Modern Management

by Certo, Samuel C.

• ISBN13: 9780130670892
• ISBN10: 0130670898
• Edition: 9th
• Format: Paperback
• Copyright: 2003-01-01
• Publisher: Pearson College Div

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-how-all 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	xiii
Part One Introduction to Management	2	(44)
Modern Management: A Digital Focus	2	(22)
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	6	(1)
Defining Management	6	(1)
The Management Process: Management Functions	7	(1)
Management Process and Goal Attainment	7	(1)
Management and Organizational Resources	8	(3)
The Universality of Management	11	(1)
The Theory of Characteristics	11	(1)
Management Careers	12	(3)
A Definition of Career	12	(1)
Career Stages, Life Stages, and Performance	12	(1)
Promoting Your Own Career	13	(1)
Special Career Issues	14	(1)
Modern Management's Digital Focus	15	(2)
Defining Digital Dimension	15	(1)
Digital Dimensioning and Traditional Management Functions	16	(1)
Special Features for the Remaining Chapters	17	(3)
Spotlights	17	(1)
Across Industries	18	(1)
Digital Focus	18	(2)
Management Skills Module	20	(4)
Managing: History and Current Thinking	24	(22)
Introductory Case: A Problem at McDonald's	25	(1)
The Classical Approach	26	(5)
Lower-Level Management Analysis	27	(3)
Comprehensive Analysis of Management	30	(1)
Limitations of the Classical Approach	31	(1)
The Behavioral Approach	31	(3)
The Hawthorne Studies	31	(2)
Recognizing the Human Variable	33	(1)
The Human Relations Movement	33	(1)
The Management Science Approach	34	(1)
The Beginning of the Management Science Approach	34	(1)
Management Science Today	34	(1)
Quality Spotlight: Baldrige Award: Evaluating a Company's Quality	35	(1)
Characteristics of Management Science Applications	35	(1)
The Contingency Approach	35	(1)
Digital Focus: easyEverything Internet Cafe Opens in New York	36	(1)
The System Approach	36	(3)
Types of Systems	36	(1)
Systems and ``Wholeness''	37	(1)
The Management System	37	(1)
Information for Management System Analysis	38	(1)
Learning Organization: A New Approach?	39	(1)
People Spotlight: People for a New Learning Organization at Signicast	39	(2)
Management Skills Module	41	(5)
Part Two Modern Management Challenges	46	(76)
Corporate Social Responsibility and Business Ethics	46	(26)
Introductory Case: IBM Uses Web Site to Promote Social Responsibility Goals	47	(1)
Fundamentals of Social Responsibility	48	(2)
The Davis Model of Corporate Social Responsibility	49	(1)
Areas of Corporate Social Responsibility	50	(1)
Across Industries: Food Processing-Endangered Species Chocolate Company Protects Threatened Animals	50	(3)
Varying Opinions on Social Responsibility	50	(1)
Conclusions About the Performance of Social Responsibility Activities by Business	51	(2)
Global Spotlight: Maxell Sensitive to the Global Environment	53	(1)
Social Responsiveness	54	(3)
Determining if a Social Responsibility Exists	55	(1)
Social Responsiveness and Decision Making	55	(1)
Approaches to Meeting Social Responsibilities	56	(1)
Diversity Spotlight: Social Responsiveness and the Equal Opportunity Act at Opryland	57	(1)
Social Responsibility Activities and Managemnt Functions	58	(4)
Planning Social Responsibility Activities	58	(2)
Organizing Social Responsibility Activities	60	(1)
Influencing Individuals Performing Social Responsibility Activities	60	(1)
Controlling Social Responsibility Activities	60	(2)
How Society Can Help Business Meet Social Obligations	62	(1)
Business Ethics	63	(5)
A Definition of Ethics	63	(1)
Why Ethics Is a Vital Part of Management Practices	64	(1)
A Code of Ethics	64	(1)
Creating an Ethical Workplace	65	(3)
Management Skills Module	68	(4)
Management and Diversity	72	(24)
