Fundamentals of Management

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This streamlined volume covers the principle concepts of management to provide readers with a solid foundation for understanding key issues. Organized around the four traditional functions of management—planning, organizing, leading, and controlling, it reflects current trends in management and organizations, and presents the latest research studies in the field. The authors address managing in today's world, foundations of planning and decision making, basic organization designs, staffing and human resource ...
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Overview

This streamlined volume covers the principle concepts of management to provide readers with a solid foundation for understanding key issues. Organized around the four traditional functions of management—planning, organizing, leading, and controlling, it reflects current trends in management and organizations, and presents the latest research studies in the field. The authors address managing in today's world, foundations of planning and decision making, basic organization designs, staffing and human resource management, foundations of individual and group behavior, leadership and trust and foundations of control and value chain management. For managers of all kinds.
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Product Details

  • ISBN-13: 9780273766179
  • Publisher: Pearson Education
  • Publication date: 3/28/2012

Table of Contents

Preface
Ch. 1 Managers and Management 2
Learning from Experience - One Manager's Reflection: James C. Ray, Jr. 13
Ethical Dilemma in Management: Are U.S. Executives Overpaid? 17
History Module: The Historical Roots of Contemporary Management Practices 26
Details on a Management Classic: Frederick Taylor 29
Ch. 2 Managing in a Contemporary World 42
Learning from Experience - One Manager's Reflection: D. J. Hanlon 58
Ethical Dilemma in Management: The Contingent Workforce 62
Ch. 3 Foundations of Planning 76
Details on a Management Classic: Locke and Goal-Setting Theory 83
Ch. 4 Foundations of Decision Making 104
Ethical Dilemma in Management: Stem-Cell Research 116
Learning from Experience - One Manager's Reflection: James C. Ray, Jr. 121
Quantitative Module: Quantitative Decision-Making Aids 130
Ch. 5 Basic Organization Designs 140
Details on a Management Classic: Stanley Milgram 144
Ethical Dilemma in Management: Obeying Orders 147
Ch. 6 Staffing and Human Resource Management 168
Ethical Dilemma in Management: The Stress Interview 179
Career Module: Building Your Career 196
Ch. 7 Managing Change, Stress, and Innovation 202
Details on a Management Classic: Coch and French: Resistance to Change 209
Ethical Dilemma in Management: The OD Intervention 212
Ch. 8 Foundations of Individual and Group Behavior 226
Ethical Dilemma in Management: Must Attitudes and Behaviors Align? 230
Learning from Experience - One Manager's Reflection: Brendan McGinty 237
Details on a Management Classic: Solomon Asch and Group Conformity 249
Ch. 9 Understanding Work Teams 256
Learning from Experience - One Manager's Reflection: Steve Peters 266
Ethical Dilemma in Management: Does Everyone Have To Be a Team Player? 268
Ch. 10 Motivating and Rewarding Employees 278
Details on a Management Classic: David McClelland and the Three-Needs Theory 285
Ethical Dilemma in Management: Rewarding Appropriate Behavior 290
Learning from Experience - One Manager's Reflection: Mark Boice 296
Ch. 11 Leadership and Trust 308
Details on a Management Classic: The Fielder Contingency Model of Leadership 316
Ethical Dilemma in Management: Do Men and Women Lead Differently? 326
Learning from Experience - One Manager's Reflection: Adele Sacarelli 327
Ch. 12 Communication and Interpersonal Skills 338
Ethical Dilemma in Management: Distorting Information Purposely 345
Learning from Experience - One Manager's Reflection: Lori A. De Gasso 355
Ch. 13 Foundations of Control 372
Ethical Dilemma in Management: Invasion of Privacy? 387
Ch. 14 Operations and Value Chain Management 400
Ethical Dilemma in Management: The Bully Supplier 408
Notes 425
Photo Credits 449
Name/Organization Index 451
Glindex (combined subject index/glossary) 461
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Introduction

Welcome to the fourth edition of Fundamentals of Management. We have continued the tradition started with the first edition of this book: covering the essential concepts in management; providing a sound foundation for understanding the key issues; offering a strong practical focus, including the latest research studies in the field; and achieving these ends through a writing style that readers will find interesting and straightforward. By keeping the length around 500 pages, the book is designed to be completed in a one-term course.

We want to use this preface to address three critical questions: (1) What assumptions guided the development of this book? (2) What's new in this revision? and (3) how does the book encourage learning?

WHAT WERE OUR ASSUMPTIONS IN WRITING THIS BOOK?

