Managing today:
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | Undetermined |
| Veröffentlicht: |
Upper Saddle River, NJ
Prentice-Hall
1997
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| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XIX, 584 S. Ill., graph. Darst. |
| ISBN: | 0132333139 |
Internformat
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| 100 | 1 | |a Robbins, Stephen P. |e Verfasser |4 aut | |
| 245 | 1 | 0 | |a Managing today |c Stephen P. Robbins |
| 264 | 1 | |a Upper Saddle River, NJ |b Prentice-Hall |c 1997 | |
| 300 | |a XIX, 584 S. |b Ill., graph. Darst. | ||
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^^ Preface xv
^ :f About the Author xix
.¦ . ^ Part One
sly - •? Introduction 2
¦HeT^ 1. Welcome to the Changing World of Work 2
ffjlpg^ 2. Managing Organizations and People: Who, What, and Why? 30
Part Two. .^tfS^fcSL^lk.
Decision and Monitoring Systems 60ijj^HflMMBr*
3. Making Decisions 60 jr*H^Pi^^^K! ^
4. Assessing the Environment 96 fcls I^Kms ^m
5. Planning Systems 128 h|l ^BEt^*B
6. Evaluating Performance through Control Systems 158 WEtiwap^ ^^m
P^^HHj Organizing Tasks and Shaping the
^ ^^^^B Organization s Culture 190
^Hk ^BP^^^ 7- Organization Design: The Efficiency-Flexibility Dilemma 190
^¦ak ^J^ 8. Technology and the Design of Work Processes 222
^^- ,^a^^ttr ^anas ns Human Resources 256
j^k^S^^f 10- Understanding Groups and Developing Effective Teams 292
J||||fl|L ^y 11. Creating and Sustaining the Organization s Culture 324
Leading and Empowering People TlBMk
12. Understanding the Basics of Human Behavior 352 zp 1| ^^^P!|H|
13. Work Motivation and Rewards 384 J * ^^.--ji11 ^^
14. Basic Issues in Leadership 416 :¦ ^^k
15. Leadership Issues for the 21st Century 446 ^^ J
16. Developing Interpersonal Skills 476 ^ , ^
Organizational Renewal 510
¦ 17. Managing Change: Revisiting the Changing World of Work 510
y^/gKtt0^ Appendix A: The Historical Roots of Current Management Practice 544
Appendix B: Scoring Keys for Building Self-Awareness Boxes 560
Name and Organization Index 567
Subject Index/Glossary 573
vl
TABil CONTENTS
Preface xv
About the Author xlx
Part One
Introduction 2
Chapter 1
WELCOME TO THE CHANGING WORLD OF WORK 2
THE NEW ECONOMY 4
Globalization 5
Technological Changes 7
Three Waves: Growth and Decline In Job Sectors 7
Cultural Diversity 8
Changing Societal Expectations 9
IN THE NEWS: So Many Applicants, Yet Employers Can t
Fill Jobs 9
Entrepreneurial Spirit 10
The Customer Is King : Quality, Speed, and
Low Costs 10
THE NEW ORGANIZATION 11
Flexibility and Temporariness 11
Workforce Diversity 12
Total Quality Management 13
Downsizing 14
IN THE NEWS: IBM Has Learned a Lesson: It s Not So
Easy to Downsize in Europe 14
Reengineering 15
Playing to Strengths: Core Competencies 16
Dismantling Hierarchy 16
The Demise of 9-to-5 : The Flexible Workday 17
Flexible Compensation 18
DeJobblng and the Loss of Traditional
Job Security 18
Empowered People 19
Social Responsibility and Ethics 20
THE NEW EMPLOYEE 21
The Blmodal Spin 22
Impermanence 23
Self-Directed Careers 23
Being a Team Player 23
Coping with Stress 24
Summary 24
Review and Discussion Questions 25
Case Exercise: What Happened to Sears Roebuck? 25
Video Case Exercise: Labor Unions and the Changing
Workplace 26
Skill Exercise: Identifying Cross-Cultural Differences 27
Chapter 2
MANAGING ORGANIZATIONS AND PEOPLE: WHO.
