| 000 | 44844cam a2209757 i 4500 | ||
|---|---|---|---|
| 001 | 108 | ||
| 008 | 141027s19921992nyuad b 001 0 eng u | ||
| 020 |
_a0060444754 _q(paperback) |
||
| 040 |
_aTR-IsMEF _beng _erda _cTR-IsMEF |
||
| 041 | 0 | _aeng | |
| 049 | _aTR-IsMEF | ||
| 050 |
_aHD31 _b.M44 1992 |
||
| 100 | 1 |
_aMegginson, Leon C., _eauthor. |
|
| 245 | 1 | 0 |
_aManagement : _bconcepts and applications / _cLeon C. Megginson, Mobile College, Donald C. Mosley, University of South Alabama, Paul H. Pietri, Jr., University of South Alabama. |
| 250 | _aFourth edition. | ||
| 264 | 1 |
_aNew York : _bHarperCollins Publishers, _c[1992]. |
|
| 264 | 4 | _c©1992 | |
| 300 |
_axxvii, 777 pages : _billustrations ; _c25 cm. |
||
| 336 |
_atext _2rdacontent |
||
| 337 |
_aunmediated _2rdamedia |
||
| 338 |
_avolume _2rdacarrier |
||
| 504 | _aIncludes bibliographical references and index. | ||
| 650 | _aManagement | ||
| 700 | 1 |
_aMosley, Donald C., _d1932-, _eauthor. |
|
| 700 | 1 |
_aPietri, Paul H., _eauthor. |
|
| 900 | _aMEF Üniversitesi Kütüphane katalog kayıtları RDA standartlarına uygun olarak üretilmektedir / MEF University Library Catalogue Records are Produced Compatible by RDA Rules | ||
| 920 | _aBağış sahibi bilinmiyor. | ||
| 942 |
_2lcc _cBKS |
||
| 970 | 0 | 1 |
_aPreface, _pxxi. |
| 970 | 1 | 2 |
_tPart one why study management?, _p2. |
| 970 | 1 | 2 |
_tChapter 1 what management is-and what managers do, _p4. |
| 970 | 1 | 1 |
_tOpening case from academics to forest products, and causing a stir, _p5. |
| 970 | 1 | 1 |
_tWhy you should study management, _p6. |
| 970 | 1 | 1 |
_tManagement is needed in all organizations, _p7. |
| 970 | 1 | 1 |
_tManagers are found in every organization, _p7. |
| 970 | 1 | 1 |
_tManagement is universal, _p7. |
| 970 | 1 | 1 |
_tWhy management is needed, _p10. |
| 970 | 1 | 1 |
_tTo reach objectives, _p10. |
| 970 | 1 | 1 |
_tTo maintain balance among conflicting goals, _p10. |
| 970 | 1 | 1 |
_tTo achieve efficency and effectiveness, _p12. |
| 970 | 1 | 1 |
_tWhat management is, _p13. |
| 970 | 1 | 1 |
_tManagement as both art and science, _p14. |
| 970 | 1 | 1 |
_tManagement as distinct from enterpreneurship and supervision, _p15. |
| 970 | 1 | 1 |
_tLevels and types of management, _p16. |
| 970 | 1 | 1 |
_tDifferent levels of management, _p16. |
| 970 | 1 | 1 |
_tDifferent types of organizational functions, _p18. |
| 970 | 1 | 1 |
_tFunctional and general managers, _p18. |
| 970 | 1 | 1 |
_tFunctions performed by managers, _p19. |
| 970 | 1 | 1 |
_tPlanning, _p19. |
| 970 | 1 | 1 |
_tOrganizing, _p20. |
| 970 | 1 | 1 |
_tLeading, _p20. |
| 970 | 1 | 1 |
_tControlling, _p21. |
| 970 | 1 | 1 |
_tRelationships among the functions, _p21. |
| 970 | 1 | 1 |
_tManagers perform all the functions, _p22. |
| 970 | 1 | 1 |
_tWhat managers do, _p22. |
| 970 | 1 | 1 |
_tThe activities approach, _p22. |
| 970 | 1 | 1 |
_tActivities performed by managers, _p23. |
| 970 | 1 | 1 |
_tManagerial skills used, _p29. |
| 970 | 1 | 1 |
_tConceptual skills, _p30. |
| 970 | 1 | 1 |
_tTechnical skills, _p30. |
| 970 | 1 | 1 |
_tAdministrative skills, _p31. |
| 970 | 1 | 1 |
_tHuman-relations skills, _p31. |
| 970 | 0 | 1 |
_aSummary, _p33. |
| 970 | 0 | 1 |
_aKey terms, _p34. |
| 970 | 0 | 1 |
_aReview questions, _p34. |
| 970 | 0 | 1 |
_aDiscussion questions, _p35. |
| 970 | 0 | 1 |
_aPracticing management, _p36. |
| 970 | 1 | 1 |
_tCase 1.1 general electricts professional management challenged, _p36. |
| 970 | 1 | 1 |
_tLearning exercise 1.1 understanding the job of managing, _p37. |
| 970 | 1 | 1 |
_tLearning exercise 1.2 differentiating managing from doing, _p39. |
| 970 | 0 | 1 |
_aNotes, _p40. |
| 970 | 1 | 1 |
_tMap 1.1 balancing need to run business with employment needs of special groups, _p12. |
| 970 | 1 | 1 |
_tPracticing manager Bill Bartle, Bowater, _p26. |
| 970 | 1 | 1 |
_tTips 1.1 some advice on going global, _p32. |
| 970 | 1 | 2 |
_tChapter 2 the evolution of management, _p41. |
| 970 | 1 | 1 |
_tOpening case the decline of the Roman empire, _p42. |
| 970 | 1 | 1 |
_tManagement knowledge has evolved slowly, _p42. |
| 970 | 1 | 1 |
_tSome early developments, _p43. |
| 970 | 1 | 1 |
_tThe protestant (work) ethic, _p44. |
| 970 | 1 | 1 |
_tHow the industrial revolution affected management, _p45. |
| 970 | 1 | 1 |
_tDevelopment of management in the United States, _p49. |
| 970 | 1 | 1 |
_tThe scientific approach, _p50. |
| 970 | 1 | 1 |
_tFrederick W. Taylor's scientific management, _p51. |
| 970 | 1 | 1 |
_tHenri Fayol's administrative management, _p53. |
| 970 | 1 | 1 |
_tThe contributions of fayol and taylor compared, _p55. |
| 970 | 1 | 1 |
_tOther contributors to the scientific approach, _p55. |
| 970 | 1 | 1 |
_tThe scientific approach in perspective, _p57. |
| 970 | 1 | 1 |
_tThe behavioral approach, _p58. |
| 970 | 1 | 1 |
_tForerunners of the behavioral approach, _p58. |
| 970 | 1 | 1 |
_tOliver Sheldon's philosophy of social responsibility, _p59. |
| 970 | 1 | 1 |
_tThe hawthorne studies, _p59. |
| 970 | 1 | 1 |
_tMarry Parker Follett's integration process, _p61. |
| 970 | 1 | 1 |
_tChester Barnard's acceptance theory of authority, _p62. |
| 970 | 1 | 1 |
_tThe behavioral approach in perspective, _p62. |
| 970 | 1 | 1 |
_tContemporary approaches, _p63. |
| 970 | 1 | 1 |
_tThe management science approach, _p64. |
| 970 | 1 | 1 |
_tThe systems approach, _p66. |
| 970 | 1 | 1 |
_tThe contingency approach, _p69. |
| 970 | 1 | 1 |
_tEvaluation of the contemporary approaches, _p70. |
| 970 | 1 | 1 |
_tThe evolutionary process now speeding up, _p70. |
| 970 | 0 | 1 |
_aSummary, _p71. |
| 970 | 0 | 1 |
_aKey terms, _p72. |
| 970 | 0 | 1 |
_aReview questions, _p72. |
| 970 | 0 | 1 |
_aDiscussion questions, _p73. |
| 970 | 0 | 1 |
_aPracticing management, _p73. |
| 970 | 1 | 1 |
_tCase 2.1 studying an organization's history, _p73. |
| 970 | 1 | 1 |
_tLearning exercise 2.1 king of the hill debate, _p74. |
| 970 | 0 | 1 |
_aNotes, _p73. |
| 970 | 1 | 1 |
_tMap 2.1 Robert Owen practices social responsibility, _p48. |
| 970 | 1 | 1 |
_tMap 2.2 Peter F. Drucker-management popularizer, _p65. |