Introductory Case: Advantica Making Great Strides in Building a Diverse Company	73	(1)
Defining Diversity	74	(1)
The Social Implications of Diversity	74	(1)
Advantages of Diversity in Organizations	75	(2)
Gaining and Keeping Market Share	75	(1)
Cost Savings	75	(1)
Increased Productivity and Innovation	75	(1)
Better-Quality Management	76	(1)
Diversity Spotlight: General Electric Values Global Sensitivity	77	(1)
Challenges That Managers Face in Working with Diverse Populations	77	(2)
Changing Demographics	77	(1)
Ethnocentrism and Other Negative Dynamics	78	(1)
Global Spotlight: AT&T Connects the World	79	(2)
Negative Dynamics and Specific Groups	79	(2)
Strategies for Promoting Diversity in Organizations	81	(2)
Hudson Institute's Recommended Strategies	81	(2)
Equal Employment and Affirmative Action	83	(1)
Digital Focus: EEOC Uses Web Site to Inform Managers About Sexual Harassment	83	(4)
Organizational Commitment to Diversity	84	(2)
Pluralism	86	(1)
The Role of the Manager	87	(4)
Planning	87	(1)
Organizing	87	(1)
Influencing	87	(1)
Controlling	88	(1)
Management Development and Diversity Training	88	(3)
Management Skills Module	91	(5)
Managing in the Global Arena	96	(26)
Introductory Case: Wal-Mart Goes to Japan	97	(1)
Managing Across the Globe: Why?	98	(1)
Fundamentals of International Management	98	(2)
Categorizing Organizations by International Involvement	100	(3)
Domestic Organizations	100	(1)
International Organizations	100	(1)
Multinational Organizations: The Multinational Corporation	100	(1)
Defining the Multinational Corporation	101	(1)
Complexities of Managing the Multinational Corporation	101	(2)
Diversity Spotlight: IBM Attacks Complexity of Managing Women Abroad	103	(4)
Risk and the Multinational Corporation	105	(1)
The Workforce of Multinational Corporations	105	(1)
Types of Organization Members Found in Multinational Corporations	106	(1)
Management Functions and Multinational Corporations	107	(6)
Planning in Multinational Corporations	107	(3)
Organizing Multinational Corporations	110	(2)
Influencing People in Multinational Corporations	112	(1)
Controlling Multinational Corporations	112	(1)
Across Industries: Automobile Manufacturing-Controlling at Multinational Nissan Motor Company	113	(1)
Transnational Organizations	113	(1)
International Management: Special Issues	114	(2)
Maintaining Ethics in International Management	114	(1)
Preparing Expatriates for Foreign Assignments	115	(1)
People Spotlight: Helping Expatriates to Adjust	116	(1)
Management Skills Module	117	(5)
Part Three Planning	122	(90)
Principles of Planning	122	(22)
Introductory Case: American Airlines Planning to Make the Internet Work	123	(1)
General Characteristics of Planning	124	(2)
Defining Planning	124	(1)
Purposes of Planning	124	(1)
Planning: Advantages and Potential Disadvantages	125	(1)
Primacy of Planning	125	(1)
Ethics Spotlight: Wal-Mart Plans Social Responsibility Activity Very Carefully	126	(1)
Steps in the Planning Process	126	(1)
The Planning Subsystem	127	(1)
Organizational Objectives: Planning's Foundation	128	(2)
Definition of Organizational Objectives	129	(1)
Areas for Organizational Objectives	130	(1)
Digital Focus: Internet Trend Causes Sega to Alter Objectives: A Classic Example	131	(1)
Working with Organizational Objectives	131	(2)
Guidelines for Establishing Quality Objectives	133	(1)
Management by Objectives (MBO)	133	(2)
Factors Necessary for a Successful MBO Program	134	(1)
MBO Programs: Advantages and Disadvantages	135	(1)
Planning and the Chief Executive	135	(1)
Final Responsibility	135	(1)
Planning Assistance	136	(1)
Quality Spotlight: Including the Right People in Planning Enhances Quality at Sun Microsystems	136	(1)
The Planner	137	(2)
Qualifications of Planners	137	(1)