WHAT, AND WHY? 30
MANAGERS AND THEIR TERRAIN 32
What Is a Manager! 32
Why Do We Have Managers! 33
How Do We Typically Classify Managers! 33
IN THE NEWS: The $4.7 Billion Dollar Manager 34
What Is An Organization! 35
Why Do We Have Organizations! 35
Linking Managers and Organizations to Organizational
Behavior 36
MULTIPLE PERSPECTIVES ON WHAT
MANAGERS DO 36
Management Functions 36
Management Roles 37
Management Skills 38
Management Competencies 39
The Manager as Decision Maker 41
The Manager as Change Agent 41
IN THE NEWS: Is the Empowerment Trend Eliminating
Management Jobs? 43
Synthesis and a Look Ahead 44
ASSESSING MANAGERIAL EFFECTIVENESS 45
Definitions 45
Organizational Stakeholders 45
Popular Effectiveness Criteria 46
An Integrative Framework 49
COMING ATTRACTIONS: A GUIDE TO THE BOOK 50
Summary 52
Review and Discussion Questions 53
Case Exercise A: A Day In the Life of Chuck Stoneman 53
Case Exercise B: UPS: Where Efficiency Is an Obsession 55
Skill Exercise: Evaluating the Effectiveness of
US. Colleges 57
Part Two
Decision and Monitoring
Systems 60
Chapter 3
MAKING DECISIONS 60
HOW SHOULD DECISIONS BE MADE? 62
The Rational Decision-Making Process 62
Uncertainty and Risk 64
Creativity 65
Quantitative Analysis 66
IN THE NEWS: Japan s Struggle to Be Creative 66
WHO SHOULD MAKE DECISIONS? 70
The Individual versus Groups 70
Decision-Making Level 71
HOW ARE DECISIONS ACTUALLY MADE IN
ORGANIZATIONS? 72
Bounded Rationality 73
Intuition 75
Problem Identification 76
Developing Alternatives 78
Implementing Solutions 79
Making Chokes 79
Individual Differences 80
What s Your Decision-Making
Style? 82
Organizational Constraints 84
Cultural Differences 85
WHAT CAN MANAGERS DO TO IMPROVE THEIR
DECISION MAKING? 86
Analyze the Situation 86
Be Aware of Biases 87
Combine Simplified Rational Analysis
with Intuition 87
Match Decision-Making Style to Job Requirements 87
Use Creativity-Stimulation Techniques 87
Apply Ethkal Decision Guides 87
IN THE NEWS: Ursula Burns s Style Fits Her Job at
Xerox 88
Summary 89
Review and Discussion Questions 89
Case Exercise A: Time Warner The Rap over Rap 90
Case Exercise B: The Denver International Airport
Debacle 91
Skill Exercise: Creativity Stimulation 93
Chapter 4
ASSESSING THE ENVIRONMENT 96
DEFINING THE ENVIRONMENT 98
MAJOR SOURCES OF ENVIRONMENTAL UNCERTAINTY
100
Customers 100
Competitors 100
Suppliers 100
Government 101
Media 101
Special Interests 102
IN THE NEWS: Activists Protest New Wal-Mart Stores 102
ENVIRONMENTAL SCANNING 103
ENVIRONMENTAL-SCANNING TOOLS 103
Competitive Intelligence 103
Scenario Development 104
Forecasting 104
Benchmarking 107
ETHICAL ISSUES IN ENVIRONMENTAL SCANNING 108
STRATEGIES FOR MANAGING THE ENVIRONMENT 108
Classifying Strategies 109
Internal Strategies 109
External Strategies 111
IN THE NEWS: Joining Up with the Dream Team 113
Applications 114
CONTEMPORARY ORGANIZATION-ENVIRONMENT
ISSUES 115
¦viii
Adjusting Management Practices to Different National
Cultures 116
Social Responsiveness 118
Satisfying the Customer 121
Quality and ISO 9000 122
Summary 122
Review and Discussion Questions 123
