Holdings: Exploring management

Exploring management:

Saved in:

Bibliographic Details
Main Author:	Schermerhorn, John R. (Author)
Format:	Book
Language:	English
Published:	Hoboken, NJ [u.a.] Wiley 2012
Edition:	3. ed.
Subjects:	Management Executive ability Industrial management
Online Access:	Publisher description Table of contents only Inhaltsverzeichnis
Item Description:	Includes bibliographical references and indexes
Physical Description:	XXVIII, 443, [121] S. Ill., graph. Darst. 27 cm
ISBN:	9780470878217 9781118129357

Staff View

MARC


LEADER	00000nam a2200000 c 4500
001	BV040273080
003	DE-604
005	20130411
007	t
008	120625s2012 xxuad\|\| \|\|\|\| 00\|\|\| eng d
010			\|a 2012359313
020			\|a 9780470878217 \|9 978-0-470-87821-7
020			\|a 9781118129357 \|9 978-1-118-12935-7
035			\|a (OCoLC)802451808
035			\|a (DE-599)BVBBV040273080
040			\|a DE-604 \|b ger \|e aacr
041	0		\|a eng
044			\|a xxu \|c US
049			\|a DE-1050 \|a DE-11 \|a DE-526
050		0	\|a HD31
082	0		\|a 658
084			\|a QP 300 \|0 (DE-625)141850: \|2 rvk
100	1		\|a Schermerhorn, John R. \|e Verfasser \|4 aut
245	1	0	\|a Exploring management \|c John R. Schermerhorn, Jr
250			\|a 3. ed.
264		1	\|a Hoboken, NJ [u.a.] \|b Wiley \|c 2012
300			\|a XXVIII, 443, [121] S. \|b Ill., graph. Darst. \|c 27 cm
336			\|b txt \|2 rdacontent
337			\|b n \|2 rdamedia
338			\|b nc \|2 rdacarrier
500			\|a Includes bibliographical references and indexes
650		4	\|a Management
650		4	\|a Executive ability
650		4	\|a Industrial management
650	0	7	\|a Management \|0 (DE-588)4037278-9 \|2 gnd \|9 rswk-swf
689	0	0	\|a Management \|0 (DE-588)4037278-9 \|D s
689	0		\|8 1\p \|5 DE-604
856	4		\|u http://www.loc.gov/catdir/enhancements/fy1210/2012359313-d.html \|3 Publisher description
856	4		\|u http://www.loc.gov/catdir/enhancements/fy1210/2012359313-t.html \|3 Table of contents only
856	4	2	\|m HBZ Datenaustausch \|q application/pdf \|u 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 \|3 Inhaltsverzeichnis
999			\|a oai:aleph.bib-bvb.de:BVB01-025128613
883	1		\|8 1\p \|a cgwrk \|d 20201028 \|q DE-101 \|u https://d-nb.info/provenance/plan#cgwrk

