ISE Essentials of Contemporary Management
Námskeið VIÐ258G Inngangur að stjórnun STJ2006120 Stjórnun - Höfundar: Gareth Jones, Jennifer George
5.490 kr.
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Námskeið
- VIÐ258G Inngangur að stjórnun
- STJ2006120 Stjórnun
Lýsing:
Essentials of Contemporary Management provides the most current, concise account of changes taking place in the world of management and management practices by emphasizing the challenges and opportunities facing today’s managers in organizations large and small making the text relevant and interesting to students. Jones/George infuses real managers who seize opportunities, overcome challenges, and effectively manage and lead their organizations allowing students to see real-life management in action.
Annað
- Höfundur: JONES
- Útgáfa:10
- Útgáfudagur: 2023-02-07
- Engar takmarkanir á útprentun
- Engar takmarkanir afritun
- Format:ePub
- ISBN 13: 9781266413896
- Print ISBN: 9781266272158
- ISBN 10: 1266413898
Efnisyfirlit
- Frontmatter
- Halftitle Page
- Title Page
- Copyright Page
- Brief Contents
- Authors
- Preface
- Major Content Changes
- Emphasis on Applied Management
- Flexible Organization
- Connect Page
- Instructors The Power of Connections
- Students Get Learning that Fits You
- Connect Resources®
- CONNECT®
- Proctorio
- REMOTE PROCTORING AND BROWSER-LOCKING CAPABILITIES
- READANYWHERE®
- OLC-ALIGNED COURSES
- CREATE
- Acknowledgments
- Contents
- Chapter 1: The Management Process Today
- Introduction
- Overview
- What Is Management?
- Achieving High Performance: A Manager’s Goal
- Why Study Management?
- Essential Managerial Tasks
- Planning
- Organizing
- Leading
- Controlling
- Performing Managerial Tasks: Mintzberg’s Typology
- Levels of Managers
- Levels of Management
- Types of Managerial Skills
- Managers versus Entrepreneurs
- Characteristics of Entrepreneurs
- Entrepreneurship and Management
- Challenges for Management in a Global Environment
- Building Competitive Advantage
- Maintaining Ethical and Socially Responsible Standards
- Managing a Diverse Workforce
- Utilizing New Technologies
- Summary and Review
- What is Management?
- Managerial Tasks
- Levels and Skills of Managers
- Managers, Entrepreneurs, and Intrapreneurs
- Challenges for Management in a Global Environment
- Management in Action
- Topics for Discussion and Action
- Building Management Skills
- Managing Ethically [LO 1-1, 1-3]
- Be the Manager [LO 1-2, 1-5]
- Endnotes
- Introduction
- Appendix History of Management Thought
- Introduction
- F. W. Taylor and Scientific Management
- The Gilbreths
- Weber’s Bureaucratic Theory
- Fayol’s Principles of Management
- The Work of Mary Parker Follett
- The Hawthorne Studies and Human Relations
- Theory X and Theory Y
- Endnotes
- Chapter 2: Values, Attitudes, Emotions, and Culture: The Manager as a Person
- Introduction
- Overview
- Enduring Characteristics: Personality Traits
- The Big Five Personality Traits
- Other Personality Traits That Affect Managerial Behavior
- Additional Personality Assessments
- Values, Attitudes, and Moods and Emotions
- Values: Terminal and Instrumental
- Attitudes
- Moods and Emotions
- Emotional Intelligence
- Organizational Culture
- Managers and Organizational Culture
- The Role of Values and Norms in Organizational Culture
- Culture and Managerial Action
- Summary and Review
- Enduring Characteristics: Personality Traits
- Values, Attitudes, and Moods and Emotions
- Organizational Culture
- Management in Action
- Topics for Discussion and Action
- Building Management Skills
- Managing Ethically [LO 2-1, 2-2]
- Be the Manager [LO 2-1, 2-2, 2-3, 2-4, 2-5]
- Endnotes
- Introduction
- Chapter 3: Managing Ethics and Diversity
- Introduction
- Overview
- The Nature of Ethics
- Ethical Dilemmas
- Ethics and the Law
- Changes in Ethics over Time
- Stakeholders and Ethics
- Stockholders
- Managers
- Employees
- Suppliers and Distributors
- Customers
- Community, Society, and Nation
- Rules for Ethical Decision Making
- Why Should Managers Behave Ethically?
