Management 12th Edition by Robert Kreitner, Carlene Cassidy 1111221367 9781111221362
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ISBN 10: 1111221367
ISBN 13: 9781111221362
Author: Robert Kreitner, Carlene M. Cassidy
MANAGEMENT, 12th Edition takes a practical, student-oriented approach toward teaching management with an emphasis on current topics, including issues of diversity, ethics, and technology. The student-friendly content features references to pop culture and cites current publications of interest to students. In addition to providing the management framework and introducing students to contemporary management topics, the text provides experiential activities to get students thinking and acting like real-life managers. A robust network of supplements helps students to understand the hands-on, real-world application of chapter concepts.
Management 12th Table of contents:
P1. The Management Challenge
Chapter 1. Managers and Entrepreneurs
Management Defined
Working with and through Others
Achieving Organizational Objectives
Balancing Effectiveness and Efficiency
Making the Most of Limited Resources
Coping with a Changing Environment
What Do Managers Do?
Managerial Functions
Managerial Skills
Some Managerial Facts of Life (with No Sugar Coating)
Learning to Manage
How Do Managers Learn to Manage?
How Can Future Managers Learn to Manage?
Small-Business Management
Exploding Myths about Small Business
Career Opportunities in Small Business
Entrepreneurship
Summary
Terms to Understand
Action Learning Exercise
Ethics Exercise
Managers-In-Action Video Case Study
Closing Case. Jennifer Reingold Samples a Day in the Life of a Manager
Chapter 2. The Evolution of Management Thought
The Practice and Study of Management
Information Overload
An Interdisciplinary Field
No Universally Accepted Theory of Management
The Universal Process Approach
Henri Fayol’s Universal Management Process
Lessons from the Universal Process Approach
The Operational Approach
Frederick W. Taylor’s Scientific Management
Taylor’s Followers
The Quality Advocates
Lessons from the Operational Approach
The Behavioral Approach
The Human Relations Movement
Organizational Behavior
Lessons from the Behavioral Approach
The Systems Approach
Chester I. Barnard’s Early Systems Perspective
General Systems Theory
New Directions in Systems Thinking
Lessons from the Systems Approach
The Contingency Approach
Contingency Characteristics
Lessons from the Contingency Approach
The ERA of Management by Best Seller: Proceed with Caution
What’s Wrong with Management by Best Seller?
How to Avoid the Quick-Fix Mentality
Putting What You Have Learned to Work
Summary
Terms to Understand
Action Learning Exercise
Ethics Exercise
Managers-In-Action Video Case Study
Closing Case. Six Generations Have Fine Tuned This Guitar Maker
Chapter 3. The Changing Environment of Management
The Social Environment
Demographics of the New Workforce
Nagging Inequalities in the Workplace
Managing Diversity
The Political-Legal Environment
The Politicization of Management
Increased Personal Legal Accountability
Political-Legal Implications for Management
The Economic Environment
The Job Outlook in Today’s Service Economy, Where Education Matters
Coping with Business Cycles
The Challenge of a Global Economy
The Technological Environment
The Innovation Process
Promoting Innovation Through Intrapreneurship
Summary
Terms to Understand
Action Learning Exercise
Ethics Exercise
Managers-In-Action Video Case Study
Closing Case. How Wal-Mart Won Chicago
Chapter 4. International Management and Cross-Cultural Competence
Global Organizations for a Global Economy
The Internationalization Process
From Global Companies to Transnational Companies
Toward Greater Global Awareness and Cross-Cultural Effectiveness
Needed: Global Managers with Cultural Intelligence and Cross-Cultural Competencies
Contrasting Attitudes toward International Operations
The Cultural Imperative
Are U.S. Global Corporations Turning The World Into A Single “Americanized” Culture?
Understanding Cultural Diversity
Comparative Management Insights
Made-in-America Management Theories Require Translation
Management Styles Vary Across Countries and Cultures
Lessons in Leadership from the GLOBE Project
Staffing Foreign Positions
Why Do U.S. Expatriates Fail?
Cross-Cultural Training
What about North American Women on Foreign Assignments?
Relying on Local Managerial Talent
Summary
Terms to Understand
Action Learning Exercise
Ethics Exercise
Managers-In-Action Video Case Study
Closing Case. Tell the Kids We’re Moving to Kenya
Chapter 5. Management’s Social and Ethical Responsibilities
Social Responsibility: Definition and Perspectives
What Does Corporate Social Responsibility (CSR) Involve?
What is the Role of Business in Society?
Arguments for and against Corporate Social Responsibility
Toward Greater Social Responsibility
Social Responsibility Strategies
Who Benefits from Corporate Social Responsibility?
