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[null,"1.","Record Nr.",null,"UNINA9910150212803321"]
[null,null,"Autore",null,"Robbins Stephen P"]
[null,null,"Titolo",null,"Management, Global Edition"]
[null,null,"Pubbl/distr/stampa",null,", : Pearson Education UK, , 2013"]
[{"$nulls":4},"©2014"]
[null,null,"ISBN",null,"0-273-78751-9"]
[null,null,"Edizione",null,"[12th ed.]"]
[null,null,"Descrizione fisica",null,"1 online resource (723 pages)"]
[null,null,"Soggetti",null,"Management"]
[{"$nulls":4},"Leadership"]
[null,null,"Lingua di pubblicazione",null,"Inglese"]
[null,null,"Formato",null,"Materiale a stampa"]
[null,null,null,"Livello bibliografico","Monografia"]
[null,null,"Nota di contenuto",null,"Cover -- Contents -- Preface -- Part 1 The World of Management -- Chapter 1 Foundations of Management and Organizations -- Why Are Managers Important? -- Who Are Managers and Where Do They Work? -- Who Is a Manager? -- Where Do Managers Work? -- What Do Managers Do? -- Management Functions -- Mintzberg's Managerial Roles and a Contemporary Model of Managing -- Management Skills -- How Is the Manager's Job Changing? -- Importance of Customers to the Manager's Job -- Importance of Social Media to the Manager's Job -- Importance of Innovation to the Manager's Job -- Importance of Sustainability to the Manager's Job -- Why Study Management? -- The Universality of Management -- The Reality of Work -- Rewards and Challenges of Being a Manager -- Boxed Features -- DATAPOINTS -- SPOTLIGHT: Manager at Work -- Future Vision: The Working World in 2025 -- Let's Get REAL -- Leader Who Made a Difference -- Let's Get REAL -- Chapter Summary by Learning Outcomes -- Review and Discussion Questions -- Preparing for: My Career -- Case Application 1: Building a Better Boss -- Case Application 2: Saving the World -- Looking Back: The History of Management Module -- Early Management -- Classical Approach -- Behavioral Approach -- Quantitative Approach -- Contemporary Approaches -- Chapter 2 Constraints and Challenges for the Global Manager -- The Manager: Omnipotent or Symbolic? -- The Omnipotent View -- The Symbolic View -- The External Environment: Constraints and Challenges -- The Economic Environment -- The Demographic Environment -- How the External Environment Affects Managers -- Organizational Culture: "]
[{"$nulls":4},"Constraints and Challenges -- What Is Organizational Culture? -- Strong Cultures -- Where Culture Comes From and How It Continues -- How Employees Learn Culture -- How Culture Affects Managers -- Current Issues in Organizational Culture."]
[{"$nulls":4},"Creating an Innovative Culture -- Creating a Customer-Responsive Culture -- Spirituality and Organizational Culture -- Boxed Features -- SPOTLIGHT: Manager at Work -- Future Vision: More Diverse Than Ever -- Let's Get REAL -- Leader Who Made a Difference -- Let's Get REAL -- DATAPOINTS -- Chapter Summary by Learning Outcomes -- Review and Discussion Questions -- Preparing for: My Career -- Case Application 1: Going to Extremes -- Case Application 2: Not Sold Out -- Part 1 Management Practice -- A Manager's Dilemma -- Global Sense -- Continuing Case: Starbucks -- Part 2 Managing in the Twenty-First Century -- Chapter 3 Global Management -- Who Owns What? -- What's Your Global Perspective? -- Understanding the Global Environment -- Regional Trading Alliances -- Global Trade Mechanisms -- Doing Business Globally -- Different Types of International Organizations -- How Organizations Go International -- Managing in a Global Environment -- The Political/Legal Environment -- The Economic Environment -- The Cultural Environment -- Global Management in Today's World -- Challenges of Managing a Global Workforce -- Boxed Features -- SPOTLIGHT: Manager at Work -- Leader Who Made a Difference -- DATAPOINTS -- Let's Get REAL -- Chapter Summary by Learning Outcomes -- Review and Discussion Questions -- Preparing for: My Career -- Case Application 1: Dirty Little Secret -- Case Application 2: HSBC's Farewell to Japanese Retail Banking -- Chapter 4 The Diverse Workforce -- Diversity 101 -- What Is Workplace Diversity? -- Why Is Managing Workforce Diversity So Important? -- The Changing Workplace -- Characteristics of the U.S. Population -- What About Global Workforce Changes? -- Types of Workplace Diversity -- Age -- Gender -- Race and Ethnicity -- Disability/Abilities -- Religion -- GLBT: Sexual Orientation and Gender Identity -- Other Types of Diversity."]
