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Management 3rd Edition

Management 3rd Edition

BRAND: Sage
Publisher:
Sage
Author:
Christopher P. Neck; Jeffery D. Houghton; Emma L. Murray
Edition:
@2022
eBook ISBN:
9781544351230
Print ISBN:
9781544351261
Type:
1 Year Subscription. Dành cho Cá nhân
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Sự quản lýQuản lý, Phiên bản thứ ba giới thiệu cho sinh viên các chức năng lập kế hoạch, tổ chức, lãnh đạo và kiểm soát trong quản lý, nhấn mạnh vào cách các nhà quản lý có thể nuôi dưỡng tư duy kinh doanh. Văn bản bao gồm 34 trường hợp lập hồ sơ về nhiều công ty bao gồm Lululemon, Nintendo, Netflix, Trader Joe's và NBA. Các tác giả Christopher P. Neck, Jeffrey D. Houghton và Emma L. Murray sử dụng nhiều ví dụ, ứng dụng và hiểu biết sâu sắc từ các nhà quản lý trong thế giới thực để giúp sinh viên phát triển kiến ​​thức, tư duy và kỹ năng cần thiết để thành công trong thời đại phát triển nhanh chóng ngày nay. nơi làm việc nhịp độ, năng động. Tiêu đề này được kèm theo một gói dạy và học hoàn chỉnh.
  1. PrefaceAcknowledgmentsAbout the AuthorsPart 1: Introduction
  2. Chapter 1: Management: An Entrepreneurial Mindset• Learning Objectives• Case Study: In-N-Out BurgerWhat Is ManagementManagers and the Entrepreneurial Mindset• Voices of Management: Christine Jones (GoDaddy)The Four Functions of ManagementPlanningOrganizingLeadingControllingManagement Is Both an Art and a ScienceManagement RolesKey Aspects of the Entrepreneurial MindsetFixed Mindset and Growth MindsetHow to Change Your Mindset• Entrepreneurial Manager MindsetThe Entrepreneurial Mindset as a HabitThe Self-Leadership HabitThe Creativity HabitThe Improvisation HabitMindset as a Gateway to ActionHow Do Managers Make a Difference?PeoplePlanetProfitManagers at WorkTypes of OrganizationsStart-up OrganizationsMultinational CorporationsGrowth CompaniesNonprofit OrganizationsStudent OrganizationsTypes of ManagersMission, Vision and ValuesEssential Management SkillsCritical Thinking Skills• Examining the Evidence: Thinking Critically About Evidence-Based ManagementIn ConclusionCase Snapshot: Lululemon AthleticaUp for DebateKey TermsIn ReviewChapter Exercises
  3. Chapter 1S: Supplement: The Evolution of Management• Learning ObjectivesThe Historical Foundations of ManagementThe Quantitative ApproachContributions of Charles BabbageContributions of Frederick W. TaylorContributions of Frank B. GilbrethContributions of Lillian M. GilbrethContributions of Henry GanttContributions of Henri Fayol and Max WeberHenri FayolMax WeberThe Behaviorist ApproachMary Parker FollettConflict ResolutionPower With PeopleElton Mayo and the Hawthorne StudiesIllumination Study (1924–1927)Relay-Assembly Test Room Study (1927–1932)The Interviewing Program (1925–1932)Douglas McGregorThe Contemporary PerspectiveChester I. BarnardJay W. ForresterLudwig von BertalanffyQuality Management MovementEdwards Deming and Joseph JuranKey TermsIn Review
  4. Chapter 2: Ethics and Social Responsibility• Learning Objectives• Case Study: PatagoniaWhat Are Ethics?Five Domains of Ethical BehaviorIndividualsOrganizationsStakeholdersGovernments• Entrepreneurial Manager MindsetGlobal CommunityOrganizational EthicsPrinciples of EthicsCodes of ConductManaging Responsibly TodayBuilding an Ethical CultureEthical Decision-Making Framework• Voices of Management: David Williams (Make-A-Wish Foundation)Ethics TrainingTraining CharacteristicsNeeds AssessmentTraining TransferEvaluationSocial ResponsibilityApproaches to Social ResponsibilitySocial Responsibility and Climate ChangeSocial Entrepreneurship• Examining the Evidence: Corporate Social Responsibility and CEO NarcissismTypes of Social EntrepreneurshipSocial Purpose VenturesSocial Consequence VenturesEnterprising NonprofitsIn ConclusionCase Snapshot: Ethics and Social Responsibility at IKEAUp for DebateKey TermsIn ReviewChapter ExercisesPart 2: The Context of Management