| 970 | 1 | 1 |
_tMap 2.3 developments in Eastern Europe, _p68. |
| 970 | 1 | 2 |
_tChapter 3 managing in a changing environment, _p76. |
| 970 | 1 | 2 |
_tOpening case exxon valdez, _p77. |
| 970 | 1 | 1 |
_tNeed to balance conflicting objectives, _p78. |
| 970 | 1 | 1 |
_tOrganizations: the systems view, _p79. |
| 970 | 1 | 1 |
_tThe environments of an organization, _p81. |
| 970 | 1 | 1 |
_tTypes of environments, _p81. |
| 970 | 1 | 1 |
_tComplexity and change in the environment, _p82. |
| 970 | 1 | 1 |
_tMacro environment factors, _p85. |
| 970 | 1 | 1 |
_tLegal/political factors, _p85. |
| 970 | 1 | 1 |
_tEconomic factors, _p86. |
| 970 | 1 | 1 |
_tSocial factors, _p86. |
| 970 | 1 | 1 |
_tTechnological factors, _p88. |
| 970 | 1 | 1 |
_tInternational factors, _p89. |
| 970 | 1 | 1 |
_tTask environment factors, _p91. |
| 970 | 1 | 1 |
_tSuppliers, _p91. |
| 970 | 1 | 1 |
_tRegulatory agencies, _p91. |
| 970 | 1 | 1 |
_tCompetitors, _p92. |
| 970 | 1 | 1 |
_tCustomers, _p95. |
| 970 | 1 | 1 |
_tSpecial interest groups, _p96. |
| 970 | 1 | 1 |
_tManaging the external environment, _p97. |
| 970 | 1 | 1 |
_tEnvironmental forecasting, _p98. |
| 970 | 1 | 1 |
_tBoundary-spanning roles, _p98. |
| 970 | 1 | 1 |
_tOther managerial actions, _p99. |
| 970 | 0 | 1 |
_aSummary, _p104. |
| 970 | 0 | 1 |
_aKey terms, _p104. |
| 970 | 0 | 1 |
_aReview questions, _p105. |
| 970 | 0 | 1 |
_aDiscussion questions, _p105. |
| 970 | 0 | 1 |
_aPracticing management, _p105. |
| 970 | 1 | 1 |
_tCase 3.1 Anheseur-Busch vs. Miller, _p105. |
| 970 | 1 | 1 |
_tLearning exercise 3.1 analyzing environmental factors, _p107. |
| 970 | 0 | 1 |
_aNotes, _p108. |
| 970 | 1 | 1 |
_tMap 3.1 major consumer trends in the 1990s, _p87. |
| 970 | 1 | 1 |
_tMap 3.2 America's pop culture goes global, _p90. |
| 970 | 1 | 1 |
_tMap 3.3 travel planners as boundary spanning "Angels", _p99. |
| 970 | 1 | 1 |
_tTips 3.1 partnering or becoming PALs, _p101. |
| 970 | 1 | 1 |
_tPracticing manager Herman J. Russell, H.J. Russell&Co., _p102. |
| 970 | 1 | 2 |
_tChapter 4 managing in an ethical and socially responsible manner, _p109. |
| 970 | 1 | 1 |
_tOpening case Gerber products: a business with a heart, _p110. |
| 970 | 1 | 1 |
_tWhat social responsibility is, _p111. |
| 970 | 1 | 1 |
_tTwo perspectives on social responsibility, _p112. |
| 970 | 1 | 1 |
_tSocial responsibility and profitability, _p113. |
| 970 | 1 | 1 |
_tEmerging views of social responsibility, _p116. |
| 970 | 1 | 1 |
_tProfit maximization period, _p116. |
| 970 | 1 | 1 |
_tTrusteeship management period, _p118. |
| 970 | 1 | 1 |
_tPeriod of activitism, _p118. |
| 970 | 1 | 1 |
_tSocial responsiveness period, _p119. |
| 970 | 1 | 1 |
_tSocial responsibility in action, _p120. |
| 970 | 1 | 1 |
_tEmployee relations, _p121. |
| 970 | 1 | 1 |
_tPublic and community service, _p122. |
| 970 | 1 | 1 |
_tEnvironmental protection, _p123. |
| 970 | 1 | 1 |
_tConsumerism, _p126. |
| 970 | 1 | 1 |
_tEducational and other forms of assistance, _p127. |
| 970 | 1 | 1 |
_tUrban renewal and development, _p128. |
| 970 | 1 | 1 |
_tCulture, arts, and recreation, _p128. |
| 970 | 1 | 1 |
_tThe growing problem at maintaining managerial ethics, _p130. |
| 970 | 1 | 1 |
_tBribery, _p131. |
| 970 | 1 | 1 |
_tIndustrial theft and espionage, _p132. |
| 970 | 1 | 1 |
_tConflict of interest, _p132. |
| 970 | 1 | 1 |
_tAdvertising abuses, _p133. |
| 970 | 1 | 1 |
_tCollusion, _p134. |
| 970 | 1 | 1 |
_tDeveloping and maintaining ethical standards, _p134. |
| 970 | 1 | 1 |
_tAnalyzing ethical standards, _p135. |
| 970 | 1 | 1 |
_tEvaluating ethical and social performance, _p137. |
| 970 | 0 | 1 |
_aSummary, _p138. |
| 970 | 0 | 1 |
_aKey terms, _p140. |
| 970 | 0 | 1 |
_aReview questions, _p140. |
| 970 | 0 | 1 |
_aDiscussion questions, _p140. |
| 970 | 0 | 1 |
_aPracting management, _p140. |
| 970 | 1 | 1 |
_tCase 4.1 merck gives away "miracle drug", _p140. |
| 970 | 1 | 1 |
_tLearning exercise 4.1 a simple ethics test, _p141. |
| 970 | 0 | 1 |
_aNotes, _p142. |
| 970 | 1 | 1 |
_tPracticing manager anita roddick, the body shop, _p114. |
| 970 | 1 | 1 |
_tMap 4.1 McDonald's extends a helping hand worldwide, _p129. |
| 970 | 1 | 1 |
_tTips 4.1 five steps toward establishing an ethical workplace, _p136. |
| 970 | 1 | 1 |
_tPracticing management integratise case one: can Harold Simmons fly lockhead?, _p144. |
| 970 | 1 | 2 |
_tPart Two planning organizational operations, _p148. |
| 970 | 1 | 2 |
_tChapter 5 fundamentals of planning, _p150. |
| 970 | 1 | 1 |
_tOpening case software planning at ON technology, _p151. |
| 970 | 1 | 1 |
_tWhat planning is, _p152. |
| 970 | 1 | 1 |
_tBasic steps in planning, _p153. |
| 970 | 1 | 1 |
_tReasons for planning, _p155. |
| 970 | 1 | 1 |
_tHow planning is done, _p157. |
| 970 | 1 | 1 |
_tRelationship between planning and other management functions, _p157. |
| 970 | 1 | 1 |
_tOrganizing, _p157. |
| 970 | 1 | 1 |
_tLeading, _p158. |
| 970 | 1 | 1 |
_tControlling, _p159. |
| 970 | 1 | 1 |
_tHow the time factor and management level affect planning, _p159. |
| 970 | 1 | 1 |
_tShort-, intermediate-, and long-range plans, _p159. |
| 970 | 1 | 1 |
_tEffects of management level on timing of planning, _p160. |
| 970 | 1 | 1 |
_tTypes of planning and plans, _p161. |
| 970 | 1 | 1 |
_tWays of classifying planning and plans, _p161. |
| 970 | 1 | 1 |
_tStanding plans, _p163. |
| 970 | 1 | 1 |
_tSingle-use plans, _p167. |
| 970 | 1 | 1 |
_tRequirements for planning effectiveness, _p169. |
| 970 | 1 | 1 |
_tUsefulness, _p169. |
| 970 | 1 | 1 |
_tAccuracy and objectivity, _p170. |
| 970 | 1 | 1 |
_tScope, _p170. |
| 970 | 1 | 1 |
_tCost-effectiveness, _p171. |
| 970 | 1 | 1 |
_tAccountability, _p171. |
| 970 | 1 | 1 |
_tTimeliness, _p172. |
| 970 | 1 | 1 |
_tBarriers to effective planning, _p172. |
| 970 | 1 | 1 |
_tDifficulty of forecasting effectively, _p172. |
| 970 | 1 | 1 |
_tDifficulty of planning for nonrepetitive operations, _p173. |
| 970 | 1 | 1 |
_tTendency toward inflexibility, _p173. |
| 970 | 1 | 1 |
_tCost, _p174. |
| 970 | 1 | 1 |
_tStifling of initative, _p174. |
