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Modern Management: Concepts and Skills

by ;
Edition:
11th
ISBN13:

9780131494701

ISBN10:
0131494708
Format:
Paperback
Pub. Date:
1/1/2009
Publisher(s):
Prentice Hall
List Price: $192.00

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Summary

This book provides a comprehensive, flexible approach to the basic skills of business management with an emphasis on skills and applications. It presents traditional concepts, important contemporary issues, and timeless insights into applying management know-howall toward the goal of achieving organizational success. Built around the concept of "Core Plus" - a core of chapters covered in most courses, surrounded by a rich selection of optional chapters - enabling flexibility in the way the text is used.Management History, Operations Management, Information Technology in Management, and Creativity and Innovation in Management.For managers at all levels.

Table of Contents

Preface xv
Acknowledgments xxii
Part One Introduction to Management
2(46)
Modern Management: Skills for Success
2(24)
Introductory Case: Lands' End Management Learning How to Use the Web
3(1)
The Importance of Management
4(1)
The Management Task
4(7)
The Role of Management
7(1)
Defining Management
7(1)
The Management Process: Management Functions
7(2)
Management Process and Goal Attainment
9(1)
Management and Organizational Resources
9(2)
The Universality of Management
11(1)
The Theory of Characteristics
12(1)
Management Careers
12(4)
A Definition of Career
12(1)
Career Stages, Life Stages, and Performance
12(2)
Promoting Your Own Career
14(1)
Special Career Issues
15(1)
Management Skill: The Key to Management Success
16(2)
Defining Management Skill
16(1)
Management Skill: A Classic View
16(1)
Management Skill: A Contemporary View
17(1)
Special Features for the Remaining Chapters
18(3)
Highlights
19(1)
How the Pros Do It
20(1)
Management Skills Portfolio
21(5)
Understanding Management Concepts
21(1)
Action Summary
21(1)
Applying Management Concepts
22(1)
Skills Exercises
22(1)
Cases
23(1)
VideoNet Exercise
24(2)
Managing: History and Current Thinking
26(22)
Introductory Case: Management Challenges at Burger King
27(1)
The Classical Approach
28(6)
Lower-Level Management Analysis
28(4)
Comprehensive Analysis of Management
32(2)
How the Pros Do It: Comprehensive Management Analysis Skill at British Airways
34(1)
Limitations of the Classical Approach
34(1)
The Behavioral Approach
35(2)
The Hawthorne Studies
35(1)
Recognizing the Human Variable
36(1)
The Human Relations Movement
36(1)
The Management Science Approach
37(2)
The Beginning of the Management Science Approach
37(1)
Management Science Today
38(1)
Characteristics of Management Science Applications
38(1)
The Contingency Approach
39(1)
The System Approach
39(3)
Information Today: easyEverything Internet Cafe Opens in New York
39(1)
Types of Systems
40(1)
Systems and ``Wholeness''
40(1)
The Management System
40(1)
Information for Management System Analysis
41(1)
Learning Organization: A New Approach?
