Exploring management:
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Hoboken, NJ [u.a.]
Wiley
2012
|
| Ausgabe: | 3. ed. |
| Schlagworte: | |
| Online-Zugang: | Publisher description Table of contents only Inhaltsverzeichnis |
| Beschreibung: | Includes bibliographical references and indexes |
| Beschreibung: | XXVIII, 443, [121] S. Ill., graph. Darst. 27 cm |
| ISBN: | 9780470878217 9781118129357 |
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Datensatz im Suchindex
| _version_ | 1804149278928535552 |
|---|---|
| adam_text | Titel: Exploring management
Autor: Schermerhorn, John R
Jahr: 2012
Detailed Contents
1 Managers and the Management Process 2
1.1 What Does It Mean to Be a Manager? 4
Organizations have different types and levels of managers. 4
Accountability is a cornerstone of managerial performance. 6
Effective managers help others achieve high performance and satisfaction. 6
Managers must meet multiple changing expectations. 7
1.2 What Do Managers Do and What Skills Do They Use? 10
Managerial work is often intense and demanding. 10
Managers plan, organize, lead, and control. 11
Managers enact informational, interpersonal, and decisional roles. 13
Managers pursue action agendas and engage in networking. 14
Managers use a variety of technical, human, and conceptual skills. 15
Managers can and should learn from experience. 16
1.3 What Are Some Important Career Issues in the New Workplace? 19
Globalization and job migration are changing the world of work 19
Failures of ethics and corporate governance are troublesome. 20
Diversity and discrimination are continuing social priorities. 22
Intellectual capital and self-management skills are essential for career success. 23
2 Management Learning 30
2.1 What Are the Lessons of the Classical Management Approaches? 32
Taylor s scientific management sought efficiency in job performance. 32
Weber s bureaucratic organization is supposed to be efficient and fair. 34
Fayol s administrative principles describe managerial duties and practices. 36
2.2 What Are the Contributions of the Behavioral Management Approaches? 38
Follett viewed organizations as communities of cooperative action. 38
The Hawthorne studies focused attention on the human side of organizations. 40
Maslow described a hierarchy of human needs with self-actualization at the top. 41
McGregor believed managerial assumptions create self-fulfilling prophecies. 42
Argyris suggests that workers treated as adults will be more productive. 43
2.3 What Are.the Foundations of Modern Management Thinking? 45
Managers use quantitative analysis and tools to solve complex problems. 45
Organizations are open systems that interact with their environments. 46
Contingency thinking holds that there is no one best way to manage. 48
Quality management focuses attention on continuous improvement. 49
Evidence-based management seeks hard facts about what really works. 50
{3
Ethics and Social Responsibility 54
3.1 How Do Ethics and Ethical Behavior Play Out in the Workplace? 56
Ethical behavior is values driven. 57
What is considered ethical varies among moral reasoning approaches. 58
What is considered ethical can vary across cultures. 60
Ethical dilemmas arise as tests of personal ethics and values. 61
People have tendencies to rationalize unethical behaviors. 63
3.2 How Can We Maintain High Standards of Ethical Conduct? 65
Personal character and moral development influence ethical decision making. 65
Training in ethical decision making can improve ethical conduct. 67
Protection of whistleblowers can encourage ethical conduct. 68
Managers as positive role models can inspire ethical conduct. 68
Formal codes of ethics set standards for ethical conduct. 69
3.3 What Should We Know About the Social Responsibilities of Organizations? 72
Social responsibility is an organization s obligation to best serve society. 73
Scholars argue cases for and against corporate social responsibility. 74
Social responsibility audits measure the social performance of organizations. 75
Sustainability is an important social responsibility goal. 76
Social business and social entrepreneurship point the way in social responsibility. 79
{4
Managers as Decision Makers 84
4.1 How Do Managers Use Information to Solve Problems? 86
Managers deal with problems posing threats and offering opportunities. 86
Managers can be problem avoiders, problem solvers, or problem seekers. 88
Managers make programmed and nonprogrammed decisions when solving problems. 88
Managers can use systematic and intuitive thinking. 89
Managers use different cognitive styles to process information for decision making. 89
Managers make decisions under conditions of certainty, risk, and uncertainty. 90
4.2 What Are Five Steps in the Decision-Making Process? 93
Step lis to identify and define the problem. 94
