Verfügbarkeit: Contemporary management

Contemporary management:

Gespeichert in:

Bibliographische Detailangaben
1. Verfasser:	Jones, Gareth R. (VerfasserIn)
Format:	Buch
Sprache:	English
Veröffentlicht:	Boston [u.a.] McGraw-Hill Irwin 2009
Ausgabe:	6. ed., internat. student ed.
Schlagworte:	Management
Online-Zugang:	Inhaltsverzeichnis
Beschreibung:	Includes index.
Beschreibung:	XL, 730 S. Ill., Kt.
ISBN:	9780071281058 0073530433

Internformat

MARC


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Datensatz im Suchindex

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adam_text	Brief Contents Part One Management Chapter One Managers and Managing 2 Chapter Two The Evolution of Management Thought 38 Chapter Three Values, Attitudes, Emotions, and Culture: The Manager as a Person 72 Part Two The Environment of Management Chapter Four Ethics and Social Responsibility 108 Chapter Five Managing Diverse Employees in a Multicultural Environment 148 Chapter Six Managing in the Global Environment 186 Part Three Decision Making, Planning, and Strategy Chapter Seven Decision Making, Learning, Creativity, and Entrepreneurship 224 Chapter Eight The Manager as a Planner and Strategist 260 Chapter Nine Value-Chain Management: Functional Strategies for Competitive Advantage 302 Part Four Organizing and Controlling Chapter Ten Managing Organizational Structure and Culture 342 Chapter Eleven Organizational Control and Change 384 Chapter Twelve Human Resource Management 420 Part Five Leading Individuals and Groups Chapter Thirteen Motivation and Performance 460 Chapter Fourteen Leadership 494 Chapter Fifteen Effective Groups and Tegms 526 Part Six Managing Critical Organizational Processes Chapter Sixteen Promoting Effective Communication Chapter Seventeen Managing Conflict, Politics, and Negotiation Chapter Eighteen Using Advanced Information Technology to Increase Performance Glossary Credits Index 564 602 632 667 679 713 Contents Chapter One A Manager s Challenge How Anne Mulcahy Created a New Xerox 3 Managers and Managing Topics Overview 5 What Is Management? 5 Achieving High Performance: A Manager s Goal 5 Why Study Management? 7 Essential Managerial Tasks 8 Planning 8 Organizing 11 Leading 12 Controlling 12 Performing Managerial Tasks: Mintzberg s Typology 13 Levels and Skills of Managers 13 Levels of Management 15 Managerial Skills 16 Recent Changes in Management Practices 20 Restructuring and Outsourcing 20 Empowerment and Self- Managed Teams 21 Challenges for Management in a Global Environment 22 Building Competitive Advantage 23 Maintaining Ethical and Socially Responsible Standards 26 Managing a Diverse Workforce 28 Utilizing IT and E-Commerce 29 Practicing Global Crisis Management 30 Chapter Two A Manager s Challenge Finding Better Ways to Make Cars 39 The Evolution of Management Thought 38 Topics Overview 41 Scientific Management Theory 42 Job Specialization and the Division of Labor 42 F. W. Taylor and Scientific Management 43 The Gilbreths 46 Administrative Management Theory 48 The Theory of Bureaucracy 49 Fayol s Principles of Management 50 Behavioral Management Theory 55 The Work of Mary Parker Follett 55 The Hawthorne Studies and Human Relations 56 Theory X and Theory Y 57 Management Science Theory 60 Organizational Environment Theory 61 The Open-Systems View 61 Contingency Theory 62 Examples Management in Action Manager as a Person Joe Coulombe Makes Trader Joe s a Small Business Success Story 10 Information Technology Byte IBM Creates Global Self- Managed Teams 22 Management Insight Sharper Image Is No Longer in Focus Ethics in Action How Not to Run a Meatpacking Plant 25 27 Summary and Review 31 Management in Action 32 Topics for Discussion and Action 32 Building Management Skills 32 Managing Ethically 33 Small Group Breakout Exercise 33 Exploring the World Wide Web 34 Be the Manager 34 BusinessWeek Case in the News: Howard Schultz s Starbucks Challenge 