| 970 | 1 | 1 |
_tThe role of objectives, _p174. |
| 970 | 1 | 1 |
_tWhat objectives are, _p174. |
| 970 | 1 | 1 |
_tWhy objectives are important, _p177. |
| 970 | 1 | 1 |
_tManagement by objectives, _p179. |
| 970 | 1 | 1 |
_tUnderlying concepts of MBO, _p180. |
| 970 | 1 | 1 |
_tRequirements for successful use of MBO, _p180. |
| 970 | 1 | 1 |
_tKey aspects of the MBO process, _p181. |
| 970 | 1 | 1 |
_tSome problems encountered in MBO programs, _p182. |
| 970 | 1 | 1 |
_tConclusion: advantages and disadvantages of planning, _p185. |
| 970 | 0 | 1 |
_aSummary, _p186. |
| 970 | 0 | 1 |
_aKey terms, _p186. |
| 970 | 0 | 1 |
_aReview questions, _p187. |
| 970 | 0 | 1 |
_aDiscussion questions, _p187. |
| 970 | 0 | 1 |
_aPracticing management, _p188 |
| 970 | 1 | 1 |
_tCase 5.1 Saturn: general motors' answer to the imports, _p188. |
| 970 | 1 | 1 |
_tLearning exercise 5.1 practice in policy writing, _p191. |
| 970 | 1 | 1 |
_tLearning exercise 5.2 practice in objective setting, _p193. |
| 970 | 0 | 1 |
_aNotes, _p194. |
| 970 | 1 | 1 |
_tMap 5.1 "green" movement impacts business planning in Europe, _p155. |
| 970 | 1 | 1 |
_tMap 5.2 procedures in action: using time clocks and cards, _p165. |
| 970 | 1 | 1 |
_tTips 5.1 making procedures more effective, _p166. |
| 970 | 1 | 1 |
_tTips 5.2 guidelines for effective objective setting, _p175. |
| 970 | 1 | 1 |
_tPracticing manager Michael Dell, Dell computer corporation, _p176. |
| 970 | 1 | 2 |
_tChapter 6 strategic planning, _p195. |
| 970 | 1 | 1 |
_tOpening case girl scouts of America: strategic planning in a not-for-profit organization, _p196. |
| 970 | 1 | 1 |
_tThe strategic planning process, _p197. |
| 970 | 1 | 1 |
_tWhat strategic planning is, _p197. |
| 970 | 1 | 1 |
_tWho does strategic planning, _p198. |
| 970 | 1 | 1 |
_tComponents of strategic planning, _p198. |
| 970 | 1 | 1 |
_tOrganizational mission, or "what are we about?", _p199. |
| 970 | 1 | 1 |
_tRole of customers in determining mission, _p203. |
| 970 | 1 | 1 |
_tValues, beliefs, and mission, _p204. |
| 970 | 1 | 1 |
_tOrganizational objectives, _p205. |
| 970 | 1 | 1 |
_tHow the mission affects objectives, _p208. |
| 970 | 1 | 1 |
_tIdentification of strategic alternatives, _p210. |
| 970 | 1 | 1 |
_tFour areas of analysis, _p210. |
| 970 | 1 | 1 |
_tFactors affecting the planning process, _p211. |
| 970 | 1 | 1 |
_tSWOT (TOWS) analysis, _p213. |
| 970 | 1 | 1 |
_tStrategic planning growth/share matrix, _p214. |
| 970 | 1 | 1 |
_tSome strategic options, _p216. |
| 970 | 1 | 1 |
_tConcentrain, _p216. |
| 970 | 1 | 1 |
_tHorizontal integration, _p217. |
| 970 | 1 | 1 |
_tVertical integration, _p217. |
| 970 | 1 | 1 |
_tDiversification, _p218. |
| 970 | 1 | 1 |
_tTurnaround/retrenchment strategies, _p219. |
| 970 | 1 | 1 |
_tDivestment/liquidation strategies, _p219. |
| 970 | 1 | 1 |
_tJoint ventures and strategic alliances, _p220. |
| 970 | 1 | 1 |
_tCombination of strategies, _p220. |
| 970 | 0 | 1 |
_aSummary, _p222. |
| 970 | 0 | 1 |
_aKey terms, _p223. |
| 970 | 0 | 1 |
_aReview questions, _p223. |
| 970 | 0 | 1 |
_aDiscussion questions, _p223. |
| 970 | 0 | 1 |
_aPracticing management, _p224. |
| 970 | 1 | 1 |
_tCase 6.1 Philip Morris: lessening tobacco dependency, _p224. |
| 970 | 1 | 1 |
_tLearning exercise 6.1 conducting a SWOT analysis, _p226. |
| 970 | 0 | 1 |
_aNotes, _p226. |
| 970 | 1 | 1 |
_tPracticing manager Ken Hoffman, Hartmarx, _p200. |
| 970 | 1 | 1 |
_tMap 6.1 mission statetment of Rochester (Minnesota) community college, _p202. |
| 970 | 1 | 1 |
_tMap 6.2 the Johnson&Johnson credo, _p205. |
| 970 | 1 | 1 |
_tMap 6.3 converting government-owned businesses into private ones, _p220. |
| 970 | 1 | 1 |
_tTips 6.1 strategies that have (+) and have not (-) worked, _p221. |
| 970 | 1 | 2 |
_tChapter 7 managerial decision making, _p227. |
| 970 | 1 | 1 |
_tOpening case peavey electronics: world's largest selter of guiltar amplifers, _p228. |
| 970 | 1 | 1 |
_tWhat decision making is, _p230. |
| 970 | 1 | 1 |
_tManagerial decision making, _p231. |
| 970 | 1 | 1 |
_tAll employess must make decisions, _p231. |
| 970 | 1 | 1 |
_tProgrammed and unprogrammed decisions, _p232. |
| 970 | 1 | 1 |
_tSteps in managerial decision making, _p233. |
| 970 | 1 | 1 |
_tStep 1: recognize a problem or opportunity, _p234. |
| 970 | 1 | 1 |
_tStep 2: develop alternative courses of action, _p235. |
| 970 | 1 | 1 |
_tStep 3: evaluate advantages and disadvantages of alternatives, _p238. |
| 970 | 1 | 1 |
_tStep 4: select preferred alternative and implement it, _p239. |
| 970 | 1 | 1 |
_tStep 5: evaluate the decision results, _p240. |
| 970 | 1 | 1 |
_tInvolving others in decision making, _p241. |
| 970 | 1 | 1 |
_tGroup involvement, _p241. |
| 970 | 1 | 1 |
_tThe vroom-yetton model, _p243. |
| 970 | 1 | 1 |
_tSome popular decision-making styles, _p245. |
| 970 | 1 | 1 |
_tThe myers-briggs type indicator, _p245. |
| 970 | 1 | 1 |
_tThe miles and snow adaptive model, _p250. |
| 970 | 0 | 1 |
_aSummary, _p251. |
| 970 | 0 | 1 |
_aKey terms, _p252. |
| 970 | 0 | 1 |
_aReview questions, _p252. |
| 970 | 0 | 1 |
_aDiscussion questions, _p253. |
| 970 | 0 | 1 |
_aPracticing management, _p253. |
| 970 | 1 | 1 |
_tCase 7.1 coast guard cutter decision problem, _p253. |
| 970 | 1 | 1 |
_tCase 7.2 new machines decision problem, _p254. |
| 970 | 1 | 1 |
_tLearning exercise 7.1 identifying your problem-solving style, _p255. |
| 970 | 1 | 1 |
_tLearning exercise 7.2 the $100,000 investment decision, _p257. |
| 970 | 0 | 1 |
_aNotes, _p257. |
| 970 | 1 | 1 |
_tMap 7.1 the kepner-tregoe problem-solving method, _p235. |
| 970 | 1 | 1 |
_tMap 7.2 Hewlett-Packard moves PC headquarters to France, _p237. |
| 970 | 1 | 1 |
_tPracticing manager Linda Dean Fucci, Auburn (Alabama) national bank, _p248. |
| 970 | 1 | 1 |
_tMap 7.3 Dayton-Hudson corporation caught in the middle on abortion rights, _p251. |
| 970 | 1 | 1 |
_tPracticing management integrative case two: big mac attacks-with Pizza!, _p259. |
| 970 | 1 | 2 |
_tPart three designing and staffing an organization, _p264. |
| 970 | 1 | 2 |
