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27427cam a2200313 a 4500 |
| 001 - CONTROL NUMBER |
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15426146 |
| 005 - DATE AND TIME OF LATEST TRANSACTION |
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20210205082030.0 |
| 008 - FIXED-LENGTH DATA ELEMENTS--GENERAL INFORMATION |
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080825s2009 mauab 001 0 eng |
| 010 ## - LIBRARY OF CONGRESS CONTROL NUMBER |
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| LC control number |
2008037273 |
| 020 ## - INTERNATIONAL STANDARD BOOK NUMBER |
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| International Standard Book Number |
9780073530437 (alk. paper) |
| 020 ## - INTERNATIONAL STANDARD BOOK NUMBER |
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| International Standard Book Number |
0073530433 (alk. paper) |
| 050 00 - LIBRARY OF CONGRESS CALL NUMBER |
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| Classification number |
HD31 |
| Item number |
.J597 2009 |
| 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 |
Jones, Gareth R. |
| 245 10 - TITLE STATEMENT |
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| Title |
Contemporary management / |
| Statement of responsibility, etc |
Gareth R. Jones, Jennifer M. George. |
| 250 ## - EDITION STATEMENT |
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| Edition statement |
Sixth Edition |
| 264 #1 - PUBLICATION, DISTRIBUTION, ETC. (IMPRINT) |
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| Place of publication, distribution, etc |
Boston : |
| Name of publisher, distributor, etc |
McGrawHill, |
| Date of publication, distribution, etc |
[2009] |
| 300 ## - PHYSICAL DESCRIPTION |
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| Extent |
xl, 730 p. : |
| Other physical details |
ill. (some col.), maps ; |
| Dimensions |
29 cm. |
| 500 ## - GENERAL NOTE |
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| General note |
Includes index. |
| 505 ## - CONTENTS |
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| Formatted contents note |
Part One Management<br/>Chapter One Managers and Managing<br/>A Manager?s Challenge<br/>How Anne Mulcahy Created a New Xerox <br/>Topics<br/>Overview<br/>What Is Management?<br/>Achieving High Performance: A Manager?s Goal<br/>Why Study Management?<br/>Essential Managerial Tasks<br/>Planning<br/>Organizing<br/>Leading<br/>Controlling<br/>Performing Managerial Tasks: Mintzberg?s Typology<br/>Levels and Skills of Managers<br/>Levels of Management<br/>Managerial Skills<br/>Recent Changes in Management Practices<br/>Restructuring and Outsourcing<br/>Empowerment and Self-Managed Teams<br/>Challenges for Management in a Global Environment<br/>Building Competitive Advantage<br/>Maintaining Ethical and Socially Responsible Standards<br/>Managing a Diverse Workforce<br/>Utilizing IT and E-Commerce<br/>Practicing Global Crisis Management<br/>Examples<br/>Manager as a Person<br/>Joe Coulombe Makes Trader Joe?s a Small Business Success Story<br/>Information Technology Byte<br/>IBM Creates Global Self-Managed Teams<br/>Management Insight<br/>Sharper Image Is No Longer in Focus<br/>Ethics in Action<br/>How Not to Run a Meatpacking Plant<br/>Management in Action<br/>Summary and Review<br/>Management in Action<br/>Topics for Discussion and Action<br/>Building Management Skills<br/>Managing Ethically<br/>Small Group Breakout Exercise<br/>Exploring the World Wide Web<br/>Be the Manager<br/>BusinessWeek Case in the News: Howard Schultz?s Starbucks Challenge<br/>BusinessWeek Case in the News: Making Her Mark at Merck: Margaret McGlynn Is on <br/>a Fast Track<br/>Chapter Two The Evolution of Management Thought<br/>A Manager?s Challenge<br/>Finding Better Ways to Make Cars<br/>Topics<br/>Overview<br/>Scientific Management Theory<br/>Job Specialization and the Division of Labor<br/>F. W. Taylor and Scientific Management<br/>The Gilbreths<br/>Administrative Management Theory<br/>The Theory of Bureaucracy<br/>Fayol?s