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Management Fundamentals 10th Edition - Concepts, Applications, and Skill Development

Management Fundamentals 10th Edition - Concepts, Applications, and Skill Development

BRAND: Sage
Publisher:
Sage
Author:
Robert N. Lussier
Edition:
@2024
eBook ISBN:
9781071873519
Print ISBN:
9781071891377
Type:
1 Year Subscription. Dành cho Cá nhân
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Nguyên tắc cơ bản về quản lýCác khái niệm, ứng dụng và phát triển kỹ năngĐược đóng gói với các bài tập trải nghiệm, tự đánh giá và hoạt động nhóm, Nguyên tắc cơ bản về quản lý: Khái niệm, ứng dụng và phát triển kỹ năng, Phiên bản thứ mười phát triển các kỹ năng quản lý thiết yếu mà sinh viên có thể sử dụng trong cuộc sống cá nhân và nghề nghiệp của mình. Tác giả sách bán chạy nhất Robert N. Lussier sử dụng những trường hợp và ví dụ mới nhất để minh họa các khái niệm quản lý trong thế giới kinh doanh luôn thay đổi ngày nay. Phiên bản mới được cập nhật đầy đủ này cung cấp thông tin chuyên sâu về các chủ đề chính của AACSB như tính đa dạng, đạo đức, công nghệ và toàn cầu hóa. Mới cho phiên bản này:Trường hợp mới Phạm vi đưa tin mới và mở rộng về các chủ đề quan trọng như sự khác biệt thế hệ, quấy rối tình dục, AI, an ninh mạng, tư duy kinh doanh, quản lý thay đổi và trí tuệ cảm xúc. Các xu hướng và vấn đề được cập nhật đầy đủ trong các phần Quản lý trong mỗi chươngHàng trăm ví dụ, số liệu thống kê và tài liệu tham khảo mới để sinh viên của bạn tiếp cận với tư duy mới nhất trong quản lý Các tính năng chính:Các nghiên cứu trường hợp nêu bật những thách thức và cơ hội đương đại mà các nhà quản lý tại các tổ chức nổi tiếng như IKEA, LG, Alibaba và Buc-ees phải đối mặt. Phần Xu hướng và Vấn đề khám phá các chủ đề kịp thời như tính chất công việc đang thay đổi, quản lý nhiều thế hệ và các nhóm ảo. Tự đánh giá giúp người đọc có được kiến ​​thức cá nhân về các chức năng quản lý trong thế giới thực và tạo cơ hội cho người đọc tìm hiểu về phong cách quản lý cá nhân của họ và áp dụng các khái niệm của chương.Bài tập xây dựng kỹ năng phát triển các kỹ năng mà người đọc có thể sử dụng trong cuộc sống cá nhân và nghề nghiệp của họ. Các ý tưởng về các trường hợp mở đầu chương Quản lý nêu bật các công ty và con người thực tế và được xem lại trong suốt chương để minh họa và củng cố các khái niệm của chương. Các nghiên cứu điển hình yêu cầu người đọc đặt mình vào vai trò của người quản lý để áp dụng các khái niệm của chương và xem xét các vấn đề mà tổ chức thực tế đang phải đối mặt.
