Stephen P. Robbins received his PhD from the University of Arizona. He previously worked for Shell Oil Company and Reynolds Metals Company and has taught at the University of Nebraska at Omaha, Concordia University in Montreal, the University of Baltimore, Southern Illinois University at Edwardsville, and San Diego State University. He is currently professor emeritus in management at San Diego State.

Dr. Robbins’ research interests have focused on conflict, power, and politics in organizations; behavioral decision making; and the development of effective interpersonal skills. His articles on these and other topics have appeared in such journals as Business Horizons, California Management Review, Business and Economic Perspectives, International Management, Management Review, Canadian Personnel and Industrial Relations, and The Journal of Management Education.

Dr. Robbins is the world’s best-selling textbook author in the areas of management and organizational behavior. His books have sold more than 10 million copies and have been translated into 20 languages. His books are currently used at more than 1,500 US colleges and universities, as well as hundreds of schools throughout Canada, Latin America, Australia, New Zealand, Asia, and Europe.

For more details, see stephenprobbins.com.

Mary Coulter (PhD, University of Arkansas) held different jobs including high school teacher, legal assistant, and city government program planner before completing her graduate work. She has taught at Drury University, the University of Arkansas, Trinity University, and Missouri State University. She is currently professor emeritus of management at Missouri State University. In addition to Fundamentals of Management, Dr. Coulter has published other books with Pearson including Management (with Stephen P. Robbins), Strategic Management in Action, and Entrepreneurship in Action.

When she’s not busy writing, Dr. Coulter enjoys puttering around in her flower gardens, trying new recipes, reading all different types of books, and enjoying many different activities with husband Ron, daughters and sons-in-law Sarah and James, and Katie and Matt, and most especially with her two grandkids, Brooklynn and Blake, who are the delights of her life!

PART 1: WHAT MANAGERS DO: AN INTRODUCTION  

1. Managers and Management in Today's Workplace

    History Module: A Brief History of Management's Roots

2. The Management Environment

3. Important Managerial Issues  

PART 2: WHAT MANAGERS DO: PLANNING

4. Making Decisions

    Quantitative Module: Quantitative Decision-Making Aids  

5. Planning and Goal Setting

6. Managing Change and Innovation

7. Managing Entrepreneurial Ventures

PART 3: WHAT MANAGERS DO: ORGANIZING

8. Organizational Structure and Design

9. Managing Human Resources and Diversity

    Career Module: Employability and Professionalism

10. Managing Groups and Teams

PART 4: WHAT MANAGERS DO: LEADING

11. Understanding Individual Behavior

12. Motivating and Rewarding Employees

13. Leadership and Trust

14. Managing Organizational and Interpersonal Communication

PART 5: WHAT MANAGERS DO: CONTROLLING

15. Controlling Work and Organizational Processes

      Controlling Module: Managing Operations

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