Efnisyfirlit

• Half Title
• Title Page
• Copyright
• Dedication
• Brief Contents
• Contents
• Preface
• About The Authors
• Part 1: The Contemporary Business World
  • Chapter 1. The Global Business Environment
    • Chapter Opening Case: Big on Quality, Lidl on Price
    • Business, Profit, and the External Environment
      • Business and Profit
      • The External Environments of Business
      • Finding a Better Way: Saving the World One Camp Stove at a Time
    • Economic Systems
      • Factors of Production
      • Types of Economic Systems
      • Entrepreneurship and New Ventures: Luxury on a Budget
    • The Economics of Market Systems
      • Demand and Supply in a Market Economy
      • Private Enterprise and Competition in a Market Economy
    • Economic Indicators
      • Economic Growth, Aggregate Output, and Standard of Living
      • Economic Stability
      • Managing in Turbulent Times: Coronavirus: The Global Economic Impact of Disease
      • Managing the U.S. Economy
    • Developing Skills in Your Career
      • Summary of Learning Objectives
      • Key Terms
      • Questions & Exercises
      • Building a Business: Continuing Team Exercise
      • Team Exercise
      • Exercising Your Ethics
      • Cases
      • Endnotes
  • Chapter 2. Understanding Business Ethics and Social Responsibility
    • Chapter Opening Case: EpiPen: Balancing Morals and Profits
    • Ethics in the Workplace
      • Individual Ethics
      • The Law and the Real World
      • Individual Values and Morals
      • Business and Managerial Ethics
      • Assessing Ethical Behavior
      • Company Practices and Business Ethics
    • Social Responsibility
      • The Stakeholder Model of Responsibility
      • Entrepreneurship and New Ventures: Paying a Living Wage
      • Contemporary Social Consciousness
    • Areas of Social Responsibility
      • Responsibility Toward the Environment
      • Finding a Better Way: Mission Zero
      • Responsibility Toward Customers
      • Responsibility Toward Employees
      • Responsibility Toward Investors
    • Implementing Social Responsibility Programs
      • Approaches to Social Responsibility
      • Social Responsibility and the Small Business
    • The Government and Social Responsibility
      • How Governments Influence Business
      • How Business Influences Government
    • Managing Social Responsibility
      • Formal Organizational Dimensions
      • Informal Organizational Dimensions
      • Evaluating Social Responsibility
      • Managing in Turbulent Times: Unintended Consequences of Doing the Right Thing
        • Summary of Learning Objectives
        • Key Terms
        • Questions & Exercises
        • Building a Business: Continuing Team Exercise
        • Team Exercise
        • Exercising Your Ethics
        • Cases
        • Endnotes
  • Chapter 3. Entrepreneurship, New Ventures, and Business Ownership
    • Chapter Opening Case: Staying Ahead of the Curve
    • What Is a Small Business?
      • The Importance of Small Business in the U.S. Economy
      • Popular Areas of Small Business Enterprise
      • Finding a Better Way: The Rise of the Gig Economy
    • Entrepreneurship
      • Entrepreneurship Goals
      • Entrepreneurial Characteristics
    • Starting and Operating a New Business
      • Understanding Distinctive Competencies
      • Crafting a Business Plan
      • Starting the Small Business
      • Financing the Small Business
    • Trends, Successes, and Failures in New Ventures
      • Trends in Small Business Start-Ups
      • Entrepreneurship and New Ventures: Small Investment, Big Payoff
      • Reasons for Failure
      • Reasons for Success
    • Noncorporate Business Ownership
      • Sole Proprietorships
      • Partnerships
      • Cooperatives
    • Corporations
      • The Corporate Entity
      • Types of Corporations
      • Managing in Turbulent Times: The Changing Winds of Fortune
      • Managing a Corporation
      • Special Issues in Corporate Ownership
        • Summary of Learning Objectives
        • Key Terms
        • Questions & Exercises
