Contemporary Management: 2024 Release ISE

Höfundur: Jennifer M George (Útgáfa: 13)
Contemporary Management: 2024 Release ISE

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Contemporary Management 2024 Release mirrors the most up-to-date account of changes taking place in today's management practices by incorporating recent developments in management theory and research. It provides timely examples of how managers of companies, large and small, address the challenges and opportunities they face and how they can effectively meet them. A hallmark strength of the product is how it infuses real managers who seize opportunities, overcome challenges, and effectively manage and lead their organizations in the Manager as a Person feature seamlessly integrated into the narrative in the boxed material.

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Útgefandi
McGraw-Hill Higher Education (International)
ISBN
9781264747658
Print ISBN
9781266802942
Format
ePub
Útgáfa
13
Höfundar
Jennifer M George
Tungumál
English
Útgefið
2024-07-01
Prent takmörkun á líftíma
100
Prent takmörkun
2
Afritunar takmörkun
2

Kaflar

  • Table of Contents and Preface
  • Cover Page
  • Half Title
  • Title Page
  • Copyright
  • Brief Contents
  • Part One Management
  • Part Two The Environment of Management
  • Part Three Decision Making, Planning, and Strategy
  • Part Four Organizing and Controlling
  • Part Five Leading Individuals and Groups
  • Part SixManaging Critical Organizational Processes
  • Author
  • Preface
  • Major Content Changes
  • Flexible Organization
  • Connect
  • Course Design and Delivery
  • Acknowledgments
  • Contents
  • Part One | Management
  • Part Two | The Environment of Management
  • Part Three | Decision Making, Planning, and Strategy
  • Part Four | Organizing and Controlling
  • Part Five | Leading Individuals and Groups
  • Part Six | Managing Critical Organizational Processes
  • Contemporary Management
  • Chapter 1: Managers and Managing
  • Introduction
  • Managers and Managing
  • Overview
  • What Is Management?
  • Achieving High Performance: A Manager’s Goal
  • Why Study Management?
  • Essential Managerial Tasks
  • Planning
  • Organizing
  • Leading
  • Controlling
  • Performing Managerial Tasks: Mintzberg’s Typology
  • Levels and Skills of Managers
  • Levels of Management
  • Types of Managerial Skills
  • Recent Changes in Management Practices
  • Restructuring and Outsourcing
  • Empowerment and Self-Managed Teams
  • Challenges for Management in a Global Environment
  • Building Competitive Advantage
  • Maintaining Ethical and Socially Responsible Standards
  • Managing a Diverse Workforce
  • Utilizing New Technologies
  • Practicing Global Crisis Management
  • Summary and Review
  • Management in Action
  • Topics for Discussion and Action
  • Building Management Skills
  • Thinking about Managers and Management [LO1-2, LO1-3, LO1-4]
  • Managing Ethically
  • Questions
  • Small Group Breakout Exercise
  • Opening a New Restaurant [LO1-2, LO1-3, LO1-4]
  • Be the Manager
  • Rapid Growth Causes Problems
  • Case in the News
  • Larry Culp Redefines Success at GE
  • Notes
  • Chapter 2: The Evolution of Management Thought
  • Introduction
  • Overview
  • Scientific Management Theory
  • Job Specialization and the Division of Labor
  • F. W. Taylor and Scientific Management
  • The Gilbreths
  • Administrative Management Theory
  • The Theory of Bureaucracy
  • Fayol’s Principles of Management
  • Behavioral Management Theory
  • The Work of Mary Parker Follett
  • The Hawthorne Studies and Human Relations
  • Theory X and Theory Y
  • Management Science Theory
  • Organizational Environment Theory
  • The Open-Systems View
  • Contingency Theory
  • Dynamic Capabilities
  • Summary and Review
  • Management in Action
  • Topics for Discussion and Action
  • Building Management Skills
  • Managing Your Own Business [LO2-2, LO2-4]