42(1)
Management Skills Portfolio
43(5)
Understanding Management Concepts
43(1)
Action Summary
43(2)
Applying Management Concepts
45(1)
Skills Exercises
45(1)
Cases
46(1)
VideoNet Exercise
47(1)
Part Two Modern Management Challenges
48(84)
Corporate Social Responsibility and Business Ethics
48(30)
Introductory Case: IBM Uses Web Site to Promote Social Responsibility Goals
49(1)
Fundamentals of Social Responsibility
50(2)
The Davis Model of Corporate Social Responsibility
50(2)
Areas of Corporate Social Responsibility
52(1)
Varying Opinions on Social Responsibility
52(1)
Across Industries: Food Processing---Endangered Species Chocolate Company Protects Threatened Animals
52(4)
Conclusions About the Performance of Social Responsibility Activities by Business
53(3)
The Global Arena: Maxell Sensitive to the Global Environment
56(1)
Social Responsiveness
57(3)
Determining If a Social Responsibility Exists
57(1)
Social Responsiveness and Decision Making
57(2)
Approaches to Meeting Social Responsibilities
59(1)
Social Responsibility Activities and Management Functions
60(5)
Planning Social Responsibility Activities
60(2)
Organizing Social Responsibility Activities
62(1)
Influencing Individuals Performing Social Responsibility Activities
63(1)
Controlling Social Responsibility Activities
63(2)
How Society Can Help Business Meet Social Obligations
65(1)
Business Ethics
66(5)
A Definition of Ethics
66(1)
Why Ethics Is a Vital Part of Management Practices
66(1)
A Code of Ethics
67(1)
Creating an Ethical Workplace
68(2)
Following the Law: Sarbanes---Oxley Reform Standards
70(1)
How the Pros Do It: Constructing an Ethical Organization at Pricewaterhouse Coopers
71(1)
Management Skills Portfolio
72(6)
Understanding Management Concepts
72(1)
Action Summary
72(2)
Applying Management Concepts
74(1)
Skills Exercises
74(1)
Cases
75(1)
VideoNet Exercise
76(2)
Management and Diversity
78(26)
Introductory Case: Advantica Making Great Strides in Building a Diverse Company
79(1)
Defining Diversity
80(1)
The Social Implications of Diversity
80(1)
Advantages of Diversity in Organizations
81(2)
Gaining and Keeping Market Share
81(1)
Cost Savings
81(1)
Increased Productivity and Innovation
82(1)
Better-Quality Management
82(1)
Diversity Counts: General Electric Values Global Sensitivity
83(1)
Challenges That Managers Face in Working with Diverse Populations
83(3)
Changing Demographics
83(2)
Ethnocentrism and Other Negative Dynamics
85(1)
The Global Arena: AT&J Connects the World
86(2)
Negative Dynamics and Specific Groups
86(2)
Strategies for Promoting Diversity in Organizations
88(2)
Promoting Diversity through Hudson Institute Strategies
88(1)
Promoting Diversity Through Equal Employment and Affirmative Action
89(1)
How the Pros Do It: Building Affirmative Action Programs at IBM
90(4)
Promoting Diversity through Organizational Commitment
91(2)
Promoting Diversity through Pluralism
93(1)
The Role of The Manager
94(5)
Planning
95(1)
Organizing
95(1)
Influencing
95(1)
Controlling
96(1)
Management Development and Diversity Training
96(3)
Management Skills Portfolio
99(5)
Understanding Management Concepts
99(1)
Action Summary
99(1)
Applying Management Concepts
100(1)
Skills Exercises
100(1)
Cases
101(1)
VideoNet Exercise
102(2)
Managing in the Global Arena
104(28)
Introductory Case: Wal-Mart Goes to Japan
105(1)
Managing Across the Globe: Why?
106(1)
Fundamentals of International Management
106(2)
Categorizing Organizations by International Involvement
108(5)
Domestic Organizations
108(1)
International Organizations
108(1)
Multinational Organizations: The Multinational Corporation
109(1)
Defining the Multinational Corporation
109(2)
Complexities of Managing the Multinational Corporation
111(1)
Risk and the Multinational Corporation
111(2)
Diversity Counts: Women in the Global Arena at Prudential Financial
113(2)
The Workforce of Multinational Corporations
114(1)
How the Pros Do It: Managing a Multinational Workforce at Chubb & Son, Inc.
115(1)
Management Functions and Multinational Corporations
116(7)
Planning in Multinational Corporations
117(3)
Organizing Multinational Corporations
120(2)
Influencing People in Multinational Corporations
122(1)
Controlling Multinational Corporations
123(1)
Across Industries: Automobile Manufacturing---Controlling at Multinational Nissan Motor Company
123(2)
Transnational Organizations
124(1)
International Management Special Issues
125(2)
Maintaining Ethics in International Management
125(1)
Preparing Expatriates for Foreign Assignments
126(1)
Management Skills Portfolio
127(5)
Understanding Management Concepts
127(1)
Action Summary
127(1)
Applying Management Concepts
128(1)
Skills Exercises
128(1)
Cases
129(2)
VideoNet Exercise
131(1)
Part Three Planning
132(94)
Principles of Planning
132(22)
Introductory Case: Sound Planning at Volkswagen?