The Ethical Dimension of Management
Practical Lessons from Business Ethics Research
Personal Values as Ethical Anchors
General Ethical Principles
Encouraging Ethical Conduct
Ethics Training
Ethical Advocates
Codes of Ethics
Whistle-Blowing
Summary
Terms to Understand
Action Learning Exercise
Ethics Exercise
Managers-in-Action Video Case Study
Closing Case. A Personal Crusade
P2. Planning and Decision Making
Chapter 6. The Basics of Planning and Project Management
Coping with Uncertainty
Three Types of Uncertainty
How Individuals Handle Uncertainty
Organizational Responses to Uncertainty
Balancing Planned Action and Spontaneity in the Twenty-First Century
The Essentials of Planning
Organizational Mission
Types of Planning
Objectives
Priorities (Both Strategic and Personal)
The Planning/Control Cycle
Management by Objectives and Project Planning
Management by Objectives
Project Planning and Management
Graphical Planning/ Scheduling/Control Tools
Sequencing with Flow Charts
Scheduling with Gantt Charts
Pert Networks
Break-Even Analysis
Fixed Versus Variable Costs
The Algebraic Method
The Graphical Method
Break-Even Analysis: Strengths and Limitations
Summary
Terms to Understand
Action Learning Exercise
Ethics Exercise
Managers-In-Action Video Case Study
Closing Case. Ford’s Hybrid SUV Project Team Races to the Finish
Chapter 7. Strategic Management: Planning for Long-Term Success
Strategic Management = Strategic Planning + Implementation + Control
Thinking and Acting Strategically (Including Internet and Social Media Strategies)
Synergy
Porter’s Generic Competitive Strategies
Business Ecosystems
Strategies for the Internet and Social Media
The Strategic Management Process
Formulation of a Grand Strategy
Formulation of Strategic Plans
Strategic Implementation and Control
Implementation of Strategic Plans
Strategic Control
Corrective Action Based on Evaluation and Feedback
Forecasting
Types of Forecasts
Forecasting Techniques
Summary
Terms to Understand
Action Learning Exercise
Ethics Exercise
Managers-In-Action Video Case Study
Closing Case. Howard Schultz Gets Starbucks Perking Again
Chapter 8. Decision Making and Creative Problem Solving
Challenges for Decision Makers
Dealing with Complex Streams of Decisions
Coping with Uncertainty
Information-Processing Styles
Avoiding Perceptual and Behavioral Decision Traps
Making Decisions
Making Programmed Decisions
Making Nonprogrammed Decisions
A General Decision-Making Model
Knowledge Management: A Tool for Improving the Quality of Decisions
Group-Aided Decision Making: A Contingency Perspective
Collaborative Computing
Group Involvement in Decisions
The Problem of Dispersed Accountability
Advantages and Disadvantages of Group-Aided Decision Making
A Contingency Approach Is Necessary
Managerial Creativity
What Is Creativity?
Workplace Creativity: Myth and Modern Reality
Learning to Be More Creative
Creative Problem Solving
Identifying the Problem
Generating Alternative Solutions
Selecting a Solution
Implementing and Evaluating the Solution
Summary
Terms to Understand
Action Learning Exercise
Ethics Exercise
Managers-In-Action Video Case Study
Closing Case. The Phantasmagoria Factory
P3. Organizing, Managing Human Resources, and Communicating
Chapter 9. Organizations: Effectiveness, Design, and Cultures
Organizational Structure and Effectiveness
Characteristics Common to All Organizations
Organization Charts
Organizations as Open Systems
Organizational Learning
Organizational Effectiveness
Contingency Design
The Burns and Stalker Model
Basic Departmentalization Formats
Span of Control
Centralization and Decentralization
Effective Delegation
The Advantages of Delegation
Barriers to Delegation
The Changing Shape of Organizations
Hourglass Organizations
Cluster Organizations
Virtual Organizations
Organizational Cultures
Characteristics of Organizational Cultures
Forms and Consequences of Organizational Cultures
The Process of Organizational Socialization
Strengthening Organizational Cultures
Summary
Terms to Understand
Action Learning Exercise
Ethics Exercise
Managers-in-Action Video Case Study
Closing Case. Zappos.com’s Ceo Tony Hsieh Explains How to Build a Strong Corporate Culture
Chapter 10. Human Resource Management
Human Resource Strategy: A People-Centered Approach
The Age of Human Capital
People-Centered Organizations Enjoy a Competitive Advantage
Recruitment and Selection
Recruiting for Diversity in the Internet Age
The Selection Process: An Overview
Equal Employment Opportunity
Employment Selection Tests
Effective Interviewing
Performance Appraisal
Making Performance Appraisals Legally Defensible
Alternative Performance Appraisal Techniques
Training
Today’s Training: Content and Delivery
The Ingredients of a Good Training Program
Skill Versus Factual Learning
Training Program Evaluation: The Kirkpatrick Model
Contemporary Human Resource Challenges and Problems
Discouraging Sexual Harassment
Controlling Alcohol and Drug Abuse
Summary
Terms to Understand
Action Learning Exercise
Ethics Exercise
Managers-In-Action Video Case Study
Closing Case. How Ups Delivers Objective Performance Appraisals
Chapter 11. Communicating in the Internet Age
The Communication Process
Encoding
Selecting a Medium
Media Selection in Cross-Cultural Settings
Decoding
Feedback
Noise
Dynamics of Organizational Communication
Communication Strategies
The Grapevine
Words of Caution about the e-Grapevine
The Grapevine Has a Positive Side Despite Its Bad Reputation
Nonverbal Communication
Upward Communication
Communicating in the Digital Workplace
Dealing with Information Overload
Developing a Workplace Policy for Social Networking Sites
Getting a Handle on E-mail
Hello! Can We Talk About Cell Phone Etiquette?
