MGMT Principles of Management 11th Edition by Chuck Williams – Ebook PDF Instant Download/Delivery: 133740747X, 978-1337407472
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ISBN 10: 133740747X
ISBN 13: 978-1337407472
Author: Chuck Williams
Learn Management YOUR Way with MGMT! MGMT’s easy-reference, paperback textbook presents course content through visually-engaging chapters as well as Chapter Review Cards that consolidate the best review material into a ready-made study tool. With the textbook or on its own, MGMT MindTap allows you to learn on your terms. Read or listen to textbooks and study with the aid of instructor notifications, flashcards and practice quizzes. Track your scores and stay motivated toward your goals. Whether you have more work to do or are ahead of the curve, you’ll know where you need to focus your efforts. And the MindTap Green Dot will charge your confidence along the way. When it’s time to study, everything you’ve flagged or noted can be gathered into a guide you can organize.
MGMT Principles of Management 11th Table of contents:
Part 1
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
Key Terms
Learning Outcomes
Chapter 2. The History of Management
2-1. The Origins of Management
2-1a. Management Ideas and Practices throughout History
2-1b. Why We Need Managers Today
2-2. Scientific Management
2-2a. Father of Scientific Management: Frederick W. Taylor
2-2b. Motion Studies: Frank and Lillian Gilbreth
2-2c. Charts: Henry Gantt
2-3. Bureaucratic and Administrative Management
2-3a. Bureaucratic Management: Max Weber
2-3b. Administrative Management: Henri Fayol
2-4. Human Relations Management
2-4a. Constructive Conflict and Coordination: Mary Parker Follett
2-4b. Hawthorne Studies: Elton Mayo
2-4c. Cooperation and Acceptance of Authority: Chester Barnard
2-5. Operations, Information, Systems, and Contingency Management
2-5a. Operations Management
2-5b. Information Management
2-5c. Systems Management
2-5d. Contingency Management
Key Terms
Learning Outcomes
Chapter 3. Organizational Environments and Cultures
3-1. Changing Environments
3-1a. Environmental Change
3-1b. Environmental Complexity
3-1c. Resource Scarcity
3-1d. Uncertainty
3-2. General Environment
3-2a. Economy
3-2b. Technological Component
3-2c. Sociocultural Component
3-2d. Political/Legal Component
3-3. Specific Environment
3-3a. Customer Component
3-3b. Competitor Component
3-3c. Supplier Component
3-3d. Industry Regulation Component
3-3e. Advocacy Groups
3-4. Making Sense of Changing Environments
3-4a. Environmental Scanning
3-4b. Interpreting Environmental Factors
3-4c. Acting on Threats and Opportunities
3-5. Organizational Cultures: Creation, Success, and Change
3-5a. Creation and Maintenance of Organizational Cultures
3-5b. Successful Organizational Cultures
3-5c. Changing Organizational Cultures
Key Terms
Learning Outcomes
Chapter 4. Ethics and Social Responsibility
4-1. Workplace Deviance
4-2. U.S. Sentencing Commission Guidelines for Organizations
4-2a. Who, What, and Why?
4-2b. Determining the Punishment
4-3. Influences on Ethical Decision Making
4-3a. Ethical Intensity of the Decision
4-3b. Moral Development
4-3c. Principles of Ethical Decision Making
4-4. Practical Steps to Ethical Decision Making
4-4a. Selecting and Hiring Ethical Employees
4-4b. Codes of Ethics
4-4c. Ethics Training
4-4d. Ethical Climate
4-5. To Whom Are Organizations Socially Responsible?
4-6. For What Are Organizations Socially Responsible?
