Management : Traditional Approach/Balance Coverage, 2003 Update
by Robbins, Stephen P.; Coulter, MaryEdition: 7th
Format: Hardcover
Pub. Date: 2003-01-01
Publisher(s): Prentice Hall
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Summary
For undergraduate courses in Principles of Management. The #1 book in the principles market. A 16-page bound insert dealing with issues in the news: corporate corruption, trust, ethics, leadership, etc... ROLLS website with Self-Assessment Library, management scenarios, quizzing and FAQs.
Table of Contents
(NOTE: Each chapter contains A Manager's Dilemma, Managers Respond to “A Manager's Dilemma,” Chapter Summary, Thinking About Management Issues, Log On: Internet-Based Exercise, Working Together: Team-Based Exercise, Case Application, and Video Case Application.)
I. INTRODUCTION.
1. Introduction to Management and Organizations.
2. Management Yesterday and Today.
Who Are Managers? What Is Management? What Do Managers Do? What Is Organization? Why Study Management?
2. Management Yesterday and Today.
Management's Connection to Other Fields of Study. Historical Background of Management. Scientific Management. General Administrative Theorists. Quantitative Approach to Management. Toward Understand Organizational Behavior. Current Issues and Trends.
II. DEFINING THE MANAGER'S TERRAIN.
3. Organizational Culture and the Environment: The Constraints.
4. Managing in a Global Environment.
5. Social Responsibility and Managerial Ethics.
The Manager: Omnipotent or Symbolic? The Organization's Culture. The Environment.
4. Managing in a Global Environment.
Who Owns What? What's Your Global Perspective? Understanding the Global Environment. How Organizations Go Global. Managing in a Global Environment. Is a Global Assignment for You?
5. Social Responsibility and Managerial Ethics.
What Is Social Responsibility? Social Responsibility and Economic Performance. Values-Based Management. The “Greening” of Management. Managerial Ethics. A Final Thought.
III. PLANNING.
6. Decision-Making: The Essence of the Manager's Job.
7. Foundations of Planning.
8. Strategic Management.
9. Planning Tools and Techniques.
The Decision-Making Process. The Pervasiveness of Decision Making. The Manager as Decision Maker.
7. Foundations of Planning.
What Is Planning? Why Do Managers Plan? How Do Managers Plan? Contemporary Issues in Planning.
8. Strategic Management.
The Importance of Strategic Management. The Strategic Management Process. Types of Organizational Strategies.
9. Planning Tools and Techniques.
Techniques for Assessing the Environment. Techniques for Allocating Resources. Contemporary Planning Techniques.
IV. ORGANIZING.
10. Organizational Structure and Design.
11. Managerial Communication and Information Technology.
12. Human Resource Management.
13. Managing Change and Innovation.
Defining Organizational Structure. Organizational Design Decisions. Common Organizational Designs.
11. Managerial Communication and Information Technology.
Understanding Managerial Communication. The Process of Interpersonal Communication. Organizational Communication. Understanding Information Technology.
12. Human Resource Management.
Why Human Resource Management Is Important. The Human Resource Management Process. Human Resource Planning. Recruitment and Decruitment. Selection. Orientation. Employee Training. Employee Performance Management. Compensation and Benefits. Career Development. Current Issues in Human Resource Management.
13. Managing Change and Innovation.
What Is Change? Forces for Change. Two Views of the Change Process. Managing Change. Contemporary Issues in Managing Change. Stimulation Innovation.
V. LEADING.
14. Foundations of Behavior.
15. Understanding Groups and Teams.
16. Motivating Employees.
17. Leadership.
Why Look at Individual Behavior? Attitudes. Personality. Perception. Learning.
15. Understanding Groups and Teams.
Understanding Group Behavior. Turning Groups into Effective Teams. Developing and Managing Effective Teams.
16. Motivating Employees.
What Is Motivation? Early Theories of Motivation. Contemporary Theories of Motivation. Current Issues in Motivation. From Theory to Practice: Suggestions for Motivating Employees.
17. Leadership.
Managers among Leaders. Early Leadership Theories. Contingency Theories of Leadership. Cutting-Edge Approaches to Leadership. Contemporary Issues in Leadership.
VI. CONTROLLING.
18. Foundations of Control.
19. Operations and Value Chain Management.
20. Controlling for Organizational Performance.
Skill-Building Modules.
Notes.
Photo Credits.
Name Index.
Organization Index.
Glindex.
What Is Control? Why Is Control Important? The Control Process. Types of Control. Implications for Mangers. Contemporary Issues in Control.
19. Operations and Value Chain Management.
What Is Operations Management and Why Is It Important? Value Chain Management. Current Issues in Operations Management.
20. Controlling for Organizational Performance.
Organizational Performance. Tools for Monitoring and Measuring Organizational Performance. A Manager's Role in Helping Organizations Achieve Performance Levels.
Skill-Building Modules.
Notes.
Photo Credits.
Name Index.
Organization Index.
Glindex.
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