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Management,9780132257732

Management

by ;
Edition:
10th
ISBN13:

9780132257732

ISBN10:
0132257734
Format:
Hardcover
Pub. Date:
1/1/2009
Publisher(s):
Pearson College Div
List Price: $192.00

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Summary

Robbins and Coulter's best-selling text demonstrates the real-world applications of management concepts and makes management come alive by bringing real managers and readers together. As it successfully integrates the various functions of management, the book establishes a dialogue with managers from a variety of fields. The authors examine managerial issues concerning defining the manager's terrain, planning, organizing, leading and controlling. For managers of all kinds.

Table of Contents

Preface xiv
Part One introduction
2(54)
Introduction to Management and Organizations
2(24)
Who Are Managers?
4(3)
What Is Management?
7(1)
What Do Managers Do?
8(9)
Management Functions
8(2)
Management Roles
10(2)
Management Skills
12(3)
How the Manager's Job Is Changing
15(2)
What Is an Organization?
17(2)
Why Study Management?
19
The Universality of Management
19(1)
The Reality of Work
20(1)
Rewards and Challenges of Being a Manager
20
Boxed Features
Managers Speak Out
6(1)
Thinking Critically About Ethics
7(3)
Focus on Leadership
10(9)
Managing Your Career
19(2)
Becoming a Manager
21(1)
Managers Respond to a Manager's Dilemma
22(1)
Learning Summary
23(1)
Management: By the Numbers
24(1)
Thinking About Management Issues
24(1)
Working Together: Team-Based Exercise
24(1)
Case Application: Managing the Virus Hunters
25(1)
Management Yesterday and Today
26(30)
Historical Background of Management
28(2)
Scientific Management
30(2)
Important Contributions
30(2)
How Do Today's Managers Use Scientific Management?
32(1)
General Administrative Theory
32(2)
Important Contributions
32(1)
How Do Today's Managers Use General Administrative Theories?
33(1)
Quantitative Approach to Management
34(2)
Important Contributions
34(1)
How Do Today's Managers Use the Quantitative Approach?
35(1)
Toward Understanding Organizational Behavior
36(2)
Early Advocates
36(1)
The Hawthorne Studies
37(1)
How Do Today's Managers Use the Behavioral Approach?
37(1)
The Systems Approach
38(1)
The Systems Approach and Managers
38(1)
The Contingency Approach
39(1)
The Contingency Approach and Managers
39(1)
Current Trends and Issues
40(5)
Globalization
40(1)
Ethics
41(3)
Workforce Diversity
44(1)
Entrepreneurship
44(1)
Managing in an E-Business World
45(1)
Knowledge Management and Learning Organizations
46(2)
Quality Management
48
Boxed Features
Managing IT
45(2)
Thinking Critically About Ethics
47(1)
Becoming a Manager
48(2)
Managers Respond to a Manager's Dilemma
50(1)
Learning Summary
51(1)
Management: By the Numbers
52(1)
Thinking About Management Issues
52(1)
Working Together: Team-Based Exercise
52(1)
Case Application: Threads of History
52(4)
Part-Ending Features Continuing Case: Starbucks---Introduction
54(2)
Part Two defining the manager's terrain
56(98)
Organizational Culture and Environment: The Constraints
56(32)
The Manager: Omnipotent or Symbolic?
58(1)
The Omnipotent View
58(1)
The Symbolic View
58(1)
Reality Suggests a Synthesis
59(1)
The Organization's Culture
59(10)
What Is Organizational Culture?
59(2)
Strong Versus Weak Cultures
61(2)
The Source of Culture
63(1)
How an Organization's Culture Continues
63(1)
How Employees Learn Culture
64(3)
How Culture Affects Managers
67(2)
Current Organizational Culture Issues Facing Managers
69(4)
Creating an Ethical Culture
69(1)
Creating an Innovative Culture
69(1)
Creating a Customer-Responsive Culture
70(1)
Spirituality and Organizational Culture
71(2)
The Environment
73
Defining the External Environment
73(6)
How the Environment Affects Managers
79
Boxed Features
Managing Your Career
64(3)
Managing Workforce Diversity
67(3)
Thinking Critically About Ethics
70(12)
Becoming a Manager
82(1)
Managers Respond to a Manager's Dilemma
83(1)
Learning Summary
84(1)
Management: By the Numbers
85(1)
Thinking About Management Issues
85(1)
Working Together: Team-Based Exercise
85(1)
Ethical Dilemma Exercise
86(1)
Case Application: A Perfect Response to an Imperfect Storm
86(2)
Managing in a Global Environment
88(26)
Who Owns What?