Principles of Management<br/>Behavioral Management Theory<br/>The Work of Mary Parker Follett<br/>The Hawthorne Studies and Human Relations<br/>Theory X and Theory Y<br/>Management Science Theory<br/>Organizational Environment Theory<br/>The Open-Systems View<br/>Contingency Theory<br/>Examples<br/>Ethics in Action<br/>Fordism in Practice<br/>Manager as a Person<br/>Andrew Carnegie Creates the New Industrial Company<br/>Management Insight<br/>Peters and Waterman?s Excellent Companies<br/>Managing Globally<br/>Teams, Teams, and More Teams at Nokia<br/>Management in Action<br/>Summary and Review<br/>Management in Action<br/>Topics for Discussion and Action<br/>Building Management Skills<br/>Managing Ethically<br/>Small Group Breakout Exercise<br/>Exploring the World Wide Web<br/>Be the Manager<br/>BusinessWeek Case in the News: Netflix: Flex to the Max<br/>BusinessWeek Case in the News: Oticon?s No-Cubicle Culture<br/>Chapter Three Values, Attitudes, Emotions, and Culture: The <br/>Manager as a Person<br/>A Manager?s Challenge<br/>Ryla Teleservices Stands Out Among Telemarketers<br/>Topics<br/>Overview<br/>Enduring Characteristics: Personality Traits<br/>The Big Five Personality Traits<br/>Other Personality Traits That Affect Managerial Behavior<br/>Values, Attitudes, and Moods and Emotions<br/>Values: Terminal and Instrumental <br/>Attitudes <br/>Moods and Emotions<br/>Emotional Intelligence<br/>Organizational Culture<br/>Managers and Organizational Culture<br/>The Role of Values and Norms in Organizational Culture<br/>Culture and Managerial Action<br/>Examples<br/>Manager as a Person<br/>Who Would Have Thought Dirty Jobs Would Be a Hit?<br/>Ethics in Action<br/>Telling the Truth at Gentle Giant Moving<br/>Focus on Diversity<br/>Changing Attitudes<br/>Manager as a Person<br/>PAETEC?s Caring Culture<br/>Management in Action<br/>Summary and Review<br/>Management in Action<br/>Topics for Discussion and Action<br/>Building Management Skills<br/>Managing Ethically<br/>Small Group Breakout Exercise<br/>Exploring the World Wide Web<br/>Be the Manager<br/>BusinessWeek Case in the News: The Blogging Czar of Moscow<br/>BusinessWeek Case in the News: Young and Impatient in India<br/>Part Two The Environment of Management<br/>Chapter Four Ethics and Social Responsibility<br/>A Manager?s Challenge<br/>The Ethics of the Global Flower-Growing Business<br/>Topics<br/>Overview<br/>The Nature of Ethics<br/>Ethical Dilemmas<br/>Ethics and the Law<br/>Changes in Ethics over Time<br/>Stakeholders and Ethics<br/>Stockholders<br/>Managers<br/>Employees<br/>Suppliers and Distributors<br/>Customers<br/>Community, Society, and Nation<br/>Rules for Ethical Decision Making<br/>Why Should Managers Behave Ethically?<br/>Ethics and Social Responsibility<br/>Societal Ethics<br/>Occupational Ethics<br/>Individual Ethics<br/>Organizational Ethics<br/>Approaches to Social Responsibility<br/>Four Different Approaches<br/>Why Be Socially Responsible?<br/>The Role of Organizational Culture<br/>Examples<br/>Ethics in Action<br/>The Ethics of Some Nonprofits Are Not So Good<br/>Ethics in Action<br/>Whole Foods Market Practices What It Preaches<br/>Ethics in Action<br/>Digital Piracy, Ethics, and Napster<br/>Ethics in Action<br/>Is It Right to Use Child Labor?<br/>Ethics in Action<br/>Jonathan Reckford Rebuilds Goodwill at Habitat for Humanity<br/>Ethics in Action<br/>Apple Juice or Sugar Water?<br/>Ethics in Action<br/>Johnson & Johnson?s Ethical Culture<br/>Management in Action<br/>Summary and Review<br/>Management in Action<br/>Topics for Discussion and Action<br/>Building Management Skills<br/>Managing Ethically<br/>Small Group Breakout Exercise<br/>Exploring the World Wide Web<br/>Be the Manager<br/>BusinessWeek Case in the News: Cleaning Up Boeing<br/>BusinessWeek Case in the News: Fixing Apple?s ?Sweatshop? Woes<br/>Chapter Five Managing Diverse Employees in a Multicultural <br/>Environment<br/>A Manager?s Challenge<br/>Reaping the Benefits of Diversity<br/>Topics<br/>Overview<br/>The Increasing