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Management Fundamentals : Concepts, Applications, Skill Development,9780324226065

Management Fundamentals : Concepts, Applications, Skill Development

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Edition:
3rd
ISBN13:

9780324226065

ISBN10:
0324226063
Format:
Paperback
Pub. Date:
7/14/2005
Publisher(s):
South-Western College Pub
List Price: $213.95

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Summary

Get prepared for the workforce now with MANAGEMENT FUNDAMENTALS: CONCEPTS, APPLICATIONS, SKILL DEVELOPMENT. Thought-provoking applications help you learn management skills fast and easy so you'll be ready for your first job in business. Plus with group exercises, self-assessments and behavioral projects, you'll have lots of different ways to get ready for tests so you can get the grade you need.

Table of Contents

Preface xv
About the Author 1(1)
PART 1: MANAGING IN A GLOBAL INTERNET ENVIRONMENT
Managing
2(35)
Why Study Management?
4(1)
What is a Manager's Responsibility?
4(3)
What Does It Take to Be a Successful Manager?
7(3)
Management Qualities
7(2)
Management Skills
9(1)
Supervisory Ability
10(1)
What Do Managers Do?
10(5)
Management Functions
11(1)
Nonmanagement Functions
12(1)
The Systems Relationship among the Management Functions
12(1)
Management Roles
13(2)
Differences among Managers
15(5)
The Three Levels of Management
15(1)
Types of Managers
16(2)
Differences in Management Skills
18(1)
Differences in Management Functions
18(1)
Large-Business versus Small-Business Managers
18(1)
Managers of For-Profit versus Not-for-Profit Organizations
18(2)
New Workplace Issues and Challenges
20(5)
Technology and Speed
20(1)
Globalization and Diversity
21(1)
Knowledge, Learning, Quality, and Continuous Improvement
21(1)
Knowledge Management
22(1)
Change, Creativity, Innovation, and Entrepreneurship
23(1)
Participative Management, Empowerment, and Teams
23(1)
Ethics and Social Responsibility
23(1)
Networking and Boundaryless Relationships
24(1)
Objectives of the Book
25(12)
Management Concepts
25(1)
Application of Management Concepts
26(1)
Development of Management Skills
26(1)
Flexibility
26(1)
Organization of the Book
27(1)
Chapter Summary
27(1)
Key Terms
28(1)
Review and Discussion Questions
28(1)
Objective Case: Microsoft Corporation
29(1)
Video Case: Le Meridien
30(1)
Skill Builder 1: Comparing Management Skills
31(1)
Skill Builder 2: Management Styles
31(4)
Skill Builder 3: Getting to Know You
35(2)
Appendix A A Brief History of Management
37(148)
Classical Theory
37(2)
Scientific Management
38(1)
Administrative Theory
38(1)
Behavioral Theory
39(1)
Management Science
40(1)
Integrative Perspective
40(2)
Systems Theory
40(1)
Sociotechnical Theory
41(1)
Contingency Theory
41(1)
Comparing Theories
42(2)
Appendix Summary
42(1)
Key Terms
43(1)
Environment: Culture, Ethics, and Social Responsibility
44(32)
The Internal Environment
46(4)
Management and Culture
46(1)
Mission
46(1)
Resources
47(1)
Systems Process
47(2)
Structure
49(1)
Organizational Culture
50(4)
Learning the Organization's Culture
50(1)
Three Levels of Culture
51(1)
Strong and Weak Cultures
52(1)
Managing, Changing, and Merging Cultures
52(1)
Learning Organizations
53(1)
The External Environment
54(7)
Customers
54(1)
Competition
55(1)
Suppliers
56(1)
Labor Force
56(1)
Shareholders
56(1)
Society
57(1)
Technology
57(1)
The Economy
57(1)
Governments
58(1)
Chaos and Interactive Management
59(2)
Business Ethics
61(7)
Does Ethical Behavior Pay?