Videoconferencing
Teleworking
Becoming a Better Communicator
Effective Listening
Effective Writing
Running a Meeting
Summary
Terms to Understand
Action Learning Exercise
Ethics Exercise
Managers-In-Action Video Case Study
Closing Case. Found in Translation: How to Make the Multicultural Workforce Work
P4. Motivating and Leading
Chapter 12. Motivating Job Performance
Motivation Theories
Maslow’s Hierarchy of Needs Theory
Herzberg’s Two-Factor Theory
Expectancy Theory
Goal-Setting Theory
Motivation Through Job Design
Strategy One: Fitting People to Jobs
Strategy Two: Fitting Jobs to People
Motivation Through Rewards
Extrinsic versus Intrinsic Rewards
Employee Compensation
Improving Performance with Extrinsic Rewards
Motivation Through Employee Participation and Engagement
Employee Engagement and Retention Programs
Open-Book Management
Self-Managed Teams
Keys to Successful Employee Participation Programs
Motivation Through Quality-of-Work-Life Programs
Flexible Work Schedules
Family Support Services
Wellness Programs
Sabbaticals
Summary
Terms to Understand
Action Learning Exercise
Ethics Exercise
Managers-in-Action Video Case Study
Closing Case. Best Buy Smashes the Time Clock
Chapter 13. Group Dynamics and Teamwork
Fundamental Group Dynamics
What Is a Group?
Types of Groups
Attraction to Groups
Roles
Norms
Group Development
Characteristics of a Mature Group
Six Stages of Group Development
Organizational Politics
What Does Organizational Politics Involve?
Research on Organizational Politics
Political Tactics
Antidotes to Political Behavior
Conformity and Groupthink
Research on Conformity
Groupthink
Teams, Teamwork, and Trust
Cross-Functional Teams
Virtual Teams
What Makes Workplace Teams Effective?
Trust: A Key to Team Effectiveness
Summary
Terms to Understand
Action Learning Exercise
Ethics Exercise
Managers-In-Action Video Case Study
Closing Case. True Team Spirit At Chicago’S Total Attorneys
Chapter 14. Influence, Power, and Leadership
Influence Tactics in the Workplace
Power
What Is Power?
The Five Bases of Power
Empowerment
Leadership
Leadership Defined
Formal and Informal Leaders
The Issue of Leaders Versus Managers: A Middle Ground
Trait Theory
Behavioral Styles Theory
Situational Theory
Transformational Leadership Theory
Putting to Work What You’ve Learned by Using “Practical Intelligence” and Becoming a “Servant Leader”
Mentoring
Learning from a Mentor
Dynamics of Mentoring
New Approaches to Mentoring
Behavior Modification
What Is Behavior Modification?
Managing Antecedents
Managing Consequences
Positively Reinforce What Is Right About Job Performance (the Art of “Bucket Filling”)
Schedule Positive Reinforcement Appropriately
Summary
Terms to Understand
Action Learning Exercise
Ethics Exercise
Managers-In-Action Video Case Study
Closing Case. Leadership Development Ge-Style
Chapter 15. Change, Conflict, and Negotiation
Change: Organizational and Individual Perspectives
Types of Organizational Change
Individual Reactions to Change
Overcoming Resistance to Change
Why Do Employees Resist Change?
Strategies for Overcoming Resistance to Change
Making Change Happen
Planned Change Through Organization Development (OD)
Unofficial and Informal Grassroots Change
Managing Conflict
Dealing with the Two Faces of Conflict
Conflict Triggers
Resolving Conflict
Negotiating
Elements of Effective Negotiation
Added Value Negotiating
Summary
Terms to Understand
Action Learning Exercise
Ethics Exercise
Managers-in-Action Video Case Study
Closing Case. In Search of the Paperless Office—Part 2
P5. Organizational Control Processes
Chapter 16. Organizational Control and Quality Improvement
Fundamentals of Organizational Control
Types of Control
Components of Organizational Control Systems
Strategic Control
Identifying Control Problems
Crisis Management
Crisis Management Defined
Developing a Crisis Management Program
The Quality Challenge
Defining Quality
Five Types of Product Quality
Unique Challenges for Service Providers
Defining Service Quality
An Introduction to Total Quality Management (TQM)
1. Do It Right the First Time
2. Be Customer-Centered
3. Make Continuous Improvement a Way of Life
4. Build Teamwork and Empowerment
The Seven Basic TQM Process Improvement Tools
Deming Management
Principles of Deming Management
Deming’s 14 Points
Summary
Terms to Understand
Action Learning Exercise
Ethics Exercise
Managers-In-Action Video Case Study
Closing Case. The Cure
References
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Robert Kreitner,Carlene Cassidy,Management