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Management,9780130088475

Management

by ; ;
Edition:
2nd
ISBN13:

9780130088475

ISBN10:
0130088471
Format:
Paperback
Pub. Date:
1/1/2009
Publisher(s):
Prentice Hall
List Price: $192.00

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Summary

This book is different from most in that it offers a comprehensive and balanced presentation of strategic management and organizational behavior concepts. It is all about bringing together the micro skills of people management with the macro skills of running a business. Strategy is often portrayed as the province of top-level managers only--the reality is that practicing managers need to know the strategy both in order to address the current challenges they face and to exploit the future opportunities they identify; it is not an either/or choice. The unique but interdependent specialties of the three co-authors not only help to balance the treatment of strategic management and organizational behavior across the chapters but also to integrate these concepts within chapters. Chapter titles include: Managing Change, Evaluating the External Environment, Ethics and Social Responsibility, Strategic Management, Organizational Structure and Design, Planning, Decision Making, Communication and Negotiation, Managing Human Resources, and Organizational Development and Transformation. For anyone in a professional business environment, preparing for a position in management.

Table of Contents

PART ONE YOU AS A MANAGER
2(72)
Introduction
2(36)
Managing: Putting It All Together
3(2)
Managing Effectively in Today's World Three Critical Challenges
5(3)
Change
6(1)
Technology
6(1)
Globalism
6(1)
Managing Strategically to Meet the Challenges
7(1)
What Is Management?
8(17)
Managerial Perspectives Revisited
10(15)
What Do Managers Do?
25(7)
Managerial Functions
25(1)
Managerial Roles
26(1)
A Week in the Managerial Life of Deb M.
27(2)
Managerial Job Dimensions
29(1)
A Week in the Managerial Life of Greg K.
30(2)
What Skills Do Managers Need?
32(2)
Plan of the Book
34(4)
Concluding Comments
35(1)
key terms
36(1)
test your comprehension
36(1)
apply your understanding
36(2)
Managing Change
38(36)
Leading Change at LSP
39(2)
Importance of Understanding Change
41(3)
Failure of Change Efforts
41(1)
Nature of Change
42(1)
Rate of Change
43(1)
Managerial Competency for Leading Change
43(1)
Forces for Change
44(3)
External Forces
44(1)
Internal Forces
45(1)
A Manager's Challenge: Change
46(1)
Process of Change
47(3)
Phase 1---Unfreezing
47(1)
Phase 2---Movement
48(1)
Phase 3---Refreezing
49(1)
Forces for Failure
50(6)
Unfreezing: The Failure to See
51(2)
Movement: Failure to Move
53(2)
Refreezing: Failure to Finish
55(1)
Keys to Successful Change
56(13)
Overcoming the Failure to See
56(2)
Overcoming the Failure to Move
58(1)
A Manager's Challenge: Globalization
59(1)
Overcoming the Failure to Finish
60(1)
A Manager's Challenge: Change
61(2)
Managerial Perspectives Revisited
63(1)
concluding comments
64(1)
key terms
65(1)
test your comprehension
65(1)
apply your understanding
65(1)
practice your capabilities
66(1)
Closing Case: Changing the Direction of 3M
66(3)
Clifford Chance---Update
69(5)
PART TWO ASSESSING THE ENVIRONMENT
74(116)
Assessing External Environments
74(38)
Russia's Black Gold?
75(2)
What Does the Business Environment Consist of?
77(1)
General External Environment
78(12)
Sociocultural Forces
78(2)
Technology Forces
80(2)
A Manager's Challenge: Technology
82(1)
Economic Forces
83(2)
Political and Legal Forces
85(1)
Global Forces
86(1)
A Manager's Challenge: Change
87(1)
A Manager's Challenge: Globalization
88(1)
The Special Nature of the Global Environment
89(1)
Pulling Together an Analysis of the General Environment
90(2)
Task Environment
92(7)
New Entrants---Potential New Competitors
93(1)
Substitutes
94(1)
Customers
94(1)
Strategic Partners
95(1)
Labor
95(1)
Regulators
96(1)
Task Environment Summary
97(2)
The Internal Environment
99(2)
Owners
99(1)
Board of Directors
