Fundamentals of management: essential concepts and applications
Gespeichert in:
| Hauptverfasser: | , |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Upper Saddle River, NJ
Prentice Hall
2001
|
| Ausgabe: | 3. ed., e-business updated ed. |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | Getr. Zählung Ill., graph. Darst. |
| ISBN: | 0130651338 |
Internformat
MARC
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| 245 | 1 | 0 | |a Fundamentals of management |b essential concepts and applications |c Stephen P. Robbins ; David A. DeCenzo |
| 250 | |a 3. ed., e-business updated ed. | ||
| 264 | 1 | |a Upper Saddle River, NJ |b Prentice Hall |c 2001 | |
| 300 | |a Getr. Zählung |b Ill., graph. Darst. | ||
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Datensatz im Suchindex
| _version_ | 1804129693160439808 |
|---|---|
| adam_text | Part 1 Introduction 1 Chapter 1 Managers and Management 1
History Module 27
Chapter 2 Managing in Today s World 45
Part 2 Planning 79 Chapter 3 Foundations of Planning 79
Chapter 4 Foundations of Decision Making 113
Quantitative Module 141
Part 3 Organizing 153 Chapter 5 Basic Organization Designs 153
Chapter 6 Staffing and Human Resource Management 183
Career Module 217
Chapter 7 Managing Change and Innovation 229
Part A Leading 255 Chapter 8 Foundations of Individual and Group Behavior 255
Chapter 9 Understanding Work Teams 287
Chapter 10 Motivating and Rewarding Employees 311
Chapter 11 Leadership and Trust 343
Chapter 12 Communication and Interpersonal Skills 375
Parts Controlling 411 Chapter 13 Foundations of Control 411
Chapter 14 Technology and Operations 437
Notes N 1
Illustration Credits PC 1
Name/Organization Index 1 1
Glindex (a combined glossary/subject index) G 1
H
Preface xv
Part One Introduction 1
Chapter 1 Managers and Management 1
Learning Outcomes 1
Who Are Managers, and Where Do They Work? 3
What Three Common Characteristics Do All
Organizations Share? 3
How Are Managers Different from Operative
Employees? 3
What Titles Do Managers Have in Organizations? 4
What Is Management, and What Do
Managers Do? 5
How Do We Define Management? 5
What Are the Management Processes? 6
What Are Management Roles? 8
Is the Manager s Job Universal? 8
What Skills and Competencies Do Successful Managers
Possess? 13
How Much Importance Does the Marketplace
Put on Managers? 15
Ethical Dilemma in Management: Are U.S.
Executives Overpaid? 16
Why Study Management? 17
One Manager s Perspective: Susan Harrison 17
How Does Management Relate to Other
Disciplines? 18
What Can Students of Management Gain from
Humanities and Social Science Courses? 18
A Concluding Remark 20
Chapter Summary 20
Review and Application Questions 22
Reading for Comprehension 22
Linking Concepts to Practice 22
Management Workshop 23
Team Skill Building Exercise: A New Beginning 23
Developing Your Mentoring Skill: Guidelines for
Mentoring Others 23
Practicing the Skill: Mentoring 24
A Case Application: Developing Your Diagnostic and
Analytical Skills: Body Shop International 24
Developing Your Investigative Skills: Using the
Internet 25
Enhancing Your Writing Skills: Communicating
Effectively 25
History Module The Historical Roots of
Contemporary Management Practices 27
The Premodern Era 27
What Was Adam Smith s Contribution to the Field of
Management? 28
How Did the Industrial Revolution Influence
Management Practices? 28
Classical Contributions 28
What Contributions Did Frederick Taylor Make? 29
Details on a Management Classic:
Frederick Taylor 29
Who Were the Other Major Contributors to Scientific
Management? 31
Why Did Scientific Management Receive So Much
Attention? 31
What Did Henri Fayol and Max Weber Contribute to
Management Theory? 32
What Were the General Administrative Theorists
Contributions to Management Practice? 32
Human Resources Approach 32
Who Were Some Early Advocates of the Human