62(1)
How Personality Traits and Attitudes, Moral Development, and the Situation Affect Ethical Behavior
63(1)
How People Justify Unethical Behavior
64(1)
Simple Guides to Ethical Behavior
65(1)
Managing Ethics
66(2)
Social Responsibility
68(8)
Social Responsibility to Stakeholders
68(1)
Does It Pay to Be Socially Responsible?
69(2)
Chapter Summary
71(1)
Key Terms
72(1)
Review and Discussion Questions
72(1)
Objective Case: The State of Florida
72(2)
Video Case: Timberland
74(1)
Skill Builder 1: The Organizational Environment and Management Practices Analysis
74(1)
Skill Builder 2: Ethics and Whistle-Blowing
75(1)
The Global Environment and Entrepreneurship
76(32)
The Global Environment
78(6)
Ethnocentrism Is Out and ``Made in America'' Is Blurred
78(1)
The Role of Technology and the Internet in the Global Village
79(1)
The Economic Environment
80(2)
The Government Environment
82(1)
Classifying Businesses in the Global Village
83(1)
Taking a Business Global
84(7)
Global Sourcing
85(1)
Importing and Exporting
86(1)
Licensing
86(1)
Contracting
86(1)
Joint Venture
86(1)
Direct Investment
86(1)
The Role of the Internet in Taking a Business Global
87(1)
Business Practices of Global Companies
88(3)
Entrepreneurship
91(5)
New Venture Entrepreneurs and Intrapreneurs
91(2)
Contributions of Entrepreneurs
93(1)
Selecting the New Venture
93(1)
The Business Plan
94(2)
Global Diversity
96(12)
Cultural Diversity
97(2)
Diversity in Work-Related Values
99(2)
Diversity in Management Functions
101(2)
Chapter Summary
103(1)
Key Terms
104(1)
Review and Discussion Questions
104(1)
Objective Case: Claimpower, Inc.
104(2)
Skill Builder 1: Selecting a New Venture
106(1)
Skill Builder 2: Cultural Diversity Awareness
106(2)
PART 2: PLANNING
Creative Problem Solving and Decision Making
108(38)
Problem Solving and Decision Making: An Overview
110(4)
The Relationship among Objectives, Problem Solving, and Decision Making
110(1)
The Relationship among Management Functions, Decision Making, and Problem Solving
110(1)
The Decision-Making Model
111(1)
Decision-Making Styles
112(1)
Decision Making in the Global Village
113(1)
Classify and Define the Problem
114(6)
Classify the Problem
114(2)
Select the Appropriate Level of Participation
116(3)
Define the Problem
119(1)
Set Objectives and Criteria
120(1)
Generate Creative Alternatives
121(6)
Innovation and Creativity
122(1)
Using Information and Technology to Generate Alternatives
123(1)
Using Groups to Generate Creative Alternatives
124(2)
Decision Trees
126(1)
Analyze Alternatives and Select the Most Feasible
127(6)
Quantitative Techniques
128(1)
The Kepner-Tregoe Method
129(2)
Cost-Benefit (Pros and Cons) Analysis
131(1)
Ethics and Social Responsibility in Decision Making
132(1)
Plan, Implement the Decision, and Control
133(1)
Vroom's Participative Decision-Making Model
134(12)
Participation Decision Styles
134(1)
Questions that Determine the Appropriate Participative Decision Style
135(1)
Time-Driven versus Development-Driven Model
136(2)
Chapter Summary
138(1)
Key Terms
139(1)
Review and Discussion Questions
140(1)
Objective Case: Kmart Acquires Sears
140(1)
Video Case: General Motors
141(1)
Behavior Modeling: Decision-Making Styles
142(1)
Skill Builder 1: Making a Decision Using the Decision-Making Model