  5. Chapter 3: Organizational Environment and Culture• Learning Objectives• Case Study: New Belgium BreweryInternal and External EnvironmentsInternal EnvironmentExternal EnvironmentSpecific EnvironmentCustomers• Entrepreneurial Manager MindsetTalentAdvocacySuppliersRegulationGovernment ActivismCompetitorsGeneral External Environment• Voices of Management: Shelley Smith (Premier Rapport)Politics and LawsResourcesFoodEnergyWaterTechnologySociocultural ForcesEconomyInternal EnvironmentDominant Culture, Subculture, and CountercultureStrong and Weak CulturesArtifacts of Organizational CultureSlogans and StoriesRituals and CeremoniesTypes of Organizational CultureClan CultureHierarchy CultureMarket CultureAdhocracy Culture• Examining the Evidence: Faking a Cultural Fit? Applicant Organizational Culture Adaptive StrategiesIn ConclusionCase Snapshot: Cheniere EnergyUp for DebateKey TermsIn ReviewChapter Exercise
  6. Chapter 4: Diversity in a Global Economy• Learning Objectives• Case Study: Nixon PeabodyDiversity and Inclusion in the WorkplaceDifferent Levels of DiversityAge and Generational DiversityRace and EthnicityGender• Voices of Management: Julia LaRosaSexual OrientationPhysical and Mental AbilityLegal Framework for DiversityPromoting Diversity and InclusivityPositive Ways to Promote Diversity and InclusionCultural Diversity• Entrepreneurial Manager MindsetCultural CompetenceCultural DifferencesHofstede Model of Cultural DimensionsGLOBE Studies• Examining the Evidence: A Diversity Advantage Through Participative StrategiesApproaches to Cultural DifferencesIn ConclusionCase Snapshot: PepsiCoUp for DebateKey TermsIn ReviewChapter Exercises
  7. Chapter 5: The Entrepreneurial Manager• Learning Objectives• Case Study: Anavate PartnersHow Entrepreneurship Makes a DifferenceTypes of Entrepreneurial ManagersCorporate Entrepreneurial Managers• Voices of Management: Franklin Yancey (WME Entertainment, Yancey Realty)Entrepreneurial Managers InsideSocial EntrepreneurshipFamily Enterprise ManagersSerial Entrepreneurship ManagersThe Entrepreneurship Method• Entrepreneurial Manager MindsetOpportunities and Challenges for EntrepreneursGrowth AccelerantsChallenges to Growth• Examining the Evidence: Entrepreneurial ManagementLearning From FailureThe Importance of GritCourageConscientiousnessPerseveranceResilienceExcellenceIn ConclusionCase Snapshot: Trust & WillUp for DebateKey TermsIn ReviewChapter ExercisePart 3: Planning
  8. Chapter 6: Making Effective Decisions• Learning Objectives• Case Study: Alan Mulally’s Excellent Decision-Making Skills as Ford’s CEODecisions That Make a DifferenceTypes of Decisions• Voices of Management: Samantha Mahon (PepsiCo)The Classical Model of Decision-MakingDisadvantages of the Classical ModelDecision-Making Styles• Entrepreneurial Manager MindsetThe Four Styles of Decision-MakingThe Directive StyleThe Analytical StyleThe Conceptual StyleThe Behavioral StyleDecision-Making in the Real WorldBounded Rationality and SatisficingIntuitionHeuristicsBiases and ErrorsBarriers to Decision-Making• Examining the Evidence: Intuitive and Analytical at the Same Time? A Parallel-Competitive View of Decision-MakingRemoving Barriers to Decision-MakingGroup Decision-MakingSequential Decision-MakingGroupthinkGroup Decision-Making TechniquesBrainstormingThe Delphi TechniqueNominal Group Technique (NGT)In ConclusionCase Snapshot: Best BuyUp for DebateKey TermsIn ReviewChapter Exercises