Evaluation of planners	137	(2)
Management Skills Module	139	(5)
Making Decisions	144	(22)
Introductory Case: Gateway Chief Makes Daring Decisions	145	(1)
Fundamentals of Decisions	146	(1)
Definition of a Decision	146	(1)
Types of Decisions	146	(1)
Digital Focus: Nestle USA, Inc. Uses Internet to Speed Up Decisions	147	(4)
The Responsibility for Making Organizational Decisions	147	(3)
Elements of the Decision Situation	150	(1)
Global Spotlight: Decision Makers at Ben & Jerry's Make Decisions About Entering Foreign Markets	151	(1)
The Decision-Making Process	152	(3)
Identifying an Existing Problem	152	(1)
Listing Alternative Solutions	153	(1)
Selecting the Most Beneficial Alternative	153	(1)
Implementing the Chosen Alternative	154	(1)
Gathering Problem-Related Feedback	154	(1)
People Spotlight: Decision at Deere & Company: Eliminate Problems by Building Employee Involvement	155	(1)
Decision-Making Conditions	155	(1)
Complete Certainty Condition	155	(1)
Complete Uncertainty Condition	155	(1)
Risk Condition	155	(1)
Decision-Making Tools	156	(2)
Probability Theory	156	(1)
Decision Trees	156	(2)
Group Decision Making	158	(4)
Advantages and Disadvantages of Using Groups to Make Decisions	158	(1)
Processes for Making Group Decisions	159	(3)
Management Skills Module	162	(4)
Strategic Planning	166	(24)
Introductory Case: Gillette's New Strategy: Women	167	(1)
Strategic Planning	168	(7)
Fundamentals of Strategic Planning	168	(1)
Strategy Management	169	(6)
Ethics Spotlight: McMurry Publishing Values Code Includes Social Responsibility	175	(1)
Quality Spotlight: Goodall Rubber Emphasizes Quality in Company Mission Statement	176	(5)
Across Industries: Consumer Products-Diversity as a Strategy at S. C. Johnson and Son	181	(2)
Tactical Planning	183	(1)
Comparing and Coordinating Strategic and Tactical Planning	183	(1)
Planning and Levels of Management	184	(2)
Management Skills Module	186	(4)
Plans and Planning Tools	190	(22)
Introductory Case: Ford Plans to Improve the Explorer	191	(1)
Plans: A Definition	192	(1)
Ethics Spotlight: Toyota Uses Philanthropy Plan to Take Aim at General Motors	192	(3)
Dimensions of Plans	192	(2)
Types of Plans	194	(1)
Digital Focus: Salomon Smith Barney Establishes Rules to Deal with Internet	195	(2)
Why Plans Fail	196	(1)
Planning Areas: Input Planning	196	(1)
Global Spotlight: Shell Picks Global Customer Center Sites	197	(3)
Planning Tools	200	(7)
Forecasting	200	(7)
Management Skills Module	207	(5)
Part Four Organizing	212	(90)
Fundamentals of Organizing	212	(22)
Introductory Case: Lucent Technologies Organizes to Be More Competitive	213	(1)
A Definition of Organizing	214	(3)
Fayol's Guidelines	214	(1)
The Importance of Organizing	214	(1)
The Organizing Process	215	(1)
The Organizing Subsystem	215	(2)
Classical Organizing Theory	217	(3)
Weber's Bureaucratic Model	217	(1)
Structure	218	(2)
Global Spotlight: McDonald's Organizes by Global Territory	220	(4)
Division of Labor	223	(1)
Quality Spotlight: DaimlerChrysler Improves Coordination to Improve Product Quality	224	(3)
Span of Management	224	(2)
Scalar Relationships	226	(1)
Across Industries: Health Care-Circular Organization Chart at Our Lady of the Way Hospital	227	(2)
Management Skills Module	229	(5)
Responsibility, Authority, and Delegation	234	(22)
Introductory Case: Organizing P&G's New Internet Push	235	(1)
Responsibility	236	(1)
The Job Description	236	(1)
Digital Focus: Information Systems Job Descriptions Focus More on Internet	237	(3)
Dividing Job Activities	237	(1)
Clarifying Job Activities of Managers	238	(2)
Authority	240	(3)
Authority on the Job	240	(1)
Acceptance of Authority	241	(1)
Types of Authority	241	(2)
Ethics Spotlight: General Electric Staff Organizes Renovation	243	(2)
Accountability	244	(1)
