Fundamentals of Management

, by Donnelly, James H.; Gibson, James L.; Ivancevich, John M.

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ISBN: 9780072457858 | 0072457856
Cover: Paperback
Copyright: 7/1/1999

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Supplemental Materials

PART I Management and the Environment

Managers and the Evolution of Management

(28)

Why Study Management?

(1)

The Evolution of Management as a Field of Study

(1)

Foundations of Managing Work and Organizations

(4)

The Management of Work

(2)

The Management of Organizations

(1)

Foundations of Managing People in Organizations

(5)

The Human Relations Approach

(1)

The Hawthorne Studies

(2)

The Behavioral Science Approach

(2)

Foundations of Managing Production and Operations

(3)

Development of Management Science

(2)

Production and Operations Management

(1)

Attempts to Integrate the Three Approaches

(2)

The Systems Approach

(1)

Contingency Approach

(1)

The Three Tasks of World Class Managers

(1)

Plan for the Book

(3)

Summary of Key Points

(1)

Discussion and Review Questions

(1)

Case 1 -- 1: Goya Foods: Competition and Job Creation

(1)

Video Case: The Evolution of Management

(2)

Experiential Exercise: Attitudes about Business Organizations

(2)

Notes

(2)

Managers and Their Environments

(26)

Management in Action: Managers Are Experiencing Changes in Their Environments

(1)

The External Environment

(5)

Direct Forces

(5)

Management Focus: What Diverse Employees Want

(5)

Indirect Forces

(4)

Management Focus: Environmentally Sound Principles of Social Responsibility

(1)

Management Focus: Coca-Cola Sees a World of Opportunities

(1)

The Internal Environment

(7)

Three Management Levels

(1)

Types of Managers and Levels of Management

(6)

Summary of Key Points

(1)

Discussion and Review Questions

(1)

Case 2 -- 2: Managers Making Decisions

(1)

Video Case: Management Challenge

(1)

Experiential Exercise: Profile of an External Environment

(1)

Notes

(1)

Managing in a Global Environment

(28)

Management in Action: Going Global: A Framework That Can Shape Thinking

(1)

International Agreements and Economic Alliances

(3)

General Agreement on Tariffs and Trade

(1)

Economic Alliances

(2)

Management Focus: The Pacific Century: An Economic Prediction

(1)

The Multinational Company

(1)

The MNC Decision

(4)

International Market to Be Served

(1)

Products or Services to Be Marketed

(1)

Mode of Entry

(3)

Environment of the Multinational Manager

(2)

Culture

(2)

Management Focus: Ethics and Doing Business in Other Countries

(3)

Economics

(1)

Politics

(2)

Technology

(1)

Management in a Multinational Corporation

(5)

Planning Function

(1)

Organizing Function

(2)

Leading Function

(1)

Controlling Function

(1)

Managing People in a Multinational Corporation

(2)

Summary of Key Points

(1)

Discussion and Review Questions

(1)

Case 3 -- 1: Invest in Russia: Why?

(1)

Experiential Exercise: Launching an International Business

(1)

Notes

(3)

Social and Ethical Responsibilities of Management

(28)

Management in Action: The Growing Green Revolution

(1)

The Meanings of Social Responsibility

(2)

Social Responsibility as Social Obligation

(1)

Social Responsibility as Social Reaction

(1)

Social Responsibility as Social Responsiveness

(1)

Management Focus: The Socially Responsible Body Shop

(2)

A Continuum of Social Responsibility

(1)

Specific Socially Responsible Activities

(1)

Management Focus: One Company's Commitment to Worker Education

(5)

Internal Beneficiaries

(2)

External Beneficiaries

(2)

Changing Expectations for Corporate Performance

(1)

The Historical Evolution of Expectations

(1)

The Contemporary Expectation for Corporate Social Responsiveness

(1)

Managerial Ethics

(7)

Ethical Standards

(1)

The Organization's Role in Ethical Behavior

(3)

Ethics and Social Responsiveness

102

(1)

Summary of Key Points

103

(1)

Discussion and Review Questions

104

(1)

Case 4 -- 1: Building Ethics at General Dynamics

104

(2)

Video Case: The High Bid Dilemma

106

(1)

Experiential Exercise: Ethical Dilemmas

106

(1)

Notes

107

(5)

PART II Managing Work and Organizations

Planning, Organizing, Controlling

Management Decision Making

112

(26)

Management in Action: Decisions---Decisions---Decisions!

