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ActiveBook, Management / Edition 1
     

ActiveBook, Management / Edition 1

by Stephen P. Robbins, Mary K. Coulter
 

ISBN-10: 0130663662

ISBN-13: 9780130663665

Pub. Date: 01/30/2002

Publisher: Pearson Education

DON'T JUST READ. LEARN!

The activebook experience is an interactive, online, digital book that integrates multimedia resources with the textbook to greatly enhance student learning.

THE active book EXPERIENCE:

Uses the Web for what it's good at!
An activebook experience takes full

Overview

DON'T JUST READ. LEARN!

The activebook experience is an interactive, online, digital book that integrates multimedia resources with the textbook to greatly enhance student learning.

THE active book EXPERIENCE:

Uses the Web for what it's good at!
An activebook experience takes full advantage of the online environment. Gearing Up quizzes highlight the chapter's central concepts. Our Active Examples and Active Exercises help students explore the chapter's most important points through video, audio, and text. Our Active Concept Checks allow students to test their understanding of the material at the end of major sections, with links back to appropriate coverage. Chapter Wrap-Ups include a practice quiz, which gives students a chance to test their knowledge. Dynamic content is updated as often as needed.

Lets students learn the way they learn best!
The activebook experience engages students of all learning styles through our online print, audio, and video resources. Students can annotate their activebookT11 experience and customize their view of the book's dynamic resources.

Gives students more for less!
The activebook experience gives students multimedia and interactive content, and costs less than traditional textbooks. Even though the core text is retained in print, the print component is shorter than a traditional text. The boxed material, chapter summaries, exercises, and other content that can be made dynamic reside in the online component.

Product Details

ISBN-13:
9780130663665
Publisher:
Pearson Education
Publication date:
01/30/2002
Edition description:
PACKAGE
Pages:
500
Product dimensions:
8.50(w) x 11.00(h) x 0.75(d)

Table of Contents

(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 DoManagers 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.
Why Look at Individual Behavior? Attitudes. Personality. Perception. Learning.

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 Chain 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.
Organization Index.
Glindex.

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