Every author who sits down to write a book has a set of assumptions—either explicit or implicit—that guides what is included and what is excluded. We want to state ours up front. Management is an exciting field. The subject matter encompassed in an introductory management text is inherently exciting. We're talking about the real world. We're talking about why StrawberryFrog is revolutionizing the international advertising industry; how an entrepreneurial venture, Zone's Cycles, competes so effectively against large retail chains; why companies like Cincinnati Milacron and British Airways have achieved ISO 9000 certification to demonstrate their commitment to quality; how Trufresh LLC operates a virtual organization; how the leadership of Rudy Giuliani comforted a nation; and how a lack of control mechanisms and ethics led to the fall of corporate giants likeEnron, Adelphia, and WorldCom. A good management text should capture this excitement. How? Through a crisp and conversational writing style, elimination of nonessential details, a focus on issues that are relevant to the reader, and inclusion of examples and visual stimuli to make concepts come alive.

It's our belief that management shouldn't be studied solely from the perspective of "top management," "billion-dollar companies," or "U.S. corporations." The subject matter in management encompasses everyone from the lowest supervisor to the chief executive officer. The content should give as much attention to the challenges and opportunities in supervising a team of five, some of whom may be telecommuting, as those in directing a staff of MBA-educated vice presidents. Similarly, not everyone wants to work for a Fortune 500 company. Readers who are interested in working in small businesses, entrepreneurial ventures, or not-for-profit organizations should find the descriptions of management concepts applicable to their needs. Finally, organizations operate today in a global village. Readers must understand how to adjust their practices to reflect differing cultures. Our book addresses each of these concerns.

Before we committed anything to paper and included it in this book, we made sure it met our "so what?" test. Why would someone need to know this fact? If the relevance isn't overtly clear, either the item should be omitted or its relevance should be directly explained. In addition, content must be timely. We live in dynamic times. Changes are taking place at an unprecedented pace. A textbook in a dynamic field such as management must reflect this fact by including the latest concepts and practices. Ours does!

This book is organized around the four traditional functions of management—planning, organizing, leading, and controlling. It is supplemented with material that addresses current issues affecting managers. For example, we take the reader through "Managing in Today's World" (chapter 2), "Understanding Work Teams" (Chapter 9), "Leadership and Trust" (chapter 11), and "Value Chain Management" (Chapter 14). We also integrate throughout the text such contemporary topics as technology, entrepreneurship, empowerment, diversity, and continuous improvements. There are a total of 14 chapters, plus 3 modules that describe the evolution of management thought, focus on popular quantitative techniques used in business today, and provide some special information to students regarding how to build their management careers.

Fundamentals of Management, Fourth Edition, is lean and focused. Since the last edition, there have been a number of topics that needed to be included. But we didn't want to simply add pages to cover the new material. Rather, to keep the book at 14 chapters, we had to make some difficult decisions regarding the cutting and reshaping of material. We were greatly assisted in this process by feedback from previous users. The result, we believe, is a text that identifies the essential elements students' need in an introductory management course.

It's not enough, however, to simply know about management. Today's students need the skills and competencies to succeed in management. So we enhanced our "Management Workshop" section at the end of each chapter. The "Management Workshop" is designed to help students build analytical, diagnostic, team-building, investigative, and writing skills. We address these skill areas in several ways. For example, we include experiential exercises to develop team-building skills; cases to build diagnostic, analytical, and decision-making skills; and suggested topical writing assignments to enhance writing skills.

WHAT'S NEW IN THIS FOURTH EDITION?

Previous editions of this book have always contained the latest research and practices in management. In this edition, we raised the ante. A brief review of the end notes will reveal that most are from references dated 2000 or later. In addition, we've included recent events that have reshaped the world of organizations and management—specifically; the terrorist attacks on the World Trade Towers and the Pentagon, and the corporate scandals at companies like Enron, WorldCom, Adelphia, and Tyco International.

We continued with our practical perspective in this edition. Our experience has led us to conclude that students like to see and read about people who have made a contribution to their organization and use the management techniques we discuss. Sometimes that contribution is attributable to learning from a previous situation, so we've added "Learning from Experience: One Manager's Reflection" boxes. These vignettes are designed to talk about a "mistake" a manager made, how he or she addressed the mistake, and the outcome of their actions.

SEVERAL CONTENT TOPICS HAVE BEEN ADDED OR EXPANDED IN THIS REVISION

We continue to present material that is current and relevant. The more prominent of these include the following:

  • Entrepreneurial ventures (Chapter 2)
  • Customer responsive culture (Chapter 2)
  • Work/family balances (Chapter 2)
  • The coming labor shortage (Chapter 2)
  • The fall of dot-coms (Chapter 2)
  • E-business, e-commerce, and e-organizations (Chapter 2)
  • Entrepreneurs and establishing competitive advantages (Chapter 3)
  • Creativity and the rational decision-making model (Chapter 4)
  • The learning organization (Chapter 5)
  • Entrepreneurial change and innovation (Chapter 7)
  • Emotional intelligence (Chapter 8)
  • Teams and entrepreneurs (Chapter 9)
  • The ethics of stock options (Chapter 10)
  • Information technology and communications (Chapter 12)
  • Employee theft (Chapter 13)
  • Value change management (Chapter 14)

HOW DO WE ENCOURAGE LEARNING?

