Tabla de contenidos provista por Syndetics

• Preface(p. v)
• Part 1 A Management Overview(p. 1)
• 1 The Nature and Role of Management(p. 3)
• Objectives(p. 3)
• The Nature of Management(p. 4)
• How Managers Spend Their Time(p. 16)
• Management Functions(p. 18)
• Management and the Systems Concept(p. 22)
• Summary(p. 24)
• Key Terms(p. 27)
• Questions for Analysis and Discussion(p. 28)
• Case: A Great Worker But ...(p. 28)
• You Be the Consultant: Work, Work, Work(p. 29)
• 2 Foundations of Modern Management(p. 33)
• Objectives(p. 33)
• Early Management Thought(p. 34)
• The Industrial Revolution(p. 36)
• Scientific Management(p. 38)
• Management Science(p. 41)
• Administrative Management(p. 44)
• Administrative Science(p. 48)
• Human Behavior(p. 50)
• Behavioral Science(p. 55)
• Modern Management Thought(p. 56)
• Summary(p. 58)
• Key Terms(p. 59)
• Questions for Analysis and Discussion(p. 60)
• Case: Quality Efficiency(p. 61)
• You Be the Consultant: An In-House Program(p. 62)
• 3 The Changing Environment of Modern Enterprises(p. 65)
• Objectives(p. 65)
• The External Environment (Sources of Change)(p. 66)
• The Productivity Challenge(p. 76)
• Management and Change(p. 79)
• The Modern Perspective: A Search for Excellence(p. 82)
• Megatrends: The General Shape of Things to Come(p. 83)
• Summary(p. 86)
• Key Terms(p. 87)
• Questions for Analysis and Discussion(p. 87)
• Case: Work Philosophy and Values(p. 88)
• You Be the Consultant: Managing for Excellence(p. 89)
• 4 International Management(p. 91)
• Objectives(p. 91)
• Introduction(p. 92)
• Going International(p. 96)
• The Impact of MNC Operations(p. 101)
• Challenges of International Management(p. 103)
• The Management Functions in the International Environment(p. 109)
• Summary(p. 113)
• Key Terms(p. 114)
• Questions for Analysis and Discussion(p. 114)
• Case: Going International(p. 115)
• You Be the Consultant: A Change in Philosophy(p. 116)
• Integrative Case Study: Atari Corporation(p. 118)
• Part 2 Planning the Enterprise's Direction(p. 129)
• 5 Decision Making in Action(p. 131)
• Objectives(p. 131)
• The Nature of Decision Making(p. 132)
• Rational Decision-Making Process(p. 138)
• Bounded Rationality Considerations(p. 139)
• Improving Decision-Making Effectiveness(p. 142)
• Summary(p. 153)
• Key Terms(p. 155)
• Questions for Analysis and Discussion(p. 156)
• Case: One, Two, or Three?(p. 157)
• You Be the Consultant: The $10 Million Project(p. 158)
• 6 The Fundamentals of Planning(p. 161)
• Objectives(p. 161)
• The Nature of Planning(p. 162)
• The Planning Process(p. 173)
• Management by Objectives(p. 181)
• Summary(p. 184)
• Key Terms(p. 186)
• Questions for Analysis and Discussion(p. 187)
• Case: And Then Things Changed(p. 188)
• You Be the Consultant: A New Acquisition(p. 189)
• 7 Strategic Planning in Action(p. 191)
• Objectives(p. 191)
• The Nature of Strategic Planning(p. 192)
• The Importance of Strategic Planning(p. 193)
• Who Needs Strategic Planning?(p. 195)
• Strategic Planning Elements(p. 199)
• Portfolio Planning(p. 207)
• Putting Strategic Planning into Operation(p. 212)
• Summary(p. 213)
• Key Terms(p. 214)
• Questions for Analysis and Discussion(p. 215)
