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24049cam a2200349 a 4500 |
| 001 - CONTROL NUMBER |
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14502941 |
| 003 - CONTROL NUMBER IDENTIFIER |
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CITU |
| 005 - DATE AND TIME OF LATEST TRANSACTION |
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20210228103237.0 |
| 008 - FIXED-LENGTH DATA ELEMENTS--GENERAL INFORMATION |
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| fixed length control field |
060817s2008 maua b 001 0 eng |
| 010 ## - LIBRARY OF CONGRESS CONTROL NUMBER |
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| LC control number |
2006027131 |
| 020 ## - INTERNATIONAL STANDARD BOOK NUMBER |
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| International Standard Book Number |
9780073027432 (alk. paper) |
| 020 ## - INTERNATIONAL STANDARD BOOK NUMBER |
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| International Standard Book Number |
007302743X (alk. paper) |
| 050 00 - LIBRARY OF CONGRESS CALL NUMBER |
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| Classification number |
HD31 |
| Item number |
.G58955 2008 |
| 082 00 - DEWEY DECIMAL CLASSIFICATION NUMBER |
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| Classification number |
658 |
| Edition number |
22 |
| 100 1# - MAIN ENTRY--PERSONAL NAME |
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| Preferred name for the person |
Gomez-Mejia, Luis R. |
| 245 10 - TITLE STATEMENT |
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| Title |
Management : |
| Remainder of title |
people, performance, change / |
| Statement of responsibility, etc |
Luis R. Gomez-Mejia, David B. Balkin, Robert L. Cardy. |
| 250 ## - EDITION STATEMENT |
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| Edition statement |
3rd ed. |
| 264 #1 - PUBLICATION, DISTRIBUTION, ETC. (IMPRINT) |
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| Place of publication, distribution, etc |
Boston : |
| Name of publisher, distributor, etc |
McGraw-Hill, |
| Date of publication, distribution, etc |
c2008 |
| 300 ## - PHYSICAL DESCRIPTION |
|---|
| Extent |
xxxviii, 773 p. : |
| Other physical details |
ill. (chiefly col.) ; |
| Dimensions |
29 cm. |
| 504 ## - BIBLIOGRAPHY, ETC. NOTE |
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| Bibliography, etc |
Includes bibliographical references (p. 717-735) and index. |
| 505 ## - CONTENTS |
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| Formatted contents note |
Table of contents for Management : people, performance, change / Luis R. Gomez-Mejia, David B. Balkin, Robert L. Cardy.<br/>Bibliographic record and links to related information available from the Library of Congress catalog.<br/><br/>Note: Contents data are machine generated based on pre-publication provided by the publisher. Contents may have variations from the printed book or be incomplete or contain other coding.<br/>Counter<br/>t a b l e o f c o n t e n t s<br/>PART ONE: OVERVIEW 2<br/>Chapter 1<br/>Management and Its Evolution 4<br/>Lincoln Electric Finds One ?Best Way? 5<br/>Management in the New Millennium 7<br/>The Four Management Functions 9<br/>Managerial Roles 11<br/>Management as a Set of Skills 12<br/>The Evolution of Management Thought 14<br/>Early Management Thought 15<br/>The Operational Perspective 16<br/>Bureaucratic Management 23<br/>Administrative Management 25<br/>Behavioral Perspective 26<br/>Contemporary Management Perspectives 31<br/>Concluding Thoughts 36<br/>Summary 37<br/>Discussion Questions 38<br/>Management Minicase 1.1: Are Job Descriptions Always Necessary? 