Principles of management:
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| Format: | Buch |
| Sprache: | English |
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[Mason, Ohio]
South-Western Cengage Learning
2009
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| Ausgabe: | 11. ed., internat. student ed. |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | getr. Zählung Ill., graph. Darst. |
| ISBN: | 9780324789171 0324789173 |
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| 245 | 1 | 0 | |a Principles of management |c Robert Kreitner |
| 250 | |a 11. ed., internat. student ed. | ||
| 264 | 1 | |a [Mason, Ohio] |b South-Western Cengage Learning |c 2009 | |
| 300 | |a getr. Zählung |b Ill., graph. Darst. | ||
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Datensatz im Suchindex
| _version_ | 1804138866260574208 |
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| adam_text | Titel: Principles of management
Autor: Kreitner, Robert
Jahr: 2009
BRIEF CONTENTS
PART ONE The Management Challenge
CHAPTER i Managers and Entrepreneurs
chapter 2 The Evolution of Management Thought
chapter 3 The Changing Environment of Management: Diversity,
Global Economy, and Technology
CHAPTER 4 International Management and Cross-Cultural
Competence
CHAPTER 5 Management s Social and Ethical Responsibilities
PART TWO Planning and Decision Making
chapter 6 The Basics of Planning and Project Management
CHAPTER 7 Strategic Management: Planning for Long-Term Success
CHAPTER 8 Decision Making and Creative Problem Solving
PART THREE Organizing, Managing Human Resources,
and Communicating
CHAPTER 9 Organizations: Effectiveness, Design, and Cultures
CHAPTER 10 Human Resource Management
CHAPTER 11 Communicating in the Internet Age
PART FOUR Organizational Control Processes
CHAPTER 12 Organizational Control and Quality Improvement
PART FIVE Motivating and Leading
CHAPTER 13 Motivating Job Performance
CHAPTER 14 Group Dynamics and Teamwork
CHAPTER 15 Influence, Power, and Leadership
CHAPTER 16 Change, Conflict, and Negotiation
1
2
30
58
86
116
143
144
176
204
235
236
268
296
331
332
365
366
400
428
460
CONTENTS
Preface xv
PART ONE The Management Challenge
1 Managers and Entrepreneurs
THE CHANCING WORKPLACE
It Was the School of Hard Knocks for the CEO
of Switzerland s Novartis 5
Management Defined 5
Working with and Through Others 5; Achieving
Organizational Objectives 6; Balancing Effectiveness
and Efficiency 7; Making the Most of Limited
Resources 8; Coping with a Changing
Environment 8
ETHICS: CHARACTER, COURAGE, AND VALUES
Take the High Road 12
What Do Managers Do? 13
Managerial Functions 13; Managerial Skills 14;
Some Managerial Facts of Life (with No Sugar
Coating) 14
Learning to Manage 16
How Do Managers Learn to Manage? 17;
How Can Future Managers Learn to
Manage? 17
BEST PRACTICES
What Mountain Climbing Has Taught Jean Halloran
About Goad Management 18
Small-Business Management 19
Exploding Myths About Small Business 19; Career
Opportunities in Small Business 20;
Entrepreneurship 20
Summary 23
Terms to Understand 23
MANAGERSTOOLKIT
Career Tips far Today s and Tomorrow s Managers 24
ACTION LEARNING EXERCISE
Do You Have the Right Stuff to Be an Entrepreneur 25
CLOSING CASE
Jennifer Reingold Samples a Day in the Life
of a Manager 27
Test Prepper 29
2 2 The Evolution of
Management Thought
30
THE CHANGING WORKPLACE
Crasgie Ziidjian Carries on a 14-Generation
Tradition 31
The Practice and Study of Management 33
Information Overload 34; An Interdisciplinary
Field 34; No Universally Accepted Theory of
Management 34
The Universal Process Approach 35
Henri Fayol s Universal Management
