Efnisyfirlit

• Cover Page
• Title Page
• Copyright Page
• Dedication
• Contents
• Videos in This Enhanced eBook
• Welcome to Your Enhanced eBook
• Preface
• Acknowledgments
• Global Edition Acknowledgments
• About the Authors
• Part 1 Introduction to Management
  • Chapter 1: Managers and You in the Workplace
    • Tell Who Managers Are and Where They Work
      • Who Is a Manager?
      • Where Do Managers Work?
    • Why Are Managers Important?
    • Management Versus Managers
      • What Is Management?
      • What Do Managers Do?
    • Managerial Challenges Today and into the Future
      • Focus on Technology
      • Focus on Disruptive Innovation
      • Focus on Social Media
      • Focus on Ethics
      • Focus on Political Uncertainty
      • Focus on the Customer
    • Why Study Management?
      • The Universality of Management
      • The Reality of Work
      • Rewards from Being a Manager
      • Gaining Insights into Life at Work
    • Employability Skills
    • Boxed Features
      • FYI
      • It’s Your Career: The ABC’s of Managing Your Time
      • Learning from Failure: Successful Managers Learn from Their Failures
      • Workplace Confidential: Dealing with Organizational Politics
    • Preparing For: Exams/Quizzes
      • Chapter Summary by Learning Objectives
      • Review and Discussion Questions
    • Preparing For: My Career
      • Ethics Dilemma
      • Skill Exercise: Developing Your Skills as a Manager
      • Working Together: Team Exercise
      • My Turn to Be a Manager
    • Case Application 1: Working with Artificial Intelligence
    • Case Application 2: Nike: Taking a Customer Focus to a New Level
  • Management History Module
    • Early Management
    • Classical Approach
      • Scientific Management
      • General Administrative Theory
    • Behavioral Approach
    • Quantitative Approach
    • Contemporary Approaches
    • Preparing For: Exams/Quizzes
      • Chapter Summary by Learning Objectives
      • Review and Discussion Questions
    • Preparing For: My Career
      • My Turn to Be a Manager
  • Chapter 2: Making Decisions
    • 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
    • Approaches to Decision Making
      • Rationality
      • Bounded Rationality
      • Intuition
      • Evidence-Based Management
      • Crowdsourcing
    • Types of Decisions
      • Structured Problems and Programmed Decisions
      • Unstructured Problems and Nonprogrammed Decisions
      • Comparing Decision Types
    • Decision-Making Styles
    • Decision-Making Biases and Errors
    • Cutting-Edge Approaches for Improving Decision Making
      • Design Thinking
      • Big Data and Artificial Intelligence
    • Boxed Features
      • FYI
      • Let’s Get REAL
      • Learning from Failure: James Dyson: A Man of a Thousand Failures
      • Workplace Confidential: Making Good Decisions
    • Preparing For: Exams/Quizzes
      • Chapter Summary by Learning Objectives
      • Review and Discussion Questions
    • Preparing For: My Career
      • Ethics Dilemma
      • Skills Exercise: Developing Your Creativity Skill
      • Working Together: Team Exercise
      • My Turn to Be a Manager
    • Case Application 1: On the Cards: Decision Making
    • Case Application 2: Manchester City Football: Big Data Champions
• Part 1: Management Practice
  • A Manager’s Dilemma
  • Global Sense
  • Continuing Case: Starbucks—Introduction
• Part 2 Basics of Managing in Today’s Workplace
  • Chapter 3: Influence of the External Environment and the Organization’s Culture
    • The Manager: Omnipotent or Symbolic?
      • The Omnipotent View
      • The Symbolic View
      • Reality Suggests a Synthesis
    • The External Environment: Constraints and Challenges
      • Defining the Environment and Environmental Uncertainty
      • Monitoring the General Environment
      • The Specific Environment
      • Managing the Environment
    • 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
    • Boxed Features
      • Let’s Get REAL
      • FYI
      • Learning from Failure: A Corrupt Culture at Wells Fargo
      • It’s Your Career: Reading an Organization’s Culture: Find One That Is a Right Fit for You
      • Workplace Confidential: Adjusting to a New Job or Work Team
    • Preparing For: Exams/Quizzes
      • Chapter Summary by Learning Objectives
      • Review and Discussion Questions
    • Preparing For: My Career
      • Ethics Dilemma
      • Skill Exercise: Developing Your Environmental Scanning Skill
      • Working Together: Team Exercise
      • My Turn to Be a Manager
    • Case Application 1: Tesco: Time to Refocus
    • Case Application 2: The Sky Is the Limit
  • Chapter 4: Managing in a Global Environment
    • Clarifying Terminology
    • A Brief History of Globalization
    • The Case For and Against Globalization
      • The Win-Win Argument
      • The Downside of Globalization
      • Globalization Today
      • What Does This Mean for Managers?
