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Management

Author: Stephen P Robbins; Mary K Coulter
Publisher: Upper Saddle River, N.J. : Prentice Hall, ©1996.
Edition/Format:   Print book : English : 5th edView all editions and formats
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Robbins/Coulter makes the management course come alive by bringing real managers and students together. This best selling text integrates the discipline of management and establishes a dialogue with  Read more...

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Additional Physical Format: Online version:
Robbins, Stephen P., 1943-
Management.
Upper Saddle River, N.J. : Prentice Hall, ©1996
(OCoLC)891776553
Material Type: Internet resource
Document Type: Book, Internet Resource
All Authors / Contributors: Stephen P Robbins; Mary K Coulter
ISBN: 0134865561 9780134865560 0132328771 9780132328777
OCLC Number: 32818978
Description: 1 volume (various pagings) : color illustrations ; 27 cm
Contents: (NOTE: Each chapter begins with Opener: A Manager's Dilemma; and concludes with Close: Real Managers Respond to Opening Dilemma; Summary; Review Questions; Discussion Questions; Self-Assessment Exercise; For Your Immediate Action; Ethical Dilemma Exercise; Case Application; Video Case.) I. INTRODUCTION. 1. Managers and Management. Who are managers? What is management and what do managers do? The value the marketplace puts on managers. Why study management? Managing Your Career: Career Opportunities in Management. 2. The Evolution of Management. Historical background. The early years. Recent years: Toward integration. Current trends and issues. II. DEFINING THE MANAGER'S TERRAIN. 3. Organizational Culture and Environment: The Constraints. The manager: Omnipotent or symbolic? The organization's culture. The environment. Managing Work Force Diversity: Creating a Supportive Culture for Diversity. Entrepreneurship: Identifying Environmental Opportunities. 4. Managing in a Global Environment. Who owns what? Overcoming parochialism. The changing global environment. How organizations go international. Managing in a foreign environment. Adjusting to a foreign culture: Transition and culture shock. 5. Social Responsibility and Managerial Ethics. What is social responsibility? Social responsibility and economic performance. Is social responsibility just profit-maximizing behavior? Values-based management. A guide through the maze. Managerial ethics. A final thought. 6. Decision-Making: The Essence of the Manager's Job. The decision-making process. The pervasiveness of decision making. The rational decision maker. Problems and decisions: A contingency approach. Decision making styles. Managing Work Force Diversity: Decision Making Styles of Diverse Populations. Creativity in the decision making process. Analyzing decision alternatives. Managing Your Career. Group decision making. III. PLANNING. 7. Foundations of Planning. The definition of planning. Purposes of planning. Planning and performance. Myths about planning. Types of plans. Contingency factors in planning. Managing Work Force Diversity: Constraints in Building a Diverse Workforce. Objectives: The foundation of planning. 8. Strategic Management. The increasing importance of strategic planning. The strategic management process. Managing Your Career. Entrepreneurship: Strategy and the Entrepreneur. Corporate-level strategies. Business-level strategies. TQM as a strategic weapon. 9. Planning Tools and Techniques. Techniques for assessing the environment. Budgets. Operation planning tools. Time management: A guide to personal planning. IV. ORGANIZING. 10. Organization Structure and Design. Defining organization structure and design. Building the vertical dimension. Building the horizontal dimension. The contingency approach to organization design. Applications of organization design. Entrepreneurship: Structuring the Entrepreneurial Firm. Managing a Diverse Work Force: The Feminine Organization: Myth or Reality? 11. Human Resource Management. Managers and human resources departments. The human resource management process. Important environmental considerations. Human resource planning. Recruitment and decruitment. Selection. Orientation. Employee training. Career development. Managing Your Career. Compensation and benefits. Current issues in human resource management. 12. Managing Change and Innovation. What is change? Forces for change. Entrepreneurship: The Entrepreneur as Change Agent. Two different views on the change process. Organizational inertia and resistance to change. Techniques for managing change. Managing Your Career: Preparing for a Changing Workplace. Contemporary issues in managing change. Managing Work Force Diversity: The Paradox of Diversity. Stimulating innovation. V. LEADING. 13. Foundations of Behavior. Toward explaining and predicting behavior. Attitudes. Personality. Entrepreneurship: The Entrepreneurial Personality. Managing Your Career. Perception. Learning. 14. Understanding Groups and Teams. Understanding group behavior. Managing Work Force Diversity: The Challenge of Coordinating Heterogeneous Groups. Turning groups into effective teams. Developing and managing effective teams. Teams and TQM. 15. Motivating Employees. What is motivation? Early theories of motivation. Contemporary approaches to motivation. Contemporary issues in motivation. From theory to practice: Suggestions for motivating employees. 16. Leadership. Managers vs. leaders. Trait theories. Behavioral theories. Contingency theories. Emerging approaches to leadership. Contemporary issues in leadership. 17. Communication and Interpersonal Skills. Understanding communication. Managing Work Force Diversity: Communication Styles of Men vs. Women. Developing interpersonal skills. Active listening skills. Feedback skills. Delegation skills. Conflict management skills. Negotiation skills. VI. CONTROLLING. 18. Foundations of Control. What is control? The importance of control. The control process. Types of control. Entrepreneurship: Management by Walking Around! Qualities of an effective control system. The dysfunctional side of controls. Adjusting controls for national differences. Ethical issues in control. 19. Operations Management. Operations management and the transformation process. Managing productivity. Operations management includes both manufacturing and services. Reengineering work processes. Strategic operations management. Planning operations. Controlling operations. Current issues in operations management. 20. Control Tools and Techniques. Information controls. Financial controls. Operations controls. Behavioral controls. Index.
Responsibility: Stephen P. Robbins, Mary Coulter.

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