90(4)
What's Your Global Perspective?
91(3)
Understanding the Global Environment
94(3)
Regional Trading Alliances
94(2)
The World Trade Organization
96(1)
Doing Business Globally
97(4)
Different Types of International Organizations
97(1)
How Organizations Go International
98(3)
Managing in a Global Environment
101
The Legal-Political Environment
101(1)
The Economic Environment
102(1)
The Cultural Environment
102(5)
Global Management in Today's World
107
Boxed Features
Managing IT
100(2)
Thinking Critically About Ethics
102(1)
Focus on Leadership
103(5)
Becoming a Manager
108(1)
Managers Respond to a Manager's Dilemma
109(1)
Learning Summary
110(1)
Management: By the Numbers
110(1)
Thinking About Management Issues
111(1)
Working Together: Team-Based Exercise
111(1)
Ethical Dilemma Exercise
111(1)
Case Application: When Yes Doesn't Always Mean Yes, and No Doesn't Always Mean No
112(1)
Answers to ``Who Owns What?'' Quiz
113(1)
Social Responsibility and Managerial Ethics
114(40)
What Is Social Responsibility?
116(4)
Two Views of Social Responsibility
116(2)
Arguments For and Against Social Responsibility
118(1)
From Obligations to Responsiveness to Responsibility
119(1)
Social Involvement and Economic Performance
120(2)
The Greening of Management
122(4)
Global Environmental Problems
123(1)
How Organizations Go Green
123(2)
Evaluating the Greening of Management
125(1)
Values-Based Management
126(2)
Purposes of Shared Values
126(1)
The Bottom Line on Shared Corporate Values
127(1)
Managerial Ethics
128(11)
Factors That Affect Employee Ethics
129(3)
Ethics in an International Context
132(2)
Improving Ethical Behavior
134(5)
Social Responsibility and Ethics Issues in Today's World
139
Managing Ethical Lapses and Social Irresponsibility
139(3)
Social Entrepreneurship
142(1)
Social Impact Management
143
Boxed Features
Thinking Critically About Ethics
127(14)
Focus on Leadership
141(1)
Becoming a Manager
142(2)
Managers Respond to a Manager's Dilemma
144(1)
Learning Summary
145(1)
Management: By the Numbers
146(1)
Thinking About Management Issues
146(1)
Working Together: Team-Based Exercise
147(1)
Ethical Dilemma Exercise
147(1)
Case Application: You've Got Questions . . .
148(6)
Part-Ending Features You're the Manager: Putting Ethics into Action
150(1)
Passport
150(1)
Continuing Case: Starbucks---Defining the Terrain
151(3)
Part Three planning
154(110)
Decision Making: The Essence of the Manager's Job
154(28)
The Decision-Making Process
156(5)
Step 1: Identifying a Problem
156(2)
Step 2: Identifying Decision Criteria
158(1)
Step 3: Allocating Weights to the Criteria
158(1)
Step 4: Developing Alternatives
159(1)
Step 5: Analyzing Alternatives
159(1)
Step 6: Selecting an Alternative
160(1)
Step 7: Implementing the Alternative
160(1)
Step 8: Evaluating Decision Effectiveness
161(1)
The Manager as Decision Maker
161(14)
Making Decisions: Rationality, Bounded Rationality, and Intuition
162(2)
Types of Problems and Decisions
164(3)
Decision-Making Conditions
167(3)
Decision-Making Styles
170(2)
Decision-Making Biases and Errors
172(2)
Summing Up Managerial Decision Making
174(1)
Decision Making for Today's World
175
Boxed Features:
Thinking Critically About Ethics
167(1)
Managing Your Career
168(2)
Managing IT
170(2)
Managing Workforce Diversity
172(3)
Focus on Leadership
175(1)
Becoming a Manager
176(2)
Managers Respond to a Manager's Dilemma
178(1)
Learning Summary
179(1)
Management: By the Numbers
180(1)
Thinking About Management Issues
180(1)
Working Together: Team-Based Exercise
180(1)
Ethical Dilemma Exercise
180(1)
Case Application: Fast Company
181(1)
Foundations of Planning
182(24)
What Is Planning?
