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About the Author
Dr. Pamela S. Lewis is President of Queens University of Charlotte. Prior to becoming President, Dr. Lewis served at the Dean of the McColl School of Business at Queens and as Dean of the LeBow College of Business at Drexel University in Philadelphia. Throughout her career, Dr. Lewis has distinguished herself through her commitment to providing innovative and high quality education. Her particular focus has been on increasing community involvement and forging industry and academic partnerships that enhance the relevance and applicability of academic programs. Dr. Lewis, who holds a Ph.D. in strategic planning and international business from the University of Tennessee, has written numerous articles in the areas of strategic planning, international strategy and entrepreneurship/new venture strategy. Dr. Lewis also has been active in executive education and consulting, serving as a strategic planning consultant for numerous organizations across a wide variety of industries. Dr. Lewis serves on the Board of Directors for three public companies—Sonoco Products Company, C&D Technologies, Inc., and Charming Shoppes—as well as on the board of numerous not-for-profits such as Presbyterian Hospital, Charlotte Chamber of Commerce, Communities in Schools, Charlotte Museum of History, and YMCA of Greater Charlotte.
Stephen H. Goodman is an Associate Professor of Management at the University of Central Florida. He received his Ph.D in Business Administration from Pennsylvania State University, where he specialized in operations management and operations research. Prior to his doctoral study he received a B.S. in Aeronautical Engineering and an M.B.A., also from Penn State. During his academic career, he has taught, researched, and published primarily in production planning and control. He has also served as a coauthor of a textbook in the field of production/operations management. Currently he has a major teaching and research focus in quality management. He is an active member of the Decision Sciences Institute (DSI) and the American Production and Inventory Control Society (APICS), having held offices in each, has engaged in journal review activities, and has conducted professional training classes. He has achieved the distinction of Certified Fellow in Production and Inventory Management (CFPIM) from APICS.
Dr. Patricia M. Fandt is Professor Emeritus at the Milgard School of Business, University of Washington, Tacoma, a Faculty Associate in Educational Leadership at the University of North Carolina at Charlotte, and a Director with The Geneva Foundation. Dr. Fandt earned her doctorate in Management and Organizational Behavior from Texas A&M University in 1986. Throughout her academic career, Dr. Fandt has published numerous peer reviewed articles and books on leadership performance, accountability, team dynamics and organization change. Currently, her research extends from her recently published book The 2nd Language of Leadership and involves the integration of the personality/leadership behavior framework with the impact of change. Her undergraduate and graduate teaching is primarily focused on team development, leadership and organization change, and she has been recognized with awards for teaching and curriculum development excellence. Dr. Fandt's industry experience includes a career in marketing as a sales representative with Procter & Gamble, an account manager with Kendall Surgical Corporation, and a regional sales manager in the surgical division of 3M Corporation. She was a flight attendant with Delta Airlines and worked for the Red Cross in Southeast Asia as a dietitian. In the consulting arena, Dr. Fandt has worked with a broad range of companies in health care, service and technology industries. She consults with several universities on curriculum development and accreditation review.
Table of ContentsPART I: MEETING THE CHALLENGES OF THE 21ST CENTURY. 1. Management and Managers: Yesterday, Today, and Tomorrow. 2. Evolution of Management Thought. 3. Social Responsibility and Ethics. PART II: PLANNING CHALLENGES IN THE 21ST CENTURY. 4. Planning in the Contemporary Organization. 5. Strategic Planning in a Global Environment. 6. Effective Managerial Decision Making. 7. Decision-Making Tools and Techniques. PART III: ORGANIZING CHALLENGES IN THE 21ST CENTURY. 8. Organizing for Quality, Productivity, and Job Satisfaction. 9. Designing the Contemporary Organization. 10. Managing Human Resources. 11. Organizational Culture, Change, and Development. PART IV: LEADERSHIP CHALLENGES IN THE 21ST CENTURY. 12. Communicating Effectively within Diverse Organizations. 13. Understanding Leadership in a Dynamic Environment. 14. Individual Differences, Team and Group Dynamics. 15. Motivating Organizational Members. PART V: CONTROL CHALLENGES IN THE 21ST CENTURY. 16. Organizational Control in a Complex Business Environment. 17. Productivity and Quality in Operations. 18. Information Technology and Control. APPENDIX: INTERNET ADDRESSES.