- Sources of an Organization’s Code of Ethics
- Ethical Organizational Cultures
- The Increasing Diversity of the Workforce and the Environment
- Age
- Gender
- Race and Ethnicity
- Religion
- Capabilities/Disabilities
- Socioeconomic Background
- Sexual Orientation
- Other Kinds of Diversity
- Managers and the Effective Management of Diversity
- Critical Managerial Roles
- Effectively Managing Diversity Makes Good Business Sense
- Sexual Harassment
- Forms of Sexual Harassment in the Workplace
- Steps Managers Can Take to Eradicate Sexual Harassment
- Summary and Review
- Ethics and Stakeholders
- Increasing Diversity of Workforce and Organizational Environment
- Managing Diversity
- Sexual Harassment
- Management in Action
- Topics for Discussion and Action
- Building Management Skills
- Managing Ethically [LO 3-1]
- Be the Manager [LO 3-3, 3-4, 3-5, 3-6]
- Endnotes
- Introduction
- Chapter 4: Managing in the Global Environment
- Introduction
- Overview
- What Is the Global Environment?
- The Task Environment
- Suppliers
- Distributors
- Customers
- Competitors
- The General Environment
- Economic Forces
- Technological Forces
- Sociocultural Forces
- Demographic Forces
- Political and Legal Forces
- The Changing Global Environment
- The Process of Globalization
- Declining Barriers to Trade and Investment
- Declining Barriers of Distance and Culture
- Effects of Free Trade on Managers
- The Role of National Culture
- Cultural Values and Norms
- Hofstede’s Model of National Culture
- The GLOBE Project
- National Culture and Global Management
- Summary and Review
- What is the Global Environment?
- The Task Environment
- The General Environment
- The Changing Global Environment
- Management in Action
- Topics for Discussion and Action
- Building Management Skills
- Managing Ethically [LO 4-4, 4-5]
- Be the Manager [LO 4-1, 4-2]
- Endnotes
- Introduction
- Chapter 5: Decision Making, Learning, and Creativity
- Introduction
- Overview
- The Nature of Managerial Decision Making
- Programmed and Nonprogrammed Decision Making
- The Classical Model
- The Administrative Model
- Steps in the Decision-Making Process
- Recognize the Need for a Decision
- Generate Alternatives
- Assess Alternatives
- Choose among Alternatives
- Implement the Chosen Alternative
- Learn from Feedback
- Cognitive Biases and Decision Making
- Confirmation Bias
- Representativeness Bias
- Illusion of Control
- Escalating Commitment
- Be Aware of Your Biases
- Group Decision Making
- The Perils of Groupthink
- Devil’s Advocacy
- Diversity among Decision Makers
- Organizational Learning and Creativity
- Creating a Learning Organization
- Promoting Individual Creativity
- Promoting Group Creativity
- Promoting Intrapreneurship and Learning
- Summary and Review
- The Nature of Managerial Decision Making
- Steps in The Decision-Making Process
- Cognitive Biases and Decision Making
- Group Decision Making
- Organizational Learning and Creativity
- Management in Action
- Topics for Discussion and Action
- Building Management Skills
- Managing Ethically [LO 5-4]
- Be the Manager [LO 5-1, 5-2, 5-3, 5-4, 5-5]
- Endnotes
- Introduction
- Chapter 6: Planning, Strategy, and Competitive Advantage
- Introduction
- Overview
- Planning and Strategy
- The Nature of the Planning Process
- Why Planning Is Important
- Levels of Planning
- Types of Planning
- Time Horizons of Plans
- Standing Plans and Single-Use Plans
- Determining the Organization’s Mission and Goals
- Defining the Business
- Establishing Major Goals
- Formulating Strategy
- SWOT Analysis
- The Five Forces Model
- Formulating Business-Level Strategies
- Low-Cost Strategy
- Differentiation Strategy
- Focused Low-Cost and Focused Differentiation Strategies
- Formulating Corporate-Level Strategies
- Concentration on a Single Industry
- Vertical Integration
- Diversification
- International Expansion
- Planning and Implementing Strategy
- Summary and Review
- Planning
- Determining Mission and Goals and Formulating Strategy
- Implementing Strategy
- Management in Action
- Topics for Discussion and Action
- Building Management Skills
- Managing Ethically [LO 6-1, 6-4]
- Be the Manager [LO 6-1, 6-2]
- Endnotes
- Introduction
- Chapter 7: Designing Organizational Structure
- Introduction
- Overview
- Designing Organizational Structure
- The Organizational Environment
- Strategy
- Technology
- Human Resources
- Grouping Tasks into Jobs: Job Design
- Job Enlargement and Job Enrichment
- The Job Characteristics Model
- Grouping Jobs into Functions and Divisions: Designing Organizational Structure
- Functional Structure
- Divisional Structures: Product, Geographic, and Market
- Matrix and Product Team Designs
- Coordinating Functions and Divisions
- Allocating Authority
- Integrating and Coordinating Mechanisms
- Strategic Alliances, B2B Network Structures, and Technology
- Summary and Review
- Designing Organizational Structure
- Grouping Tasks Into Jobs
- Grouping Jobs Into Functions and Divisions
- Coordinating Functions and Divisions
- Strategic Alliances, B2B Network Structures, and Technology
- Management in Action
- Topics for Discussion and Action
- Building Management Skills
- Managing Ethically [LO 7-1, 7-3]
- Be the Manager [LO 7-1, 7-3, 7-4]
- Endnotes
- Introduction
- Chapter 8: Organizational Control and Change
- Introduction
- Overview
- What Is Organizational Control?
