1. Bækur, tónlist, kvikmyndir og leikir
  2. Bækur og kort
  3. Námsbækur

Contemporary Management

Rafbók
Rafbók til eignar. Rafbók til eignar þarf að hlaða niður á þau tæki sem þú vilt nota innan eins árs frá því bókin er keypt.. Útgáfa: 10
Frí heimsending

Efnisyfirlit

  • Cover
  • Half Title
  • Title
  • Copyright
  • Brief Contents
  • Authors
  • Preface
  • Guided Tour
  • Connect
  • Course Design and Delivery
  • Acknowledgments
  • Contents
  • Contemporary Management
    • Part One | Management
      • Chapter 1 Managers and Managing
        • A Manager’s Challenge: BuzzFeed Thrives on Sharing
        • Overview
        • What Is Management?
          • Achieving High Performance: A Manager’s Goal
          • Why Study Management?
        • Essential Managerial Tasks
          • Planning
          • Manager as a Person: Scott Parish Hits the Mark at Alcon Entertainment
          • Organizing
          • Leading
          • Controlling
          • Performing Managerial Tasks: Mintzberg’s Typology
        • Levels and Skills of Managers
          • Levels of Management
          • Managerial Skills
        • Recent Changes in Management Practices
          • Restructuring and Outsourcing
          • Managing Globally: Mexico Attracts Auto Manufacturers
          • Empowerment and Self-Managed Teams
        • Challenges for Management in a Global Environment
          • Building Competitive Advantage
          • Maintaining Ethical and Socially Responsible Standards
          • Ethics in Action: Apple Makes Sure Its Global Suppliers Act Responsibly
          • Managing a Diverse Workforce
          • Utilizing IT and E-Commerce
          • Practicing Global Crisis Management
          • Ethics in Action: Digging Deep to Promote Workplace Safety
        • Summary and Review
          • Management in Action
          • Building Management Skills
          • Managing Ethically
          • Small Group Breakout Exercise
          • Exploring the World Wide Web
          • Be the Manager
          • Bloomberg Case in the News: We’ve Hit Peak Human and an Algorithm Wants Your Job. Now What?
        • Notes
      • Chapter 2 The Evolution of Management Thought
        • A Manager’s Challenge Simplifying Business Strategies at GE
        • Overview
        • Scientific Management Theory
          • Job Specialization and the Division of Labor
          • F. W. Taylor and Scientific Management
          • Ethics in Action: McDonald’s and Workers’ Rights
          • The Gilbreths
          • Manager as a Person: John D. Rockefeller
        • Administrative Management Theory
          • The Theory of Bureaucracy
          • Fayol’s Principles of Management
          • Management Insight: How to Get from Good to Great
        • Behavioral Management Theory
          • The Work of Mary Parker Follett
          • The Hawthorne Studies and Human Relations
          • Theory X and Theory Y
        • Management Science Theory
        • Organizational Environment Theory
          • The Open-Systems View
          • Contingency Theory
        • Summary and Review
          • Management in Action
          • Building Management Skills
          • Managing Ethically
          • Small Group Breakout Exercise
          • Exploring the World Wide Web
          • Be the Manager
          • Bloomberg Case in the News: Welcome, Olympic Tourists, to Brazil. Please Don’t Mind the Mess
        • Notes
      • Chapter 3 Values, Attitudes, Emotions, and Culture: The Manager as a Person
        • A Manager’s Challenge: Kevin Plank’s Determination and Openness to Experience Propel Under Armour to Continued Success
        • Overview
        • Enduring Characteristics: Personality Traits
          • The Big Five Personality Traits
          • Manager as a Person: Jess Lee’s Conscientiousness and Openness to Experience Serve Her Well at Polyvore
          • Other Personality Traits That Affect Managerial Behavior
        • Values, Attitudes, and Moods and Emotions
          • Values: Terminal and Instrumental
          • Ethics in Action: Telling the Truth at Gentle Giant Moving
          • Attitudes
          • Ethics in Action: Protecting the Environment and Jobs at Subaru of Indiana Automotive
          • Moods and Emotions
          • Management Insight: Emotions as Triggers for Changes in Organizations
        • Emotional Intelligence
        • Organizational Culture
          • Managers and Organizational Culture
          • The Role of Values and Norms in Organizational Culture
          • Culture and Managerial Action
        • Summary and Review
          • Management in Action
          • Building Management Skills
          • Managing Ethically
          • Small Group Breakout Exercise
          • Exploring the World Wide Web
          • Be the Manager
          • Bloomberg Case in the News: The $3.5 Million Buffett Lunch Special
        • Notes
    • Part Two | The Environment of Management
      • Chapter 4 Ethics and Social Responsibility
        • A Manager’s Challenge: TOMS Adds Clean Water and Bullying to Its Social Agenda
        • Overview
        • The Nature of Ethics
