Descripciones mejoradas de Syndetics:

Robbins and Coulter's best-selling text demonstrates the real-world applications of management concepts and makes management come alive by bringing real managers and readers together. As it successfully integrates the various functions of management, the book establishes a dialogue with managers from a variety of fields.The authors examine managerial issues concerning defining the manager's terrain, planning, organizing, leading and controlling.For managers of all kinds.

Tabla de contenidos provista por Syndetics

• Preface(p. xiv)
• Part 1 Introduction(p. 2)
• Chapter 1 Introduction to Management and Organizations(p. 2)
• Who Are Managers?(p. 4)
• What Is Management?(p. 7)
• What Do Managers Do?(p. 8)
• Management Functions(p. 8)
• Management Roles(p. 10)
• Management Skills(p. 12)
• How the Manager's Job Is Changing(p. 15)
• What Is an Organization?(p. 17)
• Why Study Management?(p. 19)
• The Universality of Management(p. 19)
• The Reality of Work(p. 20)
• Rewards and Challenges of Being a Manager(p. 20)
• Boxed Features
• Managers Speak Out(p. 6)
• Thinking Critically About Ethics(p. 7)
• Focus on Leadership(p. 10)
• Managing Your Career(p. 19)
• Becoming a Manager(p. 21)
• Managers Respond to a Manager's Dilemma(p. 22)
• Learning Summary(p. 23)
• Management: By the Numbers(p. 24)
• Thinking About Management Issues(p. 24)
• Working Together: Team-Based Exercise(p. 24)
• Case Application: Managing the Virus Hunters(p. 25)
• Chapter 2 Management Yesterday and Today(p. 26)
• Historical Background of Management(p. 28)
• Scientific Management(p. 30)
• Important Contributions(p. 30)
• How Do Today's Managers Use Scientific Management?(p. 32)
• General Administrative Theory(p. 32)
• Important Contributions(p. 32)
• How Do Today's Managers Use General Administrative Theories?(p. 33)
• Quantitative Approach to Management(p. 34)
• Important Contributions(p. 34)
• How Do Today's Managers Use the Quantitative Approach?(p. 35)
• Toward Understanding Organizational Behavior(p. 36)
• Early Advocates(p. 36)
• The Hawthorne Studies(p. 37)
• How Do Today's Managers Use the Behavioral Approach?(p. 37)
• The Systems Approach(p. 38)
• The Systems Approach and Managers(p. 38)
• The Contingency Approach(p. 39)
• The Contingency Approach and Managers(p. 39)
• Current Trends and Issues(p. 40)
• Globalization(p. 40)
• Ethics(p. 41)
• Workforce Diversity(p. 44)
• Entrepreneurship(p. 44)
• Managing in an E-Business World(p. 45)
• Knowledge Management and Learning Organizations(p. 46)
• Quality Management(p. 48)
• Boxed Features
• Managing IT(p. 45)
• Thinking Critically About Ethics(p. 47)
• Becoming a Manager(p. 48)
• Managers Respond to a Manager's Dilemma(p. 50)
• Learning Summary(p. 51)
• Management: By the Numbers(p. 52)
• Thinking About Management Issues(p. 52)
• Working Together: Team-Based Exercise(p. 52)
• Case Application: Threads of History(p. 52)
• Part-Ending Features
• Continuing Case: Starbucks-Introduction(p. 54)
• Part 2 Defining the manager's terrain(p. 56)
• Chapter 3 Organizational Culture and Environment: The Constraints(p. 56)
• The Manager: Omnipotent or Symbolic?(p. 58)
• The Omnipotent View(p. 58)
• The Symbolic View(p. 58)
• Reality Suggests a Synthesis(p. 59)
• The Organization's Culture(p. 59)
• What Is Organizational Culture?(p. 59)
• Strong Versus Weak Cultures(p. 61)
• The Source of Culture(p. 63)
• How an Organization's Culture Continues(p. 63)
• How Employees Learn Culture(p. 64)
• How Culture Affects Managers(p. 67)
