Management Fundamentals Concepts, Applications, & Sklll ...
[Pages:8]Management Fundamentals Concepts, Applications, & Sklll Development
Sixth Edition
Robert N. Lussier Springfield College
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-Detailed Contents
Preface
xix
Acknowledgments
xxxi
About the Author
xxxiii
PARTI- THE GLOBAL MANAGEMENT ENVIRONMENT
Managing the Old versus New Workplace 20
Objectives of the Book
21
Management Concepts
21
Application of Management Concepts
21
Development of Management Skills
21
Organization of the Book
22
Chapterl. Management and Its History
1
Why Study Management?
1
What Is a Manager's Responsibility?
2
What Does It Take to Be a Successful
Manager?
5
Management Qualities
5
Management Skills
6
AACSB Competencies
6
Supervisory Ability
7
What Do Managers Do?
7
Management Functions
7
Management Roles
9
The SystemsRelationship Among the
Management Skills, Functions,
and Roles
10
Differences Among Managers
11
The Three Levels of Management
11
Differences in Management Skills and
Functions
14
Differences in Size and Profits
14
A Brief History of Management
16
Classical Theory
16
Behavioral Theory
1 7
Management Science
18
Integrative Perspective
18
Comparing Theories
20
Chapter 2. The Environment:
Culture, Ethics, and
Social Responsibility
34
The Internal Environment
36
Mission, Management, and Culture
36
Resources and Structure
36
Systems Process
37
Organizational Culture
39
Organizational Culture Artifacts,
Levels, and Strengths
39
Managing, Changing, and Merging Cultures 41
Learning Organizations
42
The External Environment
42
External Environmental Factors
42
Dynamic Environments and Interactive
Management
44
Business Ethics
45
Does Ethical Behavior Ray?
47
How Personality Traits and Attitudes, Moral
Development, and the Situation
Affect Ethical Behavior
48
How People Justify Unethical Behavior
48
Simple Guides to Ethical Behavior
50
Managing Ethics
51
Social Responsibility and
Sustainability
51
Social Responsibility toStakeholders
52
Does It Ray to Be Socially Responsible?
52
GLOBE
84
Sustainability
53
International Assignments
84
PART II-FLANNING
Chapter 3. Managing Diversity in a
Global Environment
60
The Global Environment
62
Classifying Businesses in the Global Village 62
Ethnocentrism Is Out and "Made in
America" Is Blurred
63
Foreign Trade
64
Trade Barriere
64
World Trade Organization (WTO)
66
Trade Agreements
66
Exchange Rates and the Balance of
Payments
67
Standard of Living and the Effects of
Foreign Trade
68
Takinga Business Global
69
Global Sourcing
69
Importing and Exporting
70
Licensing and Franchising
70
Contracting
71
Strategie Alliancesand Joint Ventures
72
Direct Investment
73
Global Business Practices
73
Workplace Diversity
76
What Is Diversity?
76
Is Diversity Really Important?
77
Types of Diversity and Managing Diversity
78
Age Diversity and Management
78
Sex Diversity and Management
79
Race and Ethnicity Diversity and
Management
79
Disability Diversity and Management
81
Other Types of Diversity and Management
82
Managing Diversity
82
Global Diversity
83
Hofstede National Cultural Diversity
84
Chapter 4. Creative Problem Solving and
Decision Making
92
Problem Solving and Decision Making:
An Overview
94
Problem Solving and Decision Making
Interrelationships
94
Decision-Making Styles
95
Decision Making in the Global Village
96
The Decision-Making Model
96
Classify and Define the Problem or
Opportunity
97
Classify the Problem
9 7
Decision Making Types
99
Select the Appropriate Level of
Participation
99
Define the Problem
100
Set Objectives and Criteria
102
Generate Creative and Innovative Alternatives 103
Creativity and Innovation
103
Using Groups to Generate Creative
Alternatives
105
Decision Trees
10 7
Analyze Alternatives and Select the
Most Feasible
108
Quantitative Techniques
108
The Kepner-Tregoe Method
110
Cost-Benefit, Pros and Cons, and Intuition 110
Ethics and Social Responsibility
in Decision Making
112
Plan, Implement the Decision, and Control 113
Vroom's Participative Decision-Making Model 113
Using the Participative Decision-Making Model 113
Participation Decision Styles
115
Chapter 5. Strategie and Operational Flanning
Strategie and Operational Flanning Flanning Dimensions Strategie versus Operational Flanning and Strategies The Strategie Flanning Process
Developing the Mission
Analyzing the Environment Situation Analysis Competitive Advantage
Setting Objectives Writing Effective Objectives Criteriafor Objectives Management by Objectives (MBO)