    • Different Types of International Organizations
    • How Organizations Go International
    • Managing in a Global Environment
      • The Political/Legal Environment
      • The Economic Environment
      • The Cultural Environment
    • Boxed Features
      • FYI
      • Let’s Get REAL
      • It’s Your Career: Developing Your Global Perspective—Working with People from Other Cultures
      • Learning from Failure: Disney Learns That France Isn’t Florida
    • Preparing For: Exams/Quizzes
      • Chapter Summary by Learning Objectives
      • Review and Discussion Questions
    • Preparing For: My Career
      • Ethics Dilemma
      • Skills Exercise: Developing Your Collaboration Skill
      • Working Together: Team Exercise
      • My Turn to Be a Manager
    • Case Application 1: Dirty Little Secrets
    • Case Application 2: Breaking Bread at a New Table
  • Chapter 5: Managing Diversity
    • Diversity 101
      • What Is Workplace Diversity?
      • Benefits of Workforce Diversity
    • The Changing Workplace
      • Characteristics of the US Population
      • What About Global Workforce Changes?
    • Types of Workplace Diversity
      • Age
      • Gender
      • Race and Ethnicity
      • Disabilities
      • Religion
      • LGBT: Sexual Orientation and Gender Identity
    • Challenges in Managing Diversity
      • Personal Bias
      • Glass Ceiling
      • Pay Inequities
    • Workplace Diversity Initiatives
      • Top Management Commitment to Diversity
      • Mentoring
      • Diversity Training
      • Employee Resource Groups
      • Some Final Thoughts and Questions
    • Boxed Features
      • FYI
      • Let’s Get REAL
      • Workplace Confidential: Dealing with Diversity
      • Learning from Failure: Denny’s Answer to Its Diversity Problem
    • Preparing For: Exams/Quizzes
      • Chapter Summary by Learning Objectives
      • Review and Discussion Questions
    • Preparing For: My Career
      • Ethics Dilemma
      • Skills Exercise: Developing Your Valuing Diversity Skill
      • Working Together: Team Exercise
      • My Turn to Be a Manager
    • Case Application 1: Diversity in L’Oréal—Because We Are All Worth It
    • Case Application 2: Leveling the Playing Field in Female Football
  • Chapter 6: Managing Social Responsibility and Ethics
    • What Is Social Responsibility?
      • Two Opposing Views
      • From Obligations to Responsiveness to Responsibility
      • Social Responsibility and Economic Performance
    • 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
      • Leadership at the Top
      • Job Goals and Performance Appraisal
      • Ethics Training
      • Independent Social Audits
    • Current Issues in Social Responsibility and Ethics
      • Protecting Whistle-Blowers
      • Promoting Social Entrepreneurship
      • Social Media and Social Responsibility
      • Corporate Philanthropy
    • Boxed Features
      • FYI
      • Let’s Get REAL
      • Learning from Failure: Siemens Atones for Its Sins
      • Workplace Confidential: Balancing Work and Personal Life
    • Preparing For: Exams/Quizzes
      • Chapter Summary by Learning Objectives
      • Review and Discussion Questions
    • Preparing For: My Career
      • Ethics Dilemma
      • Skills Exercise: Developing Your Trust Building Skill
      • Working Together: Team Exercise
      • My Turn to Be a Manager
    • Case Application 1: A Novel Wellness Culture
    • Case Application 2: Renault-Nissan: No Braking for Ethics?
  • Chapter 7: Managing Change and Disruptive Innovation
    • The Case for Change
      • Living with VUCA
      • External Forces for Change
      • Internal Forces for Change
    • The Change Process
      • The Calm Waters Metaphor
      • The White-Water Rapids Metaphor
    • Areas of Change
      • Strategy
      • Structure
      • Technology
      • People
    • Managing Change
      • Why Do People Resist Change?