Process 35; Lessons from the Universal
Process Approach 36
The Operational Approach 36
Frederick W. Taylor s Scientific Management 37;
Taylor s Followers 38; The Quality Advocates 39;
Lessons from the Operational Approach 40
ETHICS: CHARACTER, COURAGE, AND VALUES
Taking Zero Defects to Heart 41
The Behavioral Approach 41
The Human Relations Movement 42; Organizational
Behavior 43; Lessons from the Behavioral
Approach 44
The Systems Approach 44
Chester I. Barnard s Eariy Systems Perspective 45;
General Systems Theory 45; New Directions m
Systems Thinking 46; Lessons from the Systems
Approach 48
The Contingency Approach 48
Contingency Characteristics 48; Lessons from the
Contingency Approach 49
The Era of Management by Best Seller:
Proceed with Caution 49
What s Wrong with Management by Best Seller7 51;
How to Avoid the Quick-Fix Mentality 51; Putting
What You Have Learned to Work 52
Summary 52
VII
CONTENTS
Terms to Understand 53
MANAEERSTOOLKIT
Recommended Publications for Staying Current in the Field
of Management 53
ACTION LEARNING EXERCISE
Open-System Thinking and Recycling 54
CLOSING CASE
Russia s New Management Style 55
Test Prepper 57
3 The Changing Environment
of Management: Diversity,
Global Economy, and Technology
4 International Management and
Cross-Cultural Competence
86
58
THE CHANCING WORKPLACE
You Raised Them, Now Manage Them 59
The Social Environment 61
Demographics of the New Workforce 61; A New
Social Contract Between Employer and Employee 64;
Nagging inequalities in the Workplace 64; Managing
Diversity 66
VALUING DIVERSITY
Leaders of the Pack G6
ETHICS: CHARACTER, COURAGE, AND VALUES
The Senator from Starbucks G8
The Political-Legal Environment 68
The Politicization of Management 68; Increased
Personal Legal Accountability 71; Political-Legal
Implications for Management 72
The Economic Environment 72
The Job Outlook in Today s Service Economy,
Where Education Counts 72; Coping with
Business Cycles 73; The Challenge of a Global
Economy 74
The Technological Environment 76
The Innovation Process 77; Promoting Innovation
Through Intrapreneurship 78
Summary 79
Terms to Understand 80
MANAGER STOOLKIT
How Business Leaders Can Help Women Break Through
the Glass Ceiling 80
ACTION LEARNING EXERCISE
Crystal Ball Gazing 81
CLOSING CASE
Welcome to the World of Younger Bosses and Older
Workers 83
Test Prepper 85
THE CHANGING WORKPLACE
A Global Small-Business Manager Works at the
Beach in the Dominican Republic 87
Global Organizations for a Global Economy 89
The Internationalization Process 89; From Global
Companies to Transnational Companies 91
Toward Greater Global Awareness and
Cross-Cultural Effectiveness 92
Needed: Global Managers with Cultural Intelligence and
Cross-Cultural Competencies 93; Contrasting Attitudes
Toward International Operations 93; The Cultural
Imperative 95; Understanding Cultural Diversity 97
WINDOW ON THE WORLD
Context Matters When It Comes to Muslim Names 98
Comparative Management Insights 102
Made-in-America Management Theories Require
Translation 102; A Cross-Cultural Study of Work
Goals 102; Lessons in Leadership from the GLOBE
Project 103
ETHICS: CHARACTER, C0URA6E, AND VALUES
Leading by Example-All the Way to China 105
Staffing Foreign Positions 105
Why do U.S. Expatriates Fail? 105; Cross-Cultural
Training 106; What About North American Women
on Foreign Assignments? 109; Relying on Local
Managerial Talent 109
Summary 109
Terms to Understand 110
MANAGER S TOOLKIT
Pat McGaverns Tips for Business Travelers 111
ACTION LEARNING EXERCISE
Lonk into the Cultural Mirror 111
CLOSING CASE
Tell the Kids We re Moving to Kenya 113