Diversity of the Workforce and the Environment<br/>Age<br/>Gender<br/>Race and Ethnicity<br/>Religion<br/>Capabilities/Disabilities<br/>Socioeconomic Background<br/>Sexual Orientation<br/>Other Kinds of Diversity<br/>Managers and the Effective Management of Diversity<br/>Critical Managerial Roles<br/>The Ethical Imperative to Manage Diversity Effectively<br/>Effectively Managing Diversity Makes Good Business Sense<br/>Perception<br/>Factors That Influence Managerial Perception<br/>Perception as a Determinant of Unfair Treatment<br/>Overt Discrimination<br/>How to Manage Diversity Effectively<br/>Steps in Managing Diversity Effectively<br/>Sexual Harassment<br/>Forms of Sexual Harassment<br/>Steps Managers Can Take to Eradicate Sexual Harassment<br/>Examples<br/>Focus on Diversity<br/>Preventing Discrimination Based on Sexual Orientation<br/>Ethics in Action<br/>Disabled Employees Make Valuable Contributions<br/>Managing Globally<br/>Women Struggle to Advance in Their Careers in Japan<br/>Management Insight<br/>Top Execs Improve Their Understanding of the Front Line<br/>Management in Action<br/>Summary and Review<br/>Management in Action<br/>Topics for Discussion and Action<br/>Building Management Skills<br/>Managing Ethically<br/>Small Group Breakout Exercise<br/>Exploring the World Wide Web<br/>Be the Manager<br/>BusinessWeek Case in the News: What Works in Women?s Networks<br/>BusinessWeek Case in the News: The Best Places to Launch a Career<br/>Chapter Six Managing in the Global Environment<br/>A Manager?s Challenge<br/>Nestl??s Global Food Empire<br/>Topics<br/>Overview<br/>What Is the Global Environment?<br/>The Task Environment<br/>Suppliers<br/>Distributors<br/>Customers<br/>Competitors<br/>The General Environment<br/>Economic Forces<br/>Technological Forces<br/>Sociocultural Forces<br/>Demographic Forces<br/>Political and Legal Forces<br/>The Changing Global Environment<br/>The Process of Globalization<br/>Declining Barriers to Trade and Investment<br/>Declining Barriers of Distance and Culture<br/>Effects of Free Trade on Managers<br/>The Role of National Culture<br/>Cultural Values and Norms<br/>Hofstede?s Model of National Culture<br/>National Culture and Global Management<br/>Examples<br/>Managing Globally<br/>Global Supply Chain Management<br/>Ethics in Action<br/>Why Is Beer and Wine So Expensive: Powerful Distributors<br/>Managing Globally<br/>American Rice Invades Japan<br/>Managing Globally<br/>Customizing Food to the Tastes of Different Cultures<br/>Managing Globally<br/>IKEA Is on Top of the Furniture World<br/>Managing Globally<br/>A Gaijin Works to Turn Around Sony<br/>Managing Globally<br/>Nokia Makes a Big Bet on Romania<br/>Management in Action<br/>Summary and Review<br/>Management in Action<br/>Topics for Discussion and Action<br/>Building Management Skills<br/>Managing Ethically<br/>Small Group Breakout Exercise<br/>Exploring the World Wide Web<br/>Be the Manager<br/>BusinessWeek Case in the News: A Guide to Multinationals<br/>BusinessWeek Case in the News: Remade in the USA?Sony Global<br/>BusinessWeek Case in the News: Nokia Connects<br/>Part Three Decision Making, Planning, and Strategy<br/>Chapter Seven Decision Making, Learning, Creativity, and <br/>Entrepreneurship<br/>A Manager?s Challenge<br/>Making Good Decisions at PUMA<br/>Topics<br/>Overview<br/>The Nature of Managerial Decision Making<br/>Programmed and Nonprogrammed Decision Making <br/>The Classical Model<br/>The Administrative Model<br/>Steps in the Decision-Making Process<br/>Recognize the Need for a Decision<br/>Generate Alternatives<br/>Evaluate Alternatives<br/>Choose Among Alternatives<br/>Implement the Chosen Alternative<br/>Learn from Feedback<br/>Cognitive Biases and Decision Making <br/>Prior-Hypothesis Bias<br/>Representativeness Bias<br/>Illusion of Control<br/>Escalating Commitment<br/>Be Aware of Your Biases<br/>Group Decision Making<br/>The Perils of Groupthink<br/>Devil?s Advocacy and Dialectical Inquiry<br/>Diversity Among Decision Makers<br/>Organizational