Delegation	245	(3)
Steps in the Delegation Process	245	(1)
Obstacles to the Delegation Process	246	(1)
Eliminating Obstacles to the Delegation Process	246	(1)
Centralization and Decentralization	247	(1)
People Spotlight: Security One Systems Uses Bonus to Support Decentralization	248	(3)
Management Skills Module	251	(5)
Managing Human Resources	256	(22)
Introductory Case: Northwestern Mutual Life Focuses on Recruitment	257	(1)
Defining Appropriate Human Resources	258	(1)
Steps in Providing Human Resources	258	(10)
Recruitment	259	(5)
Selection	264	(3)
Training	267	(1)
People Spotlight: Training at The Container Store Stresses Employees Caring for Each Other	268	(3)
Across Industries: Furniture Manufacturing---Training Is Critical at Keller Manufacturing	271	(1)
Performance Appraisal	271	(1)
Diversity Spotlight: Coca-Cola Uses Performance Appraisal to Tie Pay to Diversity	272	(2)
Management Skills Module	274	(4)
Organizational Change and Stress	278	(24)
Introductory Case: AT & T Changes Where and How People Work	279	(1)
Fundamentals of Changing an Organization	280	(2)
Defining Changing an Organization	280	(1)
Change Versus Stability	281	(1)
Factors to Consider When Changing an Organization	282	(1)
The Change Agent	282	(1)
Determining What Should Be Changed	283	(1)
Ethics Spotlight: Social Responsibility Slowing Mazda's Production Change	283	(4)
The Kind of Change to Make	284	(3)
Diversity Spotlight: McDonald's Corporation Is Changing the Way Employees Think About Disabled Workers	287	(4)
Individuals Affected by the Change	289	(1)
Evaluation of the Change	290	(1)
Change and Stress	291	(3)
Defining Stress	291	(1)
The Importance of Studying Stress	291	(1)
Managing Stress in Organizations	292	(2)
Virtuality	294	(1)
Defining a Virtual Organization	294	(1)
Degrees of Virtuality	294	(1)
Digital Focus: Go Train Provides Virtual Training for Organizations	295	(3)
The Virtual Office	295	(3)
Management Skills Module	298	(4)
Part Five Influencing	302	(118)
Fundamentals of Influencing and Communication	302	(22)
Introductory Case: Eaton Managers Concentrate on Influencing People	303	(1)
Fundamentals of Influencing	304	(2)
Defining Influencing	304	(1)
The Influencing Subsystem	305	(1)
Communication	306	(1)
People Spotlight: Joe Torre---A Yankee Success by Influencing People	307	(8)
Interpersonal Communication	307	(7)
Interpersonal Communication in Organizations	314	(1)
Across Industries: Local Government---How David Bell Communicates with City Employees	315	(2)
Quality Spotlight: Enhanced Formal Communication Contributes to Improving Quality at Holiday Inn	317	(3)
Management Skills Module	320	(4)
Leadership	324	(28)
Introductory Case: The President of H. J. Heinz Company Sends a Letter	325	(1)
Defining Leadership	326	(1)
Leader Versus Manager	327	(1)
Ethics Spotlight: Ford Motor Company Trains Leaders in Social Responsibility	327	(1)
The Trait Approach to Leadership	328	(1)
The Situational Approach to Leadership: A Focus on Leader Behavior	328	(3)
Leadership Situations and Decisions	329	(2)
Digital Focus: Cisco Uses Online Learning to Influence ``Forces in Managers''	331	(10)
Leadership Behaviors	334	(7)
Leadership Today	341	(4)
Transformational Leadership	342	(1)
Coaching	343	(1)
Superleadership	343	(1)
Entrepreneurial Leadership	344	(1)
Current Topics in Leadership	345	(1)
Substitutes for Leadership	345	(1)
Women as Leaders	345	(1)
Ways Women Lead	345	(1)
Diversity Spotlight: For James G. Kaiser of Corning, Being Employee-Centered Includes a Focus on Diversity	346	(1)
Management Skills Module	347	(5)
Motivation	352	(22)
Introductory Case: Bristol-Myers Squibb Stresses Motivation in Internet Implementation	353	(1)
The Motivation Process	354	(3)
Defining Motivation	354	(1)
Process theories of Motivation	354	(3)
