CART

(0) items

Fundamentals of Management: Core Concepts & Applications,9780618472420
This item qualifies for
FREE SHIPPING!

FREE SHIPPING OVER $59!

Your order must be $59 or more, you must select US Postal Service Shipping as your shipping preference, and the "Group my items into as few shipments as possible" option when you place your order.

Bulk sales, PO's, Marketplace Items, eBooks, Apparel, and DVDs not included.

Fundamentals of Management: Core Concepts & Applications

by
Edition:
4th
ISBN13:

9780618472420

ISBN10:
0618472428
Format:
Paperback
Pub. Date:
1/1/2005
Publisher(s):
South-Western College Pub
List Price: $213.95
More New and Used
from Private Sellers
Starting at $0.01

Rent Textbook

We're Sorry
Sold Out

Used Textbook

We're Sorry
Sold Out

eTextbook

We're Sorry
Not Available

New Textbook

We're Sorry
Sold Out

Related Products


  • Fundamentals of Management
    Fundamentals of Management
  • Fundamentals of Management
    Fundamentals of Management
  • Fundamentals of Management
    Fundamentals of Management
  • Fundamentals of Management
    Fundamentals of Management
  • Fundamentals of Management, 6th Edition
    Fundamentals of Management, 6th Edition
  • Fundamentals of Management: Core Concepts and Applications
    Fundamentals of Management: Core Concepts and Applications




Summary

Fundamentals of Management, 4/e, an abridged version of Management, 8/e, provides up-to-date coverage to key functional areas (planning, organizing, leading, and controlling) plus new research and examples, all in a brief format. From respected author Ricky Griffin, this skills-based text gives instructors the flexibility to integrate their own cases, exercises, and projects while continuing to provide them with a strong theoretical framework. New! Each chapter also contains either a Technology Toolkit, Business of Ethics, or Today\'s Management Issues boxed feature. These are intended to briefly depart from the flow of the chapter to highlight or extend especially interesting or emerging points and issues relating to new technology and its role in management or ethical issues and questions facing managers today. New! Test Preppers, located at the end of every chapter, prompt students with true/false and multiple-choice quizzes to gauge their retention and comprehension of chapter material. The answers are found at the end of the text. New! HM e-Study Student CD-ROM is carefully tailored to supplement and enhance the content of the text, including ACE self-tests, selected videos, chapter outlines, company web links, a glossary, flashcards, learning objectives, ready notes, self-assessment exercises, and chapter summaries. The CD-ROM is free with the text. Knowledgebank Icon in the text refers students to the new Knowledgebank feature on the HM e-Study CD. Here they can find additional information about particular topics in the text. It can also be used to find further management knowledge or for a research project, and it can be found only on HM e-Study CD ROM. Building Management Skills exercises appear throughout the text and are organized around the set of basic management skills introduced in Chapter 1. The Skills Self-Assessment Instrument helps readers learn something about their own approach to management. Finally, an Experiential Exercise provides additional action-oriented learning opportunities, usually for group settings. Pedagogical features that support learning are features throughout the text. In addition to the end-of-the-chapter exercises, every chapter includes important learning objectives, a chapter outline, an opening incident, boldface key terms, a summary of key points, questions for review, questions for analysis, and an end-of-the-chapter case with questions. Eduspace, a flexible, powerful, and customizable e-learning platform, provides instructors with text-specific online courses and content for Management, 4/e, Eduspace permits the instructor to create part or all of their course online using the widely recognized tools of Blackboard and quality text-specific content of Houghton Mifflin (HMCo). Instructors can quickly and easily assign homework exercises, quizzes and tests, tutorials and supplementary study materials. Pre-loaded material can be modified, or instructors can add their own.