142(1)
Skill Builder 2: Using the Vroom Model
143(3)
The Strategic and Operational Planning Process
146(39)
Planning Dimensions
148(1)
Strategic Planning
149(2)
The Strategic Planning Process
149(2)
Strategic Levels
151(1)
Developing the Mission
151(1)
Analyzing the Environment
152(5)
Industry and Competitive Situation Analysis
152(1)
Company Situation Analysis
153(3)
Competitive Advantage
156(1)
Setting Objectives
157(4)
Goals and Objectives
157(1)
Writing Effective Objectives
157(1)
Criteria for Objectives
158(2)
Management by Objectives (MBO)
160(1)
Corporate-Level Strategy
161(6)
Grand Strategy
161(1)
Corporate Growth Strategies
162(3)
Portfolio Analysis
165(2)
Business-Level Strategy
167(6)
Adaptive Strategies
168(2)
Competitive Strategies
170(1)
Product Life Cycle
171(2)
Functional-Level (Operational) Strategies
173(1)
Marketing Strategy
173(1)
Operations Strategy
174(1)
Human Resources Strategy
174(1)
Finance Strategy
174(1)
Other Functional-Level Strategies
174(1)
Operational Planning
174(3)
Standing Plans versus Single-Use Plans
175(1)
Contingency Plans
176(1)
Implementing and Controlling Strategies
177(8)
Chapter Summary
178(1)
Key Terms
179(1)
Review and Discussion Questions
180(1)
Objective Case: Krispy Kreme
180(2)
Skill Builder 1: Writing Objectives
182(1)
Skill Builder 2: Entrepreneurial Strategic Planning
183(2)
Appendix B Time Management
185(110)
Analyzing Time Use
185(2)
The Time Log
186(1)
Analyzing Time Logs
186(1)
A Time Management System
187(3)
Time Management Techniques
190(4)
Appendix Summary
192(1)
Key Terms
193(1)
Skill Builder: Time Management
193(1)
PART 3: ORGANIZING
Organizing and Delegating Work
194(34)
Principles of Organization
196(4)
Unity of Command and Direction
196(1)
Chain of Command
197(1)
Span of Management
197(1)
Division of Labor
197(1)
Coordination
197(1)
Balanced Responsibility and Authority
198(1)
Delegation
199(1)
Flexibility
199(1)
Authority
200(4)
Formal and Informal Authority
200(1)
Levels of Authority
200(1)
Line and Staff Authority
201(1)
Centralized and Decentralized Authority
202(2)
Organizational Design
204(6)
Organization Chart
204(1)
Departmentalization
205(2)
Multiple Departmentalization
207(1)
New Approaches to Departmentalization
208(2)
Job Design
210(4)
Job Simplification
210(1)
Job Expansion
211(1)
Work Teams
211(1)
The Job Characteristics Model
212(2)
Organizing Yourself and Delegating
214(14)
Setting Priorities
215(2)
Delegation
217(1)
Delegation Decisions
218(1)
The Delegation Process
218(2)
Chapter Summary
220(2)
Key Terms
222(1)
Review and Discussion Questions
222(1)
Objective Case: Hitachi
222(2)
Skill Builder 1: Setting Priorities
224(1)
Behavior Modeling: Delegating
225(1)
Skill Builder 2: Delegating Authority
226(2)
Managing Change: Innovation and Diversity
228(30)
Change
230(4)
Forces for Change
230
Types of Change
30(202)
Forms of Change
232(2)
Managing Change
234(4)
Stages in the Change Process
234(1)
Resistance to Change
235(1)
How to Overcome Resistance to Change
236(1)
A Model for Identifying and Overcoming Resistance to Change
237(1)
Innovation
238(4)
Innovative Organizational Structures
238(2)
Innovative Organizational Cultures
240(2)
Diversity
242(5)
What Is Diversity, and Is It Really Important?