4-7. Responses to Demands for Social Responsibility
4-8. Social Responsibility and Economic Performance
Key Terms
Learning Outcomes
Part 2
Chapter 5. Planning and Decision Making
5-1. Benefits and Pitfalls of Planning
5-1a. Benefits of Planning
5-1b. Pitfalls of Planning
5-2. How to Make a Plan That Works
5-2a. Setting Goals
5-2b. Developing Commitment to Goals
5-2c. Developing Effective Action Plans
5-2d. Tracking Progress
5-2e. Maintaining Flexibility
5-3. Planning from Top to Bottom
5-3a. Starting at the Top
5-3b. Bending in the Middle
5-3c. Finishing at the Bottom
5-4. Steps and Limits to Rational Decision Making
5-4a. Define the Problem
5-4b. Identify Decision Criteria
5-4c. Weigh the Criteria
5-4d. Generate Alternative Courses of Action
5-4e. Evaluate Each Alternative
5-4f. Compute the Optimal Decision
5-4g. Limits to Rational Decision Making
5-5. Using Groups to Improve Decision Making
5-5a. Advantages and Pitfalls of Group Decision Making
5-5b. Structured Conflict
5-5c. Nominal Group Technique
5-5d. Delphi Technique
5-5e. Electronic Brainstorming
Key Terms
Learning Outcomes
Chapter 6. Organizational Strategy
6-1. Sustainable Competitive Advantage
6-2. Strategy-Making Process
6-2a. Assessing the Need for Strategic Change
6-2b. Situational Analysis
6-2c. Choosing Strategic Alternatives
6-3. Corporate-Level Strategies
6-3a. Portfolio Strategy
6-3b. Grand Strategies
6-4. Industry-Level Strategies
6-4a. Five Industry Forces
6-4b. Positioning Strategies
6-4c. Adaptive Strategies
6-5. Firm-Level Strategies
6-5a. Direct Competition
6-5b. Strategic Moves of Direct Competition
Key Terms
Learning Outcomes
Chapter 7. Innovation and Change
7-1. Why Innovation Matters
7-1a. Technology Cycles
7-1b. Innovation Streams
7-2. Managing Innovation
7-2a. Managing Sources of Innovation
7-2b. Experiential Approach: Managing Innovation during Discontinuous Change
7-2c. Compression Approach: Managing Innovation during Incremental Change
7-3. Organizational Decline: The Risk of not Changing
7-4. Managing Change
7-4a. Managing Resistance to Change
7-4b. What Not to Do when Leading Change
7-4c. Change Tools and Techniques
Key Terms
Learning Outcomes
Chapter 8. Global Management
8-1. Global Business, Trade Rules, and Trade Agreements
8-1a. The Impact of Global Business
8-1b. Trade Barriers
8-1c. Trade Agreements
8-1d. Consumers, Trade Barriers, and Trade Agreements
8-2. Consistency or Adaptation?
8-3. Forms for Global Business
8-3a. Exporting
8-3b. Cooperative Contracts
8-3c. Strategic Alliances
8-3d. Wholly Owned Affiliates (Build or Buy)
8-3e. Global New Ventures
8-4. Finding the Best Business Climate
8-4a. Growing Markets
8-4b. Choosing an Office/Manufacturing Location
8-4c. Minimizing Political Risk
8-5. Becoming Aware of Cultural Differences
8-6. Preparing for an International Assignment
8-6a. Language and Cross-Cultural Training
8-6b. Spouse, Family, and Dual-Career Issues
Key Terms
Learning Outcomes
Part 3
Chapter 9. Designing Adaptive Organizations
9-1. Departmentalization
9-1a. Functional Departmentalization
9-1b. Product Departmentalization
9-1c. Customer Departmentalization
9-1d. Geographic Departmentalization
9-1e. Matrix Departmentalization
9-2. Organizational Authority
9-2a. Chain of Command
9-2b. Line versus Staff Authority
9-2c. Delegation of Authority
9-2d. Degree of Centralization
9-3. Job Design
9-3a. Job Specialization
9-3b. Job Rotation, Enlargement, and Enrichment
