Management fundamentals:
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
[S.l.]
South-Western Cengage Learning
2012
|
| Ausgabe: | 6. ed., internat. ed. |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | 5. ed. u.d.T.: Griffin, Ricky W.: Fundamentals of management Includes bibliographical references and indexes |
| Beschreibung: | XVIII, 535 S. Ill., graph. Darst. 26 cm |
| ISBN: | 9781111525668 1111525668 |
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Datensatz im Suchindex
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| adam_text | Titel: Management fundamentals
Autor: Griffin, Ricky W.
Jahr: 2012
Preface xv
PART 1 AN INTRODUCTION TO MANAGEMENT_____________
1 Managing and the Manger s Job 1
An Introduction to Management 3 Contemporary Management Perspectives 1 8
Kinds of Managers 4 The Systems Perspective 18
Basic Management Functions 6 The Contingency Perspective 19
Fundamental Management Skills 7 Contemporary Management Issues and Challenges 20
The Science and the Art of Management 9 Summary of Learning Objectives and Key Points 23
The Evolution of Management 10 Discussion Questions 24
The Importance of Theory and
Building Effective lime Management Skills 25
The Historical Context of Management 11 Building Effective Decision-Making Skills 25
The Classical Management Perspective 12 Skills Self-Assessment Instrument 26
The Behavioral Management Perspective 14 Experiential Exercise 27
The Quantitative Management
Perspective 17 YOU MAKE THE CALL: ln Search of Google 28
2 The Environment and Culture of Organizations 29
The Organization s Environments 31 The International Environment of Management 44
The General Environment 32 Trends in International Business 44
The Task Environment 34 Levels of International Business Activity 45
The Internal Environment 36 The Context of International Business 46
The Ethical and Social Environment of The Organization s Culture 50
Management 38 The Importance of Organization Culture 50
Individual Ethics in Organizations 38 Determinants of Organization Culture 50
Emerging Ethical Issues 40 Managing Organization Culture 51
Social Responsibility in Organizations 41 Summary of Learning Objectives and Key Points 51
Managing Social Responsibility 43
Discussion Questions 52
Building Effective Interpersonal Skills 53 Experiential Exercise 55
Building Effective Communication Skills 54 YOU MAKE THE CALL: Competition Can
Skills Self-Assessment Instrument 54 Hurt ¦ ¦ ¦ or Help! 56
PART 2 PLANNING_____________________________________
3 Basic Elements of Planning 57
Planning and Organizational Goals 61 Tactical Planning 75
Organizational Goals 61 Developing Tactical Plans 75
Kinds of Organizational Plans 63 Executing Tactical Plans 76
The Nature of Strategic Management 63 Operational Planning 76
The Components of Strategy 63 Single-Use Plans 76
Types of Strategic Alternatives 64 Standing Plans 77
Using SWOT Analysis to Formulate Strategy 64 Contingency Planning and Crisis Management 78
Evaluating an Organization s Strengths 64 Summary of Learning Objectives and Key Points 80
Evaluating an Organization s Weaknesses 65 Discussion Questions 82
Evaluating an Organization s Opportunities
and Threats 66 Building Effective Decision-Making Skills 82
Formulating Business-Level Strategies 68 Building Effective Communication and
Interpersonal Skills 83
Porter s Generic Strategies 68
Strategies Based on the Product Life Cycle 69 Skills Self-Assessment Instrument 84
Formulating Corporate-Level Strategies 70 Experiential Exercise 84
Single-Product Strategy 70 YOU MAKE THE CALL: Recent
Related Diversification 71 Developments in Games Theory 86
Unrelated Diversification 71
4 Managing Decision Making and Problem Sovling 87
The Nature of Decision Making 90 Group and Team Decision Making in
Decision Making Defined 91 Organizations 104
Types of Decisions 91 Forms of Group and Team Decision Making 104
Decision-Making Conditions 92 Advantages of Group and Team Decision
Rational Perspectives on Decision Making 95