Resources Approach? 33
The Quantitative Approach 38
Analysis: How Social Events Shape Management
Approaches 39
What Stimulated the Classical Approach? 39
What Stimulated the Human Resource Approach? 39
What Stimulated the Quantitative Approaches? 40
Building on History: Studying Management
Today 40
What Is the Process Approach? 41
How Can a Systems Approach Integrate Management
Concepts? 41
What Is a Contingency Approach to the Study of
Management? 42
Chapter 2 Managing in Today s World 45
Learning Outcomes 45
The Changing Economy 47
A Global Marketplace 49
How Does Globalization Effect Organizations? 50
What Effect Does Globalization Have on
Managers? 51
Emphasis on Technology 54
What Does Society Expect from Organizations and
Managers? 57
How Can Organizations Demonstrate Socially
Responsible Actions? 59
How Do Managers Become More Socially
Responsible? 59
What Will the Workforce of 2010 Look Like? 62
How Does Diversity Affect Organizations? 62
How Do We Make Managers More Sensitive to
Differences? 63
How Do Organizations Make the Customer
King? 63
How Have Organizations Shown an Increased Concern
with Quality? 63
One Manager s Perspective: Martin Morrison 65
When Must Managers Think in Terms of Quantum
Changes Rather Than Continuous Improvement? 65
Why Do Organizations Lay Off Workers? 66
How Do Organizations Create Flexible and Rapid
Response Systems? 67
Ethical Dilemma in Management: The Contingent
Workforce 69
Some Concluding Remarks 70
Chapter Summary 71
Review and Application Questions 72
Reading for Comprehension 72
Linking Concepts to Practice 72
Management Workshop 74
Team Skill Building Exercise: Understanding Cultural
Differences 74
Developing Your Ethics Skills: Guidelines for Acting
Ethically 74
Practicing the Skill: Ethics 75
A Case Application: Developing Your Diagnostic and
Analytical Skills: Zone s Cycles 75
Developing Your Investigative Skills: Using the
Internet 76
Enhancing Your Writing Skills: Communicating
Effectively 77
Part Two Planning 79
Chapter 3 Foundations of Planning 79
Learning Outcomes 79
Planning Defined 80
Planning in Uncertain Environments 81
Why Should Managers Formally Plan? 81
What Are Some Criticisms of Formal Planning? 82
The Bottom Line: Does Planning Improve
Organizational Performance? 83
Types of Plans 84
How Do Strategic and Tactical Planning Differ? 84
In What Time Frame Do Plans Exist? 84
What Is the Difference Between Specific and
Directional Plans? 85
How Do Single Use and Standing Plans Differ? 86
Management by Objectives 86
WhatlsMBO? 86
What Are the Common Elements in an MBO
Program? 86
Does MBO Work? 87
How Do You Set Employee Objectives? 88
Is There a Downside to Setting Objectives? 89
The Importance of an Organizational Strategy 89
A Strategic Framework: Choosing a Niche 90
How Does the Strategic Management Process
Operate? 90
What Are the Primary Steps in the Strategic
Management Process? 93
Ethical Dilemma in Management: When Is
Competitive Intelligence Unethical? 93
What Is SWOT Analysis? 95
How Do You Formulate Strategies? 95
What Happens after Strategies Are Formulated? 99
Quality as a Strategic Weapon 99
How Can Benchmarking Help Promote Quality? 100
; What Is the ISO 9000 Series? 101
How Can Attaining Six Sigma Signify Quality? 102
One Manager s Perspective: Geoff Gilpin 103
Entrepreneurship: A Special Case of Strategic
Planning 103
What Is Entrepreneurship? 103
Do Entrepreneurs Possess Similar Characteristics? 104
How Do Entrepreneurs Compare with Traditional
Managers? 105
Chapter Summary 105
Review and Application Questions 107
Reading for Comprehension 107
Linking Concepts to Practice 107
Management Workshop 108
Team Skill Building Exercise: Your College s
Mission 108
Developing Your Business Plan Skill: Writing a
Business Plan 108
Practicing the Skill: Business Plan 110
A Case Application: Developing Your Diagnostic and