184(1)
Why Do Managers Plan?
185(1)
Purposes of Planning
185(1)
Planning and Performance
185(1)
How Do Managers Plan?
186(5)
The Role of Goals and Plans in Planning
186(5)
Establishing Goals and Developing Plans
191(7)
Approaches to Establishing Goals
191(4)
Developing Plans
195(3)
Contemporary Issues in Planning
198
Criticisms of Planning
198(1)
Effective Planning in Dynamic Environments
199
Boxed Features
Focus on Leadership
188(6)
Managers Speak Out
194(3)
Thinking Critically About Ethics
197(3)
Becoming a Manager
200(1)
Managers Respond to a Manager's Dilemma
201(1)
Learning Summary
202(2)
Management: By the Numbers
204
Thinking About Management Issues
203(1)
Working Together: Team-Based Exercise
203(1)
Ethical Dilemma Exercise
203(1)
Case Application: Ready or Not . . .
204(2)
Strategic Management
206(30)
The Importance of Strategic Management
208(2)
What Is Strategic Management?
208(1)
Why Is Strategic Management Important?
209(1)
The Strategic Management Process
210(6)
Step 1: Identifying the Organization's Current Mission, Goals, and Strategies
210(2)
Step 2: Doing an External Analysis
212(1)
Step 3: Doing an Internal Analysis
212(2)
Step 4: Formulating Stategies
214(1)
Step 5: Implementing Stategies
215(1)
Step 6: Evaluating Results
216(1)
Types of Organizational Strategies
216(10)
Corporate Strategy
216(5)
Business (or Competitive) Strategy
221(5)
Functional Strategy
226(1)
Strategic Management in Today's Environment
226
Strategic Flexibility
226(1)
New Directions in Organizational Strategies
227
Boxed Features
Thinking Critically About Ethics
213(2)
Managing Your Career
215(1)
Managing IT
216(11)
Focus on Leadership
227(2)
Becoming a Manager
229(2)
Managers Respond to a Manager's Dilemma
231(1)
Learning Summary
232(1)
Management: By the Numbers
233(1)
Thinking About Management Issues
233(1)
Working Together: Team-Based Exercise
233(1)
Ethical Dilemma Exercise
234(1)
Case Application: Higher and Higher
234(2)
Planning Tools and Techniques
236(28)
Techniques for Assessing the Environment
238(6)
Environmental Scanning
238(2)
Forecasting
240(3)
Benchmarking
243(1)
Techniques for Allocating Resources
244(8)
Budgeting
244(1)
Scheduling
245(4)
Breakeven Analysis
249(1)
Linear Programming
250(2)
Contemporary Planning Techniques
252
Project Management
253(1)
Scenario Planning
254
Boxed Features
Thinking Critically About Ethics
240(12)
Managers Speak Out
252(2)
Becoming a Manager
254(2)
Managers Respond to a Manager's Dilemma
256(1)
Learning Summary
257(1)
Management: By the Numbers
257(1)
Thinking About Management Issues
258(1)
Working Together: Team-Based Exercise
258(1)
Ethical Dilemma Exercise
258(1)
Case Application: A New Pitch for an Old Classic
259(5)
Part-Ending Features You're the Manager: Putting Ethics into Action
260(1)
Passport
260(1)
Continuing Case: Starbucks---Planning
261(3)
Part Four organizing
264(122)
Organizational Structure and Design
264(26)
Defining Organizational Structure
266(8)
Work Specialization
267(1)
Departmentalization
268(2)
Chain of Command
270(1)
Span of Control
270(2)
Centralization and Decentralization
272(1)
Formalization
273(1)
Organizational Design Decisions
274(4)
Mechanistic and Organic Organizations
275(1)
Contingency Factors
275(3)
Common Organizational Designs
278
Traditional Organizational Designs
278(1)
Contemporary Oganizational Designs
279(4)
Today's Organizational Design Challenges
283
Boxed Features
Thinking Critically About Ethics
268(4)
Focus on Leadership
272(11)
Managing IT
283(1)
Becoming a Manager
284(2)
Managers Respond to a Manager's Dilemma
286(1)
Learning Summary
287(1)
Management: By the Numbers
288(1)
Thinking About Management Issues
288(1)
Working Together: Team-Based Exercise
288(1)
Ethical Dilemma Exercise
288(1)
Case Application: Fixing What's Broken: H-P's Structural Challenge
289(1)
Communication and Information Technology
290(30)
Understanding Communication
292(2)
What Is Communication?