Learning and Creativity<br/>Creating a Learning Organization<br/>Promoting Individual Creativity<br/>Promoting Group Creativity<br/>Entrepreneurship and Creativity<br/>Entrepreneurs and New Ventures <br/>Intrapreneurship and Organizational Learning<br/>Examples<br/>Focus on Diversity<br/>Programmed Decision Making at UPS<br/>Manager as a Person<br/>Curbing Overconfidence<br/>Information Technology Byte<br/>Revising Plans at Associated Business Systems<br/>Management Insight<br/>Decision Making and Learning from Feedback at GarageTek<br/>Ethics in Action<br/>Finding Funding to Do Good<br/>Management in Action<br/>Summary and Review<br/>Management in Action<br/>Topics for Discussion and Action <br/>Building Management Skills <br/>Managing Ethically <br/>Small Group Breakout Exercise <br/>Exploring the World Wide Web <br/>Be the Manager <br/>BusinessWeek Case in the News: The Icelander Who Wants Saks <br/>BusinessWeek Case in the News: Bridging the Generation Gap<br/>Chapter Eight The Manager as a Planner and Strategist<br/>A Manager?s Challenge<br/>Why Does Best Buy Outperform Circuit City?<br/>Topics<br/>Overview<br/>Planning and Strategy<br/>The Nature of the Planning Process<br/>Why Planning Is Important<br/>Levels of Planning <br/>Levels and Types of Planning <br/>Time Horizons of Plans <br/>Standing Plans and Single-Use Plans <br/>Scenario Planning<br/>Determining the Organization?s Mission and Goals <br/>Defining the Business<br/>Establishing Major Goals <br/>Formulating Strategy<br/>SWOT Analysis <br/>The Five Forces Model <br/>Formulating Business-Level Strategies <br/>Low-Cost Strategy <br/>Differentiation Strategy<br/>?Stuck in the Middle?<br/>Focused Low-Cost and Focused Differentiation Strategies<br/>Formulating Corporate-Level Strategies <br/>Concentration on a Single Industry <br/>Vertical Integration<br/>Diversification <br/>International Expansion <br/>Planning and Implementing Strategy<br/>Examples<br/>Management Insight<br/>Ups and Downs at Mattel <br/>Manager as a Person<br/>Douglas Conant Keeps Stirring Up Campbell Soup <br/>Management Insight<br/>Different Ways to Compete in the Soft-Drink Business <br/>Management Insight<br/>How to Make Related Diversification Work <br/>Managing Globally<br/>How DHL Entered the U.S. Package Delivery Business <br/>Management in Action<br/>Summary and Review<br/>Management in Action<br/>Topics for Discussion and Action <br/>Building Management Skills<br/>Managing Ethically <br/>Small Group Breakout Exercise <br/>Exploring the World Wide Web <br/>Be the Manager<br/>BusinessWeek Case in the News: That Computer Is So You <br/>BusinessWeek Case in the News: Is the Bloom Off at FTD? <br/>BusinessWeek Case in the News: Swords to Plowshares and Back Again at Rockwell <br/>Collins<br/>Appendix How to Develop a Business Plan <br/>Developing a Business Plan <br/>Writing a Detailed Business Plan <br/>Developing YourOwn Business Plan <br/>Chapter Nine Value-Chain Management: Functional Strategies <br/>for Competitive Advantage<br/>A Manager?s Challenge<br/>Toyota?s Approach to Building Competitive Advantage <br/>Topics<br/>Overview<br/>Functional Strategies, the Value Chain, and Competitive Advantage<br/>Functional Strategies and Value-Chain Management <br/>Improving Responsiveness to Customers <br/>What Do Customers Want?<br/>Managing the Value Chain to Increase Responsiveness to Customers <br/>Customer Relationship Management<br/>Improving Quality <br/>Total Quality Management <br/>Improving Efficiency<br/>Facilities Layout, Flexible Manufacturing, and Efficiency <br/>Just-in-Time Inventory and Efficiency <br/>Self-Managed Work Teams and Efficiency<br/>Process Reengineering and Efficiency<br/>Information Systems, the Internet, and Efficiency <br/>Improving Innovation <br/>Two Kinds of Innovation <br/>Strategies to Promote Innovation and Speed Product Development <br/>Managing the Value Chain: Some Remaining Issues <br/>Boundary-Spanning Roles <br/>Value-Chain Management Over Time<br/>Ethical Implications<br/>Examples<br/>Information