Core concepts of management:
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Hoboken, NJ [u.a.]
Wiley
2004
|
| Schriftenreihe: | Business extra select
|
| Schlagworte: | |
| Online-Zugang: | Publisher description Table of contents Inhaltsverzeichnis |
| Beschreibung: | Companion websites: http://he-cda.wiley.com/WileyCDA/HigherEdMultiTitle.rdr?name=schermerhorn |
| Beschreibung: | XVI, 288 S. graph. Darst. |
| ISBN: | 0471230553 |
Internformat
MARC
| LEADER | 00000nam a2200000zc 4500 | ||
|---|---|---|---|
| 001 | BV023528609 | ||
| 003 | DE-604 | ||
| 005 | 20080812000000.0 | ||
| 007 | t | ||
| 008 | 030611s2004 xxud||| |||| 00||| eng d | ||
| 020 | |a 0471230553 |9 0-471-23055-3 | ||
| 035 | |a (OCoLC)611376922 | ||
| 035 | |a (DE-599)BVBBV023528609 | ||
| 040 | |a DE-604 |b ger | ||
| 041 | 0 | |a eng | |
| 044 | |a xxu |c XD-US | ||
| 049 | |a DE-521 |a DE-188 |a DE-355 | ||
| 050 | 0 | |a HD31.S33247 2004 | |
| 082 | 0 | |a 658 22 | |
| 084 | |a QP 300 |0 (DE-625)141850: |2 rvk | ||
| 100 | 1 | |a Schermerhorn, John R. |e Verfasser |4 aut | |
| 245 | 1 | 0 | |a Core concepts of management |c John R. Schermerhorn |
| 264 | 1 | |a Hoboken, NJ [u.a.] |b Wiley |c 2004 | |
| 300 | |a XVI, 288 S. |b graph. Darst. | ||
| 336 | |b txt |2 rdacontent | ||
| 337 | |b n |2 rdamedia | ||
| 338 | |b nc |2 rdacarrier | ||
| 490 | 0 | |a Business extra select | |
| 500 | |a Companion websites: http://he-cda.wiley.com/WileyCDA/HigherEdMultiTitle.rdr?name=schermerhorn | ||
| 650 | 4 | |a Management | |
| 650 | 4 | |a Organization | |
| 650 | 0 | 7 | |a Management |0 (DE-588)4037278-9 |2 gnd |9 rswk-swf |
| 689 | 0 | 0 | |a Management |0 (DE-588)4037278-9 |D s |
| 689 | 0 | |5 DE-604 | |
| 856 | 4 | |u http://www.loc.gov/catdir/description/wiley037/2003057658.html |3 Publisher description | |
| 856 | 4 | |u http://www.loc.gov/catdir/toc/wiley032/2003057658.html |3 Table of contents | |
| 856 | 4 | 2 | |m HBZ Datenaustausch |q application/pdf |u http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=016848811&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |3 Inhaltsverzeichnis |
| 999 | |a oai:aleph.bib-bvb.de:BVB01-016848811 | ||
Datensatz im Suchindex
| _version_ | 1804138173324853248 |
|---|---|
| adam_text | Table of Contents
PART 1 CONTEXT
1 Management Today i
Planning Ahead 1
THE NEW WORKPLACE 2
WHAT IS AN ORGANIZATION? 3
PRODUCTIVITY AND ORGANIZATIONAL PERFORMANCE 3
CHANGING NATURE OF ORGANIZATIONS 4
MANAGERS AND THE NEW WORKPLACE 5
WHO ARE THE MANAGERS? 6
ACCOUNTABILITY AND MANAGERIAL PERFORMANCE 7
CHANGING NATURE OF MANAGERIAL WORK 8
THE MANAGEMENT PROCESS 9
FUNCTIONS OF MANAGEMENT 10
MANAGERIAL ACTIVITIES AND ROLES u
MANAGERIAL AGENDAS AND NETWORKS 12
MANAGERIAL SKILLS AND COMPETENCIES 13
THE CHALLENGES AHEAD 15
THE TWENTY-FIRST CENTURY WORK ENVIRONMENT 15
CAREER READINESS IMPERATIVES 16
Summary 17
2 Environment, Diversity, and Competitive Advantage 19
Planning Ahead 19
EXTERNAL ENVIRONMENTS OF ORGANIZATIONS 20
WHAT IS COMPETITIVE ADVANTAGE? 20
THE GENERAL ENVIRONMENT 20
THE SPECIFIC ENVIRONMENT 21
INTERNAL ENVIRONMENTS AND DIVERSITY 22
vii
y|JJ TABLE OF CONTORTS
INCLUSMTY AND MULTICULTURALISM 23
DIVERSITY CHALLENGES FOR MINORITIES AND WOMEN 23
MANAGING DIVERSITY 24
CUSTOMER-DRIVEN ORGANIZATIONS 25
WHAT DO CUSTOMERS WANT? 26
CUSTOMERS AND QUALITY OPERATIONS 26
QUALITY AND CONTINUOUS IMPROVEMENT 27
INFORMATION TECHNOLOGY 28
INFORMATION NEEDS OF MANAGERS 28
THE BENEFITS OF IT UTILIZATION 29
HOW IT IS CHANGING ORGANIZATIONS 30
KNOWLEDGE MANAGEMENT AND ORGANIZATIONAL LEARNING 30
WHAT IS KNOWLEDGE MANAGEMENT? 30
WHAT IS A LEARNING ORGANIZATION? 31
Summary 32
3 Globalization and International Management 34
Planning Ahead 34
PROCESS OF GLOBALIZATION 35