Case Exercise A: Andy Jehl Gets Transferred to Mexico 123
Case Exercise B: American Eagle and the Grounding of the
ATR-42 and ATR-72 124
Skill Exercise: Environmental Scanning 125
Chapter 5
PLANNING SYSTEMS 128
WHAT IS PLANNING? 130
TYPES OF PLANS 130
Strategic versus Operational Plans 130
Short-, Intermediate-, and Long-Term Plans 131
PLANNING IN AN UNCERTAIN ENVIRONMENT 131
Why Managers Plan 132
Criticisms of Planning 132
Looking at the Bottom Line: Does Planning Improve
Organizational Performance? 133
THE PLACE TO START: DEFINING AN ORGANIZATION S
PURPOSE 134
CREATING A STRATEGY 136
Types of Strategies 136
SWOT Analysis 137
A Strategic Framework 138
IN THE NEWS: Bombardier: From Snowmobiles to Jet
Aircraft 140
IMPLEMENTING A STRATEGY 141
Characteristics of Successful Strategy
Implementation 141
The Importance of Sustaining a Competitive
Advantage 142
ETHICS OF STRATEGY: HOW FAR IS TOO FAR? 142
PROJECT MANAGEMENT: A TOOL FOR THE 90S 143
IN THE NEWS: A New Species: The Project Manager
144
ENTREPRENEURSHIP: A SPECIAL CASE OF STRATEGIC
PLANNING 145
What Is Entrepreneurship? 145
Are You an Entrepreneurial Type? 146
How Entrepreneurs and Traditional Managers
Differ 148
OBJECTIVES: THEIR USE AND MISUSE
IN PLANNING 149
Organizations Have Multiple Objectives 149
Real versus Stated Objectives 149
The Value of Objectives 150
From Concepts to Skills: Management by Objectives
(MBO) 151
The Downside of Objectives 151
Summary 152
Review and Discussion Questions 153
Case Exercise: Burgerworld 153
Video Case Exercise: Ford s Global Strategy 154
Skill Exercise: Objective Setting 154
Chapter 6
EVALUATING PERFORMANCE THROUGH CONTROL
SYSTEMS 158
THE CONTROL PROCESS 160
Measuring 161
Comparing 162
Taking Managerial Action 163
IN THE NEWS: Granite Rock Believes in Measurement
163
WHAT MANAGERS SEEK TO CONTROL 164
Human Behavior 164
Finances 166
Operations 168
Information 170
HOW MIS IS CHANGING CONTROL SYSTEMS 172
What Is a Management Information System! 172
The Evolution of MIS 173
Ethical Implications of Computer-Based Controls 175
IN THE NEWS: He Sees All, He Knows All 176
THE DOWNSIDE OF CONTROLS 177
CONTROL TOOLS 178
Budgets 178
PERT Network Analysis 180
Control Charts 182
Summary 185
Review and Discussion Questions 186
Case Exercise: Would You Want to Work
for Ron Edens? 186
Video Case Exercise: Controls (or Lack of Controls)
In the U.S. Federal Government 187
Skill Exercise: Creating a Budget 188
Organizing Task? and Shaping the
Organization s Culture 190
Chapter 7
ORGANIZATION DESIGN: THE EFFICIENCY-FLEXIBILITY
DILEMMA 190
WHAT IS ORGANIZATION STRUCTURE! 192
Work Specialization 193
Departmentalization 194
Chain of Command 196
Span of Control 197
Centralization and Decentralization 198
Formallzatlon 199
THE CONTINGENCY APPROACH
TO ORGANIZATION DESIGN 199
Mechanistic and Organic Designs: Efficiency versus
Flexibility 199
Strategy 201
Organization Size 201
Technology 202
Environmental Uncertainty 203
Explaining the Increasing Popularity of the Organic
Structure 204
THE EVOLUTIONARY APPROACH
TO ORGANIZATION DESIGN 204
The Simple Structure 204
IN THE NEWS: Motorola: The Best-Managed Company in