Corporate Strategies Grand Strategy Growth Strategies Portfolio Analysis
Business Strategies Adaptive Strategies Competitive Strategies
Operational Flanning Functional Strategies Standing Plans versus Single-Use and Contingency Plans Time Management Multitasking
Implementing and Controlling Strategies
124 126 126
127 128 129 129 129 132 132 133 134 135 136 136 137 139 139 140 141 142 142
143 145 150
151
Chapter 6. Managing Change, Innovation,
and Entrepreneurship
158
Innovation and Change
160
The Innovation and Change Interrelationship
and Risk
160
Forces for Change Types of Change Forms of Change Managing Innovation Innovative Organizational Structures and
Cultures Managing Innovation D?ring Incremental
and Discontinuous Change Managing Change
Stages in the Change Process Resistance to Change How to Overcome Resistance to Change A Model for Identifying and Overcoming
Resistance toChange Organizational Development
Change Models Organizational Development Interventions Entrepreneurship New Venture Entrepreneurs and
Intrapreneurs Selecting the New Venture and Business
Flanning
PART III-ORGANIZING
Chapter 7. Organizing and Delegating Work
Organization Considerations and Principles Organizational Considerations Principles of Organization
Authority Formal and Informal Authority and Scope and Levels of Authority Centralized and Decentralized Authority Line and Staff Authority
Organizational Design Organization Chart Departmentalization
160 161 162 163 163 165 166 166 16 7 168 169 170 170 172 175 175 178
184
186 186 186 189 189 190 190 191 192 193
Multiple Departmentalization Reengineering Contemporary
Organizational Designs
Job Design Job Simplification Job Expansion Work Teams The Job Characteristics Model
194
Developing Groups Into Teams
231
Training and Team Leadership
231
195
Team Rewards and Recognition
232
197
Managing Meetings
233
198
Flanning Meetings
233
199
Conducting Meetings
235
199
Handling Problem Members
236
200
Organizing Yourself and Delegating
201
Setting Priorities
201
Delegating
205
r
Chapter 8. Managing Team Work
Teams and the Lessons of the Geese
Groups and Teams and Performance Groups and Teams The Group Performance Model
Group Structure Group Types Group Size Group Composition Group Leadership and Objectives
Group Process Group Roles Group Norms Group Cohesiveness Status Within the Group Decision Making and Conflict Resolution
Stages of Group Development and Management Styles Stage 1. Forming-Autocratic Management Style Stage 2. Storming-Consultative Management Style Stage 3. Norming-Participative Management Style Stage 4. Performing-Empowerment Management Style Stage 5. Termination Changes in Group Development and Management Style
214 216 216 217 218 219 219 221 221 222 222 223 224 225 226 227
228
228
229
230
230 230
231
Chapter9. Human Resources Management 248
The Human Resources Management
Process
250
The Human Resources Department
251
The Legal Environment
251
Harassment and Sexual
Harassment
254
Human Resources Flanning
255
Strategie Human Resources Flanning
255
Job Analysis
255
Attracting Employees
256
Recruiting
256
The Selection Process
258
Selection Interviewing
260
Developing Employees
262
Orientation
262
Training and Development
262
Performance Appraisal
265
Retaining and Terminating Employees
268
Compensation
269
Health and Safety
2 71
Unions and Labor Relations
272
Terminating Employees
273
Appendix: Career Management and
Networking
280
Career Management
281
Career Flanning and Development
281
GettingaJob
282
Networking
285
The Importance of Networking
285
The Networking Process
285
PART 4-LEADING
Chapter 10 Organizational Behavior: Power, Politics, Conflict, and Stress
Organizational Behavior (OB) Foundations Personality Perception Attitudes Changing OB Foundations
Power Sources of Power Types of Power and How to Increase Your Power
Organizational Politics Political Behavior Guidelines for Developing Political Skills
Negotiation Negotiating The Negotiation Process
Managing Conflict The Psychological Contract and Functional and Dysfunctional Conflict Conflict Management Styles
Conflict Resolution Initiating Conflict Resolution Responding to and Mediating Conflict Resolution
Stress Job Stress Causesand Management The Stress Tug-of-War
292 294 294 297 299 301 302 302
302 305 305 306 308 308 309 312
312 313 316 316
318 318 319 321
Chapter 11 Motivating for High Performance 330
Motivation and Performance
332
What Is Motivation, and How
Does It Affect Performance?