  • Managing Ethically
  • How Unethical Behavior Shut Down a Meatpacking Plant
  • Small Group Breakout Exercise
  • Modeling an Open System [LO2-6]
  • Be the Manager
  • How to Manage a Luxury Hotel
  • Case in the News
  • RIOS Intelligent Machines Will Rent You the Future
  • Notes
  • Chapter 3: Values, Attitudes, Emotions, and Culture: The Manager as a Person
  • Introduction
  • Overview
  • Enduring Characteristics: Personality Traits
  • The Big Five Personality Traits
  • Other Personality Traits That Affect Managerial Behavior
  • Additional Personality Assessments
  • Values, Attitudes, and Moods and Emotions
  • Values: Terminal and Instrumental
  • Attitudes
  • Moods and Emotions
  • Emotional Intelligence
  • Organizational Culture
  • Managers and Organizational Culture
  • The Role of Values and Norms in Organizational Culture
  • Culture and Managerial Action
  • Summary and Review
  • Management in Action
  • Topics for Discussion and Action
  • Building Management Skills
  • Diagnosing Culture [LO3-5]
  • Managing Ethically
  • Questions
  • Small Group Breakout Exercise
  • Making Difficult Decisions in Hard Times [LO3-2, LO3-3, LO3-4, LO3-5]
  • Be the Manager
  • Case in the News
  • Fidji Simo Brings a Unique Perspective to Instacart
  • Notes
  • Chapter 4: Ethics and Social Responsibility
  • Introduction
  • Ethics and Social Responsibility
  • Overview
  • The Nature of Ethics
  • Ethical Dilemmas
  • Ethics and the Law
  • Changes in Ethics over Time
  • Stakeholders and Ethics
  • Shareholders
  • Managers
  • Ethics and Nonprofit Organizations
  • Employees
  • Suppliers and Distributors
  • Customers
  • Community, Society, and Nation
  • Rules for Ethical Decision Making
  • Why Should Managers Behave Ethically?
  • Ethics and Social Responsibility
  • Societal Ethics
  • Occupational Ethics
  • Individual Ethics
  • Organizational Ethics
  • Approaches to Social Responsibility
  • Four Different Approaches
  • Why Be Socially Responsible?
  • The Role of Organizational Culture
  • Summary and Review
  • Management in Action
  • Topics for Discussion and Action
  • Building Management Skills
  • Dealing with Ethical Dilemmas [LO4-1, LO4-4]
  • Managing Ethically
  • Double Standard in Ingredients?
  • Small Group Breakout Exercise
  • Is Chewing Gum the “Right” Thing to Do? [LO4-1, LO4-3]
  • Be the Manager
  • Creating an Ethical Code
  • Case in the News
  • McDonald’s Walks Away from Russia
  • Notes
  • Chapter 5: Managing Diverse Employees in a Multicultural Environment
  • Introduction
  • Overview
  • The Increasing Diversity of the Workforce and the Environment
  • Age
  • Gender
  • Race and Ethnicity
  • Religion
  • Capabilities/Disabilities
  • Socioeconomic Background
  • Sexual Orientation
  • Other Kinds of Diversity
  • Managers and the Effective Management of Diversity
  • Critical Managerial Roles
  • The Ethical Imperative to Manage Diversity Effectively
  • Effectively Managing Diversity Makes Good Business Sense
  • Perception
  • Factors That Influence Managerial Perception
  • Perception as a Determinant of Unfair Treatment
  • Overt Discrimination
  • How to Manage Diversity Effectively
  • Steps in Managing Diversity Effectively
  • Sexual Harassment
  • Forms of Sexual Harassment
  • Steps Managers Can Take to Eradicate Sexual Harassment
  • Summary and Review
  • Management in Action
  • Topics for Discussion and Action
  • Building Management Skills
  • Solving Diversity-Related Problems [LO5-1, LO5-2, LO5-3, LO5-4, LO5-5, LO5-6]
  • Managing Ethically
  • Questions
  • Small Group Breakout Exercise
  • Determining If a Problem Exists [LO5-1, LO5-2, LO5-3, LO5-4, LO5-5]
  • Be the Manager
  • Case in the News
  • How Nike Keeps Score on Diversity
  • Notes
  • Chapter 6: Managing in the Global Environment
  • Introduction
  • Overview
  • What Is the Global Environment?