• Case: A Case of Portfolio Management(p. 216)
• You Be the Consultant: A Campus of the Future?(p. 217)
• Integrative Case Study: Ford Motor Company(p. 218)
• Part 3 Organizing the Enterprise's Structure(p. 235)
• 8 Designing the Overall Structure(p. 237)
• Objectives(p. 237)
• The Nature of Organizational Design(p. 238)
• Structural Considerations(p. 238)
• Internal and External Factors(p. 239)
• Departmentalization(p. 248)
• Span of Control(p. 255)
• Job Specialization(p. 260)
• Summary(p. 264)
• Key Terms(p. 265)
• Questions for Analysis and Discussion(p. 266)
• Case: The Newly Proposed Structure(p. 267)
• You Be the Consultant: Organizing for Dynamic Growth(p. 268)
• 9 Coordination and Design of Jobs(p. 271)
• Objectives(p. 271)
• Coordination(p. 272)
• Authority(p. 273)
• Committees(p. 282)
• Job Design(p. 288)
• Summary(p. 302)
• Key Terms(p. 303)
• Questions for Analysis and Discussion(p. 305)
• Case: Ted's Idea(p. 306)
• You Be the Consultant: Losing It In-House(p. 307)
• 10 The Human Resource Management Process(p. 311)
• Objectives(p. 311)
• Strategic Human Resources Planning(p. 312)
• The Recruiting Process(p. 320)
• The Selection Process(p. 321)
• Orientation(p. 328)
• Training(p. 329)
• Analyzing Training Needs(p. 333)
• Management Development(p. 335)
• Evaluating Training and Development Programs(p. 339)
• Summary(p. 343)
• Key Terms(p. 345)
• Questions for Analysis and Discussion(p. 346)
• Case: Wechsler's Training Offerings(p. 347)
• You Be the Consultant: The Leadership Development Seminar(p. 348)
• Integrative Case Study: General Mills Restructured(p. 350)
• Part 4 Leading and Motivating the Enterprise(p. 367)
• 11 Managerial Communication(p. 369)
• Objectives(p. 369)
• The Basics of Communication(p. 370)
• Intrapersonal Communication(p. 372)
• Interpersonal Communication(p. 377)
• Organizational Communication(p. 391)
• Summary(p. 397)
• Key Terms(p. 398)
• Questions for Analysis and Discussion(p. 399)
• Case: Getting the Business(p. 400)
• You Be the Consultant: A Centralized Move(p. 402)
• 12 The Motivation Process at Work(p. 405)
• Objectives(p. 405)
• The Nature of Motivation(p. 406)
• Content Theories of Motivation(p. 408)
• Process Theories of Motivation(p. 419)
• Money as a Motivator(p. 424)
• Values and Motivation(p. 427)
• Summary(p. 431)
• Key Terms(p. 432)
• Questions for Analysis and Discussion(p. 433)
• Case: Who Will It Be?(p. 434)
• You Be the Consultant: The Survey Results(p. 435)
• 13 Group Behavior and Dynamics(p. 439)
• Objectives(p. 439)
• The Nature of Groups(p. 440)
• Why People Join Groups(p. 442)
• Characteristics of Groups(p. 444)
• Power and Group Behavior(p. 454)
• Group Dynamics(p. 460)
• Summary(p. 466)
• Key Terms(p. 468)
• Questions for Analysis and Discussion(p. 469)
• Case: The Group Paper(p. 470)
• You Be the Consultant: The Low Output Problem(p. 471)
• 14 Managerial Leadership(p. 475)
• Objectives(p. 475)
• The Nature of Leadership(p. 476)
• Contingency Theories of Leadership(p. 489)
• Leadership Effectiveness(p. 494)
• Summary(p. 508)
• Key Terms(p. 509)
• Questions for Analysis and Discussion(p. 510)
• Case: Ralph's Way(p. 511)
• You Be the Consultant: The Foreman--"X" style(p. 513)