332
An Overview of Three Major Classes of Motivation Theories
Content Motivation Theories Hierarchy of Needs Theory ERG Theory Two-Factor Theory Acquired Needs Theory
Process Motivation Theories Equity Theory Goal-Setting Theory Expectancy Theory
Reinforcement Theory Types of Reinforcement Schedules of Reinforcement
Combining the Motivation Process and Motivation Theories
Motivating Employees With Rewards and Recognition How Each of the Motivation Theories Uses Rewards and Recognition Reward and Recognition Programs Giving Praise
Do Motivation Theories Apply Globally? Individualistic versus Collective Cultures and Motivation
Chapter 12 Leading With Influence Leadership and Trait Theory Leadership and Trust Leaders versus Managers An Overview of Four Major Classes of Leadership Theories Leadership Trait Theory Behavioral Leadership Theories Basic Leadership Styles Two-Dimensional Leadership Styles The Leadership Grid? Situational Leadership Theories Contingency Leadership Model Leadership Continuum Model Path-Goal Model
334 334 335 335 336 337 340 340 341 342 342 343 344
346
346
347 348 349 350
350
356 358 358 358
359 360 361 361 362 363 365 365 366 367
Normative Leadership Model
369
Dealing With Emotions
403
Situational Leadership" Model
369
Criticism
405
Comparing Leadership Models Leadership SubstitutesTheory
370
Information Systems and Networks
405
371
Types of Information Systems
405
Contemporary Leadership Theories
371
Information Networks
406
Visionary Leaders
371
Charismatic Leaders Transformational Leaders
371 371
PART 5- CONTROLLING
Handling Complaints Handling Employee Complaints Handling Customer Complaints
372 r
373
374
I i
Chapter munication and Information Technology
Organizational Communication and Information Technology Vertical Communication Horizontal Communication Grapevine Communication
Information Technology
The Interpersonal Communication Process and Communication Barriers The Interpersonal Communication Process Communication Barriers
Message Transmission Channels Oral Communication Nonverbal Communication Written Communication Combining Channels Selecting the Message Transmission Channel
Sending Messages Flanning the Message The Message-Sending Process Checking Understanding: Feedback
Receiving Messages The Message-Receiving Process
Responding to Messages Response Styles
382
384 384 384 385 386
388
389 390 392 392 393 394 395
395 396 396 396
397 398 398 400 400
Chapter 14. Managing Control Systems,
Finances, and People
416
Organizational and Functional Area Control
Systems
418
Organizational Systems Control
418
Functional Area/Department Control
Systems
419
Establishing Control Systems
421
The Control Systems Process
421
Control Frequency and Methods
424
Financial Controls: The Master Budgeting
Process
426
Operating Budgets
427
Capital Expenditures Budget
427
Financial Budgets and Statements
428
Personal Finance
431
Managing People
431
Coaching
431
Management by Walking Around
434
Counseling
434
Disciplining
435
Chapter 15. Operations, Quality, and
Productivity
446
Time-Based Competition and Operations 447
Classifying Operations Systems
448
Tangibility of Products
448
Level of Customer Involvement
449
Operations Flexibility
449
Resources and Technology
Management
451
Multiple Classifications
451
Designing Operations Systems
Product Mix and Design
4^2
Facility' ayout
453
Fac;l: ocation and Capacity Flanning
454
Mansgng OperationsSystems and the
-uppiy Chain
455
Flanning Schedules and Project
Management
455
Inventory Control
459
Materials Requirement Flanning (MRP)
460
Supply Chain Management
461
Quality Control
462
Productivity and the Balanced Scorecard
466
Measuring and Increasing Productivity
466
The Balanced Scorecard
468
Glossary
477
Endnotes
483
Author Index
504
Subject Index
505
Company Index
515
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