Management Fundamentals : Concepts, Applications, Skill Development

ISBN 13:
9780324226065
ISBN 10:
0324226063
Edition: 3rd
Format: Paperback
Copyright: 07/14/2005
Publisher: South-Western College Pub
Newer Edition

Note: Not guaranteed to come with supplemental materials (access cards, study guides, lab manuals, CDs, etc.)

Extend Your Rental at Any Time

Need to keep your rental past your due date? At any time before your due date you can extend or purchase your rental through your account.

Sorry, this item is currently unavailable.

Summary

Get prepared for the workforce now with MANAGEMENT FUNDAMENTALS: CONCEPTS, APPLICATIONS, SKILL DEVELOPMENT. Thought-provoking applications help you learn management skills fast and easy so you'll be ready for your first job in business. Plus with group exercises, self-assessments and behavioral projects, you'll have lots of different ways to get ready for tests so you can get the grade you need.

Preface

About the Author

(1)

PART 1: MANAGING IN A GLOBAL INTERNET ENVIRONMENT

Managing

(35)

Why Study Management?

(1)

What is a Manager's Responsibility?

(3)

What Does It Take to Be a Successful Manager?

(3)

Management Qualities

(2)

Management Skills

(1)

Supervisory Ability

(1)

What Do Managers Do?

(5)

Management Functions

(1)

Nonmanagement Functions

(1)

The Systems Relationship among the Management Functions

(1)

Management Roles

(2)

Differences among Managers

(5)

The Three Levels of Management

(1)

Types of Managers

(2)

Differences in Management Skills

(1)

Differences in Management Functions

(1)

Large-Business versus Small-Business Managers

(1)

Managers of For-Profit versus Not-for-Profit Organizations

(2)

New Workplace Issues and Challenges

(5)

Technology and Speed

(1)

Globalization and Diversity

(1)

Knowledge, Learning, Quality, and Continuous Improvement

(1)

Knowledge Management

(1)

Change, Creativity, Innovation, and Entrepreneurship

(1)

Participative Management, Empowerment, and Teams

(1)

Ethics and Social Responsibility

(1)

Networking and Boundaryless Relationships

(1)

Objectives of the Book

(12)

Management Concepts

(1)

Application of Management Concepts

(1)

Development of Management Skills

(1)

Flexibility

(1)

Organization of the Book

(1)

Chapter Summary

(1)

Key Terms

(1)

Review and Discussion Questions

(1)

Objective Case: Microsoft Corporation

(1)

Video Case: Le Meridien

(1)

Skill Builder 1: Comparing Management Skills

(1)

Skill Builder 2: Management Styles

(4)

Skill Builder 3: Getting to Know You

(2)

Appendix A A Brief History of Management

(148)

Classical Theory

(2)

Scientific Management

(1)

Administrative Theory

(1)

Behavioral Theory

(1)

Management Science

(1)

Integrative Perspective

(2)

Systems Theory

(1)

Sociotechnical Theory

(1)

Contingency Theory

(1)

Comparing Theories

(2)

Appendix Summary

(1)

Key Terms

(1)

Environment: Culture, Ethics, and Social Responsibility

(32)

The Internal Environment

(4)

Management and Culture

(1)

Mission

(1)

Resources

(1)

Systems Process

(2)

Structure

(1)

Organizational Culture

(4)

Learning the Organization's Culture

(1)

Three Levels of Culture

(1)

Strong and Weak Cultures

(1)

Managing, Changing, and Merging Cultures

(1)

Learning Organizations

(1)

The External Environment

(7)

Customers

(1)

Competition

(1)

Suppliers

(1)

Labor Force

(1)

Shareholders

(1)

Society

(1)

Technology

(1)

The Economy

(1)

Governments

(1)

Chaos and Interactive Management

(2)

Business Ethics

(7)

Does Ethical Behavior Pay?

(1)

How Personality Traits and Attitudes, Moral Development, and the Situation Affect Ethical Behavior

(1)

How People Justify Unethical Behavior

(1)

Simple Guides to Ethical Behavior

(1)

Managing Ethics

(2)

Social Responsibility

(8)

Social Responsibility to Stakeholders

(1)

Does It Pay to Be Socially Responsible?