  1. PrefaceAcknowledgmentsAbout the AuthorPart I The Global Management Environment
  2. Chapter 1 Management and Its HistoryIdeas on Management at IKEAWhy Study Management?Develop Skills You Can Use in Your Personal LifeDevelop Skills You Can Use as a Manager or EmployeeWhat Is a Manager’s Responsibility?Human ResourcesFinancial ResourcesPhysical ResourcesInformational ResourcesResources and PerformanceA Manager InterviewWhat Does It Take to Be a Successful Manager?Management QualitiesManagement SkillsAACSB CompetenciesManagement FunctionsPlanning—Based on ObjectivesOrganizingLeadingControllingNonmanagement FunctionsThe Transition to Management—Managing PeopleManagement RolesInterpersonal RolesInformational RolesDecisional RolesThe Systems Relationship Among the Management Skills, Functions, and RolesDifferences Among ManagersThe Three Levels of ManagementDifferences in Management SkillsDifferences in Management FunctionsDifferences in SizeDifferences in ProfitsA Brief History of ManagementClassical TheoryBehavioral TheoryManagement ScienceIntegrative Perspective—Systems, Sociotechnical, and Contingency TheoriesComparing TheoriesManaging the Old Versus New WorkplaceObjectives of the BookStudent EngagementManagement ConceptsApplication of Management ConceptsDevelopment of Management SkillsOrganization of the BookTrends and Issues in ManagementGlobalizationDiversity, Equity, and Inclusion (DEI)Ethics, Corporate Social Responsibility (CSR), and SustainabilityTechnologyChapter SummaryReviewKey Terms ReviewReview QuestionsCommunication SkillsCasesSkill Builder 1.1Skill Builder 1.2Skill Builder 1.3Skill Builder 1.4
  3. Chapter 2 The Global Environment: Culture, Ethics, and Social ResponsibilityIdeas on Management at UnileverThe Global EnvironmentThe Internal EnvironmentThe External EnvironmentGlobal MindsetDynamic Environments and Interactive ManagementTypes of Businesses in the Global EnvironmentClassifying Businesses in the Global VillageEthnocentrism Is Out and “Made in America” Is BlurredOrganizational CultureOrganizational Culture ArtifactsLevels of Organizational CultureStrong and Weak CulturesHealthy and Unhealthy CulturesManaging Organizational CultureChanging Organizational CultureLearning and High-Performance OrganizationsBusiness EthicsWhat Are Ethics?Views on EthicsUnethical BehaviorWhy Do Good People Do Bad Things?How Do People Justify Their Unethical Behavior?Gossiping Hurts EveryoneCaution Against Escalation of Unethical BehaviorDoes Ethical Behavior Pay?Factors That Influence Behavior to Be Ethical or UnethicalPersonality Traits and AttitudesMoral DevelopmentThe SituationGuides to Ethical BehaviorGolden and Platinum RuleFour-Way TestStakeholders’ Approach to EthicsDiscernment and AdviceApplication of Ethical GuidesManaging EthicsCodes of Ethics and TrainingTop Management Support and ExampleEnforcing Ethical Behavior and WhistleblowingThe Foreign Corrupt Practices Act (FCPA)The United Nations Global CompactPersonal EthicsSocial Responsibility and SustainabilityWhat Is Social Responsibility?Social Entrepreneurs and Hybrid OrganizationsCSR ReportingLevels of Corporate Social ResponsibilityWhat Is Sustainability?Trends and Issues in ManagementGlobalization, Ethics, CSR, and SustainabilityTechnology and the Shared EconomyDiversity, Equity, and Inclusion (DEI)Chapter SummaryReviewKey Term ReviewReview QuestionsCommunication SkillsCasesSkill Builder 2.1Skill Builder 2.2Skill Builder 2.3
  4. Chapter 3 Managing Diversity, Equity, and Inclusion With a Global MindsetIdeas on Management at OracleDefining Diversity, Equity, and Inclusion (DEI)What Is DEI?Defining Terms That Block DEIDiversity of Race and EthnicityIncreasing Racial DiversityRace and EthnicityDespite Benefits of Racial Diversity, Racism and Microaggression ExistDiversity of GenderPay Gaps in the Workforce Among Gender and RaceGender Stereotypes and Sexism Create InequityCeilings, Walls, and Cliffs: The Barriers to AdvancementWhy Promote Gender Equality?Women Helping Women AdvanceDiversity of LGBTQ+Defining LGBTQ+LGBTQ+ Individuals Are Legally Protected Against DiscriminationLGBTQ+ Leaders and OrganizationsDiversity of Age and Generations, Disabilities and