Table of Contents

Preface xiii
part one An Introduction to Management
2(70)
Understanding the Manager's Job
4(32)
An Introduction to Management
6(6)
Kinds of Managers
6(3)
Basic Management Functions
9(1)
Fundamental Management Skills
10(1)
The Science and the Art of Management
11(1)
The Evolution of Management
12(8)
The Importance of History and Theory
12(1)
The Historical Context of Management
13(1)
The Classical Management Perspective
13(3)
The Behavioral Management Perspective
16(3)
The Quantitative Management Perspective
19(1)
Contemporary Management Perspectives
20(4)
The Systems Perspective
20(2)
The Contingency Perspective
22(1)
Contemporary Management Challenges and Opportunities
22(2)
Summary of Key Points
24(1)
Discussion Questions
25(1)
Building Effective Time-Management Skills
26(1)
Building Effective Conceptual Skills
27(1)
Building Effective Decision-Making Skills
27(1)
Skills Self-Assessment Instrument
28(1)
Experiential Exercise
29(1)
Chapter Closing Case: Southwest Still Flies High
30(2)
Test Prepper
32
The Business of Ethics: When Good CEOs Go Bad
8(28)
The Environments of Organizations and Managers
36(36)
The Organization's Environments
38(5)
The General Environment
38(1)
The Task Environment
39(3)
The Internal Environment
42(1)
The Ethical and Social Environment of Management
43(8)
Individual Ethics in Organizations
43(5)
Social Responsibility in Organizations
48(1)
Managing Social Responsibility
49(2)
The International Environment of Management
51(7)
Trends in International Business
51(1)
Levels of International Business Activity
52(2)
The Context of International Business
54(4)
The Organization's Culture
58(2)
The Importance of Organization Culture
58(1)
Determinants of Organization Culture
59(1)
Managing Organization Culture
59(1)
Summary of Key Points
60(1)
Discussion Questions
61(1)
Building Effective Diagnostic and Decision-Making Skills
61(1)
Building Effective Interpersonal Skills
62(1)
Building Effective Communication Skills
63(1)
Skills Self-Assessment Instrument
64(1)
Experiential Exercise
65(1)
Chapter Closing Case: The Final Frontier?
66(2)
Test Prepper
68
The Business of Ethics: No Guarantee of Good Behavior
46(26)
part two Planning
72(106)
Planning and Strategic Management
74(36)
Planning and Organizational Goals
76(3)
Organizational Goals
77(1)
Kinds of Plans
78(1)
The Nature of Strategic Management
79(1)
The Components of Strategy
79(1)
Types of Strategic Alternatives
79(1)
Using SWOT Analysis to Formulate Strategy
80(2)
Evaluating an Organization's Strengths
80(1)
Evaluating an Organization's Weaknesses
81(1)
Evaluating an Organization's Opportunities and Threats
81(1)
Formulating Business-Level Strategies
82(2)
Porter's Generic Strategies
83(1)
Strategies Based on the Product Life Cycle
83(1)
Formulating Corporate-Level Strategies
84(5)
Single-Product Strategy
85(1)
Related Diversification
85(1)
Unrelated Diversification
86(1)
Managing Diversification
87(2)
Tactical Planning
89(2)
Developing Tactical Plans
89(1)
Executing Tactical Plans
90(1)
Operational Planning
91(5)
Single-Use Plans
91(1)
Standing Plans
92(2)
Contingency Planning and Crisis Management
94(2)
Summary of Key Points
96(1)
Discussion Questions
97(1)
Building Effective Decision-Making Skills
97(1)
Building Effective Conceptual Skills
98(1)
Building Effective Diagnostic Skills
99(2)
Skills Self-Assessment Instrument
101(1)
Experiential Exercise
101(3)
Chapter Closing Case: Toyota Revs Up U.S. Sales
104(2)
Test Prepper
106
Technology Toolkit: E-Business Grows Up
82(28)
Managing Decision Making
110(32)
The Nature of Decision Making
112(4)
Decision Making Defined
112(1)
Types of Decisions
113(1)
Decision-Making Conditions
