Effective Management 7th Edition by Chuck Williams – Ebook PDF Instant Download/Delivery: 128586624X, 978-1285866246
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ISBN 10: 128586624X
ISBN 13: 978-1285866246
Author: Chuck Williams
Effective Management 7th Table of contents:
Chapter 1. Management
1-1. Management Is . . .
1-2. Management Functions
1-2a. Planning
1-2b. Organizing
1-2c. Leading
1-2d. Controlling
1-3. Kinds of Managers
1-3a. Top Managers
1-3b. Middle Managers
1-3c. First-Line Managers
1-3d. Team Leaders
1-4. Managerial Roles
1-4a. Interpersonal Roles
1-4b. Informational Roles
1-4c. Decisional Roles
1-5. What Companies Look for in Managers
1-6. Mistakes Managers Make
1-7. The Transition to Management: The First Year
1-8. Competitive Advantage through People
Management Team Decision
Practice Being a Manager
Self-Assessment
Management Workplace
Chapter 2. Organizational Environments and Culture
2-1. External Environments and Change
2-1a. Environmental Change
2-1b. Environmental Complexity
2-1c. Resource Scarcity
2-1d. Uncertainty
2-2. General Environment
2-2a. Economy
2-2b. Technological Component
2-2c. Sociocultural Component
2-2d. Political/Legal Component
2-3. Specific Environment
2-3a. Customer Component
2-3b. Competitor Component
2-3c. Supplier Component
2-3d. Industry Regulation Component
2-3e. Advocacy Groups
2-4. Making Sense of Changing Environments
2-4a. Environmental Scanning
2-4b. Interpreting Environmental Factors
2-4c. Acting on Threats and Opportunities
2-5. Internal Environments
2-5a. Creation and Maintenance of Organizational Cultures
2-5b. Successful Organizational Cultures
2-5c. Changing Organizational Cultures
Management Team Decision
Practice Being a Manager
Self-Assessment
Management Workplace
Chapter 3. Ethics and Social Responsibility
3-1. Ethics and the Nature of Management Jobs
3-2. U.S. Sentencing Commission Guidelines for Organizations
3-2a. Who, What, and Why?
3-2b. Determining the Punishment
3-3. Influences on Ethical Decision Making
3-3a. Ethical Intensity of the Decision
3-3b. Moral Development
3-4. Practical Steps to Ethical Decision Making
3-4a. Selecting and Hiring Ethical Employees
3-4b. Codes of Ethics
3-4c. Ethics Training
3-4d. Ethical Climate
3-5. To Whom Are Organizations Socially Responsible?
3-6. For What Are Organizations Socially Responsible?
3-7. Responses to Demands for Social Responsibility
3-8. Social Responsibility and Economic Performance
Management Team Decision
Practice Being a Manager
Self-Assessment
Management Workplace
Chapter 4. Planning and Decision Making
4-1. Benefits and Pitfalls of Planning
4-1a. Benefits of Planning
4-1b. Pitfalls of Planning
4-2. How to Make a Plan That Works
4-2a. Setting Goals
4-2b. Developing Commitment to Goals
4-2c. Developing Effective Action Plans
4-2d. Tracking Progress
4-2e. Maintaining Flexibility
4-3. Planning from Top to Bottom
4-3a. Starting at the Top
4-3b. Bending in the Middle
4-3c. Finishing at the Bottom
4-4. Steps of and Limits to Rational Decision Making
4-4a. Define the Problem
4-4b. Identify Decision Criteria
4-4c. Weight the Criteria
4-4d. Generate Alternative Courses of Action
4-4e. Evaluate Each Alternative
4-4f. Compute the Optimal Decision
4-4g. Limits to Rational Decision Making
4-5. Using Groups to Improve Decision Making
4-5a. Advantages and Pitfalls of Group Decision Making
4-5b. Structured Conflict
4-5c. Nominal Group Technique
4-5d. Delphi Technique
4-5e. Stepladder Technique
4-5f. Electronic Brainstorming
Management Team Decision
Practice Being a Manager
Self-Assessment
Management Workplace
Chapter 5. Organizational Strategy
5-1. Sustainable Competitive Advantage
5-2. Strategy-Making Process
5-2a. Assessing the Need for Strategic Change
5-2b. Situational Analysis
5-2c. Choosing Strategic Alternatives
5-3. Corporate-Level Strategies
5-3a. Portfolio Strategy
5-3b. Grand Strategies
5-4. Industry-Level Strategies
5-4a. Five Industry Forces
5-4b. Positioning Strategies
5-4c. Adaptive Strategies
5-5. Firm-Level Strategies
5-5a. Direct Competition
5-5b. Strategic Moves of Direct Competition
Management Team Decision
Practice Being a Manager
Self-Assessment
Management Workplace
Chapter 6. Innovation and Change
6-1. Organizational Innovation
6-1a. Technology Cycles
6-1b. Innovation Streams
6-2. Managing Innovation
6-2a. Managing Sources of Innovation
6-2b. Experiential Approach: Managing Innovation during Discontinuous Change
6-2c. Compression Approach: Managing Innovation during Incremental Change
6-3. Managing Organizational Change
6-3a. Managing Resistance to Change
6-3b. What Not to Do When Leading Change
6-3c. Change Tools and Techniques
Management Team Decision
Practice Being a Manager
Self-Assessment
Management Workplace
Chapter 7. Global Management
7-1. Global Business, Trade Rules, and Trade Agreements
7-1a. The Impact of Global Business
7-1b. Trade Barriers
7-1c. Trade Agreements
7-1d. Consumers, Trade Barriers, and Trade Agreements
7-2. Consistency or Adaptation?