Abilities, and ReligionDiversity of Age and GenerationDiversity of DisabilitiesDiversity of AbilitiesReligious DiversityOther Types of DiversityEquity and InclusionEquityInclusionIS DEI Really Important?Being Personally DEI FocusedCreating a Strong DEI CultureBenefits and Challenges of Developing a Strong DEI CultureManagement and Organizational Commitment and SupportCharacteristics of Strong High-Performance CulturesInclude DEI Performance Metrics for Evaluating and Reporting ProgressSupportive DEI Policies and PracticesGlobal Diversity of National CultureThe Benefits of Understanding CultureOrganizational and National Culture Are Related but DifferentManaging CultureGLOBEInternational Assignments and Multicultural ExperiencesDon’t Stereotype National Culture Behavior to IndividualsTrends and Issues in ManagementDiversity, Globalization, and TechnologyEthics, CSR, and SustainabilityChapter SummaryReviewKey Term ReviewReview QuestionsCommunication SkillsCasesSkill Builder 3.1Skill Builder 3.2Part II Planning
  5. Chapter 4 Creative Problem Solving and Decision MakingIdeas on Management at ZoomProblem Solving and Decision Making: An OverviewThe Interrelationship Among Objectives, Problem Solving, and Decision MakingThe Relationship Among the Management Functions, Problem Solving, and Decision MakingDecision-Making StylesReflexive StyleReflective StyleConsistent StyleThe Decision-Making ModelClassify and Define the Problem or OpportunityClassify the Problem and When to Use the Decision-Making ModelSelect the Appropriate Level of ParticipationDetermine the Cause of the ProblemRational Versus Bounded Rational Decisions and Cognitive BiasSet Objectives and CriteriaSetting ObjectivesSetting CriteriaGenerate Creative and Innovative AlternativesCreativity and InnovationCreativity and Innovation KillersThe Creative ProcessUsing Information to Generate AlternativesUsing Technology to Generate AlternativesUsing Groups to Generate Creative AlternativesDecision TreesAnalyze Alternatives and Select the Most FeasibleAnalyzing and Selecting AlternativesQuantitative TechniquesBig DataCost-Benefit, Pros and Cons, and IntuitionPlan, Implement the Decision, and ControlPlanImplement the PlanControl the PlanUsing the Decision-Making ModelTrends and Issues in ManagementGlobalization and DiversityTechnologyEthics, CSR, and SustainabilityChapter SummaryReviewKey Term ReviewReview QuestionsCommunication SkillsCasesSkill Builder 4.1Skill Builder 4.2
  6. Chapter 5 Planning and Managing Global BusinessIdeas on Management at CitibankStrategic and Operational PlanningPlanning DimensionsStrategic Versus Operational PlanningStrategic and Operational StrategiesThe Strategic Planning ProcessDeveloping the Mission and Analyzing the EnvironmentDeveloping the MissionAnalyzing the EnvironmentChanging StrategiesSetting ObjectivesWriting Effective ObjectivesCriteria for ObjectivesManagement by Objectives (MBO)Corporate-Level StrategiesGrand StrategyGrowth StrategiesPortfolio AnalysisBusiness-Level StrategiesAdaptive StrategiesCompetitive StrategiesOperational-Level PlanningFunctional StrategiesStanding Plans Versus Single-Use PlansContingency Plans and CrisesTime ManagementThe Importance of TimeAnalyzing Time Use With a Time LogA Time Management SystemImplementing and Controlling StrategiesStrategy ImplementationControlling StrategyBlue Ocean StrategyManaging Foreign TradeTrade BarriersThe Future of Global TradeWorld Trade OrganizationTrade AgreementsExchange RatesThe International Monetary Fund (IMF)Managing Global BusinessWhy Go GlobalGlobal Management PracticesManaging Different Forms of Global BusinessTrends and Issues in ManagementGlobalization and DiversityTechnologyEthics, CSR, and SustainabilityChapter SummaryReviewKey Term ReviewReview QuestionsCommunication SkillsCasesSkill Builder 5.1Skill Builder 5.2
