Annual Editions: Management 05/06

  • ISBN13:


  • ISBN10:


  • Edition: 13th
  • Format: Paperback
  • Copyright: 2004-10-21
  • Publisher: McGraw-Hill/Dushkin
  • Purchase Benefits
  • Free Shipping On Orders Over $35!
    Your order must be $35 or more to qualify for free economy shipping. Bulk sales, PO's, Marketplace items, eBooks and apparel do not qualify for this offer.
  • Get Rewarded for Ordering Your Textbooks! Enroll Now
List Price: $28.40


This updated thirteenth edition of public press articles explores the dynamics of management in today's business environment. This title is supported by the student website, www.dushkin.com/online, providing study support and tools and links to related websites.

Table of Contents

UNIT 1. Managers, Performance, and the Environment

Part A. Management Classic

1. The Manager’s Job: Folklore and Fact, Henry Mintzberg, Harvard Business Review, March/April 1990

This classic essay by Henry Mintzberg replaces the traditional view of management function—to plan, to coordinate, to organize, and to control—with a look at what managers really do.

Part B. Management Skills, Roles, and Performance

2. Success in Management, Anne M. Mulcahy, Vital Speeches of the Day,

Xerox was a company in trouble and is now coming out of it. Here is how the CEO helped to lead the way from the lady herself.

3. If You Think You’re Hard Enough, Stefan Stern, Management Today, March 2003

During the boom times of the 1990s, managers were encouraged to be more open. Now, with business being more difficult than in the past, managers need to take a more guarded, tougher approach.

Part C. The Environment

4. Managing In A Complex World, Sir John Bond, Vital Speeches of the Day,

Change is something that effects all organizations, not only in the U.S. but in Europe and the rest of the world. How these large corporations deal with changing conditions is the subject of this First Roberts Lecture at the University of Sheffield.

5. Restoring Public Confidence in American Business, Murray Weidenbaum, The Washington Quarterly, Winter 2002–03

During the past several years, American business has suffered a number of blows affecting the confidence that people have in it. Murray Weidenbaum has some ideas on what can be done to help restore people’s faith.

UNIT 2. Planning

Part A. Management Classic

6. A New Look at Managerial Decision Making, Victor H. Vroom, Readings in Management, South–Western, 1986

There are many ways to make decisions. Selecting the most appropriate is the topic of this classic essay by Victor Vroom.

Part B. Decision Support Systems

7. Choose the Right Tools for Internal Control Reporting, Bruce I. Winters, Journal of Accountancy, February 2004

What are some of the software tools that are available to help meet the new requirements of the Sarbanes-Oxley Act of 2002? What should you be looking for? Some of these questions are addressed here.

Part C. Strategic Analysis

8. Strategic Planning, Hypercompetition, and Knowledge Management, Syed H. Akhter, Business Horizons, January/February 2003

In an increasingly competitive environment, knowledge management is the basis for sustaining and renewing the competitive advantages of the organization.

9. Six Priorities That Make a Great Strategic Decision, Mary Burner Lippitt, Journal of Business Strategy, January/February 2003

In this article by Mary Burner Lippitt, read about the six priorities for strategic thinking: (1) state-of-the-art products/services; (2) market share; (3) building systems to maintain high performance; (4) process improvement; (5) developing a competent workforce; and (6) long-term positioning.

10. Crisis in Corporate America: The Role of Strategy, Frederick Hansen and Michele Smith, Business Horizons, January/February 2003

It is obvious that many of the recent scandals that have come to light in corporate America are the result of accounting fraud. But, strategic thinking also played a major role in these incidents. This article provides a means to address these issues.

UNIT 3. Organizing

Part A. Management Classic

11. Classifying the Elements of Work, Frank B. Gilbreth and Lillian M. Gilbreth, Management Classics, Goodyear Publishing Company, 1977

Time and motion studies were among the earliest results of Frederick W. Taylor’s work. In this selection, two of the pioneers in these studies discuss the ideas upon which time and motion studies are based.

Part B. Elements of Organization

12. Beyond Empowerment: Building a Company of Citizens, Brook Manville and Josiah Ober, Harvard Business Review, January 2003

There are alternative forms of organization to the traditional bureaucratic forms typically found in many companies. Some of them are as old as Western civilization itself.

Part C. Designing and Changing the Organization

13. The Dark Side of Change, G. Neil Karn and Donna S. Highfill, Across the Board, March/April 2004

Sometimes when a new manager comes on board, he or she has a need to put their stamp on the organization. They often do that by instituting unnecessary change.

14. The Change-Capable Organization, Patricia A. McLagan, Training & Development, January 2003

Change is the only constant. Those organizations that are able to change are the ones that are going to be successful. Mavericks are often the key to change and organizations must learn to embrace them.

UNIT 4. Directing

Part A. Management Classic

15. A Theory of Human Motivation, Abraham H. Maslow, Management Classics, Goodyear Publishing Co., 1977

Abraham Maslow’s theory of motivation is well known. This is the classic article in which it was proposed.

Part B. Leadership

16. The Myth of Charismatic Leaders, Joseph A. Raelin, Training & Development, March 2003

Charismatic leaders do not always provide the best form of leadership for organizations. Some organizations, in fact, would be far better off without them.

Part C. Performance

17. What Really Works, Nitin Nohria, William Joyce, and Bruce Roberson, Harvard Business Review, July 2003

This is the summary of a five year study involving 160 companies to determine what the factors were that really seemed to lead to success over time. The answers may surprise you.