Analytical Skills: Watson Pharmaceuticals 110
Developing Your Investigative Skills: Using the
Internet 111
Enhancing Your Writing Skills: Communicating
Effectively 111
Chapter 4 Foundations of Decision
Making 113
Learning Outcomes 113
The Decision Making Process 115
What Defines a Decision Problem? 115
What Is Relevant in the Decision Making Process? 116
How Does the Decision Maker Weight the Criteria? 116
What Determines the Best Choice? 118
What Is Decision Implementation? 119
What Is the Last Step in the Decision Process? 119
Making Decisions: The Rational Model 119
The Real World of Managerial Decision Making:
Modification of the Rational Model 120
What Is Bounded Rationality? 120
One Manager s Perspective: Shirley DeUbero 122
Are Common Errors Committed in the Decision
Making Process? 122
Decision Making: A Contingency Approach 124
How Do Problems Differ? 124
What Is the Difference Between Programmed and
Nonprogrammed Decisions? 124
What Are Procedures, Rules, and Policies, and When
Are They Best Used? 124
Ethical Dilemma in Management: Bausch Lomb
Leaves Town 125
What Do Nonprogrammed Decisions Look Like? 126
How Can You Integrate Problems, Types of Decisions,
and Level in the Organization? 126
Decision Making Styles 127
Making Decisions in Groups 128
What Are the Advantages of Group Decision
Making? 129
What Are the Disadvantages of Group Decision
Making? 129
When Are Groups Most Effective? 130
How Can You Improve Group Decision Making? 131
National Culture and Decision Making
Practices 132
Chapter Summary 133
Review and Application Questions 135
Reading for Comprehension 135
Linking Concepts to Practice 135
Management Workshop 136
Team Skill Building Exercise: Individual Versus Group
Decisions 136
Developing Your Skill at Conducting a Meeting:
Running an Effective Meeting 136
Practicing the Skill: Conducting a Meeting 137
A Case Application: Developing Your Diagnostic and
Analytical Skills: Beatrice International Holdings 137
Developing Your Investigative Skills: Using the
Internet 138
Enhancing Your Writing Skills: Communicating
Effectively 139
Quantitative Module Quantitative
Decision Making Aids 141
Payoff Matrices 141
Decision Trees 142
Break Even Analysis 143
Ratio Analysis 144
Linear Programming 147
CONTENTS__H«M|
Queuing Theory 148
Economic Order Quantity Model 149
Part Three Organizing 153
Chapter 5 Basic Organization Designs 153
Learning Outcomes 153
The Elements of Structure 155
What Is Work Specialization? 155
What Is the Chain of Command? 156
What Is the Span of Control? 157
What Are Authority and Responsibility? 158
Ethical Dilemma in Management: Following
Orders 158
Details on a Management Classic: Stanley
Milgram 159
How Do Centralization and Decentralization
Differ? 162
Can You Identify the Five Ways to
Departmentalize? 163
Contingency Variables Affecting Structure 166
Howls a Mechanistic Organization Different from an
Organic Organization? 166
How Does Strategy Affect Structure? 167
How Does Size Affect Structure? 168
How Does Technology Affect Structure? 168
How Does Environment Affect Structure? 168
Organization Design Applications 169
What Is a Simple Structure? 169
What Do We Mean by a Bureaucracy? 170
Can an Organization Design Capture the Advantages
of Bureaucracies While Eliminating Their
Disadvantages? 170
What Are Team Based Structures? 172
Ono Manager s Perspective: Alisa Owens 172
Why Is There Movement Toward a Boundaryless
Organization? 173
Organization Culture 174
What Is an Organization Culture? 174
How Can Cultures Be Assessed? 174
Where Does an Organization s Culture Come
From? 174
How Does Culture Influence Structure? 175
Chapter Summary 176
Contents
Review and Application Questions 178
Reading for Comprehension 178
Linking Concepts to Practice 178
Management Workshop 179
Team Skill Building Exercise: How Is Your School
