ISE Essentials of Contemporary Management

Höfundur: JONES (Útgáfa: 10)
ISE Essentials of Contemporary Management

Kaup valmöguleikar

Essentials of Contemporary Management provides the most current, concise account of changes taking place in the world of management and management practices by emphasizing the challenges and opportunities facing today’s managers in organizations large and small making the text relevant and interesting to students. Jones/George infuses real managers who seize opportunities, overcome challenges, and effectively manage and lead their organizations allowing students to see real-life management in action.

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Útgefandi
McGraw-Hill Higher Education (International)
ISBN
9781266413896
Print ISBN
9781266272158
Format
ePub
Útgáfa
10
Höfundar
JONES
Tungumál
English
Útgefið
2023-02-07
Prent takmörkun á líftíma
100

Kaflar

  • Cover
  • Half-Title Page
  • Title Page
  • Copyright Page
  • Brief Contents
  • Authors
  • Preface
  • Instructors
  • Connect Resources
  • Proctorio
  • Acknowledgments
  • Contents
  • Part One Management and Managers
  • Chapter One: The Management Process Today
  • Management Snapshot
  • CEO Manages for Growth at Momentive
  • Overview
  • What Is Management?
  • Achieving High Performance: A Manager’s Goal
  • Why Study Management?
  • Essential Managerial Tasks
  • Planning
  • Organizing
  • Leading
  • Controlling
  • MANAGER AS A PERSON: Strong Skills Make Shar Dubey a Perfect Fit for Match
  • Performing Managerial Tasks: Mintzberg’s Typology
  • Levels of Managers
  • Levels of Management
  • Types of Managerial Skills
  • Managers versus Entrepreneurs
  • ETHICS IN ACTION: Turning Plastic Waste into Entrepreneurial Gold
  • Characteristics of Entrepreneurs
  • Entrepreneurship and Management
  • Challenges for Management in a Global Environment
  • Building Competitive Advantage
  • Maintaining Ethical and Socially Responsible Standards
  • Managing a Diverse Workforce
  • FOCUS ON DE&I: A Bold Model for Diversity in Video Games
  • Utilizing New Technologies
  • Summary and Review
  • Management in Action
  • Topics for Discussion and Action
  • BUILDING MANAGEMENT SKILLS
  • Managing Ethically
  • Be the Manager
  • CASE IN THE NEWS: Larry Culp Redefines Success at GE
  • APPENDIX: History of Management Thought
  • Chapter Two: Values, Attitudes, Emotions, and Culture: The Manager as a Person
  • Management Snapshot
  • John Hancock CEO Ensures a Bright Future
  • 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
  • MANAGEMENT INSIGHT: Pandemic Highlights the Hazards of Burnout
  • Moods and Emotions
  • Emotional Intelligence
  • MANAGING GLOBALLY: Emotional Intelligence across Borders
  • 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
  • Managing Ethically
  • Be the Manager
  • CASE IN THE NEWS: Fidji Simo Brings a Unique Perspective to Instacart
  • Part Two The Environment of Management
  • Chapter Three: Managing Ethics and Diversity
  • Management Snapshot
  • UPS Foundation Delivers What Matters to Global Community
  • Overview
  • The Nature of Ethics
  • Ethical Dilemmas
  • Ethics and the Law
  • Changes in Ethics over Time
  • Stakeholders and Ethics
  • Stockholders
  • Managers
  • Employees
  • Suppliers and Distributors
  • Customers
  • Community, Society, and Nation
  • Rules for Ethical Decision Making
  • Why Should Managers Behave Ethically?
  • Sources of an Organization’s Code of Ethics
  • Ethical Organizational Cultures
  • ETHICS IN ACTION: Embedding Ethics in Organizational Culture
  • The Increasing Diversity of the Workforce and the Environment
  • Age
  • Gender
  • Race and Ethnicity
  • FOCUS ON DE&I: Impact of Hispanics on the U.S. Workforce
  • Religion
  • Capabilities/Disabilities
  • Socioeconomic Background
  • Sexual Orientation
  • Other Kinds of Diversity
  • Managers and the Effective Management of Diversity
  • Critical Managerial Roles
  • Effectively Managing Diversity Makes Good Business Sense
  • Sexual Harassment
  • Forms of Sexual Harassment in the Workplace
  • Steps Managers Can Take to Eradicate Sexual Harassment
  • MANAGEMENT INSIGHT: Providing Effective Anti-Harassment Training
  • Summary and Review
  • Management in Action
  • Topics for Discussion and Action
  • BUILDING MANAGEMENT SKILLS
  • Managing Ethically
  • Be the Manager
  • CASE IN THE NEWS: How Nike Keeps Score on Diversity
  • Chapter Four: Managing in the Global Environment
  • Management Snapshot
  • BMW’s Outsize Role in the United States and China
  • Overview
  • What Is the Global Environment?