Part D. Communication

18. Disaster’s Future, Simon Moore, Business Horizons, January/February 2004

Information Technology is going to change the way the whole world communicates in the future. It has only recently started to make changes in the developed world, but once the rest of the world catches up, it will be difficult to have any control over it.

UNIT 5. Controlling

Part A. Management Classic

19. An Uneasy Look at Performance Appraisal, Douglas McGregor, Harvard Business Review, May/June 1957

In this classic article, Douglas McGregor, who also wrote about the X and Y theories of management, looks at how performance appraisals can be effectively used to help management and to control the enterprise.

Part B. Financial Control

20. The Cost of Failure, Edward S. Robins, Intelligent Enterprise, March 1, 2003

What happens when a firm fails, not slowly and gradually, but suddenly, when nobody is expecting it? To avoid this kind of financial catastrophe, Edward Robins suggests incorporating management and analytic capabilities to assess risk.

Part C. Security

21. Before the Boss Needs to Call 911, Stacy A. Teicher, The Christian Science Monitor, September 15, 2003

Workplace violence is a growing problem. Taking the appropriate steps to stop it and making sure it does not happen again is the subject here.

Part D. Total Quality Management

22. Mail Preparation Total Quality Management, Richard W. Pavely, Office Solutions, April 2002

The U.S. Postal Service is trying to improve its service while at the same time keeping costs under control. One of the techniques they are using is the Mail Preparation Total Quality Management (MPTQM) program.

UNIT 6. Staffing and Human Resources

Part A. Management Classic

23. Management Women and the New Facts of Life, Felice N. Schwartz, Harvard Business Review, January/February 1989

This is the article, first published in 1989, that started all the discussion of the “Mommy Track” and the “Daddy Track” for employees.

Part B. Developing Human Resources

24. Who Are You Really Hiring?, Shari Caudron, Workforce, November 2002

Background and reference checks are an important part of the hiring process. Not doing an adequate job of checking a potential employee’s references can lead to many problems down the road that could have been prevented.

25. The Next Bubble?, Rebecca Fannin, Chief Executive, January/February 2004

There has been a great deal of discussion of the outsourcing of jobs to India and China as well as to other countries in the developing world. But there is a downside that may be coming to this activity if you are not careful!

Part C. Maintaining an Effective Workforce

26. Do Americans Work Too Hard?, Fred Maidment, Human Resource Executive, October 2003

According to a recent UN study among industrialized countries, only the Koreans and the Czechs put in more time on the job than Americans. In fact, the U.S. is the only developed country where the number of hours on the job has actually increased since 1990. This could result, for some, in what the Japanese have named “Karoshi” or “Death-by-overwork!”

UNIT 7. Perspectives and Trends

Part A. Management Classic

27. The Discipline of Innovation, Peter F. Drucker, Harvard Business Review, August 2002

Peter Drucker identifies several kinds of opportunities that can be used to help develop innovation in this classic article from the Harvard Business Review.

Part B. The Multinational Corporation

28. American Corporations: The New Sovereigns, Lawrence E. Mitchell, The Chronicle of Higher Education, January 18, 2002

Corporations are growing in power and there doesn’t seem to be any real accountability for them. This would seem to be true on both the international and domestic levels.

29. The Need for a Corporate Global Mind-Set, Thomas M. Begley and David P. Boyd, MIT Sloan Management Review, Winter 2003

Corporations need to balance global consistency with local needs and the necessity to be able to respond to those needs. A company-wide global mind-set is necessary to do this successfully.

Part C. Corporate Culture

30. For New “Old Boys” Only, Stewart Crainer and Des Dearlove, Across the Board, November/December 2002

The gentlemen’s club, once the symbol of the white male establishment, is now becoming the model of the new business world where everything is done based on an informal network of contacts. But, instead of being exclusionary, these new networks are inclusionary.

Part D. Ethics and Social Responsibility

31. Ensuring Ethical Effectiveness, Randy Myers, Journal of Accountancy, February 2003

Companies need a code of ethics if they are going to have a guide for behavior, and now the new Sarbanes-Oxley Act requires such a code.

32. The Road to Stronger Corporate Governance, Linda Zong, The Corporate Board, March/April 2004

The Sarbanes-Oxley Act of 2002 has mandated a stronger role for outside directors on the boards of corporations. This is particularly true in the financial and executive compensation area of the board’s responsibility.

33. Who Cares Wins, Stephen Cook, Management Today, January 2003

Organizations that take an active role in addressing their corporate social responsibility tend to be more profitable. Investors, customers, and other stakeholders are beginning to recognize this, and those companies are reaping the benefits.

Part E. Small Business and Entrepreneurship

34. Determining the Strategies and Tactics of Ownership Succession, James Ahern, National Underwriter Life and Health, February 10, 2003

Every entrepreneur will eventually have to make a plan for getting out of the business. Retirement includes many options, and every entrepreneur should consider transition plan options from the beginning.

Part F. The War on Terror

35. Corporate Responsibility and the War on Terrorism, Thomas A. Hemphill, Business Horizons, May/June 2003

What should American corporations do about the War on Terror? American firms have alliances with foreign companies involved with countries supporting terrorism and/or WMD’s. Should boards of directors of American firms end these relationships?

Rewards Program

Write a Review