(2)

Chapter Summary

(1)

Key Terms

(1)

Review and Discussion Questions

(1)

Objective Case: The State of Florida

(2)

Video Case: Timberland

(1)

Skill Builder 1: The Organizational Environment and Management Practices Analysis

(1)

Skill Builder 2: Ethics and Whistle-Blowing

(1)

The Global Environment and Entrepreneurship

(32)

The Global Environment

(6)

Ethnocentrism Is Out and ``Made in America'' Is Blurred

(1)

The Role of Technology and the Internet in the Global Village

(1)

The Economic Environment

(2)

The Government Environment

(1)

Classifying Businesses in the Global Village

(1)

Taking a Business Global

(7)

Global Sourcing

(1)

Importing and Exporting

(1)

Licensing

(1)

Contracting

(1)

Joint Venture

(1)

Direct Investment

(1)

The Role of the Internet in Taking a Business Global

(1)

Business Practices of Global Companies

(3)

Entrepreneurship

(5)

New Venture Entrepreneurs and Intrapreneurs

(2)

Contributions of Entrepreneurs

(1)

Selecting the New Venture

(1)

The Business Plan

(2)

Global Diversity

(12)

Cultural Diversity

(2)

Diversity in Work-Related Values

(2)

Diversity in Management Functions

101

(2)

Chapter Summary

103

(1)

Key Terms

104

(1)

Review and Discussion Questions

104

(1)

Objective Case: Claimpower, Inc.

104

(2)

Skill Builder 1: Selecting a New Venture

106

(1)

Skill Builder 2: Cultural Diversity Awareness

106

(2)

PART 2: PLANNING

Creative Problem Solving and Decision Making

108

(38)

Problem Solving and Decision Making: An Overview

110

(4)

The Relationship among Objectives, Problem Solving, and Decision Making

110

(1)

The Relationship among Management Functions, Decision Making, and Problem Solving

110

(1)

The Decision-Making Model

111

(1)

Decision-Making Styles

112

(1)

Decision Making in the Global Village

113

(1)

Classify and Define the Problem

114

(6)

Classify the Problem

114

(2)

Select the Appropriate Level of Participation

116

(3)

Define the Problem

119

(1)

Set Objectives and Criteria

120

(1)

Generate Creative Alternatives

121

(6)

Innovation and Creativity

122

(1)

Using Information and Technology to Generate Alternatives

123

(1)

Using Groups to Generate Creative Alternatives

124

(2)

Decision Trees

126

(1)

Analyze Alternatives and Select the Most Feasible

127

(6)

Quantitative Techniques

128

(1)

The Kepner-Tregoe Method

129

(2)

Cost-Benefit (Pros and Cons) Analysis

131

(1)

Ethics and Social Responsibility in Decision Making

132

(1)

Plan, Implement the Decision, and Control

133

(1)

Vroom's Participative Decision-Making Model

134

(12)

Participation Decision Styles

134

(1)

Questions that Determine the Appropriate Participative Decision Style

135

(1)

Time-Driven versus Development-Driven Model

136

(2)

Chapter Summary

138

(1)

Key Terms

139

(1)

Review and Discussion Questions

140

(1)

Objective Case: Kmart Acquires Sears

140

(1)

Video Case: General Motors

141

(1)

Behavior Modeling: Decision-Making Styles

142

(1)

Skill Builder 1: Making a Decision Using the Decision-Making Model

142

(1)

Skill Builder 2: Using the Vroom Model

143

(3)

The Strategic and Operational Planning Process

146

(39)

Planning Dimensions

148

(1)

Strategic Planning

149

(2)

The Strategic Planning Process

149

(2)

Strategic Levels

151

(1)

Developing the Mission

151

(1)

Analyzing the Environment

152

(5)

Industry and Competitive Situation Analysis

152

(1)

Company Situation Analysis

153

(3)

Competitive Advantage

156

(1)

Setting Objectives

157

(4)

Goals and Objectives

157

(1)

Writing Effective Objectives

157

(1)

Criteria for Objectives

158

(2)

Management by Objectives (MBO)

160

(1)

Corporate-Level Strategy

161

(6)

Grand Strategy

161

(1)