      • Techniques for Reducing Resistance to Change
    • Contemporary Issues in Managing Change
      • Changing an Organization’s Culture
      • Employee Stress
    • Stimulating Innovation
      • Creativity Versus Innovation
      • Stimulating and Nurturing Innovation
    • Disruptive Innovation
      • Definition
      • Why Disruptive Innovation Is Important
      • Who’s Vulnerable?
      • Implications
    • Boxed Features
      • FYI
      • Let’s Get REAL
      • Workplace Confidential: Coping with Job Stress
    • Preparing For: Exams/Quizzes
      • Chapter Summary by Learning Objectives
      • Review and Discussion Questions
    • Preparing For: My Career
      • Ethics Dilemma
      • Skills Exercise: Developing Your Change-Management Skill
      • Working Together: Team Exercise
      • My Turn to Be a Manager
    • Case Application 1: Change from Within at Google
    • Case Application 2: Creating an Innovation Lab at Neiman Marcus
• Part 2: Management Practice
  • A Manager’s Dilemma
  • Global Sense
  • Continuing Case Starbucks—Basics of Managing In Today’s Workplace
• Part 3 Planning
  • Chapter 8: Foundations of Planning
    • The What and Why of Planning
      • What Is Planning?
      • Why Do Managers Plan?
      • Planning and Performance
    • Types of Plans
      • Strategic Versus Operational Plans
      • Short-Term Versus Long-Term Plans
      • Specific Versus Directional Plans
      • Single-Use Versus Standing Plans
    • Contingency Factors in Planning
      • Level in the Organization
      • Degree of Environmental Uncertainty
      • Length of Future Commitments
    • Objectives: The Foundation of Planning
      • Stated Versus Real Objectives
      • Traditional Objective Setting
      • Management by Objectives
    • Contemporary Issues in Planning
      • Environmental Scanning
      • Virtual Reality
    • Boxed Features
      • Let’s Get REAL
      • FYI
      • Learning from Failure: US Army Corps of Engineers and Hurricane Katrina
      • Workplace Confidential: When You Face a Lack of Clear Directions
    • Preparing For: Exams/Quizzes
      • Chapter Summary by Learning Objectives
      • Review and Discussion Questions
    • Preparing For: My Career
      • Ethics Dilemma
      • Skills Exercise: Making a To-Do List That Works and Using It
      • Working Together: Team Exercise
      • My Turn to Be a Manager
    • Case Application 1: Hermes: Delivering Change
    • Case Application 2: Living Up to Goals at Tesla
  • Chapter 9: Managing Strategy
    • What Is Strategic Management and Why Is It Important?
      • Defining 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
      • The Role of Competitive Advantage
      • Sustaining Competitive Advantage
      • Examples of Differentiation Strategies
    • Boxed Features
      • FYI
      • Let’s Get REAL
      • It’s Your Career: Learning Your Strengths and Weaknesses
      • Workplace Confidential: Developing a Career Strategy
      • Learning from Failure: Coke Panics After the Pepsi Challenge
    • Preparing For: Exams/Quizzes
      • Chapter Summary by Learning Objectives
      • Review and Discussion Questions
    • Preparing For: My Career
      • Ethics Dilemma
      • Skills Exercise: Developing Your Business Planning Skill
      • Working Together: Team Exercise
      • My Turn to Be a Manager
    • Case Application 1: Deliveroo: From Kangaroo to Unicorn
    • Case Application 2: Aldi: Crushing Costs and the Competition
  • Chapter 10: Entrepreneurial Ventures
    • The Context of Entrepreneurship
      • What Is Entrepreneurship?
      • Why Is Entrepreneurship Important?
      • The Entrepreneurial Process
      • What Do Entrepreneurs Do?