114(2)
Rational Perspectives on Decision Making
116(5)
The Classical Model of Decision Making
116(1)
Steps in Rational Decision Making
116(5)
Behavioral Aspects of Decision Making
121(5)
The Administrative Model
121(2)
Political Forces in Decision Making
123(1)
Intuition and Escalation of Commitment
123(2)
Risk Propensity and Decision Making
125(1)
Ethics and Decision Making
125(1)
Group and Team Decision Making in Organizations
126(4)
Forms of Group and Team Decision Making
126(2)
Advantages of Group and Team Decision Making
128(1)
Disadvantages of Group and Team Decision Making
128(1)
Managing Group and Team Decision-Making Processes
129(1)
Summary of Key Points
130(1)
Discussion Questions
130(1)
Building Effective Conceptual Skills
131(1)
Building Effective Decision-Making Skills
132(1)
Building Effective Technical Skills
133(1)
Skills Self-Assessment Instrument
134(1)
Experiential Exercise
134(2)
Chapter Closing Case: Exploding the Myth of the Superhero CEO
136(2)
Test Prepper
138
Technology Toolkit: The Low-Tech Solution to High-Tech Difficulties
124(18)
Entrepreneurship and New Venture Management
142(36)
The Nature of Entrepreneurship
144(1)
The Role of Entrepreneurship in Society
144(4)
Job Creation
146(1)
Innovation
147(1)
Importance to Big Business
148(1)
Strategy for Entrepreneurial Organizations
148(7)
Choosing an Industry
148(4)
Emphasizing Distinctive Competencies
152(2)
Writing a Business Plan
154(1)
Entrepreneurship and International Management
154(1)
Structure of Entrepreneurial Organizations
155(7)
Starting the New Business
155(1)
Financing the New Business
156(3)
Sources of Management Advice
159(1)
Franchising
160(2)
The Performance of Entrepreneurial Organizations
162(6)
Trends in Small-Business Start-ups
163(3)
Reasons for Failure
166(1)
Reasons for Success
167(1)
Summary of Key Points
168(1)
Discussion Questions
168(1)
Building Effective Diagnostic Skills
169(1)
Building Effective Interpersonal Skills
170(1)
Building Effective Conceptual Skills
171(1)
Skills Self-Assessment Instrument
171(1)
Experiential Exercise
172(1)
Chapter Closing Case: Laughing All the Way to the Bank
173(2)
Test Prepper
175
The Business of Ethics: Ethical E-mailing
164(14)
part three Organizing
178(106)
Organization Structure and Design
180(36)
The Basic Elements of Organizing
182(10)
Job Specialization
183(1)
Alternatives to Specialization
183(3)
Grouping Jobs: Departmentalization
186(1)
Establishing Reporting Relationships
187(2)
Distributing Authority
189(1)
Coordinating Activities
190(2)
The Bureaucratic Model of Organization Design
192(1)
Situational Influences on Organization Design
193(4)
Core Technology
193(2)
Environment
195(1)
Organizational Size and Life Cycle
196(1)
Basic Forms of Organization Design
197(5)
Functional (U-Form) Design
197(1)
Conglomerate (H-Form) Design
198(1)
Divisional (M-Form) Design
199(1)
Matrix Design
200(2)
Hybrid Designs
202(1)
Emerging Issues in Organization Design
202(2)
The Team Organization
202(1)
The Virtual Organization
203(1)
The Learning Organization
203(1)
Summary of Key Points
204(1)
Discussion Questions
204(1)
Building Effective Conceptual Skills
205(1)
Building Effective Technical Skills
206(1)
Building Effective Decision-Making Skills
206(1)
Skills Self-Assessment Instrument
207(3)
Experiential Exercise
210(1)
Chapter Closing Case: Customers Say ``Yum!''
210(2)
Test Prepper
212
Technology Toolkit: Flexible FedEx
194(22)
Organization Change and Innovation
216(32)
The Nature of Organization Change
218(2)
Forces for Change
218(1)
Planned versus Reactive Change
219(1)
Managing Change in Organizations
220(4)
Steps in the Change Process
220(1)
Understanding Resistance to Change