THE NEW EUROPE 35
THE AMERICAS 36
ASIA AND THE PACIFIC RIM 36
AFRICA 37
ENVIRONMENT OF INTERNATIONAL BUSINESS 38
FORMS OF INTERNATIONAL BUSINESS 38
MULTINATIONAL CORPORATIONS 39
COMPLICATIONS OF GLOBAL OPERATIONS 39
ETHICAL ISSUES IN INTERNATIONAL BUSINESS 40
CULTURE AND GLOBAL DIVERSITY 41
SILENT LANGUAGES OF CULTURE 42
VALUES AND NATIONAL CULTURES 44
ESSENTIALS OF CROSS-CULTURAL UNDERSTANDING 45
MANAGEMENT ACROSS CULTURES 46
ARE MANAGEMENT THEORIES UNIVERSAL? 46
GLOBAL ORGANIZATIONAL LEARNING 48
Summary 48
TABLE OF CONTE
4 Ethical Behavior and Social Responsibility 50
Planning Ahead 50
WHAT IS ETHICAL BEHAVIOR? 51
ALTERNATIVE VIEWS OF ETHICAL BEHAVIOR 51
CULTURAL ISS UES IN ETHICAL BEHAVIOR 52
ETHICS IN THE WORKPLACE 53
WHAT IS AN ETHICAL DILEMMA? 53
ETHICAL PROBLEMS FACED BY MANAGERS 54
RATIONALIZATIONS FOR UNETHICAL BEHAVIOR 55
FACTORS INFLUENCING ETHICAL BEHAVIOR 56
MAINTAINING HIGH ETHICAL STANDARDS 58
ETHICS TRAINING 58
WHISTLEBLOWING 59
ETHICAL LEADERSHIP 59
FORMAL CODES OF ETHICS 60
CORPORATE SOCIAL RESPONSIBILITY 60
SOCIAL RESPONSIBILITY AND PERFORMANCE 61
SOCIAL RESPONSIBILITY IN ACTION 61
SOCIAL RESPONSIBILITY AND THE LEGAL ENVIRONMENT 62
WHY MANAGERS MAKE THE DIFFERENCE 63
Summary 64
PART 2 PLANNING AND CONTROLLING
5 Planning—To Set Direction 66
Planning Ahead 66
HOW PLANNING WORKS 67
THE PLANNING PROCESS 67
BENEFITS OF PLANNING 68
TYPES OF PLANS 70
SHORT-RANGE AND LONG-RANGE PLANS 70
STRATEGIC AND OPERATIONAL PLANS 71
POLICIES AND PROCEDURES 71
PROJECT SCHED ULES AND B UDGETS 72
PLANNING AND DECISION MAKING 73
THE DECISION-MAKING PROCESS 73
X TABU OF CONTENTS
PLANNING AS PROBLEM SOLVING 76
PLANNING ENVIRONMENTS 78
PLANNING TOOLS AND TECHNIQUES 78
FORECASTING 79
CONTINGENCY PLANNING 79
SCENARIO PLANNING 79
BENCHMARKING 80
PARTICIPATION AND INVOLVEMENT 80
ROLE OP STAFF PLANNERS 80
Summary 81
6 Strategic Management and Entrepreneurship 83
Planning Ahead 83
STRATEGY AND COMPETITIVE ADVANTAGE 84
THE STRATEGIC MANAGEMENT PROCESS 84
MISSION, VALUES, AND OBJECTIVES 85
ANALYSIS OF ORGANIZATIONAL RESOURCES AND CAPABILITIES 87
ANALYSIS OF INDUSTRY AND ENVIRONMENT 87
STRATEGIES USED BY ORGANIZATIONS 89
LEVELS AND TYPES OF STRATEGY 89
STRATEGY FORMULATION 92
PORTFOLIO PLANNING 92
PORTER S GENERIC STRATEGIES 93
EMERGENT STRATEGIES 95
STRATEGY IMPLEMENTATION 95
MANAGEMENT PRACTICES AND SYSTEMS 96
CORPORATE GOVERNANCE 96
STRATEGIC LEADERSHIP 97
STRATEGY AND ENTREPRENEURSHIP 98
WHO ARE THE ENTREPRENEURS? 98
ENTREPRENEURSHIP AND SMALL B USINESS DEVELOPMENT 99
ENTREPRENEURSHIP AND LARGE ENTERPRISES 100
Summary 100
J Controlling—To Ensure Results 102
Planning Ahead 102
HOW CONTROLS WORK 103
TABU OF CONTENTS xl
STEPS IN THE CONTROL PROCESS 103
EFFECTIVE CONTROLS 105
TYPES OF CONTROLS 106
CONTROL STRATEGIES 107
ORGANIZATIONAL CONTROL SYSTEMS 108
MANAGEMENT PROCESS CONTROLS 108
EMPLOYEE DISCIPLINE SYSTEMS 108
INFORMATION AND FINANCIAL CONTROLS 109
OPERATIONS MANAGEMENT AND CONTROL 110
PURCHASING CONTROL 110
INVENTORY CONTROL 111
QUALITY CONTROL ill
INTEGRATED PLANNING AND CONTROLLING 112
WHAT IS MANAGEMENT BY OBJECTIVES? 112
PERFORMANCE OBJECTIVES 113
INTERNAL CONTROL AND SELF MANAGEMENT 114
Summary 114
PART 3 ORGANIZING
8 Organizing—To Create Structures 116
Planning Ahead 116
ORGANIZING AS A MANAGEMENT FUNCTION 117
WHAT IS ORGANIZATION STRUCTURE? 117
FORMAL AND INFORMAL STRUCTURES 117
HOW STRUCTURES WORK 118
TRADITIONAL ORGANIZATION STRUCTURES 119
FUNCTIONAL STRUCTURES 119
DIVISIONAL STRUCTURES 120
MATRIX STRUCTURES 121
DEVELOPMENTS IN ORGANIZATION STRUCTURES 121
TEAM STRUCTURES 122
NETWORK STRUCTURES 123
BOUNDARYLESS ORGANIZATIONS 104
ORGANIZING TRENDS IN THE MODERN WORKPLACE 126
SHORTER CHAINS OF COMMAND 126
WIDER SPANS OF CONTROL 127