Corporate Growth Strategies

162

(3)

Portfolio Analysis

165

(2)

Business-Level Strategy

167

(6)

Adaptive Strategies

168

(2)

Competitive Strategies

170

(1)

Product Life Cycle

171

(2)

Functional-Level (Operational) Strategies

173

(1)

Marketing Strategy

173

(1)

Operations Strategy

174

(1)

Human Resources Strategy

174

(1)

Finance Strategy

174

(1)

Other Functional-Level Strategies

174

(1)

Operational Planning

174

(3)

Standing Plans versus Single-Use Plans

175

(1)

Contingency Plans

176

(1)

Implementing and Controlling Strategies

177

(8)

Chapter Summary

178

(1)

Key Terms

179

(1)

Review and Discussion Questions

180

(1)

Objective Case: Krispy Kreme

180

(2)

Skill Builder 1: Writing Objectives

182

(1)

Skill Builder 2: Entrepreneurial Strategic Planning

183

(2)

Appendix B Time Management

185

(110)

Analyzing Time Use

185

(2)

The Time Log

186

(1)

Analyzing Time Logs

186

(1)

A Time Management System

187

(3)

Time Management Techniques

190

(4)

Appendix Summary

192

(1)

Key Terms

193

(1)

Skill Builder: Time Management

193

(1)

PART 3: ORGANIZING

Organizing and Delegating Work

194

(34)

Principles of Organization

196

(4)

Unity of Command and Direction

196

(1)

Chain of Command

197

(1)

Span of Management

197

(1)

Division of Labor

197

(1)

Coordination

197

(1)

Balanced Responsibility and Authority

198

(1)

Delegation

199

(1)

Flexibility

199

(1)

Authority

200

(4)

Formal and Informal Authority

200

(1)

Levels of Authority

200

(1)

Line and Staff Authority

201

(1)

Centralized and Decentralized Authority

202

(2)

Organizational Design

204

(6)

Organization Chart

204

(1)

Departmentalization

205

(2)

Multiple Departmentalization

207

(1)

New Approaches to Departmentalization

208

(2)

Job Design

210

(4)

Job Simplification

210

(1)

Job Expansion

211

(1)

Work Teams

211

(1)

The Job Characteristics Model

212

(2)

Organizing Yourself and Delegating

214

(14)

Setting Priorities

215

(2)

Delegation

217

(1)

Delegation Decisions

218

(1)

The Delegation Process

218

(2)

Chapter Summary

220

(2)

Key Terms

222

(1)

Review and Discussion Questions

222

(1)

Objective Case: Hitachi

222

(2)

Skill Builder 1: Setting Priorities

224

(1)

Behavior Modeling: Delegating

225

(1)

Skill Builder 2: Delegating Authority

226

(2)

Managing Change: Innovation and Diversity

228

(30)

Change

230

(4)

Forces for Change

230

Types of Change

(202)

Forms of Change

232

(2)

Managing Change

234

(4)

Stages in the Change Process

234

(1)

Resistance to Change

235

(1)

How to Overcome Resistance to Change

236

(1)

A Model for Identifying and Overcoming Resistance to Change

237

(1)

Innovation

238

(4)

Innovative Organizational Structures

238

(2)

Innovative Organizational Cultures

240

(2)

Diversity

242

(5)

What Is Diversity, and Is It Really Important?

242

(1)

Diversity and Organizational Culture

243

(1)

Valuing Diversity versus Managing Diversity

243

(1)

Gender Diversity

244

(2)

Mentoring

246

(1)

The Learning Organization and Diversity

246

(1)

Organizational Development

247

(11)

Change Models

247

(1)

Organizational Development Interventions

248

(5)

Chapter Summary

253

(1)

Key Terms

254

(1)

Review and Discussion Questions

254

(1)

Objective Case: Kraft Foods

254

(2)

Video Case: Peter Pan Bus Lines

256

(1)

Skill Builder 1: Identifying Resistance to Change

256

(1)

Skill Builder 2: Diversity Training

257

(1)

Human Resources Management: Staffing

258

(37)

The Human Resources Management Process

260

(5)

The Legal Environment

261

(3)

The Human Resources Department

264

(1)