      • A Hybrid Path to Entrepreneurship
    • Start-Up and Planning Issues
      • Identifying Environmental Opportunities and Competitive Advantage
      • Researching the Venture’s Feasibility—Ideas
      • Researching the Venture’s Feasibility—Competitors
      • Researching the Venture’s Feasibility—Financing
      • Developing a Business Plan
    • Organizing Issues
      • Legal Forms of Organization
      • Organizational Design and Structure
      • Human Resource Management
    • Leading Issues
      • Personality Characteristics of Entrepreneurs
      • The Entrepreneur as Leader
    • Control Issues
      • Potential Control Problems and Actions
      • Exiting the Venture
    • Boxed Features
      • Workplace Confidential: Dealing with Risks
      • FYI
      • Let’s Get REAL
      • Learning from Failure: The Third Time Is a Charm for Vera Wang
    • Preparing For: Exams/Quizzes
      • Chapter Summary by Learning Objectives
      • Review and Discussion Questions
    • Preparing For: My Career
      • Ethics Dilemma
      • Skills Exercise: Developing Grit
      • Working Together: Team Exercise
      • My Turn to Be a Manager
    • Case Application 1: Becoming an Entrepreneur While in College with Brainz Power
    • Case Application 2: The Right Recipe for Entrepreneurs: Fifteen
• Part 3: Management Practice
  • A Manager’s Dilemma
  • Global Sense
  • Continuing Case Starbucks—Planning
• Part 4 Organizing
  • Chapter 11: Designing Organizational Structure
    • Six Elements of Organizational Design
      • Work Specialization
      • Departmentalization
      • Chain of Command
      • Span of Control
      • Centralization and Decentralization
      • Formalization
    • Mechanistic and Organic Structures
    • Contingency Factors Affecting Structural Choice
      • Strategy and Structure
      • Size and Structure
      • Technology and Structure
      • Environmental Uncertainty and Structure
    • Traditional Organizational Design Options
      • Simple Structure
      • Functional Structure
      • Divisional Structure
    • Organizing for Flexibility in the Twenty-First Century
      • Team Structures
      • Matrix and Project Structures
      • The Virtual Organization
      • Telecommuting
      • Compressed Work Weeks
      • Flextime
      • Job Sharing
      • The Contingent Workforce
    • Boxed Features
      • Let’s Get REAL
      • Workplace Confidential: Coping with Multiple Bosses
      • FYI
      • Learning from Failure: Working at Home Doesn’t Work at IBM
    • Preparing For: Exams/Quizzes
      • Chapter Summary by Learning Objectives
      • Review and Discussion Questions
    • Preparing For: My Career
      • Ethics Dilemma
      • Skills Exercise: Developing Your Acquiring Power Skill
      • Working Together: Team Exercise
      • My Turn to Be a Manager
    • Case Application 1: Making a Flat Organization Work at Punchkick
    • Case Application 2: The Invisible Workforce at Google
  • Chapter 12: Managing Human Resources
    • Why Human Resource Management Is Important
    • The Human Resource Management Process
    • External Factors That Affect the Human Resource Management Process
      • The Economy
      • Labor Unions
      • Laws and Rulings
      • Demography
    • Identifying and Selecting Competent Employees
      • Human Resource Planning
      • Recruitment and Decruitment
      • Selection
    • Providing Employees with Needed Skills and Knowledge
      • Orientation and Socialization
      • Employee Training
    • Retaining Competent, High-Performing Employees
      • Performance Evaluation
      • Compensation and Benefits
    • Career Development
    • Contemporary Issues in Managing Human Resources
      • Sexual Harassment
      • Bullying in the Workplace
    • Boxed Features
      • Workplace Confidential: Job Search
      • FYI
      • Let’s Get REAL
      • Learning from Failure: Forced Rankings Bomb at Microsoft
    • Preparing For: Exams/Quizzes
      • Chapter Summary by Learning Objectives
      • Review and Discussion Questions
    • Preparing For: My Career
      • Ethics Dilemma
      • Skills Exercise: Developing Your Interviewing Skills
      • Working Together: Team Exercise
      • My Turn to Be a Manager
    • Case Application 1: Maersk and HR Management Challenges in China
    • Case Application 2: Measuring Output, Not Hours Worked
  • Chapter 13: Managing Groups and Teams
    • Groups and Group Development
      • What Is a Group?
      • Stages of Group Development
    • Work Group Performance and Satisfaction
      • External Conditions Imposed on the Group
      • Group Member Resources
      • Group Structure
      • Group Processes
      • Group Tasks
    • Turning Groups into Effective Teams
      • The Difference Between Groups and Teams
      • Types of Work Teams
      • Creating Effective Work Teams
    • Boxed Features
      • FYI
      • Let’s Get REAL
      • It’s Your Career: Developing Your Coaching Skills
      • Workplace Confidential: Handling Difficult Coworkers
    • Preparing For: Exams/Quizzes
      • Chapter Summary by Learning Objectives
      • Review and Discussion Questions
    • Preparing For: My Career
      • Ethics Dilemma
      • Skills Exercise: Developing Your Coaching Skills
      • Working Together: Team Exercise
      • My Turn to Be a Manager
    • Case Application 1: Self-Management at Tata Marcopolo
    • Case Application 2: Students Get “Virtual Ready”
• Part 4: Management Practice
  • A Manager’s Dilemma
  • Global Sense
  • Continuing Case Starbucks—Organizing
• Part 5 Leading
  • Chapter 14: Managing Communication
    • Understanding Communication
      • What Is Communication?