34 BusinessWeek Case in the News: Making Her Mark at Merck: Margaret McGlynn Is on a Fast Track 35 Examples Management in Action Ethics in Action Fordism in Practice 45 Manager as a Person Andrew Carnegie Creates the New Industrial Company 47 Management Insight Peters and Waterman s Excellent Companies 54 Managing Globally Teams, Teams, and More Teams at Nokia 64 Summary and Review 65 Management in Action 66 Topics for Discussion and Action 66 Building Management Skills 66 Managing Ethically 67 Small Group Breakout Exercise 69 Exploring the World Wide Web 69 Be the Manager 69 BusinessWeek Case in the News: Netflix: Flex to the Max 69 BusinessWeek Case in the News: Oticon s No-Cubicle Culture 71 Contents Chapter Three Values, Attitudes, Emotions, and Culture: The Manager as a Person 72 A Manager s Challenge Ryla Teleservices Stands Out Among Telemarketers 73 Topics Overview 75 Attitudes 84 Enduring Characteristics: Moods and Emotions 88 Personality Traits 75 Emotional Intelligence 90 The Big Five Personality Organizational Culture 91 Traits 75 Managers and Other Personality Traits Organizational Culture 92 That Affect Managerial The Role of Values and Behavior 80 Norms in Organizational Values, Attitudes, and Culture 94 Moods and Emotions 81 Culture and Managerial Action 99 Values: Terminal and Instrumental 82 Chapter Four Ethics and Social Responsibility 108 Topics Manager s Challenge The Ethics of the Global Overview 111 Why Should Managers Flower-Growing The Nature of Ethics 111 Behave Ethically? 126 Business 109 Ethical Dilemmas 111 Ethics and Social Ethics and the Law 112 Responsibility 129 Changes in Ethics over Societal Ethics 129 Time 113 Occupational Ethics 131 Stakeholders and Ethics 114 Individual Ethics 132 Stockholders 114 Organizational Ethics 133 Managers 115 Approaches to Social Employees 118 Responsibility 135 Suppliers and Distributors 118 Four Different Approaches 135 Customers 120 Why Be Socially Community, Society, and Responsible? 138 Nation 122 The Role of Organizational Rules for Ethical Decision Culture 138 Making 122 Examples Management in Action Manager as a Person Who Would Have Thought Dirty Jobs Would Be a Hit? 79 Ethics in Action Telling the Truth at Gentle Giant Moving 83 Focus on Diversity Changing Attitudes 85 Manager as a Person PAETEC s Caring Culture 95 Summary and Review 101 Management in Action 102 Topics for Discussion and Action 102 Building Management Skills 102 Managing Ethically 103 Small Group Breakout Exercise 103 Exploring the World Wide Web 103 Be the Manager 104 BusinessWeek Case in the News: The Blogging Czar of Moscow 104 BusinessWeek Case in the News: Young and Impatient in India 105 Examples Management in Action Ethics in Action The Ethics of Some Nonprofits Are Not So Good 118 Ethics in Action Whole Foods Market Practices What It Preaches 120 Ethics in Action Digital Piracy, Ethics, and Napster 125 Ethics in Action Is It Right to Use Child Labor? 130 Ethics in Action Jonathan Reckford Rebuilds Goodwill at Habitat for Humanity 134 Ethics in Action Apple Juice or Sugar Water? 137 Ethics in Action Johnson Johnson s Ethical Culture 140 Summary and Review 141 Management in Action 142 Topics for Discussion and Action 142 Building Management Skills 142 Managing Ethically 143 Small Group Breakout Exercise 143 Exploring the World Wide Web 143 Be the Manager 144 BusinessWeek Case in the News: Cleaning Up Boeing 144 BusinessWeek Case in the News: Fixing Apple s Sweatshop Woes 145 Chapter Five Managing Diverse Employees in a Multicultural Environment 148 Topics A Manager s Challenge Reaping the Benefits of Overview 151 Diversity 149 The Increasing Diversity of the Workforce and the Environment 151 Age 152 Gender 153 Race and Ethnicity 154 Religion 155 Capabilities/Disabilities 155 Socioeconomic Background 156 Sexual Orientation 158 Other Kinds of Diversity 159 Managers and the Effective Management of Diversity 159 Critical Managerial Roles 159 The Ethical Imperative to Manage Diversity Effectively 161 Effectively Managing Diversity Makes Good Business Sense 162 Perception 164 Factors That Influence Managerial Perception 164 Chapter Six Managing in the Global Environment 186 A Manager s Challenge Nestle s Global Food Empire 187 Topics Overview 188 What Is the Global Environment? 