Just what do students need to facilitate their learning? We began to answer that question by thinking through some fundamental issues: Could we make this book both "fun" to read and pedagogically sound? Could it motivate students to read on and facilitate learning? Our conclusion was that an effective textbook could and should teach, as well as present ideas. Toward that end, we designed this book to be an effective learning tool. Let's specifically describe some of the pedagogical features—in addition to what we've mentioned previously—that we included to help students better assimilate the material.

LEARNING OUTCOMES. Before you start a trip, it's valuable to know where you're headed. That way, you can minimize detours. The same holds true in reading a text. To make learning more efficient, we open each chapter of this book with a list of outcomes that describes what the student should be able to do after reading the chapter. These outcomes are designed to focus students' attention on the major issues within each chapter. Each outcome is a key learning element for readers.

CHAPTER SUMMARIES. Just as outcomes clarify where one is going, chapter summaries remind you where you have been. Each chapter of this book concludes with a concise summary directly linked to the opening learning outcomes.

REVIEW AND DISCUSSION QUESTIONS. Every chapter in this book ends with a set of review and discussion questions. If students have read and understood the contents of a chapter, they should be able to answer the review questions. These "Reading for Comprehension" review questions are drawn directly from the material in the chapter. The discussion questions go beyond comprehending chapter content. They're designed to foster higher order thinking skills. That is, they require the reader to apply, integrate, synthesize, or evaluate management concepts. The "Linking Concepts to Practice" discussion questions will allow students to demonstrate that they not only know the facts in the chapter but also can use those facts to deal with more complex issues.

A TEACHING AND LEARNING PACKAGE

Fundamentals of Management, Fourth Edition comes with a complete, high-tech support package for faculty and students. This includes a comprehensive instructor's manual and test bank; a dedicated Web site); inclusion on myCW (Companion Website), a faculty support Website featuring Instructor's Manual, PowerPoint slides, and test item file; an online student study guide; and the Robbins Self-Assessment Library, which provides students with insights into their skills, abilities, and interests. The updated supplements package also includes BusinessNow videos, each corresponding to one of the chapters in the text.

  • Instructor's Manual with Video Guide—Designed to guide the educator through the text, each chapter in the instructor's manual includes learning objectives, a detailed lecture outline, teaching tips for boxed features, teaching notes for the "Management Workshop," and answers for all end-of-chapter materials.
  • Instructor's Resource CDROM—All of the resources for your text are available in one place! On the IRCD, you will find the electronic files for the instructor's manual, the TestGen software, and the complete set of PowerPoints.
  • Test Item File—Each chapter contains true/false, multiple-choice, short answer/essay questions, and situation-based questions. Together the questions cover the content of each chapter in a variety of ways providing flexibility in testing the students' knowledge of the text.
  • TestGenEQ Test Generating Software—The print Test Banks are designed for use with the TestGen-EQ test generating software. This computerized package allows instructors to custom design, save, and generate classroom tests. The test program permits instructors to edit, add, or delete questions from the test banks; edit existing graphics and create new graphics; analyze test results; and organize a database of tests and student results. This new software allows for greater flexibility and ease of use. It provides many options for organizing and displaying tests, along with a search and sort feature.
  • PowerPoint Electronic Transparencies—A comprehensive package, these PowerPoint transparencies are designed to aid the educator and supplement in class lectures.
  • The Video Package—We offer two different options for enhanced learning.
    1. Skills Videos. Five videos (one for each part of the text) offer dramatizations that highlight various management skills. The videos provide excellent starting points for classroom discussion and debate. These videos are available on VHS for classroom presentation.
    2. BusinessNow Videos. New to this edition, Prentice Hall is pleased to offer exciting BusinessNOWvideo cases. BusinessNOW is a fast-paced television news magazine that takes viewers on location and behind closed doors to look at America's most interesting companies and the corporate executives who run them. These videos offer interesting, up-to-date content pertaining to the topics raised in Fundamentals of Management, and there is one video segment to accompany each of the chapters in the book. Some of the companies featured on the BusinessNOW video include Beyond Components and NLX Corporation, and some of the topics featured include types of training, social responsibility, teamwork, and employee motivation.
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  • Anonymous

    Posted May 31, 2013

    Windows 8 or Galaxy S II

    If you have Windows 8 or Galaxy S II, do not try to purchase this ebook format. Neither of those devices/program support NookStudy which is required for reading this book.

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  • Posted October 17, 2009

    Overall, surprisingly good

    This is largely dry material, but Robbins & DeCenzo manage to guide the reader through the book on a well-designed path that covers the essentials, skips the superfluous, and offers excellent additional resource materials in the endnotes section at the back of the book.

    0 out of 1 people found this review helpful.

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  • Anonymous

    Posted March 24, 2001

    Total Quality Management (TQM)

    the major contribution of prominent quality philosophics

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  • Anonymous

    Posted August 12, 2011

    No text was provided for this review.

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