          • Ethical Dilemmas
          • Ethics and the Law
          • Changes in Ethics over Time
        • Stakeholders and Ethics
          • Stockholders
          • Managers
          • Ethics and Nonprofit Organizations
          • Employees
          • Suppliers and Distributors
          • Ethics in Action: Keeping Garment Industry Workers Safe
          • Customers
          • Community, Society, and Nation
          • Ethics in Action: Helping to Keep the Soap Market Green
          • Rules for Ethical Decision Making
          • Why Should Managers Behave Ethically?
        • Ethics and Social Responsibility
          • Societal Ethics
          • Ethics in Action: Finding Diamonds in a Rough Ethical Landscape
          • Occupational Ethics
          • Individual Ethics
          • Organizational Ethics
          • Ethics in Action: Michelle Obama Leads Challenge to Get Kids Moving
        • Approaches to Social Responsibility
          • Four Different Approaches
          • Why Be Socially Responsible?
          • The Role of Organizational Culture
        • Summary and Review
          • Management in Action
          • Building Management Skills
          • Managing Ethically
          • Small Group Breakout Exercise
          • Exploring the World Wide Web
          • Be the Manager
          • Bloomberg Case in the News: Can a Bunch of Doctors Keep an $8 Billion Secret? Not on Twitter
        • Notes
      • Chapter 5 Managing Diverse Employees in a Multicultural Environment
        • A Manager’s Challenge: Novartis and Sodexo Effectively Manage Diversity in Multiple Ways
        • Overview
        • The Increasing Diversity of the Workforce and the Environment
          • Age
          • Gender
          • Race and Ethnicity
          • Religion
          • Capabilities/Disabilities
          • Socioeconomic Background
          • Sexual Orientation
          • Focus on Diversity: Preventing Discrimination Based on Sexual Orientation
          • Other Kinds of Diversity
        • Managers and the Effective Management of Diversity
          • Critical Managerial Roles
          • Focus on Diversity: Effectively Managing Diversity at PricewaterhouseCoopers
          • The Ethical Imperative to Manage Diversity Effectively
          • Effectively Managing Diversity Makes Good Business Sense
        • Perception
          • Factors That Influence Managerial Perception
          • Perception as a Determinant of Unfair Treatment
          • Ethics in Action: Disabled Employees Make Valuable Contributions
          • Overt Discrimination
        • How to Manage Diversity Effectively
          • Steps in Managing Diversity Effectively
          • Management Insight: Top Execs Improve Their Understanding of the Front Line
        • Sexual Harassment
          • Forms of Sexual Harassment
          • Steps Managers Can Take to Eradicate Sexual Harassment
          • Summary and Review
          • Management in Action
          • Building Management Skills
          • Managing Ethically
          • Small Group Breakout Exercise
          • Exploring the World Wide Web
          • Be the Manager
          • Bloomberg Case in the News: At Biotech Party, Gender Diversity Means cocktail Waitresses
        • Notes
      • Chapter 6 Managing in the Global Environment
        • A Manager’s Challenge: Turning Off the Water in Global Manufacturing
        • Overview
        • What Is the Global Environment?
        • The Task Environment
          • Suppliers
          • Managing Globally: Going Global on the World Wide Web
          • Distributors
          • Customers
          • Competitors
        • The General Environment
          • Economic Forces
          • Technological Forces
          • Sociocultural Forces
          • Demographic Forces
          • Political and Legal Forces
        • The Changing Global Environment
          • The Process of Globalization
          • Managing Globally: Recruiting Female Athletes for Business Careers
          • Declining Barriers to Trade and Investment
          • Declining Barriers of Distance and Culture
          • Effects of Free Trade on Managers
        • The Role of National Culture
          • Cultural Values and Norms
          • Hofstede’s Model of National Culture
          • National Culture and Global Management
          • Management Insight: Challenges Expats Face in Moving Abroad
        • Summary and Review
          • Management in Action
          • Building Management Skills
          • Managing Ethically
          • Small Group Breakout Exercise
          • Exploring the World Wide Web
          • Be the Manager
          • Bloomberg Businessweek Case in the News: Life in the People’s Republic of Wechat
        • Notes
    • Part Three | Decision Making, Planning, and Strategy
      • Chapter 7 Decision Making, Learning, Creativity, and Entrepreneurship
        • A Manager’s Challenge: Decision Making at FUJIFILM Holdings Corporation
        • Overview
        • The Nature of Managerial Decision Making
          • Programmed and Nonprogrammed Decision Making