• Current Organizational Culture Issues Facing Managers(p. 69)
• Creating an Ethical Culture(p. 69)
• Creating an Innovative Culture(p. 69)
• Creating a Customer-Responsive Culture(p. 70)
• Spirituality and Organizational Culture(p. 71)
• The Environment(p. 73)
• Defining the External Environment(p. 73)
• How the Environment Affects Managers(p. 79)
• Boxed Features
• Managing Your Career(p. 64)
• Managing Workforce Diversity(p. 67)
• Thinking Critically About Ethics(p. 70)
• Becoming a Manager(p. 82)
• Managers Respond to a Manager's Dilemma(p. 83)
• Learning Summary(p. 84)
• Management: By the Numbers(p. 85)
• Thinking About Management Issues(p. 85)
• Working Together: Team-Based Exercise(p. 85)
• Ethical Dilemma Exercise(p. 86)
• Case Application: A Perfect Response to an Imperfect Storm(p. 86)
• Chapter 4 Managing in a Global Environment(p. 88)
• Who Owns What?(p. 90)
• What's Your Global Perspective?(p. 91)
• Understanding the Global Environment(p. 94)
• Regional Trading Alliances(p. 94)
• The World Trade Organization(p. 96)
• Doing Business Globally(p. 97)
• Different Types of International Organizations(p. 97)
• How Organizations Go International(p. 98)
• Managing in a Global Environment(p. 101)
• The Legal-Political Environment(p. 101)
• The Economic Environment(p. 102)
• The Cultural Environment(p. 102)
• Global Management in Today's World(p. 107)
• Boxed Features
• Managing IT(p. 100)
• Thinking Critically About Ethics(p. 102)
• Focus on Leadership(p. 103)
• Becoming a Manager(p. 108)
• Managers Respond to a Manager's Dilemma(p. 109)
• Learning Summary(p. 110)
• Management: By the Numbers(p. 110)
• Thinking About Management Issues(p. 111)
• Working Together: Team-Based Exercise(p. 111)
• Ethical Dilemma Exercise(p. 111)
• Case Application: When Yes Doesn't Always Mean Yes, and No Doesn't Always Mean No(p. 112)
• Answers to "Who Owns What?" Quiz(p. 113)
• Chapter 5 Social Responsibility and Managerial Ethics(p. 114)
• What Is Social Responsibility?(p. 116)
• Two Views of Social Responsibility(p. 116)
• Arguments For and Against Social Responsibility(p. 118)
• From Obligations to Responsiveness to Responsibility(p. 119)
• Social Involvement and Economic Performance(p. 120)
• The Greening of Management(p. 122)
• Global Environmental Problems(p. 123)
• How Organizations Go Green(p. 123)
• Evaluating the Greening of Management(p. 125)
• Values-Based Management(p. 126)
• Purposes of Shared Values(p. 126)
• The Bottom Line on Shared Corporate Values(p. 127)
• Managerial Ethics(p. 128)
• Factors That Affect Employee Ethics(p. 129)
• Ethics in an International Context(p. 132)
• Improving Ethical Behavior(p. 134)
• Social Responsibility and Ethics Issues in Today's World(p. 139)
• Managing Ethical Lapses and Social Irresponsibility(p. 139)
• Social Entrepreneurship(p. 142)
• Social Impact Management(p. 143)
• Boxed Features
• Thinking Critically About Ethics(p. 127)
• Focus on Leadership(p. 141)
• Becoming a Manager(p. 142)
• Managers Respond to a Manager's Dilemma(p. 144)
• Learning Summary(p. 145)
• Management: By the Numbers(p. 146)
• Thinking About Management Issues(p. 146)
• Working Together: Team-Based Exercise(p. 147)
• Ethical Dilemma Exercise(p. 147)
• Case Application: You've Got Questions...(p. 148)
• Part-Ending Features
• You're the Manager: Putting Ethics into Action(p. 150)
• Passport(p. 150)
• Continuing Case: Starbucks-Defining the Terrain(p. 151)
• Part 3 Planning(p. 154)
• Chapter 6 Decision Making: The Essence of the Manager's Job(p. 154)
• The Decision-Making Process(p. 156)