_tChapter 8 fundamentals of organizational design, _p266. |
| 970 | 1 | 1 |
_tOpening case IBM-a changing organization, _p267. |
| 970 | 1 | 1 |
_tOrganizing as a management function, _p268. |
| 970 | 1 | 1 |
_tFormal organization structure, _p269. |
| 970 | 1 | 1 |
_tDivision of labor or specilization, _p269. |
| 970 | 1 | 1 |
_tChain of command, _p270. |
| 970 | 1 | 1 |
_tUnity of command, _p270. |
| 970 | 1 | 1 |
_tManagement levels, _p271. |
| 970 | 1 | 1 |
_tBureaucracy, _p273. |
| 970 | 1 | 1 |
_tTypes of organizations, _p273. |
| 970 | 1 | 1 |
_tThe-line-and staff organization, _p274. |
| 970 | 1 | 1 |
_tSpan of management, _p277. |
| 970 | 1 | 1 |
_tEffects on organizational levels of varying the span, _p279. |
| 970 | 1 | 1 |
_tUsing different spans at different levels, _p281. |
| 970 | 1 | 1 |
_tSpans, levels, and employee satisfaction, _p281. |
| 970 | 1 | 1 |
_tFactors affecting Span, _p281. |
| 970 | 1 | 1 |
_tDepartmentalization, _p282. |
| 970 | 1 | 1 |
_tFunctional departmentalization, _p283. |
| 970 | 1 | 1 |
_tProduct departmentalization, _p284. |
| 970 | 1 | 1 |
_tTerritorial departmentalization, _p286. |
| 970 | 1 | 1 |
_tCustomer departmentalization, _p286. |
| 970 | 1 | 1 |
_tProcess or equipment departmentalization, _p287. |
| 970 | 1 | 1 |
_tMatrix departmentalization, _p287. |
| 970 | 1 | 1 |
_tMechanistic and organic organization systems, _p290. |
| 970 | 1 | 1 |
_tStages of life cycle, _p291. |
| 970 | 0 | 1 |
_aSummary, _p291. |
| 970 | 0 | 1 |
_aKey terms, _p294. |
| 970 | 0 | 1 |
_aReview questions, _p294. |
| 970 | 0 | 1 |
_aDiscussion questions, _p294. |
| 970 | 0 | 1 |
_aPracticing management, _p295. |
| 970 | 1 | 1 |
_tCase 8.1 Lloyd's plans to set up reinsurance company, _p295. |
| 970 | 1 | 1 |
_tLearning exercise 8.1 drawing an organization chart, _p296. |
| 970 | 1 | 1 |
_tLearning exercise 8.2 alternative organization structures, _p297. |
| 970 | 0 | 1 |
_aNotes, _p298. |
| 970 | 1 | 1 |
_tMap 8.1 3M concentrates on the environment, _p277. |
| 970 | 1 | 1 |
_tMap 8.2 Toyota cuts middle-management fat, _p280. |
| 970 | 1 | 1 |
_tMap 8.3 an attempt at renewal: GM's solution, _p292. |
| 970 | 1 | 2 |
_tChapter 9 authority and power, _p299. |
| 970 | 1 | 1 |
_tOpening case GE's fight with bureaucracy, _p300. |
| 970 | 1 | 1 |
_tThe role of delegation, _p301. |
| 970 | 1 | 1 |
_tReasons for delegating, _p301. |
| 970 | 1 | 1 |
_tHow delegation occurs, _p303. |
| 970 | 1 | 1 |
_tWhy managers fail to delegate, _p304. |
| 970 | 1 | 1 |
_tWhy emoloyees may not welcome delegation, _p305. |
| 970 | 1 | 1 |
_tThe role of authority, _p305. |
| 970 | 1 | 1 |
_tSources of authority, _p306. |
| 970 | 1 | 1 |
_tTypes of authority, _p308. |
| 970 | 1 | 1 |
_tThe role of power, _p311. |
| 970 | 1 | 1 |
_tHow power is obtained, _p313. |
| 970 | 1 | 1 |
_tHow power can be used, _p314. |
| 970 | 1 | 1 |
_tLimits on the use of authority and power, _p316. |
| 970 | 1 | 1 |
_tThe role of responsibility and accountability, _p317. |
| 970 | 1 | 1 |
_tDelagation of responsibility and accountability, _p317. |
| 970 | 1 | 1 |
_tEquality of authority and responsibility?, _p318. |
| 970 | 1 | 1 |
_tThe role of decentralization and centralization, _p319. |
| 970 | 1 | 1 |
_tDecentralization versus centralization, _p319. |
| 970 | 1 | 1 |
_tFactors affecting the degree of decentralization and centralization, _p320. |
| 970 | 1 | 1 |
_tNeed for a contingency approach, _p322. |
| 970 | 1 | 1 |
_tThe role of committees, _p323. |
| 970 | 1 | 1 |
_tTypes of committees, _p324. |
| 970 | 1 | 1 |
_tAdvantages of committees, _p324. |
| 970 | 1 | 1 |
_tDisadvantages of committees, _p325. |
| 970 | 1 | 1 |
_tUse of task forces, _p326. |
| 970 | 1 | 1 |
_tThe role of downsizing, _p328. |
| 970 | 0 | 1 |
_aSummary, _p330. |
| 970 | 0 | 1 |
_aKey terms, _p331. |
| 970 | 0 | 1 |
_aReview questions, _p331. |
| 970 | 0 | 1 |
_aDiscussion questions, _p332. |
| 970 | 0 | 1 |
_aPracticing management, _p332. |
| 970 | 1 | 1 |
_tCase 9.1 who's in charge?, _p332. |
| 970 | 1 | 1 |
_tLearning exercise 9.1 reducing costs in a consulting firm, _p334. |
| 970 | 0 | 1 |
_aNotes, _p334. |
| 970 | 1 | 1 |
_tMap 9.1 using delegation to rebuild a company, _p302. |
| 970 | 1 | 1 |
_tPracticing manager brandon tartiloff, NBC entertainment group, _p314. |
| 970 | 1 | 1 |
_tMap 9.2 academy of management ratifies code of ethical conduct, _p327. |
| 970 | 1 | 2 |
_tChapter 10 staffing and managing human resources, _p335. |
| 970 | 1 | 1 |
_tOpening case corporate women-breaking though to the top, _p336. |
| 970 | 1 | 1 |
_tThe role of staffing, _p337. |
| 970 | 1 | 1 |
_tRole of operating managers, _p339. |
| 970 | 1 | 1 |
_tRole of the personnel/human resource department, _p339. |
| 970 | 1 | 1 |
_tHow equal employment opportunity laws affect staffing, _p340. |
| 970 | 1 | 1 |
_tLaws providing equal employment opportunity, _p340. |
| 970 | 1 | 1 |
_tEnforcing EEO laws, _p342. |
| 970 | 1 | 1 |
_tPlanning human resource needs, _p343. |
| 970 | 1 | 1 |
_tDetermining job needs, _p343. |
| 970 | 1 | 1 |
_tDeveloping sources of supply of employees, _p350. |
| 970 | 1 | 1 |
_tRecruting and selecting employees, _p354. |
| 970 | 1 | 1 |
_tRecruting personnel, _p354. |
| 970 | 1 | 1 |
_tSelecting the right person for the job, _p355. |
| 970 | 1 | 1 |
_tOrienting new employees, _p361. |
| 970 | 1 | 1 |
_tTrainning and developing employees, _p361. |
| 970 | 1 | 1 |
_tReasons for training and development, _p362. |
| 970 | 1 | 1 |
_tTraining and development methods, _p362. |
| 970 | 1 | 1 |
_tWho does the training?, _p364. |
| 970 | 1 | 1 |
_tRole of performance appraisals, _p364. |
| 970 | 1 | 1 |
_tCompensating employees, _p366. |
| 970 | 1 | 1 |
_tImportance of income differences, _p366. |
| 970 | 1 | 1 |
_tHow compensation is determined, _p368. |
| 970 | 1 | 1 |
_tUsing job evaluation to price jobs, _p369. |
| 970 | 1 | 1 |
_tHow employees are paid, _p369. |
| 970 | 1 | 1 |
_tRole of employee benefits, _p369. |
| 970 | 1 | 1 |
_tMaintaining health and safety, _p370. |
| 970 | 0 | 1 |
_aSummary, _p371. |
| 970 | 0 | 1 |
_aKey terms, _p372. |
