Effective Small Business Management

Effective Small Business Management

Hardcover(3rd ed)

View All Available Formats & Editions

Temporarily Out of Stock Online

Eligible for FREE SHIPPING


Effective Small Business Management by Richard M. Hodgetts, Donald F. Kuratko

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: 9780155209183
Publisher: Harcourt College Publishers
Publication date: 01/28/1989
Edition description: 3rd ed
Pages: 590

About the Author

Dr. Richard M. Hodgetts is a professor of management at Florida International University (FIU). His earned degrees in business include a Ph.D. from the University of Oklahoma, an M.B.A. from Indiana University, and a B.S. from New York University. Dr. Hodgetts has published more than 125 articles and papers on a variety of topics ranging from entrepreneurship to strategic management to total quality management. His articles have appeared in a host of journals including the Academy of Management Journal, Academy of Management Executive, Organizational Dynamics, Business Horizons, Personnel, Personnel Journal, and the Journal of Small Business Management. He is also the author or coauthor of 49 books. Some of the most recent include International Business, International Management, Modern Human Relations at Work, Measures of Quality and High Performance, and Entrepreneurship, A Contemporary Approach, Fifth Edition (Harcourt College Publishers, 2001), which he wrote with Dr. Kuratko.
Dr. Hodgetts has consulted for a number of Fortune 500 firms and has provided training for a wide variety of companies, including AT&T Technologies, Delco Electronics, Eastman Kodak, general Electric, IBM, Motorola, Texas Instruments, and Wal-Mart. He has also lectured in Mexico, Venezuela, Peru, Chile, Jamaica, Trinidad, Denmark, Kuwait, and at a host of U.S. colleges and universities.
In recent years Dr. Hodgetts has been recognized for his teaching and contributions to the field of management. He received the Outstanding Educator Award from the National Academy of Management in 1999; the John F. Mee Management Contribution Award, from the ManagementHistory Division of the Academy of Management in 1998; the Professor Excellence Program Award from FIU in 1997, a Teaching Improvement Program Award from FIU in 1996; and an Excellence in Teaching Award from FIU in 1995.
Professor Hodgetts is a fellow of the Academy of Management and a past memeber of the Academy's Board of Governors. He also serves in three academic review boards and writes a biweekly column on small business and entrepreneurship in the Ft. Lauderdale Sun Sentinel.

Dr. Donald F. Kuratko is the Stoops Distinguished Professor of Entrepreneurship and founding director of ther Entrepreneurship Program, College of Business, Ball State University. In addition, he is executive director of the Midwest Entepreneurial Education Center. Dr. Kuratko is the first professor ever to be named a Distinguished Professor for the College of Business at Ball State University. He has published more than 150 arcitles on aspects of entrepreneurship, new venture development, and corporate entrepreneurship. His work had been published in journals such as Strategic Management Journal, Journal of Small Business Management, Journal of Business Venturing, Entrepreneurship Theory & Practice, Journal of Small Business Strategy, Family Business Review, Advanced Management Journal and The Small Business Forum.
Dr. Kuratko has authored eight books, including the leading entrepreneurship books in American universities today: Entrepreneurship: A Contemporary Approach, Fifth Edition(Harcourt College Publishers, 2001), as well as Strategic Entrepreneurial Growth (Harcourt College Publishers, 2001), Entrepreneurial Strategy (Dryden Press/Harcourt Brace & Co., 1994), Effective Small Business Management, Seventh Edition, (Harcourt College Publishers, 2001), Management, Third Edition (Dryden Press/Harcourt Brace & Co., 1991), and Corporate Entrepreneurship. In Addition, Dr. Kuratko has been a consultant on corporate intrapreneurship and entrepreneurial strategies to a number of major corporation such as Anthem Blue Cross/Blue Shield, AT&T, United Technologies, Ameritech, The Associated Group (Acordia), Union Carbide Corporation, ServiceMaster, and TruServ.
The academic program in entrepreneurship that Dr. Kuratko developed at Ball State University has received national acclaim with honors as the George Washington Medal of Honor (1987); the Leavey Foundation Award for Excellence in Private Enterprise (1988); the National Model Entrepreneurship Undergraduate Program Award (1990); the NFIB Entrepreneurship Excellence Award (1993); and the National Model Entrepreneurship Graduate Program Award (1998). The Midwest Entrepreneurial Education Center (which Dr. Kuratko developed at Ball State University) has received the Quality Improvement Award from the state of Indiana (1998 and 1999) and the Nasdaq Center for Entrepreneurial Excellence Award (2000). In addition, Ball State University's Entrepreneurship Program has continually earned national rankings including: Top 20 in Business Week and Success magazines; Top 10 business schools for entrepreneurship research over the last ten years (MIT study); and Top 5 in U.S. News & World Report's elite ranking (including the #1 state university for entrepreneurship).
Dr. Kuratko's honors include Professors of the Year for five consecutive years at the College of Business, Ball State University, as well as earning the Ball State University College of Business Teaching Award 14 consecutive years. Dr. Kuratko holds the distinction of being the only professor in the history of Ball State University to achieve all four of the university's major lifetime awards: Outstanding Young Faculty (1987); Outstanding Teaching Award (1990); Outstanding Faculty Award (1996); and Outstanding Researcher Award (1999). Dr. Kuratko was also honored as the Entrepreneur of the Year for the state of Indiana (sponsored by Ernst & Young, Inc. magazine, and Merrill Lynch) and was inducted into the Institute of American Entrepreneurs Hall of Fame (1990). In addition, Dr. Kuratko was named the National Outstanding Entrepreneurship Educator for 1993 (by the U.S. Association for Small Business and Entrepreneurship) and in 1994, he was selected one of the Top Three Entrepreneurship Professors in the United States by the Kauffman Foundation, Ernst & Young, Inc. magazine, and Merrill Lynch. In 1998, he was honored with the Entrepreneurial World of Difference Award by the Indiana Health Industry Forum.

