Verfügbarkeit: Fundamentals of management | Technische Universität München

Fundamentals of management: Management Myths Debunked!

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Bibliographische Detailangaben
Beteiligte Personen:	Robbins, Stephen P. 1943- (VerfasserIn), Coulter, Mary (VerfasserIn), DeCenzo, David A. 1955- (VerfasserIn)
Format:	Buch
Sprache:	Englisch
Veröffentlicht:	Boston Pearson [2017]
Ausgabe:	Tenth edition, global edition
Schlagwörter:	Management Einführung
Links:	http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=029121623&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA
Umfang:	528 Seiten Illustrationen
ISBN:	9781292146942

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Datensatz im Suchindex

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adam_text	Contents Content highlighted in green indicates that it is presented via a visual spread. Preface 16 Instructor Resources 19 About the Authors 22 Part 1 Introduction 24 Chapter 1 Managers and Management 24 Who Are Managers and Where DoThey Work? 27 What Three Characteristics Do All Organizations Share? 27 How Are Managers Different from Nonmanagerial Employees? 28 What Titles Do Managers Have? 28 From the Past to the Present 29 What Is Management? 29 3 WAYS TO LOOK AT WHAT MANAGERS DO 31 4 Functions Approach 31 Management Roles Approach 32 Skills and Competencies 33 Is the Manager s Job Universal? 33 Why Study Management? 36 A Question of Ethics 36 What Factors Are Reshaping and Redefining Management? 37 Why Are Customers Important to the Manager s Job? 38 Technology and the Managers Job \| Is It Still Managing When What You re Managing Are Robots? 38 Why Is Innovation Important to the Manager s Job? 39 Importance of Social Media to the Manager s Job 39 Importance of Sustainability to the Manager s Job 40 Wrapping It Up... 40 Review Chapter Summary 41 • Discussion Questions 41 • Management Skill Builder] Becoming Politically Adept 42 • Experiential Exercise 43 • Case Application 7—Managing Without Managers 43 • Case Application 2— Building a Better Boss 44 • Case Application 3— Saving the World 45 • Endnotes 47 History Module: A Brief History of Management s Roots 49 Early Management 49 Classical Approaches 50 Behavioral Approach 51 Quantitative Approach 52 Contemporary Approaches 53 Endnotes 55 Chapter 2 The Management Environment 56 What Is the External Environment and Why Is It Important? 59 What Is the Economy Like Today? 59 From the Past to the Present 61 What Role Do Demographics Play? 62 How Does the External Environment Affect Managers? 63 Technology and the Manager s Job \| Can Technology Improve the Way Managers Manage? 63 A Question of Ethics 65 WHAT IS ORGANIZATIONAL CULTURE? 67 How Does Organizational Culture Affect Managers? 69 How Does Culture Affect What Employees Do? 69 How Does Culture Affect What Managers Do? 70 Review Chapter Summary 72 • Discussion Questions 72 • Management Skill Builder \| Understanding Culture 73 • Experiential Exercise 74 • Case Application 1—Getting Back on Target 74 • Case Application 2— Not Sold Out 75 • Case Application 3— China Zhongwang 76 • Endnotes 78 Chapter 3 Integrative Managerial Issues 80 What Is Globalization and How Does It Affect Organizations? 83 What Does It Mean to Be Global ? 83 How Do Organizations Go Global? 84 WHAT ARE THE DIFFERENT TYPES OF GLOBAL ORGANIZATIONS? 85 9 10 Contents What Do Managers Need to Know about Managing in a Global Organization? 86 From the Past to the Present 87 What Does Society Expect from Organizations and Managers? 89 How Can Organizations Demonstrate Socially Responsible Actions? 89 Should Organizations Be Socially Involved? 90 What Is Sustainability and Why Is It Important? 92 What Factors Determine Ethical and Unethical Behavior? 92 InWhatWays Can Ethics Be Viewed? 93 How Can Managers Encourage Ethical Behavior? 93 Technology and the Managers Job \| The Ethics of Data Analytics 94 What IsToday s Workforce Like and How Does It Affect the Way Organizations Are Managed? 96 What Is Workplace Diversity? 96 What Types of Diversity Are Found in Workplaces? 97 A Question of Ethics 98 How Are Organizations and Managers Adapting to a Changing Workforce? 99 Review Chapter Summary 102 • Discussion Questions 102 • Management Skill Builder \| Building High Ethical Standards 103 • Experiential Exercise 104 • Case Application 1—Global Stumble 104 • Case Application 2— Serious about Sustainability? 