- The Importance of Organizational Control
- Control Systems and Technology
- The Control Process
- Output Control
- Financial Measures of Performance
- Organizational Goals
- Operating Budgets
- Problems with Output Control
- Behavior Control
- Direct Supervision
- Management by Objectives
- Bureaucratic Control
- Problems with Bureaucratic Control
- Organizational Culture and Clan Control
- Adaptive Cultures versus Inert Cultures
- Organizational Change
- Lewin’s Force-Field Theory of Change
- Managing Change
- Evaluating the Change
- Summary and Review
- What is Organizational Control?
- Output Control
- Behavior Control
- Organizational Culture and Clan Control
- Organizational Control and Change
- Management in Action
- Topics for Discussion and Action
- Building Management Skills
- Managing Ethically [LO 8-4, 8-5]
- Be the Manager [LO 8-1, 8-6]
- Endnotes
- Introduction
- Chapter 9: Motivation
- Introduction
- Overview
- The Nature of Motivation
- Expectancy Theory
- Expectancy
- Instrumentality
- Valence
- Bringing It All Together
- Need Theories
- Maslow’s Hierarchy of Needs
- Herzberg’s Motivator-Hygiene Theory
- McClelland’s Needs for Achievement, Affiliation, and Power
- Other Needs
- Equity Theory
- Equity
- Inequity
- Ways to Restore Equity
- Equity and Justice in Organizations
- Goal-Setting Theory
- Learning Theories
- Operant Conditioning Theory
- Social Learning Theory
- Pay and Motivation
- Basing Merit Pay on Individual, Group, or Organizational Performance
- Salary Increase or Bonus?
- Examples of Merit Pay Plans
- Summary and Review
- The Nature of Motivation
- Expectancy Theory
- Need Theories
- Equity Theory
- Goal-Setting Theory
- Learning Theories
- Pay and Motivation
- Management in Action
- Topics for Discussion and Action
- Building Management Skills
- Managing Ethically [LO 9-5]
- Be the Manager [LO 9-1, 9-2, 9-3, 9-4, 9-5]
- Endnotes
- Introduction
- Chapter 10: Leaders and Leadership
- Introduction
- Overview
- The Nature of Leadership
- Personal Leadership Style and Managerial Tasks
- Servant Leadership
- Leadership Styles across Cultures
- Power: The Key to Leadership
- Empowerment: An Ingredient in Modern Management
- Trait and Behavior Models of Leadership
- The Trait Model
- The Behavior Model
- Contingency Models of Leaderships
- Fiedler’s Contingency Model
- House’s Path–Goal Theory
- The Leader Substitutes Model
- Bringing It All Together
- Transformational Leadership
- Being a Charismatic Leader
- Stimulating Employees Intellectually
- Engaging in Developmental Consideration
- The Distinction between Transformational and Transactional Leadership
- Gender and Leadership
- Emotional Intelligence and Leadership
- Summary and Review
- The Nature of Leadership
- Trait and Behavior Models of Leadership
- Contingency Models of Leadership
- Transformational Leadership
- Gender and Leadership
- Emotional Intelligence and Leadership
- Management in Action
- Topics for Discussion and Action
- Building Management Skills
- Managing Ethically [LO 10-1]
- Be the Manager [LO 10-1, 10-2, 10-3, 10-4, 10-5]
- Endnotes
- Introduction
- Chapter 11: Effective Team Management
- Introduction
- Overview
- Groups, Teams, and Organizational Effectiveness
- Groups and Teams as Performance Enhancers
- Groups, Teams, and Responsiveness to Customers
- Teams and Innovation
- Groups and Teams as Motivators
- Types of Groups and Teams
- The Top Management Team
- Research and Development Teams
- Command Groups
- Task Forces
- Self-Managed Work Teams
- Virtual Teams
- Friendship Groups
- Interest Groups
- Group Dynamics
- Group Size and Roles
- Group Leadership
- Group Development over Time
- Group Norms
- Group Cohesiveness
- Managing Groups and Teams for High Performance
- Motivating Group Members to Achieve Organizational Goals
- Reducing Social Loafing in Groups
- Summary and Review
- Groups, Teams, and Organizational Effectiveness
- Types of Groups and Teams
- Group Dynamics
- Managing Groups and Teams for High Performance
- Management in Action
- Topics for Discussion and Action
- Building Management Skills
- Managing Ethically [LO 11-1, 11-2, 11-3, 11-4, 11-5]
- Be the Manager [LO 11-1, 11-2, 11-3, 11-4, 11-5]
- Endnotes
- Introduction
- Chapter 12: Building and Managing Human Resources
- Introduction
- Overview
- Strategic Human Resource Management
- Overview of the Components of HRM
- The Legal Environment of HRM
- Recruitment and Selection
- Human Resource Planning
- Job Analysis
- External and Internal Recruitment
- The Selection Process
- Training and Development
- Types of Training
- Types of Development
- Transfer of Training and Development
- Performance Appraisal and Feedback
- Types of Performance Appraisal
- Who Appraises Performance?
