(NOTE: Each chapter contains A Manager's Dilemma, Managers Respond to A Manager's Dilemma, Chapter Summary, Thinking About Management Issues, Log On: Internet-Based Exercise, Working Together: Team-Based Exercise, Case Application, and Video Case Application)

I. INTRODUCTION

1. Introduction to Management and Organizations

Who Are Managers?
What Is Management?
What Do Managers Do?
What Is Organization?
Why Study Management?

2. Management Yesterday and Today

Management's Connection to Other Fields of Study
Historical Background of Management
Scientific Management
General Administrative Theorists
Quantitative Approach to Management
Toward Understand Organizational Behavior
Current Issues and Trends

II . DEFINING THE MANAGER'S TERRAIN

3. Organizational Culture and the Environment: The Constraints

The Manager: Omnipotent or Symbolic?
The Organization's Culture
The Environment

4. Managing in a Global Environment

Who Owns What?
What's Your Global Perspective?
Understanding the Global Environment
How Organizations Go Global
Managing in a Global Environment
Is a Global Assignment for You?

5. Social Responsibility and Managerial Ethics

What Is Social Responsibility?
Social Responsibility and Economic Performance
Values-Based Management
The Greening of Management
Managerial Ethics
A Final Thought

III. PLANNING

6. Decision-Making: The Essence of the Manager's Job

The Decision-Making Process
The Pervasiveness of Decision Making
The Manager as Decision Maker

7. Foundations of Planning

What Is Planning?
Why Do Managers Plan?
How Do Managers Plan?
Contemporary Issues in Planning

8. Strategic Management

The Importance of Strategic Management
The Strategic Management Process
Types of Organizational Strategies

9. Planning Tools and Techniques

Techniques for Assessing the Environment
Techniques for Allocating Resources
Contemporary Planning Techniques

IV. ORGANIZING

10. Organizational Structure and Design

Defining Organizational Structure
Organizational Design Decisions
Common Organizational Designs

11. Managerial Communication and Information Technology

Understanding Managerial Communication
The Process of Interpersonal Communication
Organizational Communication
Understanding Information Technology

12. Human Resource Management

Why Human Resource Management Is Important
The Human Resource Management Process
Human Resource Planning
Recruitment and Decruitment
Selection
Orientation
Employee Training
Employee Performance Management
Compensation and Benefits
Career Development
Current Issues in Human Resource Management

13. Managing Change and Innovation

What Is Change? Forces for Change
Two Views of the Change Process
Managing Change
Contemporary Issues in Managing Change
Stimulation Innovation

V. LEADING

14. Foundations of Behavior

15. Understanding Groups and Teams

Understanding Group Behavior
Turning Groups into Effective Teams
Developing and Managing Effective Teams

16. Motivating Employees

What Is Motivation? Early Theories of Motivation
Contemporary Theories of Motivation
Current Issues in Motivation
From Theory to Practice: Suggestions for Motivating Employees

17. Leadership

Managers among Leaders
Early Leadership Theories
Contingency Theories of Leadership
Cutting-Edge Approaches to Leadership
Contemporary Issues in Leadership

VI. CONTROLLING

18. Foundations of Control

What Is Control?
Why Is Control Important?
The Control Process
Types of Control
Implications for Mangers
Contemporary Issues in Control

19. Operations and Value Supply Management

What Is Operations Management and Why Is It Important?
Value Chain Management
Current Issues in Operations Management

20. Controlling for Organizational Performance

Organizational Performance
Tools for Monitoring and Measuring Organizational Performance
A Manager's Role in Helping Organizations Achieve Performance Levels

Skill-Building Module
Notes
Photo Credits
Name Index
rganization Index
Glindex