292(1)
Functions of Communication
293(1)
Interpersonal Communication
294(9)
Methods of Communicating Interpersonally
296(2)
Barriers to Effective Interpersonal Communication
298(3)
Overcoming the Barriers
301(2)
Organizational Communication
303(4)
Formal Versus Informal Communication
303(1)
Direction of Communication Flow
303(2)
Organizational Communication Networks
305(2)
Understanding Information Technology
307(3)
How Technology Affects Managerial Communication
307(2)
How Information Technology Affects Organizations
309(1)
Communication Issues in Today's Organizations
310
Managing Communication in an Internet World
311(1)
Managing the Organization's Knowledge Resources
311(1)
The Role of Communication in Customer Service
312(1)
``Politically Correct'' Communication
313
Boxed Features
Managing Workforce Diversity
300(8)
Thinking Critically About Ethics
308(5)
Becoming a Manager
313(2)
Managers Respond to a Manager's Dilemma
315(1)
Learning Summary
316(1)
Management: By the Numbers
317(1)
Thinking About Management Issues
317(1)
Working Together: Team-Based Exercise
318(1)
Ethical Dilemma Exercise
318(1)
Case Application: Communication Lesson
318(2)
Human Resource Management
320(34)
Why Human Resource Management Is Important
322(1)
The Human Resource Management Process
323(3)
Human Resource Planning
326(1)
Current Assessment
326(1)
Meeting Future Human Resource Needs
326(1)
Recruitment and Decruitment
327(1)
Recruitment
327(1)
Decruitment
328(1)
Selection
328(6)
What Is Selection?
329(1)
Validity and Reliability
329(1)
Types of Selection Devices
330(2)
What Works Best and When?
332(2)
Orientation
334(1)
Employee Training
334(3)
Types of Training
334(1)
Training Methods
335(2)
Employee Performance Management
337(1)
Performance Appraisal Methods
337(1)
Compensation and Benefits
338(2)
Career Development
340(2)
The Way It Was
340(1)
You and Your Career Today
341(1)
Current Issues in Human Resource Management
342
Managing Downsizing
342(1)
Managing Workforce Diversity
342(2)
Sexual Harassment
344(1)
Work--Family Life Balance
345(2)
Controlling HR Costs
347
Boxed Features
Thinking Critically About Ethics
333(3)
Focus on Leadership
336(4)
Managing IT
340(5)
Becoming a Manager
345(3)
Managers Respond to a Manager's Dilemma
348(2)
Learning Summary
350(1)
Management: By the Numbers
351(1)
Thinking About Management Issues
351(1)
Working Together: Team-Based Exercise
352(1)
Ethical Dilemma Exercise
352(1)
Case Application: Hostile Mint
353(1)
Managing Change and Innovation
354(32)
Forces for Change
356(1)
External Forces
356(1)
Internal Forces
357(1)
Two Views of the Change Process
357(3)
The Calm Waters Metaphor
358(1)
White-Water Rapids Metaphor
358(1)
Putting the Two Views in Perspective
359(1)
Managing Organizational Change
360(6)
What Is Organizational Change?
360(1)
Types of Change
361(3)
Managing Resistance to Change
364(2)
Contemporary Issues in Managing Change
366(6)
Changing Organizational Culture
366(2)
Handling Employee Stress
368(3)
Making Change Happen Successfully
371(1)
Stimulating Innovation
372
Creativity Versus Innovation
374(1)
Stimulating and Nurturing Innovation
374
Boxed Features
Managing Your Career
366(2)
Managing Workforce Diversity
368(2)
Thinking Critically About Ethics
370(2)
Focus on Leadership
372(4)
Becoming a Manager
376(1)
Managers Respond to a Manager's Dilemma
377(1)
Learning Summary
378(1)
Management: By the Numbers
379(1)
Thinking About Management Issues
379(1)
Working Together: Team-Based Exercise
379(1)
Ethical Dilemma Exercise
379(1)
Case Application: The ``FedEx'' of Junk Removal
380(6)
Part-Ending Features You're the Manager: Putting Ethics into Action
382(1)
Passport
382(1)
Continuing Case: Starbucks---Organizing
383(3)
Part Five Leading
386(138)
Foundations of Behavior
386(36)
Why Look at Individual Behavior?