  • The Task Environment
  • Suppliers
  • Distributors
  • Customers
  • Competitors
  • The General Environment
  • Economic Forces
  • Technological Forces
  • Sociocultural Forces
  • Demographic Forces
  • Political and Legal Forces
  • The Changing Global Environment
  • The Process of Globalization
  • International Expansion
  • Declining Barriers to Trade and Investment
  • Declining Barriers of Distance and Culture
  • Effects of Free Trade on Managers
  • The Role of National Culture
  • Cultural Values and Norms
  • Hofstede’s Model of National Culture
  • The GLOBE Project
  • National Culture and Global Management
  • Summary and Review
  • Management in Action
  • Topics for Discussion and Action
  • Building Management Skills
  • Analyzing an Organization’s Environment [LO6-1, LO6-2, LO6-3]
  • Managing Ethically
  • Questions
  • Small Group Breakout Exercise
  • How to Enter the Copying Business [LO6-1, LO6-2]
  • Be the Manager
  • The Changing Environment of Retailing
  • Case in the News
  • How Netflix Is Growing (Almost) Everywhere
  • Notes
  • Chapter 7: Decision Making, Learning, Creativity, and Entrepreneurship
  • Introduction
  • Decision Making, Learning, Creativity, and Entrepreneurship
  • Overview
  • The Nature of Managerial Decision Making
  • Programmed and Nonprogrammed Decision Making
  • The Classical Model
  • The Administrative Model
  • Steps in the Decision-Making Process
  • Recognize the Need for a Decision
  • Generate Alternatives
  • Assess Alternatives
  • Choose among Alternatives
  • Implement the Chosen Alternative
  • Learn from Feedback
  • Cognitive Biases and Decision Making
  • Confirmation Bias
  • Representativeness Bias
  • Illusion of Control
  • Escalating Commitment
  • Be Aware of Your Biases
  • Group Decision Making
  • The Perils of Groupthink
  • Devil’s Advocacy and Dialectical Inquiry
  • Diversity among Decision Makers
  • Organizational Learning and Creativity
  • Creating a Learning Organization
  • Promoting Individual Creativity
  • Promoting Group Creativity
  • Entrepreneurship and Creativity
  • Intrapreneurs and Organizational Learning
  • Summary and Review
  • Management in Action
  • Topics for Discussion and Action
  • Building Management Skills
  • How Do You Make Decisions? [LO7-1, LO7-2, LO7-4]
  • Managing Ethically
  • Questions
  • Small Group Breakout Exercise
  • Brainstorming [LO7-3, LO7-4]
  • Be the Manager
  • Case in the News
  • Decision Making at Fast-Fashion Leader Zara
  • Notes
  • Chapter 8: The Manager as a Planner and Strategist
  • Introduction
  • Overview
  • Planning and Strategy
  • The Nature of the Planning Process
  • Why Planning Is Important
  • Levels of Planning
  • Time Horizons of Plans
  • Standing Plans and Single-Use Plans
  • Scenario Planning
  • Determining the Organization’s Mission and Goals
  • Defining the Business
  • Establishing Major Goals
  • Formulating Strategy
  • SWOT Analysis
  • The Five Forces Model
  • Formulating Business-Level Strategies
  • Low-Cost Strategy
  • Differentiation Strategy
  • Focused Low-Cost and Focused Differentiation Strategies
  • Formulating Corporate-Level Strategies
  • Concentration on a Single Industry
  • Vertical Integration
  • Diversification
  • Planning and Implementing Strategy
  • Summary and Review
  • Management in Action
  • Topics for Discussion and Action
  • Building Management Skills
  • How to Analyze a Company’s Strategy [LO8-3, LO8-4]
  • Managing Ethically
  • Questions
  • Small Group Breakout Exercise
  • Low-Cost or Differentiation? [LO8-2, LO8-3]
  • Be the Manager
  • Questions
  • Case in the News
  • Can Slow and Steady Give GM the Win?
