Effective Management: A Multimedia Approach / Edition 2

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Management theory isn't mysterious anymore! EFFECTIVE MANAGEMENT: A MULTIMEDIA APPROACH brings you time-tested theories and information along with the most extensive multimedia package available. And when you combine that with its unique storytelling approach, you've got the best management textbook around. Inside you'll find MP3 lecture recordings, videos of the author giving extra tips, and a self-test bank that will make test time no problem.
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Editorial Reviews

Providing "all kinds of resources for all kinds of minds," this text introduces management functions, environments, and responsibilities; how to make things happen; meeting the global competition innovatively; organizing people, projects, and processes; and leadership. Includes actual case examples and meta-analyses; chapter- end critical thinking video cases and exercises to develop management potential; color graphics; a glossary of terms; three online student support modules (a study guide audio CD, a video case on CD-ROM, and a CD-ROM multimedia version of the text); and a chart correlating these multimedia resources with text chapters. An instructor's resource CD- ROM is available. Williams teaches management at Texas Christian U. Annotation c. Book News, Inc., Portland, OR (booknews.com)
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Product Details

  • ISBN-13: 9780324259117
  • Publisher: Cengage South-Western
  • Publication date: 1/28/2005
  • Format: Spiral Bound
  • Edition description: Older Edition
  • Edition number: 2
  • Pages: 560
  • Product dimensions: 8.40 (w) x 9.90 (h) x 0.70 (d)

Meet the Author

Award-winning author Chuck Williams is Dean of the School of Business at Butler University. He received his B.A. in Psychology from Valparaiso University. He specialized in Organizational Behavior, Human Resources, and Strategic Management while earning his M.B.A and Ph.D. in Business Administration from Michigan State University. Chuck has taught at Michigan State University, Oklahoma State University, and Texas Christian University, where he also served as Associate Dean of the Neeley School of Business and Chair of the Management Department. He has also served as Dean of the Eberhardt School of Business at the University of the Pacific. Chuck's research interests include employee recruitment and turnover, performance appraisal, and employee training and goal-setting. He has published in the Journal of Applied Psychology, the Academy of Management Journal, Human Resource Management Review, Personnel Psychology, and the Organizational Research Methods Journal. Chuck has consulted for numerous organizations, including General Motors, IBM, and JCPenney. He teaches several courses, but has taught his favorite, Introduction to Management, for nearly 20 years. His teaching philosophy focuses on four principles: (1) courses should be engaging and interesting; (2) nothing is as practical as a good theory; (3) students learn by doing; and (4) students learn when they are challenged. Chuck has earned numerous department, business school and university teaching awards for his approach.
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Table of Contents