105 Disadvantages of Group and Team Decision
The Classical Model ot Decision Making 95
Making 106
Steps in Rational Decision Making 96 Managing Group and Team Decision-Making
Behavioral Aspects of Decision Making 100 Processes 106
The Administrative Model 100 Summary of Learning Objectives and
Political Forces in Decision Making 101 Key Points 107
Intuition and Escalation of Commitment 102 Discussion Questions 108
Risk Propensity and Decision Making 103
Ethics and Decision Making 103 Building Effective Conceptual Skills 108
Reasons for Failure 136
Reasons for Success 137
Building Effective Technical Skills 109 Experiential Exercise 110
Skills Self-Assessment Instrument 110 YOU MAKE THE CALL: Citi ODs on CDOs 111
5 Managing Strategy and Strategic Planning 113
The Nature of Entrepreneurship 116 The Performance of Entrepreneurial
The Role of Entrepreneurship in Society 117 Organizations 134
Trends in Small-Business Start-ups 134
Innovation 119
Importance to Big Business 121
Strategy for Entrepreneurial Organizations 121 Summary of Learning Objectives and Key Points 138
Choosing an Industry 121 Discussion Questions 138
Emphasizing Distinctive Competencies 125 Building Effective Diagnostic Skills 139
Writing a Business Plan 126 Building Effedive Conceptud Skills 140
Entrepreneurship and International Management 127
Skills Self-Assessment Instrument 140
Structure of Entrepreneurial Organizations 127
Experiential Exercise 141
starting the New Business izo
Financing the New Business 129 YOU MAKE THE CALL: Facebook Faces the
Sources of Management Advice 131 Problem of Booking Revenues 142
Franchising 133
PART 3 ORGANIZING_______________________________________
6 Managing Organization Structure and Design 143
The Basic Elements of Organizing 147 Matrix Design 163
Job Specialization 147 Hybrid Designs 166
Grouping Jobs: Departmentalization 152 Emerging Issues in Organization Design 166
Establishing Reporting Relationships 153 The Team Organization 166
Distributing Authority 154 The Virtual Organization 166
Coordinating Activities 155 The Learning Organization 167
The Bureaucratic Model of Organization Summary of Learning Objectives and
Design 157 Key Points 168
Situational Influences on Organization Discussion Questions 168
Building Effective Conceptual Skills 169
Core Technology 158
Environment 159 Buildin9 Effective Technical Skills 170
Organizational Size and Life Cycle 160 Skills Self-Assessment Instrument 170
Basic Forms of Organization Design 161 Experiential Exercise 172
Functional (U Form) Design 161 YOU MAKE THE CALL: Promoting Brand
Conglomerate (H Form) Design 162 Loyalty at A F 173
Divisional (M Form) Design 163
7 Managing Organization Change and Innovation 175
The Nature of Organization Change 179 Organizational Innovation 192
Forces for Change 179 The Innovation Process 193
Planned versus Reactive Change 180 Forms of Innovation 195
Managing Change in Organizations 1 81 The Failure to Novate 196
Steps in the Change Process 181 Promoting Innovation in Organizations 197
Understanding Resistance to Change 182 Summary of Learning Objectives and Key
Overcoming Resistance to Change 184 Points 199
Areas of Organization Change 185 Discussion Questions 200
Changing Organization Structure and Design 185 Building Effective Decision-Making Skills 201
Changing Technology and Operations 185 Bui|ding Effectjve Djagnostic Skj,|s 2Q]
Changing People, Attitudes, and Behaviors 188
Changing Business Processes 188
Organization Development 190 Experiential Exercise 203
Skills Self-Assessment Instrument 202
Experiential Exercise 203
YOU MAKE THE CALL: The Science of the Deal 204
8 Human Resources Management in Organizations 205
The Environmental Context of HRM 208 Managing Labor Relations 227
The Strategic Importance of HRM 208 How Employees Form Unions 227
The Legal Environment of HRM 209 Collective Bargaining 229
Labor Relations 211 New challenges in the Changing Workplace 230
Attracting Human Resources 212 Managing Knowledge Workers 230