113

(1)

Types of Managerial Decisions

114

(1)

Programmed and Nonprogrammed Decisions

114

(1)

Types of Decisions and Level of Management

115

(1)

The Process of Decision Making

115

(2)

Problem Identification

116

(1)

Management Focus: A New Style of Decision Making at AT&T

117

(5)

Developing Alternatives

119

(1)

Evaluating Alternatives

119

(2)

Choosing an Alternative

121

(1)

Implementing the Decision

122

(1)

Control and Evaluation

122

(1)

Individual Decision Making

122

(2)

Values

122

(1)

Personality

123

(1)

Propensity for Risk

123

(1)

Potential for Dissonance

123

(1)

Management Focus: Making Tough Decisions

124

(1)

Group Decision Making

125

(5)

Individual versus Group Decision Making

125

(1)

Creativity in Group Decision Making

126

(1)

Techniques for Stimulating Creativity

126

(4)

Summary of Key Points

130

(1)

Discussion and Review Questions

130

(1)

Case 5 -- 1: One Manager's Tough Decision

131

(1)

Video Case: Decision Making

132

(1)

Experiential Exercise: Lost-at-Sea Decision Making

133

(2)

Notes

135

(3)

The Planning Function

138

(24)

Management in Action: A Plan to Get Back in the Game

139

(1)

The Focus of Planning

140

(1)

The Elements of Planning

140

(1)

Management Focus: A Woman with a Plan

140

(2)

The Importance of Planning

142

(1)

Coordinating Efforts

142

(1)

Preparing for Change

142

(1)

Developing Performance Standards

143

(1)

Developing Managers

143

(1)

Setting Objectives and Priorities

143

(1)

Management Focus: Starbucks---The Power of Vision

144

(6)

Priority of Objectives

144

(1)

Time Frame of Objectives

145

(1)

Conflicts among Objectives

145

(1)

Measurement of Objectives

146

(2)

An Example of Objectives in Planning

148

(2)

Courses of Action

150

(1)

Forecasting Sales Volume

150

(1)

Resources

151

(3)

Implementation of Plans

154

(1)

Authority

154

(1)

Persuasion

154

(1)

Policy

154

(1)

Key Planning Issues

155

(1)

Summary of Key Points

156

(1)

Discussion and Review Questions

157

(1)

Case 6 -- 1: Planning for Change Leads to a Change in Plans

157

(1)

Video Case: Planning and Strategic Management at Ford Motor Company

158

(1)

Experiential Exercise: Using the Elements of Planning in Your Own Life

159

(1)

Notes

160

(2)

Strategic Planning

162

(24)

Management in Action: Strategic Planning Works

163

(1)

The Growth of Strategic Planning

164

(1)

The Strategic Planning Process

165

(2)

Organizational Mission

165

(2)

Management Focus: Strategic Planning at General Electric

167

(6)

Organizational Objectives

168

(3)

Organizational Strategies

171

(2)

Organizational Portfolio Plan

173

(1)

Management Focus: Strategic Mistakes at Borden

173

(3)

Strategic Planning: Using the Process

176

(2)

Relating the Strategic Plan and Operational Plans

176

(1)

Relating Organizational Objectives and Strategies to Operational Objectives and Strategies

177

(1)

Summary of Key Points

178

(1)

Discussion and Review Questions

179

(1)

Case 7 -- 1: Encouraging Diversity as Part of the Strategic Planning Process

179

(2)

Video Case: A Conversation with Ben and Jerry

181

(1)

Experiential Exercise: The Importance of the Planning Function

182

(1)

Notes

183

(3)

The Organizing Function

186

(30)

Management in Action: Innovations in Organization Structures in Global and Small Organizations

187

(2)

Dimensions of Structure

189

(1)

Formalization

189

(1)

Centralization

189

(1)

Complexity

189

(1)

Division of Labor

190

(3)

Specialization of Labor at the Job Level

191

(1)

The Team Approach to Job Design

192

(1)

Delegation of Authority

193

(4)

Why Delegate Authority?