133(1)
General Characteristics of Planning
134(2)
Defining Planning
134(1)
Purposes of Planning
134(1)
Planning: Advantages and Potential Disadvantages
135(1)
Primacy of Planning
135(1)
Ethics and Social Responsibility: Ethics and Social Responsibility Planning at Ford Motor Company
136(1)
Steps in the Planning Process
137(1)
The Planning Subsystem
137(2)
Organizational Objectives: Planning's Foundation
139(2)
Definition of Organizational Objectives
139(2)
Areas for Organizational Objectives
141(1)
Information Today: Internet Trend Causes Sega to Alter Objectives: A Classic Example
142(1)
Working with Organizational Objectives
142(2)
Guidelines for Establishing Quality Objectives
144(1)
Management by Objectives (MBO)
144(2)
Factors Necessary for a Successful MBO Program
145(1)
MBO Programs: Advantages and Disadvantages
145(1)
Planning and the Chief Executive
146(1)
Final Responsibility
146(1)
How the Pros Do It: CEO O'Neal Plans at Merrill Lynch
147(1)
Planning Assistance
148(1)
The Planner
148(2)
Qualifications of Planners
148(1)
Evaluation of Planners
149(1)
Management Skills Portfolio
150(4)
Understanding Management Concepts
150(1)
Action Summary
150(1)
Applying Management Concepts
151(1)
Skills Exercises
151(1)
Cases
152(1)
VideoNet Exercise
153(1)
Making Decisions
154(22)
Introductory Case: Toys R Us Chief Makes Tough Decisions
155(1)
Fundamentals of Decisions
156(2)
Definition of a Decision
156(1)
Types of Decisions
156(1)
The Responsibility for Making Organizational Decisions
157(1)
Information Today: Nestle USA, Inc. Uses Internet to Speed Up Decisions
158(3)
Elements of the Decision Situation
159(2)
The Decision-Making Process
161(3)
Identifying an Existing Problem
161(1)
Listing Alternative Solutions
162(1)
Selecting the Most Beneficial Alternative
162(1)
Implementing the Chosen Alternative
163(1)
Gathering Problem-Related Feedback
163(1)
Decision-Making Conditions
164(1)
Complete Certainty Condition
164(1)
Complete Uncertainty Condition
164(1)
The Global Arena: Bechtel Company Assesses Risk in Deciding to Help Rebuild Iraq
165(1)
Risk Condition
165(1)
Decision-Making Tools
165(3)
Probability Theory
166(1)
Decision Trees
166(2)
Group Decision Making
168(1)
Advantages and Disadvantages of Using Groups to Make Decisions
168(1)
How the Pros Do It: Encouraging Creativity in Group Decision Meetings at Added Value
168(3)
Processes for Making Group Decisions
169(2)
Management Skills Portfolio
171(5)
Understanding Management Concepts
171(1)
Action Summary
172(1)
Applying Management Concepts
172(1)
Skills Exercises
173(1)
Cases
173(2)
VideoNet Exercise
175(1)
Strategic Planning
176(26)
Introductory Case: Barnes & Noble's New Strategy: Publishing Books
177(1)
Strategic Planning
178(3)
Fundamentals of Strategic Planning
178(1)
Strategy Management
178(3)
Information Today: Web Allows Managers to Spot Environmental Trends
181(2)
How the Pros Do It: Analyzing the Environment at El Nuevo Dia