Test Prepper 115
S Management s Social and
Ethical Responsibilities 116
THE CHANGING WORKPLACE
A Texas Outfit in Sudan 117
Social Responsibility: Definition and
Perspectives 118
What Does Corporate Social Responsibility (CSR)
Involve? 119; What Is the Role of Business
CONTENTS
IX
in Society? 120; Arguments For and Against Corporate
Social Responsibility 122
WINDOW ON THE WORLD
India s Tata Steel Builds Communities
Along with Profits 123
Toward Greater Social Responsibility 123
Social Responsibility Strategies 124;
Who Benefits from Corporate Social
Responsibility? 125
The Ethical Dimension of Management 126
Practical Lessons from Business Ethics Research 127;
Personal Values as Ethical Anchors 129; General
Ethical Principles 131
ETHICS: CHARACTER, COURAGE, AND VALUES
Human Guinea Pigs? 132
Encouraging Ethical Conduct 132
Ethics Training 132; Ethical Advocates 133; Codes
of Ethics 133; Whistle-Blowing 133
Summary 135
Terms to Understand 136
MANAGER S TOOLKIT
An International Code of Ethics 13G
ACTION LEARNING EXERCISE
The Rokeach Value Survey 137
CLOSING CASE
The Whistle Blowing Nurse 139
Test Prepper 141
MANAGERS-INACTION VIDEOS 142
1A The Bakers Best Story
IB Hewlett-Packard Leverages Global Diversity
PART TWO Planning and Decision Making
143
The Basics of Planning and
Project Management____________144
THE CHANGING WORKPLACE
Nintendo: Wii Will Rock You 145
Coping with Uncertainty 147
Three Types of Uncertainty 147; Organizational
Responses to Uncertainty 148; Balancing Planned
Action and Spontaneity in the Twenty-First Century 150
The Essentials of Planning 151
Organizational Mission 151; Types of Planning 152;
Objectives 153; Priorities (Both Strategic and
Personal) 155; The Planning/Control Cycle 156
ETHICS: CHARACTER, COURAGE AND VALUES
Wells Fargo Helps Its Business Customers Control Fraud
and Identity Theft 156
Management by Objectives and Project
Planning 157
Management by Objectives 157; Project Planning
and Management 158
WINDOW ON THE WORLD
How a Global Investment Bank Avoids E-mail Overload
on Projects with a Wiki 1G3
Graphical Planning/Scheduling/
Control Tools 163
Sequencing with Flow Charts 163; Scheduling with
Gantt Charts 164; PERT Networks 165
Break-Even Analysis 167
Fixed versus Variable Costs 167; The Algebraic
Method 168; The Graphical Method 169; Break-Even
Analysis: Strengths and Limitations 169
Summary 170
Terms to Understand 171
MANAGERSTOOLKIT
Ten Common Errors to Avoid When Writing a Plan
for a New Business 171
ACTION LEARNING EXERCISE
How to Write Good Objectives and Plans
;Plan = What + When + Howj 172
CLOSING CASE
Healthy Fast Food? Thats the Plan? 173
Test Prepper 174
7 Strategic Management: Planning
for Long-Term Success
THE CHANGING WORKPLACE
The Cheese Queens Bid for a Bigger Slice ! 77
Strategic Management = Strategic Planning +
Implementation + Control 181
Thinking Strategically (Including E-Business
Strategies) 181
Synergy 182; Porter s Generic Competitive
Strategies 183; Business Ecosystems 185;
E-Business Strategies for the Internet 186
176
CONTENTS
ETHICS: CHARACTER, COURAGE, AND VALUES
The End of Garbage? 184
The Strategic Management Process 189
Formulation of a Grand Strategy 190; Formulation
of Strategic Plans 191
Strategic Implementation and Control 192
Implementation of Strategic Plans 192; Strategic
Control 193; Corrective Action Based on Evaluation
and Feedback 193
Forecasting 193
Types of Forecasts 194; Forecasting
Techniques 195
BEST PRACTICES
Google s Fail Fast Strategy 194
Summary 198
Terms to Understand 199
MANAGER S TOOLKIT
Reengineering 199
ACTION LEARNING EXERCISE
Thinking Strategically: A SWOT Analysis 200