194

(1)

Why Should Authority Not Be Delegated?

195

(1)

Delegation of Authority in International Settings

195

(1)

Empowerment: Specialization and Delegation

196

(1)

Departmental Bases

197

(1)

Management Focus: Employee Empowerment in Small Companies

197

(9)

Functional Departmentalization

198

(1)

Process Departmentalization

199

(1)

Product Departmentalization

199

(2)

Customer Departmentalization

201

(1)

Geographical Departmentalization

201

(1)

Multiple Departmental Bases

202

(1)

Combined Bases for Departmentalization: The Matrix Organization

202

(2)

Departmentalization in Multinational Corporations

204

(2)

Span of Control

206

(3)

Actual Relationships

207

(1)

Span of Control and Downsizing

207

(2)

Management Focus: The Implications of Downsizing

209

(1)

Summary of Key Points

209

(1)

Discussion and Review Questions

210

(1)

Case 8 -- 1: Organization Structure of Saxe Realty Company

211

(1)

Video Case: The Responsive Organization

212

(1)

Experiential Exercise: Designing the New Organization

213

(1)

Notes

214

(2)

Organization Design

216

(24)

Management in Action: The Virtual Corporation

217

(1)

Universalistic Approach

218

(6)

Classical Organization Design

218

(1)

Bureaucratic Organization Design

218

(1)

Classical School Organization Design

219

(1)

Neoclassical Organization Design

220

(4)

Management Focus: Saturn's Neoclassical Structure

224

(1)

Contingency Approach

224

(6)

Technology and Organization Design

224

(3)

Environment and Organization Design

227

(3)

Management Focus: Example of How Global Firms Cope with Uncertainty

230

(4)

Strategy and Organization Design

231

(3)

Summary of Key Points

234

(1)

Discussion and Review Questions

234

(1)

Case 9 -- 1: General Motors: Its Changing Organization Design

235

(1)

Experiential Exercise: Organizational Design in the Campus Setting

236

(1)

Notes

237

(3)

The Controlling Function

240

(26)

Management in Action: Reengineering at Barr & Stroud

241

(1)

Three Types of Control

242

(2)

Management Focus: Intangibles Do Affect Business Profits

244

(1)

Preliminary Control

244

(6)

Human Resources: Selection and Staffing

246

(1)

Materials

246

(1)

Capital

247

(2)

Financial Resources

249

(1)

Concurrent Control

250

(1)

Feedback Control

251

(1)

Management Focus: Control in the Age of Information

251

(6)

Financial Statement Analysis

251

(2)

Standard Cost Analysis

253

(1)

Quality Control Analysis

254

(2)

Employee Performance Evaluation

256

(1)

Summary of Key Points

257

(1)

Discussion and Review Questions

257

(1)

Case 10 -- 1: Benchmarking Practices at Xerox

258

(1)

Video Case: Organization Control

259

(1)

Experiential Exercise: Paper Plane Corporation

260

(2)

Notes

262

(4)

PART III Managing People in Organizations

Leading

Motivation

266

(38)

Management in Action: Work Ethics, Fairy Tales, and Motivation

267

(1)

What Is Motivation?