  9. Chapter 7: Setting Goals• Learning Objectives• Case Study: QwickSetting GoalsWhen Goals Go Wrong• Voices of Management: Michael TrejoGoals and PlansDifferent Types of GoalsPlansStanding PlansSingle-Use PlansOther Types of PlansPrinciples of Goal SettingClarityChallengeCommitmentFeedbackTask Complexity• Examining the Evidence: Using Goals to Increase ProductivitySMART GoalsWhen SMART Goals May Not Be So SmartThe Evolution of GoalsHow Managers Can Harness the Power of Goal SettingGoal Setting ApproachesResults-Centered Approaches• Entrepreneurial Manager MindsetProcess-Centered ApproachesContingency Model of Goal SettingHow Managers Track ProgressThe Balanced Scorecard (BSC)In ConclusionCase Snapshot: AnaplanUp for DebateKey TermsIn ReviewChapter Exercises
  10. Chapter 8: Designing Strategies• Learning Objectives• Case Study: LinkedInHow Managers Plan to Make a DifferenceCompetitive Advantage• Entrepreneurial Manager MindsetDifferent Levels of StrategyThe Miles-Snow Typology• Examining the Evidence: Strategic Orientation and Optimal Employee PayIndustry and Competitive AnalysisBargaining Power of SuppliersBargaining Power of Buyers (Customers)Threat of Substitute Products and ServicesThreat of New EntrantsRivalry Among Existing CompetitorsBarriers to EntryThe Sixth ForceOrganizational Position and CapacityCompany Position• Voices of Management: Vishwas Karve (Viavi Solutions)Limitations of BCG MatrixBlue Ocean StrategyThe Blue Ocean MindsetSWOT AnalysisCapabilities and ResourcesStrategies for Personal Performance and GrowthPorter’s Four Competitive StrategiesStuck in the MiddleIn ConclusionCase Snapshot: SalesforceUp for DebateKey TermsIn ReviewChapter Exercises
  11. Chapter 9: Managing Change and Innovation• Learning Objectives• Case Study: Managing Change and Innovation at AmazonHow Managers Change OrganizationsThe DADA ProcessLewin’s Basic Change ModelUnfreezingChanging• Entrepreneurial Manager MindsetRefreezingLewin’s Force Field AnalysisForces Driving ChangeExternal Forces for ChangeDemographic CharacteristicsTechnological AdvancementsCustomer and Market ChangesSocial and Political PressuresGenerational ChangesInternal Forces for ChangeManagement ChangeOrganizational RestructuringPositive DisruptorsResistance to ChangeWhy People Resist ChangePersonal ThreatUncertainty and MistrustFear and Doubt About AbilitiesClashing PerspectivesStrategies to Reduce Resistance to ChangeEducation and CommunicationParticipationNegotiationManipulationCoercionLeading Change• Examining the Evidence: Negative Emotions and Resistance to ChangeThe Creative ProcessThree Types of Support for CreativityOrganizational Support for CreativitySupervisory Support for CreativityWork Group Support for CreativityA Creative MindIndividual CreativityEight Conditions for Flow in the WorkplaceInnovationThe Innovation ProcessIdea Generation• Voices of Management: Jazmine Valencia (JV Agency)Problem SolvingImplementation and DiffusionTypes of Innovation in OrganizationsIn ConclusionCase Snapshot: Arizona State UniversityUp for DebateKey TermsIn ReviewPart 4: Organizing
