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Contemporary Management, W/ CD

by: Jones

Contemporary Management, W/ CD

by: Jones

ISBN 13:
9780072346312
ISBN 10:
0072346310
Edition: CD
Format: Hardcover
Copyright: 01/01/2000
Publisher: McGraw-Hill College
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Part One Management

(73)

Managers and Managing

(34)

Steve Jobs's Old and New Management Style at Apple Computer

(3)

What Is Management?

(1)

Achieving High Performance: A Manager's Goal

(1)

How to Be an Effective Plant Manager

(1)

Managerial Functions

(3)

Planning

(1)

Organizing

(1)

Leading

(1)

Controlling

(1)

Types of Managers

(4)

Levels of Management

(2)

Areas of Managers

(1)

Recent Changes in Managerial Hierarchies

(2)

A New Approach at John Deere

(1)

Managing Resources

(1)

Managerial Roles and Skills

(3)

Managerial Roles Identified by Mintzberg

(3)

Effective Small-Business Management

(4)

Being a Manager

(1)

Managerial Skills

(2)

Tasks and Roles

(1)

Challenges for Management in a Global Environment

(3)

Building a Competitive Advantage

(2)

How Levi Strauss Built an International Competitive Advantage

(1)

Maintaining Ethical Standards

(1)

How to Destroy a Charity's Reputation

(1)

Managing a Diverse Workforce

(1)

Making the Most of Difference

(1)

Utilizing New Information Systems and Technologies

(1)

The Information Revolution at Hewlett-Packard

(1)

Summary and Review

(1)

Management in Action

(5)

Opposite Approaches to Management at Campbell Soup and Quaker Oats

(1)

Blockbuster's Fixed-Up Mr. Fix It

(2)

The Evolution of Management Theory

(37)

Changing Ways of Making Cars

(3)

Scientific Management Theory

(4)

Job Specialization and the Division of Labor

(1)

F. W. Taylor and Scientific Management

(3)

Fordism in Practice

(2)

The Gilbreths

(1)

Administrative Management Theory

(6)

The Theory of Bureaucracy

(2)

Fayol's Principles of Management

(4)

How to Be an Excellent Company

(1)

Behavioral Management Theory

(6)

The Work of Mary Parker Follett

(1)

The Hawthorne Studies and Human Relations

(2)

Theory X and Theory Y

(1)

Theory Z

(2)

The Hewlett-Packard Way

(1)

Management Science Theory

(1)

Organizational Environment Theory

(4)

The Open-Systems View

(1)

Contingency Theory

(2)

Philips's Organic Structure Works

(1)

Applying Management Principles

(1)

Summary and Review

(2)

Management in Action

(6)

A Shake-up at Eastman Kodak

(1)

Mr. Eden's Profits from Watching His Workers' Every Move

(3)

Part 2 The Environment of Management

(118)

The Organizational Environment

(34)

What Kind of Personal Computers Do Customers Really Want?

(1)

What Is the Organizational Environment?

(1)

The Task Environment

(2)

Suppliers

(1)

Distributors

(1)

Customers

(1)

Merck & Co. Develops a Free Treatment for River Blindness

(3)

Competitors

(2)

It's Hard to Get Into the Jet Business

(3)

The Industry Life Cycle

(2)

The General Environment

(2)

Economic Forces

(1)

Technological Forces

(1)

Computer-Aided Design Makes a Difference at Boeing

(4)

Sociocultural Forces

(2)

Demographic Forces

(1)

Political and Legal Forces

(1)

Global Forces

(1)

Forces in the Environment

(1)

Managing the Organizational Environment

(6)

Reducing the Impact of Environmental Forces

(1)

Creating an Organizational Structure and Control Systems

(2)

Boundary-Spanning Roles

(2)

T. Julie Berry Discovers China

(2)

Managers as Agents of Change

100

(1)

Bill Lowe Changes the Rules of the Game

101

(1)

Managing the Organizational Environment

102

(1)

Summary and Review

102

(1)

Management in Action

103

(5)

The Brewing Industry

105

(1)

Levi's Is Hiking Up Its Pants

106

(2)

The Global Environment

108

(36)

Why Expand Globally?