          • Focus on Diversity: Programmed Decision Making at UPS
          • Manager as a Person: Curbing Overconfidence
          • The Classical Model
          • The Administrative Model
        • Steps in the Decision-Making Process
          • Recognize the Need for a Decision
          • Generate Alternatives
          • Assess Alternatives
          • Ethics in Action: Helping to Ensure Decisions Contribute to Sustainability
          • Choose among Alternatives
          • Implement the Chosen Alternative
          • Learn from Feedback
          • Management Insight: Decision Making and Learning at 1-800-Flowers.com
        • Cognitive Biases and Decision Making
          • Prior Hypothesis Bias
          • Representativeness Bias
          • Illusion of Control
          • Escalating Commitment
          • Be Aware of Your Biases
        • Group Decision Making
          • The Perils of Groupthink
          • Devil’s Advocacy and Dialectical Inquiry
          • Diversity among Decision Makers
        • Organizational Learning and Creativity
          • Creating a Learning Organization
          • Promoting Individual Creativity
          • Promoting Group Creativity
        • Entrepreneurship and Creativity
          • Entrepreneurship and New Ventures
          • Intrapreneurship and Organizational Learning
        • Summary and Review
          • Management in Action
          • Building Management Skills
          • Managing Ethically
          • Small Group Breakout Exercise
          • Exploring the World Wide Web
          • Be the Manager
          • Bloomberg Case in the News: Inside Silicon Valley’s Robot Pizzeria
        • Notes
      • Chapter 8 The Manager as a Planner and Strategist
        • A Manager’s Challenge: Mary Barra Keeps GM corporate Strategies Moving
        • Overview
        • Planning and Strategy
        • The Nature of the Planning Process
          • Why Planning Is Important
          • Levels of Planning
          • Levels and Types of Planning
          • Time Horizons of Plans
          • Standing Plans and Single-Use Plans
          • Scenario Planning
        • Determining the Organization’s Mission and Goals
          • Defining the Business
          • Establishing Major Goals
        • Formulating Strategy
          • SWOT Analysis
          • Manager as a Person: Toys “R” Us CEO Not Playing Games
          • The Five Forces Model
        • Formulating Business-Level Strategies
          • Low-Cost Strategy
          • Differentiation Strategy
          • Focused Low-Cost and Focused Differentiation Strategies
          • Management Insight: Low-Cost Strategy Works for Redbox and Netflix
        • Formulating Corporate-Level Strategies
          • Concentration on a Single Industry
          • Management Insight: Crocs Puts Its Best Foot Forward
          • Vertical Integration
          • Diversification
          • Management Insight: Snacks and Beverages Still Matter at PepsiCo
          • International Expansion
          • Managing Globally: Cargill Joint Venture Is a Sweet Deal
        • Planning and Implementing Strategy
        • Summary and Review
          • Management in Action
          • Building Management Skills
          • Managing Ethically
          • Small Group Breakout Exercise
          • Exploring the World Wide Web
          • Be the Manager
          • Bloomberg Businessweek Case in the News: Whole Foods Is Getting Killed by Aldi. Is a Millennial Grocery Chain the Fix?
        • Notes
      • Chapter 9 Value Chain Management: Functional Strategies for Competitive Advantage
        • A Manager’s Challenge: The LEGO Group’s Value Chain Is Front and Center
        • Overview
        • Functional Strategies, the Value Chain, and Competitive Advantage
          • Functional Strategies and Value Chain Management
        • Improving Responsiveness to Customers
          • What Do Customers Want?
          • Managing the Value Chain to Increase Responsiveness to Customers
          • Management Insight: At Panera, Technology Speeds Up Service
          • Customer Relationship Management
        • Improving Quality
          • Management Insight: TJX Business Model Key to Global Growth
          • Total Quality Management
          • Management Insight: Six Sigma Helps Texas City Keep Its Rosy Outlook
        • Improving Efficiency
          • Facilities Layout, Flexible Manufacturing, and Efficiency
          • Management Insight: Finding an Efficient Way to Board an Airplane
          • Just-in-Time Inventory and Efficiency
          • Self-Managed Work Teams and Efficiency
          • Process Reengineering and Efficiency
          • Information Systems, the Internet, and Efficiency
        • Improving Innovation
          • Two Kinds of Innovation
          • Management Insight: Office Layout Fosters Innovation and Well-Being
          • Strategies to Promote Innovation and Speed Product Development
        • Summary and Review
          • Management in Action
          • Building Management Skills
          • Managing Ethically
          • Small Group Breakout Exercise
          • Exploring the World Wide Web