105 • Case Application 3— From Top to Bottom 106 • Endnotes 107 Part 2 Planning 110 Chapter 4 Foundations of Decision Making 110 How Do Managers Make Decisions? 113 What Defines a Decision Problem? 113 What Is Relevant in the Decision-Making Process? 114 How Does the Decision MakerWeight the Criteria and Analyze Alternatives? 114 What Determines the Best Choice? 116 What Happens in Decision Implementation? 116 What Is the Last Step in the Decision Process? 116 What Common Errors Are Committed in the Decision- Making Process? 116 WHAT ARE THE 3 APPROACHES MANAGERS CAN USE TO MAKE DECISIONS? 118 Rational Model 118 Bounded Rationality 119 From the Past to the Present 120 Intuition and Managerial Decision Making 120 Technology and the Manager s Job \| Making Better Decisions with Technology 121 WhatTypes of Decisions and Decision-Making Conditions Do Managers Face? 122 How Do Problems Differ? 122 How Does a Manager Make Programmed Decisions? 123 How Do Nonprogrammed Decisions Differ from Programmed Decisions? 124 How Are Problems, Types of Decisions, and Organizational Level Integrated? 124 What Decision-Making Conditions Do Managers Face? 125 How Do Groups Make Decisions? 125 What Are the Advantages and Disadvantages of Group Decision Making? 126 When Are Groups Most Effective? 127 A Question of Ethics 127 How Can You Improve Group Decision Making? 127 What Contemporary Decision-Making Issues Do Managers Face? 128 How Does National Culture Affect Managers Decision Making? 128 Why Are Creativity and Design Thinking Important in Decision Making? 129 Review Chapter Summary 133 • Discussion Questions 134 • Management Skill Builder \| Being a Creative Decision Maker 134 • Experiential Exercise 136 • Case Application /—Big Brown Numbers 136 • Case Application 2—Galloping to the Right Decision 137 • Case Application 3—Tasting Success 138 • Endnotes 139 Quantitative Module: Quantitative Decision-Making Aids 141 Payoff Matrices 141 Decision Trees 142 Break-Even Analysis 143’ Ratio Analysis 144 Linear Programming 146 Queuing Theory 148 Economic Order Quantity Model 148 Endnotes 151 Chapter 5 Foundations of Planning 152 What Is Planning and Why Do Managers Need to Plan? 155 Why Should Managers Formally Plan? 155 What Are Some Criticisms of Formal Planning and How Should Managers Respond? 156 Does Formal Planning Improve Organizational Performance? 157 What Do Managers NeedTo Know About Strategic Management? 157 What Is Strategic Management? 157 Why Is Strategic Management Important? 158 Contents 11 What Are the Steps in the Strategic Management Process? 158 What Strategic Weapons Do Managers Have? 160 Technology and the Manager s Job \| Innovative IT and Strategy 161 WHAT STRATEGIES DO MANAGERS USE? 162 Corporate Strategy 162 Competitive Strategy 163 Functional Strategy 163 A Question of Ethics 165 How Do Managers Set Goals and Develop Plans? 165 What Types of Goals Do Organizations Have and How Do They Set Those Goals? 165 From the Past to the Present 167 What Types of Plans Do Managers Use and How Do They Develop Those Plans? 168 What Contemporary Planning Issues Do Managers Face? 171 How Can Managers Plan Effectively in Dynamic Environments? 172 How Can Managers Use Environmental Scanning? 173 Review Chapter Summary 174 • Discussion Questions 174 • Management Skill Builder \| Being a Good Goal Setter 175 • Experiential Exercise 176 • Case Application 7—Primark Takes on Burberry and Alexander McQueen 177 • Case Application 2— Crisis Planning at Uvestrong Foundation 178 • Case Application 3— Eyeing the Future 179 • Endnotes 180 Part 3 Organizing 182 Chapter 6 Organizational Structure and Design 182 What Are the Six Key Elements in Organizational Design? 185 (1) What Is Work Specialization? 185 (2) What Is Departmentalization? 186 (3) What Are Authority and Responsibility? 188 (4) What Is Span of Control? 192 A Question of Ethics 193 (5) How Do Centralization and Decentralization Differ? 193 (6) What Is Formalization? 193 WHAT CONTINGENCY VARIABLES AFFECT STRUCTURAL CHOICE? 194 Mechanistic or Organic 195 Strategy - Structure 195 Size -*■ Structure 196 Technology Structure 196 Environment -+ Structure 196 From the Past to the Present 197 What Are Some Common Organizational Designs? 198 What Traditional Organizational Designs Can Managers Use? 198 What Contemporary Organizational Designs Can Managers Use? 199 What Are Today s Organizational Design Challenges? 