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<BKFM_TTL>Preface 000 <PART_TTL>PART I: INTRODUCTION 2 <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? 20 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 <PART_TTL>PART II: PLANNING 86 <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? 109 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 <PART_TTL>PART III: ORGANIZING 158 <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 <PART_TTL>PART IV: LEADING 260 <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
Library of Congress Subject Headings for this publication:
Management.