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Using a three-pronged approach of concepts, applications, and skill development, this text provides students with a solid foundation of management concepts and real skills they can use in the workplace. Through a variety of thought-provoking applications, Lussier challenges students to think critically and apply concepts to their own experiences. Proven skill-building exercises, behavioral models, self-assessments, and group exercises throughout the text help students realize their own managerial potential. The 15-chapter format is comprehensive enough for the one-term course, but is also flexible enough to allow for additional readings, activities, or discussions.

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• Preface(p. xv)
• About the Author(p. 1)
• Part 1 Managing in a Global Internet Environment
• Chapter 1 Managing(p. 2)
• Why Study Management?(p. 4)
• What is a Manager's Responsibility?(p. 4)
• What Does It Take to Be a Successful Manager?(p. 7)
• Management Qualities(p. 7)
• Management Skills(p. 9)
• Supervisory Ability(p. 10)
• What Do Managers Do?(p. 10)
• Management Functions(p. 11)
• Nonmanagement Functions(p. 12)
• The Systems Relationship among the Management Functions(p. 12)
• Management Roles(p. 13)
• Differences among Managers(p. 15)
• The Three Levels of Management(p. 15)
• Types of Managers(p. 16)
• Differences in Management Skills(p. 18)
• Differences in Management Functions(p. 18)
• Large-Business versus Small-Business Managers(p. 18)
• Managers of For-Profit versus Not-for-Profit Organizations(p. 18)
• New Workplace Issues and Challenges(p. 20)
• Technology and Speed(p. 20)
• Globalization and Diversity(p. 21)
• Knowledge, Learning, Quality, and Continuous Improvement(p. 21)
• Knowledge Management(p. 22)
• Change, Creativity, Innovation, and Entrepreneurship(p. 23)
• Participative Management, Empowerment, and Teams(p. 23)
• Ethics and Social Responsibility(p. 23)
• Networking and Boundaryless Relationships(p. 24)
• Objectives of the Book(p. 25)
• Management Concepts(p. 25)
• Application of Management Concepts(p. 26)
• Development of Management Skills(p. 26)
• Flexibility(p. 26)
• Organization of the Book(p. 27)
• Chapter Summary(p. 27)
• Key Terms(p. 28)
• Review and Discussion Questions(p. 28)
• Objective Case: Microsoft Corporation(p. 29)
• Video Case: Le Meridien(p. 30)
• Skill Builder 1 Comparing Management Skills(p. 31)
• Skill Builder 2 Management Styles(p. 31)
• Skill Builder 3 Getting to Know You(p. 35)
• Appendix A A Brief History of Management(p. 37)
• Classical Theory(p. 37)
• Scientific Management(p. 38)
• Administrative Theory(p. 38)
• Behavioral Theory(p. 39)
• Management Science(p. 40)
• Integrative Perspective(p. 40)
• Systems Theory(p. 40)
• Sociotechnical Theory(p. 41)
• Contingency Theory(p. 41)
• Comparing Theories(p. 42)
• Appendix Summary(p. 42)
• Key Terms(p. 43)
• Chapter 2 Environment: Culture, Ethics, and Social Responsibility(p. 44)
• The Internal Environment(p. 46)
• Management and Culture(p. 46)
• Mission(p. 46)
• Resources(p. 47)
• Systems Process(p. 47)
• Structure(p. 49)
• Organizational Culture(p. 50)
• Learning the Organization's Culture(p. 50)
• Three Levels of Culture(p. 51)
• Strong and Weak Cultures(p. 52)
• Managing, Changing, and Merging Cultures(p. 52)
• Learning Organizations(p. 53)
• The External Environment(p. 54)
• Customers(p. 54)
• Competition(p. 55)
• Suppliers(p. 56)
• Labor Force(p. 56)
• Shareholders(p. 56)
• Society(p. 57)
• Technology(p. 57)
• The Economy(p. 57)
• Governments(p. 58)
• Chaos and Interactive Management(p. 59)
• Business Ethics(p. 61)
• Does Ethical Behavior Pay?(p. 62)