99(1)
Employees
100(1)
Culture
101(1)
Environmental Scanning and Response
101(4)
Define
102(1)
Recognize
103(1)
Analyze
103(1)
Respond
103(2)
Summary of Environmental Scanning and Response
105(7)
Managerial Perspectives Revisited
106(1)
concluding comments
107(1)
key terms
108(1)
test your comprehension
108(1)
apply your understanding
109(1)
practice your capabilities
109(1)
Closing Case: KB Home Corp.: Its Business is Building
110(2)
Managing Within Cultural Contexts
112(36)
GE Medical's Sick Patient in France
113(2)
Definition of Culture
115(1)
Managerial Relevance of Culture
116(5)
Impact of Culture on Behavior
116(1)
Cultural Diversity in the Workplace
117(1)
Culture as a Management Tool
118(1)
A Manager's Challenge: Ethics
119(2)
Levels of Culture
121(9)
Cultural Assumptions
121(6)
Cultural Values
127(2)
Cultural Artifacts and Behaviors
129(1)
Cultural Diversity
130(1)
Strong and Weak Cultures
131(4)
A Manager's Challenge: Change
133(2)
Creating and Changing Organization Culture
135(4)
A Manager's Challenge: Technology
136(1)
Selection
136(1)
Socialization
137(1)
Performance Appraisal
138(1)
Rewards and Compensation
138(1)
Stories and Symbols
138(1)
International Contexts and Cultures
139(9)
A Manager's Challenge: Globalization
140(1)
Managerial Perspectives Revisited
141(2)
concluding comments
143(1)
key terms
144(1)
test your comprehension
144(1)
apply your understanding
145(1)
practice your capabilities
145(1)
Closing Case: Changing the Culture at General Semiconductor
146(2)
Ethics and Social Responsibility
148(42)
Nicolo Pignatelli and Gulf Italia
149(2)
Relevance to You
151(2)
The Development of Individual Ethics
153(1)
Understanding Basic Approaches to Ethics
154(2)
Basic Approaches to Ethical Decision Making
156(3)
Utilitarian Approach
156(1)
A Manager's Challenge: Change
157(1)
Moral Rights Approach
158(1)
Universal Approach
158(1)
Justice Approach
158(1)
Moral Intensity in Ethical Decision Making
159(4)
A Manager's Challenge: Globalization
162(1)
Making Ethical Decisions
163(9)
The Manager
164(1)
The Organization
164(6)
The Government
170(2)
Social Responsibility
172(13)
The Efficiency Perspective
172(2)
Social Responsibility Perspective
174(1)
Comparing the Efficiency and Stakeholder Perspectives
175(1)
Corporate Responses
176(2)
A Manager's Challenge: Technology
178(1)
Managerial Perspectives Revisited
179(1)
concluding comments
180(1)
key terms
181(1)
test your comprehension
182(1)
apply your understanding
182(1)
practice your capabilities
182(1)
Closing Case: P&G: How Low Can You Go?
183(2)
Xerox People Problems
185(5)
PART THREE SETTING DIRECTION
190(156)
Strategic Management
190(36)
Boeing: Another ``Dream'' Strategy?
191(3)
Competitive Advantage
194(3)
Superiority
194(1)
Inimitability
194(1)
Durability
195(1)
Nonsubstitutability
195(1)
Appropriability
196(1)
Strategic Management Process: Setting Direction
197(3)
Strategic Intent
197(1)
Mission
198(1)
Strategic Objectives
199(1)
Strategic Management Process: Formulating a Strategy
200(16)
Generic Strategies for Competitive Advantage
200(1)
A Manager's Challenge: Technology
201(3)
Internal and External Analysis
204(5)
Integrating Internal and External Analyses
209(3)
A Manager's Challenge: Globalization
212(4)
Strategic Management Process: Strategy Implementation
216(3)
Seven S's
216(1)
A Manager's Challenge: Change
217(2)
Strategic Management Process: Strategy Evaluation
219(1)
Strategy as Pattern
219(7)
Managerial Perspectives Revisited
220(1)
concluding comments
221(1)
key terms
222(1)
test your comprehension
222(1)
apply your understanding
223(1)
practicing your capabilities
223(1)
Closing Case: Blockbuster Fast Forwards for Growth
224(2)
Organizational Structure and Design
226(40)
Becton Dickinson Restructuring in Europe
227(3)
Principles of Organizational Structure
230(10)
Differentiation
231(1)
Integration
231(2)
A Manager's Challenge: Change
233(1)
Formalization
234(3)
Informalization
237(1)
A Manager's Challenge: Technology
238(1)
Centralization and Decentralization
238(2)