189 The Task Environment 189 Suppliers 189 Distributors 193 Customers 194 Competitors 195 The General Environment 198 Economic Forces 199 Technological Forces 199 Sociocultural Forces 200 Demographic Forces 201 Political and Legal Forces 201 The Changing Global Environment 202 The Process of Globalization 204 Declining Barriers to Trade 206 and Investment Declining Barriers of Distance and Culture Effects of Free Trade on Managers The Role of National Culture Cultural Values and Norms 211 Hofstede s Model of National Culture 211 National Culture and Global Management 214 207 208 210 Examples Management in Action Perception as a Determinant of Unfair Treatment 165 Overt Discrimination 169 How to Manage Diversity Effectively 170 Steps in Managing Diversity Effectively 170 Sexual Harassment 175 Forms of Sexual Harassment 175 Steps Managers Can Take to Eradicate Sexual Harassment 176 Focus on Diversity Preventing Discrimination Based on Sexual Orientation 158 Ethics in Action Disabled Employees Make Valuable Contributions 166 Managing Globally Women Struggle to Advance in Their Careers in Japan 169 Management Insight Top Execs Improve Their Understanding of the Front Line 171 Summary and Review 177 Management in Action 178 Topics for Discussion and Action 178 Building Management Skills 179 Managing Ethically 179 Small Group Breakout Exercise 179 Exploring the World Wide Web 179 Be the Manager 180 BusinessWeek Case in the News: What Works in Women s Networks 180 BusinessWeek Case in the News: The Best Places to Launch a Career 182 Examples Management in Action Managing Globally Global Supply Chain Management 192 Ethics in Action Why Is Beer and Wine So Expensive: Powerful Distributors 193 Managing Globally American Rice Invades Japan 198 Managing Globally Customizing Food to the Tastes of Different Cultures 203 Managing Globally IKEA Is on Top of the Furniture World 205 Managing Globally A Gaijin Works to Turn Around Sony 212 Managing Globally Nokia Makes a Big Bet on Romania 215 Summary and Review 217 Management in Action 218 Topics for Discussion and Action 218 Building Management Skills 218 Managing Ethically 218 Small Group Breakout Exercise 219 Exploring the World Wide Web 219 Be the Manager 219 BusinessWeek Case in the News: A Guide for Multinationals 220 BusinessWeek Case in the News: Remade in the USA—Sony Global 221 BusinessWeek Case in the News: Nokia Connects 223 Chapter Seven A Manager s Challenge Making Good Decisions at PUMA 225 Decision Making, Learning, Creativity, and Entrepreneurship 224 Topics Overview 227 Implement the Chosen The Nature of Managerial Alternative Learn from Feedback 239 240 Decision Making 227 o Programmed and Cognitive Biases and Nonprogrammed Decision Decision Making 241 Making 228 Prior-Hypothesis Bias 241 The Classical Model 232 Representativeness Bias 242 The Administrative Illusion of Control 242 Model 232 Escalating Commitment 242 Steps in the Decision- Be Aware of Your Biases 243 Making Process 236 Group Decision Making 243 Recognize the Need for a The Perils of Groupthink 243 Decision 236 Devil s Advocacy and Generate Alternatives 237 Dialectical Inquiry 244 Assess Alternatives 238 Diversity Among Decision rtnn Makers 245 Chapter Eight The Manager as a Planner and Strategist 260 A Manager s Challenge Why Does Best Buy Outperform Circuit City? 261 Topics Overview 263 Planning and Strategy 263 The Nature of the Planning Process 264 Why Planning Is Important 264 Levels of Planning 265 Levels and Types of Planning 266 Time Horizons of Plans 268 Standing Plans and