242(1)
Diversity and Organizational Culture
243(1)
Valuing Diversity versus Managing Diversity
243(1)
Gender Diversity
244(2)
Mentoring
246(1)
The Learning Organization and Diversity
246(1)
Organizational Development
247(11)
Change Models
247(1)
Organizational Development Interventions
248(5)
Chapter Summary
253(1)
Key Terms
254(1)
Review and Discussion Questions
254(1)
Objective Case: Kraft Foods
254(2)
Video Case: Peter Pan Bus Lines
256(1)
Skill Builder 1: Identifying Resistance to Change
256(1)
Skill Builder 2: Diversity Training
257(1)
Human Resources Management: Staffing
258(37)
The Human Resources Management Process
260(5)
The Legal Environment
261(3)
The Human Resources Department
264(1)
Human Resources Planning
265(2)
Strategic Human Resources Planning
265(1)
Job Analysis
265(2)
Attracting Employees
267(8)
Recruiting
267(2)
The Selection Process
269(2)
Selection Interviewing
271(4)
Developing Employees
275(9)
Orientation
276(1)
Training and Development
276(1)
Training Methods
277(2)
Performance Appraisal
279(3)
The Evaluative Performance Appraisal Interview
282(1)
The Developmental Performance Appraisal Review
283(1)
Retaining Employees
284(4)
Compensation
284(2)
Health and Safety
286(1)
Labor Relations
287(1)
Loss of Employees
288(7)
Chapter Summary
289(1)
Key Terms
290(1)
Review and Discussion Questions
290(1)
Objective Case: American Airlines
291(1)
Behavior Modeling 1: Employment Interviewing
292(1)
Skill Builder 1: Selecting A Tennis Coach
292(1)
Skill Builder 2: Job Instructional Training
293(1)
Behavior Modeling 2: Job Instructional Training
293(2)
Appendix C Career Management and Networking
295(127)
Career Management
295(3)
Career Planning and Development
295(2)
Getting a Job
297(1)
Networking
298(6)
The Importance of Networking
298(1)
The Networking Process
299(2)
Appendix Summary
301(1)
Key Terms
302(1)
Skill Builder 1: Career Planning
302(1)
Skill Builder 2: Resume
302(1)
Skill Builder 3: Networking Skills
303(1)
PART 4: LEADING
Organizational Behavior: Power, Politics, Conflict, and Stress
304(44)
Organizational Behavior
306(1)
Personality
306(3)
Single Traits of Personality
307(1)
The Big Five Personality Dimensions
308(1)
Perception
309(3)
The Perception Process
310(1)
Bias in Perception
311(1)
Attitudes
312(3)
Attitude Formation
312(1)
Attitudes and Behavior
313(1)
How Managers' Attitudes Affect Performance
313(1)
Attitudes and Job Satisfaction
313(2)
Power
315(4)
Organizational Power
315(1)
Types of Power and How to Increase Your Power
316(3)
Organizational Politics
319(4)
The Nature of Organizational Politics
319(1)
Political Behavior
320(1)
Guidelines for Developing Political Skills
321(2)
Managing Conflict
323(5)
The Psychological Contract
323(1)
Functional and Dysfunctional Conflict
324(1)
Conflict Management Styles
324(4)
Negotiation, Collaboration, and Mediation
328(6)
Negotiating
328(1)
The Negotiating Process
328(4)
Initiating Conflict Resolution through Collaboration
332(1)
Responding to Collaborative Conflict Resolution
333(1)
Mediation as Conflict Resolution
334(1)
Stress
334(14)
Functional and Dysfunctional Stress
334(1)
Causes of Job Stress
335(1)
Stress Management
336(3)
The Stress Tug-of-War
339(1)
Chapter Summary
340(2)
Key Terms
342(1)
Review and Discussion Questions
342(1)
Objective Case: Political Behavior of College Faculty Members
342(2)
Video Case: Cannondale Corporation
344(1)
Skill Builder 1: Car Dealer Negotiation
345(1)
Behavior Modeling 1: Initiating Conflict Resolution
346(1)
Skill Builder 2: Initiating Conflict Resolution
346(1)
Behavior Modeling 2: Mediating Conflict Resolution
347(1)
