Effective Small Business Management / Edition 7

Effective Small Business Management / Edition 7

by Richard M. Hodgetts, Donald F. Kuratko
     
 

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ISBN-10: 0030319390

ISBN-13: 9780030319396

Pub. Date: 09/01/2000

Publisher: Wiley, John & Sons, Incorporated

This book introduces the world of small business and details its diverse management aspects. It also presents the most current concerns of small business today, including the expanding world of electronic commerce.

Overview

This book introduces the world of small business and details its diverse management aspects. It also presents the most current concerns of small business today, including the expanding world of electronic commerce.

Product Details

ISBN-13:
9780030319396
Publisher:
Wiley, John & Sons, Incorporated
Publication date:
09/01/2000
Edition description:
7TH
Pages:
730

Related Subjects

Table of Contents

Prefacev
Part 1A Management Overview1
1The Nature and Role of Management3
Objectives3
The Nature of Management4
How Managers Spend Their Time16
Management Functions18
Management and the Systems Concept22
Summary24
Key Terms27
Questions for Analysis and Discussion28
Case: A Great Worker But ...28
You Be the Consultant: Work, Work, Work29
2Foundations of Modern Management33
Objectives33
Early Management Thought34
The Industrial Revolution36
Scientific Management38
Management Science41
Administrative Management44
Administrative Science48
Human Behavior50
Behavioral Science55
Modern Management Thought56
Summary58
Key Terms59
Questions for Analysis and Discussion60
Case: Quality Efficiency61
You Be the Consultant: An In-House Program62
3The Changing Environment of Modern Enterprises65
Objectives65
The External Environment (Sources of Change)66
The Productivity Challenge76
Management and Change79
The Modern Perspective: A Search for Excellence82
Megatrends: The General Shape of Things to Come83
Summary86
Key Terms87
Questions for Analysis and Discussion87
Case: Work Philosophy and Values88
You Be the Consultant: Managing for Excellence89
4International Management91
Objectives91
Introduction92
Going International96
The Impact of MNC Operations101
Challenges of International Management103
The Management Functions in the International Environment109
Summary113
Key Terms114
Questions for Analysis and Discussion114
Case: Going International115
You Be the Consultant: A Change in Philosophy116
Integrative Case Study: Atari Corporation118
Part 2Planning the Enterprise's Direction129
5Decision Making in Action131
Objectives131
The Nature of Decision Making132
Rational Decision-Making Process138
Bounded Rationality Considerations139
Improving Decision-Making Effectiveness142
Summary153
Key Terms155
Questions for Analysis and Discussion156
Case: One, Two, or Three?157
You Be the Consultant: The $10 Million Project158
6The Fundamentals of Planning161
Objectives161
The Nature of Planning162
The Planning Process173
Management by Objectives181
Summary184
Key Terms186
Questions for Analysis and Discussion187
Case: And Then Things Changed188
You Be the Consultant: A New Acquisition189
7Strategic Planning in Action191
Objectives191
The Nature of Strategic Planning192
The Importance of Strategic Planning193
Who Needs Strategic Planning?195
Strategic Planning Elements199
Portfolio Planning207
Putting Strategic Planning into Operation212
Summary213
Key Terms214
Questions for Analysis and Discussion215
Case: A Case of Portfolio Management216
You Be the Consultant: A Campus of the Future?217
Integrative Case Study: Ford Motor Company218
Part 3Organizing the Enterprise's Structure235
8Designing the Overall Structure237
Objectives237
The Nature of Organizational Design238
Structural Considerations238
Internal and External Factors239
Departmentalization248
Span of Control255
Job Specialization260
Summary264
Key Terms265
Questions for Analysis and Discussion266
Case: The Newly Proposed Structure267
You Be the Consultant: Organizing for Dynamic Growth268
9Coordination and Design of Jobs271
Objectives271
Coordination272
Authority273
Committees282
Job Design288
Summary302
Key Terms303
Questions for Analysis and Discussion305
Case: Ted's Idea306
You Be the Consultant: Losing It In-House307
10The Human Resource Management Process311
Objectives311
Strategic Human Resources Planning312
