MGMT4 with MindTap

Title Page
Imprint Page
Brief Contents
Contents
Guide to the text
Guide to the online resources
Part One: Introducion to management
	Chapter 1:
Management
		Management is …
		Management functions
			Planning
			Organising
			Leading
			Controlling
		Kinds of managers
			Top managers
			Middle managers
			First-line managers
			Team leaders
		Managerial roles
			Interpersonal roles
			Informational roles
			Decisional roles
		What companies look for in managers
		Mistakes managers make
		The transition to management: the first year
		Competitive advantage through people
	Chapter 2:
History of management
		The origins of management
			Management ideas and practice throughout history
			Why we need managers today
		Scientific management
			Father of scientific management: Frederick W. Taylor
			Motion studies: Frank and Lillian Gilbreth
			Charts: Henry Gantt
		Bureaucratic and administrative management
			Bureaucratic management: Max Weber
			Administrative management: Henri Fayol
		Human relations management
			Constructive conflict: Mary Parker Follett
			Hawthorne Studies: Elton Mayo
			Cooperation and acceptance of authority: Chester Barnard
		Operations, information, systems and contingency management
			Operations management
			Information management
			Systems management
			Contingency management
	Chapter 3:
Organisational environments and cultures
		Changing environments
			Environmental change
			Environmental complexity
			Resource scarcity
			Environmental uncertainty
		General environment
			Economy
			Technological component
			Sociocultural component
			Political/legal component
		Specific environment
			Customer component
			Competitor component
			Supplier component
			Industry regulation component
			Advocacy groups
		Making sense of changing environments
			Environmental scanning
			Interpreting environmental factors
			Acting on threats and opportunities
		Organisational cultures: creation, success and change
			Creation and maintenance of organisational cultures
			Successful organisational cultures
			Changing organisational cultures
	Chapter 4:
Ethics and social responsibility
		Workplace deviance
		Regulators and regulations
			Who, what and why?
			Determining the punishment
		Influences on ethical decision making
			Ethical intensity of the decision
			Moral development
			Principles of ethical decision making
		Practical steps to ethical decision making
			Selecting and hiring ethical employees
			Codes of ethics
			Ethics training
			Ethical climate
		To whom are organisations socially responsible?
		For what are organisations socially responsible?
		Responses to demands for social responsibility
		Social responsibility and economic performance
Part Two: Planning
	Chapter 5:
Planning and decision making
		Benefits and pitfalls of planning
			Benefits of planning
			Planning pitfalls
		How to make a plan that works
			Setting goals
			Developing commitment to goals
			Developing effective action plans
			Tracking progress
			Maintaining flexibility
		Planning from top to bottom
			Starting at the top
			Bending in the middle
			Finishing at the bottom
		Steps and limits to rational decision making
			Define the problem
			Identify decision criteria
			Weight the criteria
			Generate alternative courses of action
			Evaluate each alternative
			Compute the optimal decision
			Limits to rational decision making
		Using groups to improve decision making
			Advantages and pitfalls of group decision making
			Structured conflict
			Nominal group technique
			Delphi technique
			Electronic brainstorming
	Chapter 6:
Organisational strategy
		What is strategy?
		Sustainable competitive advantage
		Strategy-making process
			Assessing the need for strategic change
			Situational analysis
			Choosing strategic alternatives
		Corporate-level strategies
			Portfolio strategy
			Grand strategy
		Industry-level strategies
			Positioning strategies
			Adaptive strategies
			Five industry forces
		Firm-level strategies
			Direct competition
			Strategic moves of direct competition
	Chapter 7:
Innovation and change
		The difference between change and innovation
		Why innovation matters
			Technology cycles
			Innovation streams
		Managing innovation
			Managing sources of innovation
			Experiential approach: managing innovation during discontinuous change
			Compression approach: managing innovation during incremental change
		Organisational decline: the risk of not changing
		Managing change
			Managing resistance to change
			What not to do when leading change
			Change tools and techniques
	Chapter 8:
Global management
		Global business, trade rules and trade agreements
			The impact of global business
			Trade agreements
			Consumers, trade barriers and trade agreements
		Consistency or adaptation?