Single-Use Plans 268 Scenario Planning 269 Determining the Organization s Mission and Goals 270 Defining the Business 270 Establishing Major Goals 272 Formulating Strategy 273 SWOT Analysis 273 The Five Forces Model 276 Formulating Business- Level Strategies 277 Low-Cost Strategy 277 Differentiation Strategy 278 Examples Management in Action Organizational Learning and Creativity 245 Creating a Learning Organization 245 Promoting Individual Creativity 246 Promoting Group Creativity 247 Entrepreneurship and Creativity 248 Entrepreneurship and New Ventures 250 Intrapreneurship and Organizational Learning 251 Focus on Diversity Programmed Decision Making at UPS 229 Manager as a Person Curbing Overconfidence 231 Information Technology Byte Revising Plans at Associated Business Systems 234 Management Insight Decision Making and Learning from Feedback at GarageTek Ethics in Action Finding Funding to Do Good 240 249 Summary and Review 252 Management in Action 254 Topics for Discussion and Action 254 Building Management Skills 254 Managing Ethically 255 Small Group Breakout Exercise 255 Exploring the World Wide Web 255 Be the Manager 256 BusinessWeek Case in the News: The Icelander Who Wants Saks 256 BusinessWeek Case in the News: Bridging the Generation Gap 257 Examples Stuck in the Middle 278 Management Insight Focused Low-Cost and Ups and Downs at Mattel Focused Differentiation Manager as a Person Strategies 279 Douglas Conant Keeps Stirring Formulating Corporate- Up Campbell Soup Level Strategies 281 Management Insight Different Ways to Compete in Concentration on a Single the Soft-Drink Business Industry Vertical Integration 282 282 Management Insight How to Make Related Diversification 284 Diversification Work International Expansion 286 Managing Globally Planning and Implementing Strategy 292 How DHL Entered the U.S. Package Delivery Business 271 274 279 285 290 Management in Action Summary and Review 292 Management in Action 293 Topics for Discussion and Action 293 Building Management Skills 293 Managing Ethically 294 Small Group Breakout Exercise 294 Exploring the World Wide Web 294 Be the Manager 295 Bus/nessWee/c Case in the News: That Computer Is So You 295 BusinessWeek Case in the News: Is the Bloom Off at FTD? 296 BusinessWeek Case in the News: Swords to Plowshares and Back Again at Rockwell Collins Appendix How to Develop a Business Flan Developing a Business Plan 297 298 298 Writing a Detailed Business Plan 299 Developing Your Own Business Plan 300 Chapter Nine Value-Chain Management: Functional Strategies for Competitive Advantage 302 A Manager s Challenge Toyota s Approach to Building Competitive Advantage 303 Topics Overview 305 Functional Strategies, the Value Chain, and Competitive Advantage 305 Functional Strategies and Value-Chain Management 307 Improving Responsiveness to Customers 309 What Do Customers Want? 309 Managing the Value Chain to Increase Responsiveness to Customers 310 Customer Relationship Management 311 Improving Quality 313 Total Quality Management 314 Improving Efficiency 318 Facilities Layout, Flexible Manufacturing, and Efficiency 318 Just-in-Time Inventory and Efficiency 321 Self-Managed Work Teams and Efficiency 323 Process Reengineering and Efficiency 323 Information Systems, the Internet, and Efficiency 324 Chapter Ten Managing Organizational Structure and Culture 342 A Manager s Challenge Liz Claiborne Reorganizes Its Structure 343 Topics Overview 345 Designing Organizational Structure 345 The Organizational Environment 346 Strategy 347 Technology 347 Human Resources 348 Grouping Tasks into Jobs: Job Design 348 Job Enlargement and Job Enrichment 349 The Job Characteristics Model 350 Grouping Jobs into Functions and Divisions: Designing Organizational Structure 351 Functional Structure 351 Divisional Structures: Product, Market, and Geographic 354 Matrix and Product Team Designs 358 Hybrid Structure 361 Examples Management in