• Integrative Case Study: Plastic Suppliers, Inc.(p. 514)
• Part 5 Controlling the Enterprise's Operations(p. 523)
• 15 Controlling Organizational Performance(p. 525)
• Objectives(p. 525)
• The Nature of Controlling(p. 526)
• Financial Control(p. 528)
• Operational Control(p. 537)
• Overall Performance Control(p. 541)
• Management Audits(p. 544)
• Computerized Information Systems(p. 546)
• Summary(p. 555)
• Key Terms(p. 556)
• Questions for Analysis and Discussion(p. 558)
• Case: Ferdie's Expansion Plans(p. 559)
• You Be the Consultant: John's Proposed Expansion(p. 560)
• 16 Production and Operations Management(p. 563)
• Objectives(p. 563)
• The Productivity Challenge(p. 564)
• The Nature of Operations Management(p. 568)
• Design of a Production System(p. 575)
• Production Planning(p. 578)
• Purchasing and Inventory Control(p. 580)
• Work Flow Layout(p. 584)
• Quality Management(p. 586)
• Operations Management and Rewards(p. 590)
• Summary(p. 592)
• Key Terms(p. 594)
• Questions for Analysis and Discussion(p. 595)
• Case: Problems on the Line(p. 596)
• You Be the Consultant: The Quality "Rules"?(p. 597)
• 17 Performance Appraisal and Organizational Development(p. 601)
• Objectives(p. 601)
• Performance Appraisal(p. 602)
• Controlling Conflict and Change(p. 612)
• Organizational Climate/Culture(p. 618)
• Organizational Development(p. 622)
• Summary(p. 630)
• Key Terms(p. 631)
• Questions for Analysis and Discussion(p. 632)
• Case: Getting a Fair Shake(p. 633)
• You Be the Consultant: Looking into the Grid(p. 634)
• Integrative Case Study: Pressure in the Parts Division(p. 637)
• Part 6 Managing the Enterprise in a Contemporary Environment(p. 655)
• 18 Ethical Standards and Social Responsibility(p. 657)
• Objectives(p. 657)
• Ethics in Business(p. 658)
• Social Responsibility in Corporations(p. 669)
• Summary(p. 677)
• Key Terms(p. 678)
• Questions for Analysis and Discussion(p. 679)
• Case: Who Will Ever Know?(p. 679)
• You Be the Consultant: A Changing Environment(p. 680)
• 19 Corporate Entrepreneurship: Managing Innovation(p. 683)
• Objectives(p. 683)
• Introduction(p. 684)
• Strategies for Corporate Entrepreneuring(p. 685)
• Summary(p. 698)
• Key Terms(p. 699)
• Questions for Analysis and Discussion(p. 699)
• Case: Unlocking the Potential(p. 700)
• You Be the Consultant: Hiring the Right Manager(p. 701)
• 20 Management in the Future(p. 703)
• Objectives(p. 703)
• Continuing Management Trends(p. 704)
• Employee Values, Attitudes, and Work Life(p. 712)
• Social Values in the Workplace(p. 720)
• AIDS in the Workplace(p. 731)
• Summary(p. 732)
• Key Terms(p. 733)
• Questions for Analysis and Discussion(p. 733)
• Case: The AIDS Dilemma(p. 734)
• You Be the Consultant: Carl's Dilemma(p. 735)
• 21 Management Career Planning and You(p. 739)
• Objectives(p. 739)
• A Profile of Success(p. 740)
• Career Phases(p. 746)
• Career Problems(p. 749)
• Career Strategies(p. 753)
• Executive Health(p. 762)
• Summary(p. 769)
• Key Terms(p. 770)
• Questions for Analysis and Discussion(p. 771)
• Case: While the Quitting's Good(p. 772)
• You Be the Consultant: A Matter of Life or Death(p. 773)
• Integrative Case Study: Mary Kay Cosmetics, Inc(p. 775)
• Name Index(p. 793)
• Subject Index(p. 799)