Step 2 is to generate and evaluate alternative courses of action. 94
Step 3 is to decide on a preferred course of action. 95
Step 4 is to implement the decision. 96
Step 5 is to evaluate results. 97
Ethical reasoning is important at all steps in decision making. 98
4.3 What Are Some Current Issues in Managerial Decision Making? 100
Personal factors help drive creativity in decision making. 100
Group decision making has both advantages and disadvantages. 102
Judgmental heuristics and other biases and traps may cause decision-making errors. 103
Managers must be prepared for crisis decision making. 104
{5
Plans and Planning Techniques 110
5.1 How and Why Do Managers Use the Planning Process? 112
• Planning is one of the four functions of management. 112
• Planning is the process of setting objectives and identifying how to achieve them. 113
Planning improves focus and action orientation. 114
Planning improves coordination and control. 115
Planning improves time management. 115
5.2 What Types of Plans Do Managers Use? 118
Managers use short-range and long-range plans. 118
Managers use strategic and operational plans. 118
Organizational policies and procedures are plans. 119
Budgets are plans that commit resources to activities. 121
5.3 What Are Some Useful Planning Tools and Techniques? 123
Forecasting tries to predict the future. 123
Contingency planning creates backup plans for when things go wrong. 124
Scenario planning crafts plans for alternative future conditions. 124
Benchmarking identifies best practices used by others. 125
Participatory planning improves implementation capacities. 126
Goal setting helps align plans and activities throughout an organization. 127
6 Controls and Control Systems 132
6.1 How and Why Do Managers Use the Control Process? 134
Controlling is one of the four functions of management. 134
Control begins with objectives and standards. 135
Control measures actual performance. 136
Control compares results with objectives and standards. 137
Control takes corrective action as needed. 138
6.2 What Types of Controls Are Used by Managers? 140
Managers use feedforward, concurrent, and feedback controls. 140
Managers use both internal and external controls. 142
Managing by objectives is a way to integrate planning and controlling. 143
6.3 What Are Some Useful Control Tools and Techniques? 146
Quality control is a foundation of modern management. 146
Gantt charts and CPM/PERT are used in project management and control. 147
Inventory controls help save costs. 148
Breakeven analysis shows where revenues will equal costs. 149
Financial ratios measure key areas of financial performance. 149
Balanced scorecards help top managers exercise strategic control. 150
7 Strategy and Strategic Management 156
7.1 What Types of Strategies Are Used by Organizations? 158
• Strategy is a comprehensive plan for achieving competitive advantage. 158
• Organizations use corporate, business, and functional strategies. 159
• Growth strategies focus on expansion. 160
• Restructuring and divestiture strategies focus on consolidation. 161
• Global strategies focus on international business initiatives. 162
• Cooperative strategies focus on alliances and partnerships. 163
• E-business strategies focus on using the Internet for business success. 163
7.2 How Do Managers Formulate and Implement Strategies? 166
• The strategic management process formulates and implements strategies. 166
• Strategy formulation begins with the organization s mission and objectives. 167
SWOT analysis identifies strengths, weaknesses, opportunities, and threats. 167
Porter s five forces model examines industry attractiveness. 168
Porter s competitive strategies model examines business and product
strategies. 169
Portfolio planning examines strategies across multiple businesses
or products. 171
Strategic leadership ensures strategy implementation and control. 172
8 Organization Structure and Design 178
8.1 What Is Organizing as a Managerial Responsibility? 180
Organizing is one of the management functions. 180
Organization charts describe the formal structures of organizations. 181
Organizations also operate with informal structures. 182
Informal structures have good points and bad points. 183
8.2 What Are the Most Common Types of Organization Structures? 185
Functional structures group together people using similar skills. 185
Divisional structures group together people by products, customers,
or locations. 187
Matrix structures combine the functional and divisional structures. 188
Team structures use many permanent and temporary teams. 189
Network structures extensively use strategic alliances and outsourcing. 190
8.3 What Are the Trends in Organizational Design? 194
Organizations are becoming flatter, with fewer levels of management. 194
