Table of contents for Fundamentals of management : essential concepts and applications / Stephen P. Robbins, David A. DeCenzo ; with contributions by Henry Moon.

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Note: Contents data are machine generated based on pre-publication provided by the publisher. Contents may have variations from the printed book or be incomplete or contain other coding.

<BKFM_TTL>Preface 000
<CHAP_TTL>Chapter 1: Managers and Management 2
Who Are Managers and Where Do They Work? 4
What Three Common Characteristics Do All Organizations Share? 4 
How Are Managers Different from Operative Employees? 4 
What Titles Do Managers Have in Organizations? 5
What Is Management and What Do Managers Do? 6 
How Do We Define Management? 6 
What Are the Management Processes? 8 
What Are Management Roles? 10 
Is the Manager's Job Universal? 10 
 What Skills and Competencies Do Successful Managers Possess? 15 
How Much Importance Does the Marketplace Put on Managers? 16
Why Study Management? 18
Ethical Dilemma in Management: Are U.S. Executives Overpaid? 18
How Does Management Relate to Other Disciplines? 20
What Can Students of Management Gain from Humanities and Social Science Courses? 
A Concluding Remark 21 
<RM_SUPTTL>Review, Comprehension, Application 22
Chapter Summary 22
Companion Web Site 23
Reading for Comprehension 23
Linking Concepts to Practice 23
Crossword Comprehension 25
Module: The Historical Roots of Contemporary Management Practices 29
The Pre-Modern Era 29
What Was Adam Smith's Contribution to the Field of Management? 29 
How Did the Industrial Revolution Influence Management Practices? 30 
Classical Contributions 30
What Contributions Did Frederick Taylor Make? 30 
Who Were the Other Major Contributors to Scientific Management? 31 
Why Did Scientific Management Receive So Much Attention? 33 
What Did Henri Fayol and Max Weber Contribute to Management Theory? 33 
How Do We See Some Classical Writings Applied Today? 33 
Human Resources Approach 35
Who Were Some Early Advocates of the Human Resources Approach? 35 
The Quantitative Approach 39
Analysis: How Social Events Shape Management Approaches 40
What Stimulated the Classical Approach? 40 
What Stimulated the Human Resources Approach? 41 
What Stimulated the Quantitative Approaches? 41 
Building on History: Studying Management Today 41
What Is the Process Approach? 42 
How Can a Systems Approach Integrate Management Concepts? 42 
What Is a Contingency Approach to the Study of Management? 43 
Details on a Management Classic: Frederick Taylor 32
Crossword Comprehension 45 
<CHAP_TTL>Chapter 2: The Management Environment 46
The Changing Economy 48
A Global Marketplace 50
How Does Globalization Affect Organizations? 52 
What Effect Does Globalization Have on Managers? 53 
Emphasis on Technology 56
How Does an Organization Benefit from Information Technology? 57 
What Is an E-Organization? 57 
In What Ways Does Technology Alter a Manager's Job? 59 
What Does Society Expect from Organizations and Managers? 60
How Can Organizations Demonstrate Socially Responsible Actions? 62 
How Do Managers Become More Socially Responsible? 62 
What Is Entrepreneurship? 64
Is There an Entrepreneurial Process? 64 
What Do Entrepreneurs Do? 65 
Can Large Organizations Have Entrepreneurs? 65 
What Will the Workforce of 2010 Look Like? 66
What Does the Workforce Look Like Today? 66 
How Does Diversity Affect Organizations? 67 
How Can Organizations Help Employees Balance Work/Life Concepts? 67 
Is Labor in Short Supply? 68
Why Do Organizations Lay Off Workers? 69 
Is There a Pending Labor Shortage in the United States? 71 
How Do Organizations Make the Customer King? 72
Can Organizations Improve Customer Service? 72 
How Have Organizations Shown an Increased Concern with Quality? 75 
When Must Managers Think in Terms of Quantum Changes Rather Than Continuous 
Improvement? 76 
Some Concluding Remarks 77
Ethical Dilemma in Management: The Contingent Workforce 70
Review, Comprehension, Application 79
Chapter Summary 79
Companion Web Site 80
Reading for Comprehension 80
Linking Concepts to Practice 80
Crossword Comprehension 82
<CHAP_TTL>Chapter 3: Foundations of Planning 86
Planning Defined 88
Planning in Uncertain Environments 88
Why Should Managers Formally Plan? 89 
 What Are Some Criticisms of Formal Planning? 89 
The Bottom Line: Does Planning Improve Organizational Performance? 91 
Types of Plans 92
How Do Strategic and Tactical Planning Differ? 92 
In What Time Frame Do Plans Exist? 92 
What Is the Difference Between Specific and Directional Plans? 93 
How Do Single-Use and Standing Plans Differ? 94 
Management by Objectives 94
What Is MBO? 94 
What Are the Common Elements in an MBO Program? 96 
Does MBO Work? 96 
How Do You Set Employee Objectives? 97 
Is There a Downside to Setting Objectives? 98 
The Importance of Organizational Strategy 98
A Strategic Framework: Choosing a Niche 99
How Does the Strategic Management Process Operate? 99 
What Are the Primary Steps in the Strategic Management Process? 101 
What Is SWOT Analysis? 102 
How Do You Formulate Strategies? 103 
What Happens After Strategies Are Formulated? 106 
Quality as a Strategic Weapon 106
How Can Benchmarking Help Promote Quality? 106 
What Is the ISO 9000 Series? 107 
How Can Attaining Six Sigma Signify Quality? 108 
Revisiting Entrepreneurship: How Does the Entrepreneur Identify A Competitive Advantage? 