  • Notes
  • Chapter 9: Value Chain Management: Functional Strategies for Competitive Advantage
  • Introduction
  • Overview
  • Functional Strategies, the Value Chain, and Competitive Advantage
  • Functional Strategies and Value Chain Management
  • Value Chain Analysis
  • Improving Responsiveness to Customers
  • What Do Customers Want?
  • Managing the Value Chain to Increase Responsiveness to Customers
  • Customer Relationship Management
  • Improving Quality
  • Total Quality Management
  • Improving Efficiency
  • Facilities Layout, Flexible Manufacturing, and Efficiency
  • Just-in-Time Inventory and Efficiency
  • Self-Managed Work Teams and Efficiency
  • Process Reengineering and Efficiency
  • Information Systems, the Internet, and Efficiency
  • Improving Innovation
  • Two Kinds of Innovation
  • Strategies to Promote Innovation and Speed Product Development
  • Summary and Review
  • Management in Action
  • Topics for Discussion and Action
  • Building Management Skills
  • Managing the Value Chain [LO9-1, LO9-2]
  • Managing Ethically
  • Questions
  • Small Group Breakout Exercise
  • How to Compete in the Sandwich Business [LO9-1, LO9-2]
  • Be the Manager
  • How to Build Flatscreen Displays
  • Case in the News
  • Two Disc Golf Companies’ Spin on Quality and Responsiveness
  • Notes
  • Chapter 10: Managing Organizational Structure and Culture
  • Introduction
  • Managing Organizational Structure and Culture
  • Overview
  • Designing Organizational Structure
  • The Organizational Environment
  • Strategy
  • Technology
  • Human Resources
  • Grouping Tasks into Jobs: Job Design
  • Job Enlargement and Job Enrichment
  • The Job Characteristics Model
  • Grouping Jobs into Functions and Divisions: Designing Organizational Structure
  • Functional Structure
  • Divisional Structures: Product, Market, and Geographic
  • Matrix and Product Team Designs
  • Coordinating Functions and Divisions
  • Allocating Authority
  • Integrating and Coordinating Mechanisms
  • Organizational Culture
  • Where Does Organizational Culture Come From?
  • Types of Organizational Cultures
  • Summary and Review
  • Management in Action
  • Topics for Discussion and Action
  • Building Management Skills
  • Understanding Organizing [LO10-1, LO10-2, LO10-3]
  • Managing Ethically
  • Questions
  • Small Group Breakout Exercise
  • Bob’s Appliances [LO10-1, LO10-3]
  • Be the Manager
  • Speeding Up Website Design
  • Case in the News
  • Volkswagen Group Aligns Structure with Strategy
  • Notes
  • Chapter 11: Organizational Control and Change
  • Introduction
  • Overview
  • What Is Organizational Control?
