Essentials Of management : an international and leadership perspective

Description

Title Contents PART 1: THE BASIS OF GLOBAL MANAGEMENT THEORY AND PRACTICE 1. Management: Science, Theory, and Practice Definition of Management: Its Nature and Purpose Managing: Science or Art? The Evolution of Management Thought Patterns of Management Analysis: A Management Theory Jungle The Systems Approach to the Management Process The Functions of Managers The Systems Model of Management and the Organization of this Book Summary Key Ideas and Concepts for Review For Discussion Exercises/Action Steps Internet Research International Case: Apple’s iPad 2—The Tablet to Beat? Legends References 2. Management and Society: The External Environment, Social Responsibility, and Ethics Operating in a Pluralistic Society The Technological Environment The Ecological Environment The Social Responsibility of Managers Ethics in Managing: An Integrative Approach Trust as the Basis for Change Management Summary Key Ideas and Concepts for Review For Discussion Exercises/Action Steps Internet Research International Case: Spirituality in the Workplace References 3. Global, Comparative, and Quality Management International Management and Multinational Corporations Country Alliances and Economic Blocs International Management: Cultural and Country Differences Porter’s Competitive Advantage of Nations Gaining a Global Competitive Advantage through Quality Management Summary Key Ideas and Concepts for Review For Discussion Exercise/Action Steps Internet Research Leadership Case: Starbucks—The Leadership of Howard Schultz References PART 2: PLANNING 4. Essentials of Planning and Managing by Objectives Types of Plans Steps in Planning Objectives Evolving Concepts in Management by Objectives Summary Key Ideas and Concepts for Review For Discussion Exercise/Action Steps Internet Research International Case: Developing Verifiable Goals References 5. Strategies, Policies, and Planning Premises The Nature and Purpose of Strategies and Policies The Strategic Planning Process The TOWS Matrix: A Modern Tool for Analysis of the Situation Blue Ocean Strategy: In Pursuit of Opportunities in Uncontested Markets The Portfolio Matrix: A Tool for Allocating Resources Major Kinds of Strategies and Policies Hierarchy of Company Strategies Porter’s Industry Analysis and Generic Competitive Strategies Premising and Forecasting Summary Key Ideas and Concepts for Review For Discussion Exercises/Action Steps Internet Research International Case: TATA’s $2,500 People’s Car is Here References 6. Decision-Making The Importance and Limitations of Rational Decision-Making Development of Alternatives and the Limiting Factor Evaluation of Alternatives Selecting an Alternative: Three Approaches Programmed and Non-programmed Decisions Decision-Making under Certainty, Uncertainty, and Risk Creativity and Innovation Summary Key Ideas and Concepts for Review For Discussion Exercise/Action Steps Internet Research International Case: Carrefour—Which Way to Go? References Part 2 Closing: Major Principles or Guides for the Managerial Function of Planning PART 3: ORGANIZING 7. The Nature of Organizing, Entrepreneuring, and Reengineering Formal and Informal Organization Organizational Division: The Department Organizational Levels and the Span of Management An Organizational Environment for Entrepreneuring and Intrapreneuring Reengineering the Organization The Structure and Process of Organizing Basic Questions for Effective Organizing Summary Key Ideas and Concepts for Review For Discussion Exercises/Action Steps Internet Research International Case: Reengineering the Business Process at Proctor & Gamble References 8. Organization Structure: Departmentation Departmentation by Enterprise Function Departmentation by Territory or Geography Departmentation by Customer Group Departmentation by Product Matrix Organization Strategic Business Units Organization Structures for the Global Environment The Virtual Organization The Boundaryless Organization Choosing the Pattern of Departmentation Summary Key Ideas and Concepts for Review For Discussion Exercises/Action Steps Internet Research International Case: GM—General Motors, Generous Motors, Government Motors References 9. Line/Staff Authority, Empowerment, and Decentralization Authority and Power Empowerment Line/Staff Concepts and Functional Authority Decentralization of Authority Delegation of Authority The Art of Delegation Recentralization of Authority and Balance as the Key to Decentralization Summary Key Ideas and Concepts for Review For Discussion Exercises/Action Steps Internet Research International Case: How the Lexus Was Born—and Continued Its Success in the United States, but will Lexus Succeed in Japan? References 10. Effective Organizing and Organization Culture Avoiding Mistakes in Organizing by Planning Avoiding Organizational Inflexibility Making Staff Work Effective Avoiding Conflict by Clarification Ensuring Understanding of Organizing Promoting an Appropriate Organization Culture Summary Key Ideas and Concepts for Review For Discussion Exercise/Action Steps Internet Research International Case: Restructuring at Korea’s Daewoo References Part 3 Closing: Major Principles or Guides for the Managerial Function of Organizing PART 4: STAFFING 11. Human Resource Management and Selection Definition of Staffing The Systems Approach to Human Resource Management: An Overview of the Staffing Function