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Management : Skills and Application with OLC/PowerWeb Card

ISBN: 9780072976342 | 0072976349
Edition: 11th
Format: Paperback
Publisher: McGraw-Hill/Irwin
Pub. Date: 6/14/2004

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SummaryTable of Contents
Rue/Byars: Management: Skills and Application, 11e is a short, value-priced paperback which presents the fundamentals of management principles to undergraduate students. It continues its tradition of presenting principles of management in a very straightforward and accessible manner focusing on skills that are needed to become a successful manager.
PART ONE FOUNDATIONS
1(88)
Introduction to Management
2(18)
Preview
... MORE(1)
What Is Management?
3(1)
Levels of Management
3(2)
Senior Management
4(1)
Middle Management
4(1)
Supervisory Management
4(1)
The Management Process
5(3)
Management Tasks
5(1)
Management Roles
6(1)
Management Skills
6(2)
Principles of Management
8(1)
Diversity and Management
8(1)
What Is Diversity?
9(2)
Reasons for Creating a Diverse Workforce
10(1)
Entrepreneurship and Management
11(1)
Importance of Small Businesses
12(1)
Entrepreneurship in Large and Medium-Sized Businesses
12(1)
The Challenge of the New Information Age
13(1)
Organization of This Book
13(1)
Summary
14(6)
The Management Movement
20(25)
Preview
20(2)
U.S. Industrial Revolution
22(1)
Captains of Industry
22(2)
Scientific Management and Frederick W. Taylor
24(3)
Other Scientific Management Pioneers
26(1)
Fayol's Theory of Management
27(1)
Period of Solidification
28(1)
The Human Relations Thrust
28(2)
The Hawthorne Studies
29(1)
Early Champions of Human Relations
30(1)
The Professional Manager
30(1)
Changing Styles of Management
31(1)
Management Process Period
32(1)
Other Approaches
33(1)
The Systems Approach
33(1)
The Contingency Approach
34(1)
The Japanese Management Movement and Theory Z
34(1)
Search for Excellence
34(1)
The Emphasis on Quality
35(1)
The International and Global Movement
36(1)
Management in the Twenty-First Century
37(1)
Conclusion
38(1)
Summary
39(6)
Developing Communication Skills
45(19)
Preview
45(1)
Communication as a Management Skill
46(1)
Interpersonal Communication
47(2)
Conflicting or Inappropriate Assumptions
48(1)
Semantics
48(1)
Perception
48(1)
Emotions Either Preceding or During Communication
49(1)
Learning to Communication
49(3)
Understanding the Audience
50(1)
Developing Good Listening Skills
50(1)
Selecting Feedback
51(1)
Understanding the Importance of Nonverbal Communication
52(1)
Written Communication
52(1)
Principles of Good Writing
53(1)
Oral Communication
53(1)
The Importance of Oral Communication
53(1)
Developing Oral Communication Skills
54(1)
Choosing the Best Method of Communication
54(1)
Communicating within the Organization
55(1)
The Grapevine
55(1)
E-mail
55(1)
The Internet
55(1)
Intranets
56(1)
Communication in International Business Activities
56(1)
Summary
57(7)
Decision-Making Skills
64(25)
Preview
64(1)
Decision Making versus Problem Solving
65(1)
Programmed versus Nonprogrammed Decisions
66(1)
Decision Making with Computers
66(1)
The Intuitive Approach to Decision Making
66(1)
Rational Approaches to Decision Making
67(2)
The Optimizing Approach
67(1)
The Satisficing Approach
68(1)
The Decision Maker's Environment
69(1)
Conditions for Making Decisions
70(2)
Certainty
70(1)
Risk
71(1)
Uncertainty
71(1)
Timing the Decision
72(1)
The Role of Values in Decision Making
73(2)
Participation in Decision Making
75(1)
Group or Team Decision Making
75(1)
Barriers to Effective Decision Making
75(1)
Making Creating Decisions
76(5)
The Creative Process
76(1)
Establishing a Creative Environment
76(1)
Tools to Foster Creativity