      • Functions of Communication
    • The Communication Process
      • Modes of Communicating
      • Barriers to Effective Communication
      • Overcoming the Barriers
    • Effective Organizational Communication
      • Formal Versus Informal
      • Direction of Flow
      • Networks
    • Communication in the Internet and Social Media Age
      • The 24/7 Work Environment
      • Social Media
      • Cybersecurity
    • Becoming a Better Communicator
      • Sharpening Your Persuasion Skills
      • Sharpening Your Speaking Skills
      • Sharpening Your Writing Skills
      • Sharpening Your Reading Skills
    • Boxed Features
      • It’s Your Career: I’m Listening!
      • Let’s Get REAL
      • Workplace Confidential: An Uncommunicative Boss
      • FYI
      • Learning from Failure: GM’s Catastrophic Communications Breakdown
    • Preparing For: Exams/Quizzes
      • Chapter Summary by Learning Objectives
      • Review and Discussion Questions
    • Preparing For: My Career
      • Ethics Dilemma
      • Skills Exercise: Developing Your Presentation Skills
      • Working Together: Team Exercise
      • My Turn to Be a Manager
    • Case Application 1: The Shift Toward Continuous Feedback at SAP
    • Case Application 2: Communications Neutralize the Concordia Effect
  • Chapter 15: Understanding and Managing Individual Behavior
    • Focus and Goals of Organizational Behavior
      • Focus of Organizational Behavior
      • Goals of Organizational Behavior
    • Attitudes and Job Performance
      • Job Satisfaction
      • Job Involvement and Organizational Commitment
      • Employee Engagement
      • Attitudes and Consistency
      • Cognitive Dissonance Theory
      • Attitude Surveys
      • Implications for Managers
    • Personality
      • MBTI®
      • The Big Five Model
      • The Dark Triad
      • Additional Personality Insights
      • Personality Types in Different Cultures
      • Emotions and Emotional Intelligence
      • Implications for Managers
    • Perception
      • Factors That Influence Perception
      • Attribution Theory
      • Shortcuts Used in Judging Others
      • Implications for Managers
    • Learning
      • Operant Conditioning
      • Social Learning
      • Shaping: A Managerial Tool
      • Implications for Managers
    • Boxed Features
      • FYI
      • Let’s Get REAL
      • Workplace Confidential: An Abusive Boss
    • Preparing For: Exams/Quizzes
      • Chapter Summary by Learning Objectives
      • Review and Discussion Questions
    • Preparing For: My Career
      • Ethics Dilemma
      • Skills Exercise: Developing Your Shaping Behavior Skill
      • Working Together: Team Exercise
      • My Turn to Be a Manager
    • Case Application 1: A Great Place to Work
    • Case Application 2: Employees First
  • Chapter 16: Motivating Employees
    • What Is Motivation?
    • Early Theories of Motivation
      • Maslow’s Hierarchy of Needs Theory
      • McGregor’s Theory X and Theory Y
      • Herzberg’s Two-Factor Theory
      • Three-Needs Theory
    • Contemporary Theories of Motivation
      • Goal-Setting Theory
      • Reinforcement Theory
      • Designing Motivating Jobs
      • Equity Theory
      • Expectancy Theory
      • Integrating Contemporary Theories of Motivation
    • Current Issues in Motivation
      • Managing Cross-Cultural Motivational Challenges
      • Motivating Unique Groups of Workers
      • Designing Appropriate Rewards Programs
    • Boxed Features
      • It’s Your Career: What Motivates You?
      • FYI
      • Workplace Confidential: Feelings of Unfair Pay
      • Let’s Get REAL
      • Learning from Failure: NSPS: Pay-for-Performance Gone Bad
    • Preparing For: Exams/Quizzes
      • Chapter Summary by Learning Objectives
      • Review and Discussion Questions
    • Preparing For: My Career
      • Ethics Dilemma
      • Skills Exercise: Developing Your Motivating Employees Skill
      • Working Together: Team Exercise
      • My Turn to Be a Manager
    • Case Application 1: Motivational Management at KISMEC
    • Case Application 2: Flexible Working for Generation Y
  • Chapter 17: Being an Effective Leader
    • Who Are Leaders, and What Is Leadership?