Table of Contents

Part 1A Management Overview1
1The Nature and Role of Management3
The Nature of Management4
How Managers Spend Their Time16
Management Functions18
Management and the Systems Concept22
Key Terms27
Questions for Analysis and Discussion28
Case: A Great Worker But ...28
You Be the Consultant: Work, Work, Work29
2Foundations of Modern Management33
Early Management Thought34
The Industrial Revolution36
Scientific Management38
Management Science41
Administrative Management44
Administrative Science48
Human Behavior50
Behavioral Science55
Modern Management Thought56
Key Terms59
Questions for Analysis and Discussion60
Case: Quality Efficiency61
You Be the Consultant: An In-House Program62
3The Changing Environment of Modern Enterprises65
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
Key Terms87
Questions for Analysis and Discussion87
Case: Work Philosophy and Values88
You Be the Consultant: Managing for Excellence89
4International Management91
Going International96
The Impact of MNC Operations101
Challenges of International Management103
The Management Functions in the International Environment109
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
The Nature of Decision Making132
Rational Decision-Making Process138
Bounded Rationality Considerations139
Improving Decision-Making Effectiveness142
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
The Nature of Planning162
The Planning Process173
Management by Objectives181
Key Terms186
Questions for Analysis and Discussion187
Case: And Then Things Changed188
You Be the Consultant: A New Acquisition189
7Strategic Planning in Action191
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
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
The Nature of Organizational Design238
Structural Considerations238
Internal and External Factors239
Span of Control255
Job Specialization260
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
Job Design288
Key Terms303
Questions for Analysis and Discussion305
Case: Ted's Idea306
You Be the Consultant: Losing It In-House307
10The Human Resource Management Process311
Strategic Human Resources Planning312
The Recruiting Process320
The Selection Process321
Analyzing Training Needs333
Management Development335
Evaluating Training and Development Programs339
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
The Basics of Communication370
Intrapersonal Communication372
Interpersonal Communication377
Organizational Communication391
Key Terms398
Questions for Analysis and Discussion399
Case: Getting the Business400
You Be the Consultant: A Centralized Move402
12The Motivation Process at Work405
The Nature of Motivation406
Content Theories of Motivation408
Process Theories of Motivation419
Money as a Motivator424
Values and Motivation427
Key Terms432
Questions for Analysis and Discussion433
Case: Who Will It Be?434
You Be the Consultant: The Survey Results435
13Group Behavior and Dynamics439
The Nature of Groups440
Why People Join Groups442
Characteristics of Groups444
Power and Group Behavior454
Group Dynamics460
Key Terms468
Questions for Analysis and Discussion469
Case: The Group Paper470
You Be the Consultant: The Low Output Problem471
14Managerial Leadership475
The Nature of Leadership476
Contingency Theories of Leadership489
Leadership Effectiveness494
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
The Nature of Controlling526
Financial Control528
Operational Control537
Overall Performance Control541
Management Audits544
Computerized Information Systems546
Key Terms556
Questions for Analysis and Discussion558
Case: Ferdie's Expansion Plans559
You Be the Consultant: John's Proposed Expansion560
16Production and Operations Management563
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
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
Performance Appraisal602
Controlling Conflict and Change612
Organizational Climate/Culture618
Organizational Development622
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
Ethics in Business658
Social Responsibility in Corporations669
Key Terms678
Questions for Analysis and Discussion679
Case: Who Will Ever Know?679
You Be the Consultant: A Changing Environment680
19Corporate Entrepreneurship: Managing Innovation683
Strategies for Corporate Entrepreneuring685
Key Terms699
Questions for Analysis and Discussion699
Case: Unlocking the Potential700
You Be the Consultant: Hiring the Right Manager701
20Management in the Future703
Continuing Management Trends704
Employee Values, Attitudes, and Work Life712
Social Values in the Workplace720
AIDS in the Workplace731
Key Terms733
Questions for Analysis and Discussion733
Case: The AIDS Dilemma734
You Be the Consultant: Carl's Dilemma735
21Management Career Planning and You739
A Profile of Success740
Career Phases746
Career Problems749
Career Strategies753
Executive Health762
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

Customer Reviews

Most Helpful Customer Reviews

See All Customer Reviews