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Chapter 1  Managing and Performing

• Introduction

• 1.1 What Do Managers Do?

• 1.2 The Roles Managers Play

• 1.3 Major Characteristics of the Manager's Job

• Key Terms

• Summary of Learning Outcomes

• Chapter Review Questions

• Management Skills Application Exercises

• Managerial Decision Exercises

• Critical Thinking Case

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Chapter 2  Managerial Decision-Making

• Introduction

• 2.1 Overview of Managerial Decision-Making

• 2.2 How the Brain Processes Information to Make Decisions: Reflective and Reactive Systems

• 2.3 Programmed and Nonprogrammed Decisions

• 2.4 Barriers to Effective Decision-Making

• 2.5 Improving the Quality of Decision-Making

• 2.6 Group Decision-Making

• Key Terms

• Summary of Learning Outcomes

• Chapter Review Questions

• Management Skills Application Exercises

• Managerial Decision Exercises

• Critical Thinking Case

​

Chapter 3  The History of Management

• Introduction

• 3.1 The Early Origins of Management

• 3.2 The Italian Renaissance

• 3.3 The Industrial Revolution

• 3.4 Taylor-Made Management

• 3.5 Administrative and Bureaucratic Management

• 3.6 Human Relations Movement

• 3.7 Contingency and System Management

• Key Terms

• Summary of Learning Outcomes

• Chapter Review Questions

• Managerial Decision Exercises

​

Chapter 4  External and Internal Organizational Environments and Corporate Culture

• Introduction

• 4.1 The Organization's External Environment

• 4.2 External Environments and Industries

• 4.3 Organizational Designs and Structures

• 4.4 The Internal Organization and External Environments

• 4.5 Corporate Cultures

• 4.6 Organizing for Change in the 21st Century

• Key Terms

• Summary of Learning Outcomes

• Chapter Review Questions

• Management Skills Application Exercises

• Managerial Decision Exercises

• Critical Thinking Case

​

Chapter 5  Ethics, Corporate Responsibility, and Sustainability

• Introduction

• 5.1 Ethics and Business Ethics Defined

• 5.2 Dimensions of Ethics: The Individual Level

• 5.3 Ethical Principles and Responsible Decision-Making

• 5.4 Leadership: Ethics at the Organizational Level

• 5.5 Ethics, Corporate Culture, and Compliance

• 5.6 Corporate Social Responsibility (CSR)

• 5.7 Ethics around the Globe

• 5.8 Emerging Trends in Ethics, CSR, and Compliance

• Key Terms

• Summary of Learning Outcomes

• Chapter Review Questions

• Management Skills Application Exercises

• Managerial Decision Exercises

• Critical Thinking Case

​

Chapter 6  International Management

• Introduction

• 6.1 Importance of International Management

• 6.2 Hofstede's Cultural Framework

• 6.3 The GLOBE Framework

• 6.4 Cultural Stereotyping and Social Institutions

• 6.5 Cross-Cultural Assignments

• 6.6 Strategies for Expanding Globally

• 6.7 The Necessity of Global Markets

• Key Terms

• Summary of Learning Outcomes

• Chapter Review Questions

• Management Skills Application Exercises

• Managerial Decision Exercises

• Critical Thinking Case

​

Chapter 7  Entrepreneurship

• Introduction

• 7.1 Entrepreneurship

• 7.2 Characteristics of Successful Entrepreneurs

• 7.3 Small Business

• 7.4 Start Your Own Business

• 7.5 Managing a Small Business

• 7.6 The Large Impact of Small Business

• 7.7 The Small Business Administration

• 7.8 Trends in Entrepreneurship and Small-Business Ownership

• Key Terms

• Summary of Learning Outcomes

• Chapter Review Questions

• Management Skills Application Exercises

• Managerial Decision Exercises

• Critical Thinking Case

​

Chapter 8  Strategic Analysis: Understanding a Firm’s Competitive Environment

• Introduction

• 8.1 Gaining Advantages by Understanding the Competitive Environment

• 8.2 Using SWOT for Strategic Analysis

• 8.3 A Firm's External Macro Environment: PESTEL

• 8.4 A Firm's Micro Environment: Porter's Five Forces

• 8.5 The Internal Environment

• 8.6 Competition, Strategy, and Competitive Advantage

• 8.7 Strategic Positioning

• Key Terms

• Summary of Learning Outcomes

• Chapter Review Questions

• Management Skills Application Exercises

• Managerial Decision Exercises

• Critical Thinking Case

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Chapter 9  The Strategic Management Process: Achieving and Sustaining Competitive Advantage