• Step 1 Identifying a Problem(p. 156)
• Step 2 Identifying Decision Criteria(p. 158)
• Step 3 Allocating Weights to the Criteria(p. 158)
• Step 4 Developing Alternatives(p. 159)
• Step 5 Analyzing Alternatives(p. 159)
• Step 6 Selecting an Alternative(p. 160)
• Step 7 Implementing the Alternative(p. 160)
• Step 8 Evaluating Decision Effectiveness(p. 161)
• The Manager as Decision Maker(p. 161)
• Making Decisions: Rationality, Bounded Rationality, and Intuition(p. 162)
• Types of Problems and Decisions(p. 164)
• Decision-Making Conditions(p. 167)
• Decision-Making Styles(p. 170)
• Decision-Making Biases and Errors(p. 172)
• Summing Up Managerial Decision Making(p. 174)
• Decision Making for Today's World(p. 175)
• Boxed Features:
• Thinking Critically About Ethics(p. 167)
• Managing Your Career(p. 168)
• Managing IT(p. 170)
• Managing Workforce Diversity(p. 172)
• Focus on Leadership(p. 175)
• Becoming a Manager(p. 176)
• Managers Respond to a Manager's Dilemma(p. 178)
• Learning Summary(p. 179)
• Management: By the Numbers(p. 180)
• Thinking About Management Issues(p. 180)
• Working Together: Team-Based Exercise(p. 180)
• Ethical Dilemma Exercise(p. 180)
• Case Application: Fast Company(p. 181)
• Chapter 7 Foundations of Planning(p. 182)
• What Is Planning?(p. 184)
• Why Do Managers Plan?(p. 185)
• Purposes of Planning(p. 185)
• Planning and Performance(p. 185)
• How Do Managers Plan?(p. 186)
• The Role of Goals and Plans in Planning(p. 186)
• Establishing Goals and Developing Plans(p. 191)
• Approaches to Establishing Goals(p. 191)
• Developing Plans(p. 195)
• Contemporary Issues in Planning(p. 198)
• Criticisms of Planning(p. 198)
• Effective Planning in Dynamic Environments(p. 199)
• Boxed Features
• Focus on Leadership(p. 188)
• Managers Speak Out(p. 194)
• Thinking Critically About Ethics(p. 197)
• Becoming a Manager(p. 200)
• Managers Respond to a Manager's Dilemma(p. 201)
• Learning Summary(p. 202)
• Management: By the Numbers(p. 204)
• Thinking About Management Issues(p. 203)
• Working Together: Team-Based Exercise(p. 203)
• Ethical Dilemma Exercise(p. 203)
• Case Application: Ready or Not...(p. 204)
• Chapter 8 Strategic Management(p. 206)
• The Importance of Strategic Management(p. 208)
• What Is Strategic Management?(p. 208)
• Why Is Strategic Management Important?(p. 209)
• The Strategic Management Process(p. 210)
• Step 1 Identifying the Organization's Current Mission, Goals, and(p. Strategies 210)
• Step 2 Doing an External Analysis(p. 212)
• Step 3 Doing an Internal Analysis(p. 212)
• Step 4 Formulating Stategies(p. 214)
• Step 5 Implementing Stategies(p. 215)
• Step 6 Evaluating Results(p. 216)
• Types of Organizational Strategies(p. 216)
• Corporate Strategy(p. 216)
• Business (or Competitive) Strategy(p. 221)
• Functional Strategy(p. 226)
• Strategic Management in Today's Environment(p. 226)
• Strategic Flexibility(p. 226)
• New Directions in Organizational Strategies(p. 227)
• Boxed Features
• Thinking Critically About Ethics(p. 213)
• Managing Your Career(p. 215)
• Managing IT(p. 216)
• Focus on Leadership(p. 227)
• Becoming a Manager(p. 229)
• Managers Respond to a Manager's Dilemma(p. 231)
• Learning Summary(p. 232)
• Management: By the Numbers(p. 233)
• Thinking About Management Issues(p. 233)
• Working Together: Team-Based Exercise(p. 233)
• Ethical Dilemma Exercise(p. 234)
• Case Application: Higher and Higher(p. 234)
• Chapter 9 Planning Tools and Techniques(p. 236)
• Techniques for Assessing the Environment(p. 238)
• Environmental Scanning(p. 238)