• How Personality Traits and Attitudes, Moral Development, and the Situation Affect Ethical Behavior(p. 63)
• How People Justify Unethical Behavior(p. 64)
• Simple Guides to Ethical Behavior(p. 65)
• Managing Ethics(p. 66)
• Social Responsibility(p. 68)
• Social Responsibility to Stakeholders(p. 68)
• Does It Pay to Be Socially Responsible?(p. 69)
• Chapter Summary(p. 71)
• Key Terms(p. 72)
• Review and Discussion Questions(p. 72)
• Objective Case: The State of Florida(p. 72)
• Video Case: Timberland(p. 74)
• Skill Builder 1 The Organizational Environment and Management Practices Analysis(p. 74)
• Skill Builder 2 Ethics and Whistle-Blowing(p. 75)
• Chapter 3 The Global Environment and Entrepreneurship(p. 76)
• The Global Environment(p. 78)
• Ethnocentrism Is Out and "Made in America" Is Blurred(p. 78)
• The Role of Technology and the Internet in the Global Village(p. 79)
• The Economic Environment(p. 80)
• The Government Environment(p. 82)
• Classifying Businesses in the Global Village(p. 83)
• Taking a Busness Global(p. 84)
• Global Sourcing(p. 85)
• Importing and Exporting(p. 86)
• Licensing(p. 86)
• Contracting(p. 86)
• Joint Venture(p. 86)
• Direct Investment(p. 86)
• The Role of the Internet in Taking a Business Global(p. 87)
• Business Practices of Global Companies(p. 88)
• Entrepreneurship(p. 91)
• New Venture Entrepreneurs and Intrapreneurs(p. 91)
• Contributions of Entrepreneurs(p. 93)
• Selecting the New Venture(p. 93)
• The Business Plan(p. 94)
• Global Diversity(p. 96)
• Cultural Diversity(p. 97)
• Diversity in Work-Related Values(p. 99)
• Diversity in Management Functions(p. 101)
• Chapter Summary(p. 103)
• Key Terms(p. 104)
• Review and Discussion Questions(p. 104)
• Objective Case: Claimpower, Inc.(p. 104)
• Skill Builder 1 Selecting a New Venture(p. 106)
• Skill Builder 2 Cultural Diversity Awareness(p. 106)
• Part 2 Planning
• Chapter 4 Creative Problem Solving and Decision Making(p. 108)
• Problem Solving and Decision Making: An Overview(p. 110)
• The Relationship among Objectives, Problem Solving, and Decision Making(p. 110)
• The Relationship among Management Functions, Decision Making, and Problem Solving(p. 110)
• The Decision-Making Model(p. 111)
• Decision-Making Styles(p. 112)
• Decision Making in the Global Village(p. 113)
• Classify and Define the Problem(p. 114)
• Classify the Problem(p. 114)
• Select the Appropriate Level of Participation(p. 116)
• Define the Problem(p. 119)
• Set Objectives and Criteria(p. 120)
• Generate Creative Alternatives(p. 121)
• Innovation and Creativity(p. 122)
• Using Information and Technology to Generate Alternatives(p. 123)
• Using Groups to Generate Creative Alternatives(p. 124)
• Decision Trees(p. 126)
• Analyze Altenatives and Select the Most Feasible(p. 127)
• Quantitative Techniques(p. 128)
• The Kepner-Tregoe Method(p. 129)
• Cost-Benefit (Pros and Cons) Analysis(p. 131)
• Ethics and Social Responsibility in Decision Making(p. 132)
• Plan, Implement the Decision, and Control(p. 133)
• Vroom's Participative Decision-Making Model(p. 134)
• Participation Decision Styles(p. 134)
• Questions that Determine the Appropriate Participative Decision Style(p. 135)
• Time-Driven versus Development-Driven Model(p. 136)
• Chapter Summary(p. 138)
• Key Terms(p. 139)
• Review and Discussion Questions(p. 140)
• Objective Case: Kmart Acquires Sears(p. 140)
• Video Case: General Motors(p. 141)
• Behavior Modeling: Decision-Making Styles(p. 142)
• Skill Builder 1 Making a Decision Using the Decision-Making Model(p. 142)
• Skill Builder 2 Using the Vroom Model(p. 143)
• Chapter 5 The Strategic and Operational Planning Process(p. 146)
• Planning Dimensions(p. 148)
• Strategic Planning(p. 149)
• The Strategic Planning Process(p. 149)