Common Organizational Structures
240(7)
Functional Structure
240(1)
Product Structure
241(1)
Division Structure
242(1)
Customer Structure
243(1)
Geographic/Regional Structure
244(1)
Matrix Structure
245(1)
Mixed Organizational Structures
246(1)
Networking Organizational Structures
247(3)
Summary Observations
250(1)
Designing Organizations
250(16)
External Environment
251(1)
Environmental Dynamism
252(1)
Organization Strategy
252(1)
Moving from Domestic to International Structures
253(1)
A Manager's Challenge: Globalization
254(3)
Organizing to Think Globally and Act Locally
257(2)
Signs of Poor Structure-Environment Fit
259(1)
Managerial Perspectives Revisited
260(1)
concluding comments
261(1)
key terms
262(1)
test your comprehension
262(1)
apply your understanding
263(1)
practicing your capabilities
263(1)
Closing Case: Restructuring the Organizational Restructure at Kimberly-Clark
264(2)
Planning
266(32)
Procter & Gamble in Eastern Europe
267(3)
An Overview of Planning
270(5)
Types of Plans
270(2)
A Manager's Challenge: Technology
272(1)
Organizational Levels
273(1)
Interaction Between Plan Types and Levels
274(1)
The Planning Process
275(12)
Analyzing the Environment
275(3)
A Manager's Challenge: Change
278(1)
Setting Objectives
279(2)
Determining Requirements
281(1)
Assessing Resources
281(1)
A Manager's Challenge: Globalization
282(1)
Developing Action Plans
283(1)
Implementing Plans
284(2)
Monitoring Outcomes
286(1)
Planning Tools
287(1)
Budgets
287(1)
Goal Setting
288(10)
MBO
291(1)
Managerial Perspectives Revisited
292(1)
concluding comments
293(1)
key terms
294(1)
test your comprehension
294(1)
apply your understanding
295(1)
practice your capabilities
295(1)
Closing Case: Planning a New Program Launch at LDC
296(2)
Individual and Group Decision Making
298(48)
Changing the Course at Acer
299(2)
Decision-Making Concepts
301(1)
Individual Decision Making
302(13)
The Rational/Classical Model
302(2)
A Manager's Challenge: Diversity
304(3)
A Manager's Challenge: Technology
307(1)
The Bounded Rationality Model
308(2)
The Retrospective Decision Model
310(1)
Types of Decisions
311(1)
Influences on Effective Decision Making
312(1)
Making Better Decisions
313(2)
Group Decision Making
315(3)
A Manager's Challenge: Globalization
316(1)
Impact of Groups on Decision Making
317(1)
Contingency Model of Participative Decision Making
318(2)
Participative Decision Makers
318(1)
Participative Decision-Making Process
319(1)
Decision Speed and Quality
320(3)
A Manager's Challenge: Change
321(2)
Problems in Group Decision Making
323(5)
Groupthink
323(3)
Escalating Commitment to a Decision
326(2)
Cultural Dimensions of Decision Making
328(2)
Strategies for Improving Decision Making
330(10)
Improving Problem Formulation
330(1)
Improving Problem Solution
331(1)
The Role of Technology
332(1)
Managerial Perspectives Revisited
333(2)
concluding comments
335(1)
key terms
335(1)
test your comprehension
336(1)
apply your understanding
336(1)
practice your capabilities
336(1)
Closing Case: Schwab Trades Security for Uncertainty Online
337(3)
Paragon Information Systems
340(6)
PART FOUR IMPLEMENTING THROUGH PEOPLE
346(218)
Leadership I: Basic Concepts and Processes
346(30)
Abraham Lincoln: Leadership Model for Yesterday and Today
347(3)
What Is Leadership?
350(2)
Leadership and Power
352(9)
Types and Sources of Power
352(3)
A Manager's Challenge: Technology
355(2)
A Manager's Challenge: Change
357(1)
Using Power
358(3)
Leaders and the Leadership Process
361(4)
Leader's Traits
361(2)
Leader's Skills and Competencies
363(1)
Leader's Behaviors
364(1)
Followers and the Leadership Process
365(4)
A Manager's Challenge: Globalization
366(1)
What Followers Bring to the Process
367(1)
Effects of Followers' Behavior
367(1)
The Leader-Follower Relationship
368(1)
Situations and the Leadership Process
369(7)
Tasks
369(1)
Organizational Context
369(1)
Managerial Perspectives Revisited
370(1)
concluding comments
371(1)
key terms
372(1)
test your comprehension
372(1)
apply your understanding
372(1)