183(3)
Ethics and Social Responsibility: McMurry Publishing Values Code Includes Social Responsibility
186(8)
Tactical Planning
194(1)
Comparing and Coordinating Strategic and Tactical Planning
194(1)
Planning and Levels of Management
195(1)
Management Skills Portfolio
196(6)
Understanding Management Concepts
196(1)
Action Summary
196(1)
Applying Management Concepts
197(1)
Skills Exercises
198(1)
Cases
199(1)
VideoNet Exercise
200(2)
Plans and Planning Tools
202(24)
Introductory Case: Ford Plans to Improve the Explorer
203(1)
Plans: A Definition
204(1)
Dimensions of Plans
204(1)
Ethics and Social Responsibility: Toyota Uses Philanthropy Plan to Take Aim at General Motors
204(4)
Types of Plans
206(2)
Information Today: Federal Trust Bank Establishes Rules for Using E-mail
208(2)
Why Plans Fail
208(1)
Planning Areas: Input Planning
208(2)
The Global Arena: Shell Picks Global Customer Center Sites
210(2)
Planning Tools
212(3)
Forecasting
212(3)
How the Pros Do It: Forecasting at Krispy Kreme
215(5)
Scheduling
216(4)
Management Skills Portfolio
220(6)
Understanding Management Concepts
220(1)
Action Summary
220(1)
Applying Management Concepts
221(1)
Skills Exercises
221(1)
Cases
222(2)
VideoNet Exercise
224(2)
Part Four Organizing
226(98)
Fundamentals of Organizing
226(24)
Introductory Case: Sony Organizes for Success
227(1)
A Definition of Organizing
228(3)
Fayol's Guidelines
228(1)
The Importance of Organizing
228(1)
The Organizing Process
229(1)
The Organizing Subsystem
230(1)
Classical Organizing Theory
231(5)
Weber's Bureaucratic Model
232(1)
Structure
232(4)
The Global Arena: McDonald's Organizes by Global Territory
236(1)
How the Pros Do It: Improving Organization Structure at Women's Health, Obstetric, and National Nurses Association
237(6)
Division of Labor
238(1)
Span of Management
239(3)
Scalar Relationships
242(1)
Across Industries: Health Care---Circular Organization Chart at Our Lady of the Way Hospital
243(1)
Management Skills Portfolio
244(6)
Understanding Management Concepts
244(1)
Action Summary
244(1)
Applying Management Concepts
245(1)
Skills Exercises
246(1)
Cases
247(1)
Video Net Exercise
248(2)
Responsibility, Authority, and Delegation
250(24)
Introductory Case: Hugger Mugger Faces Organizing Challenges
251(1)
Responsibility
252(1)
The Job Description
252(1)
Dividing Job Activities
252(1)
Information Today: Information Systems Job Descriptions Focus More on Internet
253(3)
Clarifying Job Activities of Managers
254(2)
Authority
256(3)
Authority on the Job
256(1)
Acceptance of Authority
256(1)
Types of Authority
257(2)
Ethics and Social Responsibility: General Electric Staff Organizes Renovation
259(3)
Accountability
261(1)
Delegation
262(5)
Steps in the Delegation Process
262(1)
Obstacles to the Delegation Process
262(1)
Eliminating Obstacles to the Delegation Process
263(1)
Centralization and Decentralization
264(3)
How the Pros Do It: Decentralizing at ACE Ltd.