Organizations are increasing decentralization. 195
Organizations are increasing delegation and empowerment. 196
Organizations are becoming more horizontal and adaptive. 198
Organizations are using more alternative work schedules. 199
9 Organizational Cultures, Innovation, and Change 204
9.1 What Is the Nature of Organizational Culture? 206
Organizational culture is the personality of the organization. 206
Organizational culture shapes behavior and influences performance. 207
The observable culture is what you see and hear as an employee or customer. 208
The core culture is found in the underlying values of the organization. 209
Value-based management supports a strong organizational culture. 210
9.2 How Do Organizations Support and Achieve Innovation? 213
Organizations pursue process, product, and business model innovations. 213
Green innovations pursue and support the goals of sustainability. 214
Social innovations seek solutions to important societal problems. 214
Commercializing innovation turns new ideas into salable products. 215
Innovative organizations share many common characteristics. 216
9.3 How Do Managers Lead the Processes of Organizational Change? 219
Organizations pursue both transformational and incremental changes. 219
Three phases of planned change are unfreezing, changing, and refreezing. 220
Managers use force-coercion, rational persuasion, and shared power
change strategies. 222
• Change leaders identify and deal positively with resistance to change. 224
10 Human Resource Management 230
10.1 What Are the Purpose and Legal Context of Human Resource Management? 232
Human resource management attracts, develops, and maintains a talented
workforce. 232
Strategic human resource management aligns human capital with organizational
strategies. 233
Government legislation is supposed to protect workers against employment
discrimination. 234
Laws can t guarantee that employment discrimination will never happen. 235
10.2 What Are the Essential Human Resource Management Practices? 238
Recruitment attracts qualified job applicants. 238
Selection makes decisions to hire qualified job applicants. 240
Socialization and orientation integrate new employees into the organization. 241
Training continually develops employee skills and capabilities. 241
Performance management appraises and rewards accomplishments. 242
Retention and career development provide career paths. 244
10.3 What Are Current Issues in Human Resource Management? 247
Today s lifestyles increase demands for flexibility and work-life balance. 247
Organizations are using more independent contractors and part-time workers. 248
Compensation plans influence employee recruitment and retention. 249
Fringe benefits are an important part of employee compensation packages. 250
Labor relations and collective bargaining are closely governed by law. 251
11 Leadership 256
11.1 What Are the Foundations for Effective Leadership? 258
Leadership is one of the four functions of management. 258
Leaders use position power to achieve influence. 259
Leaders use personal power to achieve influence. 260
Leaders bring vision to leadership situations. 261
Leaders display different traits in the quest for leadership effectiveness. 262
Leaders display different styles in the quest for leadership effectiveness. 262
11.2 What Can We Learn from the Contingency Leadership Theories? 265
Fiedler s contingency model matches leadership styles with situational differences. 265
The Hersey-Blanchard situational leadership model matches leadership styles with the
maturity of followers. 267
House s path-goal theory matches leadership styles with task and follower characteristics. 267
Leader-member exchange theory describes how leaders treat in-group and out-group
followers. 268
. The Vroom-Jago model describes a leader s choice of alternative decision-making
methods. 269
11.3 What Are Current Issues and Directions in Leadership Development? 272
• Transformational leadership inspires enthusiasm and great performance. 272
• Emotionally intelligent leadership handles emotions and relationships well. 273
• Interactive leadership emphasizes communication, listening, and participation. 274
• Moral leadership builds trust from a foundation of personal integrity. 275
• Servant leadership is follower centered and empowering. 277
12 Individual Behavior 282
12.1 How Do Perceptions Influence Individual Behavior? 284
Perceptual distortions can obscure individual differences. 285
Perception can cause attribution errors as we explain events and problems. 287
Impression management is a way of influencing how others perceive us. 287
12.2 How Do Personalities Influence Individual Behavior? 290
The Big Five personality traits describe work-related individual differences. 290