• Forecasting(p. 240)
• Benchmarking(p. 243)
• Techniques for Allocating Resources(p. 244)
• Budgeting(p. 244)
• Scheduling(p. 245)
• Breakeven Analysis(p. 249)
• Linear Programming(p. 250)
• Contemporary Planning Techniques(p. 252)
• Project Management(p. 253)
• Scenario Planning(p. 254)
• Boxed Features
• Thinking Critically About Ethics(p. 240)
• Managers Speak Out(p. 252)
• Becoming a Manager(p. 254)
• Managers Respond to a Manager's Dilemma(p. 256)
• Learning Summary(p. 257)
• Management: By the Numbers(p. 257)
• Thinking About Management Issues(p. 258)
• Working Together: Team-Based Exercise(p. 258)
• Ethical Dilemma Exercise(p. 258)
• Case Application: A New Pitch for an Old Classic(p. 259)
• Part-Ending Features
• You're the Manager: Putting Ethics into Action(p. 260)
• Passport(p. 260)
• Continuing Case: Starbucks-Planning(p. 261)
• Part 4 Organizing(p. 264)
• Chapter 10 Organizational Structure and Design(p. 264)
• Defining Organizational Structure(p. 266)
• Work Specialization(p. 267)
• Departmentalization(p. 268)
• Chain of Command(p. 270)
• Span of Control(p. 270)
• Centralization and Decentralization(p. 272)
• Formalization(p. 273)
• Organizational Design Decisions(p. 274)
• Mechanistic and Organic Organizations(p. 275)
• Contingency Factors(p. 275)
• Common Organizational Designs(p. 278)
• Traditional Organizational Designs(p. 278)
• Contemporary Oganizational Designs(p. 279)
• Today's Organizational Design Challenges(p. 283)
• Boxed Features
• Thinking Critically About Ethics(p. 268)
• Focus on Leadership(p. 272)
• Managing IT(p. 283)
• Becoming a Manager(p. 284)
• Managers Respond to a Manager's Dilemma(p. 286)
• Learning Summary(p. 287)
• Management: By the Numbers(p. 288)
• Thinking About Management Issues(p. 288)
• Working Together: Team-Based Exercise(p. 288)
• Ethical Dilemma(p. Exercise)
• Case Application: Fixing What's Broken: H-P's Structural Challenge(p. 289)
• Chapter 11 Communication and Information Technology(p. 290)
• Understanding Communication(p. 292)
• What Is Communication?(p. 292)
• Functions of Communication(p. 293)
• Interpersonal Communication(p. 294)
• Methods of Communicating Interpersonally(p. 296)
• Barriers to Effective Interpersonal Communication(p. 298)
• Overcoming the Barriers(p. 301)
• Organizational Communication(p. 303)
• Formal Versus Informal Communication(p. 303)
• Direction of Communication Flow(p. 303)
• Organizational Communication Networks(p. 305)
• Understanding Information Technology(p. 307)
• How Technology Affects Managerial Communication(p. 307)
• How Information Technology Affects Organizations(p. 309)
• Communication Issues in Today's Organizations(p. 310)
• Managing Communication in an Internet World(p. 311)
• Managing the Organization's Knowledge Resources(p. 311)
• The Role of Communication in Customer Service(p. 312)
• "Politically Correct" Communication(p. 313)
• Boxed Features
• Managing Workforce Diversity(p. 300)
• Thinking Critically About Ethics(p. 308)
• Becoming a Manager(p. 313)
• Managers Respond to a Manager's Dilemma(p. 315)
• Learning Summary(p. 316)
• Management: By the Numbers(p. 317)
• Thinking About Management Issues(p. 317)
• Working Together: Team-Based Exercise(p. 318)
• Ethical Dilemma Exercise(p. 318)
• Case Application: Communication Lesson(p. 318)
• Chapter 12 Human Resource Management(p. 320)
• Why Human Resource Management Is Important(p. 322)
• The Human Resource Management Process(p. 323)
• Human Resource Planning(p. 326)
• Current Assessment(p. 326)
• Meeting Future Human Resource Needs(p. 326)