Xii TABLE OF CONTENTS
LESS UNITY OF COMMAND 127
MORE DELEGATION AND EMPOWERMENT 127
DECENTRALIZATION WITH CENTRALIZATION 128
REDUCED USE OF STAFF 129
Summary 129
q Organizational Culture and Design 131
Planning Ahead 131
ORGANIZATIONAL CULTURE 131
WHAT STRONG CULTURES DO 132
ELEMENTS OF ORGANIZATIONAL CULTURE 132
DIRECTIONS IN ORGANIZATIONAL CULTURES 133
LEADERSHIP AND ORGANIZATIONAL CULTURE 133
MULTICULTURAL ORGANIZATIONS 135
ETHICAL ORGANIZATIONAL CULTURES 135
ORGANIZATIONAL DESIGN 136
BUREAUCRATIC DESIGNS 136
ADAPTIVE DESIGNS 137
CONTINGENCIES IN ORGANIZATIONAL DESIGN 138
SUBSYSTEMS AND WORK PROCESS DESIGN 139
SUBSYSTEMS DESIGN 139
WORK PROCESSES 140
HOW TO REENGINEER CORE PROCESSES 141
Summary 142
10 Human Resource Systems 144
Planning Ahead 144
HUMAN RESOURCE MANAGEMENT 145
LAWS AGAINST EMPLOYMENT DISCRIMINATION 146
CURRENT LEGAL ISSUES IN HRM 147
HUMAN RESOURCE PLANNING 148
ATTRACTING A QUALITY WORKFORCE 149
THE RECRUITING PROCESS 149
THE SELECTION PROCESS 151
DEVELOPING A QUALITY WORKFORCE 153
EMPLOYEE ORIENTATION 153
TRAINING AND DEVELOPMENT 154
TABLE OF CONTENTS xiii
PERFORMANCE APPRAISAL 155
MAINTAINING A QUALITY WORKFORCE 157
CAREER PLANNING AND DEVELOPMENT 157
WORK-LIFE BALANCE 158
RETENTION AND TURNOVER 158
COMPENSATION AND BENEFITS 158
LABOR-MANAGEMENT RELATIONS 159
Summary 160
PART 4 LEADING
11 Leading—To Inspire Effort 162
Planning Ahead 162
WHAT IS LEADERSHIP? 163
LEADERSHIP AND VISION 163
LEADERSHIP AND POWER 164
LEADERSHIP AND EMPOWERMENT 165
LEADERSHIP MODELS AND THEORIES 166
LEADERSHIP TRAITS 166
LEADERSHIP BEHAVIORS 167
FIEDLER S CONTINGENCY THEORY 168
HERSEY-BLANCHARD SITUATIONAL MODEL 169
HOUSE S PATH-GOAL THEORY 170
VROOM-JAGO LEADER-PARTICIPATION MODEL 170
DIRECTIONS IN LEADERSHIP DEVELOPMENT 172
TRANSFORMATIONAL LEADERSHIP 172
EMOTIONAL INTELLIGENCE AND LEADERSHIP 173
GENDER AND LEADERSHIP 174
LEADERSHIP ANCHORS IN DYNAMIC TIMES 175
GOOD OLD-FASHIONED LEADERSHIP 176
MORAL LEADERSHIP 176
Summary 177
12 Motivation and Job Design 179
Planning Ahead 179
MOTIVATION AND HUMAN NEEDS 180
HIERARCHY OF NEEDS THEORY 180
Xiv TABLE OF CONTENTS
TWO-FACTOR THEORY 180
ACQUIRED NEEDS THEORY 182
PROCESS THEORIES OF MOTIVATION 182
EQUITY THEORY 183
EXPECTANCY THEORY 184
GOAL-SETTING THEORY 185
REINFORCEMENT THEORY OF MOTIVATION 186
REINFORCEMENT STRATEGIES 186
POSITIVE REINFORCEMENT 187
PUNISHMENT 188
MOTIVATION AND JOB DESIGN 189
WHAT IS A GOOD JOB? 189
JOB DESIGN ALTERNATIVES 189
CORE CHARACTERISTICS MODEL 190
ALTERNATIVE WORK ARRANGEMENTS 192
Summary 195
13 Teams and Teamwork 197
Planning Ahead 197
TEAMS IN ORGANIZATIONS 198
COMMITTEES AND TASK FORCES 198
CROSS-FUNCTIONAL TEAMS 199
EMPLOYEE INVOLVEMENT TEAMS 199
VIRTUAL TEAMS 200
SELF-MANAGING WORK TEAMS 200
HOW TEAMS WORK 202
TEAM EFFECTIVENESS 202
TEAM DIVERSITY 203
STAGES OF TEAM DEVELOPMENT 204
NORMS AND COHESIVENESS 205
TASK AND MAINTENANCE NEEDS 207
COMMUNICATION NETWORKS 208
DECISION MAKING IN TEAMS 209
HOW TEAMS MAKE DECISIONS 209
ASSETS AND LIABILITIES OF TEAM DECISIONS 210
GROUPTHINK 210
LEADERSHIP AND HIGH-PERFORMANCE TEAMS 211
TABLE OF CONTENTS XV
THE TEAM-BUILDING PROCESS 212
CHALLENGES OF TEAM LEADERSHIP 212
Summary 213
14 Communication and Interpersonal Skills 215
Planning Ahead 215
THE COMMUNICATION PROCESS 216
WHAT IS EFFECTIVE COMMUNICATION? 216
COMMUNICATION BARRIERS 216
PERCEPTION AND COMMUNICATION 219
IMPROVING COMMUNICATION 221
ACTIVE LISTENING 221
CONSTRUCTIVE FEEDBACK 222
OPEN CHANNELS 223
USE OF SPACE 223
USE OF TECHNOLOGY 223
VALUING CULTURE AND DIVERSITY 224
COMMUNICATION AND CONFLICT MANAGEMENT 225
FUNCTIONAL AND DYSFUNCTIONAL CONFLICT 225
CONFLICT RESOLUTION 225
CONFLICT MANAGEMENT STYLES 226
COMMUNICATION AND NEGOTIATION 227
NEGOTIATION APPROACHES 228