The Myers-Briggs Type Indicator is a popular approach to personality assessment. 291
Self-monitoring and other personality traits influence work behavior. 292
People with Type A personalities tend to stress themselves. 293
Stress has consequences for work performance and personal health. 294
12.3 How Do Attitudes, Emotions, and Moods Influence Individual Behavior? 297
Attitudes predispose people to act in certain ways. 297
Job satisfaction is a positive attitude toward one s job and work experiences. 298
Job satisfaction influences work behaviors. 299
Job satisfaction has a complex relationship with job performance. 300
Emotions and moods are positive and negative states of mind that influence behavior. 300
13 Motivation 306
13.1 How Do Human Needs Influence Motivation to Work? 308
Maslow described a hierarchy of needs topped by self-actualization. 308
Alderfer s ERG theory deals with existence, relatedness, and growth needs. 309
McClelland identified acquired needs for achievement, power, and affiliation. 310
Herzberg s. two-factor theory focuses on higher-order need satisfaction. 312
The core characteristics model integrates motivation and job design. 313
13.2 How Do Thought Processes and Decisions Affect Motivation to Work? 316
Equity theory explains how social comparisons motivate individual behavior. 316
Expectancy theory considers Motivation = Expectancy X Instrumentality X Valence. 318
Goal-setting theory shows that well-chosen and well-set goals can be motivating. 320
13.3 How Does Reinforcement Influence Motivation to Work? 323
Operant conditioning influences behavior by controlling its consequences. 323
Positive reinforcement connects desirable behavior with pleasant consequences. 325
Punishment connects undesirable behavior with unpleasant consequences. 325
14 Teams and Teamwork 330
14.1 Why Is It Important to Understand Teams and Teamwork? 332
• Teams offer synergy and other benefits to organizations and their members. 332
• Teams often suffer from common performance problems. 333
• Organizations are networks of formal teams and informal groups. 334
• Organizations use committees, task forces, and cross-functional teams. 335
• Virtual teams are increasingly common in organizations. 336
• Self-managing teams are a form of job enrichment for groups. 337
14.2 What Are the Building Blocks for Successful Teamwork? 339
• Teams need the right members and other inputs to be effective. 340
• Teams need the right processes to be effective. 342
• Teams move through different stages of development. 342
• Team performance is affected by norms and cohesiveness. 344
• Team performance is affected by task and maintenance roles. 345
• Team performance is affected by use of communication networks. 346
14.3 How Can Managers Create and Lead High-Performance Teams? 348
• Team building helps team members learn to better work together. 348
• Team performance is affected by use of decision-making methods. 349
• Team performance suffers when groupthink leads to bad decisions. 350
• Team performance benefits from good conflict management. 352
15 Communication 358
15.1 What Is Communication and When Is It Effective? 360
Communication is a process of sending and receiving messages with meanings
attached. 361
Communication is effective when the receiver understands the sender s
messages. 361
Communication is efficient when it is delivered at low cost to the sender. 362
Communication is persuasive when the receiver acts as the sender intends. 363
15.2
15.3
What Are the Major Barriers to Effective Communication? 366
Poor use of channels makes it hard to communicate effectively. 367
Poor written or oral expression makes it hard to communicate effectively. 367
Failure to spot nonverbal signals makes it hard to communicate effectively. 368
Status differences make it hard to communicate effectively. 368
Physical distractions make it hard to communicate effectively. 369
How Can We Improve Communication with People at Work? 371
Active listening helps people say what they really mean. 371
Constructive feedback is specific, timely, and relevant. 372
Office spaces can be designed to encourage interaction and communication. 373
Transparency and openness ensure that accurate and timely information is shared. 373
Appropriate use of technology can facilitate more and better communication. 375
Sensitivity and etiquette can improve cross-cultural communication. 376
16 Diversity and Global Cultures 382
16.1 What Should We Know About Diversity in the Workplace? 384
• There is a business case for diversity. 384
• Inclusive organizational cultures value and support diversity. 385
• Organizational subcultures can create diversity challenges. 385
• Minorities and women suffer diversity bias in many situations. 387
• Managing diversity should be a top leadership priority. 388