• Recruitment and Decruitment(p. 327)
• Recruitment(p. 327)
• Decruitment(p. 328)
• Selection(p. 328)
• What Is Selection?(p. 329)
• Validity and Reliability(p. 329)
• Types of Selection Devices(p. 330)
• What Works Best and When?(p. 332)
• Orientation(p. 334)
• Employee Training(p. 334)
• Types of Training(p. 334)
• Training Methods(p. 335)
• Employee Performance Management(p. 337)
• Performance Appraisal Methods(p. 337)
• Compensation and Benefits(p. 338)
• Career Development(p. 340)
• The Way It Was(p. 340)
• You and Your Career Today(p. 341)
• Current Issues in Human Resource Management(p. 342)
• Managing Downsizing(p. 342)
• Managing Workforce Diversity(p. 342)
• Sexual Harassment(p. 344)
• Work-Family Life Balance(p. 345)
• Controlling HR Costs(p. 347)
• Boxed Features
• Thinking Critically About Ethics(p. 333)
• Focus on Leadership(p. 336)
• Managing IT(p. 340)
• Becoming a Manager(p. 345)
• Managers Respond to a Manager's Dilemma(p. 348)
• Learning Summary(p. 350)
• Management: By the Numbers(p. 351)
• Thinking About Management Issues(p. 351)
• Working Together: Team-Based Exercise(p. 352)
• Ethical Dilemma Exercise(p. 352)
• Case Application: Hostile Mint(p. 353)
• Chapter 13 Managing Change and Innovation(p. 354)
• Forces for Change(p. 356)
• External Forces(p. 356)
• Internal Forces(p. 357)
• Two Views of the Change Process(p. 357)
• The Calm Waters Metaphor(p. 358)
• White-Water Rapids Metaphor(p. 358)
• Putting the Two Views in Perspective(p. 359)
• Managing Organizational Change(p. 360)
• What Is Organizational Change?(p. 360)
• Types of Change(p. 361)
• Managing Resistance to Change(p. 364)
• Contemporary Issues in Managing Change(p. 366)
• Changing Organizational Culture(p. 366)
• Handling Employee Stress(p. 368)
• Making Change Happen Successfully(p. 371)
• Stimulating Innovation(p. 372)
• Creativity Versus Innovation(p. 374)
• Stimulating and Nurturing Innovation(p. 374)
• Boxed Features
• Managing Your Career(p. 366)
• Managing Workforce Diversity(p. 368)
• Thinking Critically About Ethics(p. 370)
• Focus on Leadership(p. 372)
• Becoming a Manager(p. 376)
• Managers Respond to a Manager's Dilemma(p. 377)
• Learning Summary(p. 378)
• Management: By the Numbers(p. 379)
• Thinking About: Management Issues(p. 379)
• Working Together: Team-Based Exercise(p. 379)
• Ethical Dilemma Exercise(p. 379)
• Case Application: The "FedEx" of Junk Removal(p. 380)
• Part-Ending Features
• You're the Manager: Putting Ethics into Action(p. 382)
• Passport(p. 382)
• Continuing Case: Starbucks-Organizing(p. 383)
• Part 5 Leading(p. 386)
• Chapter 14 Foundations of Behavior(p. 386)
• Why Look at Individual Behavior?(p. 388)
• Focus of Organizational Behavior(p. 388)
• Goals of Organizational Behavior(p. 389)
• Attitudes(p. 390)
• Job Satisfaction(p. 391)
• Job Involvement and Organizational Commitment(p. 393)
• Attitudes and Consistency(p. 393)
• Cognitive Dissonance Theory(p. 394)
• Attitude Surveys(p. 395)
• Implications for Managers(p. 396)
• Personality(p. 397)
• MBTI(p. 398)
• The Big Five Model(p. 398)
• Additional Personality Insights(p. 400)
• Personality Types in Different Cultures(p. 402)
• Emotions and Emotional Intelligence(p. 402)
• Implications for Managers(p. 404)
• Perception(p. 405)
• Factors That Influence Perception(p. 406)
• Attribution Theory(p. 407)
• Shortcuts Frequently Used in Judging Others(p. 408)
• Implications for Managers(p. 409)
• Learning(p. 409)
• Operant Conditioning(p. 409)
• Social Learning(p. 411)
• Shaping: A Managerial Tool(p. 411)