221(2)
Overcoming Resistance to Change
223(1)
Areas of Organization Change
224(6)
Changing Organization Structure and Design
224(1)
Changing Technology and Operations
225(1)
Changing People, Attitudes, and Behaviors
226(1)
Changing Business Processes
226(1)
Organization Development
227(3)
Organizational Innovation
230(6)
The Innovation Process
230(2)
Forms of Innovation
232(1)
The Failure to Innovate
233(1)
Promoting Innovation in Organizations
233(3)
Summary of Key Points
236(1)
Discussion Questions
237(1)
Building Effective Time-Management Skills
238(1)
Building Effective Decision-Making Skills
239(1)
Building Effective Diagnostic Skills
239(1)
Skills Self-Assessment Instrument
240(1)
Experiential Exercise
241(1)
Chapter Closing Case: Changing Cargill
242(2)
Test Prepper
244
Today's Management Issues: Do Deviants Drive Change?
234(14)
Managing Human Resources
248(36)
The Environmental Context of Human Resource Management
250(5)
The Strategic Importance of HRM
250(1)
The Legal Environment of HRM
251(4)
Attracting Human Resources
255(4)
Human Resource Planning
255(2)
Recruiting Human Resources
257(1)
Selecting Human Resources
258(1)
Developing Human Resources
259(5)
Training and Development
259(2)
Performance Appraisal
261(2)
Performance Feedback
263(1)
Maintaining Human Resources
264(2)
Determining Compensation
264(1)
Determining Benefits
265(1)
Managing Workforce Diversity
266(2)
The Meaning of Diversity
266(1)
The Impact of Diversity
266(1)
Managing Diversity in Organizations
267(1)
Managing Labor Relations
268(2)
How Employees Form Unions
268(2)
Collective Bargaining
270(1)
New Challenges in the Changing Workplace
270(3)
Managing Knowledge Workers
270(1)
Contingent and Temporary Workers
271(2)
Summary of Key Points
273(1)
Discussion Questions
273(1)
Building Effective Decision-Making Skills
274(1)
Building Effective Communication Skills
275(1)
Building Effective Technical Skills
276(1)
Skills Self-Assessment Instrument
277(1)
Experiential Exercise
278(1)
Chapter Closing Case: The Retirement That Isn't
279(2)
Test Prepper
281
Today's Management Issues: A Fair Day's Pay for a Fair Day's Work?
254(30)
part four Leading
284(176)
Managing Individual Behavior
286(36)
Understanding Individuals in Organizations
288(3)
The Psychological Contract
288(1)
The Person-Job Fit
289(1)
The Nature of Individual Differences
290(1)
Personality and Individual Behavior
291(4)
The ``Big Five'' Personality Traits
291(2)
The Myers-Briggs Framework
293(1)
Other Personality Traits at Work
293(2)
Emotional Intelligence
295(1)
Attitudes and Individual Behavior
295(3)
Work-Related Attitudes
296(1)
Affect and Mood in Organizations
297(1)
Perception and Individual Behavior
298(3)
Basic Perceptual Processes
298(2)
Perception and Attribution
300(1)
Stress and Individual Behavior
301(5)
Causes and Consequences of Stress
302(2)
Managing Stress
304(2)
Creativity in Organizations
306(2)
The Creative Individual
306(1)
The Creative Process
307(1)
Enhancing Creativity in Organizations
308(1)
Types of Workplace Behavior
308(3)
Performance Behaviors
309(1)
Withdrawal Behaviors
309(1)
Organizational Citizenship
310(1)
Dysfunctional Behaviors
310(1)
Summary of Key points
311(1)
Discussion Questions
311(1)
Building Effective Interpersonal Skills
312(1)
Building Effective Conceptual Skills
313(1)
Building Effective Time-Management Skills
314(1)
Skills Self-Assessment Instrument
314(1)
Experiential Exercise
315(1)
Chapter Closing Case: Too Much Character Building?
316(2)
Test Prepper
318
The Business of Ethics: No Longer ``The Sweetest Place on Earth''
299(23)
Motivating Employee Performance
322(36)
The Nature of Motivation
324(1)