Action Improving Innovation 324 Two Kinds of Innovation 325 Strategies to Promote Innovation and Speed Product Development 325 Managing the Value Chain: Some Remaining Issues 331 Boundary-Spanning Roles 331 Value-Chain Management Over Time 333 Ethical Implications 334 Information Technology Byte How CRM Helped Empire HealthChoice 312 Management Insight Starwood Uses Six Sigma to Improve Hotel Performance 316 Manager as a Person Paddy Hopkirk Improves Facilities Layout 319 Management Insight United Electric s Kanban System 322 Management Insight Google Encourages Innovation and Product Development 329 Management Insight Toyota Is Not Perfect, But It Continually Strives to Be 333 Ethics in Action The Human Cost of Improving Productivity 334 Summary and Review 335 Management in Action 337 Topics for Discussion and Action 337 Building Management Skills 337 Managing Ethically 338 Small Group Breakout Exercise 338 Exploring the World Wide Web 338 Be the Manager 339 BusinessWeek Case in the News: Philips Norelco 339 BusinessWeek Case in the News: No One Does Lean Like the Japanese 340 Examples Management in Action Coordinating Functions and Divisions 362 Allocating Authority 362 Integrating and Coordinating Mechanisms 368 Organizational Culture 370 Where Does Organizational Culture Come From? 372 Strong, Adaptive Cultures versus Weak, Inert Cultures 375 Managing Globally Nokia s Geographic Structure Helps It Conquer the World 357 Managing Globally How to Use Empowered Self- Managed Teams 365 Manager as a Person Avon Is Calling for a New Structure 367 Manager as a Person Sam Walton and Wal-Mart s Culture 371 Summary and Review 377 Management in Action 378 Topics for Discussion and Action 378 Building Management Skills 378 Managing Ethically 379 Small Group Breakout Exercise 379 Exploring the World Wide Web 379 Be the Manager 380 BusinessWeek Case in the News: Information Technology: Stopping the Sprawl at HP 381 BusinessWeek Case in the News: The Art of Motivation 382 Chapter Eleven Organizational Control and Change Topics 384 A Manager s Challenge What is the Best Way to Control People and Resources? 385 Overview 387 What Is Organizational Control? 387 The Importance of Organizational Control 388 Control Systems and IT 389 The Control Process 390 Output Control 393 Financial Measures of Performance 393 Organizational Goals 396 Operating Budgets 396 Problems with Output Control 398 Behavior Control 399 Direct Supervision 399 Management by Objectives 400 Bureaucratic Control 402 Problems with Bureaucratic Control 404 Clan Control 406 Organizational Change 407 Lewin s Force-Field Theory of Change 408 Evolutionary and Revolutionary Change 409 Managing Change 409 Chapter Twelve Human Resource Management Topics 420 A Manager s Challenge Treating Employees Well Leads to Satisfied Customers 421 Overview 423 Types of Development 439 Strategic Human Resource Management Overview of the 423 Transfer of Training and Development Performance Appraisal 441 Components of HRM 424 and Feedback 441 The Legal Environment of HRM 427 Types of Performance Appraisal Who Appraises 441 Recruitment and Performance? 444 Selection 429 Effective Performance Human Resource Planning 430 Feedback 445 Job Analysis 431 Pay and Benefits 447 External and Internal Pay Level 447 Recruitment 432 Pay Structure 447 The Selection Process 434 Benefits 448 Training and Labor Relations 450 Development 438 Unions 450 Types of Training 438 Collective Bargaining 451 Examples Management in Action Management Insight Making the Financial Figures Come Alive 395 Managing Globally Wal-Mart Uses Output Control to Expand Internationally 397 Management Insight Microsoft Has Problems Controlling and Evaluating Its Employees 401 Manager as a Person Bob Iger s Big Changes at Walt Disney 405 Management Insight James Casey Creates a Culture for UPS 407 Manager as a Person Pfizer s Big Push to Create Blockbuster Drugs 412 Summary and Review 413 Management in Action 415 Topics for Discussion and Action 415 Building Management Skills 415 Managing Ethically 416 Small Group Breakout Exercise 416 Exploring the World Wide Web 416 Be the Manager 417 BusinessWeek Case in the News: Cracking the Whip at Wyeth 417 BusinessWeek Case in the News: How Failure Breeds Success 418 Examples Management in Action Managing Globally Managing Human Resources at Semco 426 Focus on Diversity Is It Age Discrimination? 