        • Building a Business: Continuing Team Exercise
        • Team Exercise
        • Exercising Your Ethics
        • Cases
        • Endnotes
  • Chapter 4. Understanding the Global Context of Business
    • Chapter Opening Case: Nothing Magical About Alibaba
    • The Contemporary Global Economy
      • The Major World Marketplaces
      • Finding a Better Way: Car Wars: China Versus Mexico
      • Trade Agreements and Alliances
    • International Trade
      • Balance of Trade
      • Balance of Payments
      • Exchange Rates
      • Forms of Competitive Advantage
      • Managing in Turbulent Times: Brexit 2020
    • International Business Management
      • Going International
      • Levels of International Involvement
      • Entrepreneurship and New Ventures: Women Entrepreneurs Grow Global
      • International Organization Structures
    • Understanding the Cultural Environment
      • Values, Symbols, Beliefs, and Language
      • Employee Behavior Across Cultures
    • Barriers to International Trade
      • Economic Differences
      • Legal and Political Differences
        • Summary of Learning Objectives
        • Key Terms
        • Questions & Exercises
        • Building a Business: Continuing Team Exercise
        • Team Exercise
        • Exercising Your Ethics
        • Cases
        • Endnotes
    • Part 1: Integrative Learning Portfolio
      • Crafting a Business Plan
      • Case: Ford Motor Company
      • Finding Your Path: Careers in Business
• Part 2: Managing the Business
  • Chapter 5. Managing the Business
    • Chapter Opening Case: The Force of Nature: The Body Shop and Its Founder
    • The Management Process
      • Basic Management Functions
      • The Science and the Art of Management
      • Becoming a Manager
    • Types of Managers
      • Levels of Management
      • Areas of Management
      • Entrepreneurship and New Ventures: Building Your Core
    • Management Roles and Skills
      • Managerial Roles
      • Basic Management Skills
    • Strategic Management: Setting Goals and Formulating Strategy
      • Setting Business Goals
      • Types of Strategy
      • Finding a Better Way: Managing the Contingent Workforce
      • Formulating Strategy
      • A Hierarchy of Plans
    • Contingency Planning and Crisis Management
      • Contingency Planning
      • Crisis Management
      • Managing in Turbulent Times: When Data Disaster Strikes
    • Management and the Corporate Culture
      • Building and Communicating Culture
      • Changing Culture
        • Summary of Learning Objectives
        • Key Terms
        • Questions & Exercises
        • Building a Business: Continuing Team Exercise
        • Team Exercise
        • Exercising Your Ethics
        • Cases
        • Endnotes
  • Chapter 6. Organizing the Business
    • Chapter Opening Case: The Skinny
    • What Is Organizational Structure?
      • Organization Charts
      • Determinants of Organizational Structure
      • Entrepreneurship and New Ventures: Organizing for Growth
    • The Building Blocks of Organizational Structure
      • Job Specialization
      • Departmentalization
      • Finding a Better Way: Inventing Holacracy
    • Establishing the Decision-Making Hierarchy
      • Distributing Authority: Centralization and Decentralization
      • The Delegation Process
      • Managing in Turbulent Times: Keeping the Organizational Tools Sharp
      • Three Forms of Authority
    • Basic Forms of Organizational Structure
      • Functional Structure
      • Divisional Structure
      • Matrix Structure
      • International Structure
      • New Forms of Organizational Structure
    • Informal Organization
      • Informal Groups
      • Organizational Grapevine
      • Intrapreneuring
        • Summary of Learning Objectives
        • Key Terms
        • Questions & Exercises
        • Building a Business: Continuing Team Exercise
        • Team Exercise
        • Exercising Your Ethics
        • Cases
        • Endnotes
  • Chapter 7. Operations Management and Quality
    • Chapter Opening Case: Made from Scratch
    • What Does Operations Mean Today?