9-3c. Job Characteristics Model
9-4. Intraorganizational Processes
9-4a. Reengineering
9-4b. Empowerment
9-5. Interorganizational Processes
9-5a. Modular Organizations
9-5b. Virtual Organizations
Key Terms
Learning Outcomes
Chapter 10. Managing Teams
10-1. The Good and Bad of Using Teams
10-1a. The Advantages of Teams
10-1b. The Disadvantages of Teams
10-1c. When to Use Teams
10-2. Kinds of Teams
10-2a. Autonomy, the Key Dimension
10-2b. Special Kinds of Teams
10-3. Work Team Characteristics
10-3a. Team Norms
10-3b. Team Cohesiveness
10-3c. Team Size
10-3d. Team Conflict
10-3e. Stages of Team Development
10-4. Enhancing Work Team Effectiveness
10-4a. Setting Team Goals and Priorities
10-4b. Selecting People for Teamwork
10-4c. Team Training
10-4d. Team Compensation and Recognition
Key Terms
Learning Outcomes
Chapter 11. Managing Human Resource Systems
11-1. Employment Legislation
11-1a. Federal Employment Laws
11-1b. Adverse Impact and Employment Discrimination
11-1c. Sexual Harassment
11-2. Recruiting
11-2a. Defining the Job
11-2b. Internal Recruiting
11-2c. External Recruiting
11-3. Selection
11-3a. Application Forms and Résumés
11-3b. References and Background Checks
11-3c. Selection Tests
11-3d. Interviews
11-4. Training
11-4a. Determining Training Needs
11-4b. Training Methods
11-4c. Evaluating Training
11-5. Performance Appraisal
11-5a. Accurately Measuring Job Performance
11-5b. Sharing Performance Feedback
11-6. Compensation and Employee Separation
11-6a. Compensation Decisions
11-6b. Terminating Employees
11-6c. Downsizing
11-6d. Retirement
11-6e. Employee Turnover
Key Terms
Learning Outcomes
Chapter 12. Managing Individuals and a Diverse Workforce
12-1. Diversity: Differences That Matter
12-1a. Diversity Is Not Affirmative Action
12-1b. Diversity Makes Good Business Sense
12-2. Surface-Level Diversity
12-2a. Age
12-2b. Sex
12-2c. Sexual and Gender Identity
12-2d. Race/Ethnicity
12-2e. Mental or Physical Disabilities
12-3. Deep-Level Diversity
12-4. Managing Diversity
12-4a. Diversity Paradigms
12-4b. Diversity Principles
12-4c. Diversity Training and Practices
12-4d. Diversity: What Works?
Key Terms
Learning Outcomes
Part 4
Chapter 13. Motivation
13-1. Basics of Motivation
13-1a. Effort and Performance
13-1b. Need Satisfaction
13-1c. Extrinsic and Intrinsic Rewards
13-1d. Motivating with the Basics
13-2. Equity Theory
13-2a. Components of Equity Theory
13-2b. How People React to Perceived Inequity
13-2c. Motivating with Equity Theory
13-3. Expectancy Theory
13-3a. Components of Expectancy Theory
13-3b. Motivating with Expectancy Theory
13-4. Reinforcement Theory
13-4a. Components of Reinforcement Theory
13-4b. Schedules for Delivering Reinforcement
13-4c. Motivating with Reinforcement Theory
13-5. Goal-Setting Theory
13-5a. Components of Goal-Setting Theory
13-5b. Motivating with Goal-Setting Theory
13-6. Motivating with the Integrated Model
Key Terms
Learning Outcomes
Chapter 14. Leadership
14-1. Leaders versus Managers
14-2. Who Leaders Are and What Leaders Do
14-2a. Leadership Traits
14-2b. Leadership Behaviors
14-3. Putting Leaders in the Right Situation: Fiedler’s Contingency Theory
14-3a. Leadership Style: Least Preferred Coworker
14-3b. Situational Favorableness
14-3c. Matching Leadership Styles to Situations
14-4. Adapting Leader Behavior: Hersey and Blanchard’s Situational Leadership® Theory
14-4a. Worker Readiness
14-4b. Leadership Styles