7-3. Forms for Global Business
7-3a. Exporting
7-3b. Cooperative Contracts
7-3c. Strategic Alliances
7-3d. Wholly Owned Affiliates (Build or Buy)
7-3e. Global New Ventures
7-4. Finding the Best Business Climate
7-4a. Growing Markets
7-4b. Choosing an Office/Manufacturing Location
7-4c. Minimizing Political Risk
7-5. Becoming Aware of Cultural Differences
7-6. Preparing for an International Assignment
7-6a. Language and Cross-Cultural Training
7-6b. Spouse, Family, and Dual-Career Issues
Management Team Decision
Practice Being a Manager
Self-Assessment
Management Workplace
Chapter 8. Designing Adaptive Organizations
8-1. Designing Organizational Structures
8-2. Departmentalization
8-2a. Functional Departmentalization
8-2b. Product Departmentalization
8-2c. Customer Departmentalization
8-2d. Geographic Departmentalization
8-2e. Matrix Departmentalization
8-3. Organizational Authority
8-3a. Chain of Command
8-3b. Line Versus Staff Authority
8-3c. Delegation of Authority
8-3d. Degree of Centralization
8-4. Job Design
8-4a. Job Specialization
8-4b. Job Rotation, Enlargement, and Enrichment
8-4c. Job Characteristics Model
8-5. Designing Organizational Processes
8-6. Intraorganizational Processes
8-6a. Reengineering
8-6b. Empowerment
8-6c. Behavioral Informality
8-7. Interorganizational Processes
8-7a. Modular Organizations
8-7b. Virtual Organizations
Management Team Decision
Practice Being a Manager
Self-Assessment
Management Workplace
Chapter 9. Managing Teams
9-1. The Good and Bad of Using Teams
9-1a. The Advantages of Teams
9-1b. The Disadvantages of Teams
9-1c. When to Use Teams
9-2. Kinds of Teams
9-2a. Autonomy, the Key Dimension
9-2b. Special Kinds of Teams
9-3. Work Team Characteristics
9-3a. Team Norms
9-3b. Team Cohesiveness
9-3c. Team Size
9-3d. Team Conflict
9-3e. Stages of Team Development
9-4. Enhancing Work Team Effectiveness
9-4a. Setting Team Goals and Priorities
9-4b. Selecting People for Teamwork
9-4c. Team Training
9-4d. Team Compensation and Recognition
Management Team Decision
Practice Being a Manager
Self-Assessment
Management Workplace
Chapter 10. Managing Human Resources
10-1. Employment Legislation
10-1a. Federal Employment Laws
10-1b. Adverse Impact and Employment Discrimination
10-1c. Sexual Harassment
10-2. Recruiting
10-2a. Job Analysis and Recruiting
10-2b. Internal Recruiting and External Recruiting
10-3. Selection
10-3a. Application Forms and Résumés
10-3b. References and Background Checks
10-3c. Selection Tests
10-3d. Interviews
10-4. Training
10-4a. Training Methods
10-4b. Evaluating Training
10-5. Performance Appraisal
10-5a. Accurately Measuring Job Performance
10-5b. Sharing Performance Feedback
10-6. Compensation
10-6a. Compensation Decisions
10-6b. Employment Benefits
10-7. Employee Separations
10-7a. Terminating Employees
10-7b. Downsizing
10-7c. Employee Turnover
Management Team Decision
Practice Being a Manager
Self-Assessment
Management Workplace
Chapter 11. Motivation
11-1. Basics of Motivation
11-1a. Effort and Performance
11-1b. Need Satisfaction
11-1c. Extrinsic and Intrinsic Rewards
11-1d. Motivating with the Basics
11-2. Equity Theory
11-2a. Components of Equity Theory
11-2b. How People React to Perceived Inequity
11-2c. Motivating with Equity Theory
11-3. Expectancy Theory
11-3a. Components of Expectancy Theory
11-3b. Motivating with Expectancy Theory
11-4. Reinforcement Theory
11-4a. Components of Reinforcement Theory
11-4b. Schedules for Delivering Reinforcement
11-4c. Motivating with Reinforcement Theory
11-5. Goal-Setting Theory
11-5a. Components of Goal-Setting Theory
11-5b. Motivating with Goal-Setting Theory
11-6. Motivating with the Integrated Model
Management Team Decision
Practice Being a Manager
Self-Assessment
Management Workplace
Chapter 12. Leadership