      • Growth in the Services and Goods Sectors
    • Creating Value Through Operations
      • Differences Between Service and Goods Manufacturing Operations
      • Operations Processes
    • Business Strategy as the Driver of Operations
      • The Many Faces of Production Operations
    • Operations Planning
      • Capacity Planning
      • Location Planning
      • Entrepreneurship and New Ventures: Nothing Like a Home-Cooked Meal
      • Layout Planning
      • Quality Planning
      • Methods Planning
    • Operations Scheduling
      • The Master Operations Schedule
      • Detailed Schedules
      • Staff Schedules and Computer-Based Scheduling
      • Project Scheduling
    • Operations Control
      • Materials Management
      • Quality Control
    • Quality Improvement and Total Quality Management
      • The Quality-Productivity Connection
      • Managing for Quality
      • Managing in Turbulent Times: Fasten Your Seat Belts, Please
      • Tools for Total Quality Management
    • Adding Value Through Supply Chains
      • The Supply Chain Strategy
      • Outsourcing and Global Supply Chains
      • Finding a Better Way: Social Responsibility in the Supply Chain
        • Summary of Learning Objectives
        • Key Terms
        • Questions & Exercises
        • Building a Business: Continuing Team Exercise
        • Team Exercise
        • Exercising Your Ethics
        • Cases
        • Endnotes
    • Part 2: Integrative Learning Portfolio
      • Crafting a Business Plan
      • Case: Ford Motor Company, 1909–1928
      • Finding Your Path: Careers in Business
• Part 3: People in Organizations
  • Chapter 8. Employee Behavior and Motivation
    • Chapter Opening Case: Virgin: Employees Come First, Customers Second
    • Forms of Employee Behavior
      • Performance Behaviors
      • Organizational Citizenship
      • Counterproductive Behaviors
      • Managing in Turbulent Times: Not Just on the Playground
    • Individual Differences Among Employees
      • Personality at Work
      • Attitudes at Work
    • Matching People and Jobs
      • Psychological Contracts
      • The Person-Job Fit
    • Basic Motivation Concepts and Theories
      • Classical Theory
      • Early Behavioral Theory
      • Entrepreneurship and New Ventures: The Opportunity to Begin Again
      • Contemporary Motivation Theory
    • Strategies and Techniques for Enhancing Motivation
      • Reinforcement/Behavior Modification
      • Using Goals to Motivate Behavior
      • Finding a Better Way: It’s an Actual Circus Out There
      • Participative Management and Empowerment
      • Work Teams and Team Structures
      • Job Enrichment and Job Redesign
      • Modified Work Schedules and Alternative Workplaces
        • Summary of Learning Objectives
        • Key Terms
        • Questions & Exercises
        • Building a Business: Continuing Team Exercise
        • Team Exercise
        • Exercising Your Ethics
        • Cases
        • Endnotes
  • Chapter 9. Leadership and Decision Making
    • Chapter Opening Case: Leadership by Design
    • The Nature of Leadership
      • Leadership and Management
      • Leadership and Power
    • Early Approaches to Leadership
      • Trait Approaches to Leadership
      • Behavioral Approaches to Leadership
    • The Situational Approach to Leadership
    • Leadership Through the Eyes of Followers
      • Transformational Leadership
      • Charismatic Leadership
      • Entrepreneurship and New Ventures: Charisma and Message
    • Special Issues in Leadership
      • Leadership Substitutes
      • Leadership Neutralizers
    • The Changing Nature of Leadership
      • Leaders as Coaches
      • Gender and Leadership
      • Finding a Better Way: Women Leading the Way
      • Cross-Cultural Leadership
    • Emerging Issues in Leadership
      • Strategic Leadership
      • Ethical Leadership
      • Virtual Leadership
      • Managing in Turbulent Times: The Changing Faces of Leadership
    • Leadership, Management, and Decision Making
      • The Nature of Decision Making
      • Rational Decision Making
      • Behavioral Aspects of Decision Making
        • Summary of Learning Objectives
        • Key Terms
        • Questions & Exercises
        • Building a Business: Continuing Team Exercise
        • Team Exercise
        • Exercising Your Ethics
        • Cases
        • Endnotes
  • Chapter 10. Human Resource Management and Labor Relations
    • Chapter Opening Case: Accor Makes You Feel Welcome
    • The Foundations of Human Resource Management
      • The Strategic Importance of HRM
      • HR Planning
    • The Legal Context of HRM
      • Equal Employment Opportunity
      • Compensation and Benefits
      • Labor Relations
      • Health and Safety
      • Other Legal Issues
    • Staffing the Organization
      • Recruiting Employees
      • Selecting Employees
    • Compensation and Benefits
      • Wages and Salaries
      • Incentive Programs
      • Benefits Programs
      • Finding a Better Way: Reinventing the Workforce
    • Developing the Workforce
      • Training and Development
      • Performance Appraisal
      • Entrepreneurship and New Ventures: A Match Made by Artificial Intelligence
    • New Challenges in the Changing Workplace
      • Managing Workforce Diversity
      • Managing Knowledge Workers
      • Contingent and Temporary Workers
      • Managing in Turbulent Times: The Union’s Job Is Never Done
    • Dealing with Organized Labor
      • Unionism Today
      • Collective Bargaining
        • Summary of Learning Objectives
        • Key Terms
        • Questions & Exercises
        • Building a Business: Continuing Team Exercise
        • Team Exercise
        • Exercising Your Ethics
        • Cases
        • Endnotes
    • Part 3: Integrative Learning Portfolio
      • Crafting a Business Plan
      • Case: Ford Motor Company, 1929–1947
      • Finding Your Path: Careers in Business
• Part 4: Principles of Marketing: Building Relationships with Customers for Competitive Advantage
  • Chapter 11. Marketing Processes and Consumer Behavior
    • Chapter Opening Case: More Than Just Meatballs
    • What Is Marketing?