267

(1)

The Motivation Process

268

(1)

Understanding Motivation: The Use of Theories

269

(1)

Management Focus: Hitting the Motivation Wall

270

(1)

Content Theories of Motivation

271

(6)

Maslow's Hierarchy of Needs

271

(3)

Herzberg's Two-Factor Theory

274

(3)

Management Focus: Mary Kay Ash: A Motivator Who Understands Women

277

(1)

Comparing Herzberg's and Maslow's Models

278

(1)

Process Theories of Motivation

278

(8)

Equity Theory

279

(1)

Vroom's Expectancy Theory

280

(4)

Reinforcement Theory

284

(2)

An Integrating Model of Motivation

286

(2)

Porter-Lawler Model

286

(1)

Using the Model

287

(1)

Motivation, Cultural Diversity, and Cross-Cultural Issues

288

(2)

A New Management Approach

288

(1)

Cross-Cultural Motivation

288

(2)

Management Strategies for Increasing Motivation

290

(6)

Job Enrichment

290

(2)

Relating Pay to Job Performance

292

(2)

Employee Stock Ownership Plans (ESOPs)

294

(1)

Flexible Working Hours

295

(1)

Summary of Key Points

296

(1)

Discussion and Review Questions

297

(1)

Case 11 -- 1: Executive Pay: Worth It or a Disgrace?

297

(2)

Video Case: Employee Motivation at Tellabs, Inc.

299

(1)

Experiential Exercise: Your Job Preferences Compared with Others'

300

(1)

Notes

301

(3)

Managing Work Groups

304

(32)

Management in Action: Individualism and Teamwork: It Works at Bell Labs

305

(1)

Classification of Work Groups

306

(1)

Formation of Work Groups

307

(1)

Physical Reasons

307

(1)

Economic Reasons

307

(1)

Sociopsychological Reasons

307

(1)

Specific Types of Groups in an Organization

308

(7)

Command Groups/Teams

309

(1)

Task Groups/Teams

309

(1)

Interest Groups

309

(1)

Friendship Groups

309

(1)

Committees: Special Kinds of Groups

310

(1)

Quality Circles: An Action-Oriented Group Approach

311

(2)

Self-Managed Teams

313

(1)

Multicultural Work Groups: Managing Diversity

314

(1)

Development of Work Groups

315

(2)

Characteristics of Work Groups

317

(2)

Group Structure and Roles

317

(1)

Group Goals

318

(1)

Leadership

318

(1)

Management Focus: The Ingredients for Superteams

319

(7)

Norms and Control

320

(1)

Cohesiveness

321

(2)

Size

323

(1)

Intragroup Conflict

323

(1)

Intergroup Conflict

324

(2)

Consequences of Group Membership

326

(1)

Member Satisfaction

326

(1)

Management Focus: Labor-Management Conflict Reduction

327

(2)

Group Decision-Making Effectiveness

328

(1)

Summary of Key Points

329

(1)

Discussion and Review Questions

330

(1)

Case 12 -- 1: San Diego Zoo's Team Approach

330

(1)

Video Case: Quality Teamwork at the University of Michigan Hospitals

331

(2)

Experiential Exercise: Group Brainstorming in Action

333

(1)

Notes

334

(2)

Leading People in Organizations

336

(36)

Management in Action: Leaders: Similarities and Differences

337

(1)

What Is Leadership?

338

(2)

The Leadership Job: A Mutual-Sharing View

340

(1)

Leader Attitudes: Important Assumptions

341

(1)

Women versus Men as Leaders

341

(1)

Management Focus: Empowerment at Hampton Inn

342

(2)

The Leader as Coach

343

(1)

Management Focus: Gender Bias: Stop the Nonsense

344

(1)

Trait Theories of Leadership

345

(1)

Personal-Behavior Theories

346

(4)

A Continuum of Leadership

346

(1)

Michigan Studies: Job-Centered and Employee-Centered Leaders

347

(1)

Ohio State Studies: Two-Dimensional Theory

347

(1)

Managerial Grid Theory

348

(1)

Synopsis of the Personal-Behavioral Approach

349

(1)

Situational Theories of Leadership

350

(8)

Contingency Theory

350

(3)

Path-Goal Theory

353

(1)

Leader-Style Theory

353

(3)

Tridimensional Leader-Effectiveness Theory

356

(2)

Comparison

358

(1)

Transformational Leadership

358

(1)

Selected Factors Influencing Leadership

359

(1)

Perceptual Accuracy

359

(1)

Background, Experience, and Personality

360

(1)

Superior's Expectations and Style

360

(1)

Task Understanding

360

(1)

Peer Expectations

361

(1)

Integrating Influence Factors

361

(1)

Multicultural Leadership

362

(2)

Summary of Key Points

364

(1)

Discussion and Review Questions

364

(1)

Case 13 -- 1: Harley-Davidson: A Leader on a Motorcycle

364

(2)

Video Case: Motivation and Leadership at Bernard Welding Equipment Company

366

(2)

Experiential Exercise: Are You a Transformational Leader?

