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Fundamentals of Management
| Fundamentals of Management |
| Autore | Robbins Stephen |
| Edizione | [8th ed.] |
| Pubbl/distr/stampa | , : Pearson Education UK, , 2013 |
| Descrizione fisica | 1 online resource (498 pages) |
| Altri autori (Persone) |
De CenzoDavid
CoulterMary |
| ISBN | 0-273-76619-8 |
| Formato | Materiale a stampa  |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
Cover -- Contents -- A Short Note to Students -- Preface -- About the Authors -- Part 1 Introduction -- Chapter 1 Managers and Management -- Who Are Managers and Where Do They Work? -- What Three Characteristics Do All Organizations Share? -- How Are Managers Different from Nonmanagerial Employees? -- What Titles Do Managers Have? -- Right or Wrong? -- What Is Management? -- From the Past to the Present: Origins of managers/management -- What Do Managers Do? -- What Are the Four Management Functions? -- What Are Management Roles? -- What Skills and Competencies Do Managers Need? -- Is the Manager's Job Universal? -- Technology and the Manager's Job: Is It Still Managing When What You're Managing Are Robots? -- and the Survey Says . . . -- Why Study Management? -- What Factors Are Reshaping and Redefining Management? -- Why Are Customers Important to the Manager's Job? -- Why Is Innovation Important to the Manager's Job? -- Review -- Chapter Summary -- Understanding the Chapter -- Endnotes -- Your Turn to Be a Manager -- History Module: A Brief History of Managements Roots -- Early Management -- Classical Approaches -- Behavioral Approach -- Quantitative Approach -- Contemporary Approaches -- Endnotes -- Chapter 2 The Management Environment -- What Is the External Environment and Why Is It Important? -- How Has the Economy Changed? -- From the Past to the Present: Omnipotent/symbolic views of management -- What Role Do Demographics Play? -- Technology and the Manager's Job: Changing and Improving the Way Managers Manage -- How Does the External Environment Affect Managers? -- Right or Wrong? -- What Is Organizational Culture and Why Is It Important? -- What Is Organizational Culture? -- How Can Culture Be Assessed? -- Where Does an Organization's Culture Come From? -- How Do Employees Learn the Culture? -- and the Survey Says . . .
How Does Organizational Culture Affect Managers? -- How Does Culture Affect What Employees Do? -- How Does Culture Affect What Managers Do? -- Review -- Chapter Summary -- Understanding the Chapter -- Endnotes -- Your Turn to Be a Manager -- Chapter 3 Integrative Managerial Issues -- What Is Globalization and How Does It Affect Organizations? -- What Does It Mean to Be "Global"? -- What Are the Different Types of Global Organizations? -- How Do Organizations Go Global? -- What Do Managers Need to Know About Managing in a Global Organization? -- From the Past to the Present: Geert Hofstede's study of cultural environments -- What Does Society Expect from Organizations and Managers? -- How Can Organizations Demonstrate Socially Responsible Actions? -- Should Organizations Be Socially Involved? -- and the Survey Says . . . -- What Is Sustainability and Why Is It Important? -- What Factors Determine Ethical and Unethical Behavior? -- In What Ways Can Ethics Be Viewed? -- How Can Managers Encourage Ethical Behavior? -- What Is Today's Workforce Like and How Does It Affect the Way Organizations Are Managed? -- What Is Workplace Diversity? -- What Types of Diversity Are Found in Workplaces? -- Right or Wrong? -- How Are Organizations and Managers Adapting to a Changing Workforce? -- Review -- Chapter Summary -- Understanding the Chapter -- Endnotes -- Your Turn to Be a Manager -- Part 2 Planning -- Chapter 4 Foundations of Decision Making -- How Do Managers Make Decisions? -- What Defines a Decision Problem? -- What Is Relevant in the Decision-Making Process? -- How Does the Decision Maker Weight the Criteria and Analyze Alternatives? -- What Determines the Best Choice? -- What Happens in Decision Implementation? -- What Is the Last Step in the Decision Process? -- What Common Errors Are Committed in the Decision-Making Process?. What Are Three Approaches Managers Can Use to Make Decisions? -- What Is the Rational Model of Decision Making? -- Technology and the Manager's Job: Making Better Decisions with Technology -- From the Past to the Present: Herbert A. Simon's study of satisficing -- What Is Bounded Rationality? -- What Role Does Intuition Play in Managerial Decision Making? -- What Types of Decisions and Decision-Making Conditions Do Managers Face? -- How Do Problems Differ? -- How Does a Manager Make Programmed Decisions? -- How Do Nonprogrammed Decisions Differ from Programmed Decisions? -- How Are Problems, Types of Decisions, and Organizational Level Integrated? -- and the Survey Says . . . -- What Decision-Making Conditions Do Managers Face? -- How Do Groups Make Decisions? -- What Are the Advantages of Group Decision Making? -- What Are the Disadvantages of Group Decision Making? -- When Are Groups Most Effective? -- Right or Wrong? -- How Can You Improve Group Decision Making? -- What Contemporary Decision-Making Issues Do Managers Face? -- How Does National Culture Affect Managers' Decision Making? -- Why Is Creativity Important in Decision Making? -- Review -- Chapter Summary -- Understanding the Chapter -- Endnotes -- Your Turn to Be a Manager -- Quantitative Module: Quantitative Decision-Making Aids -- Payoff Matrices -- Decision Trees -- Break-Even Analysis -- Ratio Analysis -- Linear Programming -- Queuing Theory -- Economic Order Quantity Model -- Endnotes -- Chapter 5 Foundations of Planning -- What Is Planning and Why Do Managers Need to Plan? -- Why Should Managers Formally Plan? -- What Are Some Criticisms of Formal Planning? -- Does Formal Planning Improve Organizational Performance? -- What Do Managers Need to Know About Strategic Management? -- What Is Strategic Management? -- Why Is Strategic Management Important?. What Are the Steps in the Strategic Management Process? -- What Strategies Do Managers Use? -- Right or Wrong? -- What Strategic Weapons Do Managers Have? -- Technology and the Manager's Job: IT and Strategy -- How Do Managers Set Goals and Develop Plans? -- What Types of Goals Do Organizations Have and How Do They Set Those Goals? -- From the Past to the Present: Peter Drucker and MBO -- What Types of Plans Do Managers Use and How Do They Develop Those Plans? -- and the Survey Says . . . -- What Contemporary Planning Issues Do Managers Face? -- How Can Managers Plan Effectively in Dynamic Environments? -- How Can Managers Use Environmental Scanning? -- Review -- Chapter Summary -- Understanding the Chapter -- Endnotes -- Your Turn to Be a Manager -- Part 3 Organizing -- Chapter 6 Organizational Structure and Design -- What Are the Six Key Elements in Organizational Design? -- What Is Work Specialization? -- What Is Departmentalization? -- What Are Authority and Responsibility? -- What Is Span of Control? -- Right or Wrong? -- How Do Centralization and Decentralization Differ? -- What Is Formalization? -- What Contingency Variables Affect Structural Choice? -- How Is a Mechanistic Organization Different from an Organic Organization? -- How Does Strategy Affect Structure? -- How Does Size Affect Structure? -- How Does Technology Affect Structure? -- From the Past to the Present: Joan Woodward's study of technology and structure -- How Does the Environment Affect Structure? -- What Are Some Common Organizational Designs? -- What Traditional Organizational Designs Can Managers Use? -- What Contemporary Organizational Designs Can Managers Use? -- and the Survey Says . . . -- What Are Today's Organizational Design Challenges? -- How Do You Keep Employees Connected? -- How Do Global Differences Affect Organizational Structure?. Technology and the Manager's Job: The Changing World of Work -- How Do You Build a Learning Organization? -- How Can Managers Design Efficient and Effective Flexible Work Arrangements? -- Review -- Chapter Summary -- Understanding the Chapter -- Endnotes -- Your Turn to Be a Manager -- Chapter 7 Managing Human Resources -- What Is the Human Resource Management Process and What Influences It? -- What Is the Legal Environment of HRM? -- From the Past to the Present: Hugo Munsterberg and I/O Psychology -- How Do Managers Identify and Select Competent Employees? -- What Is Employment Planning? -- How Do Organizations Recruit Employees? -- How Does a Manager Handle Layoffs? -- How Do Managers Select Job Applicants? -- How Are Employees Provided with Needed Skills and Knowledge? -- How Are New Hires Introduced to the Organization? -- Technology and the Manager's Job: Digital HR -- What Is Employee Training? -- How Do Organizations Retain Competent, High-Performing Employees? -- What Is a Performance Management System? -- What Happens If an Employee's Performance Not Up to Par? -- and the Survey Says . . . -- How Are Employees Compensated? -- What Contemporary HRM Issues Face Managers? -- How Can Managers Manage Downsizing? -- How Can Workforce Diversity Be Managed? -- Right or Wrong? -- What Is Sexual Harassment? -- What Is Workplace Spirituality? -- How and Why Are Organizations Controlling HR Costs? -- Review -- Chapter Summary -- Understanding the Chapter -- Endnotes -- Your Turn to Be a Manager -- Career Module: Building Your Career -- What Was Career Development Like, Historically? -- What Is Career Development Like, Now? -- How Can I Have a Successful Career? -- Chapter 8 Managing Change and Innovation -- What Is Change and How Do Managers Deal with It? -- Why Do Organizations Need to Change? -- Who Initiates Organizational Change?. How Does Organizational Change Happen?. |
| Altri titoli varianti | Fundamentals of management |
| Record Nr. | UNINA-9910150227503321 |
Robbins Stephen
|
||
| , : Pearson Education UK, , 2013 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
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Management, Global Edition
| Management, Global Edition |
| Autore | Robbins Stephen P |
| Edizione | [12th ed.] |
| Pubbl/distr/stampa | , : Pearson Education UK, , 2013 |
| Descrizione fisica | 1 online resource (723 pages) |
| Altri autori (Persone) | CoulterMary |
| ISBN | 0-273-78751-9 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
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: 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.
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. 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 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. 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. 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 Strategies -- What Is Corporate Strategy? -- What Are the Types of Corporate Strategy? -- How Are Corporate Strategies Managed?. Competitive Strategies. |
| Record Nr. | UNINA-9910150212803321 |
|
Robbins Stephen P
|
||
| , : Pearson Education UK, , 2013 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