109

(2)

The Changing Global Environment

111

(6)

Declining Barriers to Trade and Investment

112

(2)

Declining Barriers of Distance and Culture

114

(2)

Effects of Free Trade on Managers

116

(1)

The Global Task Environment

117

(1)

Suppliers

117

(1)

Swan Optical Spreads Its Wings

118

(3)

Distributors

119

(1)

Customers

120

(1)

Competitors

120

(1)

The Global General Environment

121

(4)

Political and Legal Forces

121

(1)

Economic Forces

122

(1)

Changes in Political and Legal and Economic Forces

123

(2)

GE's U. S. Managers Stumble in Hungary

125

(5)

Sociocultural Forces

126

(4)

Understanding the Global Environment

130

(1)

Choosing a Way to Expand Internationally

130

(3)

Importing and Exporting

131

(1)

Licensing and Franchising

131

(1)

Strategic Alliances

132

(1)

Wholly Owned Foreign Subsidiaries

132

(1)

How to Get the World Hooked on Fish and Chips

133

(1)

Impediments to an Open Global Environment

134

(1)

Government-Imposed Impediments

134

(1)

Wal-Mart Runs into Red Tape

135

(1)

Self-Imposed Ethical Impediments

135

(1)

Anita Roddick's Fair-Trade Philosophy

136

(1)

Managing the Global Environment

137

(1)

Summary and Review

137

(2)

Management in Action

139

(5)

GM Managers Tackle Eastern Europe

141

(1)

The Next CEO's Key Asset: A Worn Passport

142

(2)

Ethics, Social Responsibility, and Diversity

144

(47)

Ethical Stances at Johnson & Johnson and Dow Corning

145

(3)

Ethics and Stakeholders

148

(3)

The Use of Animals in Cosmetics Testing

151

(2)

Sources of an Organization's Code of Ethics

151

(2)

How Not to Do Business in Argentina

153

(3)

What Behaviors Are Ethical?

154

(2)

Is It Right to Use Child Labor?

156

(4)

Why Would Managers Behave Unethically Toward Other Stakeholders?

158

(1)

Why Should Managers Behave Ethically?

159

(1)

Social Responsibility

160

(6)

Approaches to Social Responsibility

161

(1)

Why Be Socially Responsible?

162

(3)

Promoting Ethics and Social Responsibility

165

(1)

Championing Ethical Behavior

166

(1)

Managing an Increasingly Diverse Workforce

166

(4)

The Ethical Imperative to Manage Diversity Effectively

168

(2)

Age Discrimination at Schering-Plough

170

(4)

Effectively Managing Diversity Makes Good Business Sense

171

(1)

Why Are Diverse Employees Sometimes Treated Unfairly?

172

(2)

How to Manage Diversity Effectively

174

(5)

Increasing Diversity Awareness

175

(1)

Increasing Diversity Skills

175

(1)

Techniques for Increasing Diversity Awareness and Skills

176

(2)

The Importance of Top-Management Commitment to Diversity

178

(1)

Managing an Increasingly Diverse Workforce

179

(1)

Sexual Harassment

179

(3)

Forms of Sexual Harassment

180

(1)

Steps Managers Can Take to Eradicate Sexual Harassment

180

(2)

Finally, a Corporate Tip Sheet on Sexual Harassment

182

(1)

Summary and Review

183

(2)

Management in Action

185

(6)

Mentoring Diverse Employees Pays Off

187

(2)

How Executive Greed Cost Shareholders $675 Million

189

(2)

Part 3 Managing Decision Making and Planning

191

(76)

The Manager as a Decision Maker

192

(36)

A Tale of Two Decisions at Calling Systems International

193

(2)

The Nature of Managerial Decision Making

195

(7)

Programmed and Nonprogrammed Decision Making

197

(1)

The Classical Model

198

(1)

The Administrative Model

199

(3)

Marketing Beavis and Butt-Head Trading Cards

202

(1)

Steps in the Decision-Making Process

203

(5)

Recognize the Need for a Decision

204

(1)

Generate Alternatives

205

(1)

Assess Alternatives

205

(2)

Choose Among Alternatives

207

(1)