Content Perspectives on Motivation
325(5)
The Needs Hierarchy Approach
325(3)
The Two-Factor Theory
328(1)
Individual Human Needs
329(1)
Process Perspectives on Motivation
330(6)
Expectancy Theory
330(3)
Equity Theory
333(1)
Goal-Setting Theory
334(2)
Reinforcement Perspectives on Motivation
336(1)
Kinds of Reinforcement in Organizations
336(1)
Providing Reinforcement in Organizations
337(1)
Popular Motivational Strategies
337(3)
Empowerment and Participation
338(1)
Alternative Forms of Work Arrangements
338(2)
Using Reward Systems to Motivate Performance
340(6)
Merit Reward Systems
340(1)
Incentive Reward Systems
340(2)
Team and Group Incentive Reward Systems
342(1)
Executive Compensation
343(3)
New Approaches to Performance-Based Rewards
346(1)
Summary of Key Points
346(1)
Discussion Questions
347(1)
Building Effective Interpersonal and Communication Skills
348(1)
Building Effective Decision-Making Skills
348(1)
Building Effective Conceptual and Diagnostic Skills
349(1)
Skills Self-Assessment Instrument
350(1)
Experiential Exercise
350(2)
Chapter Closing Case: You've Got to Love This Job
352(2)
Test Prepper
354
Today's Management Issues: Does It Pay to Work?
326(32)
Leadership and Influence Processes
358(36)
The Nature of Leadership
360(3)
The Meaning of Leadership
360(1)
Leadership and Management
361(1)
Leadership and Power
362(1)
Generic Approaches to Leadership
363(3)
Leadership Traits
363(1)
Leadership Behaviors
364(2)
Situational Approaches to Leadership
366(9)
LPC Theory
367(2)
Path-Goal Theory
369(2)
Vroom's Decision Tree Approach
371(3)
The Leader-Member Exchange Approach
374(1)
Related Approaches to Leadership
375(2)
Substitutes for Leadership
375(1)
Charismatic Leadership
376(1)
Transformational Leadership
376(1)
Emerging Approaches to Leadership
377(2)
Strategic Leadership
377(1)
Cross-Cultural Leadership
378(1)
Ethical Leadership
378(1)
Political Behavior in Organizations
379(3)
Common Political Behaviors
380(1)
Impression Management
380(1)
Managing Political Behavior
381(1)
Summary of Key Points
382(1)
Discussion Questions
382(1)
Building Effective Diagnostic Skills
383(1)
Building Effective Decision-Making Skills
384(1)
Building Effective Conceptual Skills
385(1)
Skills Self-Assessment Instrument
386(1)
Experiential Exercise
387(1)
Chapter Closing Case: The ``New and Improved'' Procter & Gamble
388(2)
Test Prepper
390
The Business of Ethics: ``Mamas, Don't Let Your Babies Grow Up to Be CEOs''
379(15)
Communication in Organizations
394(32)
Communication and the Manager's Job
396(4)
A Definition of Communication
396(1)
Characteristics of Useful Information
397(1)
The Communication Process
398(2)
Forms of Communication in Organizations
400(4)
Interpersonal Communication
400(1)
Communication in Networks and Work Teams
401(1)
Organizational Communication
402(2)
Electronic Communication
404(4)
Information Systems
404(3)
Personal Electronic Technology
407(1)
Informal Communication in Organizations
408(3)
The Grapevine
408(2)
Management by Wandering Around
410(1)
Nonverbal Communication
410(1)
Managing Organizational Communication
411(5)
Barriers to Communication
411(3)
Improving Communication Effectiveness
414(2)
Summary of Key Points
416(1)
Discussion Questions
417(1)
Building Effective Technical Skills
418(1)
Building Effective Interpersonal Skills
418(1)
Building Effective Communication Skills
419(1)
Skills Self-Assessment Instrument
420(1)
Experiential Exercise
421(1)
Chapter Closing Case: Communicating the Truth about Smoking
421(2)
Test Prepper
423
Today's Management Issues: ``Sorry'' Seems to Be the Hardest Word
399(27)
Managing Groups and Teams
426(34)
Groups and Teams in Organizations
428(7)
Types of Groups and Teams