  • The Importance of Organizational Control
  • Control Systems and Technology
  • The Control Process
  • Output Control
  • Financial Measures of Performance
  • Organizational Goals
  • Operating Budgets
  • Problems with Output Control
  • Behavior Control
  • Direct Supervision
  • Management by Objectives
  • Bureaucratic Control
  • Problems with Bureaucratic Control
  • Clan Control
  • Organizational Change
  • Lewin’s Force-Field Theory of Change
  • Evolutionary and Revolutionary Change
  • Managing Change
  • Summary and Review
  • Management in Action
  • Topics for Discussion and Action
  • Building Management Skills
  • Understanding Controlling [LO11-1, LO11-3, LO11-4]
  • Managing Ethically
  • Questions
  • Small Group Breakout Exercise
  • How Best to Control the Sales Force? [LO11-1, LO11-3, LO11-5]
  • Be the Manager
  • Questions
  • Case in the News
  • Procter & Gamble’s Controls for Changing Times
  • Notes
  • Chapter 12: Human Resource Management
  • Introduction
  • Overview
  • Strategic Human Resource Management
  • Overview of the Components of HRM
  • The Legal Environment of HRM
  • Recruitment and Selection
  • Human Resource Planning
  • Job Analysis
  • External and Internal Recruitment
  • The Selection Process
  • Training and Development
  • Types of Training
  • Types of Development
  • Transfer of Training and Development
  • Performance Appraisal and Feedback
  • Types of Performance Appraisal
  • Who Appraises Performance?
  • Effective Performance Feedback
  • Recent Trends in Performance Appraisal
  • Pay and Benefits
  • Pay Level
  • Pay Structure
  • Benefits
  • Labor Relations
  • Unions
  • Collective Bargaining
  • Summary and Review
  • Management in Action
  • Topics for Discussion and Action
  • Building Management Skills
  • Analyzing Human Resource Management Systems [LO12-1, LO12-2, LO12-3, LO12-4, LO12-5]
  • Managing Ethically
  • Questions
  • Small Group Breakout Exercise
  • Building a Human Resource Management System [LO12-1, LO12-2, LO12-3, LO12-4, LO12-5]
  • Be the Manager
  • Case in the News
  • How Strategic HR Keeps Southwest Airlines Flying
  • Notes
  • Chapter 13: Motivation and Performance
  • Introduction
  • Motivation and Performance
  • Overview
  • The Nature of Motivation
  • Expectancy Theory
  • Expectancy
  • Instrumentality
  • Valence
  • Bringing It All Together
  • Need Theories
  • Maslow’s Hierarchy of Needs
  • Alderfer’s ERG Theory
  • Herzberg’s Motivator-Hygiene Theory
  • McClelland’s Needs for Achievement, Affiliation, and Power
  • Other Needs
  • Equity Theory
  • Equity
  • Inequity
  • Ways to Restore Equity
  • Equity and Justice in Organizations
  • Goal-Setting Theory
  • Learning Theories
  • Operant Conditioning Theory
  • Social Learning Theory
  • Pay and Motivation
  • Basing Merit Pay on Individual, Group, or Organizational Performance
  • Salary Increase or Bonus?
  • Examples of Merit Pay Plans
  • Summary and Review
  • Management in Action
  • Topics for Discussion and Action
  • Building Management Skills
  • Diagnosing Motivation [LO13-1, LO13-2, LO13-3, LO13-4]
  • Managing Ethically
  • Questions
  • Small Group Breakout Exercise
  • Increasing Motivation [LO13-1, LO13-2, LO13-3, LO13-4, LO13-5]
  • Be the Manager
  • Case in the News
  • At Unilever, Motivation Is a Global Effort
  • Notes
  • Chapter 14: Leadership
  • Introduction
  • Overview
  • The Nature of Leadership
  • Personal Leadership Style and Managerial Tasks
  • Servant Leadership
  • Leadership Styles across Cultures
  • Power: The Key to Leadership
  • Empowerment: An Ingredient in Modern Management
  • Trait and Behavior Models of Leadership
  • The Trait Model
  • The Behavior Model
  • Contingency Models of Leadership
  • Fiedler’s Contingency Model
  • House’s Path–Goal Theory
  • The Leader Substitutes Model
  • Bringing It All Together
  • Transformational Leadership
  • Being a Charismatic Leader
  • Stimulating Employees Intellectually
  • Engaging in Developmental Consideration
  • The Distinction between Transformational and Transactional Leadership
  • Gender and Leadership
  • Emotional Intelligence and Leadership