CLOSING CASE
Sally Jewel s Market-Driven Strategy at REI 202
Test Prepper 203
8 Decision Making and Creative
Problem Solving
204
THE CHANGING WORKPLACE
The Human Came Boy 205
Challenges for Decision Makers 207
Dealing with Complex Streams of Decisions 207;
Coping with Uncertainty 210; Information-Processing
Styles 212; Avoiding Perceptual and Behavioral
Decision Traps 213
VALUING DIVERSITY
Are You a Biased Decision Maker? 209
Making Decisions 215
Making Programmed Decisions 216; Making
Nonprogrammed Decisions 216; A General Decision-
Making Model 216; Knowledge Management: A Tool
for Improving the Quality of Decisions 217
Group-Aided Decision Making: A Contingency
Perspective 219
Collaborative Computing 219; Group Involvement in
Decisions 220; The Problem of Dispersed
Accountability 220; Advantages and Disadvantages of
Group-Aided Decision Making 220; A Contingency
Approach Is Necessary 221
Managerial Creativity 222
What Is Creativity? 222; Workplace Creativity: Myth
and Modern Reality 223; Learning to Be More
Creative 223
Creative Problem Solving 224
Identifying the Problem 224; Generating
Alternative Solutions 226; Selecting a
Solution 227; Implementing and Evaluating the
Solution 228
ETHICS. CHARACTER, COURAGE, AND VALUES
Stephen Siege! Does Well By Doing Good 225
Summary 228
Terms to Understand 229
MANAGER S TOOLKIT
How to Construct a Fishbone Diagram 229
ACTION LEARNING EXERCISE
How Creative Are You? 230
CLOSING CASE
The Phantasmagoria Factory 231
Test Prepper 233
MANAGERS IN ACTION VIDEOS 234
2A Strategic Leadership: Life is Good
2B New Balance
PART THREE Organizing, Managing Human Resources, and Communicating 235
Organizations: Effectiveness,
Design, and Cultures
236
THE CHANGING WORKPLACE
Eileen Fisher lite Is Driven by Founder s Passion and
Obsession 237
Organizational Structure and Effectiveness 239
Characteristics Common to All Organizations 239;
Organization Charts 240; Organizations as Open
Systems 242; Organizational Effectiveness 243
ETHICS: CHARACTER, COURAGE, AND VALUES
Should We Admire Wai Mart5 244
CONTENTS
XI
Contingency Design 245
The Burns and Stalker Model 245; Basic
Departmentalization Formats 248; Span of Control
251; Centralization and Decentralization 252
Effective Delegation 252
The Advantages of Delegation 254; Barriers to
Delegation 254
The Changing Shape of Organizations 254
Hourglass Organizations 256; Cluster Organizations
256; Virtual Organizations 256
VALUING DIVERSITY
Don t Take Your Superstars for Granted 255
Organizational Cultures 258
Characteristics of Organizational Cultures 258; Forms
and Consequences of Organizational Cultures 259;
The Process of Organizational Socialization 260;
Strengthening Organizational Cultures 261
Summary 261
Terms to Understand 262
MANAGER S TOOLKIT
If You Want to Be Delegated Important Duties, Then
Demonstrate a Lot of Initiative 262
ACTION LEARNING EXERCISE
An Organizational X Ray: Capturing the Feel of an
Organization s Culture 2G3
CLOSING CASE
Toyota: America s Best Car Company 265
Test Prepper 267
10 Human Resource Management
268
THE CHANCING WORKPLACE
Emphasis on People Makes Holder No. 1 269
Human Resource Strategy: A People-Centered
Approach 272
The Age of Human Capital 272; People-Centered
Organizations Enjoy a Competitive
Advantage 272
ETHICS: CHARACTER, COURAGE, AND VALUES
Traci Bell Gets a Helping Hand from Her Coworkers at
Houston-Based David Weekley Homes 273
Recruitment and Selection 273
Recruiting for Diversity in the Internet Age 273;
The Selection Process: An Overview 275; Equal
Employment Opportunity 276; Employment
Selection Tests 280; Effective Interviewing 280