428 information Technology Byte Fog Creek Software s Approach to Recruiting 433 Focus on Diversity Family-Friendly Benefits at Guerra DeBerry Coody 449 Summary and Review 452 Management in Action 454 Topics for Discussion and Action 454 Building Management Skills 454 Managing Ethically 455 Small Group Breakout Exercise 455 Exploring the World Wide Web 455 Be the Manager 456 BusinessWeek Case in the News: How to Make a Microserf Smile 456 BusinessWeek Case in the News: Guess Who s Hiring in America 459 Chapter Thirteen Motivation and Performance 460 A Manager s Challenge Motivating Employees at Enterprise Rent-A-Car 461 Topics Overview 463 Herzberg s Motivator- The Nature of Motivation 464 Hygiene Theory McClelland s Needs for 474 Expectancy Theory 467 Achievement, Affiliation, Expectancy 467 and Power 474 Instrumentality 468 Other Needs 475 Valence 469 Equity Theory 476 Bringing It All Together 470 Equity 476 Need Theories 471 Inequity 477 Maslow s Hierarchy of Ways to Restore Equity 477 Needs 472 Goal-Setting Theory 479 Alderfer s ERG Theory 473 Chapter Fourteen Leadership 494 A Manager s Challenge Judy McGrath Leads MTV Networks 495 Topics 497 Overview The Nature of Leadership 497 Personal Leadership Style and Managerial Tasks Leadership Styles Across Cultures Power: The Key to Leadership Empowerment: An Ingredient in Modern Management Trait and Behavior Models of Leadership The Trait Model The Behavior Model Contingency Models of Leadership Fiedler s Contingency Model 497 499 500 503 504 504 505 507 507 House s Path-Goal Theory 510 The Leader Substitutes Model 511 Bringing It All Together 512 Transformational Leadership 513 Being a Charismatic Leader 514 Stimulating Subordinates Intellectually 514 Engaging in Developmental Consideration 514 The Distinction Between Transformational and Transactional Leadership 515 Gender and Leadership 515 Emotional Intelligence and Leadership 516 Examples Management in Action Learning Theories 480 Operant Conditioning Theory 480 Social Learning Theory 483 Pay and Motivation 485 Basing Merit Pay on Individual, Group, or Organizational Performance 485 Salary Increase or Bonus? 486 Examples of Merit Pay Plans 487 Ethics in Action McDonough Protects the Planet 465 Management Insight Managing and Retaining Employees at the Container Store 469 information Technology Byte Boosting Motivation and Retention at Protus IP Solutions 471 information Technology Byte High Motivation Rules at the SAS Institute 475 Summary and Review 487 Management in Action 489 Topics for Discussion and Action 489 Building Management Skills 489 Managing Ethically 490 Small Group Breakout Exercise 490 Exploring the World Wide Web 490 Be the Manager 491 BusinessWeek Case in the News: Why Settle for Just One Line of Work? 491 BusinessWeek Case in the News: Nokia s New Home in Romania 492 Examples Management in Action Ethics in Action Servant Leadership at Zingerman s 498 Manager as a Person Liane Pelletier Uses Her Expert Power in Alaska 502 Ethics in Action Consideration at Costco 505 Focus on Diversity Admitting a Mistake Helps Small-Business Leader 517 Summary and Review 518 Management in Action 520 Topics for Discussion and Action 520 Building Management Skills 520 Managing Ethically 521 Small Group Breakout Exercise 521 Exploring the World Wide Web 522 Be the Manager 522 BusinessWeek Case in the News: Big Blue Goes for the Big Win 522 BusinessWeek Case in the News: When CEO s Aren t Leaders 523 