          • Be the Manager
          • Bloomberg Businessweek Case in the News: Elon Musk Is Squaring Off Against China for the Future of Tesla
        • Notes
    • Part Four | Organizing and Controlling
      • Chapter 10 Managing Organizational Structure and Culture
        • A Manager’s Challenge: Warby Parker Keeps an Eye on Company Culture
        • Overview
        • Designing Organizational Structure
          • The Organizational Environment
          • Strategy
          • Technology
          • Human Resources
        • Grouping Tasks into Jobs: Job Design
          • Job Enlargement and Job Enrichment
          • Management Insight: Employee Training Part of Wendy’s Image Makeover
          • The Job Characteristics Model
        • Grouping Jobs into Functions and Divisions: Designing Organizational Structure
          • Functional Structure
          • Divisional Structures: Product, Market, and Geographic
          • Managing Globally: Firm’s Structure Focuses on Client Needs
          • Management Insight: Restoring a Team-First Culture in Miami
          • Matrix and Product Team Designs
        • Coordinating Functions and Divisions
          • Allocating Authority
          • Manager as a Person: Microsoft’s Nadella Pushes for Innovation
          • Integrating and Coordinating Mechanisms
        • Organizational Culture
          • Manager as a Person: Pixar Chief Encourages Communication
          • Where Does Organizational Culture Come From?
          • Strong, Adaptive Cultures versus Weak, Inert Cultures
        • Summary and Review
          • Management in Action
          • Building Management Skills
          • Managing Ethically
          • Small Group Breakout Exercise
          • Exploring the World Wide Web
          • Be the Manager
          • Bloomberg Case in the News: Microsoft Pays $26 Billion for LinkedIn in Biggest Deal Yet
        • Notes
      • Chapter 11 Organizational Control and Change
        • A Manager’s Challenge: Zappos Tries on Holacracy
        • Overview
        • What Is Organizational Control?
          • The Importance of Organizational Control
          • Management Insight: Keeping Email under Control
          • Control Systems and IT
          • The Control Process
          • Management Insight: The Control Process in Action in Afghanistan
        • Output Control
          • Financial Measures of Performance
          • Management Insight: Wanted: Leadership and Writing Skills
          • Organizational Goals
          • Operating Budgets
          • Problems with Output Control
        • Behavior Control
          • Direct Supervision
          • Management by Objectives
          • Bureaucratic Control
          • Problems with Bureaucratic Control
          • Ethics in Action: Netflix Lacks Bureaucratic Control—on Purpose
        • Clan Control
          • Management Insight: Charity Apps Help Users Help Themselves and Others
        • Organizational Change
          • Lewin’s Force-Field Theory of Change
          • Evolutionary and Revolutionary Change
          • Managing Change
          • Managing Globally: Virtusize Helps Alter Online Return Rates
        • Summary and Review
          • Management in Action
          • Building Management Skills
          • Managing Ethically
          • Small Group Breakout Exercise
          • Exploring the World Wide Web
          • Be the Manager
          • Bloomberg Case in the News: The Weather-Predicting Tech Behind $62 Billion Monsanto Bid
        • Notes
      • Chapter 12 Human Resource Management
        • A Manager’s Challenge: Treating Employees Well Pays Off for ACUITY
        • Overview
        • Strategic Human Resource Management
          • Overview of the Components of HRM
          • Managing Globally: Managing Human Resources at Semco
        • The Legal Environment of HRM
        • Recruitment and Selection
          • Human Resource Planning
          • Managing Globally: Recent Trends in Outsourcing
          • Job Analysis
          • External and Internal Recruitment
          • Information Technology Byte: Fog Creek Software’s Approach to Recruiting
          • The Selection Process
        • Training and Development
          • Types of Training
          • Types of Development
          • Transfer of Training and Development
        • Performance Appraisal and Feedback
          • Types of Performance Appraisal
          • Who Appraises Performance?
          • Effective Performance Feedback
        • Pay and Benefits
          • Pay Level
          • Management Insight: Treating Employees Well Leads to Satisfied Customers
          • Pay Structure
          • Benefits
        • Labor Relations
          • Unions
          • Collective Bargaining
        • Summary and Review
          • Management in Action
          • Building Management Skills
          • Managing Ethically
          • Small Group Breakout Exercise
          • Exploring the World Wide Web
          • Be the Manager
          • Bloomberg Case in the News: Say Goodbye to the Annual Pay Raise
        • Notes