		Forms of global business
			Exporting
			Cooperative contracts
			Strategic alliances
			Wholly owned affiliates (build or buy)
			Global new ventures
		Finding the best business climate
			Growing markets
			Choosing an office or manufacturing location
			Minimising political risk
		Becoming aware of cultural differences
		Preparing for an international assignment
			Language and cross-cultural training
			Spouse, family and dual-career issues
Part Three: Organising
	Chapter 9:
Designing adaptive organisations
		Departmentalisation
			Functional departmentalisation
			Product departmentalisation
			Customer departmentalisation
			Geographic departmentalisation
			Matrix departmentalisation
		Organisational authority
			Chain of command
			Line versus staff authority
			Delegation of authority
			Degree of centralisation
		Job design
			Job specialisation
			Job rotation, enlargement and enrichment
			Job characteristics model
		Intra-organisational processes
			Reengineering
			Empowerment
		Inter-organisational processes
			Modular organisations
			Virtual organisations
	Chapter 10:
Managing teams
		The good and bad of using teams
			The advantages of teams
			The disadvantages of teams
			When to use teams
		Kinds of teams
			Autonomy – the key dimension
			Special kinds of teams
		Work team characteristics
			Team norms
			Team cohesiveness
			Team size
			Team conflict
			Stages of team development
		Enhancing work team effectiveness
			Setting team goals and priorities
			Selecting people for teamwork
			Team training
			Team compensation and recognition
	Chapter 11:
Managing people: human resource management
		Employment legislation
			Employment laws
			Employment discrimination
		Recruiting
			Job analysis and recruiting
			Internal recruiting
			External recruiting
		Selection
			Application forms and résumés
			References and background checks
			Selection tests
			Interviews
		Training
			Determining training needs
			Training methods
			Evaluating training
		Performance appraisal
			Accurately measuring job performance
			Sharing performance feedback
		Compensation and remuneration
			Compensation decisions
			Terminating employees
			Downsizing
			Retirement
			Employee turnover
		Anti-discrimination legislation and diversity
			Age discrimination
			Disability discrimination
			Racial discrimination
			Sex discrimination
			Sexual orientation discrimination
			Workplace bullying
			Diversity makes good business sense
		Surface-level diversity
		Deep-level diversity
		Managing diversity
			Diversity paradigms
			Diversity principles
Part Four: Leading
	Chapter 12:
Motivation
		Basics of motivation
			Effort and performance
			Need satisfaction
			Extrinsic and intrinsic rewards
			Motivating with the basics
		Equity theory
			Components of equity theory
			How people react to perceived inequity
			Motivating with equity theory
		Expectancy theory
			Components of expectancy theory
			Motivating with expectancy theory
		Reinforcement theory
			Components of reinforcement theory
			Schedules for delivering reinforcement
			Motivating with reinforcement theory
		Goal-setting theory
			Components of goal-setting theory
			Motivating with goal-setting theory
		Motivating with the integrated model
	Chapter 13:
Leadership
		Leaders versus managers
		Who leaders are and what leaders do
			Leadership traits
			Leadership behaviour
		Putting leaders in the right situation: Fiedler’s contingency theory
			Leadership style: least-preferred co-worker
			Situational favourableness
			Matching leadership styles to situations
		Adapting leader behaviour: path–goal theory
			Leadership styles
			Subordinate and environmental contingencies
			Outcomes
		Adapting leader behaviour: normative decision theory
			Decision styles
			Decision quality and acceptance
			Problem: change to casual wear?
		Visionary leadership
			Charismatic leadership
			Transformational leadership
	Chapter 14:
Managing communication
		Perception and communication problems
			Basic perception process
				Perception problems
				Perceptions of others
				Self-perception
		Kinds of communication
			The communication process
			Formal communication channels
			Informal communication channels
			Coaching and counselling: one-on-one communication
			Non-verbal communication
		Managing one-on-one communication
			Choosing the right communication medium
			Listening
			Giving feedback
		Managing organisation-wide communication
			Improving transmission: getting the message out
			Improving reception: hearing what others feel and think
Part Five: Controlling
	Chapter 15:
Control
		The control process
			Standards
			Comparison to standards
			Corrective action
			Dynamic, cybernetic process
			Feedback, concurrent and feed-forward control
			Control isn’t always worthwhile or possible
		Control methods
			Bureaucratic control
			Objective control
			Normative control
			Concertive control
			Self-control
		What to control
			The balanced scorecard
			The financial perspective: controlling budgets, cash flows and economic value added
			The customer perspective: controlling customer defections
			The internal perspective: controlling quality
			The innovation and learning perspective: controlling waste and pollution
	Chapter 16:
Managing information
		Strategic importance of information
			First-mover advantage
			Sustaining a competitive advantage
		Characteristics and costs of useful information
			Accurate information
			Complete information
			Relevant information
			Timely information
			Acquisition costs
			Processing costs
			Storage costs
			Retrieval costs
			Communication costs
		Capturing, processing and protecting information
			Capturing information
			Processing information
			Protecting information
		Accessing and sharing information and knowledge
			Internal access and sharing
			External access and sharing
			Sharing knowledge and expertise
	Chapter 17:
Managing service and manufacturing operations
		Productivity
			Why productivity matters
			Kinds of productivity
		Quality
			Quality-related characteristics for products and services
			ISO 9000 and 14000
			Baldrige National Quality Award and the Australian Business Excellence Framework
			Total quality management
		Service operations
			The service-profit chain
			Service recovery and empowerment
		Manufacturing operations
			Amount of processing in manufacturing operations
			Flexibility of manufacturing operations
		Inventory
			Types of inventory
			Measuring inventory
			Costs of maintaining an inventory
			Managing inventory
Endnotes
Index
Tear-Out Cards