The Recruiting Process320
The Selection Process321
Orientation328
Training329
Analyzing Training Needs333
Management Development335
Evaluating Training and Development Programs339
Summary343
Key Terms345
Questions for Analysis and Discussion346
Case: Wechsler's Training Offerings347
You Be the Consultant: The Leadership Development Seminar348
Integrative Case Study: General Mills Restructured350
Part 4Leading and Motivating the Enterprise367
11Managerial Communication369
Objectives369
The Basics of Communication370
Intrapersonal Communication372
Interpersonal Communication377
Organizational Communication391
Summary397
Key Terms398
Questions for Analysis and Discussion399
Case: Getting the Business400
You Be the Consultant: A Centralized Move402
12The Motivation Process at Work405
Objectives405
The Nature of Motivation406
Content Theories of Motivation408
Process Theories of Motivation419
Money as a Motivator424
Values and Motivation427
Summary431
Key Terms432
Questions for Analysis and Discussion433
Case: Who Will It Be?434
You Be the Consultant: The Survey Results435
13Group Behavior and Dynamics439
Objectives439
The Nature of Groups440
Why People Join Groups442
Characteristics of Groups444
Power and Group Behavior454
Group Dynamics460
Summary466
Key Terms468
Questions for Analysis and Discussion469
Case: The Group Paper470
You Be the Consultant: The Low Output Problem471
14Managerial Leadership475
Objectives475
The Nature of Leadership476
Contingency Theories of Leadership489
Leadership Effectiveness494
Summary508
Key Terms509
Questions for Analysis and Discussion510
Case: Ralph's Way511
You Be the Consultant: The Foreman--"X" style513
Integrative Case Study: Plastic Suppliers, Inc.514
Part 5Controlling the Enterprise's Operations523
15Controlling Organizational Performance525
Objectives525
The Nature of Controlling526
Financial Control528
Operational Control537
Overall Performance Control541
Management Audits544
Computerized Information Systems546
Summary555
Key Terms556
Questions for Analysis and Discussion558
Case: Ferdie's Expansion Plans559
You Be the Consultant: John's Proposed Expansion560
16Production and Operations Management563
Objectives563
The Productivity Challenge564
The Nature of Operations Management568
Design of a Production System575
Production Planning578
Purchasing and Inventory Control580
Work Flow Layout584
Quality Management586
Operations Management and Rewards590
Summary592
Key Terms594
Questions for Analysis and Discussion595
Case: Problems on the Line596
You Be the Consultant: The Quality "Rules"?597
17Performance Appraisal and Organizational Development601
Objectives601
Performance Appraisal602
Controlling Conflict and Change612
Organizational Climate/Culture618
Organizational Development622
Summary630
Key Terms631
Questions for Analysis and Discussion632
Case: Getting a Fair Shake633
You Be the Consultant: Looking into the Grid634
Integrative Case Study: Pressure in the Parts Division637
Part 6Managing the Enterprise in a Contemporary Environment655
18Ethical Standards and Social Responsibility657
Objectives657
Ethics in Business658
Social Responsibility in Corporations669
Summary677
Key Terms678
Questions for Analysis and Discussion679
Case: Who Will Ever Know?679
You Be the Consultant: A Changing Environment680
19Corporate Entrepreneurship: Managing Innovation683
Objectives683
Introduction684
Strategies for Corporate Entrepreneuring685
Summary698
Key Terms699
Questions for Analysis and Discussion699
Case: Unlocking the Potential700
You Be the Consultant: Hiring the Right Manager701
20Management in the Future703
Objectives703
Continuing Management Trends704
Employee Values, Attitudes, and Work Life712
Social Values in the Workplace720
AIDS in the Workplace731
Summary732
Key Terms733
Questions for Analysis and Discussion733
Case: The AIDS Dilemma734
You Be the Consultant: Carl's Dilemma735
21Management Career Planning and You739
Objectives739
A Profile of Success740
Career Phases746
Career Problems749
Career Strategies753
Executive Health762
Summary769
Key Terms770
Questions for Analysis and Discussion771
Case: While the Quitting's Good772
You Be the Consultant: A Matter of Life or Death773
Integrative Case Study: Mary Kay Cosmetics, Inc775
Name Index793
Subject Index799

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