    • Part Five | Leading Individuals and Groups
      • Chapter 13 Motivation and Performance
        • A Manager’s Challenge: Employees Are Highly Motivated at Enterprise Holdings
        • Overview
        • The Nature of Motivation
          • Managing Globally: Seeking Intrinsic Motivation in Far-Flung Places
        • Expectancy Theory
          • Expectancy
          • Instrumentality
          • Valence
          • Management Insight: Motivating and Retaining Employees at the Container Store
          • Bringing It All Together
        • Need Theories
          • Maslow’s Hierarchy of Needs
          • Alderfer’s ERG Theory
          • Herzberg’s Motivator-Hygiene Theory
          • McClelland’s Needs for Achievement, Affiliation, and Power
          • Other Needs
          • Information Technology Byte: Motivation Is High at the SAS Institute
        • Equity Theory
          • Equity
          • Inequity
          • Ways to Restore Equity
          • Equity and Justice in Organizations
        • Goal-Setting Theory
        • Learning Theories
          • Management Insight: Training Spurs Learning at Stella & Dot
          • Operant Conditioning Theory
          • Social Learning Theory
        • Pay and Motivation
          • Basing Merit Pay on Individual, Group, or Organizational Performance
          • Salary Increase or Bonus?
          • Examples of Merit Pay Plans
        • Summary and Review
          • Management in Action
          • Building Management Skills
          • Managing Ethically
          • Small Group Breakout Exercise
          • Exploring the World Wide Web
          • Be the Manager
          • Bloomberg Case in the News: The Six-Hour Workday Works in Europe. What About America?
        • Notes
      • Chapter 14 Leadership
        • A Manager’s Challenge: Leading for Innovation at Salesforce.com
        • Overview
        • The Nature of Leadership
          • Personal Leadership Style and Managerial Tasks
          • Ethics in Action: Servant Leadership at Zingerman’s
          • Leadership Styles across Cultures
          • Power: The Key to Leadership
          • Manager as a Person: Gregory Maffei and Expert Power
          • Empowerment: An Ingredient in Modern Management
        • Trait and Behavior Models of Leadership
          • The Trait Model
          • The Behavior Model
          • Management Insight: Consideration at Costco
        • Contingency Models of Leadership
          • Fiedler’s Contingency Model
          • House’s Path-Goal Theory
          • The Leader Substitutes Model
          • Bringing It All Together
        • Transformational Leadership
          • Being a Charismatic Leader
          • Stimulating Subordinates Intellectually
          • Engaging in Developmental Consideration
          • The Distinction between Transformational and Transactional Leadership
        • Gender and Leadership
        • Emotional Intelligence and Leadership
          • Focus on Diversity: Admitting a Mistake Helps Small Business Leader
        • Summary and Review
          • Management in Action
          • Building Management Skills
          • Managing Ethically
          • Small Group Breakout Exercise
          • Exploring the World Wide Web
          • Be the Manager
          • Bloomberg Businessweek Case in the News: Smash That Like Button: Facebook’s Chris Cox Is Messing with One of the Most Valuable Features on the Internet
        • Notes
      • Chapter 15 Effective Groups and Teams
        • A Manager’s Challenge: Effective Teams Enhance Performance in Multiple Industries
        • Overview
        • Groups, Teams, and Organizational Effectiveness
          • Groups and Teams as Performance Enhancers
          • Groups, Teams, and Responsiveness to Customers
          • Teams and Innovation
          • Information Technology Byte: Pizza Teams Innovate at Amazon
          • Groups and Teams as Motivators
        • Types of Groups and Teams
          • The Top Management Team
          • Research and Development Teams
          • Command Groups 491 I
          • Task Forces
          • Self-Managed Work Teams 492 I
          • Management Insight: Self-Managed Teams at W. L. Gore
          • Virtual Teams
          • Friendship Groups
          • Interest Groups
        • Group Dynamics
          • Group Size, Tasks, and Roles
          • Group Leadership
          • Ethics in Action: Leadership in Teams at ICU Medical
          • Group Development over Time
          • Group Norms
          • Management Insight: Teams Benefit from Deviance and Conformity at IDEO
          • Group Cohesiveness
        • Managing Groups and Teams for High Performance
          • Motivating Group Members to Achieve Organizational Goals
          • Reducing Social Loafing in Groups 507 Helping Groups to Manage Conflict Effectively
        • Summary and Review
          • Management in Action
          • Building Management Skills
          • Managing Ethically
          • Small Group Breakout Exercise
          • Exploring the World Wide Web
          • Be the Manager
          • Bloomberg Businessweek Case in the News: Chowing Down on Boomers’ Brains