| 970 | 0 | 1 |
_aReview questions, _p373. |
| 970 | 0 | 1 |
_aDiscussion questions, _p373. |
| 970 | 0 | 1 |
_aPracticing management, _p374. |
| 970 | 1 | 1 |
_tCase 10.1 those fat bonuses do not seem to boost performance, _p374. |
| 970 | 1 | 1 |
_tCase 10.2 underutilizing a national resource, _p375. |
| 970 | 1 | 1 |
_tLearning exercise 10.1 whom do you promote?, _p376. |
| 970 | 0 | 1 |
_aNotes, _p377. |
| 970 | 1 | 1 |
_tPracticing manager Ronald W. Allen, Delta Air Lines, _p338. |
| 970 | 1 | 1 |
_tTips 10.1 guide to preemployment inquiries that may be discriminatory and those that are not, _p344. |
| 970 | 1 | 1 |
_tMap 10.1 "part-timers" are reshaping Japan's workplace, _p352. |
| 970 | 1 | 1 |
_tMap 10.2 typical questions asked during an employment interview, _p358. |
| 970 | 1 | 1 |
_tMap 10.3 using data bases to check out job applicants, _p359. |
| 970 | 1 | 1 |
_tPracticing management integrative case three: Delta Air Lines, Inc.-A flying "family", _p379. |
| 970 | 1 | 2 |
_tPart four leading and developing an organization, _p384. |
| 970 | 1 | 2 |
_tChapter 11 communicating for results, _p386. |
| 970 | 1 | 1 |
_tOpening case communication at allstate, _p387. |
| 970 | 1 | 1 |
_tWhat is communication?, _p388. |
| 970 | 1 | 1 |
_tFormal communication channels in an organization, _p389. |
| 970 | 1 | 1 |
_tDownward communication, _p389. |
| 970 | 1 | 1 |
_tUpward communication, _p390. |
| 970 | 1 | 1 |
_tLateral or horizontal communication, _p391. |
| 970 | 1 | 1 |
_tRole of informal communication, _p391. |
| 970 | 1 | 1 |
_tPurposes served by informal communication, _p391. |
| 970 | 1 | 1 |
_tInformal communication is inevitable and effective, _p392. |
| 970 | 1 | 1 |
_tHow the communication process operates, _p393. |
| 970 | 1 | 1 |
_tThe source, _p394. |
| 970 | 1 | 1 |
_tThe receiver, _p395. |
| 970 | 1 | 1 |
_tRole of nonverbal communication, _p396. |
| 970 | 1 | 1 |
_tImportance of nonverbal communication, _p396. |
| 970 | 1 | 1 |
_tForms of nonverbal communication, _p397. |
| 970 | 1 | 1 |
_tCommunicating electronically, _p399. |
| 970 | 1 | 1 |
_tPersonal computers, _p399. |
| 970 | 1 | 1 |
_tElectronic mail, _p400. |
| 970 | 1 | 1 |
_tTeleconferencing, _p400. |
| 970 | 1 | 1 |
_tTelecommuting, _p400. |
| 970 | 1 | 1 |
_tComputer networking, _p401. |
| 970 | 1 | 1 |
_tBarriers to effective communication, _p401. |
| 970 | 1 | 1 |
_tOrganizational barriers, _p401. |
| 970 | 1 | 1 |
_tInterpersonal barriers, _p404. |
| 970 | 1 | 1 |
_tHow to increase communication effectiveness, _p409. |
| 970 | 1 | 1 |
_tBe aware of the need for effective communication, _p410. |
| 970 | 1 | 1 |
_tCreate an environment that encourages feedback, _p411. |
| 970 | 1 | 1 |
_tBe a more effective listener, _p412. |
| 970 | 0 | 1 |
_aSummary, _p413. |
| 970 | 0 | 1 |
_aKey terms, _p413. |
| 970 | 0 | 1 |
_aReview questions, _p414. |
| 970 | 0 | 1 |
_aDiscussion questions, _p414. |
| 970 | 0 | 1 |
_aPracticing management, _p415. |
| 970 | 1 | 1 |
_tCase 11.1 the ineffective committees, _p415. |
| 970 | 1 | 1 |
_tLearning exercise 11.1 developing a communication strategy, _p416. |
| 970 | 0 | 1 |
_aNotes, _p417. |
| 970 | 1 | 1 |
_tTips 11.1 communicating in Asia, _p398. |
| 970 | 1 | 1 |
_tPracticing manager R. David Thomas, Wendy's international incorporated, _p408. |
| 970 | 1 | 1 |
_tMap 11.1 communication and social responsibility advertising, _p410. |
| 970 | 1 | 1 |
_tTips 11.2 ten guides to more effective listening, _p412. |
| 970 | 1 | 2 |
_tChapter 12 motivating employees, _p418. |
| 970 | 1 | 1 |
_tOpening case the role of management expectations, _p419. |
| 970 | 1 | 1 |
_tPurposes of motivation, _p420. |
| 970 | 1 | 1 |
_tMotivation is the essence of management, _p421. |
| 970 | 1 | 1 |
_tMotivation, ability, and performance, _p422. |
| 970 | 1 | 1 |
_tWhat motivation involves, _p424. |
| 970 | 1 | 1 |
_tSome popular theories of motivation, _p437. |
| 970 | 1 | 1 |
_tThe role of money as a primary motivator, _p441. |
| 970 | 1 | 1 |
_tMoney is not a pimary motivator, _p442. |
| 970 | 1 | 1 |
_tMoney is a primary motivator, _p442. |
| 970 | 1 | 1 |
_tMotivation is more than mere techniques, _p443. |
| 970 | 0 | 1 |
_aSummary, _p444. |
| 970 | 0 | 1 |
_aKey terms, _p445. |
| 970 | 0 | 1 |
_aReview questions, _p445. |
| 970 | 0 | 1 |
_aDiscussion questions, _p446. |
| 970 | 0 | 1 |
_aPracticing management, _p446. |
| 970 | 1 | 1 |
_tCase 12.1 school teacher bonuses: motivator or demotivator?, _p446. |
| 970 | 1 | 1 |
_tLearning exercise 12.1 what do you want from your job?, _p447. |
| 970 | 1 | 1 |
_tLearning exercise 12.2 giving praise, _p447. |
| 970 | 0 | 1 |
_aNotes, _p449. |
| 970 | 1 | 1 |
_tPracticing manager Patricia G. Lynch, U.S. Army corps of engineers, _p430. |
| 970 | 1 | 1 |
_tMap 12.1 power-oriented American managers fare better with European firms, _p432. |
| 970 | 1 | 1 |
_tTips 12.1 how to use the two-factor theory to motivate employees, _p436. |
| 970 | 1 | 1 |
_tMap 12.2 motivational practices at America's best-managed companies, _p441. |
| 970 | 1 | 1 |
_tMap 12.3 unethical applications of motivational theory, _p444. |
| 970 | 1 | 2 |
_tChapter 13 leadership in action, _p450. |
| 970 | 1 | 1 |
_tOpening case Kenny Clark-an effective supervisor, _p451. |
| 970 | 1 | 1 |
_tNeed for effective leadership, _p452. |
| 970 | 1 | 1 |
_tLeadership and ethics, _p453. |
| 970 | 1 | 1 |
_tLeadership versus management, _p455. |
| 970 | 1 | 1 |
_tClassifying leaders, _p458. |
| 970 | 1 | 1 |
_tSome popular leadership theories, _p459. |
| 970 | 1 | 1 |
_tBehavioral theories, _p461. |
| 970 | 1 | 1 |
_tIs there an ideal leadership style?, _p468. |
| 970 | 1 | 1 |
_tSupport for an ideal leadership style, _p468. |
| 970 | 1 | 1 |
_tArguments against an ideal leadership style, _p469. |
| 970 | 1 | 1 |
_tContingency-situational theories, _p469. |
| 970 | 1 | 1 |
_tTannepbaun and schmid's leadership continuum, _p470. |
| 970 | 1 | 1 |
_tHersey and Blachard's life-cycle theory, _p472. |
| 970 | 1 | 1 |
_tFactors affecting leadership behavior, _p474. |
| 970 | 1 | 1 |
_tGeneral factors, _p474. |