267(1)
Management Skills Portfolio
268(6)
Understanding Management Concepts
268(1)
Action Summary
269(1)
Applying Management Concepts
270(1)
Skills Exercises
270(1)
Cases
271(1)
VideoNet Exercise
272(2)
Managing Human Resources
274(24)
Introductory Case: Cisco Works Hard to Retain Best and Brightest Employees
275(1)
Defining Appropriate Human Resources
276(1)
Steps in Providing Human Resources
276(6)
Recruitment
276(6)
Diversity Counts: The National Football League Fights Image of Discrimination
282(3)
Selection
283(2)
How the Pros Do It: Selection Skill at Toyota
285(5)
Training
286(4)
Across Industries: Furniture Manufacturing---Training Is Critical at Keller Manufacturing
290(2)
Performance Appraisal
290(2)
Management Skills Portfolio
292(6)
Understanding Management Concepts
292(1)
Action Summary
293(1)
Applying Management Concepts
294(1)
Skills Exercises
294(1)
Cases
295(1)
VideoNet Exercise
296(2)
Organizational Change and Stress
298(26)
Introductory Case: Organizational Change at Wrigley
299(1)
Fundamentals of Changing an Organization
300(2)
Defining Changing an Organization
300(1)
Change Versus Stability
301(1)
Factors to Consider When Changing an Organization
302(2)
The Change Agent
302(1)
Determining What Should Be Changed
303(1)
How the Pros Do It: Determining What Should Be Changed at NASA
304(1)
The Kind of Change to Make
305(1)
Ethics and Social Responsibility: Social Responsibility Slowing Mazda's Production Change
305(4)
Diversity Counts: McDonald's Corporation Is Changing the Way Employees Think About Disabled Workers
309(4)
Individuals Affected by the Change
311(1)
Evaluation of the Change
312(1)
Change and Stress
313(3)
Defining Stress
313(1)
The Importance of Studying Stress
313(1)
Managing Stress in Organizations
313(3)
Virtuality
316(2)
Defining a Virtual Organization
316(1)
Degrees of Virtuality
316(1)
The Virtual Office
316(2)
Management Skills Portfolio
318(6)
Understanding Management Concepts
318(1)
Action Summary
319(1)
Applying Management Concepts
320(1)
Skills Exercises
320(1)
Cases
321(1)
VideoNet Exercise
322(2)
Part Five Influencing
324(154)
Influencing and Communication
324(26)
Introductory Case: New Procter & Gamble Chief Uses Special Style of Communication
325(1)
Fundamentals of Influencing
326(3)
Defining Influencing
326(1)
The Influencing Subsystem
326(2)
Emotional Intelligence
328(1)
The Global Arena: Corus and Regal Emphasizes Developing Emotional Intelligence of Organization Members in the United Kingdom
329(1)
Communication
330(8)
Interpersonal Communication
330(7)
Interpersonal Communication in Organizations
337(1)
How the Pros Do It: Improving Organizational Communication at Wal-Mart
338(2)
Across Industries: Local Government---How David Bell Communicates with City Employees
340(4)
Management Skills Portfolio
344(6)
Understanding Management Concepts
344(1)
Action Summary
344(1)
Applying Management Concepts
345(1)
Skills Exercises
345(2)
Cases
347(1)
VideoNet Exercise
348(2)
Leadership
350(30)
Introductory Case: Carly Fiorina: Hired and Fired at Hewlett Packard
351(1)
Defining Leadership
352(1)
Leader Versus Manager
352(1)
The Trait Approach to Leadership
353(1)
Ethics and Social Responsibility: Ethics Controversy Costs American Airlines Leader a Job
353(1)
The Situational Approach to Leadership: A Focus on Leader Behavior
354(3)
Leadership Situations and Decisions
355(2)
Information Today: Cisco Uses Online Learning to Influence ``Forces in Managers''
357(5)
Leadership Behaviors
361(1)
How the Pros Do It: Cathleen P. Black's Leadership Skill at The Hearst Corporation
362(7)
Leadership Today
369(5)
Transformational Leadership
370(1)
Coaching
370(1)
Superleadership
371(1)
Servant Leadership
372(1)
Entrepreneurial Leadership
373(1)
Management Skills Portfolio
374(6)
Understanding Management Concepts
374(1)
Action Summary
374(1)
Applying Management Concepts
375(1)
Skills Exercises
375(1)
Cases
376(2)
VideoNet Exercise
378(2)
Motivation
380(24)
Introductory Case: Bristol-Myers Squibb Stresses Motivation in Internet Implementation
381(1)
The Motivation Process
382(6)
Defining Motivation
382(1)
Process Theories of Motivation
382(3)