        • Notes
    • Part Six | Managing Critical Organizational Processes
      • Chapter 16 Promoting Effective Communication
        • A Manager’s Challenge: Encouraging Effective Communication and Collaboration at Red Hat
        • Overview
        • Communication and Management
          • The Importance of Good Communication
          • Managing Globally: Global Communication for Global Innovation at GE Healthcare
          • The Communication Process
          • The Role of Perception in Communication
          • The Dangers of Ineffective Communication
        • Information Richness and Communication Media
          • Face-to-Face Communication
          • Management Insight: Knowing When Face-to-Face Communication Is Called For
          • Spoken Communication Electronically Transmitted
          • Personally Addressed Written Communication
          • Ethics in Action: Monitoring Email and Internet Use
          • Impersonal Written Communication
        • Communication Networks
          • Communication Networks in Groups and Teams
          • Organizational Communication Networks
          • External Networks
        • Information Technology and Communication
          • The Internet
          • Intranets
          • Groupware and Collaboration Software
          • Information Technology Byte: Collaborating with Wikis
        • Communication Skills for Managers
          • Communication Skills for Managers as Senders
          • Communication Skills for Managers as Receivers
          • Understanding Linguistic Styles
        • Summary and Review
          • Management in Action
          • Building Management Skills
          • Managing Ethically
          • Small Group Breakout Exercise
          • Exploring the World Wide Web
          • Be the Manager
          • Bloomberg Case in the News: Slack Consultants are Bringing the Chat App to Corporate America
        • Notes
      • Chapter 17 Managing Conflict, Politics, and Negotiation
        • A Manager’s Challenge: Mark Tercek Collaborates and Builds Alliances at The Nature Conservancy
        • Overview
        • Organizational Conflict
          • Types of Conflict
          • Management Insight: Intergroup Conflict at PulteGroup
          • Sources of Conflict
          • Conflict Management Strategies
          • Managing Globally: Understanding Other Cultures
        • Negotiation
          • Distributive Negotiation and Integrative Bargaining
          • Strategies to Encourage Integrative Bargaining
        • Organizational Politics
          • The Importance of Organizational Politics
          • Political Strategies for Gaining and Maintaining Power
          • Focus on Diversity: Building Alliances at PepsiCo
          • Political Strategies for Exercising Power
          • Ethics in Action: El Faro Estate Coffee Benefits Multiple Stakeholders
        • Summary and Review
          • Management in Action
          • Building Management Skills
          • Managing Ethically
          • Small Group Breakout Exercise
          • Exploring the World Wide Web
          • Be the Manager
          • Bloomberg Case in the News: How to Prepare Diners for Life After Tipping
        • Notes
      • Chapter 18 Using Advanced Information Technology to Increase Performance
        • A Manager’s Challenge: Wearables Help Improve Employee Performance
        • Overview
        • Information and the Manager’s Job
          • Attributes of Useful Information
          • What Is Information Technology?
          • Information and Decisions
          • Information and Control
          • Management Insight: Big Data Helps with Hiring Decisions
          • Information and Coordination
        • The IT Revolution
          • The Effects of Advancing IT
          • IT and the Product Life Cycle
          • Information Technology Byte: Fans Still Loyal to Windows XP
          • The Network of Computing Power
          • Management Insight: Data Storage Goes to the Cloud
        • Types of Management Information Systems
          • The Organizational Hierarchy: The Traditional Information System
          • Transaction-Processing Systems
          • Operations Information Systems
          • Decision Support Systems
          • Artificial Intelligence and Expert Systems
          • Enterprise Resource Planning Systems
          • Information Technology Byte: ERP Targets Manufacturing
          • E-Commerce Systems
        • The Impact and Limitations of Information Technology
          • Strategic Alliances, B2B Network Structures, and IT
          • Flatter Structures and Horizontal Information Flows
          • Information Technology Byte: Employees Told to Go Home
        • Summary and Review
          • Management in Action
          • Building Management Skills
          • Managing Ethically
          • Small Group Breakout Exercise
          • Exploring the World Wide Web
          • Be the Manager
          • Bloomberg Case in the News: Hey, Siri, How Will Apple Keep Up with Google and Amazon?
        • Notes
    • Name Index
    • Organization Index
    • Subject Glindex