  • The Task Environment
  • Suppliers
  • ETHICS IN ACTION: Levi Strauss Motivates Global Suppliers to Treat Workers Well
  • Distributors
  • Customers
  • Competitors
  • The General Environment
  • Economic Forces
  • MANAGING GLOBALLY: When Growth Becomes a Problem
  • Technological Forces
  • Sociocultural Forces
  • Demographic Forces
  • Political and Legal Forces
  • The Changing Global Environment
  • The Process of Globalization
  • 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
  • MANAGER AS A PERSON: Working in a Foreign Country
  • Summary and Review
  • Management in Action
  • Topics for Discussion and Action
  • BUILDING MANAGEMENT SKILLS
  • Managing Ethically
  • Be the Manager
  • THE NEWS: Huawei’s Contentious but High-Potential Environment
  • Part Three Planning, Decision Making, and Competitive Advantage
  • Chapter Five: Decision Making, Learning, and Creativity
  • Management Snapshot
  • Karen Lynch’s Bold Decisions at CVS Health
  • Overview
  • The Nature of Managerial Decision Making
  • Programmed and Nonprogrammed Decision Making
  • The Classical Model
  • The Administrative Model
  • Steps in the Decision-Making Process
  • MANAGEMENT INSIGHT: Making “Back to Work” Work at Molson Coors
  • 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
  • Diversity among Decision Makers
  • Organizational Learning and Creativity
  • Creating a Learning Organization
  • MANAGING GLOBALLY: Constant Learning Keeps Western Union Relevant
  • Promoting Individual Creativity
  • Promoting Group Creativity
  • Promoting Intrapreneurship and Learning
  • Summary and Review
  • Management in Action
  • Topics for Discussion and Action
  • BUILDING MANAGEMENT SKILLS
  • Managing Ethically
  • Be the Manager
  • CASE IN THE NEWS: Teaching Soldiers to Be Creative on the Battlefield
  • Chapter Six: Planning, Strategy, and Competitive Advantage
  • Management Snapshot
  • New Marriott CEO Plans for Economic Recovery and Growth
  • Overview
  • Planning and Strategy
  • The Nature of the Planning Process
  • Why Planning Is Important
  • Levels of Planning
  • Types of Planning
  • MANAGER AS A PERSON: Walgreens’s CEO Writes Prescription for Growth
  • Time Horizons of Plans
  • Standing Plans and Single-Use Plans
  • 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
  • MANAGEMENT INSIGHT: Choosing a Strategy: Differentiating Canada Goose
  • Formulating Corporate-Level Strategies
  • Concentration on a Single Industry
  • FOCUS ON DE&I: UPS CEO Uses Experience to Drive Values
  • Vertical Integration
  • Diversification
  • International Expansion
  • Planning and Implementing Strategy
  • Summary and Review
  • Management in Action
  • Topics for Discussion and Action
  • BUILDING MANAGEMENT SKILLS
  • Managing Ethically
  • Be the Manager
  • CASE IN THE NEWS: Best Buy Strategies Evolve with the Times
  • Part Four Organizing and Change
  • Chapter Seven: Designing Organizational Structure
  • Management Snapshot
  • Organizing to Better Manage Banner Health’s Facilities
  • Overview
  • Designing Organizational Structure
  • The Organizational Environment
  • Strategy
  • Technology
  • Human Resources
  • Grouping Tasks into Jobs: Job Design
  • Job Enlargement and Job Enrichment
  • MANAGING GLOBALLY: IKEA Rethinks Its “Big Box” Future
  • The Job Characteristics Model
  • Grouping Jobs into Functions and Divisions: Designing Organizational Structure
  • Functional Structure
  • Divisional Structures: Product, Geographic, and Market
  • ETHICS IN ACTION: Pfizer’s Prescription for a Healthier Organizational Structure
  • Matrix and Product Team Designs
  • Coordinating Functions and Divisions
  • Allocating Authority
  • MANAGEMENT INSIGHT: How Charlie Scharf Streamlined Wells Fargo’s Structure
  • Integrating and Coordinating Mechanisms
  • Strategic Alliances, B2B Network Structures, and Technology
  • Summary and Review
  • Management in Action
  • Topics for Discussion and Action
  • BUILDING MANAGEMENT SKILLS
  • Managing Ethically
  • Be the Manager
  • CASE IN THE NEWS: Volkswagen Group Aligns Structure with Strategy
  • Chapter Eight: Organizational Control and Change
  • Management Snapshot
  • How Listening to Passengers Kept Delta Airlines Aloft
  • Overview
  • What Is Organizational Control?