39<br/>Management Minicase 1.2: Having Fun Is a Top Priority at Peoplesoft 40<br/>Individual/Collaborative Learning Case 1.1: What Can a Company Do to Change<br/>Employees? Bad Habits? 41<br/>Internet Exercise 1.1: Lincoln Electric 42<br/>Manager?s Checkup 1.1: Do You Fit in a Bureaucratic Organization? 42<br/>Manager?s Checkup 1.2: Are You a Theory X or a Theory Y Manager? 43<br/>Part One Integrated Case: Anne Mulcahy: New Managerial Challenges<br/>at Xerox 45<br/>PART TWO: THE CULTURE OF MANAGEMENT 48<br/>Chapter 2<br/>Managing in a Global Environment 50<br/>Toyota Goes Local for Growth 51<br/>The Environment of International Business 52<br/>The Changing Pattern of International Business 53<br/>Major Factors Affecting International Business 64<br/>Entry Strategy 68<br/>Choosing Foreign Countries 68<br/>When to Enter Foreign Countries 71<br/>Scale of Involvement 74<br/>xxvi<br/>t a b l e o f c o n t e n t s<br/>xxvii<br/>Mode of Entry 75<br/>Exporting 75<br/>Turnkey Projects 76<br/>Licensing 76<br/>Franchising 77<br/>Joint Ventures and Strategic Alliances 78<br/>Wholly Owned Subsidiaries 80<br/>Managing the Global Firm 82<br/>Selection 83<br/>Training 83<br/>Career Development 84<br/>Compensation 85<br/>Ethics and Social Responsibility 86<br/>Applications: Management Is Everyone?s Business 89<br/>Concluding Thoughts 90<br/>Summary 91<br/>Discussion Questions 92<br/>Management Minicase 2.1: Kickbacks in Germany Spotlight U.S. Complaints 92<br/>Management Minicase 2.2: What Ethical Responsibility Does a Multinational<br/>Company Have? 93<br/>Individual/Collaborative Learning Case 2.1: The New Cold War at Boeing 95<br/>Internet Exercise 2.1: Colgate?s Clean Sweep 96<br/>Manager?s Checkup 2.1: Careers in Global Management 97<br/>Chapter 3<br/>Managing Social Responsibility and Ethics 100<br/>No Sweat for Levi Strauss 101<br/>What Are Business Ethics? 102<br/>Ethics Approaches 104<br/>Utilitarianism 104<br/>Individualism 104<br/>Rights Approach 105<br/>Justice Approach 105<br/>Applications of Ethics Approaches 106<br/>Codes of Ethics 106<br/>Corporate Credos 107<br/>Ethical Policy Statements 107<br/>Managing Ethics 109<br/>Ethics Training 109<br/>Ethical Structures 109<br/>Whistleblower Policies 111<br/>Personal Ethics 112<br/>t a b l e o f c o n t e n t s<br/>Ethical Dilemmas in the Workplace 114<br/>Performance Appraisal 114<br/>Employee Discipline 115<br/>Office Romance 116<br/>Giving Gifts in the Workplace 117<br/>Social Responsibility 119<br/>The Benefits of Social Responsibility 119<br/>The Costs of Social Responsibility 121<br/>Organizational Stakeholders 123<br/>Owners 124<br/>Employees 125<br/>Governments 125<br/>Customers 126<br/>Community 126<br/>Competitors 127<br/>Social Activist Groups 128<br/>Strategies for Managing Stakeholders 129<br/>Confrontation 130<br/>Damage Control 130<br/>Accommodation 130<br/>Proactive 131<br/>Applications: Management Is Everyone?s Business 132<br/>Concluding Thoughts 133<br/>Summary 134<br/>Discussion Questions 135<br/>Management Minicase 3.1: Should Job Seekers Stretch the Truth to Get a Job? 136<br/>Management Minicase 3.2: Employees? Retirement Savings Disappear in the<br/>Aftermath of the Enron Scandal 137<br/>Individual/Collaborative Learning Case 3.1: Do Sales Commissions Cause Sales<br/>Representatives to Behave Unethically? 138<br/>Internet Exercise 3.1: Social Responsibility at Levi Strauss 140<br/>Manager?s Checkup 3.1: What Are Your Ethical Beliefs? 