• Introduction

• 9.1 Strategic Management

• 9.2 Firm Vision and Mission

• 9.3 The Role of Strategic Analysis in Formulating a Strategy

• 9.4 Strategic Objectives and Levels of Strategy

• 9.5 Planning Firm Actions to Implement Strategies

• 9.6 Measuring and Evaluating Strategic Performance

• Key Terms

• Summary of Learning Outcomes

• Chapter Review Questions

• Management Skills Application Exercises

• Managerial Decision Exercises

• Critical Thinking Case

​

Chapter 10  Organizational Structure and Change

• Introduction

• 10.1 Organizational Structures and Design

• 10.2 Organizational Change

• 10.3 Managing Change

• Key Terms

• Summary of Learning Outcomes

• Chapter Review Questions

• Management Skills Application Exercises

• Managerial Decision Exercises

• Critical Thinking Case

​

Chapter 11  Human Resource Management

• Introduction

• 11.1 An Introduction to Human Resource Management

• 11.2 Human Resource Management and Compliance

• 11.3 Performance Management

• 11.4 Influencing Employee Performance and Motivation

• 11.5 Building an Organization for the Future

• 11.6 Talent Development and Succession Planning

• Key Terms

• Summary of Learning Outcomes

• Chapter Review Questions

• Management Skills Application Exercises

• Managerial Decision Exercises

• Critical Thinking Case

​

Chapter 12  Diversity in Organizations

• Introduction

• 12.1 An Introduction to Workplace Diversity

• 12.2 Diversity and the Workforce

• 12.3 Diversity and Its Impact on Companies

• 12.4 Challenges of Diversity

• 12.5 Key Diversity Theories

• 12.6 Benefits and Challenges of Workplace Diversity

• 12.7 Recommendations for Managing Diversity

• Key Terms

• Summary of Learning Outcomes

• Chapter Review Questions

• Management Skills Application Exercises

• Managerial Decision Exercises

• Critical Thinking Case

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Chapter 13  Leadership

• Introduction

• 13.1 The Nature of Leadership

• 13.2 The Leadership Process

• 13.3 Leader Emergence

• 13.4 The Trait Approach to Leadership

• 13.5 Behavioral Approaches to Leadership

• 13.6 Situational (Contingency) Approaches to Leadership

• 13.7 Substitutes for and Neutralizers of Leadership

• 13.8 Transformational, Visionary, and Charismatic Leadership

• 13.9 Leadership Needs in the 21st Century

• Key Terms

• Summary of Learning Outcomes

• Chapter Review Questions

• Management Skills Application Exercises

• Managerial Decision Exercises

• Critical Thinking Case

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Chapter 14  Work Motivation for Performance

• Introduction

• 14.1 Motivation: Direction and Intensity

• 14.2 Content Theories of Motivation

• 14.3 Process Theories of Motivation

• 14.4 Recent Research on Motivation Theories

• Key Terms

• Summary of Learning Outcomes

• Chapter Review Questions

• Management Skills Application Exercises

• Managerial Decision Exercises

• Critical Thinking Case

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Chapter 15  Managing Teams

• Introduction

• 15.1 Teamwork in the Workplace

• 15.2 Team Development Over Time

• 15.3 Things to Consider When Managing Teams

• 15.4 Opportunities and Challenges to Team Building

• 15.5 Team Diversity

• 15.6 Multicultural Teams

• Key Terms

• Summary of Learning Outcomes

• Chapter Review Questions

• Management Skills Application Exercises

• Managerial Decision Exercises

• Critical Thinking Case

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Chapter 16  Managerial Communication

• Introduction

• 16.1 The Process of Managerial Communication

• 16.2 Types of Communications in Organizations

• 16.3 Factors Affecting Communications and the Roles of Managers

• 16.4 Managerial Communication and Corporate Reputation

• 16.5 The Major Channels of Management Communication Are Talking, Listening, Reading, and Writing

• Key Terms

• Summary of Learning Outcomes

• Chapter Review Questions

• Management Skills Application Exercises

• Managerial Decision Exercises

• Critical Thinking Case

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Chapter 17  Organizational Planning and Controlling

• Introduction

• 17.1 Is Planning Important

• 17.2 The Planning Process

• 17.3 Types of Plans

• 17.4 Goals or Outcome Statements

• 17.5 Formal Organizational Planning in Practice

• 17.6 Employees' Responses to Planning

• 17.7 Management by Objectives: A Planning and Control Technique

• 17.8 The Control- and Involvement-Oriented Approaches to Planning and Controlling

• Key Terms

• Summary of Learning Outcomes

• Chapter Review Questions

• Management Skills Application Exercises

• Managerial Decision Exercises

• Critical Thinking Case

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Chapter 18  Management of Technology and Innovation

• Introduction

• 18.1 MTI—Its Importance Now and In the Future

• 18.2 Developing Technology and Innovation

• 18.3 External Sources of Technology and Innovation

• 18.4 Internal Sources of Technology and Innovation

• 18.5 Management Entrepreneurship Skills for Technology and Innovation

• 18.6 Skills Needed for MTI

• 18.7 Managing Now for Future Technology and Innovation

• Key Terms

• Summary of Learning Outcomes

• Chapter Review Questions

• Management Skills Application Exercises

• Managerial Decision Exercises

• Critical Thinking Case

​

References

Index