People Spotlight: Xerox Makes Extrinsic Commission Reward Harder for Salespeople to Earn	357	(4)
Content Theories of Motivation: Human Needs	358	(3)
Motivating Organization Members	361	(3)
The Importance of Motivating Organization Members	361	(1)
Strategies for Motivating Organization Members	361	(3)
Across Industries: Pharmaceuticals: Eli Lilly and Company Benefits from Job Rotation	364	(3)
Diversity Spotlight: Positive Reinforcement Impacts Diversity at Raffa and Associates	367	(3)
Management Skills Module	370	(4)
Groups, Teams, and Corporate Culture	374	(24)
Introductory Case: Teamwork Builds Success at Xerox	375	(1)
Groups	376	(1)
Kinds of Groups in Organizations	376	(7)
Formal Groups	376	(6)
Informal Groups	382	(1)
Managing Work Groups	383	(3)
Determining Group Existence	383	(1)
Understanding the Evolution of Informal Groups	384	(2)
Teams	386	(1)
Groups Versus Teams	386	(1)
Types of Teams in Organizations	386	(1)
Quality Spotlight: Problem-Solving Teams Focus on Improving Quality at Weyerhaeuser Insurance Department	386	(1)
Across Industries: Motorcycle Manufacturing---Cross-Functional Teams Design New Products at Harley-Davidson	387	(1)
Diversity Spotlight: Building Diverse Flight Teams Benefits Continental Airlines	388	(3)
Stages of Team Development	388	(2)
Team Effectiveness	390	(1)
Trust and Effective Teams	391	(1)
Corporate Culture	391	(3)
Status Symbols	391	(1)
Traditions and History	392	(1)
Physical Environment	392	(1)
The Significance of Corporate Culture	392	(2)
Management Skills Module	394	(4)
Understanding People: Attitudes, Perception, and Learning	398	(22)
Introductory Case: Where Was the People Focus at Webvan?	399	(1)
What Are Attitudes?	400	(2)
How Beliefs and Values Create Attitudes	401	(1)
Attitude Surveys	402	(1)
Digital Focus: H.T.E. Uses the Internet to Study Employee Attitudes	402	(3)
Quality Spotlight: Nucor Steel	405	(1)
Perception	406	(3)
Perception and the Perceptual Process	406	(1)
Attribution Theory: Interpreting the Behavior of Others	407	(1)
Perceptual Distortions	408	(1)
Global Spotlight: The Wide, Wide World of Cultural Perceptions	409	(2)
Perceptions of Procedural Justice	409	(2)
Learning	411	(4)
Operant Learning	411	(1)
Cognitive Learning	412	(1)
Learning Strategies	413	(2)
Management Skills Module	415	(5)
Part Six Controlling	420	(78)
Principles of Controlling	420	(20)
Introductory Case: DaimlerChrysler Controls by Initiating Web-Based FastCar	421	(1)
The Fundamentals of Controlling	422	(3)
Defining Control	422	(1)
Defining Controlling	422	(3)
Across Industries: Hotels---Marriott Hotels Set Performance Standards Through the First Ten Program	425	(3)
People Spotlight: Lubys Takes Corrective Action by Providing Incentives	428	(1)
Types of Control	428	(1)
Diversity Spotlight: Best Western Uses Feedback Control for Diversity	429	(1)
The Controller and Control	429	(2)
The Job of the Controller	429	(1)
How Much Control Is Needed?	430	(1)
Power and Control	431	(2)
A Definition of Power	432	(1)
Total Power of a Manager	432	(1)
Steps for Increasing Total Power	432	(1)
Performing the Control Function	433	(3)
Potential Barriers to Successful Controlling	433	(1)
Making Controlling Successful	434	(2)
Management Skills Module	436	(4)
Production Management and Control	440	(28)
Introductory Case: USAir Focuses on Turnaround to Build Productivity	441	(1)
Production	442	(1)
Defining Production	442	(1)
Productivity	442	(1)
Digital Focus: Sallie Mae Uses the Internet to Improve Productivity	443	(1)
Quality and Productivity	443	(1)
Ethics Spotlight: Bridgestone/Firestone and Ford: Product Quality Triggers Social Responsibility Debate	444	(3)
Quality Spotlight: Focusing on Quality at Adidas USA	447	(1)
Automation	447	(1)