141<br/>Chapter 4<br/>Managing Organizational Culture and Change 142<br/>SAS: AWorker-Friendly Culture in a High-Tech World 143<br/>Understanding the Nature of Culture and Change 145<br/>Organizational Culture 145<br/>The Importance of Culture 148<br/>Employee Self-Management 149<br/>Stability 149<br/>Socialization 150<br/>Implementation of the Organization?s Strategy 153<br/>Beware the Darkside 153<br/>xxviii<br/>Managing Cultural Processes 153<br/>Cultural Symbols 154<br/>Company Rituals and Ceremonies 154<br/>Company Heroes 155<br/>Stories 155<br/>Language 155<br/>Leadership 156<br/>Organizational Policies and Decision Making 157<br/>Characteristics and Types of Organizational Culture 157<br/>Cultural Uniformity versus Heterogeneity 158<br/>Strong versus Weak Cultures 158<br/>Culture versus Formalization 158<br/>National versus Organizational Culture 159<br/>Types 159<br/>Managing Organizational Change 162<br/>Types of Change 163<br/>Forces for Change 163<br/>Resistance to Change 166<br/>Models of Organizational Change 169<br/>Implementing Organizational Change 173<br/>Tactics for Introducing Change 174<br/>Applications: Management Is Everyone?s Business 178<br/>Concluding Thoughts 179<br/>Summary 180<br/>Discussion Questions 181<br/>Management Minicase 4.1: How Is the Digital Age Changing Organizational<br/>Culture in Asia? 182<br/>Management Minicase 4.2: How Jack Welch Changed Culture at General<br/>Electric 182<br/>Individual/Collaborative Learning Case 4.1: Enterprise Resource Planning:<br/>An Example of Organizational Change 183<br/>Internet Exercise 4.1: Charles Schwab: Recommending Change as a Customer 184<br/>Manager?s Checkup 4.1: Assessing Personal Acceptance of Change 185<br/>Part Two Manager?s Hot Seat: Mustang Jeans: Negotiation Amidst Cultural<br/>Differences 186<br/>Part Two Integrated Case: Bribery: A Global Custom? 188<br/>PART THREE: MANAGEMENT STRATEGY AND DECISION MAKING 192<br/>Chapter 5<br/>Managing the Planning Process 194<br/>How Coke Rebounded 195<br/>What Is Planning? 197<br/>t a b l e o f c o n t e n t s<br/>xxix<br/>t a b l e o f c o n t e n t s<br/>The Benefits of Planning 198<br/>Assessment of External Forces 199<br/>Developing a Sense of Direction and Purpose 199<br/>Identifying the Factors That Affect the Organization 199<br/>Encouraging Participation 200<br/>Coordination of Efforts 200<br/>Establishment of Priorities 200<br/>Focusing Attention on Different Time Horizons 201<br/>Understanding Circumstances Contributing to Past Success or Failure 201<br/>Ensuring the Availability of Adequate Resources 202<br/>Establishing Performance Standards 202<br/>Supporting Organizational Control Systems 203<br/>Developing ?What If? Scenarios 204<br/>Management Development 204<br/>The Pitfalls of Planning 204<br/>Poor Forecasts of Future Conditions 205<br/>Plans Imposed from Above 206<br/>Planning as a Self-Contained Activity 206<br/>Extensive Bureaucratization 207<br/>Inflexible Adherence to Objectives and Processes 208<br/>Keys to Successful Planning 208<br/>Involving Different Organizational Levels 208<br/>Using Both Numerical and Judgmental Methods 208<br/>Viewing Planning as Continuous and Capable of Adapting to Change 209<br/>Avoiding Paralysis of the Analysis 209<br/>Concentrating on a Manageable Set of Issues 209<br/>Formal Planning and Opportunistic Planning 210<br/>The Formal Planning Process 212<br/>Setting Objectives 212<br/>Charting a Course of Action 217<br/>Implementation 222<br/>Applications: Management