Technology Byte<br/>How CRM Helped Empire HealthChoice <br/>Management Insight<br/>Starwood Uses Six Sigma to Improve Hotel Performance <br/>Manager as a Person<br/>Paddy Hopkirk Improves Facilities Layout <br/>Management Insight<br/>United Electric?s Kanban System <br/>Management Insight<br/>Google Encourages Innovation and Product Development<br/>Management Insight<br/>Toyota Is Not Perfect, But It Continually Strives to Be <br/>Ethics in Action<br/>The Human Cost of Improving Productivity <br/>Management in Action<br/>Summary and Review<br/>Management in Action<br/>Topics for Discussion and Action <br/>Building Management Skills <br/>Managing Ethically<br/>Small Group Breakout Exercise <br/>Exploring the World Wide Web <br/>Be the Manager <br/>BusinessWeek Case in the News: Philips? Norelco<br/>BusinessWeek Case in the News: No One Does Lean Like the Japanese<br/>Part Four Organizing and Controlling<br/>Chapter Ten Managing Organizational Structure and Culture<br/>A Manager?s Challenge<br/>Liz Claiborne Reorganizes Its Structure<br/>Topics<br/>Overview<br/>Designing Organizational Structure<br/>The Organizational Environment <br/>Strategy<br/>Technology<br/>Human Resources <br/>Grouping Tasks into Jobs: Job Design<br/>Job Enlargement and Job Enrichment <br/>The Job Characteristics Model <br/>Grouping Jobs into Functions and Divisions <br/>Functional Structure<br/>Divisional Structures: Product, Market, and Geographic <br/>Matrix and Product Team Designs<br/>Hybrid Structure <br/>Coordinating Functions and Divisions<br/>Allocating Authority <br/>Integrating and Coordinating Mechanisms <br/>Organizational Culture <br/>Where Does Organizational Culture Come From? <br/>Strong, Adaptive Cultures versus Weak, Inert Cultures<br/>Examples<br/>Managing Globally<br/>Nokia?s Geographic Structure Helps It Conquer the World<br/>Managing Globally<br/>How to Use Empowered Self-Managed Teams <br/>Manager as a Person<br/>Avon Is Calling for a New Structure<br/>Manager as a Person<br/>Sam Walton and Wal-Mart?s Culture<br/>Management in Action<br/>Summary and Review <br/>Management in Action<br/>Topics for Discussion and Action <br/>Building Management Skills<br/>Managing Ethically <br/>Small Group Breakout Exercise <br/>Exploring the World Wide Web <br/>Be the Manager <br/>BusinessWeek Case in the News: Information Technology: Stopping the Sprawl at HP<br/>BusinessWeek Case in the News: The Art of Motivation <br/>Chapter Eleven Organizational Control and Change<br/>A Manager?s Challenge<br/>Topics<br/>Overview <br/>What Is Organizational Control?<br/>The Importance of Organizational Control <br/>Control Systems and IT <br/>The Control Process <br/>Output Control <br/>Financial Measures of Performance<br/>Organizational Goals<br/>Operating Budgets <br/>Problems with Output Control <br/>Behavior Control<br/>Direct Supervision<br/>Management by Objectives <br/>Bureaucratic Control<br/>Problems with Bureaucratic Control <br/>Clan Control<br/>Organizational Change <br/>Lewin?s Force-Field Theory of Change <br/>Evolutionary and Revolutionary Change<br/>Managing Change <br/>Examples<br/>Management Insight<br/>Making the Financial Figures Come Alive <br/>Managing Globally<br/>Wal-Mart Uses Output Control to Expand Internationally <br/>Management Insight<br/>Microsoft Has Problems Controlling and Evaluating Its Employees<br/>Manager as a Person<br/>Bob Iger?s Big Changes at Walt Disney <br/>Management Insight<br/>James Casey Creates a Culture for UPS <br/>Manager as a Person<br/>Pfizer?s Big Push to Create Blockbuster Drugs<br/>Management in Action<br/>Summary and Review<br/>Management in Action<br/>Topics for Discussion and Action <br/>Building Management Skills<br/>Managing Ethically<br/>Small Group Breakout Exercise <br/>Exploring the World Wide Web <br/>Be the Manager<br/>BusinessWeek Case in the News: Cracking the Whip at Wyeth<br/>BusinessWeek Case in the News: How Failure Breeds Success<br/>Chapter Twelve Human Resource Management<br/>A Manager?s Challenge<br/>Treating Employees Well Leads