388(2)
Focus of Organizational Behavior
388(1)
Goals of Organizational Behavior
389(1)
Attitudes
390(7)
Job Satisfaction
391(2)
Job Involvement and Organizational Commitment
393(1)
Attitudes and Consistency
393(1)
Cognitive Dissonance Theory
394(1)
Attitude Surveys
395(1)
Implications for Managers
396(1)
Personality
397(8)
MBTI®
398(1)
The Big Five Model
398(2)
Additional Personality Insights
400(2)
Personality Types in Different Cultures
402(1)
Emotions and Emotional Intelligence
402(2)
Implications for Managers
404(1)
Perception
405(4)
Factors That Influence Perception
406(1)
Attribution Theory
407(1)
Shortcuts Frequently Used in Judging Others
408(1)
Implications for Managers
409(1)
Learning
409(4)
Operant Conditioning
409(2)
Social Learning
411(1)
Shaping: A Managerial Tool
411(1)
Implications for Managers
412(1)
Contemporary Issues in OB
413
Managing Generational Differences in the Workplace
413(2)
Managing Negative Behavior in the Workplace
415
Boxed Features
Focus on Leadership
403(7)
Managing Your Career
410(2)
Becoming a Manager
412(1)
Thinking Critically About Ethics
412(4)
Managers Respond to a Manager's Dilemma
416(1)
Learning Summary
417(1)
Management: By the Numbers
418(1)
Thinking About Management Issues
419(1)
Working Together: Team-Based Exercise
419(1)
Ethical Dilemma Exercise
419(1)
Case Application: Washington Mutual, Inc.
420(2)
Understanding Groups and Teams
422(28)
Understanding Groups
424(3)
What Is a Group?
424(1)
Stages of Group Development
425(2)
Explaining Work Group Behavior
427(11)
External Conditions Imposed on the Group
427(1)
Group Member Resources
427(1)
Group Structure
428(5)
Group Processes
433(4)
Group Tasks
437(1)
Turning Groups into Effective Teams
438(4)
What Is a Team?
439(1)
Types of Teams
439(1)
Creating Effective Teams
440(2)
Current Challenges in Managing Teams
442
Managing Global Teams
442(2)
Understanding Social Networks
444
Boxed Features
Managing Workforce Diversity
428(3)
Thinking Critically About Ethics
431(2)
Managing IT
433(9)
Becoming a Manager
442(3)
Managers Respond to a Manager's Dilemma
445(1)
Learning Summary
446(1)
Management: By the Numbers
447(1)
Thinking About Management Issues
447(1)
Working Together: Team-Based Exercise
447(1)
Ethical Dilemma Exercise
447(1)
Case Application: Designing Superior Design Teams
448(2)
Motivating Employees
450(36)
What Is Motivation?
452(4)
Early Theories of Motivation
453(1)
Maslow's Hierchy of Needs Theory
453(1)
McGregor's Theory X and Theory Y
454(1)
Herzberg's Two-Factor Theory
455(1)
Contemporary Theories of Motivation
456(12)
Three-Needs Theory
456(2)
Goal-Setting Theory
458(2)
Reinforcement Theory
460(1)
Designing Motivating Jobs
460(4)
Equity Theory
464(1)
Expectancy Theory
465(2)
Integrating Contemporary Theories of Motivation
467(1)
Current Issues in Motivation
468(8)
Cross-Cultural Challenges
468(2)
Motivating Unique Groups of Workers
470(3)
Designing Appropriate Rewards Programs
473(3)
From Theory to Practice: Suggestions for Motivating Employees
476
Boxed Features
Managing Your Career
460(11)
Managing Workforce Diversity
471(5)
Thinking Critically About Ethics
476(2)
Becoming a Manager
478(1)
Managers Respond to a Manager's Dilemma
479(2)
Learning Summary
481(1)
Management: By the Numbers
482(1)
Thinking About Management Issues
483(1)
Working Together: Team-Based Exercise
483(1)
Ethical Dilemma Exercise
483(1)
Case Application: Best Buy . . . Best Job
484(2)
Leadership
486(38)
Who Are Leaders and What Is Leadership?
