Table of contents provided by Syndetics

• I An Introduction to Management
• 1 Managing and the Manager''s Job
• An Introduction to Management
• The Management Process
• Kinds of Managers
• Basic Managerial Roles and Skills
• The Nature of Managerial Work
• The Scope of Management
• 2 Traditional and Contemporary Issues and Challenges
• The Role of Theory and History in Management
• The Classical Management Perspective
• The Behavioral Management Perspective
• The Quantitative Management Perspective
• Integrating Perspectives for Managers
• Contemporary Management Issues and Challenges
• II The Environmental Context of Management
• 3 The Environment of Organizations and Managers
• The Organization''s Environments
• The External Environment
• The Internal Environment
• Organization-Environment Relationships
• The Environment and Organizational Effectiveness
• 4 The Ethical and Social Environment
• Individual Ethics in Organizations
• Social Responsibility and Organizations
• The Government and Social Responsibility
• Managing Social Responsibility
• 5 The Global Environment
• The Nature of International Business
• The Structure of the Global Economy
• Environmental Challenges of International Management
• Competing in a Global Economy
• 6 The Cultural and Multicultural Environment
• The Nature of Organization and Social Culture
• The Organization''s Culture Diversity and Multiculturalism in Organizations
• Effects of Diversity and Multiculturalism in Organizations
• Managing Diversity and Multiculturalism in Organizations
• Toward the Multicultural Organization
• III Planning and Decision Making
• 7 Basic Elements of Planning and Decision Making
• Decision Making and the Planning Process
• Organizational Goals
• Organizational Planning
• Tactical Planning
• Operational Planning
• Managing Goal-Setting and Planning Processes
• 8 Managing Strategy and Strategic Planning
• The Nature of Strategic Management
• Using SWOT Analysis to Formulate Strategy
• Formulating Business-Level Strategies
• Implementing Business-Level Strategies
• Formulating Corporate-Level Strategies
• Implementing Corporate-Level Strategies
• 9 Managing Decision Making and Problem Solving
• The Nature of Decision Making
• Rational Perspectives on Decision Making
• Behavioral Aspects of Decision Making
• Group and Team Decision Making in Organizations
• 10 Managing New Venture Formation and Entrepreneurship
• The Nature of Entrepreneurship
• The Role of Entrepreneurship in Society
• Strategy for Entrepreneurial Organizations
• Structure of Entrepreneurial Organizations
• The Performance of Entrepreneurial Organizations
• IV The Organizing Process
• 11 Basic Elements of Organizing
• The Elements of Organizing
• Designing Jobs Grouping Jobs: Departmentalization
• Establishing Reporting Relationships
• Distributing Authority
• Coordinating Activities
• Differentiating Between Positions
• 12 Managing Organization Design
• The Nature of Organization Design
• Universal Perspectives on Organization Design
• Situational Influences on Organization Design
• Strategy and Organization Design
• Basic Forms of Organization Design
• Emerging Issues in Organization Design
• 13 Managing Organization Change and Innovation
• The Nature of Organization Change
• Managing Change in Organizations
• Areas of Organization Change
• Organization Development (OD)
• Organizational Innovation
• 14 Managing Human Resources in Organizations
• The Environmental Context of Human Resource Management
• Attracting Human Resources
• Developing Human Resources
• Maintaining Human Resources
• Managing Labor Relations
• New Challenges in the Changing Workplace
• V The Leading Process
• 15 Basic Elements of Individual Behavior in Organizations
• Understanding Individuals in Organizations
• Personality and Individual Behavior
• Attitudes and Individual Behavior
• Perception and Individual Behavior
• Stress and Individual Behavior Creativity in Organizations
• Types of Workplace Behavior
• 16 Managing Employee Motivation and Performance
• The Nature of Motivation
• Content Perspectives on Motivation Process
• Perspectives on Motivation
• Reinforcement
• Perspectives on Motivation
• Popular Motivational Strategies
• Using Reward Systems to Motivate Performance
• 17 Managing Leadership and Influence Processes
• The Nature of Leadership
• The Search for Leadership Traits
• Leadership Behaviors
• Situational Approaches to Leadership
• Related Perspectives on Leadership
• Political Behavior in Organizations
• 18 Managing Interpersonal Relations and Communication
• The Interpersonal Nature of Organizations Communication and the Manager''s
• Job Forms of Communication in Organizations
• Informal Communication in Organizations
• Managing Organizational Communication
• 19 Managing Work Groups and Teams
• Groups and Teams in Organizations
• Characteristics of Groups and Teams
• Interpersonal and Intergroup
• Conflict Managing
• Conflict in Organizations
• VI The Controlling Process
• 20 Basic Elements of Control
• The Nature of Control in Organizations
• Operations Control
• Financial Control
• Structural Control
• Strategic Control
• Managing Control in Organizations
• 21 Managing Operations, Quality, and Productivity
• The Nature of Operations
• Management Designing Operations
• Systems Organizational Technologies
• Implementing Operations
• Systems Through Supply Chain Management
• Managing Total Quality
• Managing Productivity
• 22 Managing Information and Information Technology
• Information and the Manager
• Types of Information Systems
• Managing Information Systems
• The Impact of Information Systems on Organizations
• Appendix
• Forecasting Other Planning Techniques
• Decision-Making Tools
• Strengths and Weaknesses of Planning Tools