Content Theories of Motivation: Human Needs
385(3)
How the Pros Do It: Achievement Skill at General Electric
388(1)
Motivating Organization Members
389(3)
The Importance of Motivating Organization Members
390(1)
Strategies for Motivating Organization Members
390(2)
Across Industries: Pharmaceuticals: Eli Lilly and Company Benefits from Job Rotation
392(2)
Diversity Counts: Managers Must Do Better in Enriching Jobs of Older Workers
394(5)
Management Skills Portfolio
399(5)
Understanding Management Concepts
399(1)
Action Summary
399(1)
Applying Management Concepts
400(1)
Skills Exercises
400(1)
Cases
401(1)
VideoNet Exercise
402(2)
Groups, Teams, and Corporate Culture
404(26)
Introductory Case: Teamwork Builds Success at Xerox
405(1)
Groups
406(1)
Kinds of Groups in Organizations
406(7)
Formal Groups
406(6)
Informal Groups
412(1)
Managing Work Groups
413(3)
Determining Group Existence
413(2)
Understanding the Evolution of Informal Groups
415(1)
Teams
416(2)
Groups Versus Teams
416(1)
Types of Teams in Organizations
416(2)
Diversity Counts: Building Diverse Flight Teams Benefits Continental Airlines
418(3)
Stages of Team Development
418(1)
Team Effectiveness
419(2)
Trust and Effective Teams
421(1)
How the Pros Do It: Team-Building Skills at Pfizer
421(1)
Corporate Culture
422(2)
Status Symbols
422(1)
Traditions and History
423(1)
Physical Environment
423(1)
The Significance of Corporate Culture
423(1)
Across Industries: Airlines---Building Corporate Culture at Southwest Airlines
424(1)
Management Skills Portfolio
425(5)
Understanding Management Concepts
425(1)
Action Summary
425(1)
Applying Management Concepts
426(1)
Skills Exercises
427(1)
Cases
427(2)
VideoNet Exercise
429(1)
Understanding People: Attitudes, Perception, and Learning
430(22)
Introductory Case: Changes at Circuit City: A People ``Blindspot''?
431(1)
What Are Attitudes?
432(2)
How Beliefs and Values Create Attitudes
433(1)
Attitude Surveys
434(1)
Information Today: H.T.E. Uses the Internet to Study Employee Attitudes
434(4)
How the Pros Do It: Surveying Attitudes at the Special Libraries Association
438(1)
Perception
439(3)
Perception and the Perceptual Process
439(1)
Attribution Theory: Interpreting the Behavior of Others
440(1)
Perceptual Distortions
441(1)
Perceptions of Procedural Justice
442(1)
The Global Arena: The Wide, Wide World of Cultural Perceptions
442(2)
Learning
444(3)
Operant Learning
444(1)
Cognitive Learning
444(1)
Learning Strategies
445(2)
Management Skills Portfolio
447(5)
Understanding Management Concepts
447(1)
Action Summary
447(1)
Applying Management Concepts
448(1)
Skills Exercises
448(1)
Cases
449(1)
VideoNet Exercise
450(2)
Encouraging Creativity and Innovation
452(26)
Introductory Case: Creative Solutions at Hormel Foods
453(1)
Creativity
454(5)
Defining Creativity
454(1)
Importance of Creativity in Organizations
454(1)
Creativity in Individuals
455(1)
Increasing Creativity in Organizations
456(3)
Innovation
459(1)
Defining Innovation
459(1)
Information Today: Siemens Uses ShareNet to Encourage Creative Ideas
460(2)
Linking Innovation and Creativity
460(1)
The Innovation Process
461(1)
Across Industries: Motorola Needs More New Products in the Telecommunications Industry
462(2)
How the Pros Do It: Innovation Skill at Walt Disney World
464(1)
Catalyst for Creativity and Innovation: Total Quality Management
465(8)
Essentials of Total Quality Management (TQM)
466(5)
Creative Ideas Based on TQM Expertise
471(2)
Management Skills Portfolio
473(5)
Understanding Management Concepts
473(1)
Action Summary
473(1)
Applying Management Concepts
474(1)
Skills Exercises
475(1)
Cases
475(2)
VideoNet Exercise
477(1)
Part Six Controlling
478(86)
Principles of Controlling
478(22)
Introductory Case: DaimlerChrysler Controls by Initiating Web-Based FastCar
479(1)
The Fundamentals of Controlling
480(5)
Defining Control
480(1)
Defining Controlling
480(5)
How the Pros Do It: Miller Takes Corrective Action at AOL TimeWarner
485(3)
Types of Control
487(1)
Diversity Counts: Best Western Uses Feedback Control for Diversity
488(1)
The Controller and Control
488(3)
The Job of the Controller
488(1)
How Much Control Is Needed?