VALUING DIVERSITY
Dealing with Religion in the U.S. Workplace 278
Performance Appraisal 282
Making Performance Appraisals Legally Defensible
283; Alternative Performance Appraisal
Techniques 283
Training 285
A Shortage of Skilled Workers? 286; Today s Training:
Content and Delivery 286; The Ingredients of a
Good Training Program 287; Skill versus Factual
Learning 287
Contemporary Human Resource Challenges and
Problems 288
Discouraging Sexual Harassment 288; Controlling
Alcohol and Drug Abuse 290
ETHICS: CHARACTER, COURAGE, AND VALUES
Call a Cab! 290
Summary 291
Terms to Understand 292
MANAGER S TOOLKIT
How to Handle the Job Interview Successfully 292
ACTION LEARNING EXERCISE
Writing Behavioral Interview Questions 293
CLOSING CASE
How UPS Delivers Objective Performance Appraisals 294
Test Prepper 295
11 Communicating in the Internet Age 296
THE CHANGING WORKPLACE
Bruce Moeller s Mostly Digital Communication
Style 297
The Communication Process 300
Encoding 300; Selecting a Medium 301; Decoding
302; Feedback 303; Noise 304
VALUING DIVERSITY
The Diversity Advantage in a Global Economy 302
Dynamics of Organizational
Communication 304
Communication Strategies 304; The Grapevine 306;
Nonverbal Communication 308; Upward
Communication 311
ETHICS: CHARACTER, COURAGE, AND VALUES
What Are the Practical and Ethical Boundaries of Business
Casual ? 309
Communication Problems and Promises in the
Internet Age 314
Barriers to Communication 314; Sexist and Racist
Communication 316; Communicating in the Online
Workplace 316
XII
CONTENTS
Becoming a Better Communicator 320
Effective Listening 320; Effective Writing 321; Running
a Meeting 322
Summary 323
Terms to Understand 323
MANAGER S TOOLKIT
How to Give and Receive Feedback 324
ACTION LEARNING EXERCISE
Oh, No! What Have I Done? 324
CLOSING CASE
Found in Translation: How to Make the Multicultural Workforce
Work 32G
Test Prepper 328
MANAGERS-INACTION VIDEOS 329
3A Organization Structures at Green Mountain Coffee Roasters
3B Managing Human Capital at Accenture
PART FOUR Organizational Control Processes
331
12 Organizational Control and
Quality Improvement
332
THE CHANCING WORKPLACE
You Cot Served (T-Mobiie s Sue Nokes) 333
Fundamentals of Organizational Control 335
Types of Control 335; Components of Organizational
Control Systems 337; Strategic Control 339;
Identifying Control Problems 340
WINDOW ON THE WORLD
Benchmarking Helped Germany s Porsche Pull into
the Fast Lane 339
Crisis Management 342
Crisis Management Defined 342; Developing a Crisis
Management Program 343
The Quality Challenge 345
Defining Quality 345; Five Types of Product Quality
346; Unique Challenges for Service Providers 347;
Defining Service Quality 349
ETHICS: CHARACTER, COURAGE, AND VALUES
Medical Device Maker Medtronic Gets
Some Bad News 34S
An Introduction to Total Quality
Management (TQM) 349
1. Do It Right the First Time 350; 2. Be Customer-
Centered 350; 3. Make Continuous Improvement
a Way of Life 352; 4. Build Teamwork and
Empowerment 352; The Seven Basic TQM Process
Improvement Tools 353
Deming Management 355
Principles of Deming Management 355;
Deming s 14 Points 356
Summary 357
Terms to Understand 358
MANAGER S TOOLKIT
How to Avoid a Public Relations Nightmare
in a Crisis 358
ACTION LEARNING EXERCISE
Measuring Service Quality 358
CLOSING CASE
Continuous Improvement at Toyota 360
Test Prepper 363
MANAGERS-INACTION VIDEOS 364
5A Finagle A Bagel s Management, Organization, and
Production Finesse
SB Training a Sales Employee at REI
PART FIVE Motivating and Leading
PART FIVE Motivating and Leading
365
13 Motivating Job Performance
365
THE CHANGING WORKPLACE