Identifying Environmental Opportunities and Competitive Advantage 109 
Details on a Management Classic: Locke and Goal-Setting Theory 95
Review, Comprehension, Application 111
Chapter Summary 111
Companion Web Site 112
Reading for Comprehension 112
Linking Concepts to Practice 113
Crossword Comprehension 114
<CHAP_TTL>Chapter 4: Foundations of Decision Making 118
The Decision-Making Process 120
What Defines a Decision Problem? 120
What Is Relevant in the Decision-Making Process? 121 
How Does the Decision Maker Weight the Criteria? 122 
What Determines the Best Choice? 124 
What Is Decision Implementation? 124 
What Is the Last Step in the Decision Process? 124 
Making Decisions: The Rational Model 124
Why Is Creativity Important in Decision Making? 125 
What Is Creative Potential? 125 
The Real World: Modifications of the Rational Model 126
What Is Bounded Rationality? 127 
Are Common Errors Committed in the Decision-Making Process? 128 
Decision Making: A Contingency Approach 130
How Do Problems Differ? 130 
How Does a Manager Make Programmed Decisions? 130 
In What Ways Do Nonprogrammed Decisions Differ from Programmed Decisions? 131 
How Can You Integrate Problems, Types of Decisions, and Level in the Organization? 131 
In What Ways Does Technology Assist Decision Making? 133 
Decision-Making Styles 134
Making Decisions in Groups 135
What Are the Advantages of Group Decision Making? 136 
What Are the Disadvantages of Group Decision Making? 136 
 When Are Groups Most Effective? 137 
How Can You Improve Group Decision Making? 138 
National Culture and Decision-Making Practices 139
Ethical Dilemma in Management: Stem Cell Research 132
Review, Comprehension, Application 140
Chapter Summary 140
Companion Web Site 141
Reading for Comprehension 141
Linking Concepts to Practice 141
Crossword Comprehension 143
Enhancing Your Skill in Ethical Decision Making 146
Quantitative Module: Quantitative Decision-Making Aids 147
Payoff Matrices 147
Decision Trees 148
Break-Even Analysis 149
Ratio Analysis 151
Linear Programming 152
Queuing Theory 154
Economic Order Quantity Model 155
<CHAP_TTL>Chapter 5: Basic Organization Designs 158
The Elements of Structure 160
What Is Work Specialization? 161 
 What Is the Chain of Command? 162 
 What Is the Span of Control? 163 
What Are Authority and Responsibility? 163 
How Do Centralization and Decentralization Differ? 168 
Can You Identify the Five Ways to Departmentalize? 169 
Contingency Variables Affecting Structure 171
How Is a Mechanistic Organization Different from an Organic Organization? 171 
How Does Strategy Affect Structure? 172 
How Does Size Affect Structure? 173 
How Does Technology Affect Structure? 174 
How Does Environment Affect Structure? 174 
Organization Design Applications 174
What Is a Simple Structure? 174 
What Do We Mean by a Bureaucracy? 175 
Can an Organization Design Capture the Advantages of Bureaucracies While Eliminating Their 
Disadvantages? 177
What Are Team-Based Structures? 178 
Why Is There Movement Toward a Boundaryless Organization? 178 
How Do You Create a Learning Organization? 179
Organization Culture 181
What Is an Organization Culture? 181 
How Can Cultures Be Assessed? 181 
Where Does an Organization's Culture Come From? 182 
How Does Culture Influence Structure? 182 
Details on a Management Classic: Stanley Milgram 164
Ethical Dilemma in Management: Obeying Orders 166
Review, Comprehension, Application 183
Chapter Summary 183
Companion Web Site 184
Reading for Comprehension 184
Linking Concepts to Practice 184
Crossword Comprehension 186
<CHAP_TTL>Chapter 6: Staffing and Human Resource Management 190
Managers and the Human Resource Management Process 192
The Legal Environment of HRM 192
What Are the Primary U.S. Laws Affecting HRM? 193 
Does HRM Face the Same Laws Globally? 195 
Employment Planning 195
How Does an Organization Conduct an Employee Assessment? 196 
How Are Future Employee Needs Determined? 196 
Recruitment and Selection 197
Where Does a Manager Recruit Candidates? 197 