Organized? 179
Developing Your Power Base Skill: Building a Power
Base 179
Practicing the Skill: Building a Power Base 180
A Case Application: Developing Your Diagnostic and
Analytical Skills: Asea Brown Boveri 180
Developing Your Investigative Skills: Using the
Internet 181
Enhancing Your Writing Skills: Communicating
Effectively 181
Chapter 6 Staffing and Human Resource
Management 183
Learning Outcomes 183
Managers and the Human Resource Management
Process 184
The Legal Environment of HRM 186
Employment Planning 187
How Does an Organization Conduct an Employee
Assessment? 188
How Are Future Employee Needs Determined? 189
Recruitment and Selection 189
Where Does a Manager Recruit Candidates? 189
Is There a Basic Method of Selecting Job
Candidates? 190
How Effective Are Tests and Interviews as Selection
Devices? 192
Ethical Dilemma in Management: Stress
Interviews 194
Orientation, Training, and Development 195
How Do We Introduce New Hires to the
Organization? 196
What Is Employee Training? 196
Performance Management 198
What Is a Performance Management System? 199
One Manager s Perspective; Bobbin Kaif 200
What Happens When Performance Falls Short? 201
Compensation and Benefits 202
How Are Pay Levels Determined? 202
Why Do Organizations Offer Employee
Benefits? 203
Current Issues in Human Resources
Management 203
How Can Workforce Diversity Be Managed? 203
What Is Sexual Harassment? 204
How Can Organizations Be Family Friendly? 206
Can Unions and Management Cooperate? 207
Can Managers Prevent Workplace Violence? 208
How Do Survivors Respond to Layoffs? 209
Chapter Summary 210
Review and Application Questions 211
Reading for Comprehension 211
Linking Concepts to Practice 211
Management Workshop 213
Team Skill Building Exercise: Laying Off Workers 213
Developing Your Interviewing Skill: Interviewing Job
Applicants 214
Practicing the Skill: Interviewing 214
A Case Application: Developing Your Diagnostic and
Analytical Skills: Connecticut State Lottery 215
Developing Your Investigative Skills: Using the
Internet 215
Enhancing Your Writing Skills: Communicating
Effectively 216
Career Module Introduction 217
Making a Career Decision 217
Getting into the Organization 218
Where Can I Find Jobs Advertised on the
Internet? 219
How Do I Prepare My Resume? 219
Are There Ways to Excel at an Interview? 221
What Are Some Suggestions for Developing a
Successful Management Career? 223
Chapter 7 Managing Change and
Innovation 229
Learning Outcomes 229
What Is Change? 230
Forces for Change 231
What External Forces Create a Need for Change? 231
What Internal Forces Create a Need for Change? 232
How Can a Manager Serve as a Change Agent? 232
Two Views of the Change Process 232
What Is the Calm Waters Metaphor? 233
What Is the White Water Rapids Metaphor? 234
Does Every Manager Face a World of Constant and
Chaotic Change? 234
Organizational Change and Member
Resistance 235
Why Do People Resist Change? 235
Details on a Management Classic: Coch and French:
Resistance to Change 236
What Are Some Techniques for Reducing Resistance
to Organizational Change? 237
Making Changes in the Organization 238
How Do Organizations Implement Planned
Changes? 238
What Is Organization Development? 239
Are There Typical OD Techniques? 239
Ethical Dilemma in Management: The OD
Intervention 240
Stress: The Aftermath of Organizational
Change 240
What Is Stress? 240
Are There Common Causes of Stress? 241
What Are the Symptoms of Stress? 243
How Can Stress Be Reduced? 243
One Manager s Perspective: Angela L. Schwers 244
Stimulating Innovation 245
How Are Creativity and Innovation Related? 245
What Is Involved in Innovation? 246
How Can a Manager Foster Innovation? 247
Chapter Summary 248
Review and Application Questions 249
Reading for Comprehension 249
Linking Concepts to Practice 250
Management Workshop 251
Team Skill Building Exercise: The Celestial Aerospace