| 970 | 1 | 1 |
_tSpecific factors, _p475. |
| 970 | 1 | 1 |
_tSome techniques to improve leadership effectiveness, _p477. |
| 970 | 1 | 1 |
_tSay "thank you", _p477. |
| 970 | 1 | 1 |
_tExpect the best from people, _p477. |
| 970 | 1 | 1 |
_tMaintain a positive self-regard, _p478. |
| 970 | 1 | 1 |
_tDevelop the entire team, _p478. |
| 970 | 1 | 1 |
_tDevelop the desire to achieve, _p478. |
| 970 | 1 | 1 |
_tBecoming a transformational leader, _p478. |
| 970 | 0 | 1 |
_aSummary, _p480. |
| 970 | 0 | 1 |
_aKey terms, _p480. |
| 970 | 0 | 1 |
_aReview questions, _p481. |
| 970 | 0 | 1 |
_aDiscussion questions, _p481. |
| 970 | 0 | 1 |
_aPracticing management, _p481. |
| 970 | 1 | 1 |
_tCase 13.1 which leadership style?, _p481. |
| 970 | 1 | 1 |
_tLearning exercise 13.1 using effective leadership as role models, _p483. |
| 970 | 1 | 1 |
_tLearning exercise 13.2 selecting a leadership strategy, _p483. |
| 970 | 0 | 1 |
_aNotes, _p484. |
| 970 | 1 | 1 |
_tMap 13.1 Lee iaccoca-acting ethically or unethically?, _p454. |
| 970 | 1 | 1 |
_tMap 13.2 the godmother of Quebec's businesswomen, _p456. |
| 970 | 1 | 1 |
_tTips 13.1 how effective leader/managers are different, _p457. |
| 970 | 1 | 1 |
_tTips 13.2 which leadership style to use, _p471. |
| 970 | 1 | 1 |
_tTips 13.3 treating people as individuals, _p479. |
| 970 | 1 | 2 |
_tChapter 14 group development, _p486. |
| 970 | 1 | 1 |
_tOpening case the abilene paradox: the management of agreement, _p487. |
| 970 | 1 | 1 |
_tImportance of work groups, _p488. |
| 970 | 1 | 1 |
_tWhat are groups?, _p488. |
| 970 | 1 | 1 |
_tThe hawthorne studies, _p488. |
| 970 | 1 | 1 |
_tHow groups develop, _p493. |
| 970 | 1 | 1 |
_tStages of group development, _p494. |
| 970 | 1 | 1 |
_tPartnering: group development accelerated, _p495. |
| 970 | 1 | 1 |
_tAdvantages and limitations of groups, _p495. |
| 970 | 1 | 1 |
_tAdvantages of groups, _p496. |
| 970 | 1 | 1 |
_tLimitations of groups, _p498. |
| 970 | 1 | 1 |
_tDetermining group effectiveness, _p499. |
| 970 | 1 | 1 |
_tFactors determining group effectiveness, _p500. |
| 970 | 1 | 1 |
_tThe "abilene paradox" and groupthink, _p504. |
| 970 | 1 | 1 |
_tKey concepts for group effectiveness, _p504. |
| 970 | 1 | 1 |
_tSelf-managing work teams, _p505. |
| 970 | 1 | 1 |
_tManaging groups, _p507. |
| 970 | 1 | 1 |
_tHeroic managers, _p507. |
| 970 | 1 | 1 |
_tDevelopmental leaders, _p508. |
| 970 | 0 | 1 |
_aSummary, _p512. |
| 970 | 0 | 1 |
_aKey terms, _p513. |
| 970 | 0 | 1 |
_aReview questions, _p513. |
| 970 | 0 | 1 |
_aDiscussion questions, _p513. |
| 970 | 0 | 1 |
_aPracticing management, _p514. |
| 970 | 1 | 1 |
_tCase 14.1 midwestern state university, _p514. |
| 970 | 1 | 1 |
_tLearning exercise 14.1 team building, _p516. |
| 970 | 0 | 1 |
_aNotes, _p517. |
| 970 | 1 | 1 |
_tMap 14.1 informal groups, _p493. |
| 970 | 1 | 1 |
_tMap 14.2 the Bonneville Navigation lock partnering project, _p496. |
| 970 | 1 | 1 |
_tTips 14.1 questionnaire for evaluating your behaviors as a group member, _p503. |
| 970 | 1 | 1 |
_tMap 14.3 the volvo experience, _p507. |
| 970 | 1 | 1 |
_tPracticing manager Bob Goins, international paper company, _p510. |
| 970 | 1 | 2 |
_tChapter 15 organizational culture and change, _p518. |
| 970 | 1 | 1 |
_tOpening case the corps of engineers goes green, _p519. |
| 970 | 1 | 1 |
_tOrganizational culture, _p520. |
| 970 | 1 | 1 |
_tThe role of values, _p520. |
| 970 | 1 | 1 |
_tElements of organizational culture, _p521. |
| 970 | 1 | 1 |
_tProblems with organizational culture, _p522. |
| 970 | 1 | 1 |
_tParticipation and cultural change, _p523. |
| 970 | 1 | 1 |
_tManaging organizational change, _p525. |
| 970 | 1 | 1 |
_tForces causing change, _p525. |
| 970 | 1 | 1 |
_tResults of ignoring change, _p529. |
| 970 | 1 | 1 |
_tThe process of managing change, _p532. |
| 970 | 1 | 1 |
_tUsing organizational development (OD) to promote change, _p534. |
| 970 | 1 | 1 |
_tA basic OD model, _p535. |
| 970 | 1 | 1 |
_tSelected OD intervention strategies, _p536. |
| 970 | 1 | 1 |
_tPromise and limitations of OD, _p538. |
| 970 | 1 | 1 |
_tConflict management, _p539. |
| 970 | 1 | 1 |
_tCauses of conflict, _p540. |
| 970 | 1 | 1 |
_tUsing principled negotiation to resolve conflict, _p540. |
| 970 | 1 | 1 |
_tStress, _p542. |
| 970 | 1 | 1 |
_tPositive aspects of stress, _p542. |
| 970 | 1 | 1 |
_tJob burnout, _p542. |
| 970 | 1 | 1 |
_tManaging stress and job burnout, _p543. |
| 970 | 0 | 1 |
_aSummary, _p547. |
| 970 | 0 | 1 |
_aKey terms, _p548. |
| 970 | 0 | 1 |
_aReview questions, _p548. |
| 970 | 0 | 1 |
_aDiscussion questions, _p548. |
| 970 | 0 | 1 |
_aPracticing management, _p549. |
| 970 | 1 | 1 |
_tCase 15.1 organizational development in action, _p549. |
| 970 | 1 | 1 |
_tLearning exercise 15.1 creating an organizational culture, _p550. |
| 970 | 1 | 1 |
_tLearning exercise 15.2 up in smoke: are you burned out?, _p553. |
| 970 | 0 | 1 |
_aNotes, _p555. |
| 970 | 1 | 1 |
_tMap 15.1 egos, cultures, clash when French firm buys U.S. magazines, _p524. |
| 970 | 1 | 1 |
_tPracticing manager Donald R. Beall, Rockwell international, _p526. |
| 970 | 1 | 1 |
_tMap 15.2 what comes after greed?, _p528. |
| 970 | 1 | 1 |
_tTips 15.1 how to implement effective quality circles (QCs), _p538. |
| 970 | 1 | 1 |
_tPracticing management intregrative case four: sensitive roughnecks, _p556. |
| 970 | 1 | 2 |
_tPart five controlling organizational operations, _p562. |
| 970 | 1 | 2 |
_tChapter 16 fundamentals of control and information management, _p564. |
| 970 | 1 | 1 |
_tOpening case equitable life assurance society: turnaround needed, _p565. |
| 970 | 1 | 1 |
_tWhat control is, _p566. |
| 970 | 1 | 1 |
_tTotal and partial control systems, _p567. |
| 970 | 1 | 1 |
_tHow control relates to other management functions, _p568. |
| 970 | 1 | 1 |
_tTypes of controls, _p570. |
| 970 | 1 | 1 |
_tFeedforward control, _p570. |
| 970 | 1 | 1 |
_tConcurrent control, _p571. |
| 970 | 1 | 1 |
_tFeedback control, _p571. |
| 970 | 1 | 1 |
_tSteps in the control process, _p572. |
| 970 | 1 | 1 |