488(5)
Early Leadership Theories
488(1)
Trait Theories
488(1)
Behavioral Theories
489(4)
Contingency Theories of Leadership
493(7)
The Fiedler Model
493(3)
Hersey and Blanchard's Situational Leadership Theory
496(1)
Leader Participation Model
497(1)
Path-Goal Model
498(2)
Contemporary Views on Leadership
500(4)
Transformational--Transactional Leadership
500(1)
Charismatic--Visionary Leadership
501(1)
Team Leadership
502(2)
Leadership Issues in the Twenty-First Century
504(1)
Managing Power
504(2)
Developing Trust
506(2)
Providing Ethical Leadership
508(1)
Empowering Employees
509(1)
Cross-Cultural Leadership
510(1)
Gender Differences and Leadership
511(1)
The Demise of Celebrity Leadership
512(2)
Substitutes for Leadership
514
Boxed Features
Managing Your Career
505(1)
Thinking Critically About Ethics
506(3)
Focus on Leadership
509(5)
Becoming a Manager
514(1)
Managers Respond to a Manager's Dilemma
515(1)
Learning Summary
516(1)
Management: By the Numbers
517(1)
Thinking About Management Issues
517(1)
Working Together: Team-Based Exercise
518(1)
Ethical Dilemma Exercise
518(1)
Case Application: Radical Leadership
519(5)
Part-Ending Features You're the Manager: Putting Ethics into Action
520(1)
Passport
520(2)
Continuing Case: Starbucks---Leading
522(2)
Part Six Controlling
524(66)
Foundations of Control
525(37)
What Is Control?
526(2)
Why Is Control Important?
528(1)
The Control Process
529(5)
Measuring
530(1)
Comparing
531(1)
Taking Managerial Action
532(1)
Summary of Managerial Decisions
533(1)
Controlling for Organization Performance
534(3)
What Is Organizational Performance?
534(1)
Measures of Organizational Performance
535(2)
Tools for Controlling Organizational Performance
537(9)
Feedforward/Concurrent/Feedback Controls
538(2)
Financial Controls
540(2)
Balanced Scorecard
542(1)
Information Controls
543(1)
Benchmarking of Best Practices
544(2)
Contemporary Issues in Control
546
Adjusting Controls for Cross-Cultural Differences
546(1)
Workplace Concerns
547(4)
Controlling Customer Interactions
551(2)
Corporate Governance
553
Boxed Features
Managers Speak Out
528(8)
Managing Workforce Diversity
536(8)
Thinking Critically About Ethics
544(10)
Becoming a Manager
554(2)
Managers Respond to a Manager's Dilemma
556(1)
Learning Summary
557(1)
Management: By the Numbers
558(1)
Thinking About Management Issues
559(1)
Working Together: Team-Based Exercise
559(1)
Ethical Dilemma Exercise
560(1)
Case Application: Blurred Vision
560(2)
Operations and Value Chain Management
562(28)
What Is Operations Management and Why Is It Important?
564(4)
Services and Manufacturing
565(1)
Managing Productivity
565(2)
Strategic Role of Operations Management
567(1)
Value Chain Management
568(7)
What Is Value Chain Management?
568(1)
Goal of Value Chain Management?
569(1)
Requirements for Value Chain Management
569(5)
Benefits of Value Chain Management
574(1)
Obstacles to Value Chain Management
574(1)
Current Issues in Operations Management
575
Technology's Role in Operations Management
575(1)
Quality Initiatives
576(3)
Quality Goals
579(1)
Mass Customization
580
Boxed Features
Thinking Critically About Ethics
572(1)
Managing IT
572(8)
Becoming a Manager
580(1)
Managers Respond to a Manager's Dilemma
581(1)
Learning Summary
582(1)
Management: By the Numbers
583(1)
Thinking About Management Issues
583(1)
Working Together: Team-Based Exercise
583(1)
Ethical Dilemma Exercise
584(1)
Case Application: Behind the Scenes When the Sun Goes Down
584(6)
Part-Ending Features You're the Manager: Putting Ethics into Action
586(1)
Passport
586(1)
Continuing Case: Starbucks---Controlling
587(3)
Appendix A Managing Entrepreneurial Ventures 590(28)
Appendix B Skill-Building Modules 618(24)
Notes 642(64)
Name Index 706(14)
Organization Index 720(6)
Glindex 726


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