77(2)
A Model for Creative Decision Making
79(2)
Management Information Systems
81(1)
Summary
82(7)
PART TWO CONTEMPORARY ISSUES
89(34)
International Business
90(13)
Preview
90(1)
Absolute Advantage
91(1)
Comparative Advantage
92(1)
Exporting and Importing
92(2)
Exports
92(1)
Imports
93(1)
The Trade Balance
93(1)
Foreign Exchange
93(1)
Protectionism
94(1)
Tariffs
94(1)
Quotas
95(1)
Embargoes
95(1)
The Rise of the Global Economy
95(1)
Improvements in Telecommunications Technology
96(1)
Political Changes
96(1)
Free Trade Areas
96(1)
Doing Business Globally
96(4)
Forms of International Operations
96(2)
Challenges of Working in an International Environment
98(1)
Understanding Foreign Cultures
98(1)
Coalitions of Cooperating Countries and Trading Blocs
99(1)
Political Changes
99(1)
Human Rights and Ethics
99(1)
Summary
100(3)
Legal, Ethical, and Social Responsibilities of Management
103(20)
Preview
103(1)
Corporate Law
104(2)
Sole Proprietorships
105(1)
Partnerships
105(1)
Corporations
105(1)
Tax Law
106(1)
Income Tax
106(1)
Property Tax
106(1)
Withholding Federal Taxes
106(1)
Intellectual Property Laws
106(1)
Patents
107(1)
Trademarks
107(1)
Copyrights
107(1)
Consumer Law
107(1)
The Federal Trade Commission
108(1)
Other Rules That Protect Consumers
108(1)
Commercial Law
108(1)
Contracts
108(1)
Business Sales Contracts
109(1)
Licensing and Zoning Law
109(1)
The Importance of Ethics
110(1)
Code of Ethics
110(1)
Content of Ethical Codes
110(1)
Behaving Ethically
111(2)
Behaving Honestly
111(1)
Dealing with Ethical Dilemmas
112(1)
Laws Relating to Ethics in Business
113(2)
Competitive Behavior
113(1)
Consumer Protection
114(1)
Environmental Protection
114(1)
Ethical Standards and Culture
115(1)
Corporate Gift Giving
115(1)
Intellectual Property
115(1)
Social Responsibility
116(1)
Profit Maximization
116(1)
Trusteeship Management
116(1)
Social Involvement
116(1)
Measuring Social Responsibility
116(3)
Philanthropy and Volunteerism
116(1)
Environmental Awareness
117(1)
Sensitivity to Diversity and Quality of Work Life
117(1)
Actions Necessary to Implement Social Responsibility
117(1)
Conducting a Social Audit
118(1)
Summary
119(4)
PART THREE PLANNING SKILLS
123(50)
The Basics of Planning and Strategic Management
124(25)
Preview
124(1)
The Planning Process
125(3)
Why Plan?
125(1)
Formal Planning
126(1)
Functional Plans
126(1)
The Planning Horizon: Short Range, Intermediate, and Long Range
127(1)
Operational versus Strategic Plans
127(1)
Contingency Plans
127(1)
Strategy
128(2)
Levels of Strategy
128(2)
The Strategy Management Process
130(10)
Strategic Management
130(1)
Formulating Strategy
131(8)
Implementing Strategy
139(1)
Evaluating and Controlling the Strategic Plan
140(1)
Summary
140(9)
Operations Management and Planning
149(24)
Preview
149(1)
The Importance of Operations Management
150(1)
Operating Systems and Activities
151(2)
Basic Types of Operating Systems
151(2)
Product/Service Design
153(1)
Process Selection
153(1)
Facilities Layout
154(2)
Materials Handling
155(1)
Basic Layout Classifications
155(1)
Site Selection
156(1)
Job Design
157(4)
Job Content
158(1)
Job Methods
158(1)
Job Characteristics
158(2)
The Physical Work Environment
160(1)
Sociotechnical Approach
160(1)
Computer Technology and the Design Process
161(1)
Day-to-Day Operations Planning
162(5)
Aggregate Operations Planning
162(1)
Resource Allocation
163(2)
Routing
165(1)
Activity Scheduling
166(1)
Summary
167(6)
PART FOUR ORGANIZING AND STAFFING SKILLS
173(96)
Organizing Work
174(17)
Preview
174(1)
Reasons for Organizing
175(1)
Division of Labor
176(1)
Power, Authority, and Responsibility
177(1)
Sources of Authority
177(1)
Centralization versus Decentralization
178(1)
Empowerment