489(2)
Power and Control
491(1)
A Definition of Power
491(1)
Total Power of a Manager
491(1)
Steps for Increasing Total Power
491(1)
Ethics and Social Responsibility: Power Pressures Workers to Disregard Ethics at WorldCom
492(1)
Performing the Control Function
493(3)
Potential Barriers to Successful Controlling
493(1)
Making Controlling Successful
494(2)
Management Skills Portfolio
496(4)
Understanding Management Concepts
496(1)
Action Summary
496(1)
Applying Management Concepts
497(1)
Skills Exercises
497(1)
Cases
498(1)
VideoNet Exercise
499(1)
Production and Control
500(32)
Introductory Case: Delta Focuses on Check-In to Build Productivity
501(1)
Production
502(1)
Defining Production
502(1)
Productivity
502(1)
Quality and Productivity
503(1)
Information Today: Sallie Mae Uses the Internet to Improve Productivity
503(1)
Ethics and Social Responsibility: Bridgestone/Firestone and Ford: Product Quality Triggers Social Responsibility Debate
504(4)
Automation
506(1)
Strategies, Systems, and Processes
507(1)
Operations Management
508(5)
Defining Operations Management
508(1)
Operations Management Considerations
508(5)
Operations Control
513(6)
Just-in-Time Inventory Control
514(1)
Maintenance Control
515(1)
Cost Control
515(1)
Budgetary Control
516(1)
Ratio Analysis
517(1)
Materials Control
518(1)
How the Pros Do It: Inventory Control at J. C. Penney
519(1)
Selected Operations Control Tools
520(7)
Using Control Tools to Control Organizations
521(1)
Inspection
521(1)
Management by Exception
521(1)
Management by Objectives
522(1)
Break-Even Analysis
522(3)
Other Broad Operations Control Tools
525(2)
Management Skills Portfolio
527(5)
Understanding Management Concepts
527(1)
Action Summary
527(1)
Applying Management Concepts
528(1)
Skills Exercises
528(1)
Cases
529(1)
VideoNet Exercise
530(2)
Information Technology
532(32)
Introductory Case: Making ChangesWithout the Right Information at Coca-Cola?
533(1)
Essentials of Information
534(4)
Factors Influencing the Value of Information
534(2)
Evaluating Information
536(2)
Information Technology
538(1)
The Information System (IS)
538(1)
Diversity Counts: EDS Uses IT to Retain Female Employees
538(1)
Describing the IS
539(1)
The Global Arena: Armstrong Uses IS for Global Coordination
540(3)
Establishing an IS
542(1)
How the Pros Do It: Designing and Implementing an Effective Information System
543(7)
Managing Information Systems
547(3)
The Management Decision Support System (MDSS)
550(2)
Across Industries: Utilities---CenterPoint Energy Uses Databases to Catalog Pipeline
552(1)
Computer Networks
552(7)
The Local Area Network
552(1)
The Internet
553(6)
Management Skills Portfolio
559(5)
Understanding Management Concepts
559(1)
Action Summary
559(1)
Applying Management Concepts
560(1)
Skills Exercises
560(1)
Cases
561(1)
VideoNet Exercise
562(2)
Action Summary Appendix 564(2)
Endnotes 566(24)
Credits 590(7)
Glossary 597(11)
Name Index 608(3)
Subject Index 611


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