to Satisfied Customers<br/>Topics<br/>Overview<br/>Strategic Human Resource Management <br/>Overview of the Components of HRM<br/>The Legal Environment of HRM <br/>Recruitment and Selection<br/>Human Resource Planning <br/>Job Analysis <br/>External and Internal Recruitment<br/>The Selection Process <br/>Training and Development <br/>Types of Training<br/>Types of Development <br/>Transfer of Training and Development <br/>Performance Appraisal and Feedback<br/>Types of Performance Appraisal<br/>Who Appraises Performance? <br/>Effective Performance Feedback<br/>Pay and Benefits <br/>Pay Level <br/>Pay Structure<br/>Benefits <br/>Labor Relations <br/>Unions <br/>Collective Bargaining<br/>Examples<br/>Managing Globally<br/>Managing Human Resources at Semco <br/>Information Technology Byte<br/>Fog Creek Software?s Approach to Recruiting <br/>Focus on Diversity<br/>Family-Friendly Benefits at Guerra DeBerry Coody <br/>Management in Action<br/>Summary and Review <br/>Management in Action<br/>Topics for Discussion and Action <br/>Building Management Skills<br/>Managing Ethically <br/>Small Group Breakout Exercise <br/>Exploring the World Wide Web <br/>Be the Manager <br/>BusinessWeek Case in the News: How to Make a Microserf Smile<br/>BusinessWeek Case in the News: Guess Who?s Hiring in America<br/>Part Five Leading Individuals and Groups<br/>Chapter Thirteen Motivation and Performance<br/>A Manager?s Challenge<br/>Motivating Employees at Enterprise Rent-A-Car<br/>Topics<br/>Overview <br/>The Nature of Motivation <br/>Expectancy Theory <br/>Expectancy <br/>Instrumentality<br/>Valence <br/>Bringing It All Together <br/>Need Theories<br/>Maslow?s Hierarchy of Needs <br/>Alderfer?s ERG Theory<br/>Herzberg?s Motivator-Hygiene Theory <br/>McClelland?s Needs for Achievement, Affiliation, and Power<br/>Other Needs<br/>Equity Theory <br/>Equity <br/>Inequity <br/>Ways to Restore Equity <br/>Goal-Setting Theory <br/>Learning Theories <br/>Operant Conditioning Theory <br/>Social Learning Theory <br/>Pay and Motivation<br/>Basing Merit Pay on Individual, Group, or Organizational Performance <br/>Salary Increase or Bonus? <br/>Examples of Merit Pay Plans <br/>Examples<br/>Ethics in Action<br/>McDonough Protects the Planet <br/>Managment Insight<br/>Managing and Retaining Employees at the Container Store <br/>Information Technology Byte<br/>Boosting Motivation and Retention at Protus IP Solutions<br/>Information Technology Byte<br/>High Motivation Rules at the SAS Institute<br/>Managing Globally<br/>Learning from Others at Ritz-Carlton<br/>Information Technology Byte<br/>Self-Management at Google<br/>Management in Action<br/>Summary and Review <br/>Management in Action<br/>Topics for Discussion and Action <br/>Building Management Skills <br/>Managing Ethically <br/>Small Group Breakout Exercise<br/>Exploring the World Wide Web <br/>Be the Manager<br/>BusinessWeek Case in the News: Why Settle for Just One Line of Work? <br/>BusinessWeek Case in the News: Nokia?s New Home in Romania <br/>Chapter Fourteen Leadership<br/>A Manager?s Challenge<br/>Judy McGrath Leads MTV Networks<br/>Topics<br/>Overview<br/>The Nature of Leadership<br/>Personal Leadership Style and Managerial Tasks<br/>Leadership Styles Across Cultures <br/>Power: The Key to Leadership<br/>Empowerment: An Ingredient in Modern Management<br/>Trait and Behavior Models of Leadership <br/>The Trait Model <br/>The Behavior Model <br/>Contingency Models of Leadership <br/>Fiedler?s Contingency Model<br/>House?s Path-Goal Theory <br/>The Leader Substitutes Model<br/>Bringing It All Together <br/>Transformational Leadership <br/>Being a Charismatic Leader<br/>Stimulating Subordinates Intellectually <br/>Engaging in Developmental Consideration <br/>The Distinction Between Transformational and Transactional Leadership <br/>Gender and Leadership <br/>Emotional Intelligence and Leadership <br/>Examples<br/>Ethics in Action<br/>Servant Leadership at Zingerman?s <br/>Manager as a Person<br/>Liane Pelletier Uses Her Expert Power in Alaska <br/>Ethics in Action<br/>Consideration at Costco <br/>Focus on Diversity<br/>Admitting a Mistake Helps Small-Business Leader <br/>Management in Action<br/>Summary and Review <br/>Management in Action<br/>Topics for Discussion and Action <br/>Building Management Skills <br/>Managing Ethically <br/>Small Group Breakout Exercise <br/>Exploring the World Wide Web<br/>Be the Manager <br/>BusinessWeek Case in the News: Big Blue Goes for the Big Win<br/>BusinessWeek Case in the News: When CEO?s Aren?t Leaders <br/>Chapter Fifteen Effective Groups and Teams<br/>A Manager?s Challenge<br/>Employees Form Teams at ICU Medical<br/>Topics<br/>Overview<br/>Groups, Teams, and Organizational Effectiveness<br/>Groups and Teams as Performance Enhancers<br/>Groups, Teams, and Responsiveness to Customers<br/>Teams and Innovation<br/>Groups and Teams as Motivators<br/>Types of Groups and Teams<br/>The Top-Management Team<br/>Research and Development Teams<br/>Command Groups<br/>Task Forces<br/>Self-Managed Work Teams<br/>Virtual Teams<br/>Friendship Groups<br/>Interest Groups<br/>Group Dynamics<br/>Group Size, Tasks, and Roles<br/>Group Leadership<br/>Group Development over Time<br/>Group Norms<br/>Group Cohesiveness<br/>Managing Groups and Teams for High Performance<br/>Motivating Group Members to Achieve Organizational Goals<br/>Reducing Social Loafing in Groups<br/>Helping Groups to Manage Conflict Effectively<br/>Examples<br/>Information Technology Byte<br/>Technology Helps Teams Achieve Synergies by Identifying Expertise<br/>Information Technology Byte<br/>Pizza Teams Innovate at Amazon<br/>Management Insight<br/>Self-Managed Teams at Louis Vuitton and Nucor Corporation<br/>Management Insight<br/>Teams Benefit from Deviance and Conformity at IDEO<br/>Management in Action<br/>Summary and Review<br/>Management in Action<br/>Topics for Discussion and Action<br/>Building Management Skills<br/>Managing Ethically<br/>Small Group Breakout Exercise<br/>Exploring the World Wide Web<br/>Be the Manager<br/>BusinessWeek Case in the News: Managing the New Workforce<br/>BusinessWeek Case in the News: International Isn?t Just IBM?s First Name<br/>Part Six Managing Critical Organizational Processes<br/>Chapter Sixteen Promoting Effective Communication<br/>A Manager?s Challenge<br/>Managers Need Feedback from Employees<br/>Topics<br/>Overview<br/>Communication and Management<br/>The Importance of Good Communication<br/>The Communication Process<br/>The Role of Perception in Communication<br/>The Dangers of Ineffective Communication<br/>Information Richness and Communication Media<br/>Face-to-Face Communication<br/>Spoken Communication Electronically Transmitted<br/>Personally Addressed Written Communication<br/>Impersonal Written Communication<br/>Communication Networks<br/>Communication Networks in Groups and Teams<br/>Organizational Communication Networks<br/>External Networks<br/>Information Technology and Communication<br/>The Internet<br/>Intranets<br/>Groupware and Collaboration Software<br/>Communication Skills for Managers<br/>Communication Skills for Managers as Senders<br/>Communication Skills for Managers as Receivers<br/>Understanding Linguistic Styles<br/>Examples<br/>Managing Globally<br/>Global Communication Enables Global Innovation<br/>Management Insight<br/>When Face-to-Face Communication Is Called For<br/>Ethics in Action<br/>Monitoring E-mail and Internet Usage<br/>Information Technology Byte<br/>Collaborating with Wikis<br/>Management in Action<br/>Summary and Review<br/>Management in Action<br/>Topics for Discussion and Action<br/>Building Management Skills<br/>Managing Ethically<br/>Small Group Breakout Exercise<br/>Exploring the World Wide Web<br/>Be the Manager<br/>BusinessWeek Case in the News: The Water Cooler Is Now on the Web<br/>BusinessWeek Case in the News: It?s All About the Face-to-Face<br/>Chapter Seventeen Managing Conflict, Politics, and Negotiation<br/>A Manager?s Challenge<br/>Ravi Kant Effectively Manages Conflict<br/>Topics<br/>Overview<br/>Organizational Conflict<br/>Types