  • Summary and Review
  • Management in Action
  • Topics for Discussion and Action
  • Building Management Skills
  • Analyzing Failures of Leadership [LO14-1, LO14-2, LO14-3, LO14-4]
  • Managing Ethically
  • Questions
  • Small Group Breakout Exercise
  • Improving Leadership Effectiveness [LO14-1, LO14-2, LO14-3, LO14-4]
  • Be the Manager
  • Case in the News
  • People-First Leadership at WM
  • Notes
  • Chapter 15: Effective Groups and Teams
  • Introduction
  • Overview
  • Groups, Teams, and Organizational Effectiveness
  • Groups and Teams as Performance Enhancers
  • Groups, Teams, and Responsiveness to Customers
  • Teams and Innovation
  • Groups and Teams as Motivators
  • Types of Groups and Teams
  • The Top Management Team
  • Research and Development Teams
  • Command Groups
  • Task Forces
  • Self-Managed Work Teams
  • Virtual Teams
  • Friendship Groups
  • Interest Groups
  • Group Dynamics
  • Group Size, Tasks, and Roles
  • Group Leadership
  • Group Development over Time
  • Group Norms
  • Group Cohesiveness
  • Managing Groups and Teams for High Performance
  • Motivating Group Members to Achieve Organizational Goals
  • Reducing Social Loafing in Groups
  • Helping Groups to Manage Conflict Effectively
  • Summary and Review
  • Management in Action
  • Topics for Discussion and Action
  • Building Management Skills
  • Diagnosing Group Failures [LO15-1, LO15-2, LO15-3, LO15-4, LO15-5]
  • Managing Ethically
  • Questions
  • Small Group Breakout Exercise
  • Creating a Cross-Functional Team [LO15-1, LO15-2, LO15-3, LO15-4, LO15-5]
  • Be the Manager
  • Case in the News
  • Novartis Speeds Up R&D with Project Teams
  • Notes
  • Chapter 16: Promoting Effective Communication
  • Introduction
  • Promoting Effective Communication
  • Overview
  • Communication and Management
  • The Importance of Good Communication
  • The Communication Process
  • The Role of Perception in Communication
  • The Dangers of Ineffective Communication
  • Information Richness and Communication Media
  • Face-to-Face Communication
  • Spoken Communication Electronically Transmitted
  • Personally Addressed Written Communication
  • Impersonal Written Communication
  • Communication Networks
  • Communication Networks in Groups and Teams
  • Organizational Communication Networks
  • External Networks
  • Technology and Communication
  • The Internet
  • Intranets
  • Collaboration Software
  • Communication Skills for Managers
  • Communication Skills for Managers as Senders
  • Communication Skills for Managers as Receivers
  • Understanding Linguistic Styles
  • Summary and Review
  • Management in Action
  • Topics for Discussion and Action
  • Building Management Skills
  • Diagnosing Ineffective Communication [LO16-1, LO16-2, LO16-3, LO16-4, LO16-5, LO16-6]
  • Managing Ethically
  • Questions
  • Small Group Breakout Exercise
  • Reducing Resistance to Advances in Technology [LO16-5]
  • Be the Manager
  • Case in the News
  • ExxonMobil Rides a Communication Wave in Turbulent Waters
  • Notes
  • Chapter 17: Managing Conflict, Politics, and Negotiation
  • Introduction
  • Overview
  • Organizational Conflict
  • Types of Conflict
  • Sources of Conflict
  • Conflict Management Strategies
  • Negotiation
  • Distributive Negotiation and Integrative Bargaining
  • Strategies to Encourage Integrative Bargaining
  • Organizational Politics
  • The Importance of Organizational Politics
  • Political Strategies for Gaining and Maintaining Power
  • Political Strategies for Exercising Power
  • Summary and Review
  • Management in Action
  • Topics for Discussion and Action
  • Building Management Skills
  • Effective and Ineffective Conflict Resolution [LO17-1, LO17-2]
  • Managing Ethically
  • Questions
  • Small Group Breakout Exercise
  • Negotiating a Solution [LO17-3, LO17-4]
  • Be the Manager
  • Case in the News
  • Disastrous Conflict at Boeing
  • Notes
  • Chapter 18: Using Advanced Information Technology to Increase Performance
  • Introduction
  • Overview
  • Information and the Manager’s Job
  • Attributes of Useful Information
  • What Is Information Technology?