368

(1)

Notes

369

(3)

Communication and Negotiation

372

(30)

Management in Action: Communicating in a Diverse Organization

373

(1)

The Importance of Communication

374

(1)

Management Focus: Communicating with the Customer Yields a High Payoff

375

(1)

Understanding the Process of Communication

375

(4)

Elements of Communication

376

(3)

Information Technology and Communications

379

(2)

Internet

379

(2)

Communication in Organizations

381

(2)

Downward Communication

381

(1)

Upward Communication

382

(1)

Lateral Communication

382

(1)

Diagonal Communication

382

(1)

Management Focus: Upward Feedback: An Old but Effective Communication Tool

383

(1)

Interpersonal Communications

383

(3)

Regions of Information

383

(1)

Improvement Strategies

384

(1)

Management Styles

385

(1)

Why Communications Break Down

386

(4)

Differing Frames of Reference

386

(1)

Selective Perception

387

(1)

Poor Listening Skills

387

(1)

Value Judgments

387

(1)

Source Credibility

388

(1)

Semantic Problems

388

(1)

Filtering

389

(1)

Time Pressures

389

(1)

Communication Overload

389

(1)

Improving Communication in Organizations

390

(3)

Following Up

390

(1)

Regulating Information Flow

390

(1)

Utilizing Feedback

390

(1)

Empathy

391

(1)

Simplifying the Language

392

(1)

Effective Listening

392

(1)

Utilizing the Grapevine: Informal Communication Systems

392

(1)

Improving Group Communication through Negotiation

393

(2)

Group Negotiations

393

(1)

Prenegotiation Tasks

393

(1)

Negotiation Tactics

394

(1)

The Impact of Personalities on the Negotiation Process

395

(1)

The Role of Trust in Negotiations

395

(1)

Summary of Key Points

395

(1)

Discussion and Review Questions

396

(1)

Case 14 -- 1: Do You Know What I Like about You?

396

(1)

Experiential Exercise: Perceptual Differences

397

(1)

Notes

398

(4)

Human Resource Management

402

(36)

Management in Action: Managing Culturally Diverse Employees

403

(1)

Human Resource Management Function

404

(1)

Management Focus: Hallmark

405

(5)

Sexual Harassment

408

(2)

Employment Activity

410

(6)

Recruitment

411

(2)

Employee Selection and Placement

413

(3)

Management Focus: Even Honesty Tests Do Not Help a Flawed Investigation

416

(1)

Training and Development

416

(6)

Training Programs

416

(1)

Developmental Methods

417

(1)

Performance Appraisal

417

(5)

Wage and Salary Management

422

(2)

Employee Compensation

422

(2)

Benefits and Services

424

(1)

Labor Relations

425

(3)

Collective Bargaining

426

(1)

The Bargaining Issues

427

(1)

Conflict Resolution

427

(1)

Summary of Key Points

428

(1)

Discussion and Review Questions

429

(1)

Case 15 -- 1: Pinkerton: A Screening Lesson

429

(2)

Video Case: Southwest Airlines: Competing through People

431

(3)

Experiential Exercise: A Control Procedure: Your Personal Performance Appraisal

434

(1)

Notes

434

(4)

Organization Change, Development, and Innovation

438

(38)

Management in Action: New Management Styles to Manage Diversity

439

(1)

Resistance to Change

440

(2)

Why Do People Resist Change?