  7. Chapter 6 Managing Change, Innovation, and EntrepreneurshipIdeas on Management at Carlsberg GroupInnovations in Beer BrewingInnovations in Beer Manufacturing, Packaging, and DistributionInnovation and ChangeThe Innovation and Change InterrelationshipTaking RiskForces for ChangeTypes of ChangeForms of ChangeManaging InnovationInnovative StructuresInnovative CulturesManaging Innovation During Incremental and Discontinuous ChangeManaging ChangeStages in the Change ProcessResistance to ChangeHow to Overcome Resistance to ChangeA Model for Identifying and Overcoming Resistance to ChangeOrganizational DevelopmentChange ModelsOrganizational Development InterventionsEntrepreneurshipEntrepreneurial CharacteristicsOpportunity Recognition and ExploitationNew Venture Entrepreneurs and IntrapreneursTypes of EntrepreneursThe Entrepreneurial ProcessSelecting the New VenturePlanning the New VentureFinancing the New VentureControlling the New VentureThe Sales PitchTrends and Issues in ManagementGlobalizationEntrepreneurship DiversityTechnologyEthics, CSR, and SustainabilityChapter SummaryReviewKey Term ReviewReview QuestionsCommunication SkillsCasesSkill Builder 6.1Skill Builder 6.2Skill Builder 6.3Skill Builder 6.4Part III Organizing
  8. Chapter 7 Organizing and Delegating WorkIdeas on Management at the Miami MarlinsOrganizational Considerations and PrinciplesOrganizational ConsiderationsPrinciples of OrganizationAuthorityFormal and Informal Authority and Scope of AuthorityLevels of AuthorityCentralized and Decentralized AuthorityLine and Staff AuthorityOrganizational DesignOrganization ChartDivisional StructureTraditional DepartmentalizationContemporary Organizational DesignMatrix StructureCommon Contemporary Organizational DesignsChallenges to Contemporary Organizational DesignsJob DesignJob SimplificationJob ExpansionWork TeamsSetting PrioritiesPriority Determination QuestionsAssigning PrioritiesThe Prioritized To-Do ListMultitasking and MindfulnessMultitasking, the Brain, and Decreased ProductivityAttention Spans and ConcentrationSmartphonesMindfulnessEffective MultitaskingDelegatingBenefits of and Obstacles to DelegatingDelegation DecisionsThe Delegation ProcessTrends and Issues in ManagementGlobalization and DiversityTechnologyEthics, CSR, and SustainabilityChapter SummaryReviewKey Term ReviewReview QuestionsCommunication SkillsCasesSkill Builder 7.1Skill Builder 7.2Skill Builder 7.3Skill Builder 7.4
  9. Chapter 8 Managing TeamworkIdeas on Management at TargetGroup and Team PerformanceThe Importance of TeamsGroups and TeamsThe Group Performance ModelGroup StructureGroup TypesGroup SizeGroup CompositionGroup Leadership and ObjectivesGroup ProcessGroup RolesGroup NormsGroup CohesivenessStatus Within the GroupDecision MakingConflict ResolutionStages of Group Development and Management StylesStage 1. Forming—Autocratic Management StyleStage 2. Storming—Consultative Management StyleStage 3. Norming—Participative Management StyleStage 4. Performing—Empowerment Management StyleStage 5. TerminationChanges in Group Development and Management StyleDeveloping Groups into TeamsTrainingTeam LeadershipManaging Group MeetingsPlanning MeetingsConducting MeetingsHandling Problem MembersWorking With Group MembersTrends and Issues in ManagementGlobalization and DiversityTechnologyEthics, CSR, and SustainabilityChapter SummaryReviewKey Term ReviewReview QuestionsCommunication SkillsCasesSkill Builder 8.1Skill Builder 8.2 with Self-AssessmentSkill Builder 8.3Skill Builder 8.4
  10. Chapter 9 Human Resources ManagementIdeas on Management at Anthem InsuranceStrategic Human Resources Management and ProcessStrategic Human Resource Management (SHRM)The Human Resources DepartmentThe Human Resources Management ProcessThe Legal EnvironmentFederal Laws Related to HRMState and Local Government Employment LawsPreemployment InquiriesHarassment, Sexual Harassment, and Workplace RomanceHarassmentSexual HarassmentHRM Sexual Harassment and Romance PoliciesVerbal Warning and Reporting ViolationsHuman Resources PlanningStrategic Human Resources PlanningJob AnalysisAttracting EmployeesRecruitingThe Selection ProcessSelection InterviewingDeveloping EmployeesOrientation Programs, Onboarding, and Newcomer SocializationTraining and DevelopmentPerformance AppraisalRetaining EmployeesCompensationBenefitsHealth and SafetyUnions and Labor RelationsSeparating EmployeesTurnover and Reasons for SeparationAttritionFiringLayoffs/DownsizingTrends and Issues in ManagementGlobalization and DiversityTechnologyEthics, CSR, and SustainabilityChapter SummaryReviewKey Term ReviewReview QuestionsCommunication SkillsCasesSkill Builder 9.1Skill Builder 9.2Skill Builder 9.3Appendix: Career Management and NetworkingCareer ManagementCareer Planning and DevelopmentGetting a JobNetworkingThe Importance of NetworkingPersonality Characteristics and NetworkingThe Networking ProcessAppendix SummaryReviewKey Term ReviewSkill Builder A.1Skill Builder A.2Skill Builder A.3Part IV Leading