Company 251
Developing Your Skill at Creativity: Becoming More
Creative 251
Practicing the Skill: Creativity 252
A Case Application: Developing Your Diagnostic and
Analytical Skills: Changing Mitsubishi 252
Developing Your Investigative Skills: Using the
Internet 253
Enhancing Your Writing Skills: Communicating
Effectively 253
CONTENTS —I
Part Four Leading 255
Chapter 8 Foundations of Individual and
Group Behavior 255
Learning Outcomes 255
Toward Explaining and Predicting Behavior 256
What Is the Focus of Organizational Behavior? 257
What Are the Goals of Organizational Behavior? 257
One Manager s Perspective:
Anders Grondstedt 258
Ethical Dilemma in Management: Must Attitudes
and Behaviors Align? 259
Do an Individual s Attitude and Behavior Need to Be
Consistent? 259
What Is Cognitive Dissonance Theory? 259
How Can an Understanding of Attitudes Help
Managers Be More Effective? 261
Personality 261
Can Personality Predict Behavior? 262
Can Personality Traits Predict Practical Work Related
Behaviors? 264
How Do We Match Personalities and Jobs? 266
How Can an Understanding of Personality Help
Managers Be More Effective? 268
Do Personality Attributes Differ Across National
Cultures? 268
Perception 269
What Influences Perception? 269
How Do Managers Judge Employees? 269
What Shortcuts Do Managers Use in Judging
Others? 271
How Can an Understanding of Perceptions Help
Managers Be More Effective? 273
Learning 273
What Is Operant Conditioning? 273
What Is Social Learning Theory? 274
How Can Managers Shape Behavior? 275
How Can an Understanding of Learning Help
Managers Be More Effective? 275
Foundations of Group Behavior 276
What Is a Group? 276
Why Do People Join Groups? 276
What Are the Basic Concepts of Group Behavior? 277
Details on a Management Classic: Solomon Asch
and Group Conformity 279
|MM| CONTENTS
Chapter Summary 281
Review and Application Questions 283
Reading for Comprehension 283
Linking Concepts to Practice 283
Management Workshop 284
Team Skill Building Exercise: Salary Increase
Request 284
Developing Your Skill at Shaping Behavior: Shaping
Others Behaviors 284
Practicing the Skill: Shaping Behavior 285
A Case Application: Developing Your Diagnostic and
Analytical Skills: Anne Beiler at Auntie Anne s 285
Developing Your Investigative Skills: Using the
Internet 286
Enhancing Your Writing Skills: Communicating
Effectively 286
Chapter 9 Understanding Work
Teams 287
Learning Outcomes 287
The Popularity of Teams 288
What Are the Stages of Team Development? 289
Aren t Work Groups and Work Teams the Same? 290
Types of Work Teams 291
What Is a Functional Team? 291
How Does a Problem Solving Team Operate? 291
What Is a Self Managed Work Team? 292
How Do Cross Functional Teams Operate? 293
Are Virtual Teams a Reality Today? 294
Characteristics of High Performance Work
Teams 294
One Manager s Perspective: James Fripp 296
Turning Individuals into Team Players 297
What Are the Management Challenges of Creating
Team Players? 297
What Roles Do Team Members Play? 298
How Can a Manager Shape Team Behavior? 299
Ethical Dilemma in Management: Must Employees
Work on a Team? 300
How Can a Manager Reinvigorate a Mature Team? 301
Contemporary Team Issues 302
Why Are Teams Central to Continuous Process
Improvement Programs? 302
How Does Workforce Diversity Affect Teams? 303
Chapter Summary 304
Review and Application Questions 305
Reading for Comprehension 305
Linking Concepts to Practice 306
Management Workshop 307
Team Skill Building Exercise: Building Effective Work
Teams 307
Developing Your Coaching Skill: Coaching Others 307
Practicing the Skill: Coaching Skills 308
A Case Application: Developing Your Diagnostic and
Analytical Skills: Distribution at Hewlett Packard 308
Developing Your Investigative Skills: Using the
Internet 309
Enhancing Your Writing Skills: Communicating