Is There a Basic Method of Selecting Job Candidates? 198 
How Effective Are Tests and Interviews as Selection Devices? 200 
Orientation, Training, and Development 204
How Do We Introduce New Hires to the Organization? 204 
What Is Employee Training? 204 
Performance Management 206
What Is a Performance Management System? 207 
What Happens When Performance Falls Short? 209 
Compensation and Benefits 210
How Are Pay Levels Determined? 210 
 Why Do Organizations Offer Employee Benefits? 211 
Current Issues in Human Resource Management 211
How Can Workforce Diversity Be Managed? 211 
What Is Sexual Harassment? 212 
Can Unions and Management Cooperate? 214 
Can Managers Prevent Workplace Violence? 215 
How Do "Survivors" Respond to Layoffs? 216 
Ethical Dilemma in Management: The Stress Interview 203
Review, Comprehension, Application 217
Chapter Summary 217
Companion Web Site 218
Reading for Comprehension 218
Linking Concepts to Practice 218
Career Module: Building Your Career 224
Introduction 224
Making A Career Decision 224
Getting Into the Organization 225
Where Can I Find Jobs Advertised on the Internet? 225 
How Do You Prepare Your Resume? 227 
Are There Ways to Excel at an Interview? 227 
What Are Some Suggestions for Developing A Successful Management Career? 228
What Are an Organization's Responsibilities for Career Development? 228 
How Can You Enhance Your Career? 229 
<CHAP_TTL>Chapter 7: Managing Change, Stress, and Innovation 230
What Is Change? 232
Forces for Change 232
What External Forces Create a Need for Change? 233 
 What Internal Forces Create a Need for Change? 234 
How Can a Manager Serve as a Change Agent? 234 
Two Views of the Change Process 234
What Is the "Calm Waters" Metaphor? 235 
How Does the "White-Water Rapids" Metaphor of Change Function? 235 
Does Every Manager Face a World of Constant and Chaotic Change? 236 
How Do Entrepreneurs Handle Change? 237 
Organizational Change and Member Resistance 237
Why Do People Resist Change? 237 
What Are Some Techniques for Reducing Resistance to Organizational Change? 239 
Making Changes in the Organization 240
How Do Organizations Implement Planned Changes? 242 
What Is Organization Development? 242 
Are There Typical OD Techniques? 242 
Stress: The Aftermath of Organizational Change 244
What Is Stress? 244 
Are There Common Causes of Stress? 245 
What Are the Symptoms of Stress? 247 
How Can Stress Be Reduced? 247 
Stimulating Innovation 249
How Are Creativity and Innovation Related? 249 
 What Is Involved in Innovation? 249 
 How Can a Manager Foster Innovation? 250 
Why Do Entrepreneurs Value Innovation? 251 
Details on a Management Classic: Coch and French: Resistance to Change 239
Ethical Dilemma in Management: The OD Intervention 243
Review, Comprehension, Application 252
Chapter Summary 252
Companion Web Site 253
Reading for Comprehension 253
Linking Concepts to Practice 253
Crossword Comprehension 255
<CHAP_TTL>Chapter 8: Foundations of Individual and Group Behavior 260
Toward Explaining and Predicting Behavior 262
What Is the Focus of Organizational Behavior? 263 
What Are the Goals of Organizational Behavior? 263 
Do an Individual's Attitude and Behavior Need to Be Consistent? 264 
What Is Cognitive Dissonance Theory? 264 
How Can an Understanding of Attitudes Help Managers Be More Effective? 266 
Personality 267
Can Personality Predict Behavior? 267 
Can Personality Traits Predict Practical Work-Related Behaviors? 269 
How Do We Match Personalities and Jobs? 271 
How Can an Understanding of Personality Help Managers Be More Effective? 272 
Do Personality Attributes Differ Across National Cultures? 273 
Do Entrepreneurs Share Personality Characteristics? 273 
Perception 275
What Influences Perception? 275 
How Do Managers Judge Employees? 275 
What Shortcuts Do Managers Use in Judging Others? 277 
How Can an Understanding of Perceptions Help Managers Be More Effective? 279 
Learning 279
What Is Operant Conditioning? 279 
What Is Social Learning Theory? 280 