  11. Chapter 10 Organizational Behavior: Power, Politics, Negotiation, and ConflictIdeas on Management at Land O’LakesOrganizational Behavior (OB)Goals of OBThe Foundations of Individual BehaviorThoughts, Self-Confidence, and Self-EsteemSelf-EsteemSelf-ConfidenceThoughts and HappinessImproving Self-Confidence and Self-Esteem With Self-TalkPersonalityPersonality Development and CareersSingle Traits of PersonalityThe Big Five Personality DimensionsThe Myers-Briggs Type Indicator (MBTI)PerceptionThe Perception ProcessThe Attribution ProcessBias in PerceptionPerception CongruenceAttitudesAttitude FormationAttitudes and BehaviorAttitudes and Job SatisfactionHow Employee and Managerial Attitudes Affect Employee PerformanceOrganizational PowerThe Relationship Between Organizational Power and PoliticsSources of PowerTypes of PowerHow to Increase Your PowerOrganizational PoliticsOrganizational Politics Is a Medium of ExchangeOrganizational Power and PoliticsRelationship PowerUse Organizational Power and Politics EthicallyTypes of Political BehaviorGuidelines for Developing Political SkillsNegotiationPlan the NegotiationNegotiatePostponeAgreement or No AgreementConflictThe Psychological Contract—Reasons for ConflictFunctional and Dysfunctional ConflictConflict Management StylesInitiating Conflict ResolutionResponding to Conflict ResolutionMediating Conflict ResolutionTrends and Issues in ManagementGlobalization and DiversityTechnology Ethics and CSREthics and CSRChapter SummaryReviewKey Term ReviewReview QuestionsCommunication SkillsCasesSkill Builder 10.1Skill Builder 10.2Skill Builder 10.3Skill Builder 10.4
  12. Chapter 11 Motivating for High PerformanceIdeas on Management at Capital OneMotivation and PerformanceWhat Is Motivation, and How Does It Affect Performance?An Overview of Three Major Classifications of Motivation TheoriesContent Motivation TheoriesHierarchy of Needs TheoryERG TheoryTwo-Factor TheorySelf-Determination TheoryAcquired Needs TheoryProcess Motivation TheoriesEquity TheoryGoal-Setting TheoryExpectancy TheoryReinforcement TheoryTypes of ReinforcementSchedules of ReinforcementCombining the Motivation Process and Motivation TheoriesMotivating Employees With Rewards and RecognitionHow Each of the Motivation Theories Uses Rewards and RecognitionReward and Recognition ProgramsGiving Praise to Show GratitudeStressStress and BurnoutFunctional and Dysfunctional StressCauses of Job StressStress ManagementThe Stress Tug-of-WarTrends and Issues in ManagementGlobalization and DiversityTechnology, Ethics and Social ResponsibilityEthicsChapter SummaryReviewKey Term ReviewReview QuestionsCommunication SkillsCasesSkill Builder 11.1Skill Builder 11.2
  13. Chapter 12 Leading With InfluenceIdeas on Management at Fidelity Investments With CEO Abby JohnsonLeadership and TrustThe Importance of LeadershipLeadership DevelopmentLeaders Versus ManagersThe Importance of Trust in LeadershipAn Overview of Four Major Classifications of Leadership TheoriesLeadership Trait TheoryTraits and PersonalityInconclusive Findings and Current ThinkingBehavioral Leadership TheoriesBasic Leadership StylesTwo-Dimensional Leadership StylesThe Leadership Grid®Situational Leadership TheoriesContingency Leadership ModelLeadership Continuum ModelPath-Goal ModelNormative Leadership ModelSituational Leadership® ModelComparing Leadership ModelsLeadership Substitutes Theory and FollowershipContemporary Leadership TheoriesLeader-Member Exchange (LMX) TheoryStrategic, Visionary, and Charismatic LeadersTransformational and Transactional LeadersThe Leadership Challenge®Authentic LeadershipServant LeadershipDetermine Your Leadership Point of ViewTrends and Issues in ManagementGlobalization and DiversityTechnology and SustainabilityEthics and CSRChapter SummaryReviewKey Term ReviewReview QuestionsCommunication SkillsCasesSkill Builder 12.1Skill Builder 12.2Skill Builder 12.3