• Strategic Levels(p. 151)
• Developing the Mission(p. 151)
• Analyzing the Environment(p. 152)
• Industry and Competitive Situation Analysis(p. 152)
• Company Situation Analysis(p. 153)
• Competitive Advantage(p. 156)
• Setting Objectives(p. 157)
• Goals and Objectives(p. 157)
• Writing Effective Objectives(p. 157)
• Criteria for Objectives(p. 158)
• Management by Objectives (MBO)(p. 160)
• Corporate-Level Strategy(p. 161)
• Grand Strategy(p. 161)
• Corporate Growth Strategies(p. 162)
• Portfolio Analysis(p. 165)
• Business-Level Strategy(p. 167)
• Adaptive Strategies(p. 168)
• Competitive Strategies(p. 170)
• Product Life Cycle(p. 171)
• Functional-Level (Operational) Strategies(p. 173)
• Marketing Strategy(p. 173)
• Operations Strategy(p. 174)
• Human Resources Strategy(p. 174)
• Finance Strategy(p. 174)
• Other Functional-Level Strategies(p. 174)
• Operational Planning(p. 174)
• Standing Plans versus Single-Use Plans(p. 175)
• Contingency Plans(p. 176)
• Implementing and Controlling Strategies(p. 177)
• Chapter Summary(p. 178)
• Key Terms(p. 179)
• Review and Discussion Questions(p. 180)
• Objective Case: Krispy Kreme(p. 180)
• Skill Builder 1 Writing Objectives(p. 182)
• Skill Builder 2 Entrepreneurial Strategic Planning(p. 183)
• Appendix B Time Management(p. 185)
• Analyzing Time Use(p. 185)
• The Time Log(p. 186)
• Analyzing Time Logs(p. 186)
• A Time Management System(p. 187)
• Time Management Techniques(p. 190)
• Appendix Summary(p. 192)
• Key Terms(p. 193)
• Skill Builder: Time Management(p. 193)
• Part 3 Organizing
• Chapter 6 Organizing and Delegating Work(p. 194)
• Principles of Organization(p. 196)
• Unity of Command and Direction(p. 196)
• Chain of Command(p. 197)
• Span of Management(p. 197)
• Division of Labor(p. 197)
• Coordination(p. 197)
• Balanced Responsibility and Authority(p. 198)
• Delegation(p. 199)
• Flexibility(p. 199)
• Authority(p. 200)
• Formal and Informal Authority(p. 200)
• Levels of Authority(p. 200)
• Line and Staff Authority(p. 201)
• Centralized and Decentralized Authority(p. 202)
• Organizational Design(p. 204)
• Organization Chart(p. 204)
• Departmentalization(p. 205)
• Multiple Departmentalization(p. 207)
• New Approaches to Departmentalization(p. 208)
• Job Design(p. 210)
• Job Simplification(p. 210)
• Job Expansion(p. 211)
• Work Teams(p. 211)
• The Job Characteristics Model(p. 212)
• Organizing Yourself and Delegating(p. 214)
• Setting Priorities(p. 215)
• Delegation(p. 217)
• Delegation Decisions(p. 218)
• The Delegation Process(p. 218)
• Chapter Summary(p. 220)
• Key Terms(p. 222)
• Review and Discussion Questions(p. 222)
• Objective Case: Hitachi(p. 222)
• Skill Builder 1 Setting Priorities(p. 224)
• Behavior Modeling: Delegating(p. 225)
• Skill Builder 2 Delegating Authority(p. 226)
• Chapter 7 Managing Change: Innovation and Diversity(p. 228)
• Change(p. 230)
• Forces for Change(p. 230)
• Types of Change(p. 30)
• Forms of Change(p. 232)
• Managing Change(p. 234)
• Stages in the Change Process(p. 234)
• Resistance to Change(p. 235)
• How to Overcome Resistance to Change(p. 236)
• A Model for Identifying and Overcoming Resistance to Change(p. 237)
• Innovation(p. 238)
• Innovative Organizational Structures(p. 238)
• Innovative Organizational Cultures(p. 240)
• Diversity(p. 242)
• What Is Diversity, and Is It Really Important?(p. 242)
• Diversity and Organizational Culture(p. 243)
• Valuing Diversity versus Managing Diversity(p. 243)
• Gender Diversity(p. 244)
• Mentoring(p. 246)
• The Leaning Organization and Diversity(p. 246)
• Organizational Development(p. 247)
• Change Models(p. 247)
• Organizational Development Interventions(p. 248)
• Chapter Summary(p. 253)
• Key Terms(p. 254)
• Review and Discussion Questions(p. 254)