Implement the Chosen Alternative

207

(1)

Learn from Feedback

208

(1)

British Petroleum's Decision Auditing Unit

208

(1)

Managing the Decision Making Process

209

(1)

Cognitive Biases and Decision Making

210

(2)

Prior Hypothesis Bias

210

(1)

Representativeness Bias

211

(1)

Illusion of Control

211

(1)

Escalating Commitment

211

(1)

Be Aware of Your Biases

212

(1)

Group Decision Making

212

(3)

The Perils of Groupthink

213

(1)

Devil's Advocacy and Dialectical Inquiry

213

(1)

Diversity Among Decision Makers

214

(1)

Diverse Employees Improve Decision Making at Hoechst Celanese

215

(1)

Organizational Learning and Creativity

215

(5)

Creating a Learning Organization

216

(1)

Promoting Individual Creativity

217

(1)

Promoting Group Creativity

217

(2)

Promoting Creativity at the Global Level

219

(1)

Building Cross-Cultural Creativity

220

(1)

Improving Decision Making

221

(1)

Summary and Review

221

(1)

Management in Action

222

(6)

Tough Decisions at Rockwell International

225

(1)

How Disney Keeps Ideas Coming

226

(2)

The Manager as a Planner and Strategist

228

(39)

Gerald Pencer Starts a Cola War

229

(2)

Overview of the Planning Process

231

(7)

Levels of Planning

232

(2)

Who Plans?

234

(1)

Time Horizons of Plans

235

(1)

Standing Plans and Single-Use Plans

235

(1)

Why Planning Is Important

236

(1)

Scenario Planning

237

(1)

Scenario Planning at Shell

238

(1)

Planning

238

(1)

Determining the Organization's Mission and Goals

239

(1)

Defining the Business

239

(1)

Defining the Business of Seattle City Light

239

(2)

Establishing Major Goals

240

(1)

Formulating Strategy

241

(2)

SWOT Analysis

241

(2)

James Unruh Transforms Unisys

243

(2)

The Five Forces Model

244

(1)

Formulating Corporate-Level Strategies

245

(5)

Concentration on a Single Business

246

(1)

Diversification

246

(2)

International Expansion

248

(2)

Caterpillar's International Strategy

250

(2)

Vertical Integration

250

(2)

McDonald's Vertically Integrates to Preserve Quality

252

(1)

Formulating Business-Level Strategies

253

(2)

Low-Cost Strategy

253

(1)

Differentiation Strategy

254

(1)

``Stuck in the Middle''

254

(1)

Focused Low-Cost and Focused Differentiation Strategies

254

(1)

Formulating Functional-Level Strategies

255

(3)

Planning and Implementing Strategy

258

(1)

Strategy

259

(1)

Summary and Review

259

(1)

Management in Action

260

(7)

Look Out Supermarkets---Wal-Mart Is Hungry

263

(2)

Souping Up Campbell's

265

(2)

Part 4 Managing Organizational Architecture

267

(118)

Managing Organizational Structure

268

(42)

Kinko's Changes Its Organizational Structure

269

(2)

Designing Organizational Structure

271

(4)

The Organizational Environment

271

(1)

Strategy

272

(1)

Technology

272

(3)

Human Resources

275

(1)

Grouping Tasks into Jobs: Job Design

275

(4)

Job Enlargement and Job Enrichment

277

(1)

The Job Characteristics Model

277

(2)

Grouping Jobs into Functions and Divisions

279

(1)

Designing Structure and Jobs

279

(5)

Functional Structure

280

(2)

Divisional Structures: Product, Market, and Geographic

282

(2)

Viacom's Product Structure

284

(2)

From Geographic to Market Structure at Eastman Kodak

286

(4)

Matrix and Product Team Designs

287

(3)

Product Teams Produce Competitive Advantage

290

(1)

Hybrid Structure

291

(1)

Coordinating Functions and Divisions

291

(5)

Allocating Authority

291

(5)

Procter & Gamble's New World Hierarchy

296

(4)

Types of Integrating Mechanisms

297

(3)

Strategic Alliances and Network Structure

300

(1)

Nike's Network Structure

300

(3)

Choosing a Structure

303

(1)

Summary and Review

303

(2)

Management in Action

305

(5)

How Bill Gates Organizes Microsoft

307

(1)

Big Changes at Amoco

308

(2)

Organizational Control and Culture

310

(36)

Different Approaches to Output Control Create Different Cultures

311

(2)

What Is Organizational Control?