429(3)
Why People Join Groups and Teams
432(2)
Stages of Group and Team Development
434(1)
Characteristics of Groups and Teams
435(6)
Role Structure
435(2)
Behavioral Norms
437(1)
Cohesiveness
438(2)
Formal and Informal Leadership
440(1)
Interpersonal and Intergroup Conflict
441(3)
The Nature of Conflict
441(1)
Causes of Conflict
442(2)
Managing Conflict in Organizations
444(3)
Stimulating Conflict
444(2)
Controlling Conflict
446(1)
Resolving and Eliminating Conflict
446(1)
Summary of Key Points
447(1)
Discussion Questions
448(1)
Building Effective Decision-Making Skills
449(2)
Building Effective Conceptual Skills
451(1)
Building Effective Communication Skills
451(1)
Skills Self-Assessment Instrument
452(1)
Experiential Exercise
453(1)
Chapter Closing Case: No Teamwork at Disney?
454(2)
Test Prepper
456
Technology Toolkit: The Reality of Virtual Teams
432(28)
part five Controlling
460(70)
Managing the Control Process
462(34)
The Nature of Control
464(7)
The Purposes of Control
464(3)
Types of Control
467(2)
Steps in the Control Process
469(2)
Operations Control
471(2)
Preliminary Control
471(1)
Screening Control
472(1)
Postaction Control
472(1)
Financial Control
473(5)
Budgetary Control
473(3)
Other Tools for Financial Control
476(2)
Structural Control
478(2)
Bureaucratic Control
478(1)
Decentralized Control
479(1)
Strategic Control
480(1)
Integrating Strategy and Control
480(1)
International Strategic Control
481(1)
Managing Control in Organizations
481(4)
Characteristics of Effective Control
482(1)
Resistance to Control
483(2)
Overcoming Resistance to Control
485(1)
Summary of Key Points
485(1)
Discussion Questions
486(1)
Building Effective Time-Management Skills
487(1)
Building Effective Decision-Making and Diagnostic Skills
488(1)
Building Effective Technical Skills
489(1)
Skills Self-Assessment Instrument
489(1)
Experiential Exercise
490(1)
Chapter Closing Case: Wake up, ``Zombies''!
491(2)
Test Prepper
493
Today's Management Issues: ``One of the Most Inefficient Organizations in the Federal Government''
466(30)
Managing Operations, Quality, and Productivity
496(34)
The Nature of Operations Management
498(2)
The Importance of Operations
498(1)
Manufacturing and Production Operations
499(1)
Service Operations
499(1)
The Role of Operations in Organizational Strategy
500(1)
Designing Operations Systems
500(3)
Determining Product-Service Mix
501(1)
Capacity Decisions
501(1)
Facilities Decisions
501(2)
Organizational Technologies
503(4)
Manufacturing Technology
503(3)
Service Technology
506(1)
Implementing Operations Systems Through Supply Chain Management
507(2)
Operations Management as Control
507(1)
Purchasing Management
508(1)
Inventory Management
508(1)
Managing Total Quality
509(7)
The Meaning of Quality
510(1)
The Importance of Quality
511(1)
Total Quality Management
511(2)
TQM Tools and Techniques
513(3)
Managing Productivity
516(4)
The Meaning of Productivity
517(1)
The Importance of Productivity
517(1)
Productivity Trends
518(1)
Improving Productivity
518(2)
Summary of Key Points
520(1)
Discussion Questions
520(1)
Building Effective Communication Skills
521(1)
Building Effective Diagnostic Skills
522(1)
Building Effective Conceptual Skills
522(1)
Skills Self-Assessment Instrument
523(1)
Experiential Exercise
524(1)
Chapter Closing Case: America's (Civilian) Military
525(2)
Test Prepper
527
Technology Toolkit: Is an Ounce of Prevention Really Worth a Pound of Cure?
514(16)
appendix Interpretations of Skills Self-Assessment Instruments 530(10)
Answer to Test Prepper 540(1)
Name Index 541(7)
Organization and Product Index 548(3)
Subject Index 551


Please wait while the item is added to your cart...