Is Everyone?s Business 229<br/>Concluding Thoughts 230<br/>Summary 231<br/>Discussion Questions 232<br/>Management Minicase 5.1: The Pitfalls of Top-Down Planning 233<br/>Management Minicase 5.2: Drug Manufacturers Broad-Sided by Globalization and<br/>Internet Technology Struggle with the ?Old? Planning Model 234<br/>Individual/Collaborative Learning Case 5.1: Why Did NASA Stick with the Space<br/>Shuttle So Long? 235<br/>Internet Exercise 5.1: E-Business Goes E-Bankrupt but Survivors Are Doing<br/>Well 237<br/>xxx<br/>Chapter 6<br/>Decision Making 238<br/>Decisions, Decisions, Decisions 239<br/>Characteristics of Management Decision Making 240<br/>Programmability 241<br/>Uncertainty 242<br/>Risk 242<br/>Conflict 243<br/>Decision Scope 243<br/>Crisis Situations 244<br/>Stages of Decision Making 246<br/>Identifying and Diagnosing the Problem 246<br/>Generating Alternative Solutions 246<br/>Evaluating Alternatives 247<br/>Choosing the Best Alternative 248<br/>Implementing the Decision 248<br/>Evaluating the Results 249<br/>The Limits of Rational Decision Making 250<br/>Organization Politics 251<br/>Emotions and Personal Preferences 251<br/>Illusion of Control 252<br/>Nonrational Decision-Making Models 253<br/>Satisficing Model 253<br/>Garbage Can Model 254<br/>Decision Making in Groups 254<br/>The Benefits and Problems of Group Decision Making 254<br/>Managing Group Decision Making 256<br/>Decision-Making Skills 259<br/>Time Management 260<br/>Delegation 261<br/>Applications: Management Is Everyone?s Business 264<br/>Concluding Thoughts 265<br/>Summary 267<br/>Discussion Questions 268<br/>Management Minicase 6.1: US Airways Escapes a Near Death Experience 269<br/>Management Minicase 6.2: A Blockbuster Turnaround Decision 270<br/>Individual/Collaborative Learning Case 6.1: Intel Recalls the Pentium Chip 271<br/>Internet Exercise 6.1: Decision Making at Coca-Cola 272<br/>Manager?s Checkup 6.1: Determining Decision Risk and Uncertainty<br/>Preferences 273<br/>t a b l e o f c o n t e n t s<br/>xxxi<br/>Chapter 7<br/>Strategic Management 274<br/>Canon Climbs to the Top 275<br/>The Strategic Management Process 276<br/>Analyzing External and Internal Environments 281<br/>The External Environment 282<br/>Components of External Analysis 282<br/>Scope of the External Analysis 286<br/>The Internal Environment 297<br/>Resource Types 299<br/>Analyzing the Firm?s Capabilities 301<br/>Strategic Intent and Mission 305<br/>Strategy Formulation 308<br/>Corporate-Level Strategy 309<br/>Business-Level Strategy 313<br/>Strategy Implementation 315<br/>Organizational Structure and Controls 316<br/>Cooperative Strategies 316<br/>Human Resource Strategies 317<br/>Strategic Leadership 317<br/>Corporate Entrepreneurship and Innovation 317<br/>Strategic Outcomes 318<br/>Applications: Management Is Everyone?s Business 319<br/>Concluding Thoughts 320<br/>Summary 321<br/>Discussion Questions 322<br/>Management Minicase 7.1: Where Has Kodak Gone Wrong? 322<br/>Management Minicase 7.2: A Miracle Turnaround in a Very Tough Industry:<br/>The Case of Hyundai 323<br/>Individual/Collaborative Learning Case 7.1: The (Fat) Wages of Scandal 324<br/>Internet Exercise 7.1: Internet Strategies 325<br/>Chapter 8<br/>Entrepreneurship and Innovation 326<br/>Entrepreneurs: Some Success Stories! 327<br/>What Is Entrepreneurship? 