14-5. Adapting Leader Behavior: Path-Goal Theory
14-5a. Leadership Styles
14-5b. Subordinate and Environmental Contingencies
14-5c. Outcomes
14-6. Adapting Leader Behavior: Normative Decision Theory
14-6a. Decision Styles
14-6b. Decision Quality and Acceptance
14-7. Visionary Leadership
14-7a. Charismatic Leadership
14-7b. Transformational Leadership
Key Terms
Learning Outcomes
Chapter 15. Managing Communication
15-1. Perception and Communication Problems
15-1a. Basic Perception Process
15-1b. Perception Problems
15-1c. Perceptions of Others
15-1d. Self-Perception
15-2. Kinds of Communication
15-2a. The Communication Process
15-2b. Formal Communication Channels
15-2c. Informal Communication Channels
15-2d. Coaching and Counseling: One-on-One Communication
15-2e. Nonverbal Communication
15-3. Managing One-on-One Communication
15-3a. Choosing the Right Communication Medium
15-3b. Listening
15-3c. Giving Feedback
15-4. Managing Organization-Wide Communication
15-4a. Improving Transmission: Getting the Message Out
15-4b. Improving Reception: Hearing What Others Feel and Think
Key Terms
Learning Outcomes
Part 5
Chapter 16. Control
16-1. The Control Process
16-1a. Standards
16-1b. Comparison to Standards
16-1c. Corrective Action
16-1d. Dynamic, Cybernetic Process
16-1e. Feedback, Concurrent, and Feedforward Control
16-1f. Control Isn’t Always Worthwhile or Possible
16-2. Control Methods
16-2a. Bureaucratic Control
16-2b. Objective Control
16-2c. Normative Control
16-2d. Concertive Control
16-2e. Self-Control
16-3. What to Control?
16-3a. The Balanced Scorecard
16-3b. The Financial Perspective: Controlling Budgets, Cash Flows, and Economic Value Added
16-3c. The Customer Perspective: Controlling Customer Defections
16-3d. The Internal Perspective: Controlling Quality
16-3e. The Innovation and Learning Perspective: Sustainability
Key Terms
Learning Outcomes
Chapter 17. Managing Information
17-1. Strategic Importance of Information
17-1a. First-Mover Advantage
17-1b. Sustaining Competitive Advantage
17-2. Characteristics and Costs of Useful Information
17-2a. Accurate Information
17-2b. Complete Information
17-2c. Relevant Information
17-2d. Timely Information
17-2e. Acquisition Costs
17-2f. Processing Costs
17-2g. Storage Costs
17-2h. Retrieval Costs
17-2i. Communication Costs
17-3. Capturing, Processing, and Protecting Information
17-3a. Capturing Information
17-3b. Processing Information
17-3c. Protecting Information
17-4. Accessing and Sharing Information and Knowledge
17-4a. Internal Access and Sharing
17-4b. External Access and Sharing
17-4c. Sharing Knowledge and Expertise
Key Terms
Learning Outcomes
Chapter 18. Managing Service and Manufacturing Operations
18-1. Productivity
18-1a. Why Productivity Matters
18-1b. Kinds of Productivity
18-1c. Productivity and Automation
18-2. Quality
18-2a. Quality-Related Characteristics for Products and Services
18-2b. 9000, 14000, and 27000
18-2c. Baldrige National Quality Award
18-2d. Total Quality Management
18-3. Service Operations
18-3a. The Service-Profit Chain
18-3b. Service Recovery and Empowerment
18-4. Manufacturing Operations
18-4a. Amount of Processing in Manufacturing Operations
18-4b. Flexibility of Manufacturing Operations
18-5. Inventory
18-5a. Types of Inventory
18-5b. Measuring Inventory
18-5c. Costs of Maintaining Inventory
18-5d. Managing Inventory
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