part 1 Introduction
Chapter One The Exceptional Manager: What You Do, How You Do It — p. 2
1.1 Management: What It Is, What Its Benefits Are — p. 4
1.2 Seven Challenges to Being an Exceptional Manager — p. 8
1.3 What Managers Do: The Four Principal Functions — p. 14
1.4 Pyramid Power: Levels & Areas of Management — p. 16
1.5 Roles Managers Must Play Successfully — p. 20
1.6 The Entrepreneurial Spirit — p. 24
1.7 The Skills Exceptional Managers Need — p. 28
Chapter Two Management Theory: Essential Background for the Successful Manager — p. 36
2.1 Evolving Viewpoints: How We Got to Today's Management Outlook — p. 38
2.2 Classical Viewpoint: Scientific & Administrative Management — p. 40
2.3 Behavioral Viewpoint: Behaviorism, Human Relations, & Behavioral Science — p. 44
2.4 Quantitative Viewpoints: Management Science & Operations Research — p. 48
2.5 Systems Viewpoint — p. 50
2.6 Contingency Viewpoint — p. 53
2.7 Quality-Management Viewpoint — p. 56
2.8 The Learning Organization in an Era of Accelerated Change — p. 58
part 2 The Environment of Management
Chapter Three The Manager's Changing Work Environment & Ethical Responsibilities: Doing the Right Thing — p. 68
3.1 The Community of Stakeholders Inside the Organization — p. 70
3.2 The Community of Stakeholders Outside the Organization — p. 73
3.3 The Ethical Responsibilities Required of You as a Manager — p. 80
3.4 The Social Responsibilities Required of You as a Manager — p. 85
3.5 The New Diversified Workforce — p. 90
Chapter Four Global Management: Managing across Borders — p. 102
4.1 Globalization: The Collapse of Time & Distance — p. 104
4.2 You & International Management — p. 108
4.3 Why & How Companies Expand Internationally — p. 112
4.4 The World of Free Trade: Regional Economic Cooperation — p. 117
4.5 The Importance of Understanding Cultural Differences — p. 122
part 3 Planning
Chapter Five Planning: The Foundation of Successful Management — p. 138
5.1 Planning & Uncertainty — p. 140
5.2 Fundamentals of Planning — p. 144
5.3 Promoting Goal Setting: Management by Objectives — p. 151
5.4 The Planning/Control Cycle — p. 155
Chapter Six Strategic Management: How Star Managers Realize a Grand Design — p. 162
6.1 The Dynamics of Strategic Planning — p. 164
6.2 The Strategic-Management Process — p. 169
6.3 Establishing the Grand Strategy — p. 174
6.4 Formulating Strategy — p. 179
6.5 Implementing & Controlling Strategy: Execution — p. 184
Chapter Seven Individual & Group Decision Making: How Managers Make Things Happen — p. 194
7.1 Two Kinds of Decision Making: Rational & Nonrational — p. 196
7.2 Evidence-Based Decision Making & Analytics — p. 204
7.3 Four General Decision-Making Styles — p. 209
7.4 Making Ethical Decisions — p. 212
7.5 How to Overcome Barriers to Decision Making — p. 215
7.6 Group Decision Making: How to Work with Others — p. 220
part 4 Organizing
Chapter Eight Organizational Culture, Structure, & Design: Building Blocks of the Organization — p. 234
8.1 What Kind of Organizational Culture Will You Be Operating In? — p. 236
8.2 Developing High-Performance Cultures — p. 242
8.3 Organizational Structure — p. 246
8.4 The Major Elements of an Organization — p. 249
8.5 Basic Types of Organizational Structures — p. 252
8.6 Contingency Design: Factors in Creating the Best Structure — p. 259
Chapter Nine Human Resource Management: Getting the Right People for Managerial Success — p. 270
9.1 Strategic Human Resource Management — p. 272
9.2 The Legal Requirements of Human Resource Management — p. 276
9.3 Recruitment & Selection: Putting the Right People into the Right Jobs — p. 280
9.4 Orientation, Training, & Development — p. 287
9.5 Performance Appraisal — p. 290
9.6 Managing an Effective Workforce: Compensation & Benefits — p. 294
9.7 Managing Promotions, Transfers, Disciplining, & Dismissals — p. 296
Chapter Ten Organizational Change & Innovation: Lifelong Challenges for the Exceptional Manager — p. 306
10.1 The Nature of Change in Organizations — p. 308
10.2 Organizational Development: What It Is, What It Can Do — p. 315
10.3 Promoting Innovation within the Organization — p. 318
10.4 The Threat of Change: Managing Employee Fear & Resistance — p. 325
part 5 Leading
Chapter Eleven Managing Individual Differences & Behavior: Supervising People as People — p. 338
11.1 Personality & Individual Behavior — p. 340
11.2 Values, Attitudes, & Behavior — p. 345
11.3 Work-Related Attitudes & Behaviors Managers Need to Deal With — p. 349
11.4 Perception & Individual Behavior — p. 353
11.5 Understanding Stress & Individual Behavior — p. 358
Chapter Twelve Motivating Employees: Achieving Superior Performance in the Workplace — p. 370
12.1 Motivating for Performance — p. 372
12.2 Content Perspectives on Employee Motivation — p. 374
12.3 Process Perspectives on Employee Motivation — p. 381
12.4 Job Design Perspectives on Motivation — p. 387
12.5 Reinforcement Perspectives on Motivation — p. 391
12.6 Using Compensation & Other Rewards to Motivate — p. 394
Chapter Thirteen Groups & Teams: Increasing Cooperation, Reducing Conflict — p. 406
13.1 Groups versus Teams — p. 408
13.2 Stages of Group & Team Development — p. 413
13.3 Building Effective Teams — p. 415
13.4 Managing Conflict — p. 423
Chapter Fourteen Power, Influence, & Leadership: From Becoming a Manager to Becoming a Leader — p. 436
14.1 The Nature of Leadership: Wielding Influence — p. 438
14.2 Trait Approaches: Do Leaders Have Distinctive Personality Characteristics? — p. 444
14.3 Behavioral Approaches: Do Leaders Show Distinctive Patterns of Behavior? — p. 448
14.4 Contingency Approaches: Does Leadership Vary with the Situation? — p. 450
14.5 The Full-Range Model: Uses of Transactional & Transformational Leadership — p. 458
14.6 Four Additional Perspectives — p. 462
Chapter Fifteen Interpersonal & Organizational Communication: Mastering the Exchange of Information — p. 472
15.1 The Communication Process: What It Is, How It Works — p. 474
15.2 Barriers to Communication — p. 478
15.3 How Managers Fit into the Communication Process — p. 486
15.4 Communication in the Information Age — p. 489
15.5 Improving Communication Effectiveness — p. 494
part 6 Controlling
Chapter Sixteen Control & Quality Control Improvement: Techniques for Enhancing Organizational Effectiveness — p. 506
16.1 Managing for Productivity — p. 508
16.2 Control: When Managers Monitor Performance — p. 510
16.3 Levels & Areas of Control — p. 515
16.4 The Balanced Scorecard, Strategy Maps, & Measurement Management — p. 517
16.5 Some Financial Tools for Control — p. 522
16.6 Total Quality Management — p. 526
16.7 Managing Control Effectively — p. 535