Introduction to Management     1
Management     2
What Is Management?     4
Management Is...     4
Management Functions     5
Planning     8
Organizing     8
Leading     8
Controlling     9
What Do Managers Do?     9
Kinds of Managers     10
Top Managers     10
Middle Managers     11
First-Line Managers     12
Team Leaders     12
Managerial Roles     14
Interpersonal Roles     14
Informational Roles     15
Decisional Roles     15
What Does It Take to Be a Manager?     17
What Companies Look for in Managers     17
Mistakes Managers Make     19
The Transition to Management: The First Year     21
Why Management Matters     23
Competitive Advantage through People     23
Management Decision     26
Self-Assessment     26
Take Two Video     28
Organizational Environments and Cultures     30
External Environments     32
Changing Environments     32
Environmental Change     32
Environmental Complexity and Resource Scarcity     33
Uncertainty     34
General Environment     35
Economy     36
Technological Component     37
Sociocultural Component     37
Political/Legal Component     38
Specific Environment     39
Customer Component     39
Competitor Component     40
Supplier Component     41
Industry Regulation Component     42
Advocacy Groups     43
Making Sense of Changing Environments     44
Environmental Scanning     44
Interpreting Environmental Factors     45
Acting on Threats and Opportunities     45
Internal Environments     46
Organizational Cultures: Creation, Success, and Change     46
Creation and Maintenance of Organizational Cultures     46
Successful Organizational Cultures     47
Changing Organizational Cultures     48
Management Team Decision     51
Self-Assessment     52
Take Two Video     54
Ethics and Social Responsibility     56
What Is Ethical and Unethical Workplace Behavior?     58
Ethics and the Nature of Management Jobs     59
U.S. Sentencing Commission Guidelines for Organizations     60
Who, What, and Why?     60
Determining the Punishment     61
How Do You Make Ethical Decisions?     63
Influences on Ethical Decision Making     63
Ethical Intensity of the Decision     63
Moral Development     64
Practical Steps to Ethical Decision Making     66
Selecting and Hiring Ethical Employees     66
Codes of Ethics     66
Ethics Training     68
Ethical Climate     69
What Is Social Responsibility?     70
To Whom Are Organizations Socially Responsible?     71
For What Are Organizations Socially Responsible?     74
Responses to Demands for Social Responsibility     76
Social Responsibility and Economic Performance     78
Management Decision     80
Self-Assessment     81
Take Two Video     83
Planning     85
Planning and Decision Making     86
Planning     88
Benefits and Pitfalls of Planning     88
Benefits of Planning      89
Planning Pitfalls     89
How to Make a Plan That Works     90
Setting Goals     90
Developing Commitment to Goals     91
Developing Effective Action Plans     92
Tracking Progress     93
Maintaining Flexibility     94
Planning from Top to Bottom     95
Starting at the Top     96
Bending in the Middle     97
Finishing at the Bottom     98
What Is Rational Decision Making?     101
Steps and Limits to Rational Decision Making     102
Define the Problem     102
Identify Decision Criteria     103
Weight the Criteria     103
Generate Alternative Courses of Action     104
Evaluate Each Alternative     105
Compute the Optimal Decision     105
Limits to Rational Decision Making     107
Using Groups to Improve Decision Making     108
Advantages and Pitfalls of Group Decision Making     108
Structured Conflict     110
Nominal Group Technique     111
Delphi Technique     111
Stepladder Technique     113
Electronic Brainstorming     114
Management Decision      117
Self-Assessment     118
Take Two Video     120
Organizational Strategy     122
Basics of Organizational Strategy     124
Sustainable Competitive Advantage     124
Strategy-Making Process     126
Assessing the Need for Strategic Change     126
Situational Analysis     128
Choosing Strategic Alternatives     131
Corporate-, Industry-, and Firm-Level Strategies     133
Corporate-Level Strategies     134
Portfolio Strategy     134
Grand Strategies     137
Industry-Level Strategies     139
Five Industry Forces     139
Positioning Strategies     140
Adaptive Strategies     141
Firm-Level Strategies     142
Direct Competition     143
Strategic Moves of Direct Competition     144
Management Team Decision     146
Self-Assessment     147
Take Two Video     149
Innovation and Change     150
Organizational Innovation     152
Why Innovation Matters     152
Technology Cycles     153
Innovation Streams      155
Managing Innovation     158
Managing Sources of Innovation     158
Experiential Approach: Managing Innovation during Discontinuous Change     160
Compression Approach: Managing innovation during Incremental Change     162
Organizational Change     164
Managing Change     165
Managing Resistance to Change     166
What Not to Do When Leading Change     167
Change Tools and Techniques     170
Management Decision     175
Self-Assessment     176
Take Two Video     177
Global Management     178
What Is Global Business?     180
Global Business, Trade Rules, and Trade Agreements     180
The Impact of Global Business     180
Trade Barriers and Agreements     182
How to Go Global?     186
Consistency or Adaptation?     186
Forms for Global Business     187
Exporting     188
Cooperative Contracts     188
Strategic Alliances     190
Wholly Owned Affiliates (Build or Buy)     191
Global New Ventures     191
Where to Go Global?     192
Finding the Best Business Climate      192
Growing Markets     192
Choosing an Office/Manufacturing Location     193
Minimizing Political Risk     193
Becoming Aware of Cultural Differences     195
Preparing for an International Assignment     197
Language and Cross-Cultural Training     197
Spouse, Family, and Dual-Career Issues     199
Management Team Decision     201
Self-Assessment     202
Take Two Video     205
Organizing     207
Designing Adaptive Organizations     208
Designing Organizational Structures     212
Departmentalization     212
Functional Departmentalization     212
Product Departmentalization     213
Customer Departmentalization     215
Geographic Departmentalization     216
Matrix Departmentalization     217
Organizational Authority     219
Chain of Command     219
Line versus Staff Authority     220
Delegation of Authority     220
Degree of Centralization     221
Job Design     222
Job Specialization     223
Job Rotation, Enlargement, and Enrichment     223
Job Characteristics Model     224
Designing Organizational Processes     227
Intraorganizational Processes     227
Reengineering     229
Empowerment     231
Behavioral Informality     231
Interorganizational Processes     233
Modular Organizations     234
Virtual Organizations     234
Management Decision     236
Self-Assessment     237
Take Two Video     239
Managing Teams     240
Why Work Teams?     242
