Maximize your management potential with the unique competency-based approach found only in Hellriegel/Jackson/Slocum's MANAGING: A COMPETENCY-BASED APPROACH, 11e. This unique text blends theory, applications and innovation to prepare you with the skills most critical for management success today. The text's solid presentation of today's management principles and proven, interactive learning features throughout the book focus on six managerial competencies—self-management, strategic action, planning and administration, global awareness, and teamwork. The authors developed these competencies based on input from hundreds of successful managers in business of all types and sizes to help you streamline your personal managerial development. Fresh examples from well-known organizations, the latest cases, new Ethical Challenges, and experiential exercises demonstration how these competencies are used by real managers to address the challenges of managing and leading their organizations. Integrated Self-Assessments help you analyze and further develop your own management potential for career success as you compare your skills to other students and professionals around the world. Videos showing management in action within recent Hollywood films and an innovative new CengageNOW online learning system to assist you with homework and review all further ensure you develop the strong managerial competencies to lead with confidence.
Don Hellriegel is Emeritus Professor of Management in the Mays Business School at Texas A&M University. Dr. Hellriegel joined the faculty at Texas A&M in 1975. He has also taught at the Pennsylvania State University and the University of Colorado. He received his B.S. and M.B.A. from Kent State University and his Ph.D. from the University of Washington. His research interests include organizational behavior, the effects of organizational environments, managerial cognitive styles, and organizational innovation and strategic management processes. His research has been published in a number of leading journals. Dr. Hellriegel served as Vice President and Program Chair of the Academy of Management, President Elect, President, and Past President. He has also served a three-year term as Dean of the Fellows Group of the Academy of Management. He has also been Editor of the Academy of Management Review and served on the Board of Governors of the Academy of Management. Dr. Hellriegel has performed many other leadership roles, including President, Eastern Academy of Management; Division Chair, Organization and Management Theory Division; President, Brazos County United Way; Co-Consulting Editor, West Series in Management, Head, Department of Management (TAMU); Interim Dean, Executive Associate Dean, Mays School of Business (TAMU); and Interim Executive Vice Chancellor (TAMUS). Dr. Hellriegel has consulted with a variety of groups and organizations, including 3DI, Sun Ship Building, Penn Mutual Life Insurance, Texas A&M University System, Ministry of Industry and Commerce for the nation of Kuwait, Ministry of Agriculture for the Dominican Republic, AACSB, and Texas Innovation Group.
Susan E. Jackson is Distinguished Professor of Human Resource Management in the School of Management and Labor Relations, Rutgers University—New Brunswick, NJ. She received her doctoral degree from the University of California at Berkeley and previously held positions on the faculties of New York University, University of Michigan, and University of Maryland. She is an active member and Past President of the Academy of Management and founder of greeenHRM.org, which is an online resource for students, teachers, and scholars interested in managing human resources in environmentally sustainable organizations. In addition to green HRM, she is an expert in strategic human resource management and the social dynamics of effective work teams. She has published dozens of articles and book chapters on these and related topics. She is the author or editor of several books, including, Managing Knowledge for Sustainable Competitive Advantage (with Michael Hitt and Angelo DeNisi), Managing Human Resources in Cross-Border Alliances (with Randall Schuler and Yadong Luo), Diversity in Work Teams, and Managing Human Resources in Environmentally Sustainable Organizations (forthcoming, with Deniz Ones and Stephan Dilchert). Professor Jackson also serves as a Book Editor for the Routledge Series in Global Human Resource Management.
John W. Slocum, Jr. is an Emeritus Professor in the Cox School of Business at Southern Methodist University, Dallas, Texas. He has taught at the University of Washington, Penn State, Ohio State, International University of Japan, and the Amos Tuck School of Dartmouth College. Dr. Slocum has been awarded the Alumni Citation for Professional Accomplishment by Westminster College and the Nicolas Salgo, Rotunda, and Executive MBA Outstanding Teaching Awards at SMU. He holds a B.B.A. from Westminster College, a M.B.A. from Kent State, and a Ph.D. in organizational behavior from the University of Washington. He is Past President of the Eastern Academy of Management, the 39th President of the Academy of Management and Editor of the Academy of Management Journal. He is a Fellow of the Academy of Management, Decision Science Institute, and the Pan-Pacific Institute. He serves as co-editor of the Journal of World Business and the Journal of Leadership and Organizational Studies and Associate Editor of Organizational Dynamics. Dr. Slocum has consulted for organizations including ARAMARK, Baylor Hospital, University of North Texas Health Science Center, LBJ School at the University of Texas, Celanese Chemical Corporation, Pier 1, NASA, and Brakke Consulting. He is a regular speaker for many senior executive development programs, including the University of Oklahoma, Oklahoma State University, SMU, and Lockheed Martin. He is currently on the Board of Directors of ViewCast Corporation, Kisco Senior Living, and GoToLearn.
Part 1: AN OVERVIEW OF MANAGEMENT. 1. Developing Managerial Competencies. 2. Learning from the History of Management Thought. Part 2: MANAGING IN TURBULENT ENVIRONMENTS. 3. Ethics and Social Responsibility. 4. Assessing the Environment. 5. Managing Globally. 6. Fostering Entrepreneurship. Part 3: PLANNING AND CONTROL. 7. Formulating Plans and Strategies. 8. Fundamentals of Decision Making. 9. Using Planning and Decision Aids. 10. Achieving Organizational Control. Part 4: ORGANIZING. 11. Designing Organizations. 12. Guiding Organizational Change and Innovation. 13. Managing Human Resources. Part 5: LEADING. 14. Motivating Employees. 15. Dynamics of Leadership. 16. Communicating Effectively. 17. Working in Teams. 18. Understanding Organizational Culture and Cultural Diversity.
The book is very repetitive. <BR/>For example: On the effects of goal setting -Impact on Performance: <BR/>1. Difficult goals motivate employees to spend lots of time and effort on developing methods for achieving them. <BR/>2. Difficult goals increase people's persistence in trying to achieve them.<BR/>Both of these have the same meaning and idea. I think "spend lots of time and effort" = persistence. This book fits for high school students but not graduate students.
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