Effectively 310
Chapter 10 Motivating and Rewarding
Employees 311
Learning Outcomes 311
Motivation and Individual Needs 312
Early Theories of Motivation 313
What Is Maslow s Hierarchy of Needs Theory? 314
What Is McGregor s Theory X and Theory Y? 315
What Is Herzberg s Motivation Hygiene Theory? 316
Contemporary Theories of Motivation 317
What Is McClelland s Three Needs Theory? 317
How Do Inputs and Outcomes Influence
Motivation? 318
Details on a Management Classic: David McClelland
and the Three Needs Theory 319
Does Job Design Influence Motivation? 321
Why Is Expectancy Theory Considered a
Comprehensive Theory of Motivation? 324
Ethical Dilemma in Management: Rewarding
Appropriate Behavior 325
How Can We Integrate the Contemporary Theories
of Motivation? 327
Contemporary Issues in Motivation 328
What Is the Key to Motivating a Diverse
Workforce? 328
Should Employees Be Paid for Performance or Time on
the Job? 330
How Can Managers Motivate Minimum Wage
Employees? 331
What s Different in Motivating Professional and
Technical Employees? 332
One Manager s Perspective: Michelle Albert 332
How Can Flexible Work Options Influence
Motivation? 333
Chapter Summary 335
Review and Application Questions 336
Reading for Comprehension 336
Linking Concepts to Practice 337
Management Workshop 338
Team Skill Building Exercise: How Can You Motivate
Others? 338
Developing Your Skill at Motivating Employees:
Maximizing Employee Effort 338
Practicing the Skill: Motivation 339
A Case Application: Developing Your Diagnostic and
Analytical Skills: Involving Family Members in
Incentive Programs 340
Developing Your Investigative Skills: Using the
Internet 340
Enhancing Your Writing Skills: Communicating
Effectively 341
Chapter 11 Leadership and Trust 343
Learning Outcomes 343
Managers Versus Leaders 344
Trait Theories of Leadership 345
Behavioral Theories of Leadership 345
Are There Identifiable Leadership Behaviors? 346
Why Were the Ohio State Studies Important? 348
What Were the Leadership Dimensions of the
University of Michigan Studies? 349
What Is the Managerial Grid? 349
What Did the Behavioral Theories Teach Us about
Leadership? 350
Contingency Theories of Leadership 350
What Is the Fiedler Model? 351
How Does Path Goal Theory Operate? 352
Details on a Management Classic: Fred Fiedler and
the Fiedler Contingency Model of Leadership 353
What Is the Leader Participation Model? 355
How Does Situational Leadership Operate? 355
Emerging Approaches to Leadership 357
What Is Charismatic Leadership Theory? 358
What Is Visionary Leadership? 359
How Do Transactional Leaders Differ from
Transformational Leaders? 360
CONTENTS ^M|M
Contemporary Leadership Issues 361
What Is Team Leadership? 361
Ethical Dilemma in Management: Gender
Differences in Leadership 362
Does National Culture Affect Leadership? 363
Is Leadership Always Important? 364
Building Trust: The Essence of Leadership 364
What Is Trust? 365
Why Is Trust One Foundation of Leadership? 366
What Are the Three Types of Trust? 366
One Manager s Perspective: Betsy Reifsnider 367
Chapter Summary 369
Review and Application Questions 370
Reading for Comprehension 370
Linking Concepts to Practice 371
Management Workshop 372
Team Skill Building Exercise: The Pre Post Leadership
Assessment 372
Developing Your Trust Building Skill:
Building Trust 372
Practicing the Skill: Trust Building 373
A Case Application: Developing Your Diagnostic and
Analytical Skills: Hiroski Okuda at Toyota 373
Developing Your Investigative Skills: Using the
Internet 374
Enhancing Your Writing Skills: Communicating
Effectively 374
Chapter 12 Communication and
Interpersonal Skills 375
Learning Outcomes 375
Understanding Communication 376
How Does the Communication Process Work? 377
Are Written Communications More Effective Than
Verbal Ones? 378
Is the Grapevine an Effective Way
to Communicate? 379