203 How Do You Keep Employees Connected? 203 How Do Global Differences Affect Organizational Structure? 203 How Do You Build a Learning Organization? 204 Technology and the Manager s Job \| The Changing World of Work 204 How Can Managers Design Efficient and Effective Flexible Work Arrangements? 206 Review Chapter Summary 209 • Discussion Questions 209 • Management Skill Builder Increasing Your Power 210 • Experiential Exercise 211 • Case Application 7—You Work Where? 212 • Case Application 2— Lift Off 213 • Case Application 3—A New Kind of Structure 214 • Endnotes 215 Chapter 7 Managing Human Resources 218 What Is the Human Resource Management Process and What Influences It? 221 What Is the Legal Environment of HRM? 222 From the Past to the Present 224 A Question of Ethics 225 How Do Managers Identify and Select Competent Employees? 225 1 What Is Employment Planning? 225 2A How Do Organizations Recruit Employees? 227 2B How Does a Manager Handle Layoffs? 228 3 How Do Managers Select Job Applicants? 228 How Are Employees Provided with Needed Skills and Knowledge? 232 How Are New Hires Introduced to the Organization? 232 Technology and the Manager s Job \| Social and Digital HR 233 What Is Employee Training? 234 KEEPING GREAT PEOPLE: TWO WAYS ORGANIZATIONS DO THIS 236 Performance Management System 236 Compensating Employees: Pay and Benefits 238 What Contemporary HRM Issues Face Managers? 241 How Can Managers Manage Downsizing? 241 How Can Workforce Diversity Be Managed? 242 What Is Sexual Harassment? 242 How and Why Are Organizations Controlling HR Costs? 243 Review Chapter Summary 245 • Discussion Questions 245 • Management Skill Builder] Providing Good Feedback 246 • 12 Contents Experiential Exercise 247 • Case Application 1— Candidate Selection Dilemma 248 • Case Application 2— Brunello Cucinelli: Humanistic Approach to Luxury 249 • Case Application 3— HRM in the Hong Kong Police Force 250 • Endnotes 251 Career Module: Building Your Career 254 Review Chapter Summary 278 • Discussion Questions 278 • Management Skill Builder \| Stress Management 279 • Experiential Exercise 280 • Case Application 1— Compartmentalizing Departments: Split and Merger 280 • Case Application 2—Making Over Avon 281 • Case Application 3—Stress Kills 282 • Endnotes 284 What Was Career Development Like, Historically? 254 What Is Career Development Like, Now? 254 How Can I Have a Successful Career? 255 Assess Your Personal Strengths and Weaknesses 255 Identify Market Opportunities 255 Take Responsibility for Managing Your Own Career 255 Develop Your Interpersonal Skills 255 Practice Makes Perfect 255 Stay Up to Date 256 Network 256 Stay Visible 256 Seek a Mentor 256 Leverage Your Competitive Advantage 256 Don t Shun Risks 256 It s OK to Change Jobs 257 Opportunities, Preparation, and Luck = Success 257 Endnotes 257 Chapter 8 Managing Change and Innovation 258 What Is Change and How Do Managers Deal with It? 261 Why Do Organizations Need to Change? 262 Who Initiates Organizational Change? 263 How Does Organizational Change Happen? 263 From the Past to the Present 264 How Do Managers Manage Resistance to Change? 266 Why Do People Resist Organizational Change? 267 What Are Some Techniques for Reducing Resistance to Organizational Change? 267 Part 4 Leading 286 Chapter 9 Foundations of Individual Behavior 286 What Are the Focus and Goals of Organizational Behavior? 289 What Is the Focus of OB? 289 What Are the Goals of Organizational Behavior? 290 What Role Do Attitudes Play in Job Performance? 291 What Are the Three Components of an Attitude? 291 What Attitudes Might Employees Hold? 291 Do Individuals Attitudes and Behaviors Need to Be Consistent? 292 What Is Cognitive Dissonance Theory? 292 A Question of Ethics 293 How Can an Understanding of Attitudes Help Managers Be More Effective? 293 What Do Managers Need to Know About Personality? 294 How Can We Best Describe Personality? 294 Technology and the Manager s Job \| Increased Reliance on Emotional Intelligence 296 Can Personality Traits Predict Practical Work-Related Behaviors? 297 How Do We Match Personalities and Jobs? 298 Do Personality Attributes Differ Across Cultures? 299 How Can an Understanding of Personality Help Managers Be More Effective? 300 What Is Perception and What Influences It? 301 What Influences Perception? 