• Objective Case: Kraft Foods(p. 254)
• Video Case: Peter Pan Bus Lines(p. 256)
• Skill Builder 1 Identifying Resistance to Change(p. 256)
• Skill Builder 2 Diversity Training(p. 257)
• Chapter 8 Human Resources Management: Staffing(p. 258)
• The Human Resources Management Process(p. 260)
• The Legal Environment(p. 261)
• The Human Resources Department(p. 264)
• Human Resources Planning(p. 265)
• Strategic Human Resources Planning(p. 265)
• Job Analysis(p. 265)
• Attracting Employees(p. 267)
• Recruiting(p. 267)
• The Selection Process(p. 269)
• Selection Interviewing(p. 271)
• Developing Employees(p. 275)
• Orientation(p. 276)
• Training and Development(p. 276)
• Training Methods(p. 277)
• Performance Appraisal(p. 279)
• The Evaluative Performance Appraisal Interview(p. 282)
• The Developmental Performance Appraisal Review(p. 283)
• Retaining Employees(p. 284)
• Compensation(p. 284)
• Health and Safety(p. 286)
• Labor Relations(p. 287)
• Loss of Employees(p. 288)
• Chapter Summary(p. 289)
• Key Terms(p. 290)
• Review and Discussion Questions(p. 290)
• Objective Case: American Airlines(p. 291)
• Behavior Modeling 1 Employment Interviewing(p. 292)
• Skill Builder 1 Selecting A Tennis Coach(p. 292)
• Skill Builder 2 Job Instructional Training(p. 293)
• Behavior Modeling 2 Job Instructional Training(p. 293)
• Appendix C Career Management and networking(p. 295)
• Career Management(p. 295)
• Career Planning and Development(p. 295)
• Getting a Job(p. 297)
• Networking(p. 298)
• The Importance of Networking(p. 298)
• The Networking Process(p. 299)
• Appendix Summary(p. 301)
• Key Terms(p. 302)
• Skill Builder 1 Career Planning(p. 302)
• Skill Builder 2 Resume(p. 302)
• Skill Builder 3 Networking Skills(p. 303)
• Part 4 Leading
• Chapter 9 Organizational Behavior: Power, Politics, Conflict, and Stress(p. 304)
• Organizational Behavior(p. 306)
• Personality(p. 306)
• Single Traits of Personality(p. 307)
• The Big Five Personality Dimensions(p. 308)
• Perception(p. 309)
• The Perception Process(p. 310)
• Bias in Perception(p. 311)
• Attitudes(p. 312)
• Attitude Formation(p. 312)
• Attitudes and Behavior(p. 313)
• How Managers' Attitudes Affect Performance(p. 313)
• Attitudes and Job Satisfaction(p. 313)
• Power(p. 315)
• Organizational Power(p. 315)
• Types of Power and How to Increase Your Power(p. 316)
• Organizational Politics(p. 319)
• The Nature of Organizational Politics(p. 319)
• Political Behavior(p. 320)
• Guidelines for Developing Political Skills(p. 321)
• Managing Conflict(p. 323)
• The Psychological Contract(p. 323)
• Functional and Dysfunctional Conflict(p. 324)
• Conflict Management Styles(p. 324)
• Negotiation, Collaboration, and Mediation(p. 328)
• Negotiating(p. 328)
• The Negotiating Process(p. 328)
• Initiating Conflict Resolution through Collaboration(p. 332)
• Responding to Collaborative Conflict Resolution(p. 333)
• Mediation as Conflict Resolution(p. 334)
• Stress(p. 334)
• Functional and Dysfunctional Stress(p. 334)
• Causes of Job Stress(p. 335)
• Stress Management(p. 336)
• The Stress Tug-of-War(p. 339)
• Chapter Summary(p. 340)
• Key Terms(p. 342)
• Review and Discussion Questions(p. 342)
• Objective Case: Political Behavior of College Faculty Members(p. 342)
• Video Case: Cannondale Corporation(p. 344)
• Skill Builder 1 Car Dealer Negotiation(p. 345)
• Behavior Modeling 1 Initiating Conflict Resolution(p. 346)
• Skill Builder 2 Initiating Conflict Resolution(p. 346)
• Behavior Modeling 2 Mediating Conflict Resolution(p. 347)
• Skill Builder 3 Improving Personality Traits(p. 347)
• Chapter 10 Team Leadership(p. 348)
• The Lessons of the Geese(p. 350)
• Groups and Teams and Performance(p. 350)
• Groups and Teams(p. 350)
