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Overview
Product Details
| ISBN-13: | 9781071922101 |
|---|---|
| Publisher: | SAGE Publications |
| Publication date: | 01/24/2025 |
| Edition description: | Fourth Edition |
| Pages: | 560 |
| Product dimensions: | 8.38(w) x 10.88(h) x (d) |
About the Author
Dr. Neck’s research specialties include employee/executive fitness, self-leadership, leadership, group decision-making processes, and self-managing teams. He has over 200 publications in the form of books, chapters, and articles in various journals. Some of the outlets in which Neck’s work has appeared include Journal of Applied Psychology, Organizational Behavior and Human Decision Processes, The Journal of Organizational Behavior, The Academy of Management Executive, Journal of Applied Behavioral Science, The Journal of Managerial Psychology, Executive Excellence, Human Relations, Human Resource Development Quarterly, Journal of Leadership Studies, Educational Leadership, and The Commercial Law Journal.
Neck is the editor of the journal, Administrative Sciences and the former deputy editor of the Journal of Leadership and Management. Due to Neck’s expertise in management, he has been cited in numerous national publications including The Washington Post, The Wall Street Journal, The Los Angeles Times, The Houston Chronicle, and the Chicago Tribune.
Dr. Neck was voted as a semifinalist (out of 140 nominations) for the prestigious international 2020 Baylor University Cherry Award for Great Teaching. He finished in the top six of all nominations. Neck was also the recipient of the 2007 Business Week “Favorite Professor Award.” He is featured on Business Week as one of the approximately 20 professors from across the world receiving this award.
Dr. Neck has taught over 80,000 students during his career in higher education. He currently teaches a mega section of management principles to approximately 1,000 students at Arizona State University.
Neck was the recipient of the 2024 and 2020 John W. Teets Outstanding Undergraduate Teaching Award (voted by W. P. Carey students). Neck also received the 2024 W. P. Carey Huizingh Outstanding Undergraduate Teacher Award as well as the Order of Omega Outstanding Teaching Award for 2012. This award is granted to one professor at Arizona State by the Alpha Lamda Chapter of this leadership fraternity. His class sizes at Virginia Tech filled rooms of up to 2,500 students. He received numerous teaching awards during his tenure at Virginia Tech, including the 2002 Wine Award for Teaching Excellence. Also, Neck was the 10-time winner (1996, 1998, 2000, 2002, 2004, 2005, 2006, 2007, 2008, and 2009) of the “Students’ Choice Teacher of the Year Award” (voted by the students for the best teacher of the year within the entire university). Also, some of the organizations that have participated in Neck’s management development training include GE/Toshiba, Busch Gardens, Clark Construction, the United States Army, Crestar, American Family Insurance, Sales and Marketing Executives International, American Airlines, American Electric Power, W. L. Gore & Associates, Dillard’s Department Stores, and Prudential Life Insurance. Neck is also an avid runner. He has run the marathon distance over 100 times including the Boston Marathon, New York City Marathon, and the San Diego Marathon. In fact, his personal record for a single long-distance run is a 48-mile run.
Dr. Jeffery D. Houghton completed his Ph D in management at Virginia Polytechnic Institute and State University (Virginia Tech) and is currently a professor of management at West Virginia University. Dr. Houghton has taught college-level business courses at Virginia Tech, Abilene Christian University (TX), Lipscomb University (TN), The International University (Vienna, Austria), and the U.S. Justice Department Federal Bureau of Prisons. Prior to pursuing a full-time career in academics, he worked in the banking industry as a loan officer and branch manager.
A member of the Honor Society of Phi Kappa Phi, Dr. Houghton’s research specialties include human behavior, motivation, personality, leadership, and self-leadership. Dr. Houghton has published more than 80 peer-reviewed journal articles, book chapters, and books, and his work has been cited more than 9,000 times in academic journals. He currently teaches undergraduate, masters, and doctoral level courses in management, OB, and leadership. Dr. Houghton was named the 2013 Beta Gamma Sigma Professor of the Year for the John Chambers College of Business and Economics, awarded annually to one faculty member within the college as selected by a vote of the student members of Beta Gamma Sigma, and he received the 2008 Outstanding Teaching Award for the John Chambers College of Business and Economics, awarded annually to one faculty member for outstanding teaching.
In addition to his research and teaching activities, Dr. Houghton has done consulting and conducted training seminars for companies, including the Federal Bureau of Investigation, Pfizer Pharmaceuticals, and the Bruce hardwood flooring company. In his spare time, Dr. Houghton enjoys traveling, classic mystery novels, racquetball, and snow skiing. Finally, Dr. Houghton has completed two marathons, the Marine Corps Marathon in Washington, DC, and the Dallas White Rock Marathon.Emma L. Murray, BA, Hdip, completed a bachelor of arts degree in English and Spanish at University College Dublin (UCD) in County Dublin, Ireland, followed by a higher diploma (Hdip) in business studies and information technology at the Michael Smurfit Graduate School of Business in County Dublin, Ireland. Following her studies, Murray spent nearly a decade in investment banking before becoming a full-time writer and author.
Murray has worked on numerous texts, including business and economics, self-help, and psychology. She is the coauthor of the principles of management textbook Management: A Balanced Approach to the 21st Century (2013, Wiley; 2nd ed., 2017, Sage; 3rd ed., 2021, 4th ed., 2026); the introductory to entrepreneurship textbook, Entrepreneurship (2017, Sage; 2nd ed., 2020), 4th ed., 2025; and an introductory to organizational behavior textbook, Organizational Behavior (2017, Sage; 2nd ed., 2019; 3rd ed. 2024). She lives in London, UK, with her husband and two children.