- Effective Performance Feedback
- Recent Trends in Performance Appraisal
- Pay and Benefits
- Pay Level
- Pay Structure
- Benefits
- Labor Relations
- Unions
- Collective Bargaining
- Summary and Review
- Strategic Human Resource Management
- Recruitment and Selection
- Training and Development
- Performance Appraisal and Feedback
- Pay and Benefits
- Labor Relations
- Management in Action
- Topics for Discussion and Action
- Building Management Skills
- Managing Ethically [LO 12-4, 12-5]
- Be the Manager [LO 12-4]
- Endnotes
- Introduction
- Chapter 13: Effective Communication
- Introduction
- Overview
- Communication and Management
- The Importance of Good Communication
- The Communication Process
- The Dangers of Ineffective Communication
- Information Richness and Communication Media
- Face-to-Face Communication
- Spoken Communication Transmitted Electronically
- Personally Addressed Written Communication
- Impersonal Written Communication
- Communication Networks
- Internal Communication Networks
- External Communication Networks
- Communication Skills for Managers
- Communication Skills for Managers as Senders
- Communication Skills for Managers as Receivers
- Summary and Review
- Communication and Management
- The Communication Process
- Information Richness and Communication Media
- Communication Networks
- Communication Skills for Managers
- Management in Action
- Topics for Discussion and Action
- Building Management Skills
- Managing Ethically [LO 13-1, 13-2, 13-3]
- Be the Manager [LO 13-1, 13-2, 13-3]
- Endnotes
- Introduction
- Chapter 14: Operations Management: Managing Operations and Processes
- Introduction
- Overview
- Operations Management and Competitive Advantage
- Information and the Manager’s Job
- Attributes of Useful Information
- What Is Information Technology?
- Information and Decisions
- Information and Control
- Information and Coordination
- Improving Responsiveness to Customers
- What Do Customers Want?
- Designing Production Systems to Be Responsive to Customers
- Customer Relationship Management
- Improving Quality
- Improving Efficiency
- Facilities Layout, Flexible Manufacturing, and Efficiency
- Just-in-Time Inventory and Efficiency
- Self-Managed Work Teams and Efficiency
- Process Reengineering and Efficiency
- Operations Management: Some Remaining Issues
- Summary and Review
- Operations Management and Competitive Advantage
- Information and The Manager’s Job
- Improving Responsiveness to Customers
- Improving Quality
- Improving Efficiency
- Management in Action
- Topics for Discussion and Action
- Building Management Skills
- Managing Ethically [LO 14-1, LO 14-5]
- Be the Manager [LO 14-1, 14-4]
- Endnotes
- Introduction
- Glossary/Subject Index
- Glossary/Subject Index
- A
- B
- C
- D
- E
- F
- G
- H
- I
- J
- K
- L
- M
- N
- O
- P
- Q
- R
- S
- T
- U
- V
- W
- Glossary/Subject Index
- Name Index
- A
- B
- C
- D
- E
- F
- G
- H
- I
- J
- K
- L
- M
- N
- O
- P
- Q
- R
- S
- T
- U
- V
- W
- Y
- Z
- Company Index
- A
- B
- C
- D
- E
- F
- G
- H
- I
- J
- K
- L
- M
- N
- O
- P
- R
- S
- T
- U
- V
- W
- X
- Y
- Z
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