutes for Leadership
351
1
TRANSFORMATIONAL LEADERSHIP
352
1
SELF-LEADERSHIP
353
2
APPLICATIONS OF SELF-LEADERSHIP
355
2
Behavioral Self-Management
355
2
Cognitive Self-Management
357
1
DEVELOPING A SELF-LEADERSHIP CULTURE
357
3
Leadership Challenges
358
1
Managing Cultural Diversity
359
1
THE WORKPLACE OF TOMORROW
360
2
CASE STUDY: SAS: Business Class Means Quality
362
1
VIDEO CASE: Leadership at Marshall Industries
363
1
APPLICATION EXERCISE: Personnel and Production
364
2
14. INTERPERSONAL AND ORGANIZATIONAL COMMUNICATION
366
21
THE NATURE AND SCOPE OF COMMUNICATION
368
5
The Communication Process
370
1
Selecting a Communication Medium
371
1
The Role of Communication in Organizations
372
1
INTERPERSONAL COMMUNICATION
373
4
Oral Communication
374
1
Written Communication
374
1
Nonverbal Communication
374
2
Empathic Listening
376
1
ORGANIZATIONAL COMMUNICATION
377
3
Formal Channels of Communication
377
1
Informal Channels of Communication
378
1
Communicating Quality in Organizations
379
1
BARRIERS TO ORGANIZATIONAL COMMUNICATION
380
1
Personal Characteristics
380
1
Frame of Reference
380
1
Resistance to Change
381
1
FACILITATING ORGANIZATIONAL COMMUNICATION
381
3
Developing Communication Skills
382
1
Minimizing Resistance to Change
382
1
Communicating with a Diverse Workforce
382
1
Communication Audit
383
1
THE WORKPLACE OF TOMORROW
384
1
CASE STUDY: Matsushita Acquires MCA
385
1
VIDEO EXERCISE: Oral and Nonverbal Communication
386
1
APPLICATION EXERCISE
386
1
PART 5 Controlling
387
196
15. CONTROL SYSTEMS
388
195
ELEMENTS OF CONTROL
391
2
TYPES OF CONTROL
393
190
Preliminary Control
393
5
Concurrent Control
398
1
Feedback Control
399
2
Summary of Types of Control
401
182
ENDNOTES
583
20
Chapter 1
583
1
Chapter 2
583
1
Chapter 3
584
1
Chapter 4
585
1
Chapter 5
586
1
Chapter 6
587
1
Chapter 7
588
1
Chapter 8
589
1
Chapter 9
590
1
Chapter 10
591
1
Chapter 11
592
1
Chapter 12
593
1
Chapter 13
594
1
Chapter 14
595
1
Chapter 15
596
1
Chapter 16
597
1
Chapter 17
598
1
Chapter 18
599
1
Chapter 19
600
1
Chapter 20
601
2
PHOTO CREDITS
603
2
INDEXES
605