441

(1)

Minimizing Resistance to Change

441

(1)

A Model for Managing Change

442

(2)

Step 1: Stimuli---Forces for Change

444

(1)

External Forces

444

(1)

Internal Forces

444

(1)

Step 1: Reaction---Recognition of the Need for Change

445

(1)

Step 2: Reaction---Diagnosis of the Problem

446

(1)

Step 3: Stimuli---Alternative Change Techniques

446

(2)

Management Focus: Managing Change in the Banking Industry

448

(5)

People Change

452

(1)

Management Focus: Bell Atlantic's Change Agent

453

(5)

Technological Change

457

(1)

Step 3: Reaction---Recognition of Limiting Conditions

458

(2)

Step 4: Reaction---The Strategy for Change

460

(1)

Step 5: Reaction---Implementation and Evaluation

460

(2)

Summary of Key Points

462

(1)

Discussion and Review Questions

462

(1)

Case 16 -- 1: Implementing Total Quality Management at Thiokol Corporation

463

(5)

Video Case: Managing Change and Developing Organizations at Marshall Industries

468

(2)

Experiential Exercise: Are You Receptive to Change?

470

(2)

Notes

472

(4)

PART IV Managing Production and Operations

Planning, Organizing, Leading, Controlling

Production and Operations Management

476

(24)

Management in Action: US Companies Improve Competitiveness through the Implementation of Total Quality Management

477

(1)

The Nature of Production and Operations Management

478

(2)

A Systems View

478

(1)

Goods and Services

479

(1)

Managing the Transformation Process

480

(2)

Design

480

(1)

Scheduling

481

(1)

Operation

481

(1)

Control

481

(1)

Effective Management of the Transformation Process

482

(1)

The Management of Product and Service Quality

482

(1)

Management Focus: The Meaning of Quality in Different Cultures

483

(2)

Management Focus: The Japanese Raise the Ante Again

485

(2)

Factors That Affect Quality

487

(1)

Policy

487

(1)

Information

487

(1)

Engineering and Design

487

(1)

Materials

488

(1)

Equipment

488

(1)

People

488

(1)

Field Support

488

(1)

The Basic Elements of a Quality Management System

488

(3)

Develop Quality Characteristics

488

(1)

Establish Quality Standards

489

(1)

Develop a Quality Review Program

489

(1)

Build Quality Commitment

490

(1)

Design Reporting Systems

490

(1)

Total Quality Management

491

(2)

Total Quality Management at Corning

492

(1)

Post-Total Quality Management at Xerox

492

(1)

Looking Ahead

493

(1)

Summary of Key Points

493

(1)

Discussion and Review Questions

494

(1)

Case 17 -- 1: A Visit to Burger King

494

(2)

Video Case: The Production Process at Washburn Guitars

496

(1)

Experiential Exercise: Diversity of Quality Control Systems

497

(1)

Notes

497

(3)

Production and Inventory Planning and Control

500

(24)

Management in Action: Linear Programming Saves Money for Montreal's Urban Transport System

501

(1)

Production Planning

501

(1)

Planning Repetitive Production: Linear Programming

502

(2)

Specific Applications of Linear Programming

502

(1)

The Value of Linear Programming

503

(1)

Management Focus: Linear Programming in a Small North Carolina Textile Mill

504

(1)

Planning Nonrepetitive Production: PERT

505

(2)

Specific Applications of PERT

505

(2)

Inventory Control

507

(1)

Inventory Management as a Strategic Factor

507

(1)

Types of Inventories

508

(2)

Raw Materials

508

(1)

Supplies

509

(1)

Work in Process

509

(1)

Finished Goods

509

(1)

EOQ Method

510

(1)

Cost Factors in Inventory Control

510

(1)

Limitations of the EOQ Model

510

(1)

Material Requirements Planning

511

(4)

The Basics of MRP

512

(1)

The Complete MRP System

513

(2)

Manufacturing Resource Planning (MRP II)

515

(1)

Just-in-Time Inventory Control

515

(2)

The Basic Elements of JIT

515

(2)

Management Focus: JIT and TQM: Variations on an Idea

517

(1)

Some Problems and Limitations of JIT

517

(1)

Summary of Key Points

518

(1)

Discussion and Review Questions

519

(1)