Situational Factors Affecting Staffing Selection: Matching the Person with the Job The Systems Approach to Selection: An Overview Position Requirements and Job Design Skills and Personal Characteristics Needed in Managers Matching Qualifications with Position Requirements Selection Process, Techniques, and Instruments Orienting and Socializing New Employees Managing Human Resources While Moving Toward 2020 Summary Key Ideas and Concepts for Review For Discussion Exercises/Action Steps Internet Research International Case: Recruiting Talents at Infosys References 12. Performance Appraisal and Career Strategy Choosing Appraisal Criteria Appraising Managers against Verifiable Objectives Appraising Managers as Managers: A Suggested Program A Team Evaluation Approach Application of Performance Review Software Rewards and Stress of Managing Formulating the Career Strategy Summary Key Ideas and Concepts for Review For Discussion Exercises/Action Steps Internet Research Global Car Industry Case: Career Paths of CEOs at Toyota, Volkswagen (VW), Ford, and General Motors (GM) References 13. Managing Change through Manager and Organization Development Manager Development Process and Training Approaches to Manager Development: On-the-Job Training Approaches to Manager Development: Internal and External Training Evaluation and Relevance of Training Programs Managing Change Organizational Conflict Organization Development The Learning Organization Summary Key Ideas and Concepts for Review For Discussion Exercises/Action Steps Internet Research Leadership Case: Jack Welch Leading Organizational Change at GE References Part 4 Closing: Major Principles or Guides for the Managerial Function of Staffing PART 5: LEADING 14. Human Factors and Motivation Human Factors in Managing Motivation Maslow’s Hierarchy of Needs Theory Alderfer’s ERG Theory Herzberg’s Motivation–Hygiene Theory The Expectancy Theory of Motivation Equity Theory Goal Setting Theory of Motivation Skinner’s Reinforcement Theory McClelland’s Needs Theory of Motivation Special Motivational Techniques Job Enrichment A Systems and Contingency Approach to Motivation Summary Key Ideas and Concepts for Review For Discussion Exercises/Action Steps Internet Research International Case: Managing the Hewlett-Packard Way—Will It Continue? References 15. Leadership Defining Leadership Ingredients of Leadership Trait Approaches to Leadership Charismatic Leadership Approach Leadership Behavior and Styles Situational or Contingency Approaches to Leadership Transactional and Transformational Leadership Summary Key Ideas and Concepts for Review For Discussion Exercises/Action Steps Internet Research Leadership Case: Profiles of Two Visionaries—Bill Gates and Steve Jobs References 16. Committees, Teams, and Group Decision-Making The Nature of Committees and Groups Reasons for Using Committees and Groups Disadvantages and Misuse of Committees Successful Operation of Committees and Groups Additional Group Concepts Teams Conflict in Committees, Groups, and Teams Summary Key Ideas and Concepts for Review For Discussion Exercises/Action Steps Internet Research Leadership Case: Could the Challenger Accident Have Been Avoided? References 17. Communication The Purpose of Communication The Communication Process Communication in the Organization Barriers and Breakdowns in Communication Toward Effective Communication Electronic Media in Communication Summary Key Ideas and Concepts for Review For Discussion Exercises/Action Steps Internet Research Leadership Case: Transformational Communication by American Presidents References Part 5 Closing: Major Principles or Guides for the Managerial Function of Leading PART 6: CONTROLLING 18. The System and Process of Controlling The Basic Control Process Critical Control Points, Standards, and Benchmarking Control as a Feedback System Real-Time Information and Control Feedforward or Preventive Control Control of Overall Performance Profit and Loss Control Control through Return on Investment Management Audits and Accounting Firms The Balanced Scorecard Bureaucratic and Clan Control Requirements for Effective Controls Summary Key Ideas and Concepts for Review For Discussion Exercises/Action Steps Internet Research International Case: Wal-Mart in America and around the Globe References 19. Control Techniques and Information Technology The Budget as a Control Device Traditional Nonbudgetary Control Devices Time–Event Network Analyses Analytics in Managing Information Technology The Use of Computers in Handling Information Opportunities and Challenges Created by Information Technology The Digital Economy, e-Commerce, and m-Commerce Summary Key Ideas and Concepts for Review For Discussion Exercises/Action Steps Internet Research International Case: Amazon.com—America’s Biggest Online Retailer References 20. Productivity, Operations Management, and Total Quality Management Productivity Problems and Measurement Production and Operations Management: Manufacturing and Service Quality Measurement in the Information Age The Operations Management System Tools and Techniques for Improving Productivity Supply Chain and Value Chain Management Summary Key Ideas and Concepts for Review For Discussion Exercises/Action Steps Internet Research International Case: Which Future Car Do You Want? References Part 6 Closing: Major Principles or Guides for the Managerial Functions of Controlling Name Index Product and Organization Index Subject Index