RULES FOR PRINCIPLED NEGOTIATION 228
NEGOTIATION PITFALLS 229
Summary 229
15 Change Leadership and Stress 231
Planning Ahead 231
LEARNING ORGANIZATIONS AND INNOVATION 231
THE NATURE OF INNOVATION 232
CHARACTERISTICS OF INNOVATIVE ORGANIZATIONS 232
CHANGE LEADERSHIP 234
FORCES AND TARGETS FOR CHANGE 235
PHASES OF PLANNED CHANGE 236
CHANGE STRATEGIES 237
RESISTANCE TO CHANGE 239
XVI TABLE OF CONTENTS
TECHNOLOGICAL CHANGE 240
ORGANIZATION DEVELOPMENT 241
GOALS AND PROCESSES OF ORGANIZATION DEVELOPMENT 241
ORGANIZATION DEVELOPMENT INTERVENTIONS 242
STRESS 244
SOURCES OF STRESS 244
CONSEQUENCES OF STRESS 245
STRESS MANAGEMENT STRATEGIES 246
FINAL ADVICE: CHANGE AND CAREER READINESS 247
Summary 247
MODULE
Historical Foundations of Management 249
CLASSICAL APPROACHES 249
SCIENTIFIC MANAGEMENT 249
ADMINISTRATIVE PRINCIPLES 251
BUREAUCRATIC ORGANIZATION 252
HUMAN RESOURCE APPROACHES 253
HAWTHORNE STUDIES 253
HUMAN RELATIONS MOVEMENT 254
MCGREGOR S THEORY X AND THEORY Y 255
MODERN MANAGEMENT APPROACHES 255
SYSTEMS THINKING 256
CONTINGENCY THINKING 256
GLOSSARY 257
NOTES 268
INDEX 282
|
| adam_txt |
Table of Contents
PART 1 CONTEXT
1 Management Today i
Planning Ahead 1
THE NEW WORKPLACE 2
WHAT IS AN ORGANIZATION? 3
PRODUCTIVITY AND ORGANIZATIONAL PERFORMANCE 3
CHANGING NATURE OF ORGANIZATIONS 4
MANAGERS AND THE NEW WORKPLACE 5
WHO ARE THE MANAGERS? 6
ACCOUNTABILITY AND MANAGERIAL PERFORMANCE 7
CHANGING NATURE OF MANAGERIAL WORK 8
THE MANAGEMENT PROCESS 9
FUNCTIONS OF MANAGEMENT 10
MANAGERIAL ACTIVITIES AND ROLES u
MANAGERIAL AGENDAS AND NETWORKS 12
MANAGERIAL SKILLS AND COMPETENCIES 13
THE CHALLENGES AHEAD 15
THE TWENTY-FIRST CENTURY WORK ENVIRONMENT 15
CAREER READINESS IMPERATIVES 16
Summary 17
2 Environment, Diversity, and Competitive Advantage 19
Planning Ahead 19
EXTERNAL ENVIRONMENTS OF ORGANIZATIONS 20
WHAT IS COMPETITIVE ADVANTAGE? 20
THE GENERAL ENVIRONMENT 20
THE SPECIFIC ENVIRONMENT 21
INTERNAL ENVIRONMENTS AND DIVERSITY 22
vii
y|JJ TABLE OF CONTORTS
INCLUSMTY AND MULTICULTURALISM 23
DIVERSITY CHALLENGES FOR MINORITIES AND WOMEN 23
MANAGING DIVERSITY 24
CUSTOMER-DRIVEN ORGANIZATIONS 25
WHAT DO CUSTOMERS WANT? 26
CUSTOMERS AND QUALITY OPERATIONS 26
QUALITY AND CONTINUOUS IMPROVEMENT 27
INFORMATION TECHNOLOGY 28
INFORMATION NEEDS OF MANAGERS 28
THE BENEFITS OF IT UTILIZATION 29
HOW "IT" IS CHANGING ORGANIZATIONS 30
KNOWLEDGE MANAGEMENT AND ORGANIZATIONAL LEARNING 30
WHAT IS KNOWLEDGE MANAGEMENT? 30
WHAT IS A LEARNING ORGANIZATION? 31
Summary 32
3 Globalization and International Management 34
Planning Ahead 34
PROCESS OF GLOBALIZATION 35
THE NEW EUROPE 35
THE AMERICAS 36
ASIA AND THE PACIFIC RIM 36
AFRICA 37
ENVIRONMENT OF INTERNATIONAL BUSINESS 38
FORMS OF INTERNATIONAL BUSINESS 38
MULTINATIONAL CORPORATIONS 39
COMPLICATIONS OF GLOBAL OPERATIONS 39
ETHICAL ISSUES IN INTERNATIONAL BUSINESS 40
CULTURE AND GLOBAL DIVERSITY 41
SILENT LANGUAGES OF CULTURE 42
VALUES AND NATIONAL CULTURES 44
ESSENTIALS OF CROSS-CULTURAL UNDERSTANDING 45
MANAGEMENT ACROSS CULTURES 46
ARE MANAGEMENT THEORIES UNIVERSAL? 46
GLOBAL ORGANIZATIONAL LEARNING 48
Summary 48
TABLE OF CONTE
4 Ethical Behavior and Social Responsibility 50
Planning Ahead 50
WHAT IS ETHICAL BEHAVIOR? 51
ALTERNATIVE VIEWS OF ETHICAL BEHAVIOR 51
CULTURAL ISS UES IN ETHICAL BEHAVIOR 52
ETHICS IN THE WORKPLACE 53
WHAT IS AN ETHICAL DILEMMA? 53
ETHICAL PROBLEMS FACED BY MANAGERS 54
RATIONALIZATIONS FOR UNETHICAL BEHAVIOR 55
FACTORS INFLUENCING ETHICAL BEHAVIOR 56
MAINTAINING HIGH ETHICAL STANDARDS 58
ETHICS TRAINING 58
WHISTLEBLOWING 59
ETHICAL LEADERSHIP 59
FORMAL CODES OF ETHICS 60
CORPORATE SOCIAL RESPONSIBILITY 60
SOCIAL RESPONSIBILITY AND PERFORMANCE 61
SOCIAL RESPONSIBILITY IN ACTION 61
