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Contemporary Management, W/ CD

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Edition:
2ND
ISBN13:

9780072346312

ISBN10:
0072346310
Pub. Date:
1/1/2000
Publisher(s):
MCG
List Price: $97.33
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Table of Contents

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


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