      • Delivering Value
      • Goods, Services, and Ideas
      • Relationship Marketing and Customer Relationship Management
      • The Marketing Environment
    • Developing the Marketing Plan
      • Managing in Turbulent Times: A Santa Fe Icon
      • Marketing Strategy: Planning the Marketing Mix
    • Marketing Strategy: Target Marketing and Market Segmentation
      • Identifying Market Segments
      • Geographic Segmentation
      • Demographic Segmentation
      • Geo-Demographic Segmentation
      • Psychographic Segmentation
      • Behavioral Segmentation
    • Marketing Research
      • The Research Process
      • Research Methods
      • Finding a Better Way: Reaping Rewards with Karma
    • Understanding Consumer Behavior
      • Influences on Consumer Behavior
      • The Consumer Buying Process
    • Organizational Marketing and Buying Behavior
      • Business Marketing
      • B2B Buying Behavior
      • Social Media and Marketing
      • The International Marketing Mix
      • Entrepreneurship and New Ventures: Farming Your Niche
    • Small Business and the Marketing Mix
      • Small-Business Products
      • Small-Business Pricing
      • Small-Business Distribution
      • Small-Business Promotion
        • Summary of Learning Objectives
        • Key Terms
        • Questions & Exercises
        • Building a Business: Continuing Team Exercise
        • Team Exercise
        • Exercising Your Ethics
        • Cases
        • Endnotes
  • Chapter 12. Developing and Pricing Products
    • Chapter Opening Case: Pricing at Lamborghini: Showcasing Value, Status, and Luxury
    • What Is a Product?
      • The Value Package
      • Finding a Better Way: Brexit and Fee Status
      • Classifying Goods and Services
      • The Product Mix
    • Developing New Products
      • The New Product Development Process
      • Entrepreneurship and New Ventures: Can Beds Come in Boxes?
      • Product Mortality Rates
      • The Seven-Step Development Process
      • Variations in the Process for Services
    • Product Life Cycle
      • Stages in the PLC
      • Extending Product Life: An Alternative to New Products
      • Identifying Products
    • Determining Prices
      • Pricing to Meet Business Objectives
      • Price-Setting Tools
    • Pricing Strategies and Tactics
      • Pricing Strategies
      • Managing in Turbulent Times: The High Cost of Price Wars
      • Pricing Tactics
      • International Pricing
        • Summary of Learning Objectives
        • Key Terms
        • Questions & Exercises
        • Building a Business: Continuing Team Exercise
        • Team Exercise
        • Exercising Your Ethics
        • Cases
        • Endnotes
  • Chapter 13. Distributing and Promoting Products
    • Chapter Opening Case: The Changing Landscape of E-commerce
    • The Distribution Mix
      • Intermediaries and Distribution Channels
      • Distribution Strategies
      • Channel Conflict and Channel Leadership
    • Wholesaling
      • Merchant Wholesalers
      • Agents and Brokers
      • The E-Intermediary
      • Entrepreneurship and New Ventures: Dispensing Hope
    • Retailing
      • Types of Brick-and-Mortar Retail Outlets
      • Nonstore Retailing
      • Finding a Better Way: The Store of the Future May Be Coming to You
      • Online Retailing
    • Physical Distribution
      • Warehousing Operations
      • Transportation Operations
      • Distribution Through Supply Chains as a Marketing Strategy
    • The Importance of Promotion
      • Promotional Objectives
      • Promotional Strategies
      • The Promotional Mix
      • Advertising
    • Personal Selling
      • Personal Selling Tasks
      • Managing in Turbulent Times: The Last Mile
      • The Personal Selling Process
      • Sales Promotions
      • Direct (or Interactive) Marketing
      • Publicity and Public Relations
        • Summary of Learning Objectives
        • Key Terms
        • Questions & Exercises
        • Building a Business: Continuing Team Exercise
        • Team Exercise
        • Exercising Your Ethics
        • Cases
        • Endnotes
    • Part 4: Integrative Learning Portfolio
      • Crafting a Business Plan
      • Case: Ford Motor Company, 1948–1965
      • Finding Your Path: Careers in Business
• Part 5: Managing Information for Better Business Decisions
  • Chapter 14. Information Technology (IT) for Business
    • Chapter Opening Case: Think Before You Click