SOCIAL RESPONSIBILITY AND THE LEGAL ENVIRONMENT 62
WHY MANAGERS MAKE THE DIFFERENCE 63
Summary 64
PART 2 PLANNING AND CONTROLLING
5 Planning—To Set Direction 66
Planning Ahead 66
HOW PLANNING WORKS 67
THE PLANNING PROCESS 67
BENEFITS OF PLANNING 68
TYPES OF PLANS 70
SHORT-RANGE AND LONG-RANGE PLANS 70
STRATEGIC AND OPERATIONAL PLANS 71
POLICIES AND PROCEDURES 71
PROJECT SCHED ULES AND B UDGETS 72
PLANNING AND DECISION MAKING 73
THE DECISION-MAKING PROCESS 73
X TABU OF CONTENTS
PLANNING AS PROBLEM SOLVING 76
PLANNING ENVIRONMENTS 78
PLANNING TOOLS AND TECHNIQUES 78
FORECASTING 79
CONTINGENCY PLANNING 79
SCENARIO PLANNING 79
BENCHMARKING 80
PARTICIPATION AND INVOLVEMENT 80
ROLE OP STAFF PLANNERS 80
Summary 81
6 Strategic Management and Entrepreneurship 83
Planning Ahead 83
STRATEGY AND COMPETITIVE ADVANTAGE 84
THE STRATEGIC MANAGEMENT PROCESS 84
MISSION, VALUES, AND OBJECTIVES 85
ANALYSIS OF ORGANIZATIONAL RESOURCES AND CAPABILITIES 87
ANALYSIS OF INDUSTRY AND ENVIRONMENT 87
STRATEGIES USED BY ORGANIZATIONS 89
LEVELS AND TYPES OF STRATEGY 89
STRATEGY FORMULATION 92
PORTFOLIO PLANNING 92
PORTER'S GENERIC STRATEGIES 93
EMERGENT STRATEGIES 95
STRATEGY IMPLEMENTATION 95
MANAGEMENT PRACTICES AND SYSTEMS 96
CORPORATE GOVERNANCE 96
STRATEGIC LEADERSHIP 97
STRATEGY AND ENTREPRENEURSHIP 98
WHO ARE THE ENTREPRENEURS? 98
ENTREPRENEURSHIP AND SMALL B USINESS DEVELOPMENT 99
ENTREPRENEURSHIP AND LARGE ENTERPRISES 100
Summary 100
"J Controlling—To Ensure Results 102
Planning Ahead 102
HOW CONTROLS WORK 103
TABU OF CONTENTS xl
STEPS IN THE CONTROL PROCESS 103
EFFECTIVE CONTROLS 105
TYPES OF CONTROLS 106
CONTROL STRATEGIES 107
ORGANIZATIONAL CONTROL SYSTEMS 108
MANAGEMENT PROCESS CONTROLS 108
EMPLOYEE DISCIPLINE SYSTEMS 108
INFORMATION AND FINANCIAL CONTROLS 109
OPERATIONS MANAGEMENT AND CONTROL 110
PURCHASING CONTROL 110
INVENTORY CONTROL 111
QUALITY CONTROL ill
INTEGRATED PLANNING AND CONTROLLING 112
WHAT IS MANAGEMENT BY OBJECTIVES? 112
PERFORMANCE OBJECTIVES 113
INTERNAL CONTROL AND SELF MANAGEMENT 114
Summary 114
PART 3 ORGANIZING
8 Organizing—To Create Structures 116
Planning Ahead 116
ORGANIZING AS A MANAGEMENT FUNCTION 117
WHAT IS ORGANIZATION STRUCTURE? 117
FORMAL AND INFORMAL STRUCTURES 117
HOW STRUCTURES WORK 118
TRADITIONAL ORGANIZATION STRUCTURES 119
FUNCTIONAL STRUCTURES 119
DIVISIONAL STRUCTURES 120
MATRIX STRUCTURES 121
DEVELOPMENTS IN ORGANIZATION STRUCTURES 121
TEAM STRUCTURES 122
NETWORK STRUCTURES 123
BOUNDARYLESS ORGANIZATIONS 104
ORGANIZING TRENDS IN THE MODERN WORKPLACE 126
SHORTER CHAINS OF COMMAND 126
WIDER SPANS OF CONTROL 127
Xii TABLE OF CONTENTS
LESS UNITY OF COMMAND 127
MORE DELEGATION AND EMPOWERMENT 127
DECENTRALIZATION WITH CENTRALIZATION 128
REDUCED USE OF STAFF 129
Summary 129
q Organizational Culture and Design 131
Planning Ahead 131
ORGANIZATIONAL CULTURE 131
WHAT STRONG CULTURES DO 132
ELEMENTS OF ORGANIZATIONAL CULTURE 132
DIRECTIONS IN ORGANIZATIONAL CULTURES 133
LEADERSHIP AND ORGANIZATIONAL CULTURE 133
MULTICULTURAL ORGANIZATIONS 135
ETHICAL ORGANIZATIONAL CULTURES 135
ORGANIZATIONAL DESIGN 136
BUREAUCRATIC DESIGNS 136
ADAPTIVE DESIGNS 137
CONTINGENCIES IN ORGANIZATIONAL DESIGN 138
SUBSYSTEMS AND WORK PROCESS DESIGN 139
SUBSYSTEMS DESIGN 139
WORK PROCESSES 140
HOW TO REENGINEER CORE PROCESSES 141
Summary 142
10 Human Resource Systems 144
Planning Ahead 144
HUMAN RESOURCE MANAGEMENT 145
LAWS AGAINST EMPLOYMENT DISCRIMINATION 146
CURRENT LEGAL ISSUES IN HRM 147
HUMAN RESOURCE PLANNING 148
ATTRACTING A QUALITY WORKFORCE 149
THE RECRUITING PROCESS 149
THE SELECTION PROCESS 151
DEVELOPING A QUALITY WORKFORCE 153
EMPLOYEE ORIENTATION 153
TRAINING AND DEVELOPMENT 154
TABLE OF CONTENTS xiii
PERFORMANCE APPRAISAL 155
MAINTAINING A QUALITY WORKFORCE 157