Case 18 -- 1: Just-in-Time Inventory Control at the Toyota Truck Plant

519

(1)

Experiential Exercise: Applications of Inventory Control

520

(1)

Notes

521

(3)

Managing Information for Decision Making

524

(22)

Management in Action: Without Appropriate Information, Quality Management Is Impossible: An Australian Approach

525

(1)

Sources of Information

526

(2)

External Information Flows

527

(1)

Intraorganization Flows

527

(1)

Managing Information for Better Decision Making

528

(1)

The Importance of Information in Decision Making

528

(1)

Mismanagement of Current Information

528

(1)

The Increased Use of Personal Computers

529

(1)

Management Focus: Managing Information Overload in a Sales Force

529

(1)

The Need for Decision Support Systems

530

(2)

The Needs of Managers

530

(1)

Need for Specific Information for Specific Decisions

531

(1)

Management Focus: Bell Canada Develops a DSS System to Integrate Activities

532

(1)

The Functions of a Decision Support System

533

(2)

Determination of Information Needs

533

(1)

Information Gathering and Processing

534

(1)

Information Utilization

535

(1)

Designing a Decision Support System

535

(2)

The Central Data Bank

535

(1)

The Information Center

535

(2)

Information as an Organizational Resource

537

(1)

Summary of Key Points

537

(1)

Discussion and Review Questions

538

(1)

Case 19 -- 1: Information Systems Development to Compete for the Baldrige Award

538

(2)

Video Case: Information for Managers

540

(2)

Experiential Exercise: DSS Design in a Campus Bookstore

542

(1)

Notes

542

(4)

PART V Special Management Topics

Entrepreneurship

546

(26)

Management in Action: Women who Mean Business

547

(1)

The Entrepreneur

548

(3)

Risks

549

(1)

Motivations

549

(2)

Management Focus: Building an Entrepreneurial Spirit in Large Organizations

551

(1)

Characteristics

552

(1)

The Entrepreneur's Tasks

552

(6)

Planning

(554)

Management Focus: International Franchising Opportunities

558

(4)

Organizing

559

(1)

Controlling

560

(1)

Managing People in the Small Business

560

(2)

Special Challenges of Entrepreneurship

562

(2)

Growth of the Enterprise

562

(1)

Entrepreneurial Stress

563

(1)

Selling the Company

563

(1)

The Future of Entrepreneurship

564

(1)

Summary of Key Points

564

(1)

Discussion and Review Questions

565

(1)

Case 20 -- 1: Will This Business Succeed?

565

(2)

Experiential Exercise: Portrait of an Entrepreneur

567

(1)

Notes

568

(4)

Careers in Management

572

(21)

Management in Action: To Be or Not to Be a Manager

573

(1)

Management Careers

573

(1)

Career Effectiveness

574

(1)

Performance

574

(1)

Attitudes

575

(1)

Management Focus: Career Development for the New Age Career Global Corporation

575

(1)

Adaptability

576

(1)

Identity

576

(1)

Career Stages

576

(3)

Establishing a Career

577

(1)

Advancing a Career

577

(1)

Maintaining a Career

577

(1)

Withdrawing from a Career

578

(1)

Management Focus: The Benefits of Mentoring: Does Being a Woman Make a Difference?

579

(1)

Career Paths

579

(4)

Plateaus

581

(1)

Zigzag Career Paths

581

(1)

Dual Career Paths

582

(1)

The Mommy Track

582

(1)

Management as a Career

583

(5)

Who Should Pursue Management as a Career?

584

(1)

What are the Characteristics of Effective Managers?

585

(1)

How Does One Plan a Management Career?

585

(3)

Summary of Key Points

588

(1)

Discussion and Review Questions

589

(1)

Case 21 -- 1: Career Development as a Personal Responsibility

589

(1)

Experiential Exercise: Career Planning the TQM Way

590

(1)

Notes

591

(2)

Internet Appendix

593

(13)

Glossary

606

(12)

Name/Company Name Index

618

(7)

Subject Index

625

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Fundamentals of Management

Table of Contents

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