    UM RAFBÆKUR Á HEIMKAUP.IS

    Bókahillan þín er þitt svæði og þar eru bækurnar þínar geymdar. Þú kemst í bókahilluna þína hvar og hvenær sem er í tölvu eða snjalltæki. Einfalt og þægilegt!

    Þú kemst í bækurnar hvar sem er
    Þú getur nálgast allar raf(skóla)bækurnar þínar á einu augabragði, hvar og hvenær sem er í bókahillunni þinni. Engin taska, enginn kyndill og ekkert vesen (hvað þá yfirvigt).

    Auðvelt að fletta og leita
    Þú getur flakkað milli síðna og kafla eins og þér hentar best og farið beint í ákveðna kafla úr efnisyfirlitinu. Í leitinni finnur þú orð, kafla eða síður í einum smelli.

    Glósur og yfirstrikanir
    Þú getur auðkennt textabrot með mismunandi litum og skrifað glósur að vild í rafbókina. Þú getur jafnvel séð glósur og yfirstrikanir hjá bekkjarsystkinum og kennara ef þeir leyfa það. Allt á einum stað.

    Hvað viltu sjá? / Þú ræður hvernig síðan lítur út
    Þú lagar síðuna að þínum þörfum. Stækkaðu eða minnkaðu myndir og texta með multi-level zoom til að sjá síðuna eins og þér hentar best í þínu námi.



    Fleiri góðir kostir
    - Þú getur prentað síður úr bókinni (innan þeirra marka sem útgefandinn setur)
    - Möguleiki á tengingu við annað stafrænt og gagnvirkt efni, svo sem myndbönd eða spurningar úr efninu
    - Auðvelt að afrita og líma efni/texta fyrir t.d. heimaverkefni eða ritgerðir
    - Styður tækni sem hjálpar nemendum með sjón- eða heyrnarskerðingu
Eiginleikar
Vörumerki: McGrawHill
Tilboði lýkur 06.02.2019
Vörunúmer: 9781526821447
Taka af óskalista
Setja á óskalista

Umsagnir

Engar umsagnir
Lesa fleiri umsagnir

Contemporary Management

Vörumerki: McGrawHill
Tilboði lýkur 06.02.2019
Vörunúmer: 9781526821447
Rafbók
-5%
8.990 kr. 8.540 kr.
-5%
8.990 kr. 8.540 kr.