328<br/>Entrepreneurship Myths 328<br/>ADistinction between an Entrepreneurial Venture and a Small Business 330<br/>The Importance of Entrepreneurship 331<br/>Job Creation 331<br/>Innovation 332<br/>Opportunities for Diverse People 332<br/>t a b l e o f c o n t e n t s xxxii<br/>Entrepreneurial Characteristics and Skills 332<br/>Characteristics of Entrepreneurs 333<br/>Entrepreneurial Skills 335<br/>Starting and Managing an Entrepreneurial Venture 338<br/>New Business Ideas 338<br/>Why Entrepreneurs Fail 339<br/>Business Plan 340<br/>Legal Forms 342<br/>Sources of Financial Resources 344<br/>Managing Growth 346<br/>Alternative Forms of Entrepreneurship 347<br/>Intrapreneurship 348<br/>Spin-Offs 349<br/>Franchises 350<br/>Innovation 350<br/>Applications: Management Is Everyone?s Business 355<br/>Concluding Thoughts 356<br/>Summary 357<br/>Discussion Questions 358<br/>Management Minicase 8.1: Should an Entrepreneur?s Leadership Style Change as<br/>the Business Expands? 358<br/>Management Minicase 8.2: Rapid Growth Short-Circuits Wired Venture?s Public<br/>Offering Plans 360<br/>Individual/Collaborative Learning Case 8.1: Running a Sole Proprietorship 360<br/>Internet Exercise 8.1: Freedom! 361<br/>Manager?s Checkup 8.1: Are You a High Achiever? 362<br/>Part Three Manager?s Hot Seat: The Living Room: Conflict Management in Small<br/>Business 365<br/>Part Three Integrated Case: Turbulence in the Sky: The Airline Industry in Need <br/>of a<br/>Survival Strategy 367<br/>PART FOUR: ORGANIZATION MANAGEMENT 370<br/>Chapter 9<br/>Managing the Structure and Design of Organizations 372<br/>Nokia Changes Its Structure in Order to Get Closer to the Customer 373<br/>The Vertical Dimension of Organization Structure 374<br/>Unity of Command 374<br/>Authority, Responsibility, and Accountability 375<br/>Span of Control 378<br/>Centralization and Decentralization 379<br/>Formalization 380<br/>t a b l e o f c o n t e n t s<br/>xxxiii<br/>The Horizontal Dimension of Organization Structure 381<br/>Functional Structure 381<br/>Divisional Approach 382<br/>Matrix Approach 386<br/>Coordination Mechanisms 388<br/>Meetings 388<br/>Organizationwide Reward Systems 388<br/>Task Forces and Teams 389<br/>Liaison Roles 390<br/>Integrating Managers 390<br/>Organizational Culture 391<br/>Organization Design 393<br/>Mechanistic Organizations 395<br/>Organic Organizations 395<br/>Boundaryless Organizations 396<br/>Redesigning Organizations 398<br/>Applications: Management Is Everyone?s Business 402<br/>Concluding Thoughts 403<br/>Summary 404<br/>Discussion Questions 405<br/>Management Minicase 9.1: Should a Company Cooperate with Its Competitor? 406<br/>Management Minicase 9.2: Restructuring the 3M Company for Growth and<br/>Profitability 407<br/>Individual/Collaborative Learning Case 9.1: Changing Company Culture at<br/>Gateway 408<br/>Internet Exercise 9.1: Making People Happy on the Web 410<br/>Manager?s Checkup: Do You Follow the Chain of Command? 410<br/>Chapter 10<br/>Human Resource Management 412<br/>Brewing Success at Starbucks with HR 413<br/>The Importance of Human Resource Management 414<br/>Environment of Human Resources 415<br/>Workforce Diversity 415<br/>Globalization 416<br/>Legislation 416<br/>Unions 420<br/>The Human Resource Management Process 423<br/>Human Resource Planning 424<br/>Staffing Process 427<br/>Orientation 432<br/>Employee Training 434<br/>Career Development 441<br/>Performance Appraisal 442<br/>Compensation 444<br/>t a b l e o f c o n t e n t s xxxiv<br/>Applications: Management Is Everyone?s Business 449<br/>Concluding Thoughts 450<br/>Summary 451<br/>Discussion Questions 451<br/>Management Minicase 10.1: Should a Company Pay More to Bilingual<br/>Employees? 