I Iuman Resource Planning 212 Contingent and Temporary Workers 231
Recruiting Human Resources 216 Summary of Learning Objectives and
Selecting Human Resources 217 Key Points 232
Developing Human Resources 218 Discussion Questions 233
Building Effective Decision-Making Skills 234
Performance Appraisal 219
Performance Feedback 222 Building Effective Technical Skills 234
Maintaining Human Resources 222 Skills Self-Assessment Instrument 235
Determining Compensation 223 Experiential Exercise 236
Determining Benefits 224 YOU MAKE THE CALL: The Temptations of
Managing Workforce Diversity 225 Temping 237
The Meaning of Diversity 225
The Impact of Diversity 225
Managing Diversity in Organizations 226
PART 4 CONTROLLING
9 The Elements of Control 239
The Nature of Control 242 Managing Control in Organizations 260
The Purpose of Control 243 Characteristics of Effective Control 260
Types of Control 245 Resistance to Control 261
Steps in the Control Process 247 Overcoming Resistance to Control 263
Operations Control 249 Summary of Learning Objectives and
Preliminary Control 249 Key Points 264
Screening Control 250 Discussion Questions 265
Postaction Control 250
Financial Control 251
Budgetary Control 251
Other Tools for Financial Control 254
Structural Control 257 Experiential Exercise 268
Building Effective Time Management Skills 266
Building Effective Technical Skills 266
Skills Self-Assessment Instrument 267
Bureaucratic Control 257 YOU MAKE THE CALL: Facets of Jamie
Decentralized Control 258 Dimon s Control Strategy at J.P. Morgan
Strategic Control 259
Integrating Strategy and Control 259
Chase 270
10 Operations, Quality, and Productivity 271
The Nature of Operations Management 274 Managing Total Quality 285
The Importance of Operations 274 The Meaning of Quality 286
Manufacturing and Production Operations 275 The Importance of Quality 286
Service Operations 276 Total Quality Management 287
The Role of Operations in Organizational TQM Tools and Techniques 289
Managing Productivity 292
Designing Operations Systems 276 The Meaning of Productivity 293
Determining the Product-Service Mix 276 The Importance of Productivity 294
Capacity Decisions 277 Productivity T rends 294
Facilities Decisions 277 Productivity 294
Organizational Technologies 279 Summary of Learning Objectives and Key Points 296
Manufacturing Technology 279
Discussion Questions 297
Service Technology 282
Building Effective Communication Skills 297
Implementing Operations Systems Through
Supply Chain Management 283 Building Effective Diagnostic Skills 298
Operations Management as Control 283 Skills Self-Assessment Instrument 299
Purchasing Management 284 Experiential Exercise 300
Inventory Management 284 YOU MAKE THE CALL; A New IDEO in
Hotel Quality 300
PART 5 LEADING
11 Individual Behavior in Organizations-Basic Elements 301
Understanding Individuals in Organizations 305 Creativity in Organizations 321
The Psychological Contract 305 The Creative Individual 321
The Person-Job Fit 306 The Creative Process 322
The Nature of Individual Differences 306 Enhancing Creativity in Organizations 323
Personality and Individual Behavior 308 Types of Workplace Behavior 324
The Big Five Personality Traits 308 Performance Behaviors 324
The Myers-Briggs Framework 310 Withdrawal Behaviors 324
Other Personality Traits at Work 310 Organizational Citizenship 325
Emotional Intelligence 312 Dysfunctional Behaviors 325
Attitudes and Individual Behavior 313 Summary of Learning Objectives and Key Points 326
Work-Related Attitudes 313 Discussion Questions 327
Affect and Mood in Organizations 314
Building effective Interpersonal Skills 328
Perception and Individual Behavior 315 Building Effective Time Management Skills 328
Basic Perceptual Processes 315
Perception and Attribution 316 Skills Self-Assessment Instrument 329
Stress and Individual Behavior 317 Experiential Exercise 329
Causes and Consequences of Stress 318 YOU MAKE THE CALL: Is Your Boss
Managing Stress 320 Superficially Charming, Insincere, and
Lacking in Empathy? 330