Table of Contents
PREFACEACKNOWLEDGMENTS
ABOUT THE AUTHORS
PART 1. INTRODUCTION
Chapter 1. Management: An Entrepreneurial Mindset
What Is Management
The Four Functions of Management
Key Aspects of the Entrepreneurial Mindset
How Do Managers Make a Difference?
Managers at Work
Mission, Vision and Values
Essential Management Skills
In Conclusion
Case Snapshot: Lululemon Athletica
Up for Debate
Key Terms
In Review
Chapter Exercises
Chapter 1S. Supplement: The Evolution of Management
The Historical Foundations of Management
The Quantitative Approach
The Behaviorist Approach
The Contemporary Perspective
Key Terms
In Review
Chapter 2. Ethics and Social Responsibility
What Are Ethics?
Organizational Ethics
Managing Responsibly Today
Social Responsibility
Social Entrepreneurship
In Conclusion
Case Snapshot: Ethics and Social Responsibility at IKEA
Up for Debate
Key Terms
In Review
Chapter Exercises
PART 2. THE CONTEXT OF MANAGEMENT
Chapter 3. Organizational Environment and Culture
Internal and External Environments
Specific Environment
General External Environment
Internal Environment
Types of Organizational Culture
In Conclusion
Case Snapshot: Cheniere Energy
Up for Debate
Key Terms
In Review
Chapter Exercise
Chapter 4. Diversity in a Global Economy
Diversity and Inclusion in the Workplace
Different Levels of Diversity
Promoting Diversity and Inclusivity
Cultural Diversity
Cultural Differences
In Conclusion
Case Snapshot: Pepsi Co
Up for Debate
Key Terms
In Review
Chapter Exercises
Chapter 5. The Entrepreneurial Manager
How Entrepreneurship Makes a Difference
Types of Entrepreneurial Managers
The Entrepreneurship Method
Opportunities and Challenges for Entrepreneurs
Learning From Failure
In Conclusion
Case Snapshot: Trust & Will
Up for Debate
Key Terms
In Review
Chapter Exercise
PART 3. PLANNING
Chapter 6. Making Effective Decisions
Decisions That Make a Difference
The Classical Model of Decision-Making
Decision-Making Styles
Decision-Making in the Real World
Barriers to Decision-Making
Group Decision-Making
In Conclusion
Case Snapshot: Best Buy
Up for Debate
Key Terms
In Review
Chapter Exercises
Chapter 7. Setting Goals
Setting Goals
Goals and Plans
Principles of Goal Setting
SMART Goals
Goal Setting Approaches
How Managers Track Progress
In Conclusion
Case Snapshot: Anaplan
Up for Debate
Key Terms
In Review
Chapter Exercises
Chapter 8. Designing Strategies
How Managers Plan to Make a Difference
Different Levels of Strategy
Industry and Competitive Analysis
Organizational Position and Capacity
Strategies for Personal Performance and Growth
In Conclusion
Case Snapshot: Salesforce
Up for Debate
Key Terms
In Review
Chapter Exercises
Chapter 9. Managing Change and Innovation
How Managers Change Organizations
Forces Driving Change
Resistance to Change
The Creative Process
Innovation
In Conclusion
Case Snapshot: Arizona State University
Up for Debate
Key Terms
In Review
PART 4. ORGANIZING
Chapter 10. Structuring Organizations
Organizational Structure
Elements of Organizational Structure
Traditional Organizational Structure
Contemporary Organizational Structures
Primary Factors in Determining Structural Type
In Conclusion
Case Snapshot: Zappos
Up for Debate
Key Terms
In Review
Chapter Exercise
Chapter 11. The Human Side of Management
Human Resource Management
Identifying Talent
Onboarding
Training Strategies in Organizations
Performance Management
In Conclusion
Case Snapshot: Berkshire Hathaway
Up for Debate
Key Terms
In Review
Chapter Exercise
Chapter 12: Managing Team Performance
The Importance of Teams
Types of Teams
The Roles Within Teams
Stages of Team Development
Effective Teams
Managing Conflict
In Conclusion
Case Snapshot: Costco Wholesale
Up for Debate
Key Terms
In Review
Chapter Exercises
PART 5. LEADING
Chapter 13. Managers as Leaders
Managers as Leaders
Leadership and Power
Types of Leaders
The Progression of Leadership
Beyond Traditional Leadership
Power-Distributing Leadership Theories
Values-Based Leadership Perspectives
In Conclusion
Case Snapshot: Managers as Leaders: Mule Soft
Up for Debate
Key Terms
In Review
Chapter Exercises
Chapter 14. Understanding Individual Behavior
How Individuals Make a Difference
Myers-Briggs Type Indicator
The Big Five Model
Core Self-Evaluations
The Impact of Individual Behavior on the Workplace
Stress and Individual Behavior
Managing Stress
In Conclusion
Case Snapshot: Hilton
Up for Debate
Key Terms
In Review
Chapter Exercise
Chapter 15. Motivating Others
The Motivation Process
Needs Theories
Intrinsic and Extrinsic Motivation
Motivation Through Job Design
Reinforcement and Its Impact on Motivation
In Conclusion
Case Snapshot: Dell
Up for Debate
Key Terms
In Review
Chapter Exercise
Chapter 16. Communicating
The Communication Model
Types of Communication Channels
Barriers to Communication
Communicating in Organizations
Cross-Cultural Communication
In Conclusion
Case Snapshot: Facebook
Up for Debate
Key Terms
In Review
Chapter Exercise
PART 6: CONTROLLING
Chapter 17. Controlling Information and Operations
How Controls Make a Difference
The Control Process
Information Technology
Information Systems
Financial Tools for Control
How Performance Development Makes a Difference
In Conclusion
Case Snapshot: Nintendo
Up for Debate
Key Terms
In Review
Chapter Exercise
GLOSSARY
NOTES
INDEX