179(1)
Self-Managed Work Teams
180(1)
Principles Based on Authority
180(5)
Delegation: The Parity Principle
180(2)
Unity of Command
182(1)
Scalar Principle
182(1)
Span of Management
183(1)
Workplace Changes in Organizations
184(1)
Summary
185(6)
Organizing Structure
191(25)
Preview
191(2)
Organization Growth Stages
193(1)
Organization Charts
193(1)
Factors Affecting Organization Structure
193(3)
Strategy
194(1)
Size
194(1)
Environment
194(1)
Organization and Technology
195(1)
Changes Affecting Organization Structure
196(1)
A Contingency Approach
197(1)
Departmentation
198(2)
Work Functions
198(1)
Product
199(1)
Geographic
199(1)
Customer
200(1)
Other Types
200(1)
Hybrid Departmentation
200(1)
Types of Organization Structures
200(5)
Line Structure
200(1)
Line and Staff Structure
201(1)
Matrix Structure
202(2)
Horizontal Structure
204(1)
The Virtual Organization
205(1)
Trends in Organization Structure
206(2)
Committees
208(1)
Using Committees Effectively
208(1)
Boards of Directors
208(1)
Summary
209(7)
Understanding Work Teams
216(14)
Preview
216(1)
Formal Work Groups
217(1)
Informal Work Groups
217(1)
Group Norms
218(1)
Group Behavior
218(2)
Group Cohesiveness
218(1)
Group Conformity
219(1)
Groupthink
220(1)
The Importance of Formal Work Groups
220(5)
Influencing Work Groups
220(1)
Building Effective Work Groups
221(2)
Quality Circles
223(1)
Self-Directed Work Teams
224(1)
Virtual Work Teams
224(1)
Groups and Leaders
225(1)
Gaining Acceptance
225(1)
Encouraging Participation
225(1)
Summary
225(5)
Staffing
230(22)
Preview
230(1)
Human Resource Planning
231(5)
Job Analysis and Skills Inventory
231(2)
Forecasting
233(1)
Transition
233(1)
Legal Considerations
233(3)
Promotion from Internal and External Sources
236(1)
Recruitment
237(1)
Legal Influences
237(1)
Selection
238(8)
Who Makes the Decision?
238(1)
Legal Considerations in the Selection Process
239(1)
Selection Procedure
240(1)
Testing
240(2)
Polygraph and Drug Testing
242(1)
Background and Reference Checks
243(1)
Employment Interview
243(2)
Personal Judgment
245(1)
Transfers, Promotions, and Separations
246(1)
Summary
246(6)
Developing Employees and Managers
252(17)
Preview
252(1)
Human Resource Development Process
253(1)
Orientation
253(3)
Training Employees
256(3)
Needs Assessment
256(1)
Establishing Training Objectives
257(1)
Methods of Training
257(2)
Making Training Meaningful
259(1)
Management Development
259(1)
Needs Assessment
259(1)
Establishing Management Development Objectives
260(1)
Methods Used in Management Development
260(5)
Understudy Assignments
261(1)
Coaching
261(1)
Job Rotation
262(1)
Special Projects and Committee Assignments
262(1)
Classroom Training
262(1)
Management Education
263(1)
Assessment Centers
264(1)
Evaluating Employee Training and Management Development Activities
265(1)
Summary
265(4)
PART FIVE DIRECTING SKILLS
269(92)
Motivating Employees
270(17)
Preview
270(2)
Scientific Management Approach
272(1)
Equity Approach
273(1)
Hierarchy of Needs
273(2)
Achievement-Power-Affiliation Approach
275(1)
Motivation-Maintenance Approach
276(2)
Expectancy Approach
278(1)
Reinforcement Approach
279(1)
Integrating the Approaches to Motivation
280(1)
Job Satisfaction
281(2)
The Satisfaction-Performance Controversy
281(2)
Importance of Trust in Motivation
283(1)
Summary
283(4)
Developing Leadership Skills
287(21)
Preview
287(1)
Power, Authority, and Leadership
288(1)
Leadership and Management
289(1)
Leader Attitudes
289(1)
Framework for Classifying Leadership Studies
290(9)
Trait Theory
291(1)
Basic Leadership Styles
292(1)
Ohio State Studies
292(1)
University of Michigan Studies
293(1)
The Managerial Grid
294(1)
Fiedler's Contingency Studies of Leadership
295(1)
Continuum of Leader Behaviors