    • Early Leadership Theories
      • Leadership Traits
      • Leadership Behaviors
    • Contingency Theories of Leadership
      • The Fiedler Model
      • Hersey and Blanchard’s Situational Leadership Theory
      • Path-Goal Model
    • Contemporary Views of Leadership
      • Leader–Member Exchange (LMX) Theory
      • Charismatic Leadership
      • Transformational-Transactional Leadership
      • Authentic Leadership
      • Ethical Leadership
      • Servant Leadership
      • Followership
    • Integrating Theories of Leadership
    • Leadership Issues in the Twenty-First Century
      • Managing Power
      • Developing Credibility and Trust
      • Leading Virtual Teams
      • Leadership Training
      • When Leadership May Not Be Important
    • Boxed Features
      • FYI
      • Learning from Failure: The Firing of Steve Jobs at Apple
      • Let’s Get REAL
      • Workplace Confidential: A Micromanaging Boss
      • It’s Your Career: How to Be Seen as Trustworthy
    • Preparing For: Exams/Quizzes
      • Chapter Summary by Learning Objectives
      • Review and Discussion Questions
    • Preparing For: My Career
      • Ethics Dilemma
      • Skills Exercise: Choosing an Effective Group Leadership Style Skill
      • Working Together: Team Exercise
      • My Turn to Be a Manager
    • Case Application 1: Indra Nooyi: An Inspiring Female Leader
    • Case Application 2: Recognizing What Leadership Is Needed at the Golden State Warriors
• Part 5: Management Practice
  • A Manager’s Dilemma
  • Global Sense
  • Continuing Case Starbucks—Leading
• Part 6 Controlling
  • Chapter 18: Monitoring and Controlling
    • What Is Controlling, and Why Is It Important?
      • What Is Controlling?
      • Why Is Controlling Important?
    • The Control Process
      • Step 1: Measuring Actual Performance
      • Step 2: Comparing Actual Performance Against the Standard
      • Step 3: Taking Managerial Action
      • Summary
    • Controlling for Organizational and Employee Performance
      • What Is Organizational Performance?
      • Measures of Organizational Performance
      • Controlling for Employee Performance
    • Tools for Measuring Organizational Performance
      • Feedforward/Concurrent/Feedback Controls
      • Financial Controls
      • Information Controls
      • Balanced Scorecard
      • Benchmarking of Best Practices
    • Contemporary Issues in Control
      • Social Media as a Control Tool
      • Global Differences in Control
      • Workplace Privacy
      • Employee Theft
      • Corporate Governance
    • Boxed Features
      • It’s Your Career: How to Be a Pro at Giving Feedback
      • FYI
      • Workplace Confidential: Responding to an Unfair Performance Review
      • Let’s Get REAL
    • Preparing For: Exams/Quizzes
      • Chapter Summary by Learning Objective
      • Review and Discussion Questions
    • Preparing For: My Career
      • Ethics Dilemma
      • Skills Exercise: Managing Challenging Employees
      • Working Together: Team Exercise
      • My Turn to Be a Manager
    • Case Application 1: Bug Bounty Hackers at General Motors
    • Case Application 2: Eyes in the Sky, and Everywhere Else
  • Planning and Control Techniques Module
    • Techniques for Assessing the Environment
      • Environmental Scanning
      • Forecasting
    • Techniques for Allocating Resources
      • Budgeting
      • Scheduling
      • Breakeven Analysis
      • Linear Programming
    • Contemporary Planning Techniques
      • Project Management
      • Scenario Planning
    • Review and Discussion Questions
  • Managing Operations Module
    • The Role of Operations Management
      • Services and Manufacturing
      • Managing Productivity
      • Strategic Role of Operations Management
    • Value Chain Management
      • What Is Value Chain Management?
      • Goal of Value Chain Management
      • Benefits of Value Chain Management
      • Value Chain Strategy
    • Current Issues in Managing Operations
      • Technology’s Role in Operations Management
      • The Robots Are Coming!
      • Quality Management
      • Quality Goals
      • Mass Customization
      • Creating a Lean Organization
    • Review and Discussion Questions
• Part 6: Management Practice
  • A Manager’s Dilemma
  • Global Sense
  • Continuing Case Starbucks—Controlling
• Glossary
• Name Index
• Organization Index
• Subject Index

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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