How Can Managers Shape Behavior? 280 
How Can an Understanding of Learning Help Managers Be More Effective? 281 
Foundations of Group Behavior 281
What Is a Group? 281 
What Are the Basic Concepts of Group Behavior? 282 
Ethical Dilemma in Management: Must Attitudes and Behaviors Align? 265
Details on a Management Classic: Solomon Asch and Group Conformity 284
Review, Comprehension, Application 286
Chapter Summary 286
Companion Web Site 287
Reading for Comprehension 287
Linking Concepts to Practice 287
Crossword Comprehension 289
<CHAP_TTL>Chapter 9: Understanding Work Teams 292
The Popularity of Teams 294
What Are the Stages of Team Development? 295 
Aren't Work Groups and Work Teams the Same? 296 
Types of Work Teams 297
What Is a Functional Team? 298 
How Does a Problem-Solving Team Operate? 298 
What Is a Self-Managed Work Team? 298 
How Do Cross-Functional Teams Operate? 298 
Are Virtual Teams a Reality in the Twenty-First Century? 299 
Why Do Entrepreneurs Use Teams? 300 
Characteristics of High-Performance Work Teams 300
Turning Individuals into Team Players 304
What Are the Management Challenges of Creating Team Players? 304 
What Roles Do Team Members Play? 305 
How Can a Manager Shape Team Behavior? 306 
How Can a Manager Reinvigorate a Mature Team? 307 
Contemporary Team Issues 309
Why Are Teams Central to Continuous Process Improvement Programs? 309 
How Does Workforce Diversity Affect Teams? 309 
Player? 307
Review, Comprehension, Application 310
Chapter Summary 310
Companion Web Site 311
Reading for Comprehension 311
Linking Concepts to Practice 312
Crossword Comprehension 313
<CHAP_TTL>Chapter 10: Motivating and Rewarding Employees 318
Motivation and Individual Needs 320
Early Theories of Motivation 321
What Is Maslow's Hierarchy of Needs Theory? 322 
What Is McGregor's Theory X and Theory Y? 322 
What Is Herzberg's Motivation-Hygiene Theory? 324 
What Are the Similarities and Differences Among the Early Theories of Motivation? 325 
Contemporary Theories of Motivation 325
What Is McClelland's Three-Needs Theory? 326 
How Do Inputs and Outcomes Influence Motivation? 326 
Does Job Design Influence Motivation? 329 
Why Is Expectancy Theory Considered a Comprehensive Theory of Motivation? 330 
How Can We Integrate the Contemporary Theories of Motivation? 334 
Contemporary Issues in Motivation 335
What Is the Key to Motivating a Diverse Workforce? 335 
Should Employees Be Paid for Performance or Time on the Job? 337 
How Can Managers Motivate Minimum-Wage Employees? 338 
What's Different in Motivating Professional and Technical Employees? 339 
What Can Management Do to Improve Work-Life Balance? 340 
What Do Entrepreneurs Do to Motivate Employees? 343 
Details on a Management Classic: David McClelland and the Three-Needs Theory 327
Ethical Dilemma in Management: Rewarding Appropriate Behavior 333
Review, Comprehension, Application 345
Chapter Summary 345
Companion Web Site 346
Reading for Comprehension 346
Linking Concepts to Practice 346
Crossword Comprehension 347
<CHAP_TTL>Chapter 11: Leadership and Trust 352
Managers Versus Leaders 354
Trait Theories of Leadership 354
Behavioral Theories of Leadership 355
Are There Identifiable Leadership Behaviors? 356 
Why Were the Ohio State Studies Important? 357 
What Were the Leadership Dimensions of the University of Michigan Studies? 358
 What Is the Managerial Grid? 358 
What Did the Behavioral Theories Teach Us About Leadership? 359 
Contingency Theories of Leadership 359
What Is the Fiedler Model? 361 
How Does Path-Goal Theory Operate? 362 
What Is the Leader-Participation Model? 365 
How Does Situational Leadership (r) Operate? 365 
Emerging Approaches to Leadership 368
What Is Charismatic Leadership Theory? 368 
What Is Visionary Leadership? 369 
Are Entrepreneurs Visionary Leaders? 370 
How Do Transactional Leaders Differ from Transformational Leaders? 371 
Contemporary Leadership Issues 371
What Is Team Leadership? 372 
Does National Culture Affect Leadership? 373 
How Does Emotional Intelligence Affect Leadership? 374 
