Annual Editions: Management, 17/e

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  • Edition: 17th
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  • Copyright: 2013-02-22
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The Annual Editions series is designed to provide convenient, inexpensive access to a wide range of current articles from some of the most respected magazines, newspapers, and journals published today. Annual Editions are updated on a regular basis through a continuous monitoring of over 300 periodical sources. The articles selected are authored by prominent scholars, researchers, and commentators writing for a general audience. The Annual Editions volumes have a number of common organizational features designed to make them particularly useful in the classroom: a general introduction; an annotated table of contents; a topic guide; an annotated listing of selected World Wide Web sites; and a brief overview for each section. Each volume also offers an online Instructor's Resource Guide with testing materials. Using Annual Editions in the Classroom is a general guide that provides a number of interesting and functional ideas for using Annual Editions readers in the classroom. Visit www.mhhe.com/annualeditions for more details.

Table of Contents

Annual Editions: Management, 13/14


Correlation Guide

Topic Guide

UNIT: Managers, Performance, and the Environment

The Science and Art of Managing, W. H. Weiss, Supervision, October 2007
Management is not only a science, but also an art. It combines the formal and informal organizational structures and procedures, along with the functions and authority to generate results that will lead to the success of the enterprise.
The Leading Edge: Using Emotional Intelligence to Enhance Performance, Roger Pearman, Training and Development, March 2011
Emotional Intelligence (EI) is one of the tools that can be used to improve the performance of lenders and through that leadership; the performance of organizations. The question of when EI is important and where training in EI would be appropriate is addressed here.
Closing the Gap, Brett Knowles, CMA Magazine, July/August 2011
Here are five steps that go from creating a strategy to implementation. They are communicate the strategy, monitor performance, translate strategy into performance, manage the business strategy, and use the pilot.
World War II to 2011: Changes and Challenges in the Global Economy, Robert Hormats and Ariel M. Ratner, Business Economics July 2011
There have been many changes in the global economy since the end of World War II. This Article identifies five important trends in the global economy, including (1) The emergence of women; (2) the emergence of the global economic and financial system; (3) the re-emergence of state-owned and state-supported enterprises; (4) the Internet and the free flow of information; (5) the diffusion of opportunity and innovation.

UNIT: Planning

Planning, Henri Fayol, Management Classics, Goodyear Publishing Co., 1977
Planning has been recognized as one of the basic activities of managers for well over a hundred years. This article was written by Henri Fayol, one of the earliest management writers. He was a successful businessman, writer and, in many ways, the Peter Drucker of his day.
Deception as Strategy: Context and Dynamics, Isaac Wanasika and Terry Adler, Journal of Management Issues, Fall 2011
Deception has been a part of strategy for as long as individuals have planned in a competitive environment. But there are ethical as well as other considerations when it comes to deception in the hypercompetitive global economy. Organizations need to consider all aspects of strategy including deception when developing strategic plans.
Social Technology, Scott Klososky, Financial Executive, May 2012
The new frontier in communication is social media. This media can be used to communicate to both customers and employees. Social media is important today as television was important 60 years ago. It is the new media and organizations will be defined by the new media just as they were defined by television in the past.
From Maximizing Shareholder Value to Delighting the Customer, Stephen Denning, Strategy and Leadership 2012
Most companies focus on maximizing shareholder value, but is shareholder value a strategy or is it a result? Should corporations be focusing on something different like "delighting the customer" from which increases in shareholder value will follow?
Flat U.S. Wages Help Fuel Rebound in Manufacturing, David Wessel and James R. Hagerty, Wall Street Journal, May 29, 2012
Manufacturing wages in the United States have been in relative decline compared to other sectors of the economy while productivity in manufacturing has been on the increase. This has made manufacturing in the United States more attractive and has helped to fuel a recovery in this sector.

UNIT: Organizing

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.
Why Most Changes Fail, Rick Maurer, The Journal of Quality and Participation, July 2011
Seventy percent of the attempts to make changes in organizations fail. That has been the rate of failure of these attempts to change for about 20 years in spite of many attempts to improve the results. Here are some reasons why.
Applying Open Innovation Where Your Company Needs It Most, Amy Muller, Nate Hutchins, and Miguel Cardoso Pinto, Strategy and Leadership
Companies need to be more innovative than they have been in the past if they are going to be successful in this hyper-competitive global economic environment. To do that, they need to be open to new ideas and one of the ways to do that is to be open to new sources of new ideas.