296(1)
Path-Goal Theory of Leadership
297(1)
Situational Leadership Theory
298(1)
Transformational and Transactional Leaders
298(1)
Servant Leadership
299(1)
Lessons from Leadership Studies
299(1)
Summary
300(8)
Managing Conflict and Stress
308(30)
Preview
308(2)
Progressive Stages of Conflict
310(1)
Analyzing Conflict
311(6)
Intrapersonal Conflict
311(2)
Interpersonal Conflict
313(1)
Intergroup (Structural) Conflict
314(2)
Organizational Conflict
316(1)
Political Conflict
316(1)
Managing Conflict
317(3)
Resolving Conflict Situations
317(2)
The Conflict Interface
319(1)
Conflict and Diversity
319(1)
Workplace Stress
320(9)
The Workplace Stress Audit
321(1)
Organizational Guidelines for Managing Stress
322(1)
Managing Personal Stress
323(1)
Burnout
324(1)
Workaholism
325(1)
Workplace Violence
326(1)
Employee Assistance Programs (EAPs)
327(2)
Wellness Programs
329(1)
Summary
329(9)
Managing Change and Culture
338(23)
Preview
338(1)
Managing Change
339(1)
Change as a Global Issue
339(1)
Types of Change
340(1)
The Change Process
340(7)
Lewin's Three-Step Model for Change
341(1)
Resistance to Change
341(4)
Leading Change
345(2)
Organizational Development
347(4)
Diagnosis
347(1)
Change Planning
348(1)
Intervention/Education
348(1)
Evaluation
349(1)
Managing Innovation
349(1)
The Learning Organization
350(1)
Managing Corporate Culture
351(5)
Cultural Forms of Expression
352(1)
How Does Culture Originate?
352(1)
Strong and Weak Corporate Cultures
353(1)
Identifying Culture
353(3)
Changing Culture
356(1)
Summary
356(5)
PART SIX CONTROLLING SKILLS
361(69)
Controlling
362(21)
Preview
362(1)
Why Practice Management Control?
363(1)
Two Concerns of Control
364(1)
The Management Control Process
365(6)
Three Requirements for Control
365(2)
Control Tolerances
367(1)
The Control Pyramid
367(1)
How Much Control?
367(3)
Where Should Control Reside?
370(1)
Types of Control
371(6)
Preliminary, Concurrent, or Postaction Control?
372(1)
Budgetary Control
372(1)
Financial Controls
373(2)
Direct Observation
375(1)
Written Reports
375(1)
Electronic Monitors
376(1)
Management Information Systems
376(1)
Audits
376(1)
Break-Even Charts
376(1)
Time-Related Charts and Techniques
376(1)
Summary
377(6)
Appraising and Rewarding Performance
383(22)
Preview
383(2)
Understanding Performance
385(1)
Determinants of Performance
386(1)
Performance Appraisal Methods
386(7)
Goal Setting, or Management by Objectives (MBO)
386(1)
Production Standards
387(1)
Essay Appraisal
388(1)
Critical-Incident Appraisal
388(1)
Graphic Rating Scale
388(1)
Checklist
388(1)
Behaviorally Anchored Rating Scales (BARS)
389(2)
Forced-Choice Rating
391(1)
Ranking Methods
391(2)
Multirater Assessment (or 360-Degree Feedback)
393(1)
Selecting a Performance Appraisal Method
393(1)
Potential Errors in Performance Appraisals
394(1)
Overcoming Errors in Performance Appraisals
395(1)
Providing Feedback through the Appraisal Interview
396(1)
Performance Appraisal and the Law
396(1)
Rewarding Performance
397(1)
Organizational Reward System
397(1)
Relating Rewards to Performance
397(1)
Summary
398(7)
Operations Control
405(25)
Preview
405(1)
Controlling Operations Costs
406(1)
Quality Management
407(9)
Quality Assurance
408(1)
Total Quality Management
409(4)
Other Quality Standards
413(1)
The Malcolm Baldrige National Quality Award
414(1)
Types of Quality Control
415(1)
Inventory Control
416(7)
Just-in-Time Inventory Control
417(2)
Tracking Inventory
419(1)
Independent versus Dependent Demand Items
419(1)
ABC Classification System
420(1)
Safety Stocks
420(1)
The Order Quantity
421(1)
Material Requirements Planning
421(2)
Summary
423(7)
Glossary430(12)
Index442

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