313

(6)

The Importance of Organizational Control

314

(1)

Control Systems

315

(1)

The Control Process

316

(3)

Output Control

319

(4)

Financial Measures of Performance

320

(2)

Organizational Goals

322

(1)

Operating Budgets

323

(1)

Japan's New Concern for Output Control

323

(2)

Problems with Output Control

324

(1)

Trouble at Sears

325

(1)

Behavior Control

326

(3)

Direct Supervision

327

(1)

Management by Objectives

327

(1)

Bureaucratic Control

328

(1)

Never Underestimate the Power of Rules

329

(2)

Problems with Bureaucratic Control

330

(1)

Control

331

(1)

Organizational Culture and Clan Control

332

(4)

Values and Norms: Creating a Strong Organizational Cutlure

332

(4)

Ray Kroc: McDonald's Hero

336

(4)

Culture and Managerial Action

337

(3)

Summary and Review

340

(1)

Management in Action

341

(5)

Marmon Runs Lean and Mean

343

(1)

Fostering Corporate Culture

344

(2)

Human Resource Management

346

(39)

Training and Development at PepsiCo and Jet

347

(2)

Strategic Human Resource Management

349

(4)

Overview of the Components of HRM

350

(1)

The Legal Environment of HRM

351

(2)

Recruitment and Selection

353

(1)

Human Resource Planning

353

(1)

Human Resource Planning at Two Small Companies

354

(7)

Job Analysis

355

(1)

External and Internal Recruitment

356

(2)

The Selection Process

358

(3)

The Costs of Withholding Negative Information in References

361

(2)

Recruitment and Selection

363

(1)

Training and Development

363

(3)

Types of Training

364

(1)

Types of Development

365

(1)

Transfer of Training and Development

366

(1)

Performance Appraisal and Feedback

366

(7)

Types of Performance Appraisal

367

(3)

Who Appraises Performance?

370

(2)

Effective Performance Feedback

372

(1)

Performance Appraisal

373

(1)

Pay and Benefits

374

(1)

Pay Level

374

(1)

Pay Structure

374

(1)

Benefits

374

(1)

Managing Time with Benefits

375

(1)

Labor Relations

376

(2)

Unions

376

(2)

Linda Chavez-Thompson and the AFL-CIO

378

(1)

Collective Bargaining

378

(1)

Summary and Review

379

(2)

Management in Action

381

(4)

Human Resource Management in an Era of Downsizing

383

(1)

Stock Options: Lou Takes a Cue from Silicon Valley

384

(1)

Part 5 Managing Individuals and Groups

385

(224)

The Manager as a Person

386

(38)

Low-Key Determination Versus Flamboyant Outspokenness

387

(2)

Enduring Characteristics: Personality Traits

389

(4)

The Big Five Personality Traits

390

(3)

Openness to Experience Reigns at Any Age

393

(3)

Other Personality Traits That Affect Managerial Behavior

394

(2)

Values, Attitudes, and Moods

396

(2)

Values: Terminal and Instrumental

396

(2)

Values of the Overseas Chinese

398

(3)

Attitudes

398

(3)

Managerial Commitment at IBM

401

(3)

Moods

403

(1)

Perceptions

404

(2)

Factors That Influence Managerial Perception

405

(1)

Ways to Ensure Accurate Perceptions

406

(1)

Perception

406

(1)

Career Development

406

(5)

Stages in a Linear Career

407

(3)

Effective Career Management

410

(1)

Stress

411

(3)

Consequences of Stress

411

(2)

Sources of Managerial Stress

413

(1)

Role Overload Downs Harvard President

414

(3)

Coping with Stress

415

(2)

Career Issues and Stress

417

(1)

Summary and Review

417

(2)

Management in Action

419

(5)

Stamina: Who Has It, Why It's Important, and How to Get It

421

(1)

Mr. House Finds His Fixer-Upper

422

(2)