452<br/>Management Minicase 10.2: A Case of Sexual Harassment? 453<br/>Individual/Collaborative Learning Case 10.1: Online Degree Programs Surge,<br/>but Do They Pass Hiring Tests? 454<br/>Internet Exercise 10.1: Help on the Web 455<br/>Chapter 11<br/>Managing Employee Diversity 456<br/>Employee Diversity Equals Corporate Success 457<br/>The Meaning of Diversity 458<br/>Advantages of Employee Diversity 459<br/>The Challenges of Diversity 464<br/>Diversity Today 467<br/>African Americans 469<br/>Asian Americans 470<br/>Disabled Americans 471<br/>Foreign-Born Americans 471<br/>Hispanic Americans 472<br/>Homosexuals 475<br/>Older Workers 475<br/>Religious Diversity 476<br/>Women 477<br/>Building on Diversity 479<br/>Top Management Commitment 479<br/>Linking Diversity Initiatives to Business Strategies and Objectives 479<br/>Management Responsibility and Accountability 483<br/>Diversity Audits 483<br/>Developmental Activities 483<br/>Encouraging Diversity Networks 484<br/>Accommodating Family Needs 485<br/>Applications: Management Is Everyone?s Business 487<br/>Concluding Thoughts 487<br/>Summary 489<br/>Discussion Questions 489<br/>Management Minicase 11.1: A Big-Brand Job and More Money Are Not<br/>Enough 490<br/>Management Minicase 11.2: Stereotypes Have a Long History 491<br/>Individual/Collaborative Learning Case 11.1: No Way to Treat a Lady? 492<br/>Internet Exercise 11.1: Managing Employee Diversity 494<br/>t a b l e o f c o n t e n t s<br/>xxxv<br/>Part Four Manager?s Hot Seat: Earth First Pharmaceuticals: Self-Management and<br/>Diversity/Discrimination 495<br/>Part Four Integrated Case: Unilever and Gender Diversity 497<br/>PART FIVE: LEADERSHIP IN MANAGEMENT 500<br/>Chapter 12<br/>Motivation 502<br/>Getting the Job Done: Oil Drilling in the Ocean 503<br/>Motivation: An Overview 504<br/>Content View of Motivation 506<br/>Process View of Motivation 510<br/>Motivation by Design 525<br/>Job Enlargement 525<br/>Job Rotation 525<br/>Job Enrichment 525<br/>Job Characteristics Model 526<br/>Applications: Management Is Everyone?s Business 529<br/>Concluding Thoughts 530<br/>Summary 532<br/>Discussion Questions 532<br/>Management Minicase 12.1: Does Money Motivate? 533<br/>Management Minicase 12.2: The Give and Take of Motivation: Give Them What<br/>They Need and Take Away the Obstacles 534<br/>Individual/Collaborative Learning Case 12.1: Motivating Low-Wage Workers 355<br/>Internet Exercise 12.1: The Disappearing Carrot Revisited 537<br/>Chapter 13<br/>Leadership 538<br/>Leadership: Many Paths to Success . . . and Failure 539<br/>What Makes an Effective Leader? 541<br/>Management versus Leadership 542<br/>Leadership Theories 546<br/>Person-Based Theories 547<br/>Situational Theories 550<br/>Dispersed Theories 556<br/>Exchange Theories 559<br/>Leadership and Emotional Intelligence 562<br/>Applications: Management Is Everyone?s Business 564<br/>Concluding Thoughts 565<br/>Summary 566<br/>Discussion Questions 566<br/>t a b l e o f c o n t e n t s xxxvi<br/>Management Minicase 13.1: Put It on the Card: What?s Your Leadership<br/>Message? 