Human Resources Planning

265

(2)

Strategic Human Resources Planning

265

(1)

Job Analysis

265

(2)

Attracting Employees

267

(8)

Recruiting

267

(2)

The Selection Process

269

(2)

Selection Interviewing

271

(4)

Developing Employees

275

(9)

Orientation

276

(1)

Training and Development

276

(1)

Training Methods

277

(2)

Performance Appraisal

279

(3)

The Evaluative Performance Appraisal Interview

282

(1)

The Developmental Performance Appraisal Review

283

(1)

Retaining Employees

284

(4)

Compensation

284

(2)

Health and Safety

286

(1)

Labor Relations

287

(1)

Loss of Employees

288

(7)

Chapter Summary

289

(1)

Key Terms

290

(1)

Review and Discussion Questions

290

(1)

Objective Case: American Airlines

291

(1)

Behavior Modeling 1: Employment Interviewing

292

(1)

Skill Builder 1: Selecting A Tennis Coach

292

(1)

Skill Builder 2: Job Instructional Training

293

(1)

Behavior Modeling 2: Job Instructional Training

293

(2)

Appendix C Career Management and Networking

295

(127)

Career Management

295

(3)

Career Planning and Development

295

(2)

Getting a Job

297

(1)

Networking

298

(6)

The Importance of Networking

298

(1)

The Networking Process

299

(2)

Appendix Summary

301

(1)

Key Terms

302

(1)

Skill Builder 1: Career Planning

302

(1)

Skill Builder 2: Resume

302

(1)

Skill Builder 3: Networking Skills

303

(1)

PART 4: LEADING

Organizational Behavior: Power, Politics, Conflict, and Stress

304

(44)

Organizational Behavior

306

(1)

Personality

306

(3)

Single Traits of Personality

307

(1)

The Big Five Personality Dimensions

308

(1)

Perception

309

(3)

The Perception Process

310

(1)

Bias in Perception

311

(1)

Attitudes

312

(3)

Attitude Formation

312

(1)

Attitudes and Behavior

313

(1)

How Managers' Attitudes Affect Performance

313

(1)

Attitudes and Job Satisfaction

313

(2)

Power

315

(4)

Organizational Power

315

(1)

Types of Power and How to Increase Your Power

316

(3)

Organizational Politics

319

(4)

The Nature of Organizational Politics

319

(1)

Political Behavior

320

(1)

Guidelines for Developing Political Skills

321

(2)

Managing Conflict

323

(5)

The Psychological Contract

323

(1)

Functional and Dysfunctional Conflict

324

(1)

Conflict Management Styles

324

(4)

Negotiation, Collaboration, and Mediation

328

(6)

Negotiating

328

(1)

The Negotiating Process

328

(4)

Initiating Conflict Resolution through Collaboration

332

(1)

Responding to Collaborative Conflict Resolution

333

(1)

Mediation as Conflict Resolution

334

(1)

Stress

334

(14)

Functional and Dysfunctional Stress

334

(1)

Causes of Job Stress

335

(1)

Stress Management

336

(3)

The Stress Tug-of-War

339

(1)

Chapter Summary

340

(2)

Key Terms

342

(1)

Review and Discussion Questions

342

(1)

Objective Case: Political Behavior of College Faculty Members

342

(2)

Video Case: Cannondale Corporation

344

(1)

Skill Builder 1: Car Dealer Negotiation

345

(1)

Behavior Modeling 1: Initiating Conflict Resolution

346

(1)

Skill Builder 2: Initiating Conflict Resolution

346

(1)

Behavior Modeling 2: Mediating Conflict Resolution

347

(1)

Skill Builder 3: Improving Personality Traits

347

(1)

Team Leadership

348

(34)

The Lessons of the Geese

350

(1)

Groups and Teams and Performance

350

(3)

Groups and Teams

350

(1)

The Group Performance Model

351

(2)

Group Structure

353

(5)

Group Types

354

(2)

Group Size

356

(1)

Group Composition

356

(1)

Group Leadership and Objectives

357

(1)

Group Process

358

(6)

Group Roles

358

(1)

Group Norms

359

(1)

Group Cohesiveness

360

(2)

Status within the Group

362

(1)