Record in the Search Index

_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
any_adam_object	1
author	Schermerhorn, John R.
author_facet	Schermerhorn, John R.
author_role	aut
author_sort	Schermerhorn, John R.
author_variant	j r s jr jrs
building	Verbundindex
bvnumber	BV040273080
callnumber-first	H - Social Science
callnumber-label	HD31
callnumber-raw	HD31
callnumber-search	HD31
callnumber-sort	HD 231
callnumber-subject	HD - Industries, Land Use, Labor
classification_rvk	QP 300
ctrlnum	(OCoLC)802451808 (DE-599)BVBBV040273080
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	3. ed.
format	Book
fullrecord	<?xml version="1.0" encoding="UTF-8"?><collection xmlns="http://www.loc.gov/MARC21/slim"><record><leader>01802nam a2200469 c 4500</leader><controlfield tag="001">BV040273080</controlfield><controlfield tag="003">DE-604</controlfield><controlfield tag="005">20130411 </controlfield><controlfield tag="007">t</controlfield><controlfield tag="008">120625s2012 xxuad\|\| \|\|\|\| 00\|\|\| eng d</controlfield><datafield tag="010" ind1=" " ind2=" "><subfield code="a">2012359313</subfield></datafield><datafield tag="020" ind1=" " ind2=" "><subfield code="a">9780470878217</subfield><subfield code="9">978-0-470-87821-7</subfield></datafield><datafield tag="020" ind1=" " ind2=" "><subfield code="a">9781118129357</subfield><subfield code="9">978-1-118-12935-7</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(OCoLC)802451808</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(DE-599)BVBBV040273080</subfield></datafield><datafield tag="040" ind1=" " ind2=" "><subfield code="a">DE-604</subfield><subfield code="b">ger</subfield><subfield code="e">aacr</subfield></datafield><datafield tag="041" ind1="0" ind2=" "><subfield code="a">eng</subfield></datafield><datafield tag="044" ind1=" " ind2=" "><subfield code="a">xxu</subfield><subfield code="c">US</subfield></datafield><datafield tag="049" ind1=" " ind2=" "><subfield code="a">DE-1050</subfield><subfield code="a">DE-11</subfield><subfield code="a">DE-526</subfield></datafield><datafield tag="050" ind1=" " ind2="0"><subfield code="a">HD31</subfield></datafield><datafield tag="082" ind1="0" ind2=" "><subfield code="a">658</subfield></datafield><datafield tag="084" ind1=" " ind2=" "><subfield code="a">QP 300</subfield><subfield code="0">(DE-625)141850:</subfield><subfield code="2">rvk</subfield></datafield><datafield tag="100" ind1="1" ind2=" "><subfield code="a">Schermerhorn, John R.</subfield><subfield code="e">Verfasser</subfield><subfield code="4">aut</subfield></datafield><datafield tag="245" ind1="1" ind2="0"><subfield code="a">Exploring management</subfield><subfield code="c">John R. Schermerhorn, Jr</subfield></datafield><datafield tag="250" ind1=" " ind2=" "><subfield code="a">3. ed.</subfield></datafield><datafield tag="264" ind1=" " ind2="1"><subfield code="a">Hoboken, NJ [u.a.]</subfield><subfield code="b">Wiley</subfield><subfield code="c">2012</subfield></datafield><datafield tag="300" ind1=" " ind2=" "><subfield code="a">XXVIII, 443, [121] S.</subfield><subfield code="b">Ill., graph. Darst.</subfield><subfield code="c">27 cm</subfield></datafield><datafield tag="336" ind1=" " ind2=" "><subfield code="b">txt</subfield><subfield code="2">rdacontent</subfield></datafield><datafield tag="337" ind1=" " ind2=" "><subfield code="b">n</subfield><subfield code="2">rdamedia</subfield></datafield><datafield tag="338" ind1=" " ind2=" "><subfield code="b">nc</subfield><subfield code="2">rdacarrier</subfield></datafield><datafield tag="500" ind1=" " ind2=" "><subfield code="a">Includes bibliographical references and indexes</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Management</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Executive ability</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Industrial management</subfield></datafield><datafield tag="650" ind1="0" ind2="7"><subfield code="a">Management</subfield><subfield code="0">(DE-588)4037278-9</subfield><subfield code="2">gnd</subfield><subfield code="9">rswk-swf</subfield></datafield><datafield tag="689" ind1="0" ind2="0"><subfield code="a">Management</subfield><subfield code="0">(DE-588)4037278-9</subfield><subfield code="D">s</subfield></datafield><datafield tag="689" ind1="0" ind2=" "><subfield code="8">1\p</subfield><subfield code="5">DE-604</subfield></datafield><datafield tag="856" ind1="4" ind2=" "><subfield code="u">http://www.loc.gov/catdir/enhancements/fy1210/2012359313-d.html</subfield><subfield code="3">Publisher description</subfield></datafield><datafield tag="856" ind1="4" ind2=" "><subfield code="u">http://www.loc.gov/catdir/enhancements/fy1210/2012359313-t.html</subfield><subfield code="3">Table of contents only</subfield></datafield><datafield tag="856" ind1="4" ind2="2"><subfield code="m">HBZ Datenaustausch</subfield><subfield code="q">application/pdf</subfield><subfield code="u">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</subfield><subfield code="3">Inhaltsverzeichnis</subfield></datafield><datafield tag="999" ind1=" " ind2=" "><subfield code="a">oai:aleph.bib-bvb.de:BVB01-025128613</subfield></datafield><datafield tag="883" ind1="1" ind2=" "><subfield code="8">1\p</subfield><subfield code="a">cgwrk</subfield><subfield code="d">20201028</subfield><subfield code="q">DE-101</subfield><subfield code="u">https://d-nb.info/provenance/plan#cgwrk</subfield></datafield></record></collection>
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
work_keys_str_mv	AT schermerhornjohnr exploringmanagement

Holdings

There is no print copy available.

Interlibrary loan Place Request Caution: Not in THWS collection! Indexes

MARC

Record in the Search Index

There is no print copy available.

Similar Items