• Implications for Managers(p. 412)
• Contemporary Issues in OB(p. 413)
• Managing Generational Differences in the Workplace(p. 413)
• Managing Negative Behavior in the Workplace(p. 415)
• Boxed Features
• Focus on Leadership(p. 403)
• Managing Your Career(p. 410)
• Becoming a Manager(p. 412)
• Thinking Critically About Ethics(p. 412)
• Managers Respond to a Manager's Dilemma(p. 416)
• Learning Summary(p. 417)
• Management: By the Numbers(p. 418)
• Thinking About Management Issues(p. 419)
• Working Together: Team-Based Exercise(p. 419)
• Ethical Dilemma Exercise(p. 419)
• Case Application: Washington Mutual, Inc.(p. 420)
• Chapter 15 Understanding Groups and Teams(p. 422)
• Understanding Groups(p. 424)
• What Is a Group?(p. 424)
• Stages of Group Development(p. 425)
• Explaining Work Group Behavior(p. 427)
• External Conditions Imposed on the Group(p. 427)
• Group Member Resources(p. 427)
• Group Structure(p. 428)
• Group Processes(p. 433)
• Group Tasks(p. 437)
• Turning Groups into Effective Teams(p. 438)
• What Is a Team?(p. 439)
• Types of Teams(p. 439)
• Creating Effective Teams(p. 440)
• Current Challenges in Managing Teams(p. 442)
• Managing Global Teams(p. 442)
• Understanding Social Networks(p. 444)
• Boxed Features
• Managing Workforce Diversity(p. 428)
• Thinking Critically About Ethics(p. 431)
• Managing IT(p. 433)
• Becoming a Manager(p. 442)
• Managers Respond to a Manager's Dilemma(p. 445)
• Learning Summary(p. 446)
• Management: By the Numbers(p. 447)
• Thinking About Management Issues(p. 447)
• Working Together: Team-Based Exercise(p. 447)
• Ethical Dilemma Exercise(p. 447)
• Case Application: Designing Superior Design Teams(p. 448)
• Chapter 16 Motivating Employees(p. 450)
• What Is Motivation?(p. 452)
• Early Theories of Motivation(p. 453)
• Maslow's Hierchy of Needs Theory(p. 453)
• McGregor's Theory X and Theory Y(p. 454)
• Herzberg's Two-Factor Theory(p. 455)
• Contemporary Theories of Motivation(p. 456)
• Three-Needs Theory(p. 456)
• Goal-Setting Theory(p. 458)
• Reinforcement Theory(p. 460)
• Designing Motivating Jobs(p. 460)
• Equity Theory(p. 464)
• Expectancy Theory(p. 465)
• Integrating Contemporary Theories of Motivation(p. 467)
• Current Issues in Motivation(p. 468)
• Cross-Cultural Challenges(p. 468)
• Motivating Unique Groups of Workers(p. 470)
• Designing Appropriate Rewards Programs(p. 473)
• From Theory to Practice: Suggestions for(p. Motivating)
• Employees(p. 476)
• Boxed Features
• Managing Your Career(p. 460)
• Managing Workforce Diversity(p. 471)
• Thinking Critically About Ethics(p. 476)
• Becoming a Manager(p. 478)
• Managers Respond to a Manager's Dilemma(p. 479)
• Learning Summary(p. 481)
• Management: By the Numbers(p. 482)
• Thinking About Management Issues(p. 483)
• Working Together: Team-Based Exercise(p. 483)
• Ethical Dilemma Exercise(p. 483)
• Case Application: Best Buy...Best Job(p. 484)
• Chapter 17 Leadership(p. 486)
• Who Are Leaders and What Is Leadership?(p. 488)
• Early Leadership Theories(p. 488)
• Trait Theories(p. 488)
• Behavioral Theories(p. 489)
• Contingency Theories of Leadership(p. 493)
• The Fiedler Model(p. 493)
• Hersey and Blanchard's Situational Leadership Theory(p. 496)
• Leader Participation Model(p. 497)
• Path-Goal Model(p. 498)
• Contemporary Views on Leadership(p. 500)
• Transformational-Transactional Leadership(p. 500)
• Charismatic-Visionary Leadership(p. 501)
• Team Leadership(p. 502)
• Leadership Issues in the Twenty-First Century(p. 504)
• Managing Power(p. 504)
• Developing Trust(p. 506)