• The Group Performance Model(p. 351)
• Group Structure(p. 353)
• Group Types(p. 354)
• Group Size(p. 356)
• Group Composition(p. 356)
• Group Leadership and Objectives(p. 357)
• Group Process(p. 358)
• Group Roles(p. 358)
• Group Norms(p. 359)
• Group Cohesiveness(p. 360)
• Status within the Group(p. 362)
• Decision Making and Conflict Resolution(p. 362)
• Stages of Group Development and Styles of Leadership(p. 364)
• Stage 1 Orientation(p. 364)
• Stage 2 Dissatisfaction(p. 364)
• Stage 3 Resolution(p. 365)
• Stage 4 Production(p. 365)
• Stage 5 Termination(p. 366)
• Changes in Group Development and Leadership Style(p. 366)
• Developing Groups into Teams(p. 367)
• Training(p. 367)
• The Management Functions(p. 368)
• Leadership Skills for Meetings(p. 368)
• Planning Meetings(p. 369)
• Conducting Meetings(p. 370)
• Handling Problem Members(p. 371)
• Chapter Summary(p. 374)
• Key Terms(p. 375)
• Review and Discussion Questions(p. 375)
• Objective Case: The Lincoln Electric Company(p. 375)
• Skill Builder 1 Leadership Styles in Group Situations(p. 377)
• Skill Builder 2 Group Performance(p. 380)
• Chapter 11 Communicating and Information Technology(p. 382)
• Organizational Communication and Information Technology(p. 384)
• Vertical Communication(p. 384)
• Horizontal Communication(p. 385)
• Grapevine Communication(p. 386)
• Information Technology(p. 386)
• The Interpersonal Communication Process and Communication Barriers(p. 389)
• Stage 1 The Sender Encodes the Message and Selects the Transmission Channel(p. 389)
• Stage 2 The Sender Transmits the Message(p. 389)
• Stage 3 The Receiver Decodes the Message and Decides If Feedback Is Needed(p. 390)
• Stage 4 Feedback: A Response or a New Message May Be Transmitted(p. 390)
• Communication Barriers(p. 390)
• Message Transmission Channels(p. 392)
• Oral Communication(p. 392)
• Nonverbal Communication(p. 394)
• Written Communication(p. 394)
• Combining Channels(p. 395)
• Selecting the Message Transmission Channel(p. 396)
• Sending Messages(p. 397)
• Planning the Message(p. 397)
• The Message-Sending Process(p. 398)
• Checking Understanding: Feedback(p. 399)
• Receiving Messages(p. 401)
• Listening Skills(p. 401)
• The Message-Receiving Process(p. 402)
• Responding to Messages(p. 404)
• Response Styles(p. 404)
• Dealing with Emotional People(p. 406)
• Criticism(p. 409)
• Information Systems(p. 409)
• Types of Information Systems(p. 409)
• Information Networks(p. 411)
• Chapter Summary(p. 413)
• Key Terms(p. 414)
• Review and Discussion Questions(p. 414)
• Objective Case: Mobil Credit Card(p. 414)
• Skill Builder 1 Giving Instructions(p. 416)
• Behavior Modeling: Situational Communications(p. 417)
• Skill Builder 2 Analyzing Communication Styles(p. 417)
• Appendix D Written Communication(p. 422)
• Grammar(p. 422)
• Syntax(p. 423)
• Rhetoric(p. 423)
• Editing(p. 423)
• Punctuation(p. 423)
• Appendix Summary(p. 425)
• Chapter 12 Motivating for High Performance(p. 426)
• Motivation and Performance(p. 428)
• What is Motivation, and Why Is It Important?(p. 428)
• The Role of Expectations in Motivation and Performance(p. 429)
• How Motivation Affects Performance(p. 429)
• An Overview of Three Major Classes of Motivation Theories(p. 430)
• Content Motivation Theories(p. 430)
• Hierarchy of Needs Theory(p. 431)
• ERG Theory(p. 432)
• Two-Factor Theory(p. 433)
• Acquired Needs Theory(p. 435)
• Process Motivation Theories(p. 438)
• Equity Theory(p. 438)
• Goal-Setting Theory(p. 439)
• Expectancy Theory(p. 441)
• Reinforcement Theory(p. 442)
• Types of Reinforcement(p. 442)
• Schedules of Reinforcement(p. 444)
• Motivating with Reinforcement(p. 445)
• Giving Praise(p. 446)
• Combining The Motivation Process and Motivation Theories(p. 448)