Motivation

424

(36)

Motivating Employees at Eastman Kodak and Mars

425

(2)

The Nature of Motivation

427

(2)

Expectancy Theory

429

(4)

Expectancy

430

(1)

Instrumentality

431

(1)

Valence

431

(1)

Bringing It All Together

432

(1)

Motorola Promotes High Motivation in Malaysia

433

(1)

Need Theories

434

(3)

Maslow's Hierarchy of Needs

434

(1)

Alderfer's ERG Theory

435

(1)

Herzberg's Motivator-Hygiene Theory

436

(1)

Equity Theory

437

(2)

Equity

437

(1)

Inequity

438

(1)

Ways to Restore Equity

438

(1)

Goal-Setting Theory

439

(2)

Expectancy and Equity Theories

441

(1)

Learning Theories

441

(3)

Operant Conditioning Theory

442

(2)

Positive Reinforcement in Luling, Louisiana

444

(4)

Social Learning Theory

446

(2)

Pay and Motivation

448

(3)

Basing Merit Pay on Individual, Group, or Organizational Performance

449

(1)

Salary Increase or Bonus?

450

(1)

Examples of Merit Pay Plans

451

(1)

Semiconductors Simplify the Administration of Piece-Rate Pay

451

(1)

Learning Theory

452

(1)

Summary and Review

453

(2)

Management in Action

455

(5)

Motivating with Stretch Targets

457

(1)

A Nice Business Built on Being Nice

458

(2)

Leadership

460

(36)

Welch Fosters Prosperity While Agee Fosters Decline

461

(2)

The Nature of Leadership

463

(4)

Personal Leadership Style and Managerial Tasks

464

(1)

Leadership Styles Across Cultures

465

(1)

Power: The Key to Leadership

465

(2)

Curtailing Coercive Power Makes Good Business Sense

467

(3)

Empowerment: An Ingredient in Modern Management

469

(1)

Trait and Behavior Models of Leadership

470

(1)

The Trait Model

470

(1)

The Behavior Model

471

(1)

Consideration and Customer Service at Staples and Chiat/Day

471

(2)

Contingency Models of Leadership

473

(6)

Fiedler's Contingency Model

474

(3)

House's Path---Goal Theory

477

(2)

Turnarounds in the Steel Industry

479

(3)

The Leader Substitutes Model

480

(1)

Bringing It All Together

481

(1)

Contingency Models of Leadership

482

(1)

Transformational Leadership

482

(3)

Being a Charismatic Leader

484

(1)

Stimulating Subordinates Intellectually

484

(1)

Engaging in Developmental Consideration

484

(1)

Transformational Leadership in South Korea

485

(1)

Transformational Leadership

486

(1)

The Distinction Between Transformational and Transactional Leadership

487

(1)

Gender and Leadership

487

(2)

Summary and Review

489

(2)

Management in Action

491

(5)

Leading the Farming Revolution in Mexico

493

(1)

Bill's Co-Pilot

494

(2)

Groups and Teams

496

(38)

Teams Work Wonders at Hallmark Cards

497

(2)

Groups, Teams, and Organizational Effectiveness

499

(2)

Groups and Teams as Performance Enhancers

499

(1)

Groups, Teams, and Responsiveness to Customers

500

(1)

Teams Foster Responsiveness to Customers at Rubbermaid

501

(1)

Teams and Innovation

502

(1)

Cross-Cultural Team's Innovation Yields the 1996 Honda Civic

502

(2)

Groups and Teams as Motivators

503

(1)

Types of Groups and Teams

504

(5)

The Top-Management Team

504

(1)

Research and Development Teams

505

(1)

Command Groups

505

(1)

Task Forces

506

(1)

Self-Managed Work Teams

506

(2)

Virtual Teams

508

(1)

Friendship Groups

508

(1)

Interest Groups

508

(1)

Group Dynamics

509

(11)

Group Size, Tasks, and Roles

509

(3)

Group Leadership

512

(1)

Group Development over Time

513

(1)

Group Norms

514

(3)

Group Cohesiveness

517

(3)

Promoting Cohesiveness In a Diverse Team at Mercedes-Benz

520

(2)