• Providing Ethical Leadership(p. 508)
• Empowering Employees(p. 509)
• Cross-Cultural Leadership(p. 510)
• Gender Differences and Leadership(p. 511)
• The Demise of Celebrity Leadership(p. 512)
• Substitutes for Leadership(p. 514)
• Boxed Features
• Managing Your Career(p. 505)
• Thinking Critically About Ethics(p. 506)
• Focus on Leadership(p. 509)
• Becoming a Manager(p. 514)
• Managers Respond to a Manager's Dilemma(p. 515)
• Learning Summary(p. 516)
• Management: By the Numbers(p. 517)
• Thinking About Management Issues(p. 517)
• Working Together: Team-Based Exercise(p. 518)
• Ethical Dilemma Exercise(p. 518)
• Case Application: Radical Leadership(p. 519)
• Part-Ending Features
• You're the Manager: Putting Ethics into Action(p. 520)
• Passport(p. 520)
• Continuing Case: Starbucks-Leading(p. 522)
• Part 6 Controlling(p. 524)
• Chapter 18 Foundations of Control(p. 525)
• What Is Control?(p. 526)
• Why Is Control Important?(p. 528)
• The Control Process(p. 529)
• Measuring(p. 530)
• Comparing(p. 531)
• Taking Managerial Action(p. 532)
• Summary of Managerial Decisions(p. 533)
• Controlling for Organization Performance(p. 534)
• What Is Organizational Performance?(p. 534)
• Measures of Organizational Performance(p. 535)
• Tools for Controlling Organizational Performance(p. 537)
• Feedforward/Concurrent/Feedback Controls(p. 538)
• Financial Controls(p. 540)
• Balanced Scorecard(p. 542)
• Information Controls(p. 543)
• Benchmarking of Best Practices(p. 544)
• Contemporary Issues in Control(p. 546)
• Adjusting Controls for Cross-Cultural Differences(p. 546)
• Workplace Concerns(p. 547)
• Controlling Customer Interactions(p. 551)
• Corporate Governance(p. 553)
• Boxed Features
• Managers Speak Out(p. 528)
• Managing Workforce Diversity(p. 536)
• Thinking Critically About Ethics(p. 544)
• Becoming a Manager(p. 554)
• Managers Respond to a Manager's Dilemma(p. 556)
• Learning Summary(p. 557)
• Management: By the Numbers(p. 558)
• Thinking About Management Issues(p. 559)
• Working Together: Team-Based Exercise(p. 559)
• Ethical Dilemma Exercise(p. 560)
• Case Application: Blurred Vision(p. 560)
• Chapter 19 Operations and Value Chain Management(p. 562)
• What Is Operations Management and Why Is It Important?(p. 564)
• Services and Manufacturing(p. 565)
• Managing Productivity(p. 565)
• Strategic Role of Operations Management(p. 567)
• Value Chain Management(p. 568)
• What Is Value Chain Management?(p. 568)
• Goal of Value Chain Management(p. 569)
• Requirements for Value Chain Management(p. 569)
• Benefits of Value Chain Management(p. 574)
• Obstacles to Value Chain Management(p. 574)
• Current Issues in Operations Management(p. 575)
• Technology's Role in Operations Management(p. 575)
• Quality Initiatives(p. 576)
• Quality Goals(p. 579)
• Mass Customization(p. 580)
• Boxed Features
• Thingking Critically About Ethics(p. 572)
• Managing IT(p. 572)
• Becoming a Manager(p. 580)
• Managers Respond to a Manager's Dilemma(p. 581)
• Learning Summary(p. 582)
• Management: By the Numbers(p. 583)
• Thinking About Management Issues(p. 583)
• Working Together: Team-Based Exercise(p. 583)
• Ethical Dilemma Exercise(p. 584)
• Case Application: Behind the Scenes When the Sun Goes Down(p. 584)
• Part-Ending Features
• You're the Manager: Putting Ethics into Action(p. 586)
• Passport(p. 586)
• Continuing Case: Starbucks-Controlling(p. 587)
• Appendix A Managing Entrepreneurial Ventures(p. 590)
• Appendix B Skill-Building Modules(p. 618)
• Notes(p. 642)
• Name Index(p. 706)
• Organization Index(p. 720)
• Glindex(p. 726)