• Do Motivation Theories Apply Globally?(p. 448)
• Chapter Summary(p. 450)
• Key Terms(p. 451)
• Review and Discussion Questions(p. 451)
• Objective Case: Friedman's Microwave Ovens(p. 452)
• Video Case: The Buffalo Zoo(p. 453)
• Behavior Modeling: Giving Praise(p. 454)
• Skill Builder 1 Giving Praise(p. 454)
• Skill Builder 2 Self-Motivation(p. 455)
• Chapter 13 Leading with Influence(p. 456)
• Leadership and Trait Theory(p. 458)
• Leadership(p. 458)
• Leaders versus Managers(p. 459)
• Leadership Trait Theory(p. 460)
• Behavioral Leadership Theories(p. 462)
• Basic Leadership Styles(p. 463)
• Two-Dimensional Leadership Styles(p. 464)
• The Leadership Grid(p. 465)
• Contemporary Perspectives(p. 466)
• Situational Approaches to Leadership(p. 469)
• Contingency Leadership Model(p. 469)
• Leadership Continuum Model(p. 471)
• Path-Goal Model(p. 472)
• Normative Leadership Model(p. 474)
• Situational Leadership Model(p. 474)
• Comparing Leadership Models(p. 476)
• Leadership Substitutes Theory(p. 476)
• Handling Complaints(p. 478)
• Handling Employee Complaints(p. 478)
• Handling Customer Complaints(p. 479)
• Chapter Summary(p. 480)
• Key Terms(p. 481)
• Review and Discussion Questions(p. 481)
• Objective Case: Wilson Sporting Goods(p. 482)
• Skill Builder 1 The Situational Leadership Model(p. 483)
• Behavior Modeling(p. 484)
• Skill Builder 2 Handling Complaints(p. 484)
• Part 5 Controlling
• Chapter 14 Control Systems: Financial and Human(p. 486)
• Organizational and Functional Area Control Systems(p. 488)
• Organizational Systems Control(p. 488)
• Functional Area/Department Control Systems(p. 490)
• Establishing Control Systems(p. 493)
• The Control Systems Process(p. 493)
• Control Frequency and Methods(p. 497)
• Financial Controls: The Master Budgeting Process(p. 500)
• Operating Budgets(p. 502)
• Capital Expenditures Budget(p. 503)
• Financial Budgets and Statements(p. 504)
• Human Controls(p. 505)
• Coaching(p. 505)
• Management by Walking Around(p. 508)
• Counseling(p. 509)
• Disciplining(p. 511)
• Chapter Summary(p. 514)
• Key Terms(p. 515)
• Review and Discussion Questions(p. 516)
• Objective Case: Rodriguez Clothes Manufacturing(p. 516)
• Skill Builder 1 Bolton Control System(p. 518)
• Behavior Modeling 1 Coaching(p. 520)
• Skill Builder 2 Coaching(p. 520)
• Behavior Modeling 2 Discipline(p. 521)
• Skill Builder 3 Disciplining(p. 522)
• Chapter 15 Operations, Quality, and Productivity(p. 524)
• Time-Based Competition and Operation(p. 526)
• Classifying Operations Systems(p. 527)
• Tangibility of Products(p. 527)
• Level of Customer Involvement(p. 527)
• Operations Flexibility(p. 528)
• Resources and Technology Management(p. 530)
• Difficulty of Classification(p. 532)
• Designing Operations Systems(p. 532)
• Product Mix and Design(p. 533)
• Facility Layout(p. 534)
• Facility Location(p. 535)
• Capacity Planning(p. 538)
• Managing Operations Systems and the Supply Chain(p. 538)
• Planning Schedules and Project Management(p. 539)
• Inventory Control(p. 543)
• Materials Requirement Planning (MRP)(p. 544)
• Supply Chain Management(p. 546)
• Quality Control(p. 547)
• Productivity and the Balanced Scorecard(p. 552)
• Measuring Productivity(p. 552)
• Increasing Productivity(p. 554)
• Productivity Measures for the Functional Areas(p. 554)
• The Balanced Scorecard(p. 555)
• Chapter Summary(p. 560)
• Key Terms(p. 561)
• Review and Discussion Questions(p. 561)
• Objective Case: The Retail Grocery Industry(p. 562)
• Skill Builder 1 Developing a Plan to Open a Music Shop(p. 564)
• Skill Builder 2 Economic Order Quantity(p. 565)
• Skill Builder 3 Job Instructional Training(p. 565)
• Endnotes(p. 566)
• Glossary(p. 601)
• Index(p. 609)