  • The Importance of Organizational Control
  • Control Systems and Technology
  • The Control Process
  • FOCUS ON DE&I: Reducing Bias in Customer Service
  • Output Control
  • Financial Measures of Performance
  • MANAGEMENT INSIGHT: Wanted: Problem-Solving and Analytical Skills
  • Organizational Goals
  • Operating Budgets
  • MANAGING GLOBALLY: Zero-Based Budgeting Helps Control Expenses
  • Problems with Output Control
  • Behavior Control
  • Direct Supervision
  • Management by Objectives
  • Bureaucratic Control
  • Problems with Bureaucratic Control
  • Organizational Culture and Clan Control
  • Adaptive Cultures versus Inert Cultures
  • Organizational Change
  • MANAGER AS A PERSON: NASA Continues Its Winning Ways
  • Lewin’s Force-Field Theory of Change
  • Managing Change
  • Evaluating the Change
  • Summary and Review
  • Management in Action
  • Topics for Discussion and Action
  • BUILDING MANAGEMENT SKILLS
  • Managing Ethically
  • Be the Manager
  • CASE IN THE NEWS: How Stitch Fix Controls Inventory and Customer Experience
  • Part Five Leading Individuals and Groups
  • Chapter Nine: Motivation
  • Management Snapshot
  • Chieh Huang Makes Working for Boxed More Than Just a Job
  • Overview
  • The Nature of Motivation
  • Expectancy Theory
  • Expectancy
  • Instrumentality
  • Valence
  • Bringing It All Together
  • Need Theories
  • Maslow’s Hierarchy of Needs
  • 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
  • FOCUS ON DE&I: For Diversity to Motivate, It Must Come with Equity
  • Goal-Setting Theory
  • Learning Theories
  • Operant Conditioning Theory
  • Social Learning Theory
  • MANAGER AS A PERSON: Bernard Olayo’s Mission Is His Motivator
  • 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
  • Managing Ethically
  • Be the Manager
  • CASE IN THE NEWS: DTE Energy Ignites Employees with a Shared Sense of Purpose
  • Chapter Ten: Leaders and Leadership
  • Management Snapshot
  • Satya Nadella Leads Microsoft into New Business
  • Overview
  • The Nature of Leadership
  • Personal Leadership Style and Managerial Tasks
  • Servant Leadership
  • Leadership Styles across Cultures
  • Power: The Key to Leadership
  • ETHICS IN ACTION: Using Power Ethically
  • Empowerment: An Ingredient in Modern Management
  • Trait and Behavior Models of Leadership
  • The Trait Model
  • The Behavior Model
  • Contingency Models of Leaderships
  • Fiedler’s Contingency Model
  • House’s Path–Goal Theory
  • MANAGING GLOBALLY: International Differences in Leadership
  • 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
  • MANAGEMENT INSIGHT: How to Be a High-EQ Leader
  • Summary and Review
  • Management in Action
  • Topics for Discussion and Action
  • BUILDING MANAGEMENT SKILLS
  • Managing Ethically
  • Be the Manager
  • CASE IN THE NEWS: CEO’s Leadership Helps Levi Strauss Succeed
  • Chapter Eleven: Effective Team Management
  • Management Snapshot
  • Teamwork Key to Success of Army Futures Command
  • Overview
  • Groups, Teams, and Organizational Effectiveness
  • MANAGEMENT INSIGHT: Soft Skills Critical to Team Success
  • 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
  • MANAGER AS A PERSON: Building Strong Relationships on Virtual Teams
  • Friendship Groups
  • Interest Groups
  • Group Dynamics
  • Group Size and Roles
  • Group Leadership
  • Group Development over Time
  • Group Norms
  • Group Cohesiveness
  • FOCUS ON DE&I: Leveraging Team Members’ Diverse Perspectives
  • Managing Groups and Teams for High Performance