Best Buy Smashes the Time Clock 366
Motivation Theories 369
Maslow s Hierarchy of Needs Theory 369; Herzberg s
Two-Factor Theory 372; Expectancy Theory 373; Goal-
Setting Theory 374
Motivation Through Job Design 376
Strategy One: Fitting People to Jobs 377; Strategy
Two: Fitting Jobs to People 338
Motivation Through Rewards 380
Extrinsic versus Intrinsic Rewards 380; Employee
Compensation 381; Improving Performance with
Extrinsic Rewards 381
CONTENTS
XIII
BEST PRACTICES
Pal McGavern Motivates Through Respect 382
Motivation Through Employee
Participation 386
Quality Control Circles 386; Open-Book Management
386; Self-Managed Teams 387; Keys to Successful
Employee Participation Programs 388
Motivation Through Quality-of-Work-Life
Programs 389
Flexible Work Schedules 390; Family Support Services
391; Wellness Programs 392; Sabbaticals 393
ETHICS: CHARACTER, COURAGE AND VALUES
Get Healthy or Else 393
Summary 394
Terms to Understand 394
MANAGERSTOOLKIT
Stress Management 101 39S
ACTION LEARNING EXERCISE
Quality-of Work-Life Survey 395
CLOSING CASE
The Small Company with a Big Time
Motivation Program 398
Test Prepper 399
14 Group Dynamics and Teamwork
400
THE CHANGING WORKPLACE
My Boss Wants to Be My Online Friend 401
Fundamental Group Dynamics 402
What Is a Group? 402; Types of Groups 403;
Attraction to Groups 404; Roles 406; Norms 406
Croup Development 407
Characteristics of a Mature Group 408; Six Stages of
Group Development 408
Organizational Politics 410
What Does Organizational Politics Involve? 411;
Research on Organizational Politics 411;
Political Tactics 413; Antidotes to Political
Behavior 413
ETHICS: CHARACTER CBBRAGE, AND VALUES
How Do You reel About Tiara* Ball* Organizational
Politics? 412
Conformity and Groupthink 414
Research on Conformity 414; Groupthink 415
Teams, Teamwork, and Trust 417
Cross-Functional Teams 417; Virtual Teams 419; What
Makes Workplace Teams Effective? 420; Trust: A Key
to Team Effectiveness 420
BEST PRACTICES
Cross Functional Teamwork Fosters Creativity
at Microsoft 418
Summary 422
Terms to Understand 423
MANAGER S TOOLKIT
How to Use Cooperative Conflict to Avoid Groupthink 423
ACTION LEARNING EXERCISE
Management Teamwork Survey 424
CLOSING CASE
Thirteen Time Zones Can t Keep Lucent s Virtual Team from
Succeeding 425
Test Prepper 427
15 Influence, Power, and Leadership
. 428
THE CHANGING WORKPLACE
No Holds Barred: An Interview with American Express
CEO Ken Chenault 429
Influence Tactics in the Workplace 431
Power 433
What Is Power? 433; The Five Bases of Power 434;
Empowerment 435
Leadership 436
Leadership Defined 436; Formal and Informal
Leaders 437; The Issue of Leaders versus Managers:
A Middle Ground 437; Trait Theoiy 438; Behavioral
Styles Theory 439; Situational Theory 443;
Transformational Leadership Theory 445;
Putting to Work What You ve Learned by Using
Practical Intelligence and Becoming a Servant
Leader 446
ETHICS: CHARACTER COURAGE AND VALUES
Is Courage an Important Leader Trait? 440
VALUING DIVERSITY
A Native American s Vision for a Better Future 44G
Mentoring 448
Learning from a Mentor 448; Dynamics
of Mentoring 449
Behavior Modification 450
What Is Behavior Modification? 450; Managing
Antecedents 450; Managing Consequences 451;
Positively Reinforce What Is Right About
Job Performance (the Art of Bucket
Filling ) 452; Schedule Positive Reinforcement
Appropriately 453
BEST PRACTICES
Grant Makers S50 Isn t Much -Unless It Comes from a
Cmrarker 453
XIV
CONTENTS
455
456
Summary 454
Terms to Understand 454
MANAGER S TOOLKIT
Putting the Empowerment Puzzle Together
ACTION LEARNING EXERCISE
What Is Your Emotional Intelligence (EQ)?