16.2 What Should We Know About Diversity Among Global
Cultures? 391
• Culture shock comes from discomfort in cross-cultural situations. 391
• Cultural intelligence is the capacity to adapt to foreign cultures. 392
• The silent languages of cultures include context, time, and space. 393
• Hofstede identifies five value differences among national cultures. 394
• Country clusters show cultural differences. 397
17 Globalization and International Business 402
17.1 How Does Globalization Affect International Business? 404
Globalization involves the growing interdependence of the world s economies. 405
Globalization creates a variety of international business opportunities. 405
International business is done by global sourcing, import/export, licensing,
and franchising. 406
International business is done by joint ventures and wholly owned subsidiaries. 408
International business is complicated by different legal and political systems. 409
17.2 What Are Global Corporations and How Do They Work? 412
Global corporations or MNCs do substantial business in many countries. 412
The actions of global corporations can be controversial at home and abroad. 413
Managers of global corporations face a variety of ethical challenges. 414
Planning and controlling are complicated in global corporations. 414
Organizing can be difficult in global corporations. 416
Leading is challenging in global corporations. 416
18 Entrepreneurship and Small Business 422
18.1 What Is Entrepreneurship and Who Are Entrepreneurs? 424
Entrepreneurs are risk takers who spot and pursue opportunities. 425
Entrepreneurs often share similar backgrounds and experiences. 426
Entrepreneurs often share similar personality traits. 428
Women and minority entrepreneurs are growing in numbers. 428
Social entrepreneurs seek novel solutions to pressing social problems. 430
18.2 What Should We Know About Small Business and How to Start One? 433
Small businesses are mainstays of the economy. 433
Small businesses must master three life-cycle stages. 434
Family-owned businesses can face unique challenges. 435
Most small businesses fail within five years. 436
Assistance is available to help small businesses get started. 437
A small business should start with a sound business plan. 438
There are different forms of small business ownership. 439
There are different ways of financing a small business. 440
|
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| id | DE-604.BV040273080 |
| illustrated | Illustrated |
| indexdate | 2024-07-10T00:20:30Z |
| institution | BVB |
| isbn | 9780470878217 9781118129357 |
| language | English |
| lccn | 2012359313 |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-025128613 |
| oclc_num | 802451808 |
| open_access_boolean | |
| owner | DE-1050 DE-11 DE-526 |
| owner_facet | DE-1050 DE-11 DE-526 |
| physical | XXVIII, 443, [121] S. Ill., graph. Darst. 27 cm |
| publishDate | 2012 |
| publishDateSearch | 2012 |
| publishDateSort | 2012 |
| publisher | Wiley |
| record_format | marc |
| spelling | Schermerhorn, John R. Verfasser aut Exploring management John R. Schermerhorn, Jr 3. ed. Hoboken, NJ [u.a.] Wiley 2012 XXVIII, 443, [121] S. Ill., graph. Darst. 27 cm txt rdacontent n rdamedia nc rdacarrier Includes bibliographical references and indexes Management Executive ability Industrial management Management (DE-588)4037278-9 gnd rswk-swf Management (DE-588)4037278-9 s 1\p DE-604 http://www.loc.gov/catdir/enhancements/fy1210/2012359313-d.html Publisher description http://www.loc.gov/catdir/enhancements/fy1210/2012359313-t.html Table of contents only HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=025128613&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis 1\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk |
| spellingShingle | Schermerhorn, John R. Exploring management Management Executive ability Industrial management Management (DE-588)4037278-9 gnd |
| subject_GND | (DE-588)4037278-9 |
| title | Exploring management |
| title_auth | Exploring management |
| title_exact_search | Exploring management |
| title_full | Exploring management John R. Schermerhorn, Jr |
| title_fullStr | Exploring management John R. Schermerhorn, Jr |
| title_full_unstemmed | Exploring management John R. Schermerhorn, Jr |
| title_short | Exploring management |
| title_sort | exploring management |
| topic | Management Executive ability Industrial management Management (DE-588)4037278-9 gnd |
| topic_facet | Management Executive ability Industrial management |
| url | http://www.loc.gov/catdir/enhancements/fy1210/2012359313-d.html http://www.loc.gov/catdir/enhancements/fy1210/2012359313-t.html http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=025128613&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
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