the World? 205
The Bureaucracy 206
How Well Suited Are You to
Working in a Bureaucracy? 208
The Matrix Structure 209
Team-Based Structures 210
IN THE NEWS: Teams, Horizontal Structures, and Work
Processes 211
Autonomous Internal Units 211
The Virtual Organization 213
The Boundaryless Organization 215
Summary 216
Review and Discussion Questions 217
Case Exercise A: How Wal-Mart Beat Kmart 217
Case Exercise B: Home Depot, Inc. 218
Skill Exercise: Selecting the Proper Organization
Design 219
Chapter 8
TECHNOLOGY AND THE DESIGN OF WORK
PROCESSES 222
TECHNOLOGY AND PRODUCTIVITY 224
OPERATIONS TECHNOLOGY 225
Design 226
Production 227
IN THE NEWS: Ross Operating Valve Co.: Creating
Custom Valves at Mass-Produced Prices 229
Customer Service 229
Distribution 230
Continuous Improvement Processes 231
Reenglneering Work Processes 232
IN THE NEWS: Reengineering at Racing Strollers 234
INFORMATION TECHNOLOGY 234
Office Work Flow 235
Internal Communications 235
Decision-Making Support 237
TECHNOLOGY AND WORKER OBSOLESCENCE 239
WORK DESIGN 240
Defining the Key Dimensions In a Job 241
Job Dimensions: Perception or Reality? 243
Designing Individual Jobs to Maximize Employee
Performance 245
Group-Based Work Design 245
Is an Enriched Job for You? 246
Work Schedule Options 247
Summary 250
Review and Discussion Questions 250
Case Exercise A: Terry Gallnsky Looks Back
to the Future 251
Case Exercise B: The Greyhound Experience with
Reenglneering: A Real Dogl 251
Skill Exercise: Designing Motivating Jobs 253
Chapter 9
MANAGING HUMAN RESOURCES 256
MANAGERS AND THE HUMAN RESOURCES
DEPARTMENT 258
THE HUMAN RESOURCE MANAGEMENT PROCESS 259
THE REGULATORY ENVIRONMENT: WHAT LAWS AND
REGULATIONS SHAPE HRM PRACTICES! 260
The United States 260
Canada 261
Australia 262
Western Europe 262
HUMAN RESOURCE PUNNING: WHAT ARE OUR HRM
NEEDS? 262
Current Assessment 263
Future Assessment 263
Developing a Future Program 263
RECRUITMENT: WHERE DO MANAGERS FIND QUALIFIED
JOB CANDIDATES? 264
SELECTION: HOW CAN MANAGERS CHOOSE THE BEST-
QUALIFIED JOB CANDIDATE? 265
Foundations of Selection 265
Selection Devices 266
IN THE NEWS: A Good Case for Checking Application
Information 267
Selection Interviewing Skills 270
TRAINING: HOW CAN MANAGERS ENSURE EMPLOYEE
SKILLS ARE CURRENT? 271
The Increasing Importance of Training 272
Assessing Training Needs 272
Types of Training 273
IN THE NEWS: Go to School, and I ll Pay for It 275
Training Methods 275
Individualizing Training: Different Strokes for Different
Folks 276
PERFORMANCE APPRAISAL: WHAT IS THE BEST WAY TO
EVALUATE AN EMPLOYEE S PERFORMANCE? 277
What Do We Appraise? 277
Who Should Do the Appraising? 278
Methods of Performance Appraisal 279
Providing Performance Feedback 281
Team Performance Appraisals 282
DECRUITMENT: WHAT OPTIONS EXIST TO HANDLE
OVERSTAFFING? 283
CONTEMPORARY ISSUES IN HUMAN RESOURCES
MANAGEMENT 284
How Can Managers UmH Sexual Harassment? 284
What Role Should Organizations Play In Employee
Career Development! 284
What K there Is a Labor Union? 286
Summary 286
Review and Discussion Questions 287
Case Exercise: Hiring at Southwest Airlines 287