Strategies, Systems, and Processes	448	(1)
Operations Management	448	(5)
Defining Operations Management	448	(1)
Operation Management Considerations	448	(5)
Operations Control	453	(5)
Just-in-Time Inventory Control	453	(1)
Maintenance Control	454	(1)
Cost Control	454	(1)
Budgetary Control	455	(1)
Ratio Analysis	456	(1)
Materials Control	457	(1)
Selected Operations Control Tools	458	(7)
Using Control Tools to Control Organizations	458	(1)
Inspection	459	(1)
Management by Exception	459	(1)
Management by Objectives	459	(1)
Break-even Analysis	460	(3)
Other Broad Operations Control Tools	463	(2)
Management Skills Module	465	(3)
Information Technology and the Internet	468	(30)
Introductory Case: Making Changes Without the Right Information at Sunbeam?	469	(1)
Essentials of Information	470	(4)
Factors Influencing the Value of Information	470	(1)
Information Appropriateness	471	(1)
Information Quality	472	(1)
Information Timeliness	472	(1)
Evaluating Information	472	(2)
The Management Information System (MIS)	474	(1)
Global Spotlight: Pohang Iron & Steel Company Needs a Complex MIS	474	(1)
Describing the MIS	474	(1)
Diversity Spotlight: Target's MIS Focuses on Hispanic Workers	475	(6)
Establishing an MIS	478	(3)
Information Technology	481	(3)
Computer Assistance in Using Information	481	(3)
The Management Decision Support System (MDSS)	484	(2)
Computer Networks	486	(5)
The Local Area Network	486	(1)
The Internet	486	(5)
Across Industries: Accounting---Technical Glitch at Arthur Andersen Renders E-Mail Useless	491	(2)
Management Skills Module	493	(5)
Part Seven Topics for Special Emphasis	498	(44)
Competitiveness: Quality and Innovation	498	(24)
Introductory Case: LEGO's MindStorms Market Research Causes Problem	499	(1)
Fundamentals of Quality	500	(1)
Defining Total Quality Management	500	(1)
Quality Spotlight: ``Quality Is Job 1'' at Ford	500	(6)
The Importance of Quality	501	(1)
Established Quality Awards	501	(2)
Achieving Quality	503	(3)
Quality Through Strategic Planning	506	(4)
Environmental Analysis and Quality	506	(1)
Establishing Organizational Direction and Quality	506	(1)
Strategy Formulation and Quality	507	(1)
Strategy Implementation and Quality	508	(1)
Strategic Control and Quality	509	(1)
The Quality Improvement Process	510	(2)
The Incremental Improvement Process	510	(2)
People Spotlight: Keeping People Involved in Incremental Improvement: Bearings, Inc.	512	(2)
Reengineering Improvements	512	(2)
Innovation and Creativity	514	(1)
Digital Focus: Siemens Uses ShareNet to Encourage Innovation	514	(3)
Creativity in Individuals	514	(2)
Encouraging Creativity in Organization Members	516	(1)
Management Skills Module	517	(5)
Management's Digital Dimension	522	(20)
Introductory Case: Office Depot Recognized for Digital Excellence	523	(1)
Defining Digital Dimensioning	524	(1)
Ethics Spotlight: IBM Helps Developing Nations Bridge the Digital Divide	524	(1)
The Digital Dimensioning Process	525	(2)
Enlisting Digital Expertise	525	(2)
Analyzing Digital Environment	527	(1)
Across Industries: Electric Utilities Industry---CMS Energy Corporation Focuses on Digital Environment	527	(2)
Establishing Digital Direction	529	(1)
Quality Spotlight: SMA's Digital Direction Reflects Quality Goal	529	(3)
Formulating Digital Strategy	530	(1)
Implementing Digital Strategy	530	(1)
Controlling Digital Dimensioning	531	(1)
Digital Dimensioning and Strategic Planning	532	(2)
Digital Dimensioning: The Manager's Whole Job?	534	(4)
Digital Dimensioning and Planning	535	(1)
Digital Dimensioning and Organizing	536	(1)
Digital Dimensioning and Influencing	536	(1)
Digital Dimensioning and Controlling	537	(1)
Management Skills Module	538	(4)
Endnotes	542	(23)
Credits	565	(7)
Glossary	572	(10)
Name Index	582	(4)
Subject Index	586