  12. Chapter 10: Structuring Organizations• Learning Objectives• Case Study: Bridgewater AssociatesOrganizational StructureOrganizational Charts• Entrepreneurial Manager MindsetElements of Organizational StructureWork Specialization and Division of LaborDepartmentalizationChain of CommandSpan of ControlAuthority, Responsibility, and DelegationAuthorityResponsibilityDelegationCentralization and DecentralizationFormalizationTraditional Organizational StructureSimple StructureFunctional StructureDivisional StructureVertical Organizational StructureHorizontal Organizational Structure• Voices of Management: Ken Hill (Dorco Razors)Contemporary Organizational StructuresMatrix OrganizationsFlatter Organizational StructureFlatarchiesHolacratic Organizational StructureBoundaryless Organizational StructureVirtual Organizational Structure• Examining the Evidence: Organizational Hierarchies and Team EffectivenessPrimary Factors in Determining Structural TypeEnvironmentThe Mechanistic ModelThe Organic ModelEnvironmental StabilityStrategyTechnologySizeFinancial ConditionIn ConclusionCase Snapshot: ZapposUp for DebateKey TermsIn ReviewChapter Exercise
  13. Chapter 11: The Human Side of Management• Learning Objectives• Case Study: The Big 8Human Resource ManagementMain Challenges for HRRapid Increase in Employee TurnoverIncreasingly Diverse WorkforceRise in Flexible WorkingThe Strategic Role of Human Resources Management• Entrepreneurial Manager MindsetIdentifying Talent• Voices of Management: Stephen Parker (Pharmacovigilance Artificial Intelligence)Defining and Planning Human Resource NeedsInternal and External RecruitingInternal RecruitmentExternal RecruitmentSelectionApplication FormSelection TestsJob InterviewsOnboardingTraining Strategies in OrganizationsThe ADDIE Training Model• Examining the Evidence: Planning to Be Engaged: Planning Type and Employee EngagementPerformance ManagementTypes of Performance ReviewsAgile Approach to Performance ManagementIn ConclusionCase Snapshot: Berkshire HathawayUp for DebateKey TermsIn ReviewChapter Exercise
  14. Chapter 12: Managing Team Performance• Learning Objectives• Case Study: Trader Joe’sThe Importance of TeamsThe Difference Between Teams and GroupsTypes of Teams• Voices of Management: Gautam Mahtani• Entrepreneurial Manager MindsetThe Roles Within TeamsStages of Team DevelopmentFormingStormingNormingPerformingAdjourningPunctuated EquilibriumTeam NormsEffective TeamsPsychological SafetyHow to Build an Effective Team• Examining the Evidence: Team Cohesion and Team Decision-Making: Too Much of a Good Thing?Managing ConflictTypes of ConflictConflict Management StrategiesIn ConclusionCase Snapshot: Costco WholesaleUp for DebateKey TermsIn ReviewChapter ExercisesPart 5: Leading
  15. Chapter 13: Managers as Leaders• Learning Objectives• Case Study: Anjali Sud of VimeoManagers as LeadersManagement Versus LeadershipLeadership and PowerPositional PowerPersonal PowerTypes of Leaders• Voices of Management: Sandra Watson (Arizona Commerce Authority)The Progression of LeadershipThe Trait Leadership PerspectiveMen and Women Leadership TraitsThe Dark TriadEmotional IntelligenceThe Behavioral Leadership PerspectiveOhio State University StudiesUniversity of Michigan StudiesThe Blake-Mouton Leadership GridThe Contingency Leadership PerspectiveHersey and Blanchard’s Situational Leadership ModelHouse’s Path-Goal Leadership TheoryBeyond Traditional LeadershipTransformational LeadershipLaissez-Faire LeadershipCharismatic LeadershipPower-Distributing Leadership TheoriesEmpowering LeadershipShared Leadership• Examining the Evidence: Empowering Leadership, Sleep, and ProactivitySelf-Leadership• Entrepreneurial Manager MindsetValues-Based Leadership PerspectivesAuthentic LeadershipServant LeadershipEthical LeadershipIn ConclusionCase Snapshot: Managers as Leaders: MuleSoftUp for DebateKey TermsIn ReviewChapter Exercises