of Conflict<br/>Sources of Conflict<br/>Conflict Management Strategies<br/>Negotiation<br/>Distributive Negotiation and Integrative Bargaining<br/>Strategies to Encourage Integrative Bargaining<br/>Organizational Politics<br/>The Importance of Organizational Politics<br/>Political Strategies for Gaining and Maintaining Power<br/>Political Strategies for Exercising Power<br/>Examples<br/>Managing Globally<br/>Xplane Integrates Operations in Spain<br/>Focus on Diversity<br/>Indra Nooyi Builds Alliances<br/>Ethics in Action<br/>El Faro Benefits Multiple Stakeholders<br/>Management in Action<br/>Summary and Review<br/>Management in Action<br/>Topics for Discussion and Action<br/>Building Management Skills<br/>Managing Ethically<br/>Small Group Breakout Exercise<br/>Exploring the World Wide Web<br/>Be the Manager<br/>BusinessWeek Case in the News: My Way or the Highway at Hyundai<br/>BusinessWeek Case in the News: A Town Torn Apart by Nestl?<br/>Chapter Eighteen Using Advanced Information Technology to <br/>Increase Performance<br/>A Manager?s Challenge<br/>Now B&M Retailers Use IT to Attract Customers<br/>Topics<br/>Overview<br/>Information and the Manager?s Job<br/>Attributes of Useful Information<br/>What Is Information Technology?<br/>Information and Decisions<br/>Information and Control<br/>Information and Coordination<br/>The IT Revolution<br/>The Effects of Advancing IT<br/>IT and the Product Life Cycle<br/>Computer Networks<br/>Types of Management Information Systems<br/>The Organizational Hierarchy: The Traditional Information System<br/>Transaction-Processing Systems<br/>Operations Information Systems<br/>Decision Support Systems<br/>Artificial Intelligence and Expert Systems<br/>Enterprise Resource Planning Systems<br/>E-Commerce Systems<br/>The Impact and Limitations of Information Technology<br/>Strategic Alliances, B2B Network Structures, and IT<br/>Flatter Structures and Horizontal Information Flows<br/>Limitations of IT<br/>Examples<br/>Management Insight<br/>Herman Miller?s Office of the Future<br/>Management Insight<br/>IBM?s ?Business-on-Demand? IT<br/>Manager as a Person<br/>How Judy Lewent Became One of the Most Powerful Women in Corporate America<br/>Information Technology Byte<br/>SAP?s ERP System<br/>Information Technology Byte<br/>Information Flows at Tel Co. and Soft Co.<br/>Management Insight<br/>The Star Wars Studio Reorganizes<br/>Management in Action<br/>Summary and Review<br/>Management in Action<br/>Topics for Discussion and Action<br/>Building Management Skills<br/>Managing Ethically<br/>Small Group Breakout Exercise<br/>Exploring the World Wide Web<br/>Be the Manager<br/>BusinessWeek Case in the News: The Quickening at Nissan <br/>BusinessWeek Case in the News: FedEx: Taking Off Like ?a Rocket Ship?<br/>Glossary<br/>Credits<br/>Index |
| 526 ## - STUDY PROGRAM INFORMATION NOTE |
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600-699 |
| 650 #0 - SUBJECT ADDED ENTRY--TOPICAL TERM |
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| Topical term or geographic name as entry element |
Management. |
| 700 1# - ADDED ENTRY--PERSONAL NAME |
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| Personal name |
George, Jennifer M. |
| 856 41 - ELECTRONIC LOCATION AND ACCESS |
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| Materials specified |
Table of contents only |
| Uniform Resource Identifier |
http://www.loc.gov/catdir/toc/ecip0826/2008037273.html |
| 906 ## - LOCAL DATA ELEMENT F, LDF (RLIN) |
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7 |
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cbc |
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orignew |
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1 |
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ecip |
| f |
20 |
| g |
y-gencatlg |
| 942 ## - ADDED ENTRY ELEMENTS |
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| Source of classification or shelving scheme |
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| Item type |
BOOK |