Is Leadership Always Important? 375 
Building Trust: The Essence of Leadership 376
What Is Trust? 376 Why Is Trust Critical to Leadership? 377 What Are the Three Types of 
Trust? 377 
Details on a Management Classic: The Fielder Contigency Model of Leadership 363
Ethical Dilemma in Management: Do Men and Women Lead Differently? 372
Review, Comprehension, Application 379
Chapter Summary 379
Companion Web Site 380
Reading for Comprehension 381
Linking Concepts to Practice 381
Crossword Comprehension 383
<CHAP_TTL>Chapter 12: Communication and Interpersonal Skills 386
Understanding Communication 388
How Does the Communication Process Work? 388 
Are Written Communications More Effective Than Verbal Ones? 389 
Is the Grapevine an Effective Way to Communicate? 390 
How Do Nonverbal Cues Affect Communications? 391 
What Barriers Exist to Effective Communication? 392 
How Can Managers Overcome Communication Barriers? 395 
Communications and Information Technology 397
What Are the Networked Communication Capabilities? 399 
How Do Wireless Capabilities Affect Communications? 401 
How Does Knowledge Management Affect Communications? 401 
Developing Interpersonal Skills 402
Why Are Active Listening Skills Important? 402 
Why Are Feedback Skills Important? 403 
What Are Empowerment Skills? 405 
How Do You Manage Conflict? 408 
What Are Negotiation Skills? 413 
How Do Bargaining Strategies Differ? 413 
What Is an Effective Presentation? 416 
Ethical Dilemma in Management: Distorting Information Purposely 395
Review, Comprehension, Application 417
Chapter Summary 417
Companion Web Site 418
Reading for Comprehension 419
Linking Concepts to Practice 419
Crossword Comprehension 421
<CHAP_TTL>Chapter 13: Foundations of Control 424
What Is Control? 426
The Importance of Control 427
The Control Process 428 What Is Measuring? 429 
What Managerial Action Can Be Taken? 432 
Types of Control 433
What Is Feedforward Control? 434 
When Is Concurrent Control Used? 434 
Why Is Feedback Control So Popular? 435 
Control Implications for Managers 435
What Are the Qualities of an Effective Control System? 436 
What Factors Affect Control? 437 
A Special Case of Control: Sarbanes-Oxley Act 438 
Do Controls Need to Be Adjusted for Cultural Differences? 439 
The Dysfunctional Side of Control 440
Contemporary Issues in Control 441
Is My Work Computer Really Mine? 441 
Is Employee Theft on the Rise? 444
Entrepreneurs and Control 444
How Must the Entrepreneur Control for Growth? 444 
How Does the Entrepreneur Manage Downturns? 447 
How Does the Entrepreneur Exit the Venture? 447 
Ethical Dilemma in Management: Invasion of Privacy? 442
Review, Comprehension, Application 448
Chapter Summary 448
Companion Web site 449
Reading for Comprehension 449
Linking Concepts to Practice 449
Crossword Comprehension 451
<CHAP_TTL>Chapter 14: Operations Management 456
The Importance of Operations Management 458
How do Service and Manufacturing Firms Differ? 458
How Do We Improve Productivity? 459 
What Strategic Role Does Operations Management Play? 460 
Value Chain Management 461
What Is Value Chain Management? 461 
What Are the Goals of Value Chain Management? 463 
What Are the Value Chain Management Requirements? 463 
What are the Benefits of Value Chain Management? 468 
Are there Obstacles to Value Chain Management? 469 
Contemporary Issues in Operations Management 470 
Managing Projects 473
What Are Some Popular Scheduling Tools? 473 
What Is a PERT Network Analysis? 475 
Ethical Dilemma in Management: The Demanding Retailer 466
<RM_SUPTTL>Review, Comprehension, Application 478
Chapter Summary 478
Companion Web Site 479
Reading for Comprehension 479
Linking Concepts to Practice 479
Crossword Comprehension 481
<BKRM_TTL>Notes 485
<BKRM_TTL>Appendix B: Crossword Comprehension Solutions 516
<BKRM_TTL>Illustration Credits 521
<BKRM_TTL>Name/Organization Index 523
<BKRM_TTL>Glindex (combined subject index and glossary) 535 

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