Decision Making and Conflict Resolution

362

(2)

Stages of Group Development and Styles of Leadership

364

(3)

Stage 1. Orientation

364

(1)

Stage 2. Dissatisfaction

364

(1)

Stage 3. Resolution

365

(1)

Stage 4. Production

365

(1)

Stage 5. Termination

366

(1)

Changes in Group Development and Leadership Style

366

(1)

Developing Groups into Teams

367

(1)

Training

367

(1)

The Management Functions

368

(1)

Leadership Skills for Meetings

368

(14)

Planning Meetings

369

(1)

Conducting Meetings

370

(1)

Handling Problem Members

371

(3)

Chapter Summary

374

(1)

Key Terms

375

(1)

Review and Discussion Questions

375

(1)

Objective Case: The Lincoln Electric Company

375

(2)

Skill Builder 1: Leadership Styles in Group Situations

377

(3)

Skill Builder 2: Group Performance

380

(2)

Communicating and Information Technology

382

(40)

Organizational Communication and Information Technology

384

(5)

Vertical Communication

384

(1)

Horizontal Communication

385

(1)

Grapevine Communication

386

(1)

Information Technology

386

(3)

The Interpersonal Communication Process and Communication Barriers

389

(3)

Stage 1. The Sender Encodes the Message and Selects the Transmission Channel

389

(1)

Stage 2. The Sender Transmits the Message

389

(1)

Stage 3. The Receiver Decodes the Message and Decides If Feedback Is Needed

390

(1)

Stage 4. Feedback: A Response or a New Message May Be Transmitted

390

(1)

Communication Barriers

390

(2)

Message Transmission Channels

392

(5)

Oral Communication

392

(2)

Nonverbal Communication

394

(1)

Written Communication

394

(1)

Combining Channels

395

(1)

Selecting the Message Transmission Channel

396

(1)

Sending Messages

397

(4)

Planning the Message

397

(1)

The Message-Sending Process

398

(1)

Checking Understanding: Feedback

399

(2)

Receiving Messages

401

(3)

Listening Skills

401

(1)

The Message-Receiving Process

402

(2)

Responding to Messages

404

(5)

Response Styles

404

(2)

Dealing with Emotional People

406

(3)

Criticism

409

(1)

Information Systems

409

(13)

Types of Information Systems

409

(2)

Information Networks

411

(2)

Chapter Summary

413

(1)

Key Terms

414

(1)

Review and Discussion Questions

414

(1)

Objective Case: Mobil Credit Card

414

(2)

Skill Builder 1: Giving Instructions

416

(1)

Behavior Modeling: Situational Communications

417

(1)

Skill Builder 2: Analyzing Communication Styles

417

(5)

Appendix D Written Communication

422

(144)

Grammar

422

(1)

Syntax

423

(1)

Rhetoric

423

(1)

Editing

423

(1)

Punctuation

423

(3)

Appendix Summary

425

(1)

Motivating for High Performance

426

(30)

Motivation and Performance

428

(2)

What is Motivation, and Why Is It Important?

428

(1)

The Role of Expectations in Motivation and Performance

429

(1)

How Motivation Affects Performance

429

(1)

An Overview of Three Major Classes of Motivation Theories

430

(1)

Content Motivation Theories

430

(8)

Hierarchy of Needs Theory

431

(1)

ERG Theory

432

(1)

Two-Factor Theory

433

(2)

Acquired Needs Theory

435

(3)

Process Motivation Theories

438

(4)

Equity Theory

438

(1)

Goal-Setting Theory

439

(2)

Expectancy Theory

441

(1)

Reinforcement Theory

442

(6)

Types of Reinforcement

442

(2)

Schedules of Reinforcement

444

(1)

Motivating with Reinforcement

445

(1)

Giving Praise

446

(2)

Combining The Motivation Process and Motivation Theories

448

(1)

Do Motivation Theories Apply Globally?