567<br/>Management Minicase 13.2: Where Having Fun Really Pays 568<br/>Individual/Collaborative Learning Case 13.1: Leaders: Made, Not Born 569<br/>Internet Exercise 13.1: Leading the Pack 570<br/>Manager?s Checkup 13.1: Power and Influence 571<br/>Manager?s Checkup 13.2: What?s Your EQ at Work? 573<br/>Chapter 14<br/>Managing Teams 574<br/>Teamwork at Toyota and Boeing 575<br/>The Benefits of Teams 576<br/>Costs and Productivity 578<br/>Quality Improvements 578<br/>Speed 579<br/>Innovation 579<br/>Types of Teams 580<br/>Self-Managed Teams 580<br/>Project Teams 583<br/>Parallel Teams 583<br/>Virtual Teams 585<br/>Managing Team Performance 586<br/>Stages of Team Development 586<br/>Roles of Team Members 587<br/>The Role of the Team Leader 588<br/>Behavioral Dimensions of Effective Teams 590<br/>Team Performance Problems 594<br/>Free Riders 594<br/>The Nonconforming High Performer 596<br/>Lack of Rewards for Teamwork 598<br/>Team Management Skills 599<br/>Conflict Management Skills 599<br/>Negotiation Skills 604<br/>Applications: Management Is Everyone?s Business 607<br/>Concluding Thoughts 608<br/>Summary 609<br/>Discussion Questions 609<br/>Management Minicase 14.1: Are Teams Worth It? 610<br/>Management Minicase 14.2: Whole Foods: Using Teamwork as a Recipe for<br/>Success 611<br/>Individual/Collaborative Learning Case 14.1: Managing Rewards for Teams 613<br/>Internet Exercise 14.1: General Motors? Saturn Division Thrives on Teamwork 614<br/>Manager?s Checkup 14.1: What Is Your Primary Conflict-Handling Style? 614<br/>t a b l e o f c o n t e n t s<br/>xxxvii<br/>Chapter 15<br/>Managing Communication 616<br/>Communication Challenges at High-Flying Boeing 617<br/>The Process of Communication 618<br/>AModel of Communication 620<br/>Barriers to Effective Communication 622<br/>Patterns of Organizational Communications 624<br/>Downward Communication 624<br/>Upward Communication 624<br/>Horizontal Communication 625<br/>Managing Organizational Communications 626<br/>Face-to-Face Communication 627<br/>Written Communication 628<br/>Electronic Communication 630<br/>Informal Communication 632<br/>Communication Skills 634<br/>Assertive Communication Skills 634<br/>Presentation Skills 636<br/>Nonverbal Communication Skills 638<br/>Listening Skills 641<br/>Applications: Management Is Everyone?s Business 643<br/>Concluding Thoughts 644<br/>Summary 646<br/>Discussion Questions 646<br/>Management Minicase 15.1: Should Employees Be Required to Communicate Only<br/>in English? 647<br/>Management Minicase 15.2: Actions Speak Louder than Words All around the<br/>World 648<br/>Individual/Collaborative Learning Case 15.1: Selecting the Most Effective Form <br/>of<br/>Communication 649<br/>Internet Exercise 15.1: Whole Foods, Whole Philosophy 651<br/>Manager?s Checkup 15.1: Listening Self-Inventory 652<br/>Part Five Manager?s Hot Seat: Wolinsky & Williams: Teamwork 654<br/>Part Five Integrated Case: Leadership Challenges for Bill Ford 656<br/>PART SIX: OPERATIONS AND INFORMATION SYSTEMS<br/>MANAGEMENT 660<br/>Chapter 16<br/>Management Control 662<br/>All You Have Is Your Reputation: Control It or Lose It 663<br/>What Is Management Control? 666<br/>Informal and Outcome-Focused Control 667<br/>t a b l e o f c o n t e n t s xxxviii<br/>Formal and Process-Focused Control 668<br/>Bureaucratic Control 668<br/>The Balanced Scorecard 679<br/>Formal and Outcome-Focused Control 682<br/>Market Control 682<br/>Financial Controls 683<br/>Informal and Process-Focused Control 686<br/>Clan Control 687<br/>What Is Management Control (Revisited)? 687<br/>People versus Systems 687<br/>Applications: Management Is Everyone?s Business 689<br/>Concluding Thoughts 690<br/>Summary 691<br/>Discussion Questions 691<br/>Management Minicase 16.1: Standards for Quality Control: Don?t Forget the<br/>Customer! 692<br/>Management Minicase 16.2: Outcomes or Process? 693<br/>Individual/Collaborative Learning Case 16.1: Profit vs. Equity: Beyond Short-<br/>Term<br/>Financial Performance 694<br/>Internet Exercise 16.1: Balanced Scorecard: State of the Art 695<br/>Chapter 17<br/>Operations Management 696<br/>Kaizening in Iowa 697<br/>What Is Operations Management? 