Video Case Exercise: Diversity Training at the FAA 288
Skill Exercise: Conducting Effective Interviews 289
Chapter 10
UNDERSTANDING GROUPS AND DEVELOPING
EFFECTIVE TEAMS 292
GROUPS VERSUS TEAMS 294
BASIC GROUP CONCEPTS 295
Roles 295
norms ad
IN THE NEWS: Ethics in Groups: Cheating among
College Students 297
Coheslveness 298
Size 298
Composition 300
Informal Communclation: The Grapevine 301
Status 302
Conflict 304
Group Decision-Making Revisited 304
WHAT EXPLAINS THE RECENT POPULARITY OF
TEAMS? 308
TYPES OF TEAMS 309
Problem-Solving Teams 309
Self-Managed Work Teams 309
Cross-Functional Teams 310
CREATING HIGH-PERFORMANCE TEAMS 311
Size of Work Teams 311
Abilities of Members 312
Allocating Roles and Promoting Diversity 312
Having a Commitment to a Common Purpose 313
Establishing Specific Goals 313
Social Loafing and Accountability 313
Appropriate Performance Appraisal
and Reward Systems 314
TRANSFORMING INDIVIDUALS INTO TEAM PLAYERS 314
The Challenge 315
Shaping Team Players 315
IN THE NEWS: Selecting the Right Compensation Plan for
Teams 316
Do You Have a Team Mentality? 317
Summary 318
Review and Discussion Questions 318
Case Exercise A: K Shoes, Ltd. 319
Case Exercise B: The Boeing 777 Program 320
Skill Exercise: Assessing Team Effectiveness 321
Chapter 11
CREATING AND SUSTAINING THE ORGANIZATION S
CULTURE 324
WHAT IS ORGANIZATIONAL CULTURE? 326
A Definition 326
Do Organizations Have Uniform Cultures! 327
Strong versus Weak Cultures 328
Culture as the Organization s Personality 328
Organization Culture versus National Culture 331
What Kind of Culture
Fits You Best? 332
HOW IS CULTURE CREATED? 332
IN THE NEWS: Patagonia Has Been Shaped in the Image
of Its Founder 333
HOW DO EMPLOYEES LEARN THEIR ORGANIZATION S
CULTURE? 334
Stories 334
Rituals 334
Material Symbols 335
Language 335
HOW DO YOU READ AN ORGANIZATION S CULTURE? 336
TECHNIQUES FOR MANAGING AN ORGANIZATION S
CULTURE 337
Sustaining an Organization s Culture 338
Changing an Organization s Culture 341
IN THE NEWS: Trying to Remake Eastman Kodak s
Culture 343
Blending Organizational Cultures 344
THREATS TO DIVERSITY: THE DOWNSIDE OF STRONG
CULTURES 346
Summary 346
Review and Discussion Questions 347
Case Exercise A: A Discriminatory and Harassing Culture:
The CIA 347
Case Exercise B: Cabletron Systems, Inc. 348
Skill Exercise: Reading an Organization s Culture 349
Part Four
Leading and Empowering
People 352
Chapter 12
UNDERSTANDING THE BASICS OF HUMAN BEHAVIOR
352
PERSONALITY: CLASSIFYING INDIVIDUAL DIFFERENCES
354
Predicting Behavior from Personality Traits 354
Assess Your Locus of Control 355
The Myers-Brlggs Framework 359
Matching Personalities and Jobs 359
Implications for Managers 360
PERCEPTION AND ATTRIBUTIONS: INTERPRETING THE
WORLD AROUND US 361
Factors Influencing Perception 361
Attribution Theory 362
Perceptual Shortcuts or Errors We Make in Judging
Others 364
Implications for Managers 365
EXPECTATIONS: WHAT YOU SEE IS WHAT YOU GET 365
ATTITUDES: FEELINGS INFLUENCE BEHAVIOR 366
Popular Work-Related Attitudes 367
IN THE NEWS: U.S. Employees Express Declining
Satisfaction 367
Coping with Cognitive Dissonance 368