CAREER PLANNING AND DEVELOPMENT 157
WORK-LIFE BALANCE 158
RETENTION AND TURNOVER 158
COMPENSATION AND BENEFITS 158
LABOR-MANAGEMENT RELATIONS 159
Summary 160
PART 4 LEADING
11 Leading—To Inspire Effort 162
Planning Ahead 162
WHAT IS LEADERSHIP? 163
LEADERSHIP AND VISION 163
LEADERSHIP AND POWER 164
LEADERSHIP AND EMPOWERMENT 165
LEADERSHIP MODELS AND THEORIES 166
LEADERSHIP TRAITS 166
LEADERSHIP BEHAVIORS 167
FIEDLER'S CONTINGENCY THEORY 168
HERSEY-BLANCHARD SITUATIONAL MODEL 169
HOUSE'S PATH-GOAL THEORY 170
VROOM-JAGO LEADER-PARTICIPATION MODEL 170
DIRECTIONS IN LEADERSHIP DEVELOPMENT 172
TRANSFORMATIONAL LEADERSHIP 172
EMOTIONAL INTELLIGENCE AND LEADERSHIP 173
GENDER AND LEADERSHIP 174
LEADERSHIP ANCHORS IN DYNAMIC TIMES 175
"GOOD OLD-FASHIONED" LEADERSHIP 176
MORAL LEADERSHIP 176
Summary 177
12 Motivation and Job Design 179
Planning Ahead 179
MOTIVATION AND HUMAN NEEDS 180
HIERARCHY OF NEEDS THEORY 180
Xiv TABLE OF CONTENTS
TWO-FACTOR THEORY 180
ACQUIRED NEEDS THEORY 182
PROCESS THEORIES OF MOTIVATION 182
EQUITY THEORY 183
EXPECTANCY THEORY 184
GOAL-SETTING THEORY 185
REINFORCEMENT THEORY OF MOTIVATION 186
REINFORCEMENT STRATEGIES 186
POSITIVE REINFORCEMENT 187
PUNISHMENT 188
MOTIVATION AND JOB DESIGN 189
WHAT IS A GOOD JOB? 189
JOB DESIGN ALTERNATIVES 189
CORE CHARACTERISTICS MODEL 190
ALTERNATIVE WORK ARRANGEMENTS 192
Summary 195
13 Teams and Teamwork 197
Planning Ahead 197
TEAMS IN ORGANIZATIONS 198
COMMITTEES AND TASK FORCES 198
CROSS-FUNCTIONAL TEAMS 199
EMPLOYEE INVOLVEMENT TEAMS 199
VIRTUAL TEAMS 200
SELF-MANAGING WORK TEAMS 200
HOW TEAMS WORK 202
TEAM EFFECTIVENESS 202
TEAM DIVERSITY 203
STAGES OF TEAM DEVELOPMENT 204
NORMS AND COHESIVENESS 205
TASK AND MAINTENANCE NEEDS 207
COMMUNICATION NETWORKS 208
DECISION MAKING IN TEAMS 209
HOW TEAMS MAKE DECISIONS 209
ASSETS AND LIABILITIES OF TEAM DECISIONS 210
GROUPTHINK 210
LEADERSHIP AND HIGH-PERFORMANCE TEAMS 211
TABLE OF CONTENTS XV
THE TEAM-BUILDING PROCESS 212
CHALLENGES OF TEAM LEADERSHIP 212
Summary 213
14 Communication and Interpersonal Skills 215
Planning Ahead 215
THE COMMUNICATION PROCESS 216
WHAT IS EFFECTIVE COMMUNICATION? 216
COMMUNICATION BARRIERS 216
PERCEPTION AND COMMUNICATION 219
IMPROVING COMMUNICATION 221
ACTIVE LISTENING 221
CONSTRUCTIVE FEEDBACK 222
OPEN CHANNELS 223
USE OF SPACE 223
USE OF TECHNOLOGY 223
VALUING CULTURE AND DIVERSITY 224
COMMUNICATION AND CONFLICT MANAGEMENT 225
FUNCTIONAL AND DYSFUNCTIONAL CONFLICT 225
CONFLICT RESOLUTION 225
CONFLICT MANAGEMENT STYLES 226
COMMUNICATION AND NEGOTIATION 227
NEGOTIATION APPROACHES 228
RULES FOR PRINCIPLED NEGOTIATION 228
NEGOTIATION PITFALLS 229
Summary 229
15 Change Leadership and Stress 231
Planning Ahead 231
LEARNING ORGANIZATIONS AND INNOVATION 231
THE NATURE OF INNOVATION 232
CHARACTERISTICS OF INNOVATIVE ORGANIZATIONS 232
CHANGE LEADERSHIP 234
FORCES AND TARGETS FOR CHANGE 235
PHASES OF PLANNED CHANGE 236
CHANGE STRATEGIES 237
RESISTANCE TO CHANGE 239
XVI TABLE OF CONTENTS
TECHNOLOGICAL CHANGE 240
ORGANIZATION DEVELOPMENT 241
GOALS AND PROCESSES OF ORGANIZATION DEVELOPMENT 241
ORGANIZATION DEVELOPMENT INTERVENTIONS 242
STRESS 244
SOURCES OF STRESS 244
CONSEQUENCES OF STRESS 245
STRESS MANAGEMENT STRATEGIES 246
FINAL ADVICE: CHANGE AND CAREER READINESS 247
Summary 247
MODULE
Historical Foundations of Management 249
CLASSICAL APPROACHES 249
SCIENTIFIC MANAGEMENT 249
ADMINISTRATIVE PRINCIPLES 251
BUREAUCRATIC ORGANIZATION 252
HUMAN RESOURCE APPROACHES 253
HAWTHORNE STUDIES 253
HUMAN RELATIONS MOVEMENT 254
MCGREGOR'S THEORY X AND THEORY Y 255
MODERN MANAGEMENT APPROACHES 255
SYSTEMS THINKING 256
CONTINGENCY THINKING 256
GLOSSARY 257
NOTES 268
INDEX 282 |
| any_adam_object | 1 |
| any_adam_object_boolean | 1 |
