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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
|
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| , : Pearson Education UK, , 2013 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
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Organizational Behavior Global Edition
| Organizational Behavior Global Edition |
| Autore | Robbins Stephen |
| Edizione | [15th ed.] |
| Pubbl/distr/stampa | , : Pearson Education UK, , 2013 |
| Descrizione fisica | 1 online resource (711 pages) |
| Altri autori (Persone) | JudgeTimothy |
| ISBN | 9781292146317 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
Cover -- Contents -- Preface -- 1 Introduction -- 1 What Is Organizational Behavior? -- The Importance of Interpersonal Skills -- What Managers Do -- Management Functions -- Management Roles -- Management Skills -- Effective versus Successful Managerial Activities -- A Review of the Manager's Job -- Enter Organizational Behavior -- Complementing Intuition with Systematic Study -- Disciplines That Contribute to the OB Field -- Psychology -- Social Psychology -- Sociology -- Anthropology -- There Are Few Absolutes in OB -- Challenges and Opportunities for OB -- Responding to Economic Pressures -- Responding to Globalization -- Managing Workforce Diversity -- Improving Customer Service -- Improving People Skills -- Stimulating Innovation and Change -- Coping with "Temporariness" -- Working in Networked Organizations -- Helping Employees Balance Work-Life Conflicts -- Creating a Positive Work Environment -- Improving Ethical Behavior -- Coming Attractions: Developing an OB Model -- An Overview -- Inputs -- Processes -- Outcomes -- Summary and Implications for Managers -- Self-Assessment Library How Much Do I Know About Organizational Behavior? -- Myth or Science? "Most Acts of Workplace Bullying Are Men Attacking Women" -- An Ethical Choice Can You Learn from Failure? -- glOBalization! Does National Culture Affect Organizational Practices? -- Point/Counterpoint Lost in Translation? -- Questions for Review -- Experiential Exercise Workforce Diversity -- Ethical Dilemma Jekyll and Hyde -- Case Incident 1 "Lessons for 'Undercover' Bosses" -- Case Incident 2 Era of the Disposable Worker? -- 2 The Individual -- 2 Diversity in Organizations -- Diversity -- Demographic Characteristics of the U.S. Workforce -- Levels of Diversity -- Discrimination -- Biographical Characteristics -- Age -- Sex -- Race and Ethnicity -- Disability.
Other Biographical Characteristics: Tenure, Religion, Sexual Orientation, and Gender Identity -- Ability -- Intellectual Abilities -- Physical Abilities -- The Role of Disabilities -- Implementing Diversity Management Strategies -- Attracting, Selecting, Developing, and Retaining Diverse Employees -- Diversity in Groups -- Effective Diversity Programs -- Summary and Implications for Managers -- Self-Assessment Library What's My Attitude Toward Older People? -- Myth or Science? "Dual-Career Couples Divorce Less" -- An Ethical Choice Religious Tattoos -- glOBalization! Images of Diversity from Around the Globe -- Point/Counterpoint Men Have More Mathematical Ability Than Women -- Questions for Review -- Experiential Exercise Feeling Excluded -- Ethical Dilemma Board Quotas -- Case Incident 1 The Flynn Effect -- Case Incident 2 Diversity at Work: Nestlé Malaysia -- 3 Attitudes and Job Satisfaction -- Attitudes -- What Are the Main Components of Attitudes? -- Does Behavior Always Follow from Attitudes? -- What Are the Major Job Attitudes? -- Job Satisfaction -- Measuring Job Satisfaction -- How Satisfied Are People in Their Jobs? -- What Causes Job Satisfaction? -- The Impact of Satisfied and Dissatisfied Employees on the Workplace -- Summary and Implications for Managers -- Self-Assessment Library How Satisfied Am I with My Job? -- An Ethical Choice Do Employers Owe Workers More Satisfying Jobs? -- glOBalization! Culture and Work-Life Balance -- Self-Assessment Library Am I Engaged? -- Myth or Science? "Favorable Job Attitudes Make Organizations More Profitable" -- Point/Counterpoint Employer-Employee Loyalty Is an Outdated Concept -- Questions for Review -- Experiential Exercise What Factors Are Most Important to Your Job Satisfaction? -- Ethical Dilemma Bounty Hunters. Case Incident 1 Long Hours, Hundreds of E-Mails, and No Sleep: Does This Sound Like a Satisfying Job? -- Case Incident 2 Crafting a Better Job -- 4 Emotions and Moods -- What Are Emotions and Moods? -- The Basic Emotions -- The Basic Moods: Positive and Negative Affect -- The Function of Emotions -- Sources of Emotions and Moods -- Emotional Labor -- Affective Events Theory -- Emotional Intelligence -- The Case for EI -- The Case Against EI -- Emotion Regulation -- OB Applications of Emotions and Moods -- Selection -- Decision Making -- Creativity -- Motivation -- Leadership -- Negotiation -- Customer Service -- Job Attitudes -- Deviant Workplace Behaviors -- Safety and Injury at Work -- How Managers Can Influence Moods -- Summary and Implications