practice your capabilities
373(1)
Closing Case: The New Supervisor
373(3)
Leadership II: Approaches and Issues
376(32)
Dealing with Disaster
377(3)
Different Approaches to Understanding Leadership
380(9)
Blake and Mouton's ``Managerial Grid''
380(2)
Hersey and Blanchard's Situational Leadership Model
382(1)
Fiedler's Leadership Contingency Theory
383(2)
House's Path--Goal Theory
385(1)
Vroom and Yetton's Normative Decision Model
386(1)
Substitutes for Leadership
387(2)
Contemporary Leadership Issues
389(11)
Leading and Managing: The Same or Different?
389(1)
A Manager's Challenge: Change
390(1)
Charismatic Leadership
391(2)
Transformational Leadership
393(2)
A Manager's Challenge: Globalization
395(1)
E-age Leadership
396(1)
Leadership Across Different National Cultures
397(1)
A Manager's Challenge: Technology
398(2)
Improving Your Own Leadership Capabilities
400(8)
Assess
401(1)
Act
402(1)
Reassess and Change
403(1)
Managerial Perspectives Revisited
403(1)
concluding comments
404(1)
key terms
405(1)
test your comprehension
405(1)
apply your understanding
406(1)
practice your capabilities
406(1)
Closing Case: Ethics on the Line at Baxter International
406(2)
Motivation
408(38)
Motivation Works Stitch by Stitch
409(3)
What Is Motivation?
412(1)
Sources of Motivation
412(2)
Motivation Theories Applicable to Work Situations
414(16)
Content Theories
414(2)
A Manager's Challenge: Technology
416(7)
Process Theories
423(6)
A Manager's Challenge: Globalization
429(1)
The Role of Reinforcements and Consequences
430(4)
Reinforcement Approaches
430(1)
A Manager's Challenge: Change
431(2)
Planned Programs of Positive Reinforcement
433(1)
Social Influences on Motivation
434(2)
Influence of the Immediate Workgroup
434(1)
Influence of Supervisors and Subordinates
435(1)
Influence of the Organization's Culture
435(1)
Influence of Values and Attitudes Toward Work
436(10)
Values
436(1)
A Manager's Challenge: Ethics
437(1)
Attitudes Toward Work
438(1)
Managerial Perspectives Revisited
439(1)
concluding comments
440(1)
key terms
441(1)
test your comprehension
441(1)
apply your understanding
442(1)
practice your capabilities
442(1)
Closing Case: Motivating Leo Henkelman
443(3)
Groups and Teams
446(42)
And May the Best Team Win
447(3)
Basic Types of Groups
450(5)
Formal Groups
451(1)
A Manager's Challenge: Technology
452(2)
Informal Groups
454(1)
Characteristics of Groups and Teams
455(9)
Structural Characteristics
455(4)
Behavioral Characteristics
459(1)
Norms
459(3)
Cohesion
462(2)
Formation and Development of Groups and Teams
464(4)
Influences on the Formation of Groups and Teams
464(1)
A Manager's Challenge: Change
465(1)
Stages of Group Development
466(2)
Examples of Prominent Groups and Teams in Today's Organizations
468(3)
Self-Managing Workgroups (Teams)
469(1)
Cross-Functional New Products (Services) Groups
469(1)
Global Teams
470(1)
Virtual Teams
471(1)
Building and Managing Groups and Teams
471(17)
Developing Team Competencies
471(3)
Dealing with Team Conflict
474(2)
Improving Group and Team Effectiveness
476(2)
A Manager's Challenge: Globalization
478(2)
Managerial Perspectives Revisited
480(1)
concluding comments
481(1)
key terms
482(1)
test your comprehension
482(1)
apply your understanding
483(1)
practice your capabilities
483(1)
Closing Case: The Team That Wasn't
484(4)
Communication and Negotiation
488(34)
A Communication Collision
489(3)
Basic Model of Communication
492(1)
Modes of Communication
493(2)
Verbal Communication
493(1)
Nonverbal Communication
494(1)
Media of Communication
495(1)
The Organizational Context of Communication
496(7)
A Manager's Challenge: Technology
497(1)
Directions of Communication Within Organizations
498(1)
Channels of Communication Within Organizations
499(1)
Patterns of Organizational Communication
500(2)
A Manager's Challenge: Change
502(1)
Barriers to Communication
503(4)
Interpersonal Barriers
503(1)
Organizational Barriers
504(1)
Cultural Barriers
505(2)
Improving Communication
507(4)
Improving Listening Skills
508(1)