Is a Happy Worker a Productive Worker! 369
IN THE NEWS: A Happy Work Force Can Make for Good
Financial Returns 370
Implications for Managers 371
LEARNING: HOW PEOPLE ADAPT 371
Ways People Learn 371
Managing Learning Through Shaping 372
Learning Styles 375
Implications for Managers 376
CULTURAL DIFFERENCES IN HUMAN BEHAVIOR 377
Contrasting Cultures 377
Implications for Managers 379
Summary 379
Review and Discussion Questions 380
Case Exercise: Jack Welch s Personality 380
Video Case Exercise: Emotional Intelligence 381
Skill Exercise: Shaping Employee Behavior 381
Chapter 13
WORK MOTIVATION AND REWARDS 384
SOME POPULAR MISCONCEPTIONS ABOUT MOTIVATION
AND REWARDS 386
DEFINING MOTIVATION 388
BASIC MOTIVATION AND REWARD ISSUES 389
What Bask Needs Do People Seek to Satisfy? 389
What Motivates You! 393
IN THE NEWS: Lower-Order Needs Dominate in Eastern
Europe 394
Are People Basically Responsible
or Irresponsible? 395
What Leads to Satisfaction or Dissatisfaction! 395
Does Having Specific Goals Improve Motivation! 397
How Does Reinforcement Affect Motivation! 398
What Happens When Employees Believe That They
Are Being Unfairly Rewarded! 399
How Do Expectations Influence Motivation! 401
What Are the Motivation Implications of the New
Employee-Employer Covenant! 403
AN INTEGRATIVE MODEL OF MOTIVATION 405
CONTEMPORARY APPLICATIONS 406
Employee Involvement 406
Variable-Pay Programs 407
IN THE NEWS: Empowered Plumbers Who Make Six
Figures a Year 408
Skill-Based Pay Plans 408
Family-Friendly Workplaces 409
Employee Recognition Programs 410
Summary 411
Review and Discussion Questions 411
Case Exercise A: Lantech: Incentive Pay ignites
Gang Warfare 412
Case Exercise B: Making the Sales Numbers at Pier 1 s Store
No. 398 412
Skill Exercise: Motivating a Team of Professionals 413
Chapter 14
BASK ISSUES IN LEADERSHIP 416
WHAT IS LEADERSHIP? 418
IDENTIFYING THE BASIC ISSUES IN LEADERSHIP 419
LEADERSHIP EFFECTIVENESS 420
LEADER CHARACTERISTICS AND STYLE 421
Do Leaders Have Common Traits? 421
IN THE NEWS: One Leader Who Made a Difference:
Roger Penske at Detroit Diesel 422
Does Experience Make Leaders More Effective? 423
Do Effective Leaders Use a Common Leadership
Style? 423
What Is Your Two-Dimensional
Leadership Style? 425
Are Leadership Styles Fixed! 426
H You Cant Be a Leader, Can You at Least Look Uke
One! 427
FOLLOWER CHARACTERISTICS 428
Do Followers Matter? 428
What Characteristics of Followers Seem to Be
Important? 428
Can Great Leadership Overcome Mediocre
Followers? 429
Do Leaders Treat All Followers Alike? 429
LEADER BEHAVIOR 431
How Do Follower Characteristics Influence the
Effectiveness of a Leaders Style? 431
How Much Involvement Should Followers
Be Given? 431
LEADERSHIP CONTEXT 432
What SKuattonal Factors Influence Leader
Effectiveness? 433
IN THE NEWS: Esprit Asia Chairman Michael Ying 436
When Are Formal Leaders Relatively
Unimportant? 437
THE LEADERSHIP JOURNEY:
WHERE WE HAVE BEEN 438
Summary 439
Review and Discussion Questions 440
Case Exercise: Christopher Steffen: Leader
or Scorekeeper? 440
Video Case Exercise: Dr. David Kessler at the F.DA. 441