Managing Groups and Teams for High Performance

522

(1)

Motivating Group Members to Achieve Organizational Goals

522

(1)

Rewarding Team Members

523

(4)

Reducing Social Loafing in Groups

524

(2)

Helping Groups to Manage Conflict Effectively

526

(1)

Group Dynamics and Managing Groups and Teams for High Performance

527

(1)

Summary and Review

527

(2)

Management in Action

529

(5)

Teams Manage AES (with the Help of a Few Managers)

531

(1)

Getting Iridium off the Ground

532

(2)

Communication

534

(38)

The Importance of Good Communication Skills

535

(2)

Communication and Management

537

(4)

The Importance of Good Communication

537

(1)

The Communication Process

538

(2)

The Role of Perception in Communication

540

(1)

The Dangers of Ineffective Communication

540

(1)

Information Richness and Communication Media

541

(3)

Face-to-Face Communication

542

(2)

Spoken Communication Electronically Transmitted

544

(1)

Eavesdropping on Voice Mail

544

(3)

Personally Addressed Written Communication

545

(1)

Impersonal Written Communication

546

(1)

Communication Networks

547

(3)

Communication Networks in Groups and Teams

547

(2)

Organizational Communication Networks

549

(1)

Technological Advances in Communication

550

(2)

The Internet

550

(2)

Surfing the Net

552

(1)

Intranets

553

(1)

The Global Village

553

(2)

Groupware

554

(1)

Information Richness and Communication Media

555

(1)

Communication Skills for Managers

556

(2)

Communication Skills for Managers as Senders

556

(2)

Options in Communication Media for the Deaf

558

(1)

Communicating Accurate Information to Minimize Rumors

559

(6)

Communication Skills for Managers as Receivers

560

(1)

Understanding Linguistic Styles

561

(4)

Sending and Receiving Messages

565

(1)

Summary and Review

565

(2)

Management in Action

567

(5)

Communicating with Electronic Secretaries

569

(1)

Saying Adios to the Office

570

(2)

Organizational Conflict, Negotiation, Politics, and Change

572

(37)

The Power of Political Skills

573

(2)

Organizational Conflict

575

(1)

Conflict at Koch Industries

575

(3)

Types of Conflict

577

(1)

lacocca's Gamble

578

(6)

Sources of Conflict

579

(2)

Conflict Management Strategies

581

(3)

Conflict

584

(1)

Negotiation Strategies for Integrative Bargaining

584

(3)

Emphasizing Superordinate Goals

585

(1)

Focusing on the Problem, Not the People

585

(1)

Focusing on Interests, Not Demands

586

(1)

Creating New Options for Joint Gain

586

(1)

Focusing on What Is Fair

586

(1)

Negotiation

587

(1)

Organizational Politics

587

(7)

The Importance of Organizational Politics

588

(1)

Political Strategies for Increasing Power

589

(3)

Political Strategies for Exercising Power

592

(2)

Political Strategies

594

(1)

Managing Organizational Change

595

(3)

Assessing the Need for Change

595

(1)

Deciding on the Change to Make

596

(2)

Implementing the Change

598

(1)

Evaluating the Change

598

(1)

Big Changes at Tenneco

598

(2)

Summary and Review

600

(1)

Management in Action

601

(8)

Half a Loaf at Blimpie

603

(2)

The Corporation of the Future

605

(4)

Part 6 Managing Essential Operations and Processes

609

(104)

Managing Information Systems and Technologies

610

(32)

Information Flows at Tel Co. and Soft Co.

611

(2)

Information and the Manager's Job

613

(4)

Attributes of Useful Information

613

(2)

Information Systems and Technology

615

(1)

Information and Decisions

615

(1)

Information and Control

616

(1)

Information Systems and Control at Cypress Semiconductor

617

(1)

Information and Coordination

618

(1)

Coordinating Global Production Flows at Bose Corporation

618

(1)

The Information Technology Revolution

619

(3)

The Tumbling Price of Information

619

(1)

Wireless Communications

620

(1)

Computer Networks

621

(1)

Software Developments

622

(1)

IBM's Digital Factory

622

(2)

Types of Management Information Systems

624

(3)