Chapter Fifteen Effective Groups and Teams 526 Topics A Manager s Challenge Employees Form Teams at Overview 529 Research and Development Teams 535 ICU Medical 527 Groups, Teams, and Command Groups 535 Organizational Task Forces 536 Effectiveness 529 Self-Managed Work Teams 536 Groups and Teams as Virtual Teams 538 Performance Enhancers 530 Friendship Groups 539 Groups, Teams, and Interest Groups 540 Responsiveness to r Customers 532 Group Dynamics 540 Teams and Innovation 532 Group Size, Tasks, and Groups and Teams as Roles 540 Motivators 534 Group Leadership 543 Types of Groups and Teams 534 Group Development over Time 543 The Top-Management Team 535 Group Norms Group Cohesiveness 544 548 Chapter Sixteen Promoting Effective Communication 564 A Manager s Challenge Managers Need Feedback from Employees 565 Topics Overview 567 Communication and Management 567 The Importance of Good Communication 567 The Communication Process 569 The Role of Perception in Communication 570 The Dangers of Ineffective Communication 571 Information Richness and Communication Media 572 Face-to-Face Communication 573 Spoken Communication Electronically Transmitted 575 Personally Addressed Written Communication 575 Impersonal Written Communication 578 Communication Networks 579 Communication Networks in Groups and Teams 579 Organizational Communication Networks 580 External Networks 581 Examples Management in Action Managing Groups and Teams for High Performance 551 Motivating Group Members to Achieve Organizational Goals 551 Reducing Social Loafing in Groups 553 Helping Groups to Manage Conflict Effectively 554 Information Technology Byte Technology Helps Teams Achieve Synergies by Identifying Expertise 531 Information Technology Byte Pizza Teams Innovate at Amazon 533 Management Insight Self-Managed Teams at Louis Vuitton and Nucor Corporation 537 Management Insight Teams Benefit from Deviance and Conformity at IDEO 547 Summary and Review 554 Management in Action 556 Topics for Discussion and Action 556 Building Management Skills 556 Managing Ethically 557 Small Group Breakout Exercise 557 Exploring the World Wide Web 557 Be the Manager 558 BusinessWeek Case in the News: Managing the New Workforce 558 BusinessWeek Case in the News: International Isn t Just IBM s First Name 560 Examples Management in Action Information Technology and Communication 582 The Internet 582 Intranets 582 Groupware and Collaboration Software 583 Communication Skills for Managers 586 Communication Skills for Managers as Senders 587 Communication Skills for Managers as Receivers 589 Understanding Linguistic Styles 590 Managing Globally Global Communication Enables Global Innovation 568 Management Insight When Face-to-Face Communication Is Called For 573 Ethics in Action Monitoring E-mail and Internet Usage 577 information Technolocr, Byte Collaborating with Wikis 585 Summary and Review 593 Management in Action 595 Topics for Discussion and Action 595 Building Management Skills 595 Managing Ethically 596 Small Group Breakout Exercise 596 Exploring the World Wide Web 597 Be the Manager 597 BusinessWeek Case in the News: The Water Cooler Is Now on the Web 597 BusinessWeek Case in the News: It s All About the Face-to-Face 599 Chapter Seventeen Managing Conflict, Politics, and Negotiation 602 A Manager s Challenge Ravi Kant Effectively Manages Conflict 603 Topics Overview 604 Organizational Conflict 605 Types of Conflict 605 Sources of Conflict 607 Conflict Management Strategies 609 Negotiation 613 Distributive Negotiation and Integran ve Bargaining 613 Strategies to Encourage Integrative Bargaining 613 Organizational Politics 615 The Importance of Organizational Politics 616 Political Strategies for Gaining and Maintaining Power 616 Political Strategies for Exercising Power 619 Chapter Eighteen A Manager s Challenge Now B M Retailers Use IT Using Advanced Information Technology to Increase Performance Topics Overview 635 10 Attract uustome1 rs odes Information and the Manager s Job 635 Attributes of Useful Information 636 What Is Information Technology? 