Skill Exercise: Choosing an Effective Leadership Style 442
Chapter 15
LEADERSHIP ISSUES FOR THE 21st CENTURY 446
CREATING TRANSFORMATIONAL LEADERS 448
Charismatic Leadership 449
IN THE NEWS: Bob Woods Transforms Zeneca
Agricultural Products 450
Visionary Leadership 452
Mxii
CONTEMPORARY LEADERSHIP ROLES 455
Building Credibility and Trust 455
Acquiring Power 457
How Power-Oriented
Are You? 459
Providing Team Leadership 461
Mentoring 463
IN THE NEWS: Saint June Provides Strong Team
Leadership at Lotus 463
Coaching 465
THE GENDER ISSUE: DO MEN AND WOMEN LEAD
DIFFERENTLY? 466
THE ETHICS ISSUE: IS THERE A MORAL DIMENSION TO
LEADERSHIP? 467
FINDING AND CREATING EFFECTIVE LEADERS 468
Selection 468
Training 469
Summary 470
Review and Discussion Questions 471
Case Exercise A: Stanley Gault at Goodyear 471
Case Exercise B: Is Sherm Hayes a Leader? 472
Skill Exercise: Coaching 472
Chapter 16
DEVELOPING INTERPERSONAL SKILLS 476
THE IMPORTANCE OF INTERPERSONAL SKILLS 478
INTERPERSONAL COMMUNICATION 478
IN THE NEWS: Tonya Nelson s Secret to Success at Toys
H Us 479
What Is Communication? 479
The Communication Process 480
Contemporary Communication Issues 480
Key Communication Skills 483
CONFLICT MANAGEMENT SKILLS 486
What is Conflict Management? 486
Why Is Conflict Management Important? 487
Developing Effective Conflict Resolution Skills 487
What Is Your Underlying Conflict-
Handling Style? 488
Don t Forget about Conflict Stimulation 490
NEGOTIATION SKILLS 491
Bargaining Strategies 492
Developing Effective Negotiation Skills 494
DELEGATION SKILLS 495
What Is Delegation? 495
Barriers to Delegation 495
Developing Effective Delegating Skills 496
COUNSELING SKILLS 497
Effective Counseling Skills 499
POLITICKING SKILLS 500
What Is Politicking? 500
Why Is There Politics In Organizations? 500
Effective Politicking Skills 501
Is it Unethical to Act Politically? 504
Summary 505
Review and Discussion Questions 506
Case Exercise: Stan WhMey s Problem 506
Video Case Exercise: Does Women s Communication Style
Hinder Them In Business! 507
Skill Exercise: Active Listening 508
Organizational Renewal 510
Chapter 17
MANAGING CHANGE: REVISITING THE CHANGING
WORLD OF WORK 510
THE CHANGING WORLD OF WORK REVISITED 512
RESISTANCE TO CHANGE 513
Individual Resistance 513
How Good Are You at Coping with
Work-Related Change! 515
Organizational Resistance 516
MANAGERS AS CHANGE AGENTS 518
MANAGING PLANNED CHANGE 518
First-Order versus Second-Order Change 518
Overcoming Resistance to Change 519
IN THE NEWS: Compaq Computer: Building Creative
Destruction 520
The Politics of Change 522
WHAT CAN MANAGERS CHANGE! 523
Changing Structure 523
Changing Culture 524
Changing Technology 525
Changing the Physical Setting 525
Changing People 526
TECHNIQUES FOR CHANGING PEOPLE 526
Organizational Development 526
Survey Feedback 526
Team Building 527
Intergroup Development 528
CONTEMPORARY ISSUES IN MANAGING CHANGE 528
Managing Change Needs to Reflect National
Culture 528
The Reengineerlng Revolution 529
Reducing Employee Stress 530
What Is Your Stress Level? 531
Building an Innovative Organization 532