| author | Schermerhorn, John R. |
| author_facet | Schermerhorn, John R. |
| author_role | aut |
| author_sort | Schermerhorn, John R. |
| author_variant | j r s jr jrs |
| building | Verbundindex |
| bvnumber | BV023528609 |
| callnumber-first | H - Social Science |
| callnumber-label | HD31 |
| callnumber-raw | HD31.S33247 2004 |
| callnumber-search | HD31.S33247 2004 |
| callnumber-sort | HD 231 S33247 42004 |
| callnumber-subject | HD - Industries, Land Use, Labor |
| classification_rvk | QP 300 |
| ctrlnum | (OCoLC)611376922 (DE-599)BVBBV023528609 |
| dewey-full | 65822 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658 22 |
| dewey-search | 658 22 |
| dewey-sort | 3658 222 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| discipline_str_mv | Wirtschaftswissenschaften |
| format | Book |
| fullrecord | <?xml version="1.0" encoding="UTF-8"?><collection xmlns="http://www.loc.gov/MARC21/slim"><record><leader>01623nam a2200421zc 4500</leader><controlfield tag="001">BV023528609</controlfield><controlfield tag="003">DE-604</controlfield><controlfield tag="005">20080812000000.0</controlfield><controlfield tag="007">t</controlfield><controlfield tag="008">030611s2004 xxud||| |||| 00||| eng d</controlfield><datafield tag="020" ind1=" " ind2=" "><subfield code="a">0471230553</subfield><subfield code="9">0-471-23055-3</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(OCoLC)611376922</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(DE-599)BVBBV023528609</subfield></datafield><datafield tag="040" ind1=" " ind2=" "><subfield code="a">DE-604</subfield><subfield code="b">ger</subfield></datafield><datafield tag="041" ind1="0" ind2=" "><subfield code="a">eng</subfield></datafield><datafield tag="044" ind1=" " ind2=" "><subfield code="a">xxu</subfield><subfield code="c">XD-US</subfield></datafield><datafield tag="049" ind1=" " ind2=" "><subfield code="a">DE-521</subfield><subfield code="a">DE-188</subfield><subfield code="a">DE-355</subfield></datafield><datafield tag="050" ind1=" " ind2="0"><subfield code="a">HD31.S33247 2004</subfield></datafield><datafield tag="082" ind1="0" ind2=" "><subfield code="a">658 22</subfield></datafield><datafield tag="084" ind1=" " ind2=" "><subfield code="a">QP 300</subfield><subfield code="0">(DE-625)141850:</subfield><subfield code="2">rvk</subfield></datafield><datafield tag="100" ind1="1" ind2=" "><subfield code="a">Schermerhorn, John R.</subfield><subfield code="e">Verfasser</subfield><subfield code="4">aut</subfield></datafield><datafield tag="245" ind1="1" ind2="0"><subfield code="a">Core concepts of management</subfield><subfield code="c">John R. Schermerhorn</subfield></datafield><datafield tag="264" ind1=" " ind2="1"><subfield code="a">Hoboken, NJ [u.a.]</subfield><subfield code="b">Wiley</subfield><subfield code="c">2004</subfield></datafield><datafield tag="300" ind1=" " ind2=" "><subfield code="a">XVI, 288 S.</subfield><subfield code="b">graph. Darst.</subfield></datafield><datafield tag="336" ind1=" " ind2=" "><subfield code="b">txt</subfield><subfield code="2">rdacontent</subfield></datafield><datafield tag="337" ind1=" " ind2=" "><subfield code="b">n</subfield><subfield code="2">rdamedia</subfield></datafield><datafield tag="338" ind1=" " ind2=" "><subfield code="b">nc</subfield><subfield code="2">rdacarrier</subfield></datafield><datafield tag="490" ind1="0" ind2=" "><subfield code="a">Business extra select</subfield></datafield><datafield tag="500" ind1=" " ind2=" "><subfield code="a">Companion websites: http://he-cda.wiley.com/WileyCDA/HigherEdMultiTitle.rdr?name=schermerhorn</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Management</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Organization</subfield></datafield><datafield