_tStep 1: establishing performance standards, _p572. |
| 970 | 1 | 1 |
_tStep 2: measuring performance, _p574. |
| 970 | 1 | 1 |
_tStep 3: comparing performance with standards and analyzing deviations, _p575. |
| 970 | 1 | 1 |
_tStep 4: taking corrective action if needed, _p576. |
| 970 | 1 | 1 |
_tHow management by exception aids control, _p576. |
| 970 | 1 | 1 |
_tHow the technique operates, _p577. |
| 970 | 1 | 1 |
_tAn example of MBE, _p577. |
| 970 | 1 | 1 |
_tCharacteristics of effective control systems, _p579. |
| 970 | 1 | 1 |
_tControls should by focused on appropriate activities, _p579. |
| 970 | 1 | 1 |
_tControls should be timely, _p579. |
| 970 | 1 | 1 |
_tControls should be cost-effective, _p580. |
| 970 | 1 | 1 |
_tControls should be accurate, _p580. |
| 970 | 1 | 1 |
_tControls should be accepted, _p581. |
| 970 | 1 | 1 |
_tInformation management, _p581. |
| 970 | 1 | 1 |
_tRole of data, information, and systems, _p583. |
| 970 | 1 | 1 |
_tBusiness information systems, _p584. |
| 970 | 1 | 1 |
_tOrganizing the information activity, _p589. |
| 970 | 1 | 1 |
_tComputer technology's role in managing information, _p589. |
| 970 | 1 | 1 |
_tEmerging trends in managing information, _p592. |
| 970 | 0 | 1 |
_aSummary, _p594. |
| 970 | 0 | 1 |
_aKey terms, _p595. |
| 970 | 0 | 1 |
_aReview questions, _p595. |
| 970 | 0 | 1 |
_aDiscussion questions, _p596. |
| 970 | 0 | 1 |
_aPracticing management, _p596. |
| 970 | 1 | 1 |
_tCase 16.1 the hubble space telescope fiasco, _p596. |
| 970 | 1 | 1 |
_tLearning exercise 16.1 controlling bank loans, _p598. |
| 970 | 0 | 1 |
_aNotes, _p598. |
| 970 | 1 | 1 |
_tTips 16.1 controls against theft, _p568. |
| 970 | 1 | 1 |
_tTips 16.2 how to establish feedforward controls, _p571. |
| 970 | 1 | 1 |
_tMap 16.1 speling for success, _p577. |
| 970 | 1 | 1 |
_tMap 16.2 information management fuels Dillard's success, _p582. |
| 970 | 1 | 1 |
_tMap 16.3 implementing EIS at ICI, _p589. |
| 970 | 1 | 2 |
_tChapter 17 control techniques and methods, _p600. |
| 970 | 1 | 1 |
_tOpening case navy punishes officers for "stealth" problems, _p601. |
| 970 | 1 | 1 |
_tMethods of control, _p602. |
| 970 | 1 | 1 |
_tNonquantitative control methods, _p603. |
| 970 | 1 | 1 |
_tQuantitative control methods, _p604. |
| 970 | 1 | 1 |
_tUsing budgets and budgetary control, _p604. |
| 970 | 1 | 1 |
_tNature of budgetary control, _p605. |
| 970 | 1 | 1 |
_tBenefits and limitations of budgets and budgetary control, _p608. |
| 970 | 1 | 1 |
_tTypes of budgets, _p610. |
| 970 | 1 | 1 |
_tUsing variable budgets, _p610. |
| 970 | 1 | 1 |
_tHow budgetary control operates, _p612. |
| 970 | 1 | 1 |
_tZero-base budgeting, _p613. |
| 970 | 1 | 1 |
_tUsing audits for control, _p615. |
| 970 | 1 | 1 |
_tUsing ratio analysis for control, _p617. |
| 970 | 1 | 1 |
_tSome popular rations, _p617. |
| 970 | 1 | 1 |
_tExamples of ratios, _p619. |
| 970 | 1 | 1 |
_tUsing break-even analysis for control, _p619. |
| 970 | 1 | 1 |
_tComputing (or plotting) the break-even point, _p621. |
| 970 | 1 | 1 |
_tHow to use break-even analysis, _p623. |
| 970 | 1 | 1 |
_tLimitations on the use of break-even analysis, _p623. |
| 970 | 1 | 1 |
_tUsing time-performance charts and techniques for control, _p624. |
| 970 | 1 | 1 |
_tTime performance: the Gantt chart, _p625. |
| 970 | 1 | 1 |
_tManaging projects with network analysis, _p627. |
| 970 | 0 | 1 |
_aSummary, _p634. |
| 970 | 0 | 1 |
_aKey terms, _p635. |
| 970 | 0 | 1 |
_aReview questions, _p635. |
| 970 | 0 | 1 |
_aDiscussion questions, _p635. |
| 970 | 0 | 1 |
_aPracticing management, _p636. |
| 970 | 1 | 1 |
_tCase 17.1 the Brithdat cake venture, _p636. |
| 970 | 1 | 1 |
_tLearning exercise 17.1 drawing a PERT network, _p637. |
| 970 | 0 | 1 |
_aNotes, _p637. |
| 970 | 1 | 1 |
_tPracticing manager Judy C. Lewent, Merck and company, _p606. |
| 970 | 1 | 1 |
_tTips 17.1 developing a social audit, _p616. |
| 970 | 1 | 1 |
_tMap 17.1 Trump in trouble, _p618. |
| 970 | 1 | 1 |
_tMap 17.2 dropping the break-even point reflects Ford of Europe's rising success, _p624. |
| 970 | 1 | 1 |
_tMap 17.3 who uses PERT/CPM?, _p633. |
| 970 | 1 | 2 |
_tChapter 18 production/operations management, _p639. |
| 970 | 1 | 1 |
_tOpening case NeXT: the ultimate computer factory, _p640. |
| 970 | 1 | 1 |
_tOperations and productivity, _p641. |
| 970 | 1 | 1 |
_tDecline in U.S. productivity, _p641. |
| 970 | 1 | 1 |
_tImprovements in productivity, _p646. |
| 970 | 1 | 1 |
_tElements of production/operations systems, _p647. |
| 970 | 1 | 1 |
_tWhat production/operations systems are, _p648. |
| 970 | 1 | 1 |
_tOperations provide utility to customers, _p649. |
| 970 | 1 | 1 |
_tClassifying operations processes, _p650. |
| 970 | 1 | 1 |
_tAccording to the process used, _p650. |
| 970 | 1 | 1 |
_tAccording to the timing of the process, _p651. |
| 970 | 1 | 1 |
_tDesigning facilities needed for operations, _p653. |
| 970 | 1 | 1 |
_tDetermine the product to be produced, _p653. |
| 970 | 1 | 1 |
_tDetermine the volume to be produced, _p654. |
| 970 | 1 | 1 |
_tDetermine the operations and activities needed, _p655. |
| 970 | 1 | 1 |
_tDetermine space requirements, _p656. |
| 970 | 1 | 1 |
_tDecide on the best layout, _p656. |
| 970 | 1 | 1 |
_tImplement plans, _p659. |
| 970 | 1 | 1 |
_tPlanning and controlling operations, _p659. |
| 970 | 1 | 1 |
_tThe master production schedule, _p659. |
| 970 | 1 | 1 |
_tOperations and its control, _p661. |
| 970 | 1 | 1 |
_tMaterials management, _p662. |
| 970 | 1 | 1 |
_tDetermining needs, _p663. |
| 970 | 1 | 1 |
_tInventory control, _p663. |
| 970 | 1 | 1 |
_tRelations with vendor, _p665. |
| 970 | 1 | 1 |
_tQuality control, _p667. |
| 970 | 1 | 1 |
_tQuality control activities, _p667. |
| 970 | 1 | 1 |
_tStatistical quality control, _p668. |
| 970 | 1 | 1 |
_tQuality circles, _p669. |
| 970 | 1 | 1 |
_tZero defects, _p669. |
| 970 | 1 | 1 |
_tRole of employees in quality control, _p669. |
| 970 | 1 | 1 |
_tThe technology revolution in operations, _p670. |
| 970 | 1 | 1 |
_tComputer assistance in design and manufacture, _p671. |
| 970 | 1 | 1 |
_tRole of robots, _p672. |