for Managers -- Self-Assessment Library How Are You Feeling Right Now? -- Self-Assessment Library What's My Affect Intensity? -- Myth or Science? We Are Better Judges of When Others Are Happy Than When They Are Sad -- glOBalization! Should You Expect "Service with a Smile" All Around the World? -- Self-Assessment Library What's My Emotional Intelligence Score? -- An Ethical Choice Schadenfreude -- Point/Counterpoint Sometimes Blowing Your Top Is a Good Thing -- Questions for Review -- Experiential Exercise Who Can Catch a Liar? -- Ethical Dilemma Happiness Coaches for Employees -- Case Incident 1 Is It Okay to Cry at Work? -- Case Incident 2 Can You Read Emotions from Faces? -- 5 Personality and Values -- Personality -- What Is Personality? -- The Myers-Briggs Type Indicator -- The Big Five Personality Model -- Other Personality Traits Relevant to OB -- Values -- The Importance of Values -- Terminal versus Instrumental Values -- Generational Values -- Linking an Individual's Personality and Values to the Workplace -- Person-Job Fit -- Person-Organization Fit -- International Values. Summary and Implications for Managers -- Self-Assessment Library Am I a Narcissist? -- Myth or Science? Personality Predicts the Performance of Entrepreneurs -- glOBalization! The Right Personality for a Global Workplace -- An Ethical Choice Should You Try to Change Someone's Personality? -- Point/Counterpoint Millennials Are More Narcissistic -- Questions for Review -- Experiential Exercise What Organizational Culture Do You Prefer? -- Ethical Dilemma Personal Values and Ethics in the Workplace -- Case Incident 1 Is There a Price for Being Too Nice? -- Case Incident 2 Personal Space -- 6 Perception and Individual Decision Making -- What Is Perception? -- Factors That Influence Perception -- Person Perception: Making Judgments About Others -- Attribution Theory -- Common Shortcuts in Judging Others -- Specific Applications of Shortcuts in Organizations -- The Link Between Perception and Individual Decision Making -- Decision Making in Organizations -- The Rational Model, Bounded Rationality, and Intuition -- Common Biases and Errors in Decision Making -- Influences on Decision Making: Individual Differences and Organizational Constraints -- Individual Differences -- Organizational Constraints -- What About Ethics in Decision Making? -- Three Ethical Decision Criteria -- Improving Creativity in Decision Making -- Summary and Implications for Managers -- Self-Assessment Library What Are My Gender Role Perceptions? -- glOBalization! Chinese Time, North American Time -- Myth or Science? Creative Decision Making Is a Right-Brain Activity -- Self-Assessment Library Am I A Deliberate Decision Maker? -- An Ethical Choice Whose Ethical Standards to Follow? -- Self-Assessment Library How Creative Am I? -- Point/Counterpoint Checklists Lead to Better Decisions -- Questions for Review -- Experiential Exercise Biases in Decision Making. Ethical Dilemma Max's Burger: The Dollar Value of Ethics -- Case Incident 1 Decision-Making Processes at Steel Inc. -- Case Incident 2 Career Promotion at Emox: Rationalizing under Uncertainty -- 7 Motivation Concepts -- Defining Motivation -- Early Theories of Motivation -- Hierarchy of Needs Theory -- Theory X and Theory Y -- Two-Factor Theory -- McClelland's Theory of Needs -- Contemporary Theories of Motivation -- Self-Determination Theory -- Job Engagement -- Goal-Setting Theory -- Self-Efficacy Theory -- Reinforcement Theory -- Equity Theory/Organizational Justice -- Expectancy Theory -- Integrating Contemporary Theories of Motivation -- Summary and Implications for Managers -- Self-Assessment Library How Confident Am I in My Abilities to Succeed? -- Myth or Science? "The Support of Others Improves Our Chances of Accomplishing Our Goals -- An Ethical Choice Motivated to Behave Unethically -- glOBalization! Autonomy Needs Around the Globe -- Self-Assessment Library What Are My Course Performance Goals? -- Point/Counterpoint Fear Is a Powerful Motivator -- Questions for Review -- Experiential Exercise Goal-Setting Task -- Ethical Dilemma The Big Easy? -- Case Incident 1 Motivation in the Hong Kong Police Force -- Case Incident 2 Bullying Bosses -- 8 Motivation: From Concepts to Applications -- Motivating by Job Design: The Job Characteristics Model -- The Job Characteristics Model -- How Can Jobs Be Redesigned? -- Alternative Work Arrangements -- The Social and Physical Context of Work -- Employee Involvement -- Examples of Employee Involvement Programs -- Linking Employee Involvement Programs and Motivation Theories -- Using Rewards to Motivate Employees -- What to Pay: Establishing a Pay Structure -- How to Pay: Rewarding Individual Employees Through Variable-Pay Programs -- Flexible Benefits: Developing a Benefits Package. Intrinsic Rewards: Employee Recognition Programs. |
| Record Nr. | UNINA-9910150212103321 |
|
Robbins Stephen
|
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| , : Pearson Education UK, , 2013 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||