    • Information Technology Impacts: A Driver of Changes for Business
      • Creating Portable Offices: Providing Remote Access to Instant Information
      • Enabling Better Service by Coordinating Remote Deliveries
      • Creating Leaner, More Efficient Organizations
      • Enabling Increased Collaboration
      • Enabling Global Exchange
      • Providing Flexibility for Customization
      • Providing New Business Opportunities
      • Improving the World and Our Lives
    • IT Building Blocks: Business Resources
      • The Internet and Other Communication Resources
      • Networks: System Architecture
      • Entrepreneurship and New Ventures: Speaking Loud and Clear: The Future of Voice Technology
    • Information Systems: Harnessing the Competitive Power of IT
      • Leveraging Information Resources: Data Warehousing and Data Mining
      • Types of Information Systems
      • Managing in Turbulent Times: Better Care, Lower Costs
    • IT Risks and Threats
      • Hackers
      • Identity Theft
      • Intellectual Property Theft
      • Computer Viruses, Worms, and Trojan Horses
      • Spyware
      • Spam
    • IT Protection Measures
      • Preventing Unauthorized Access: Firewalls
      • Preventing Identity Theft
      • Preventing Infectious Intrusions: Antivirus Software
      • Protecting Electronic Communications: Encryption Software
      • Avoiding Spam and Spyware
      • Ethical Concerns in IT
      • Finding a Better Way: Educational Opportunities and Income through Crowdsourcing
        • Summary of Learning Objectives
        • Key Terms
        • Questions & Exercises
        • Building a Business: Continuing Team Exercise
        • Team Exercise
        • Exercising Your Ethics
        • Cases
        • Endnotes
  • Chapter 15. The Role of Accountants and Accounting Information
    • Chapter Opening Case: Frenkel’s Forensics
    • What Is Accounting, and Who Uses Accounting Information?
      • Financial Versus Managerial Accounting
      • Certified Public Accountants
      • Private Accountants and Management Accountants
      • Forensic Accountants
      • Entrepreneurship and New Ventures: Skimming Off the Top
      • Federal Restrictions on CPA Services and Financial Reporting: Sarbox
    • Internationalizing Accounting
      • International Accounting Standards Board
      • Why One Set of Global Practices?
    • The Accounting Equation
      • Assets and Liabilities
      • Owners’ Equity
      • Managing in Turbulent Times: U.S. Versus the World
    • Financial Statements
      • Balance Sheets
      • Income Statements
      • Statements of Cash Flows
      • The Budget: An Internal Financial Statement
    • Reporting Standards and Practices
      • Revenue Recognition and Activity Timing
      • Full Disclosure
    • Analyzing Financial Statements
      • Solvency Ratios: Borrower’s Ability to Repay Debt
      • Profitability Ratios: Earnings Power for Owners
      • Activity Ratios: How Efficiently Is the Firm Using Its Resources?
    • Bringing Ethics into the Accounting Equation
      • AICPA’s Code of Professional Conduct
      • Violations of Accounting Ethics and GAAP
      • Finding a Better Way: Analytics and the Future of Auditing
        • Summary of Learning Objectives
        • Key Terms
        • Questions & Exercises
        • Building a Business: Continuing Team Exercise
        • Team Exercise
        • Exercising Your Ethics
        • Cases
        • Endnotes
    • Part 5: Integrative Learning Portfolio
      • Crafting a Business Plan
      • Case: Ford Motor Company, 1965–2008
      • Finding Your Path: Careers in Business
• Part 6: The Financial System and Issues in Financial Management
  • Chapter 16. Understanding Money and the Role of Banking
    • Chapter Opening Case: Where Did All the Money Go?
    • What Is Money?
      • The Characteristics of Money
      • The Functions of Money
      • M-1: The Spendable Money Supply
      • M-2: M-1 Plus the Convertible Money Supply
      • Credit Cards and Debit Cards: Plastic Money?
    • The U.S. Financial System
      • Financial Institutions
      • The Growth of Financial Services
      • Managing in Turbulent Times: Getting Serious with Credit Standards
    • How Financial Institutions Create Money and Are Regulated
      • How Money Is Created
      • How Banks Are Regulated
    • The Federal Reserve System
      • The Structure of the Fed
      • Finding a Better Way: A Better Way to Pay?