  16. Chapter 14: Understanding Individual Behavior• Learning Objectives• Case Study: National Basketball Association (NBA)How Individuals Make a DifferenceThe Power of Perception and a Positive ApproachPositive PsychologyMyers-Briggs Type Indicator• Entrepreneurial Manager MindsetThe 16 Myers-Briggs TypesThe Big Five Model• Examining the Evidence: Personality and Job PerformanceCore Self-EvaluationsOther Personality AttributesSelf-MonitoringProactive PersonalityType A and Type B OrientationThe Impact of Individual Behavior on the WorkplaceStress and Individual Behavior• Voices of Management: Jill Kohler (Penrose Academy)StressorsConsequences of StressManaging StressStress Reduction TechniquesWellness ProgramsIn ConclusionCase Snapshot: HiltonUp for DebateKey TermsIn ReviewChapter Exercise
  17. Chapter 15: Motivating Others• Learning Objectives• Case Study: NetflixThe Motivation ProcessNeeds TheoriesContent Theories• Voices of Management: Joe Shoen (AMERCO, the Holding Company of U-Haul)Maslow’s Hierarchy of NeedsERG Theory of MotivationHerzberg’s Two-Factor TheoryMcClelland’s Acquired Needs TheoryMoney as a MotivatorProcess TheoriesEquity TheoryOrganizational JusticeExpectancy TheoryGoal-Setting Theory• Entrepreneurial Manager MindsetIntrinsic and Extrinsic Motivation• Examining the Evidence: A Dark Side to Intrinsic Motivation?Types of Extrinsic RewardsSeniority-Based PayJob Content–Based PaySkill-Based PayPerformance-Based PayMotivation Through Job DesignReinforcement and Its Impact on MotivationIn ConclusionCase Snapshot: DellUp for DebateKey TermsIn ReviewChapter Exercise
  18. Chapter 16: Communicating• Learning Objectives• Case Study: GoogleThe Communication Model• Voices of Management: Brian Learst (QuintEvents)Types of Communication ChannelsOral CommunicationAdvantages and DisadvantagesWritten CommunicationAdvantages and DisadvantagesElectronic CommunicationAdvantages and DisadvantagesNonverbal CommunicationAdvantages and DisadvantagesChannel Richness• Entrepreneurial Manager MindsetBarriers to CommunicationFilteringEmotionsInformation OverloadDiffering PerceptionsActive ListeningCommunicating in OrganizationsInformation FlowCommunication NetworksCross-Cultural Communication• Examining the Evidence: Gossip Isn’t Always BadBarriers to Cross-Cultural CommunicationOther Complicating FactorsOvercoming Barriers to Cross-Cultural CommunicationIn ConclusionCase Snapshot: FacebookUp for DebateKey TermsIn ReviewChapter ExercisePart 6: Controlling
  19. Chapter 17: Controlling Information and Operations• Learning Objectives• Case Study: Chick-fil-AHow Controls Make a DifferenceThe Control ProcessTypes of ControlsFeedforward ControlConcurrent ControlFeedback ControlInformation Technology• Entrepreneurial Manager MindsetCloud ComputingData AnalyticsArtificial Intelligence (AI)Machine Learning• Voices of Management: Jeff Torczon (InfinityHR)Information SystemsFinancial Tools for ControlBudgetingFinancial StatementsAuditsCybersecurity AuditTypes of Cybersecurity Threats• Examining the Evidence: Cybersecurity Decision-Making CapabilitiesHow Performance Development Makes a DifferenceLean ManufacturingPurchasing and Inventory ManagementSupply Chain ManagementTotal Quality Management (TQM)Statistical Quality Control (SQC)Deming ManagementSix Sigma and Lean Six SigmaISO 9000 and ISO 14000KaizenMalcolm Baldrige AwardIn ConclusionCase Snapshot: NintendoUp for DebateKey TermsIn ReviewChapter ExerciseGlossaryNotesIndex
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