12 Managing Employee Performance and Motivation 331
Content Perspectives on Motivation 336 Incentive Reward Systems 349
The Needs Hierarchy Approach 336 Team and Group Incentive Reward Systems 351
The Two-Factor Theory 338 Common Team and Group Reward Systems 351
Individual Human Needs 339 Executive Compensation 352
Process Perspectives on Motivation 339 New Approaches to Performance-Based Rewards 356
Expectancy Theory 340 Summary of Learning Objectives and
Equity Theory 343 Key Points 357
Goal-Setting Theory 343 Discussion Questions 358
Reinforcement Perspectives on Motivation 345 Building Effective Interpersonal and
Kinds of Reinforcement in Organizations 345 Communication Skills 358
Providing Reinforcement in Organizations 346 Building Effective Decision-Making Skills 359
Popular Motivational Strategies 347 Skills Self-Assessment Instrument 360
Empowerment and Participation 347 Experiential Exercise 360
Alternative Forms of Work Arrangements 347
YOU MAKE THE CALL: Addressing the
Using Reward Systems to Motivate Performance 349 Ba|ance of Trade.offs 363
Merit Reward Systems 349
13 Leadership and Its Impact on Influence Processes 365
The Nature of Leadership 369 Emerging Approaches to Leadership 386
The Meaning of Leadership 369 Strategic Leadership 386
Leadership and Management 369 Cross-Cultural Leadership 387
Leadership and Power 370 Ethical Leadership 387
Generic Approaches to Leadership 373 Political Behavior in Organizations 388
Leadership Traits 373 Common Political Behaviors 388
Leadership Behaviors 373 Impression Management 389
Situational Approaches to Leadership 376 Managing Political Behavior 390
LPC Theory 376 Summary of Learning Objectives and Key Points 390
Path-Goal Theory 378 Discussion Questions 391
Vroom s Decision Tree Approach 380
Building Effective Diaqnostic Skills 392
The LMX Approach 383
Related Approaches to Leadership 384
Substitutes for Leadership 384
Building Effective Conceptual Skills 393
Skills Self-Assessment Instrument 393
Charismatic Leadership 385 Experiential Exercise 395
Transformational Leadership 386 YOU MAKE THE CALL: Inside the
Leadership Cycle at Intel 396
14 The Role of Organizational Communication 397
Communication and the Manager s Job 400 Managing Organizational Communication 414
A Definition of Communication 400 Barriers to Communication 414
Characteristics of Useful Information 401 Improving Communication Effectiveness 416
The Communication Process 402 Summary of Learning Objectives and
Forms of Communication in Organizations 403 Key Points 418
Interpersonal Communication 403 Discussion Questions 419
Communication in Networks and Work Teams 404
Building Effective Technical Skills 420
Organizational Communication 405
Electronic Communication 407 Building EffeCtive lnterPersonal Skills 421
Informal Communication in Organizations 411 Skills Self-Assessment Instrument 421
The Grapevine 412 Experiential Exercise 422
Management by Wandering Around 413 YOU MAKE THE CALL: The Converse of
Nonverbal Communication 413 In-Person Communication 423
15 Teams and Groups 425
Groups and Teams in Organizations 428 Characteristics of Groups and Teams 434
Types of Groups and Teams 428 Role Structures 434
Why People Join Groups and Teams 431 Behavioral Norms 436
Stages of Group and Team Development 432 Formal and Informal Leadership 440
Interpersonal and Intergroup Conflict 441 Discussion Questions 449
The Nature of Conflict 441 Building Effective Conceptual Skills 449
Causes of Conflict 442
Building Effective Communication Skills 450
Manaqing Conflict in Organizations 444 Skills Selr-Assessment Instrument 451
Stimulating Conflict 445
Controlling Conflict 445 Experiential Exercise 451
Resolving and Eliminating Conflict 446 YOU MAKE THE CALL: Filling Shoes at Nike 452
Summary of Learning Objectives and Key Points 448
Cases 453
Appendix: Interpretations of Skills Self-Assessment
Instruments 494
Notes 505
Name Index 522
Organization and Product Index 525
Subject Index 529
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