      • The Functions of the Fed
      • The Tools of the Fed
    • The Changing Money and Banking System
      • Government Intervention for Stabilizing the U.S. Financial System
      • Anticrime and Antiterrorism Regulations
      • The Impact of Electronic Technologies
      • Entrepreneurship and New Ventures: Managing a Risky Business
    • International Banking and Finance
      • Currency Values and Exchange Rates
      • The International Payments Process
      • International Bank Structure
        • Summary of Learning Objectives
        • Key Terms
        • Questions & Exercises
        • Building a Business: Continuing Team Exercise
        • Team Exercise
        • Exercising Your Ethics
        • Cases
        • Endnotes
  • Chapter 17. Managing Business Finances
    • Chapter Opening Case: Can Dr. Martens Stay Afloat?
    • Maximizing Capital Growth
      • The Time Value of Money and Compound Growth
      • Common Stock Investments
    • Investing to Fulfill Financial Objectives
      • Reasons for Investing
      • Most Mutual Funds Don’t Match the Market
      • Exchange-Traded Funds
      • Entrepreneurship and New Ventures: Social Capital Is Making the World a Better Place
    • The Business of Trading Securities
      • Primary and Secondary Securities Markets
      • Stock Exchanges
      • Nonexchange Trading: Electronic Communication Networks
      • Individual Investor Trading
      • Tracking the Market Using Stock Indexes
      • Finding a Better Way: Finding a Way to Fund Life After Work
    • The Risk–Return Relationship
      • Investment Dividends (or Interest), Appreciation, and Total Return
      • Fantasy Stock Markets
      • Managing Risk with Diversification and Asset Allocation
    • Financing the Business Firm
      • Secured Loans for Equipment
      • Working Capital and Unsecured Loans from Banks
      • Angel Investors and Venture Capital
      • Sale of Corporate Bonds
    • Becoming a Public Corporation
      • Going Public Means Selling Part Ownership of the Company
      • Managing in Turbulent Times: Winners and Losers
      • Stock Valuation
      • Market Capitalization
      • Choosing Equity Versus Debt Capital
    • Regulating Securities Markets
      • The Securities and Exchange Commission
      • Regulations Against Insider Trading
        • Summary of Learning Objectives
        • Key Terms
        • Questions & Exercises
        • Building a Business: Continuing Team Exercise
        • Team Exercise
        • Exercising Your Ethics
        • Cases
        • Endnotes
    • Part 6: Integrative Learning Portfolio
      • Crafting a Business Plan
      • Case: Ford Motor Company, 2008–Present
      • Finding Your Path: Careers in Business
• Appendices
  • Appendix I: Risk Management
    • Coping with Risk
      • Insurance as Risk Management
  • Appendix II: The Legal Context of Business
    • The U.S. Legal and Judicial Systems
      • Types of Law
      • The U.S. Judicial System
    • Business Law
      • Contract Law
      • Tort Law
      • Property Law
      • Agency Law
      • Commercial Law
      • Bankruptcy Law
    • The International Framework of Business Law
  • Appendix III: Managing Your Personal Finances
    • Building Your Financial Plan
      • Assessing Your Current Financial Condition
      • Developing Your Financial Goals
    • Making Better Use of the Time Value of Money
      • Planning for the “Golden Years”
      • Time Value as a Financial-Planning Tool
    • Conserving Money by Controlling It
      • Credit Cards: Keys to Satisfaction or Financial Handcuffs?
      • Save Your Money: Lower Interest Rates and Faster Payments
      • Financial Commitments of Home Ownership
      • How Much House Can You Afford?
    • Cashing Out from Tax Avoidance (Legally)
      • The IRA Tax Break
      • Protecting Your Net Worth
      • Why Buy Life Insurance?
      • What Does Life Insurance Do?
      • How Much Should I Buy?
      • Why Consider Term Insurance?
      • How Much Does It Cost?
  • Appendix IV: Unions and Labor Management
    • Why Do Workers Unionize?
    • The Evolution of Unionism in the United States
      • Early Unions
      • The Emergence of the Major Unions
    • Unionism Today
      • Trends in Union Membership
      • Trends in Union-Management Relations
      • Trends in Bargaining Perspectives
      • The Future of Unions
      • Contemporary Union Structure
      • Locals
    • Laws Governing Labor-Management Relations
      • The Major Labor Laws
    • How Unions Are Organized and Certified
    • Collective Bargaining
      • Reaching Agreement on Contract Terms
      • Contract Issues
      • When Bargaining Fails
      • Administering a Labor Agreement
        • endnotes
• Glossary
• Index
  • A
  • B
  • C
  • D
  • E
  • F
  • G
  • H
  • I
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  • K
  • L
  • M
  • N
  • O
  • P
  • Q
  • R
  • S
  • T
  • U
  • V
  • W
  • X
  • Y
  • Z

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