IN THE NEWS: Rubbermaid Knows How to Innovate
534
Creating a Learning Organization 535
Summary 538
Review and Discussion Questions 539
Case Exercise A: Change Comes Slowly
at Westlnghouse 539
Case Exercise B: The Germans Come to Alabama 540
Skill Exercise: Managing Resistance to Change 541
APPENDIX A: THE HISTORICAL ROOTS OF CURRENT
MANAGEMENT PRACTICE 544
THE PREMODERN ERA 544
CLASSICAL CONTRIBUTIONS 546
Scientific Management 546
General Administrative Theorists 548
HUMAN RESOURCES APPROACH 549
Early Contributors 549
The Hawthorne Studies 551
The Human Relations Movement 552
Behavioral Science Contributions 553
QUANTITATIVE APPROACHES 554
CONTEMPORARY APPROACHES 554
The Systems Perspective 554
The Contingency Perspective 555
The Cultural Perspective 555
ANALYSIS: HOW TIMES SHAPE MANAGEMENT
APPROACHES 556
What Stimulated the Classical Approach! 556
What Stimulated the Human Resources
Approach! 556
What Stimulated the Quantitative Approaches! 557
What Stimulated the Open-Systems Perspective! 557
What Stimulated the Cultural Perspective? 557
Appendix B: SCORING KEYS FOR BUILDING SELF-
AWARENESS BOXES 560
Name and Organization Index 567
Subject Index/Glossary 573
xiiiB
|
| any_adam_object | 1 |
| author | Robbins, Stephen P. |
| author_facet | Robbins, Stephen P. |
| author_role | aut |
| author_sort | Robbins, Stephen P. |
| author_variant | s p r sp spr |
| building | Verbundindex |
| bvnumber | BV026163810 |
| ctrlnum | (OCoLC)611643899 (DE-599)BVBBV026163810 |
| format | Book |
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| id | DE-604.BV026163810 |
| illustrated | Illustrated |
| indexdate | 2024-07-09T23:06:23Z |
| institution | BVB |
| isbn | 0132333139 |
| language | Undetermined |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-021750003 |
| oclc_num | 611643899 |
| open_access_boolean | |
| owner | DE-188 |
| owner_facet | DE-188 |
| physical | XIX, 584 S. Ill., graph. Darst. |
| publishDate | 1997 |
| publishDateSearch | 1997 |
| publishDateSort | 1997 |
| publisher | Prentice-Hall |
| record_format | marc |
| spelling | Robbins, Stephen P. Verfasser aut Managing today Stephen P. Robbins Upper Saddle River, NJ Prentice-Hall 1997 XIX, 584 S. Ill., graph. Darst. txt rdacontent n rdamedia nc rdacarrier Management (DE-588)4037278-9 gnd rswk-swf Management (DE-588)4037278-9 s DE-188 HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=021750003&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Robbins, Stephen P. Managing today Management (DE-588)4037278-9 gnd |
| subject_GND | (DE-588)4037278-9 |
| title | Managing today |
| title_auth | Managing today |
| title_exact_search | Managing today |
| title_full | Managing today Stephen P. Robbins |
| title_fullStr | Managing today Stephen P. Robbins |
| title_full_unstemmed | Managing today Stephen P. Robbins |
| title_short | Managing today |
| title_sort | managing today |
| topic | Management (DE-588)4037278-9 gnd |
| topic_facet | Management |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=021750003&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| work_keys_str_mv | AT robbinsstephenp managingtoday |