How Do Nonverbal Cues Affect Communications? 379
Is the Wave of Communication s Future in Electronic
Media? 380
What Barriers Exist to Effective Communication? 380
Ethical Dilemma in Management: Purposefully
Distorting Information 383
JH CONTENTS
How Can Managers Overcome Communication
Barriers? 383
International Insights into and Gender Issues
in the Communication Process 385
Developing Interpersonal Skills 386
One Manager s Perspective: R. i. Heckman 387
Why Are Active Listening Skills Important? 387
Why Are Feedback Skills Important? 388
What Is the Difference Between Positive and Negative
Feedback? 388
What Are Empowerment Skills? 390
How Do You Manage Conflict? 393
What Are Negotiation Skills? 399
What Is an Effective Presentation? 402
Chapter Summary 404
Review and Application Questions 405
Reading for Comprehension 405
Linking Concepts to Practice 406
Management Workshop 407
Team Skill Building Exercise: Active Listening 407
Developing Your Active Listening Skill: Listening More
Effectively 407
Practicing the Skill: Active Listening 408
A Case Application: Developing Your Diagnostic and
Analytical Skills: Karen Vesper Reads the Signals 408
Developing Your Investigative Skills: Using the
Internet 409
Enhancing Your Writing Skills: Communicating
Effectively 409
Part Five Controlling 411
Chapter 13 Foundations of Control 411
Learning Outcomes 411
What Is Control? 412
The Importance of Control 414
The Control Process 415
What Is Measuring? 415
What Managerial Action Can Be Taken? 419
Types of Control 420
What Is Feedforward Control? 420
When Is Concurrent Control Used? 420
Why Is Feedback Control So Popular? 420
Qualities of an Effective Control System 421
Contingency Factors of Control 422
Adjusting Controls for National Differences 424
One Manager s Perspective: Alan Pincus 424
The Dysfunctional Side of Controls 425
Ethical Issues of Control 426
Ethical Dilemma in Management: Control Systems
and an Invasion of Privacy 426
Chapter Summary 428
Review and Application Questions 430
Reading for Comprehension 430
Linking Concepts to Practice 430
Management Workshop 431
Team Skill Building Exercise: The Paper Plane
Corporation 431
Developing Your Performance Feedback Skill:
Providing Performance Feedback 433
Practicing the Skill: Feedback 434
A Case Application: Developing Your Diagnostic and
Analytical Skills: Swaine and Adney 434
Developing Your Investigative Skills: Using the
Internet 435
Enhancing Your Writing Skills: Communicating
Effectively 435
Chapter 14 Technology and
Operations 437
Learning Outcomes 437
Transformation Process 439
Technology and Productivity 439
Technology and Worker Obsolescence 440
Technology Transfer 442
Information Technology 442
What Is a Management Information System
(MIS)? 443
What Is Workflow Automation? 443
How Does Technology Enhance Internal
Communications? 445
In What Ways Does Technology Assist Decision
Making? 445
Ethical Dilemma in Management: Is Sharing
Software Okay? 445
Operations Technology 447
How Can Products Be Designed More Efficiently? 447
In What Ways Can Production Processes Be
Enhanced? 448
In What Ways Can Customer Service Be
Improved? 450
How Does Technology Enhance Product
Distribution? 451
Is Close Good Enough? 452
How Can Process Engineering Enhance Work
Processes? 453
Current Issues in Operations 454
What Is Supply Chain Management? 455
What Is a Just in Time Inventory Practice? 456
Are Continuous Improvement and Quality Control the
Same Thing? 456
Project Management and Control Tools 457
What Is Project Management? 457
What Is the Role of the Project Manager? 458
What Are Some Popular Scheduling Tools? 458
One Manager s Perspective: Chris Kartchner 459
Chapter Summary 464
Review and Application Questions 465
Reading for Comprehension 465
Linking Concepts to Practice 465
Management Workshop 466
Team Skill Building Exercise: Designing Your
