Introduction to Management

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John Wiley & Sons, 2011 - Management - 640 pages
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Completely updated and revised, this eleventh edition arms managers with the business tools they’ll need to succeed. The text presents managerial concepts and theory related to the fundamentals of planning, leading, organising, and controlling with a strong emphasis on application. It offers new information on the changing nature of communication through technology. Focus is also placed on ethics to reflect the importance of this topic, especially with the current economic situation. This includes all new ethics boxes throughout the chapters. An updated discussion on the numerous legal law changes over the last few years is included as well. Managers will be able to think critically and make sound decisions using this text because the concepts are backed by many applications, exercises, and cases.
 

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Contents

PART ONE CHAPTER 1 The Management Process
1
Organizations in the New Workplace
10
The Management Process
16
Management Learning Review
23
MANAGEMENT CHAPTER 2 History of Management Thought
27
LearningAbout Yourself Learning Style
29
Ethical Behavior and Social Responsibility
51
Ethics in the Workplace
58
Management Learning Review
279
Human Resource Management
283
Learning About Yourself Professionalism
285
Attracting a Quality Workforce
292
Maintaining a Quality Workforce
300
Management Skills and Competencies
306
PART FIVE CHAPTER 13 Essentials of Leadership
309
Leadership Traits and Behaviors
316

Social Responsibility and Corporate
66
Management Learning Review
73
PART TWO CHAPTER 4 External Environment and Organizational
77
Learning About Yourself Risk Taking
79
OrganizationEnvironment Relationships
87
Environment and Innovation
93
Management Learning Review
99
Learning About Yourself Cultural Awareness
105
Global Businesses
114
Global Management Learning
123
Entrepreneurship and Small Business
131
Management Learning Review
150
PART THREE CHAPTER 7 The DecisionMaking Process
155
Information and Managerial Decisions
162
The DecisionMaking Process
169
Management Learning Review
178
PLANNING CHAPTER 8 Fundamentals of Planning
183
Learning From Others Think Now
184
Types of Plans Used by Managers
190
Management Skills and Competencies
202
The Strategic Management Process
205
Strategic Management
208
CorporateLevel Strategy Formulation
216
BusinessLevel Strategy Formulation
222
Management Skills and Competencies
229
PART FOUR CHAPTER 10 Fundamentals of Organizing
233
Horizontal Organization Structures
244
Management Learning Review
253
ORGANIZING CHAPTER 11 Organizational Change and Development
257
Learning About Yourself Tolerance
259
MulticulturalOrganizations
266
Personal Leadership Development
324
Management Learning Review
330
LEADING CHAPTER 14 Foundations of Individual Behavior
335
Learning From Others There Are Personalities
336
Personality
343
Emotions Moods and Stress
351
Management Skills and Competencies
357
Process Theories of Motivation
366
Reinforcement Theory
372
Management Learning Review
380
Learning From Others The Beauty
386
LearningAbout Yourself Team Contributions
387
How Teams Work
396
Decision Making in Teams
403
Management Skills and Competencies
409
Improving Collaboration Through
420
Managing Conflict
426
Management Learning Review
434
PART SIX CHAPTER 18 Fundamentals of Control
439
Compare Results with
449
Management Learning Review
456
Management Skills and Competencies
458
CONTROLLING CHAPTER 19 Operations Management and Control
461
Operations Management Essentials
464
SelfTest Answers AN1
489
Glossary
1
Endnotes EN1
81
Name Index
93
Subject Index
101
Copyright

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About the author (2011)

Donald N. Lombardi is associate academic director of Seton Hall University and the principal partner of CHR/InterVista, a health care management consulting firm in Mt. Arlington, New Jersey.

Dr. John R. Schermerhorn, Jr. is the Charles G. O'Bleness Professor of Management in the College of Business at Ohio University, and formerly served as Director of the Ohio University Center for Southeast Asian Studies. He earned a Ph. D. in organizational behavior from Northwestern University and an M.B.A. (with distinction) in management and international business from New York University. Dr. Schermerhorn previously taught at Tulane University, The University of Vermont, and Southern Illinois University at Carbondale, where he served as Head of the Department of Management and Associate Dean of the College of Business Administration.

A specialist in general management, organizational change and interorganizational cooperation, his clients have included Corning Glass Works, Pepsico, Inc., American Bankers Association, New England Hospital Assembly, Egyptian General Petroleum Corporation, Petroleous de Venezuela, and the Vietnam Training Center for Radio and Television, among other organizations.

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