  14. Chapter 13 Communication, Information Technology, and Emotional IntelligenceIdeas on Management From Salesforce and Marc BenioffOrganizational CommunicationTwo Levels of CommunicationThe Importance of CommunicationsVertical CommunicationHorizontal CommunicationGrapevine CommunicationInformation Technology and Big DataData Versus Information and Big DataInformation Technology (IT) DefinedUsing ITThe Dark Side of the Internet and Cell PhonesIdentity and Data Theft, Cybercrime, and RansomwarePrivacy and CybersecurityTypes of Information Systems and Social MediaInformation SystemsSocial MediaInformation NetworksThe Interpersonal Communication Process and MindfulnessThe Interpersonal Communication ProcessMindfulnessCommunication BarriersPerceptionInformation OverloadChannel SelectionNoiseTrust and CredibilityPoor ListeningEmotionsFilteringLanguage/CultureMessage Transmission ChannelsMedia Richness and Selecting the Message Transmission ChannelOral CommunicationNonverbal CommunicationWritten CommunicationCombining ChannelsSending MessagesPlanning the MessageThe Message-Sending ProcessChecking Understanding: FeedbackReceiving MessagesThe Message-Receiving ProcessRetentive ListeningActive ListeningResponding to MessagesResponse StylesDealing With Emotions and Emotional IntelligenceToday’s View of EmotionsUsing Emotional Intelligence (EI)Acknowledge Feelings: Control BehaviorYour Emotions and BehaviorCalming the Emotional PersonCompassion and Reflective Empathic RespondingCriticismGiving CriticismTrends and Issues in ManagementGlobalization and DiversityTechnologyEthics and Corporate Social Responsibility (CSR)Chapter SummaryReviewKey Term ReviewReview QuestionsCommunication SkillsCasesSkill Builder 13.1Skill Builder 13.2Skill Builder 13.3Skill Builder 13.4Part V Controlling
  15. Chapter 14 Managing Control Systems, Finances, and PeopleIdeas on Management at The Ranch Golf ClubOrganizational and Functional Area Control SystemsOrganizational Systems ControlFunctional Area/Department Control SystemsEstablishing Control SystemsThe Control Systems ProcessResistance to ControlThe Performance Success CycleControl Frequency and MethodsConstant ControlsPeriodic ControlsOccasional ControlsFinancial Controls: The Master Budgeting ProcessFinancial Resources, Accounting and BudgetingSteps in the Master Budgeting ProcessOperating BudgetsCapital Expenditures BudgetFinancial Budgets and StatementsPersonal FinanceManaging PeopleCoachingManagement by Walking AroundCounselingDiscipliningHandling ComplaintsHandling Employee ComplaintsTrends and Issues in ManagementGlobalization and DiversityTechnologyEthics, CSR, and SustainabilityChapter SummaryReviewKey Term ReviewReview QuestionsCommunication SkillsCasesSkill Builder 14.1Skill Builder 14.2Skill Builder 14.3Skill Builder 14.4
  16. Chapter 15 Operations, Quality, and ProductivityIdeas on Management at Buc-ee’sOperationsOperations and ProductsManufacturing and Service OperationsClassifying Operations SystemsTangibility of ProductsLevel of Customer InvolvementOperations FlexibilityResources and Technology ManagementMultiple ClassificationsDesigning Operations SystemsProduct Mix and DesignFacility LayoutLocation and Capacity PlanningManaging Operations Systems and the Supply ChainProject Management and Planning SchedulesInventory ControlMaterials Requirement Planning (MRP)Supply Chain ManagementQualityThe High Cost of Poor Quality and ErrorsQuality GurusQuality ControlQuality OrganizationsProductivityHow Productivity Affects Wages and the Standard of LivingProductivity Creates JobsMeasuring and Increasing ProductivityMethods of Measuring Performance and ProductivityTrends and Issues in ManagementGlobalization and DiversityTechnologyEthics, CSR, and SustainabilityChapter SummaryReviewKey Term ReviewReview QuestionsCommunication SkillsCasesSkill Builder 15.1Skill Builder 15.2Skill Builder 15.3Skill Builder 15.4Skill Builder 15.5GlossaryNotesName IndexCompany IndexSubject IndexList of Features
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