| 970 | 1 | 1 |
_tResults of the technology revolution, _p673. |
| 970 | 1 | 1 |
_tUsing management science in operations, _p674. |
| 970 | 1 | 1 |
_tLinear programming, _p674. |
| 970 | 1 | 1 |
_tQuening theory, _p675. |
| 970 | 1 | 1 |
_tSimulation, _p675. |
| 970 | 1 | 1 |
_tNetwork models, _p676. |
| 970 | 1 | 1 |
_tRegression analysis, _p676. |
| 970 | 0 | 1 |
_aSummary, _p676. |
| 970 | 0 | 1 |
_aKey terms, _p678. |
| 970 | 0 | 1 |
_aReview questions, _p678. |
| 970 | 0 | 1 |
_aDiscussion questions, _p679. |
| 970 | 0 | 1 |
_aPracticing management, _p679. |
| 970 | 1 | 1 |
_tCase 18.1 gulf coast construction company: the best-laid plans, _p679. |
| 970 | 1 | 1 |
_tCase 18.2 registering by remote, _p680. |
| 970 | 1 | 1 |
_tLearning exercise 18.1 planning operations, _p681. |
| 970 | 0 | 1 |
_aNotes, _p682. |
| 970 | 1 | 1 |
_tMap 18.1 Mexico, turning into a global player, _p643. |
| 970 | 1 | 1 |
_tMap 18.2 operations under pressure, _p647. |
| 970 | 1 | 1 |
_tMap 18.3 inventory, coming up!, _p664. |
| 970 | 1 | 1 |
_tTips 18.1 how to win the coveted baldrige award, _p666. |
| 970 | 1 | 1 |
_tPracticing management integrative case five: when AT&T's computer blinked, _p684. |
| 970 | 1 | 2 |
_tPart six current issues and challenges facing managers, _p688. |
| 970 | 1 | 2 |
_tChapter 19 managing international operations, _p690. |
| 970 | 1 | 1 |
_tOpening case Rudolph carter-international manager, _p691. |
| 970 | 1 | 1 |
_tHow international operations developed, _p692. |
| 970 | 1 | 1 |
_tColonialism, _p693. |
| 970 | 1 | 1 |
_tChanging philosophy of international operations, _p695. |
| 970 | 1 | 1 |
_tThe growing global economy, _p697. |
| 970 | 1 | 1 |
_tU.S. role in international operations, _p697. |
| 970 | 1 | 1 |
_tOpportunities and risks in international operations, _p701. |
| 970 | 1 | 1 |
_tSome of the risks, _p704. |
| 970 | 1 | 1 |
_tLevels of international operation, _p707. |
| 970 | 1 | 1 |
_tManagement function performed by international managers, _p710. |
| 970 | 1 | 1 |
_tPlanning, _p712. |
| 970 | 1 | 1 |
_tOrganizing, _p714. |
| 970 | 1 | 1 |
_tLeading, _p715. |
| 970 | 1 | 1 |
_tEvaluating and controlling, _p720. |
| 970 | 1 | 1 |
_tStaffing international operations, _p721. |
| 970 | 1 | 1 |
_tStaffing with U.S. nationals, _p721. |
| 970 | 1 | 1 |
_tStaffing with local nationals, _p722. |
| 970 | 1 | 1 |
_tStaffing with nationals of other countries, _p723. |
| 970 | 1 | 1 |
_tFactors leading to managerial success in international operations, _p723. |
| 970 | 1 | 1 |
_tCriteria for selecting international managers, _p723. |
| 970 | 1 | 1 |
_tDifferent perceptions of foreign assignments, _p724. |
| 970 | 0 | 1 |
_aSummary, _p726. |
| 970 | 0 | 1 |
_aKey terms, _p727. |
| 970 | 0 | 1 |
_aReview questions, _p727. |
| 970 | 0 | 1 |
_aDiscussion questions, _p727. |
| 970 | 0 | 1 |
_aPracticing management, _p728. |
| 970 | 1 | 1 |
_tCase 19.1 to move or not to move?, _p728. |
| 970 | 1 | 1 |
_tLearning exercise 19.1 move to Tokyo?, _p728. |
| 970 | 0 | 1 |
_aNotes, _p730. |
| 970 | 1 | 1 |
_tMap 19.1 an ally or a victim?, _p710. |
| 970 | 1 | 1 |
_tTips 19.1 how to choose a joint-venture partner, _p710. |
| 970 | 1 | 1 |
_tMaps 19.2 general normal schwarzkopf: a manager is a manager is a manager, _p711. |
| 970 | 1 | 1 |
_tPracticing manager Petra Dziamski, Siemens corporation, _p716. |
| 970 | 1 | 1 |
_tMap 19.3 "how's that again?", _p720. |
| 970 | 1 | 1 |
_tTips 19.3 to do or not to do?, _p725. |
| 970 | 1 | 2 |
_tChapter 20 your future in management, _p733. |
| 970 | 1 | 1 |
_tOpening case fast career tracks are changing, _p734. |
| 970 | 1 | 1 |
_tManagement career opportunities, _p735. |
| 970 | 1 | 1 |
_tGrowth of white-collar positions, _p735. |
| 970 | 1 | 1 |
_tGrowth of service industries, _p736. |
| 970 | 1 | 1 |
_tGrowth of managerial, professional, and technical occupations, _p736. |
| 970 | 1 | 1 |
_tManagerial opportunities for women and minorities, _p740. |
| 970 | 1 | 1 |
_tCharacteristics of successful managers, _p745. |
| 970 | 1 | 1 |
_tIntelligence, _p745. |
| 970 | 1 | 1 |
_tEducation, _p746. |
| 970 | 1 | 1 |
_tBroad interests, _p746. |
| 970 | 1 | 1 |
_tFavorable personal characteristics, _p746. |
| 970 | 1 | 1 |
_tInitial management position, _p747. |
| 970 | 1 | 1 |
_tObtaining first management position, _p749. |
| 970 | 1 | 1 |
_tCareer problems you might face, _p751. |
| 970 | 1 | 1 |
_tHow organizations help in career planning and development, _p754. |
| 970 | 1 | 1 |
_tProviding career paths, _p754. |
| 970 | 1 | 1 |
_tDual aspects of career planning, _p755. |
| 970 | 1 | 1 |
_tHow management helps with career development, _p757. |
| 970 | 1 | 1 |
_tMentoring, _p757. |
| 970 | 1 | 1 |
_tCareer opportunities as an entrepreneur, _p759. |
| 970 | 1 | 1 |
_tWhat the opportunities are, _p760. |
| 970 | 1 | 1 |
_tRewards and challenges of entrepreneurship, _p761. |
| 970 | 1 | 1 |
_tManagement and the future, _p761. |
| 970 | 1 | 1 |
_tContuining management trends, _p762. |
| 970 | 1 | 1 |
_tChanges in performing the management functions, _p764. |
| 970 | 0 | 1 |
_aSummary, _p765. |
| 970 | 0 | 1 |
_aKey terms, _p766. |
| 970 | 0 | 1 |
_aReview questions, _p767. |
| 970 | 1 | 1 |
_tCase 20.1 meg holloran: early career dilemma, _p767. |
| 970 | 1 | 1 |
_tLearning exercise 20.1 career insight, _p770. |
| 970 | 0 | 1 |
_aNotes, _p772. |
| 970 | 1 | 1 |
_tPracticing manager Patricia Powell Baynham, Intel, _p738. |
| 970 | 1 | 1 |
_tMap 20.1 profile of top corporare CEOs, _p749. |
| 970 | 1 | 1 |
_tTips 20.1 dealing with career-related ethical issues: recruiting, _p750. |
| 970 | 1 | 1 |
_tMap 20.2 the mentor's role, _p759. |
| 970 | 1 | 1 |
_tMap 20.3 what to expect if you work for a Japanese firm, _p763. |
| 970 | 1 | 1 |
_tMap 20.4 how the best get and stay there, _p765. |
| 970 | 1 | 1 |
_tPracticing management integrative case six: Oprah Winfrey, a woman for all seasons, _p774. |
| 970 | 0 | 1 |
_aGlossary, _pG-1. |
| 970 | 0 | 1 |
_aIndex, _pI-1. |
| 999 |
_c9129 _d9129 |
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| 003 | KOHA | ||