Part One Management
1 Management Today — p. 1
1.1 Working Today — p. 2
1.2 Organizations — p. 7
1.3 Managers — p. 9
1.4 The Management Process — p. 12
1.5 Learning How to Manage — p. 14
2 Management Learning Past to Present — p. 23
2.1 Classical Management Approaches — p. 24
2.2 Behavioural Management Approaches — p. 26
2.3 Modern Management Foundations — p. 31
3 Ethics and Social Responsibility — p. 40
3.1 Ethics — p. 41
3.2 Ethics in the Workplace — p. 44
3.3 Maintaining High Ethical Standards — p. 49
3.4 Social Responsibility — p. 50
Part Two Environment
4 Environment, Innovation, and Sustainability — p. 62
4.1 The External Environment — p. 63
4.2 Environment and Value Creation — p. 67
4.3 Environment and Innovation — p. 69
4.4 Environment and Sustainability — p. 72
5 Global Management and Cultural Diversity — p. 79
5.1 Management and Globalization — p. 81
5.2 Global Businesses — p. 87
5.3 Cultures and Global Diversity — p. 90
5.4 Global Management Learning — p. 94
6 Entrepreneurship and New Ventures — p. 101
6.1 The Nature of Entrepreneurship — p. 103
6.2 Entrepreneurship and Small Business — p. 108
6.3 New Venture Creation — p. 110
Part Three Planning and Controlling
7 Data and Decision-Making — p. 120
7.1 Information, Technology, and Management — p. 121
7.2 Problem Solving and Managerial Decisions — p. 124
7.3 The Decision-Making Process — p. 128
7.4 Decision-Making Pitfalls, Creativity, and Integrative Thinking — p. 132
8 Planning Processes and Techniques — p. 143
8.1 Why and How Managers Plan — p. 145
8.2 Types of Plans Used by Managers — p. 147
8.3 Planning Tools and Techniques — p. 150
8.4 Implementing Plans to Achieve Results — p. 153
9 Control Processes and Systems — p. 161
9.1 Why and How Managers Control — p. 162
9.2 The Control Process — p. 167
9.3 Control Tools and Techniques — p. 169
10 Strategy and Strategic Management — p. 178
10.1 Strategic Management — p. 180
10.2 Essentials of Strategic Analysis — p. 182
10.3 Corporate-Level Strategy Formulation — p. 186
10.4 Business-Level Strategy Formulation — p. 190
10.5 Strategy Implementation — p. 192
Part Four Organizing
11 Organization Structures — p. 200
11.1 Organizing as a Management Function — p. 201
11.2 Traditional Organization Structures — p. 203
11.3 Team and Network Organization Structures — p. 208
11.4 Organizational Designs — p. 211
12 Organization Culture and Change — p. 220
12.1 Organizational Cultures — p. 221
12.2 Multicultural Organizations and Diversity — p. 225
12.3 Organizational Change — p. 229
13 Strategic Human Resource Management — p. 240
13.1 Human Resource Management — p. 242
13.2 Attracting a Quality Workforce — p. 246
13.3 Developing a Quality Workforce — p. 250
13.4 Maintaining a Quality Workforce — p. 253
Part Five Leading
14 Leading and Leadership Development — p. 262
14.1 The Nature of Leadership — p. 264
14.2 Leadership Traits and Behaviours — p. 267
14.3 Contingency Approaches to Leadership — p. 269
14.4 Personal Leadership Development — p. 273
15 Individual Behaviour — p. 282
15.1 Perception — p. 284
15.2 Personality — p. 287
15.3 Attitudes — p. 290
15.4 Emotions, Moods, and Stress — p. 294
16 Motivation Theory and Practice — p. 302
16.1 Individual Needs and Motivation — p. 304
16.2 Process Theories of Motivation — p. 307
16.3 Reinforcement Theory — p. 312
16.4 Motivation and Job Design — p. 314
17 Teams and Teamwork — p. 322
17.1 Teams in Organizations — p. 324
17.2 Trends in the Use of Teams — p. 327
17.3 How Teams Work — p. 329
17.4 Decision-Making in Teams — p. 336
18 Communication and Collaboration — p. 344
18.1 The Communication Process — p. 346
18.2 Improving Collaboration through Communication — p. 350
18.3 Managing Conflict — p. 353
18.4 Managing Negotiation — p. 357