University 466
Developing Your Skill at Using the MIS: Getting the
Most from Your MIS 466
Practicing the Skill: Getting the Most from an MIS 467
A Case Application: Developing Your Diagnostic and
Analytical Skills: Volkswagen Futuristic Factory 467
Developing Your Investigative Skills: Using the
Internet 468
Enhancing Your Writing Skills: Communicating
Effectively 468
Notes N l
Photo Credits PC 1
Name/Organization Index 1 1
Glindex G l
|
| any_adam_object | 1 |
| author | Robbins, Stephen P. 1943- De Cenzo, David A. |
| author_GND | (DE-588)124203973 |
| author_facet | Robbins, Stephen P. 1943- De Cenzo, David A. |
| author_role | aut aut |
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| building | Verbundindex |
| bvnumber | BV015314024 |
| callnumber-first | H - Social Science |
| callnumber-label | HD31 |
| callnumber-raw | HD31 |
| callnumber-search | HD31 |
| callnumber-sort | HD 231 |
| callnumber-subject | HD - Industries, Land Use, Labor |
| classification_rvk | QP 300 |
| ctrlnum | (OCoLC)247084881 (DE-599)BVBBV015314024 |
| dewey-full | 658 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658 |
| dewey-search | 658 |
| dewey-sort | 3658 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| edition | 3. ed., e-business updated ed. |
| format | Book |
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| id | DE-604.BV015314024 |
| illustrated | Illustrated |
| indexdate | 2024-07-09T19:09:11Z |
| institution | BVB |
| isbn | 0130651338 |
| language | English |
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| oclc_num | 247084881 |
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| physical | Getr. Zählung Ill., graph. Darst. |
| publishDate | 2001 |
| publishDateSearch | 2001 |
| publishDateSort | 2001 |
| publisher | Prentice Hall |
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| spelling | Robbins, Stephen P. 1943- Verfasser (DE-588)124203973 aut Fundamentals of management essential concepts and applications Stephen P. Robbins ; David A. DeCenzo 3. ed., e-business updated ed. Upper Saddle River, NJ Prentice Hall 2001 Getr. Zählung Ill., graph. Darst. txt rdacontent n rdamedia nc rdacarrier Management gtt Management Management (DE-588)4037278-9 gnd rswk-swf 1\p (DE-588)4151278-9 Einführung gnd-content Management (DE-588)4037278-9 s DE-604 De Cenzo, David A. Verfasser aut HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=010102060&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis 1\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk |
| spellingShingle | Robbins, Stephen P. 1943- De Cenzo, David A. Fundamentals of management essential concepts and applications Management gtt Management Management (DE-588)4037278-9 gnd |
| subject_GND | (DE-588)4037278-9 (DE-588)4151278-9 |
| title | Fundamentals of management essential concepts and applications |
| title_auth | Fundamentals of management essential concepts and applications |
| title_exact_search | Fundamentals of management essential concepts and applications |
| title_full | Fundamentals of management essential concepts and applications Stephen P. Robbins ; David A. DeCenzo |
| title_fullStr | Fundamentals of management essential concepts and applications Stephen P. Robbins ; David A. DeCenzo |
| title_full_unstemmed | Fundamentals of management essential concepts and applications Stephen P. Robbins ; David A. DeCenzo |
| title_short | Fundamentals of management |
| title_sort | fundamentals of management essential concepts and applications |
| title_sub | essential concepts and applications |
| topic | Management gtt Management Management (DE-588)4037278-9 gnd |
| topic_facet | Management Einführung |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=010102060&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
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