  • Information and Decisions
  • Information and Control
  • Information and Coordination
  • The IT Revolution
  • The Effects of Advancing IT
  • IT and the Product Life Cycle
  • The Network of Computing Power
  • Types of Management Information Systems
  • The Organizational Hierarchy: The Traditional Information System
  • Transaction-Processing Systems
  • Operations Information Systems
  • Decision Support Systems
  • Artificial Intelligence and Expert Systems
  • Enterprise Resource Planning Systems
  • E-Commerce Systems
  • The Impact and Limitations of Information Technology
  • Strategic Alliances, B2B Network Structures, and IT
  • Flatter Structures and Horizontal Information Flows
  • Summary and Review
  • Management in Action
  • Topics for Discussion and Action
  • Building Management Skills
  • Analyzing Management Information Systems [LO18-3, LO18-4]
  • Managing Ethically
  • Questions
  • Small Group Breakout Exercise
  • Using New Management Information Systems [LO18-2, LO18-4]
  • Be the Manager
  • Questions
  • Case in the News
  • AI Fuels a Transformation at Shell
  • Notes
  • Chapter 19: Starting a New Business
  • Introduction
  • Overview
  • Modern Entrepreneurship
  • A 21st Century Entrepreneur
  • Characteristics of Entrepreneurs
  • The Entrepreneurial Process
  • Opportunity Identification
  • The Business Plan
  • Operations
  • Harvesting
  • New Business Formation
  • Legal Structure
  • Financing
  • Contemporary Business Models
  • Social Entrepreneurship
  • Being Good and Making a Profit
  • Types of Social Entrepreneurs
  • The Internal Entrepreneur
  • Challenges to Corporate Entrepreneurship
  • Fostering an Entrepreneurial Culture
  • Summary and Review
  • Management in Action
  • Topics for Discussion and Action
  • Building Management Skills
  • Analyzing Successful Entrepreneurs [LO19-1, LO19-2, LO19-3, LO19-4]
  • Managing Ethically
  • Questions
  • Small Group Breakout Exercise
  • Opportunity Identification [LO19-1, LO19-2]
  • Be the Manager
  • Questions
  • Case in the News
  • Kinly Advocates for the Underrepresented
  • Notes
  • Name Index
  • Name Index
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  • Organization Index
  • Organisation Index
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  • Figure 7.1 Text Alternative (Chapter 7)
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  • Figure 8.1 Text Alternative (Chapter 8)
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  • Figure 9.1 Text Alternative (Chapter 9)
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  • Figure 10.1 Text Alternative (Chapter 10)
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  • Flowchart Text Alternative (Chapter 10)
  • Figure 11.1 Text Alternative (Chapter 11)
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  • Figure 12.1 Text Alternative (Chapter 12)
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  • Figure 13.1 Text Alternative (Chapter 13)
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  • Figure 14.1 Text Alternative (Chapter 14)
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  • Figure 15.1 Text Alternative (Chapter 15)
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  • Figure 15.5 Text Alternative (Chapter 15)
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  • Figure 16.1 Text Alternative (Chapter 16)
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  • Figure 17.1 Text Alternative (Chapter 17)
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  • Figure 18.1 Text Alternative (Chapter 18)
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  • Figure 19.2 Text Alternative (Chapter 19)
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