Skill Builder 3: Improving Personality Traits
347(1)
Team Leadership
348(34)
The Lessons of the Geese
350(1)
Groups and Teams and Performance
350(3)
Groups and Teams
350(1)
The Group Performance Model
351(2)
Group Structure
353(5)
Group Types
354(2)
Group Size
356(1)
Group Composition
356(1)
Group Leadership and Objectives
357(1)
Group Process
358(6)
Group Roles
358(1)
Group Norms
359(1)
Group Cohesiveness
360(2)
Status within the Group
362(1)
Decision Making and Conflict Resolution
362(2)
Stages of Group Development and Styles of Leadership
364(3)
Stage 1. Orientation
364(1)
Stage 2. Dissatisfaction
364(1)
Stage 3. Resolution
365(1)
Stage 4. Production
365(1)
Stage 5. Termination
366(1)
Changes in Group Development and Leadership Style
366(1)
Developing Groups into Teams
367(1)
Training
367(1)
The Management Functions
368(1)
Leadership Skills for Meetings
368(14)
Planning Meetings
369(1)
Conducting Meetings
370(1)
Handling Problem Members
371(3)
Chapter Summary
374(1)
Key Terms
375(1)
Review and Discussion Questions
375(1)
Objective Case: The Lincoln Electric Company
375(2)
Skill Builder 1: Leadership Styles in Group Situations
377(3)
Skill Builder 2: Group Performance
380(2)
Communicating and Information Technology
382(40)
Organizational Communication and Information Technology
384(5)
Vertical Communication
384(1)
Horizontal Communication
385(1)
Grapevine Communication
386(1)
Information Technology
386(3)
The Interpersonal Communication Process and Communication Barriers
389(3)
Stage 1. The Sender Encodes the Message and Selects the Transmission Channel
389(1)
Stage 2. The Sender Transmits the Message
389(1)
Stage 3. The Receiver Decodes the Message and Decides If Feedback Is Needed
390(1)
Stage 4. Feedback: A Response or a New Message May Be Transmitted
390(1)
Communication Barriers
390(2)
Message Transmission Channels
392(5)
Oral Communication
392(2)
Nonverbal Communication
394(1)
Written Communication
394(1)
Combining Channels
395(1)
Selecting the Message Transmission Channel
396(1)
Sending Messages
397(4)
Planning the Message
397(1)
The Message-Sending Process
398(1)
Checking Understanding: Feedback
399(2)
Receiving Messages
401(3)
Listening Skills
401(1)
The Message-Receiving Process
402(2)
Responding to Messages
404(5)
Response Styles
404(2)
Dealing with Emotional People
406(3)
Criticism
409(1)
Information Systems
409(13)
Types of Information Systems
409(2)
Information Networks
411(2)
Chapter Summary
413(1)
Key Terms
414(1)
Review and Discussion Questions
414(1)
Objective Case: Mobil Credit Card
414(2)
Skill Builder 1: Giving Instructions
416(1)
Behavior Modeling: Situational Communications
417(1)
Skill Builder 2: Analyzing Communication Styles
417(5)
Appendix D Written Communication
422(144)
Grammar
422(1)
Syntax
423(1)
Rhetoric
423(1)
Editing
423(1)
Punctuation
423(3)
Appendix Summary
425(1)
Motivating for High Performance
426(30)
Motivation and Performance
428(2)
What is Motivation, and Why Is It Important?
428(1)
The Role of Expectations in Motivation and Performance
429(1)
How Motivation Affects Performance
429(1)
An Overview of Three Major Classes of Motivation Theories
430(1)
Content Motivation Theories
430(8)
Hierarchy of Needs Theory
431(1)
ERG Theory
432(1)
Two-Factor Theory
433(2)
Acquired Needs Theory
435(3)
Process Motivation Theories
438(4)
Equity Theory
438(1)
Goal-Setting Theory
439(2)
Expectancy Theory
441(1)
Reinforcement Theory
442(6)
Types of Reinforcement
442(2)
Schedules of Reinforcement
444(1)
Motivating with Reinforcement
445(1)
Giving Praise
446(2)
Combining The Motivation Process and Motivation Theories
448(1)
Do Motivation Theories Apply Globally?