CLOSING CASE
Leadership Development GE-Style 457
Test Prepper 459
16 Change, Conflict, and Negotiation 460
THE CHANCING WORKPLACE
Bell Canada: Energizing a Sluggish Culture 461
Change: Organizational and Individual
Perspectives 462
Types of Organizational Change 463; Individual
Reactions to Change 464
WINDOW ON THE WORLD
Globe-Trotting Employees Face Accelerating
Change 465
Overcoming Resistance to Change 467
Why Do Employees Resist Change? 468;
Strategies for Overcoming Resistance to
Change 469
Making Change Happen 471
Planned Change Through Organization Development
(OD) 471; Unofficial and Informal Grassroots
Change 473
VALUING DIVERSITY
Tempered Radicals as Everyday Leaders 475
Managing Conflict 476
Dealing with the Two Faces of Conflict 477; Conflict
Triggers 478; Resolving Conflict 479
ETHICS: CHARACTER, COURAGE, AND VALUES
The Issue of Weapons-Free Workplaces 480
Negotiating 481
Elements of Effective Negotiation 481; Added Value
Negotiating 483
Summary 484
Terms to Understand 484
MANAGER S TOOLKIT
How to Express Anger 485
ACTION LEARNING EXERCISE
Putting Conflict on Ice 485
CLOSING CASE
Under the Kniie 487
Test Prepper 489
MANAGERS-INACTION VIDEOS 490
5A Alternative Work Arrangements at Hewlett-Packard
5B Entrepreneurial Leadership
TEST PREPPER ANSWERS T-l
REFERENCES R-l
PHOTD CREDITS P-l
NAME INDEX 1-1
ORGANIZATION INDEX 1-12
SUBJECT INDEX 1-13
|
| any_adam_object | 1 |
| author | Kreitner, Robert |
| author_GND | (DE-588)151183627 |
| author_facet | Kreitner, Robert |
| author_role | aut |
| author_sort | Kreitner, Robert |
| author_variant | r k rk |
| building | Verbundindex |
| bvnumber | BV035426907 |
| classification_rvk | QP 300 |
| ctrlnum | (OCoLC)318670186 (DE-599)BVBBV035426907 |
| 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 | 11. ed., internat. student ed. |
| format | Book |
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| id | DE-604.BV035426907 |
| illustrated | Illustrated |
| indexdate | 2024-07-09T21:34:59Z |
| institution | BVB |
| isbn | 9780324789171 0324789173 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-017347360 |
| oclc_num | 318670186 |
| open_access_boolean | |
| physical | getr. Zählung Ill., graph. Darst. |
| publishDate | 2009 |
| publishDateSearch | 2009 |
| publishDateSort | 2009 |
| publisher | South-Western Cengage Learning |
| record_format | marc |
| spelling | Kreitner, Robert Verfasser (DE-588)151183627 aut Principles of management Robert Kreitner 11. ed., internat. student ed. [Mason, Ohio] South-Western Cengage Learning 2009 getr. Zählung Ill., graph. Darst. txt rdacontent n rdamedia nc rdacarrier Betriebswirtschaftslehre stw Management stw Theorie stw Industrial management Management (DE-588)4037278-9 gnd rswk-swf Management (DE-588)4037278-9 s DE-604 HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=017347360&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Kreitner, Robert Principles of management Betriebswirtschaftslehre stw Management stw Theorie stw Industrial management Management (DE-588)4037278-9 gnd |
| subject_GND | (DE-588)4037278-9 |
| title | Principles of management |
| title_auth | Principles of management |
| title_exact_search | Principles of management |
| title_full | Principles of management Robert Kreitner |
| title_fullStr | Principles of management Robert Kreitner |
| title_full_unstemmed | Principles of management Robert Kreitner |
| title_short | Principles of management |
| title_sort | principles of management |
| topic | Betriebswirtschaftslehre stw Management stw Theorie stw Industrial management Management (DE-588)4037278-9 gnd |
| topic_facet | Betriebswirtschaftslehre Management Theorie Industrial management |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=017347360&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
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