tag="650" ind1="0" ind2="7"><subfield code="a">Management</subfield><subfield code="0">(DE-588)4037278-9</subfield><subfield code="2">gnd</subfield><subfield code="9">rswk-swf</subfield></datafield><datafield tag="689" ind1="0" ind2="0"><subfield code="a">Management</subfield><subfield code="0">(DE-588)4037278-9</subfield><subfield code="D">s</subfield></datafield><datafield tag="689" ind1="0" ind2=" "><subfield code="5">DE-604</subfield></datafield><datafield tag="856" ind1="4" ind2=" "><subfield code="u">http://www.loc.gov/catdir/description/wiley037/2003057658.html</subfield><subfield code="3">Publisher description</subfield></datafield><datafield tag="856" ind1="4" ind2=" "><subfield code="u">http://www.loc.gov/catdir/toc/wiley032/2003057658.html</subfield><subfield code="3">Table of contents</subfield></datafield><datafield tag="856" ind1="4" ind2="2"><subfield code="m">HBZ Datenaustausch</subfield><subfield code="q">application/pdf</subfield><subfield code="u">http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=016848811&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA</subfield><subfield code="3">Inhaltsverzeichnis</subfield></datafield><datafield tag="999" ind1=" " ind2=" "><subfield code="a">oai:aleph.bib-bvb.de:BVB01-016848811</subfield></datafield></record></collection> |
| id | DE-604.BV023528609 |
| illustrated | Illustrated |
| index_date | 2024-07-02T22:34:33Z |
| indexdate | 2024-07-09T21:23:59Z |
| institution | BVB |
| isbn | 0471230553 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-016848811 |
| oclc_num | 611376922 |
| open_access_boolean | |
| owner | DE-521 DE-188 DE-355 DE-BY-UBR |
| owner_facet | DE-521 DE-188 DE-355 DE-BY-UBR |
| physical | XVI, 288 S. graph. Darst. |
| publishDate | 2004 |
| publishDateSearch | 2004 |
| publishDateSort | 2004 |
| publisher | Wiley |
| record_format | marc |
| series2 | Business extra select |
| spelling | Schermerhorn, John R. Verfasser aut Core concepts of management John R. Schermerhorn Hoboken, NJ [u.a.] Wiley 2004 XVI, 288 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier Business extra select Companion websites: http://he-cda.wiley.com/WileyCDA/HigherEdMultiTitle.rdr?name=schermerhorn Management Organization Management (DE-588)4037278-9 gnd rswk-swf Management (DE-588)4037278-9 s DE-604 http://www.loc.gov/catdir/description/wiley037/2003057658.html Publisher description http://www.loc.gov/catdir/toc/wiley032/2003057658.html Table of contents HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=016848811&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Schermerhorn, John R. Core concepts of management Management Organization Management (DE-588)4037278-9 gnd |
| subject_GND | (DE-588)4037278-9 |
| title | Core concepts of management |
| title_auth | Core concepts of management |
| title_exact_search | Core concepts of management |
| title_exact_search_txtP | Core concepts of management |
| title_full | Core concepts of management John R. Schermerhorn |
| title_fullStr | Core concepts of management John R. Schermerhorn |
| title_full_unstemmed | Core concepts of management John R. Schermerhorn |
| title_short | Core concepts of management |
| title_sort | core concepts of management |
| topic | Management Organization Management (DE-588)4037278-9 gnd |
| topic_facet | Management Organization |
| url | http://www.loc.gov/catdir/description/wiley037/2003057658.html http://www.loc.gov/catdir/toc/wiley032/2003057658.html http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=016848811&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| work_keys_str_mv | AT schermerhornjohnr coreconceptsofmanagement |