12-1. Leadership
12-1a. Leaders Versus Managers
12-2. Who Leaders Are and What Leaders Do
12-2a. Leadership Traits
12-2b. Leadership Behaviors
12-3. Putting Leaders in the Right Situation: Fiedler’s Contingency Theory
12-3a. Leadership Style: Least Preferred Coworker
12-3b. Situational Favorableness
12-3c. Matching Leadership Styles to Situations
12-4. Adapting Leader Behavior: Path–Goal Theory
12-4a. Leadership Styles
12-4b. Subordinate and Environmental Contingencies
12-4c. Outcomes
12-5. Adapting Leader Behavior: Hersey and Blanchard’s Situational Leadership® Theory
12-5a. Worker Readiness
12-5b. Leadership Styles
12-6. Adapting Leader Behavior: Normative Decision Theory
12-6a. Decision Styles
12-6b. Decision Quality and Acceptance
12-7. Strategic Leadership and Visionary Leadership
12-7a. Charismatic Leadership
12-7b. Transformational Leadership
Management Team Decision
Practice Being a Manager
Self-Assessment
Management Workplace
Chapter 13. Communication
13-1. Communication and Perception
13-1a. Basic Perception Process
13-1b. Perception Problems
13-1c. Perceptions of Others
13-1d. Self-Perception
13-2. Kinds of Communication
13-2a. The Communication Process
13-2b. Communication Channels
13-2c. Coaching and Counseling: One-on-One Communication
13-2d. Nonverbal Communication
13-3. Managing One-on-One Communication
13-3a. Choosing the Right Communication Medium
13-3b. Listening
13-3c. Giving Feedback
13-3d. Improving Cross-Cultural Communication
13-4. Managing Organization-Wide Communication
13-4a. Improving Transmission: Getting the Message Out
13-4b. Improving Reception: Hearing What Others Feel and Think
Management Team Decision
Practice Being a Manager
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Chapter 14. Control
14-1. The Control Process
14-1a. Standards
14-1b. Comparison to Standards
14-1c. Corrective Action
14-1d. Dynamic, Cybernetic Process
14-1e. Feedback, Concurrent, and Feedforward Control
14-1f. Control Isn’t Always Worthwhile or Possible
14-2. Control Methods
14-2a. Bureaucratic Control
14-2b. Objective Control
14-2c. Normative Control
14-2d. Concertive Control
14-2e. Self-Control
14-3. What to Control?
14-3a. The Balanced Scorecard
14-3b. The Financial Perspective: Controlling Budgets, Cash Flows, and Economic Value Added
14-3c. The Customer Perspective: Controlling Customer Defections
14-3d. The Internal Perspective: Controlling Quality
14-3e. The Innovation and Learning Perspective: Controlling Waste and Pollution
Management Team Decision
Practice Being a Manager
Self-Assessment
Management Workplace
Chapter 15. Managing Information
15-1. Strategic Importance of Information
15-1a. First-Mover Advantage
15-1b. Sustaining Competitive Advantage
15-2. Capturing, Processing, and Protecting Information
15-2a. Capturing Information
15-2b. Processing Information
15-2c. Protecting Information
15-3. Accessing and Sharing Information and Knowledge
15-3a. Internal Access and Sharing
15-3b. External Access and Sharing
15-3c. Sharing Knowledge and Expertise
Management Team Decision
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Chapter 16. Managing Service and Manufacturing Operations
16-1. Productivity
16-1a. Why Productivity Matters
16-1b. Kinds of Productivity
16-2. Quality
16-2a. Quality-Related Characteristics for Products and Services
16-2b. ISO 9000 and 14000
16-2c. Baldrige National Quality Award
16-2d. Total Quality Management
16-3. Service Operations
16-3a. The Service–Profit Chain
16-3b. Service Recovery and Empowerment
16-4. Manufacturing Operations
16-4a. Amount of Processing in Manufacturing Operations
16-4b. Types of Inventory
16-4c. Measuring Inventory
16-4d. Costs of Maintaining an Inventory
16-4e. Managing Inventory
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