UNIT: Directing

A Theory of Human Motivation, Abraham H. Maslow, Management Classics, Goodyear Publishing Company, 1977
Abraham Maslow's theory of motivation is well known. This is the classic article in which it was proposed.
Implementing Sustainability: The Role of Leadership and Organizational Culture, Marc J. Epstein, Adriana Rejc Buhovac, and Kristi Yuthas, Strategic Finance, April 2010
This article provides a model for corporate sustainability and describes how the four companies Home Depot, Nissan USA, Procter & Gamble, and Nike all are successful in their corporate sustainability efforts.
Who's Next in Line? Develop Tomorrow's Leaders Today, Preston "Tim" Brown, The Public Manager, Winter 2011
Sixty-thousand federal workers will be retiring in the next year and similar numbers will be retiring in succeeding years. These workers need to be replaced. Many of them are long-term employees, with extensive experience in how the government actually works. Training their successors is of paramount importance.
Keys to Successful Performance Management, Kaye Kendrick, The Public Manager, Spring 2011
Measuring performance is never easy. This is especially true in environment where the numbers are not easily generated. But, now that they are being generated, management needs to understand what to do with them.
Take Networking to the Next Level, Iwona Tarnowska and Tasheé Singleton, Strategic Finance, February 2010
Networking is a cliché, but it is vitally important. It is an important key to personal and professional growth. Creating an effective network, not just a list of thousands of names on Facebook, is one of the keys to success.

UNIT: Controlling

Beyond Compliance: The Value of SOX, Marianne Bradford, Eileen Z. Taylor, and Joseph F. Brazel, Strategic Finance, May 2010
Sarbanes-Oxley, commonly known as SOX, was passed by Congress after the accounting scandals at the beginning of this century. Many executive complained about the rules and regulations included in SOX, but now it seems that SOX also has benefits in controlling the organization.
Preventing Corporate Espionage: Understanding the Ways Your Intellectual Property Is at Risk, Michael Podszywalow, Risk Management, March 2012
We live in a world where there are many people who are less than honest and where people are willing to steal to get what they do not deserve. That applies to corporate as well as other organizations. Techniques can be high or low tech, but all of them can be effective if the organization is not vigilant.
The Way to Fail T. M. Kubiak, Quality Progress, December 2011
Try to do too much too soon and too quickly is practically a guaranteed recipe for failure as shown here. The way to success is to focus one's efforts and to not spread limited resources too thinly.
Supply Chain Quality Begins with You, Mark Nash and Sheila Poling, Quality, August 2011
Identifying problems in the supply chain is something every company must face. Some problems are big and some are some are small, but identifying them and then successfully doing something about them is the topic here.
Total Quality Management Is Not Total, Walter J. McGee, Quality, December 2011
When manufacturing parts, it is necessary to define the orientation of the part for measurement, to define all lines associated with the measurement, and totally define the shape of the part. If this is not done, then the parts will not meet necessary standards.

UNIT: Staffing and Human Resources

The Human Side of Enterprise, Douglas M. McGregor, Management Review, American Management Association, Inc., 1957
Many people have heard of McGregor's Theory X and Theory Y. This article is Dr. McGregor's explanation of these principles.
Germany's New Export: Job Training, Vanessa Fuhrmans, Wall Street Journal, June 14, 2012
For many years Germany has had an apprenticeship program to provide workers for its manufacturing companies. Now those German firms with operations in the United States are starting similar kinds of programs in the United States.
Multi-faceted Benefits Await, Bridget McCrea, Logistics Management, April 2012
Automating labor in the supply chain is one of the most difficult things that can be done and is frequently one of the last things. Labor Management Supply (LMS) applied to the supply chain is the topic of this article.
Who's the Boss? There Isn't One, Rachel Emma Silverman,Wall Street Journal, June 20, 2012
What would it be like to work in a company without a boss? They do exist and they tend to be highly productive. Here are some examples from both very large companies and some not-so-large companies.

UNIT: Perspectives and Trends

Culture, People, and Innovation: An Interview with Robert Rosenfeld, Robert Rosenfeld with James Euchner, Research-Technology Management, March—April 2012
Culture impacts innovation. Culture is not seen, but it is an important part of any organization and cannot be ignored, especially when trying to encourage innovation in these difficult times.
Corporate `Greening': Good for the Soul, But Is It Good for the Bottom Line?, Scott Ladd, Financial Executive, March 2010
Today, in addition to all of the various market pressures, corporations are faced with the challenge of going green in their businesses. Going green can mean many things, but one of the sure things it will mean is that the company will pay more money. But perhaps not. Perhaps it might make up for it in sales or reduced utility costs.
New Survey of Workplace Ethics Shows Surprising Results, Curtis C. Verschoor, Strategic Finance, April 2012
The state of ethics in the workplace is reported here as the result of the National Business Ethics Survey 2012 of the Washington, DC–based Ethics Resource Center. The results are mixed.
An Interview with Junior Achievement Europe, Techniques, January 2012
Entrepreneurship education is very extensive in Europe starting in the lower grades and going all the way through college. Here are some of the activities of Junior Achievement in Europe.

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