637 Information and Decisions 638 Information and Control 638 Information and Coordination 640 The IT Revolution 640 The Effects of Advancing IT 641 Glossary 667 Credits 679 Index 713 632 IT and the Product Life Cycle 641 Computer Networks 643 Types of Management Information Systems 646 The Organizational Hierarchy: The Traditional Information System 646 Transaction-Processing Systems 647 Operations Information Systems 647 Decision Support Systems 648 Examples Management in Action Managing Globally Xplane Integrates Operations in Spain 610 Focus on Diversity Indra Nooyi Builds Alliances 618 Ethics in Action El Faro Benefits Multiple Stakeholders 621 Summary and Review 622 Management in Action 624 Topics for Discussion and Action 624 Building Management Skills 624 Managing Ethically 625 Small Group Breakout Exercise 625 Exploring the World Wide Web 625 Be the Manager 626 BusinessWeek Case in the News: My Way or the Highway at Hyundai 626 BusinessWeek Case in the News: A Town Tom Apart by Nestle 628 Examples Management in Action Artificial Intelligence and Expert Systems 649 Enterprise Resource Planning Systems 650 E-Commerce Systems 653 The Impact and Limitations of Information Technology 654 Strategic Alliances, B2B Network Structures, and IT 654 Flatter Structures and Horizontal Information Flows 656 Limitations of IT 659 Management Insight Herman Miller s Office of the Future 639 Management Insight IBM s Business-on-Demand IT 644 Manager as a Person How Judy Lewent Became One of the Most Powerful Women in Corporate America 648 information Technoioqv Bvte SAP s ERP System 651 Information Technology Byte Information Flows at Tel Co. and Soft Co. 657 Management Insight The Star Wars Studio Reorganizes 659 Summary and Review 661 Management in Action 662 Topics for Discussion and Action 662 Building Management Skills 662 Managing Ethically 663 Small Group Breakout Exercise 663 Exploring the World Wide Web 663 Be the Manager 664 BusinessWeek Case in the News: The Quickening at Nissan 664 BusinessWeek Case in the News: FedEx: Taking Off Like a Rocket Ship 665
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indexdate	2024-07-09T21:32:27Z
institution	BVB
isbn	9780071281058 0073530433
language	English
lccn	2008037273
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owner	DE-188
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physical	XL, 730 S. Ill., Kt.
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spelling	Jones, Gareth R. Verfasser (DE-588)13230922X aut Contemporary management Gareth R. Jones ; Jennifer M. George 6. ed., internat. student ed. Boston [u.a.] McGraw-Hill Irwin 2009 XL, 730 S. Ill., Kt. txt rdacontent n rdamedia nc rdacarrier Includes index. Management Management (DE-588)4037278-9 gnd rswk-swf Management (DE-588)4037278-9 s DE-188 George, Jennifer M. Sonstige oth HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=017180943&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis
spellingShingle	Jones, Gareth R. Contemporary management Management Management (DE-588)4037278-9 gnd
subject_GND	(DE-588)4037278-9
title	Contemporary management
title_auth	Contemporary management
title_exact_search	Contemporary management
title_full	Contemporary management Gareth R. Jones ; Jennifer M. George
title_fullStr	Contemporary management Gareth R. Jones ; Jennifer M. George
title_full_unstemmed	Contemporary management Gareth R. Jones ; Jennifer M. George
title_short	Contemporary management
title_sort	contemporary management
topic	Management 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=017180943&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA
work_keys_str_mv	AT jonesgarethr contemporarymanagement AT georgejenniferm contemporarymanagement

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