448

(8)

Chapter Summary

450

(1)

Key Terms

451

(1)

Review and Discussion Questions

451

(1)

Objective Case: Friedman's Microwave Ovens

452

(1)

Video Case: The Buffalo Zoo

453

(1)

Behavior Modeling: Giving Praise

454

(1)

Skill Builder 1: Giving Praise

454

(1)

Skill Builder 2: Self-Motivation

455

(1)

Leading with Influence

456

(30)

Leadership and Trait Theory

458

(4)

Leadership

458

(1)

Leaders versus Managers

459

(1)

Leadership Trait Theory

460

(2)

Behavioral Leadership Theories

462

(7)

Basic Leadership Styles

463

(1)

Two-Dimensional Leadership Styles

464

(1)

The Leadership Grid®

465

(1)

Contemporary Perspectives

466

(3)

Situational Approaches to Leadership

469

(9)

Contingency Leadership Model

469

(2)

Leadership Continuum Model

471

(1)

Path-Goal Model

472

(2)

Normative Leadership Model

474

(1)

Situational Leadership® Model

474

(2)

Comparing Leadership Models

476

(1)

Leadership Substitutes Theory

476

(2)

Handling Complaints

478

(8)

Handling Employee Complaints

478

(1)

Handling Customer Complaints

479

(1)

Chapter Summary

480

(1)

Key Terms

481

(1)

Review and Discussion Questions

481

(1)

Objective Case: Wilson Sporting Goods

482

(1)

Skill Builder 1: The Situational Leadership® Model

483

(1)

Behavior Modeling

484

(1)

Skill Builder 2: Handling Complaints

484

(2)

PART 5: CONTROLLING

Control Systems: Financial and Human

486

(38)

Organizational and Functional Area Control Systems

488

(5)

Organizational Systems Control

488

(2)

Functional Area/Department Control Systems

490

(3)

Establishing Control Systems

493

(7)

The Control Systems Process

493

(4)

Control Frequency and Methods

497

(3)

Financial Controls: The Master Budgeting Process

500

(5)

Operating Budgets

502

(1)

Capital Expenditures Budget

503

(1)

Financial Budgets and Statements

504

(1)

Human Controls

505

(19)

Coaching

505

(3)

Management by Walking Around

508

(1)

Counseling

509

(2)

Disciplining

511

(3)

Chapter Summary

514

(1)

Key Terms

515

(1)

Review and Discussion Questions

516

(1)

Objective Case: Rodriguez Clothes Manufacturing

516

(2)

Skill Builder 1: Bolton Control System

518

(2)

Behavior Modeling 1: Coaching

520

(1)

Skill Builder 2: Coaching

520

(1)

Behavior Modeling 2: Discipline

521

(1)

Skill Builder 3: Disciplining

522

(2)

Operations, Quality, and Productivity

524

(42)

Time-Based Competition and Operation

526

(1)

Classifying Operations Systems

527

(5)

Tangibility of Products

527

(1)

Level of Customer Involvement

527

(1)

Operations Flexibility

528

(2)

Resources and Technology Management

530

(2)

Difficulty of Classification

532

(1)

Designing Operations Systems

532

(6)

Product Mix and Design

533

(1)

Facility Layout

534

(1)

Facility Location

535

(3)

Capacity Planning

538

(1)

Managing Operations Systems and the Supply Chain

538

(14)

Planning Schedules and Project Management

539

(4)

Inventory Control

543

(1)

Materials Requirement Planning (MRP)

544

(2)

Supply Chain Management

546

(1)

Quality Control

547

(5)

Productivity and the Balanced Scorecard

552

(14)

Measuring Productivity

552

(2)

Increasing Productivity

554

(1)

Productivity Measures for the Functional Areas

554

(1)

The Balanced Scorecard

555

(5)

Chapter Summary

560

(1)

Key Terms

561

(1)

Review and Discussion Questions

561

(1)

Objective Case: The Retail Grocery Industry

562

(2)

Skill Builder 1: Developing a Plan to Open a Music Shop

564

(1)

Skill Builder 2: Economic Order Quantity

565

(1)

Skill Builder 3: Job Instructional Training

565

(1)

Endnotes

566

(35)

Glossary

601

(8)

Index

609

Management Fundamentals : Concepts, Applications, Skill Development

9780324226065

0324226063

Summary

Table of Contents

Write a Review

Management Fundamentals : Concepts, Applications, Skill Development

9780324226065

0324226063

Summary

Table of Contents

Write a Review

Related Products