448(8)
Chapter Summary
450(1)
Key Terms
451(1)
Review and Discussion Questions
451(1)
Objective Case: Friedman's Microwave Ovens
452(1)
Video Case: The Buffalo Zoo
453(1)
Behavior Modeling: Giving Praise
454(1)
Skill Builder 1: Giving Praise
454(1)
Skill Builder 2: Self-Motivation
455(1)
Leading with Influence
456(30)
Leadership and Trait Theory
458(4)
Leadership
458(1)
Leaders versus Managers
459(1)
Leadership Trait Theory
460(2)
Behavioral Leadership Theories
462(7)
Basic Leadership Styles
463(1)
Two-Dimensional Leadership Styles
464(1)
The Leadership Grid®
465(1)
Contemporary Perspectives
466(3)
Situational Approaches to Leadership
469(9)
Contingency Leadership Model
469(2)
Leadership Continuum Model
471(1)
Path-Goal Model
472(2)
Normative Leadership Model
474(1)
Situational Leadership® Model
474(2)
Comparing Leadership Models
476(1)
Leadership Substitutes Theory
476(2)
Handling Complaints
478(8)
Handling Employee Complaints
478(1)
Handling Customer Complaints
479(1)
Chapter Summary
480(1)
Key Terms
481(1)
Review and Discussion Questions
481(1)
Objective Case: Wilson Sporting Goods
482(1)
Skill Builder 1: The Situational Leadership® Model
483(1)
Behavior Modeling
484(1)
Skill Builder 2: Handling Complaints
484(2)
PART 5: CONTROLLING
Control Systems: Financial and Human
486(38)
Organizational and Functional Area Control Systems
488(5)
Organizational Systems Control
488(2)
Functional Area/Department Control Systems
490(3)
Establishing Control Systems
493(7)
The Control Systems Process
493(4)
Control Frequency and Methods
497(3)
Financial Controls: The Master Budgeting Process
500(5)
Operating Budgets
502(1)
Capital Expenditures Budget
503(1)
Financial Budgets and Statements
504(1)
Human Controls
505(19)
Coaching
505(3)
Management by Walking Around
508(1)
Counseling
509(2)
Disciplining
511(3)
Chapter Summary
514(1)
Key Terms
515(1)
Review and Discussion Questions
516(1)
Objective Case: Rodriguez Clothes Manufacturing
516(2)
Skill Builder 1: Bolton Control System
518(2)
Behavior Modeling 1: Coaching
520(1)
Skill Builder 2: Coaching
520(1)
Behavior Modeling 2: Discipline
521(1)
Skill Builder 3: Disciplining
522(2)
Operations, Quality, and Productivity
524(42)
Time-Based Competition and Operation
526(1)
Classifying Operations Systems
527(5)
Tangibility of Products
527(1)
Level of Customer Involvement
527(1)
Operations Flexibility
528(2)
Resources and Technology Management
530(2)
Difficulty of Classification
532(1)
Designing Operations Systems
532(6)
Product Mix and Design
533(1)
Facility Layout
534(1)
Facility Location
535(3)
Capacity Planning
538(1)
Managing Operations Systems and the Supply Chain
538(14)
Planning Schedules and Project Management
539(4)
Inventory Control
543(1)
Materials Requirement Planning (MRP)
544(2)
Supply Chain Management
546(1)
Quality Control
547(5)
Productivity and the Balanced Scorecard
552(14)
Measuring Productivity
552(2)
Increasing Productivity
554(1)
Productivity Measures for the Functional Areas
554(1)
The Balanced Scorecard
555(5)
Chapter Summary
560(1)
Key Terms
561(1)
Review and Discussion Questions
561(1)
Objective Case: The Retail Grocery Industry
562(2)
Skill Builder 1: Developing a Plan to Open a Music Shop
564(1)
Skill Builder 2: Economic Order Quantity
565(1)
Skill Builder 3: Job Instructional Training
565(1)
Endnotes 566(35)
Glossary 601(8)
Index 609


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