The Good and Bad of Using Teams     242
The Advantages of Teams     242
The Disadvantages of Teams     244
When to Use Teams     246
Kinds of Teams     248
Autonomy, the Key Dimension     249
Special Kinds of Teams     251
Managing Work Teams     253
Work Team Characteristics     253
Team Norms     254
Team Cohesiveness     254
Team Size     255
Team Conflict     256
Stages of Team Development     257
Enhancing Work Team Effectiveness     260
Setting Team Goals and Priorities      260
Selecting People for Teamwork     262
Team Training     264
Team Compensation and Recognition     265
Management Team Decision     267
Self-Assessment     268
Take Two Video     270
Managing Human Resource Systems     272
Understanding Human Resource Legislation     274
Employment Legislation     274
Federal Employment Laws     275
Adverse Impact and Employment Discrimination     277
Sexual Harassment     278
Finding Qualified Workers     279
Recruiting     280
Job Analysis and Recruiting     280
Internal and External Recruiting     282
Selection     284
Application Forms and Resumes     284
References and Background Checks     286
Selection Tests     286
Interviews     290
Developing Qualified Workers     292
Training     292
Training Methods     293
Evaluating Training     294
Performance Appraisal     295
Accurately Measuring Job Performance     295
Sharing Performance Feedback     298
Keeping Qualified Workers      299
Compensation     300
Compensation Decisions     300
Employment Benefits     302
Employee Separations     303
Terminating Employees     303
Downsizing     304
Employee Turnover     306
Management Decision     307
Self-Assessment     308
Take Two Video     310
Leading     311
Motivation     312
What Is Motivation?     314
Basics of Motivation     314
Effort and Performance     315
Need Satisfaction     316
Extrinsic and Intrinsic Rewards     318
Motivating with the Basics     319
How Perceptions and Expectations Affect Motivation     321
Equity Theory     322
Components of Equity Theory     322
How People React to Perceived Inequity     323
Motivating with Equity Theory     325
Expectancy Theory     327
Components of Expectancy Theory     327
Motivating with Expectancy Theory     329
How Rewards and Goals Affect Motivation     330
Reinforcement Theory     330
Components of Reinforcement Theory      332
Schedules for Delivering Reinforcement     332
Motivating with Reinforcement Theory     334
Goal-Setting Theory     336
Components of Goal-Setting Theory     336
Motivating with Goal-Setting Theory     337
Motivating with the Integrated Model     339
Management Decision     340
Self-Assessment     341
Take Two Video     343
Leadership     344
What Is Leadership?     346
Leadership     346
Leaders versus Managers     347
Who Leaders are and What Leaders Do     348
Leadership Traits and Behaviors     348
Situational Approaches to Leadership     353
Putting Leaders in the Right Situation: Fiedler's Contingency Theory     354
Leadership Style: Least Preferred Coworker     354
Situational Favorableness     355
Matching Leadership Styles to Situations     356
Adapting Leader Behavior: Path-Goal Theory     358
Leadership Styles     358
Subordinate and Environmental Contingencies     359
Outcomes     360
Adapting Leader Behavior: Hersey and Blanchard's Situational Leadership Theory      361
Worker Readiness     362
Leadership Styles     362
Adapting Leader Behavior: Normative Decision Theory     363
Decision Styles     364
Decision Quality and Acceptance     365
Strategic Leadership     368
Visionary Leadership     369
Charismatic Leadership     369
Transformational Leadership     370
Management Team Decision     373
Self-Assessment     374
Take Two Video     375
Managing Communication     376
What Is Communication?     378
Perception and Communication Problems     378
Basic Perception Process     379
Perception Problems     380
Perceptions of Others     380
Self-Perception     381
Kinds of Communication     382
The Communication Process     383
Communication Channels     384
Coaching and Counseling: One-on-One Communication     386
Nonverbal Communication     387
How to Improve Communication     388
Managing One-on-One Communication     389
Choosing the Right Communication Medium     389
Listening      390
Giving Feedback     392
Improving Cross-Cultural Communication     393
Managing Organization-Wide Communication     397
Improving Transmission: Getting the Message Out     397
Improving Reception: Hearing What Others Feel and Think     399
Management Decision     401
Self-Assessment     402
Take Two Video     403
Controlling     405
Control     406
Basics of Control     408
The Control Process     408
Standards     408
Comparison to Standards     409
Corrective Action     409
Dynamic, Cybernetic Process     410
Feedback, Concurrent, and Feedforward Control     410
Control Isn't Always Worthwhile or Possible     411
How and What to Control     413
Control Methods     413
Bureaucratic Control     413
Objective Control     414
Normative Control     415
Concertive Control     416
Self-Control     417
What to Control?     418
The Balanced Scorecard     419
The Financial Perspective: Controlling Economic Value Added     420
The Customer Perspective: Controlling Customer Defections     421
The Internal Perspective: Controlling Quality     423
The Innovation and Learning Perspective: Controlling Waste and Pollution     424
Management Team Decision     428
Self-Assessment     428
Take Two Video     431
Managing Information     432
Why Information Matters     435
Strategic Importance of Information     435
First-Mover Advantage     435
Sustaining a Competitive Advantage     436
Getting and Sharing Information     437
Capturing, Processing, and Protecting Information     438
Capturing Information     438
Processing Information     439
Protecting Information     441
Accessing and Sharing Information and Knowledge     444
Internal Access and Sharing     445
External Access and Sharing     446
Sharing Knowledge and Expertise     447
Management Decision     449
Self-Assessment     449
Take Two Video     451
Managing Service and Manufacturing Operations     452
Managing for Productivity and Quality     454
Productivity      454
Why Productivity Matters     455
Kinds of Productivity     455
Quality     457
Quality-Related Characteristics for Products and Services     458
ISO 9000 and 14000     459
Baldrige National Quality Award     460
Total Quality Management     461
Managing Operations     462
Service Operations     453
The Service-Profit Chain     463
Service Recovery and Empowerment     464
Manufacturing Operations and Inventory     466
Amount of Processing in Manufacturing Operations     466
Types of Inventory     467
Measuring Inventory     468
Costs of Maintaining an Inventory     469
Managing Inventory     470
Management Decision     473
Self-Assessment     474
Take Two Video     476
Endnotes     477
Glossary     508
Name Index     522
Subject Index     525
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