  • Motivating Group Members to Achieve Organizational Goals
  • Reducing Social Loafing in Groups
  • Summary and Review
  • Management in Action
  • Topics for Discussion and Action
  • BUILDING MANAGEMENT SKILLS
  • Managing Ethically
  • Be the Manager
  • CASE IN THE NEWS: Novartis Speeds R&D with Project Teams
  • Chapter Twelve: Building and Managing Human Resources
  • Management Snapshot
  • Recruiting and Retaining Truck Drivers
  • Overview
  • Strategic Human Resource Management
  • Overview of the Components of HRM
  • MANAGEMENT INSIGHT: Strategic HRM Helps Build a Strong Future
  • The Legal Environment of HRM
  • Recruitment and Selection
  • Human Resource Planning
  • Job Analysis
  • External and Internal Recruitment
  • The Selection Process
  • FOCUS ON DE&I: Recruiting a Diverse Workforce
  • 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
  • Managing Ethically
  • Be the Manager
  • CASE IN THE NEWS: How Strategic HR Keeps Southwest Airlines Flying
  • Part Six Controlling Essential Activities and Processes
  • Chapter Thirteen: Effective Communication
  • Management Snapshot
  • Insights on Communicating in the Digital Age
  • Overview
  • Communication and Management
  • The Importance of Good Communication
  • The Communication Process
  • The Dangers of Ineffective Communication
  • ETHICS IN ACTION: Questions Can Lead to Honest, Open Communication
  • Information Richness and Communication Media
  • Face-to-Face Communication
  • Spoken Communication Transmitted Electronically
  • MANAGER AS A PERSON: A Tough Lesson in Communication
  • Personally Addressed Written Communication
  • Impersonal Written Communication
  • Communication Networks
  • Internal Communication Networks
  • External Communication Networks
  • Communication Skills for Managers
  • Communication Skills for Managers as Senders
  • MANAGEMENT INSIGHT: Make That First Impression Count
  • Communication Skills for Managers as Receivers
  • Summary and Review
  • Management in Action
  • Topics for Discussion and Action
  • BUILDING MANAGEMENT SKILLS
  • Managing Ethically
  • Be the Manager
  • CASE IN THE NEWS: ExxonMobil Rides a Communication Wave in Turbulent Waters
  • Chapter Fourteen: Operations Management: Managing Operations and Processes
  • Management Snapshot
  • Redesigning Mattel for the Digital Generation
  • Overview
  • Operations Management and Competitive Advantage
  • Information and the Manager’s Job
  • Attributes of Useful Information
  • What Is Information Technology?
  • MANAGEMENT INSIGHT: AI Helps Managers Do a Better Job
  • Information and Decisions
  • Information and Control
  • ETHICS IN ACTION: Kroger’s Strategic Use of Consumer Data
  • Information and Coordination
  • Improving Responsiveness to Customers
  • What Do Customers Want?
  • Designing Production Systems to Be Responsive to Customers
  • Customer Relationship Management
  • Improving Quality
  • FOCUS ON DE&I: Genentech Sets Diversity Goals to Improve Research
  • Improving Efficiency
  • Facilities Layout, Flexible Manufacturing, and Efficiency
  • Just-in-Time Inventory and Efficiency
  • Self-Managed Work Teams and Efficiency
  • Process Reengineering and Efficiency
  • Operations Management: Some Remaining Issues
  • Summary and Review
  • Management in Action
  • Topics for Discussion and Action
  • BUILDING MANAGEMENT SKILLS
  • Managing Ethically
  • Be the Manager
  • CASE IN THE NEWS: Two Disc Golf Companies’ Spin on Quality and Responsiveness