[{"$nulls":4},"Challenges in Managing Diversity -- Personal Bias -- Glass Ceiling -- Workplace Diversity Initiatives -- The Legal Aspect of Workplace Diversity -- Top Management Commitment to Diversity -- Mentoring -- Diversity Skills Training -- Employee Resource Groups -- Boxed Features -- SPOTLIGHT: Manager at Work -- Let's Get REAL -- Let's Get REAL -- DATAPOINTS -- Leader Who Made a Difference -- Chapter Summary by Learning Outcomes -- Review and Discussion Questions -- Preparing for: My Career -- Case Application 1: From Top to Bottom -- Case Application 2: Women in Management at Deutsche Telekom -- Chapter 5 Social Responsibility and Ethics -- What Is Social Responsibility? -- From Obligations to Responsiveness to Responsibility -- Should Organizations Be Socially Involved? -- Green Management and Sustainability -- How Organizations Go Green -- Evaluating Green Management Actions -- Managers and Ethical Behavior -- Factors That Determine Ethical and Unethical Behavior -- Ethics in an International Context -- Encouraging Ethical Behavior -- Employee Selection -- Codes of Ethics and Decision Rules -- Leadership -- Job Goals and Performance Appraisal -- Ethics Training -- Independent Social Audits -- Protective Mechanisms -- Social Responsibility and Ethics Issues in Today's World -- Managing Ethical Lapses and Social Irresponsibility -- Social Entrepreneurship -- Businesses Promoting Positive Social Change -- Boxed Features -- SPOTLIGHT: Manager at Work -- Leader Who Made a Difference -- Let's Get REAL -- DATAPOINTS -- Let's Get REAL -- Chapter Summary by Learning Outcomes -- Review and Discussion Questions -- Preparing for: My Career -- Case Application 1: A Novel "]
[{"$nulls":4},"Wellness Culture -- Case Application 2: Lessons from BAE - Saudi False Accounting Probe -- Part 2 Management Practice -- A Manager's Dilemma -- Global Sense -- Continuing Case: Starbucks."]
[{"$nulls":4},"Part 3 Making Decisions and Managing Change -- Chapter 6 Decision Making -- The Decision-Making Process -- Step 1: Identify a Problem -- Step 2: Identify Decision Criteria -- Step 3: Allocate Weights to the Criteria -- Step 4: Develop Alternatives -- Step 5: Analyze Alternatives -- Step 6: Select an Alternative -- Step 7: Implement the Alternative -- Step 8: Evaluate Decision Effectiveness -- Managers Making Decisions -- Making Decisions: Rationality -- Making Decisions: Bounded Rationality -- Making Decisions: The Role of Intuition -- Making Decisions: The Role of Evidence-Based Management -- Types of Decisions and Decision-Making Conditions -- Types of Decisions -- Decision-Making Conditions -- Decision-Making Styles -- Linear-Nonlinear Thinking Style Profile -- Decision-Making Biases and Errors -- Overview of Managerial Decision Making -- Effective Decision Making in Today's World -- Guidelines for Effective Decision Making -- Design Thinking and Decision Making -- Boxed Features -- SPOTLIGHT: Manager at Work -- Let's Get REAL -- Future Vision: Man or Machine? -- Leader Who Made a Difference -- DATAPOINTS -- Chapter Summary by Learning Outcomes -- Review and Discussion Questions -- Preparing for: My Career -- Case Application 1: The Business of Baseball -- Case Application 2: Underwater Chaos -- Chapter 7 Change and Innovation -- The Change Process -- Two Views of the Change Process -- Types of Organizational Change -- What Is Organizational Change? -- Types of Change -- Managing Resistance to Change -- Why Do People Resist Change? -- Techniques for Reducing Resistance to Change -- Contemporary Issues in Managing Change -- Changing Organizational Culture -- Employee Stress -- Making Change Happen Successfully -- Stimulating Innovation -- Creativity Versus Innovation -- Stimulating and Nurturing Innovation -- Structural Variables."]
[{"$nulls":4},"Innovation and Design Thinking -- Boxed Features -- SPOTLIGHT: Manager at Work -- Future Vision: Life-Long Learning -- Let's Get REAL -- DATAPOINTS -- Let's Get REAL -- Leader Who Made a Difference -- Chapter Summary by Learning Outcomes -- Review and Discussion Questions -- Preparing for: My Career -- Case Application 1: A.S. Watson Group -- Case Application 2: Workplace Stress Can Kill -- Part 3 Management Practice -- A Manager's Dilemma -- Global Sense -- Continuing Case: Starbucks -- Part 4 Planning and Control -- Chapter 8 Foundations of Planning -- The What and Why of Planning -- What Is Planning? -- Why Do Managers Plan? -- Planning and Performance -- Goals and Plans -- Types of Goals -- Types of Plans -- Setting Goals and Developing Plans -- Approaches to Setting Goals -- Developing Plans -- Approaches to Planning -- Contemporary Issues in Planning -- How Can Managers Plan Effectively in Dynamic Environments? -- How Can Managers Use Environmental Scanning? -- Boxed Features -- SPOTLIGHT: Manager at Work -- Let's Get REAL -- Leader Who Made a Difference -- Let's Get REAL -- DATAPOINTS -- Chapter Summary by Learning Outcomes -- Review and Discussion Questions -- Preparing for: My Career -- Case Application 1: Funny Name-Not-So-Funny Effect -- Case Application 2: Shifting Direction -- Chapter 9 Managing Strategy -- Strategic Management -- What Is Strategic Management? -- Why Is Strategic Management Important? -- The Strategic Management Process -- Step 1: Identifying the Organization's Current Mission, Goals, and Strategies -- Step 2: Doing an External Analysis -- Step 3: Doing an Internal Analysis -- Step 4: Formulating Strategies -- Step 5: Implementing Strategies -- Step 6: Evaluating Results -- Corporate "]
[{"$nulls":4},"Strategies -- What Is Corporate Strategy? -- What Are the Types of Corporate Strategy? -- How Are Corporate Strategies Managed?."]
[{"$nulls":4},"Competitive Strategies."]
[null,null,null,"Sommario/riassunto","For Principles of Management courses.   This Global Edition has been edited to include enhancements making it more relevant to students outside the United States REAL Managers, REAL Experiences: Bring management theories to life!  This bestselling principles text vividly illustrates management theories by incorporating the perspectives of real-life managers. Throughout this text, students will see and experience management in action, helping them understand how the concepts they're reading about work in today's business world."]