699<br/>Three Stages of Operations 699<br/>Planning 700<br/>Strategic Planning 700<br/>Acquiring Inputs 702<br/>Materials Requirements Planning 703<br/>Inventory 704<br/>The Conversion Process 704<br/>Designing the Process 705<br/>Monitoring the Process 709<br/>Disposition of the Product 710<br/>Managing Quality 711<br/>The Quality Management Approach 713<br/>Kaizen (Continuous Improvement) and Efficiency 716<br/>Just-in-Time Systems 718<br/>Other Quality Management Systems 721<br/>Applications: Management Is Everyone?s Business 722<br/>Concluding Thoughts 723<br/>Summary 724<br/>Discussion Questions 724<br/>t a b l e o f c o n t e n t s<br/>xxxix<br/>Management Minicase 17.1: Quality Improvement for the Small Shop 725<br/>Management Minicase 17.2: Visualize It! 725<br/>Individual/Collaborative Learning Case 17.1: It?s All about Variance 726<br/>Internet Exercise 17.1: Andersen Windows 727<br/>Chapter 18<br/>Managing Information Systems 728<br/>IBM Gets Connected 729<br/>Managing Information 730<br/>Data and Information 732<br/>Databases and Data Warehousing 733<br/>Data Mining 734<br/>Information Technology 734<br/>Equipment 736<br/>Computer Networks 738<br/>Software 740<br/>Information Ethics and Security 744<br/>Computer Ethics 744<br/>Security 745<br/>Information Systems 747<br/>Operations Information Systems 747<br/>Other Types of Information Systems 748<br/>Management Information Systems 749<br/>Types of Management Information Systems 749<br/>Effect of Management Information Systems on the Firm 750<br/>Implementing Management Information Systems 752<br/>Applications: Management Is Everyone?s Business 753<br/>Concluding Thoughts 755<br/>Summary 756<br/>Discussion Questions 757<br/>Management Minicase 18.1: Who Wants to Pretend to Be a Millionaire? 757<br/>Management Minicase 18.2: Data Drives Dell 759<br/>Individual/Collaborative Learning Case 18.1: Hunting for Hackers to Help with<br/>Hacking 760<br/>Internet Exercise 18.1: Computer Privacy 761<br/>Manager?s Checkup 18.1: How Effectively Do You Use Technology? 762<br/>Part Six Manager?s Hot Seat: TechBox: Conflict Management: Hierarchies and<br/>Personalities 763<br/>Part Six Integrated Case: Lack of Controls at HealthSouth 765<br/>Glossary 769<br/>Endnotes 784<br/>References 792<br/>Photo Credits 812<br/>Index 814<br/> |
| 526 ## - STUDY PROGRAM INFORMATION NOTE |
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600-699 |
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650 |
| 650 #0 - SUBJECT ADDED ENTRY--TOPICAL TERM |
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Management. |
| 700 1# - ADDED ENTRY--PERSONAL NAME |
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Balkin, David B., |
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1948- |
| 700 1# - ADDED ENTRY--PERSONAL NAME |
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| Personal name |
Cardy, Robert L., |
| Dates associated with a name |
1955- |
| 856 41 - ELECTRONIC LOCATION AND ACCESS |
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| Materials specified |
Table of contents only |
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http://www.loc.gov/catdir/toc/ecip0619/2006027131.html |
| 856 42 - ELECTRONIC LOCATION AND ACCESS |
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| Materials specified |
Publisher description |
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