The Organizational Hierarchy: The Traditional Information System

624

(1)

Transaction-Processing Systems

625

(1)

Operations Information Systems

625

(1)

Decision Support Systems

626

(1)

How Judy Lewent Became One of the Most Powerful Women in Corporate America

627

(2)

Expert Systems and Artificial Intelligence

628

(1)

The Impact and Limitations of Information Systems and Technology

629

(2)

Information Systems and Organizational Structure

629

(1)

Information Systems and Competitive Advantage

630

(1)

Levi's® Personal Pair™ Made-to-Order Jeans

631

(4)

Barriers to Implementing New Management Information Systems

632

(1)

Limitations of Information Systems

633

(1)

Managing Information Systems

634

(1)

Information

635

(1)

Summary and Review

635

(2)

Management in Action

637

(5)

Woolworth's New Information System

639

(1)

The Many Virtues of ``Virtual Services''

639

(3)

Operations Management: Managing Quality, Efficiency, and Responsiveness to Customers

642

(36)

Two Production Systems at Federal-Mogul

643

(2)

Operations Management and Competitive Advantage

645

(1)

Improving Responsiveness to Customers

645

(4)

What Do Customers Want?

646

(2)

Designing Production Systems That Are Responsive to Customers

648

(1)

How Southwest Airlines Keeps Its Customers Happy

649

(1)

Improving Quality

650

(3)

Total Quality Management

651

(2)

McDevitt Street Bovis Applies TQM

653

(4)

Putting TQM into Action: The Management Challenge

655

(2)

The Kanban System in Japan

657

(2)

The Role of Top and Functional-Level Managers in TQM

659

(1)

Improving Efficiency

659

(5)

Total Quality Management and Efficiency

660

(1)

Facilities Layout, Flexible Manufacturing, and Efficiency

661

(2)

Just-in-Time Inventory and Efficiency

663

(1)

Problems with JIT at GE Appliances

664

(1)

Self-Managed Work Teams and Efficiency

664

(1)

Kaizen (Continuous Improvement) and Efficiency

665

(1)

Applying Kaizen to Improve Facilities Layout

665

(2)

Process Reengineering and Efficiency

667

(1)

Reengineering of Procurement at Ford

667

(2)

The Role of Top and Functional-Level Managers in Efficiency

668

(1)

Operations Management: Some Remaining Issues

669

(1)

The Human Cost of Improving Productivity

669

(2)

Operations Management

671

(1)

Summary and Review

671

(2)

Management in Action

673

(5)

Kaizen at Fridgidaire

675

(1)

Selling a Bright Idea-Along with the Kilowatts

676

(2)

The Management of Innovation, Product Development, and Entrepreneurship

678

(35)

Two Product Development Teams at Quantum Corporation

679

(2)

Innovation, Technological Change, and Competition

681

(5)

The Effects of Technological Change

682

(1)

Product Life Cycles and Product Development

683

(3)

Shrinking Product Life Cycles at Intel

686

(1)

Innovation

687

(1)

Product Development

687

(2)

Goals of Product Development

687

(2)

How Sun Captured the Lead from Apollo

689

(2)

Principles of Product Development

690

(1)

How Thermos Developed a New Barbecue Grill

691

(6)

Developing the 777 at Boeing

697

(1)

Problems with Product Development

698

(1)

Ford's Attempt at Global Product Development

698

(1)

Entrepreneurship

699

(6)

Entrepreneurship and New Ventures

701

(3)

Intrapreneurship and Organizational Learning

704

(1)

Summary and Review

705

(2)

Management in Action

707

(6)

P&G's Hottest New Product: P&G

709

(2)

How a ``Skunk Works'' Kept Mustang Alive on a Tight Budget

711

(2)

Glossary

713

(16)

Credits

729

(25)

Photo Credits

754

(2)

Name Index

756

(6)

Subject Index

762

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Contemporary Management, W/ CD

Contemporary Management, W/ CD

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0072346310

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Rent More, Save More! Use code: KBRENTAL

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Contemporary Management, W/ CD

Contemporary Management, W/ CD

9780072346312

0072346310

Table of Contents

Supplemental Materials

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