Improving Sending Skills
509(1)
Organization-Level Improvements in Communication
510(1)
Communication and Negotiation
511(11)
The Importance of Negotiation to Managers
511(1)
Achieving More Effective Negotiations
511(1)
Key Factors in Cross-National Negotiations
512(3)
A Manager's Challenge: Globalization
515(1)
Managerial Perspectives Revisited
516(1)
concluding comments
517(1)
key terms
518(1)
test your comprehension
518(1)
apply your understanding
519(1)
practice your capabilities
519(1)
Closing Case: How One Company Tackled a Major Communication Problem
520(2)
Managing Human Resources
522(42)
Brunswick's Global Human Resource Challenge
523(3)
The Strategic Role of Human Resource Management
526(1)
HR and Strategy Formulation
526(1)
HR and Strategy Implementation
527(1)
Human Resource Management Activities That Get the Right People
527(8)
Planning
528(1)
Job Analysis
529(1)
Recruiting
529(2)
A Manager's Challenge: Technology
531(1)
Selecting
532(3)
Human Resource Management Activities That Maximize Performance
535(12)
Socialization and Training
536(2)
Job Design
538(1)
Performance Appraisal
539(4)
A Manager's Challenge: Globalization
543(1)
Compensation
543(2)
Career Systems and Development
545(2)
Labor Relations
547(1)
Laws and Regulations Affecting HRM
547(12)
Sexual Harassment
550(1)
Workplace Diversity
550(2)
Globalization
552(1)
A Manager's Challenge: Change
553(1)
Managerial Perspectives Revisited
554(1)
concluding comments
555(1)
key terms
556(1)
test your comprehension
556(1)
apply your understanding
556(1)
practice your capabilities
557(1)
Closing Case: Alliant Energizes Diversity Training
557(2)
Ste. Basil Hotel-Moscow: Struggling With Values in a Post-Communist State
559(5)
PART FIVE MONITORING AND RENEWING
564(84)
Control
564(38)
How Much Control Is Enough?
565(3)
The Control Function in Management
568(2)
A Manager's Challenge: Change
569(1)
The Basic Control Process
570(7)
Establish Standards
570(3)
Measure Performance
573(1)
Compare Performance Against Standards
574(1)
Evaluate Results and Take Action
575(2)
Scope of Control in the Organization
577(13)
Strategic Control
577(3)
A Manager's Challenge: Globalization
580(1)
Tactical Control
580(8)
Operational Control
588(2)
Factors in Control Effectiveness
590(12)
Focus of Control
591(1)
Amount of Control
592(1)
A Manager's Challenge: Technology
593(1)
Quality of Information
594(1)
Flexibility
595(1)
Favorable Cost-Benefit Ratio
595(1)
Sources
595(1)
Managerial Perspectives Revisited
596(1)
concluding comments
597(1)
key terms
598(1)
test your comprehension
598(1)
apply your understanding
598(1)
practice your capabilities
599(1)
Closing Case: Ford Slams the Brakes on Costs
600(2)
Organizational Development and Transformation
602(46)
The Softer Side of Microsoft
603(3)
Forces for Change
606(5)
Forces Outside the Organization
607(1)
Forces Inside the Organization
608(1)
A Manager's Challenge: Technology
609(2)
Focus of Organizational Changes
611(5)
Technology
611(1)
A Manager's Challenge: Change
612(1)
Shared Values and Culture
613(1)
Strategy
614(1)
Structure
615(1)
Systems
615(1)
Staff
616(1)
Evaluating the Need for Change
616(2)
Recognizing and Assessing the Need for Change
616(1)
Diagnosing Problems
617(1)
The Change Process
618(12)
Planning and Preparation for Change
618(3)
Implementation Choices
621(3)
A Manager's Challenge: Globalization
624(1)
Resistance to Change
625(4)
Evaluation of Change Outcomes
629(1)
Specific Approaches to Planned Change
630(13)
The Organizational Development (OD) Approach to Change
631(2)
Process Redesign (Reengineering)
633(1)
Organizational Learning
634(3)
Managerial Perspectives Revisited
637(1)
concluding comments
638(1)
key terms
639(1)
test your comprehension
639(1)
apply your understanding
639(1)
practice your capabilities
640(1)
Closing Case: Telefonica Calls for Change
640(3)
HR Restructuring---the Coca-Cola & Dabur Way
643(5)
References 648(24)
Credits 672(1)
Glossary 673(7)
Name Index 680(4)
Subject Index 684


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