301 How Do Managers Judge Employees? 302 From the Past to the Present 304 WHAT REACTION DO EMPLOYEES HAVE TO ORGANIZATIONAL CHANGE? 268 What Is Stress? 268 What Causes Stress? 269 A Question of Ethics 270 How Can Managers Encourage Innovation in an Organization? 272 How Are Creativity and Innovation Related? 273 What s Involved in Innovation? 273 Technology and the Manager s Job \| Helping Innovation Flourish 274 How Can a Manager Foster Innovation? 274 How Does Design Thinking Influence Innovation? 277 HOW DO LEARNING THEORIES EXPLAIN BEHAVIOR? 305 Operant Conditioning 305 Social Learning Theory 306 Shaping Behavior 306 How Can an Understanding of Perception Help Managers Be More Effective? 308 What Contemporary OB Issues Face Managers? 308 How Do Generational Differences Affect the Workplace? 308 How Do Managers Deal with Negative Behavior in the Workplace? 309 Contents 13 Review Chapter Summary 311 • Discussion Questions 312 • Management Skill Builder] Understanding Employee Emotions 312 • Experiential Exercise 314 • Case Application 7—Getting All Emotional at Google 314 • Case Application 2— Odd Couples 315 • Case Application 3— Employees First 316 • Endnotes 317 Chapter 10 Understanding Groups and ManagingWorkTeams 320 What Is a Group and What Stages of Development Do Groups GoThrough? 323 What Is a Group? 323 What Are the Stages of Group Development? 323 A Question of Ethics 325 5 MAJOR CONCEPTS OF GROUP BEHAVIOR 326 1 Roles 326 2a Norms 326 2b Conformity 327 3 Status Systems 327 4 Group Size 328 5 Group Cohesiveness 328 From the Past to the Present 330 How Are GroupsTurned into Effective Teams? 331 Are Work Groups and WorkTeams the Same? 331 What Are the Different Types of Work Teams? 332 What Makes a Team Effective? 333 Technology and the Manager s Job \| Keeping Connected: IT and Teams 333 How Can a Manager Shape Team Behavior? 337 What Current Issues Do Managers Face in Managing Teams? 338 What s Involved with Managing Global Teams? 338 When Are Teams Not the Answer? 340 Review Chapter Summary 341 • Discussion Questions 341 • Management Skill Builder Developing Your Coaching Skills 342 • Experiential Exercise 343 • Case Application 7—Rx: Teamwork 344 • Case Application 2— The Cardinal Way 345 • Case Application 3—Teaming Up for Take Off 346 • Endnotes 347 Chapter 11 Motivating and Rewarding Employees 350 What Is Motivation? 353 4 EARLY THEORIES OF MOTIVATION (1950S 1960S) 354 Maslow s Hierarchy of Needs Theory 354 McGregor s Theory X and Theory Y 355 Herzberg s Two-Factor Theory 355 McClelland s Three-Needs Theory 357 How Do the Contemporary Theories Explain Motivation? 358 What Is Goal-Setting Theory? 358 How Does Job Design Influence Motivation? 359 From the Past to the Present 360 What Is Equity Theory? 362 How Does Expectancy Theory Explain Motivation? 363 How Can We Integrate Contemporary Motivation Theories? 364 What Current Motivation Issues Do Managers Face? 365 How Can Managers Motivate Employees When the Economy Stinks? 366 How Does Country Culture Affect Motivation Efforts? 366 A Question of Ethics 367 How Can Managers Motivate Unique Groups of Workers? 367 How Can Managers Design Appropriate Rewards Programs? 369 Technology and the Manager s Job \| Individualized Rewards 369 Review Chapter Summary 372 • Discussion Questions 373 • Management Skill Builder Being a Good Motivator 373 • Experiential Exercise 375 • Case Application 1—One for the Money... 375 • Case Application 2—Alibaba: Motivation for the Long Haul 376 • Case Application 3— Discretionary Time Off Policy 377 • Endnotes 378 Chapter 12 Leadership and Trust 382 Who Are Leaders, and What Is Leadership? 385 From the Past to the Present 385 WHAT DO EARLY LEADERSHIP THEORIES TELL US ABOUT LEADERSHIP? 386 The Leader: What Traits Do Leaders Have? 386 The Behaviors: What Behaviors Do Leaders Exhibit? 388 University of Iowa studies 388 Ohio State studies 388 University of Michigan studies 388 Managerial Grid 388 What Do the Contingency Theories of Leadership Tell Us? 389 What Was the First Comprehensive Contingency Model? 389 How Do Followers Willingness and Ability Influence Leaders? 390 How Participative Should a Leader Be? 392 How Do Leaders Help Followers? 393 What Is Leadership Like Today? 394 What Do the Four Contemporary Views of Leadership Tell Us? 394 14 Contents A Question of Ethics 397 What Issues DoToday s Leaders Face? 397 Technology and the Manager s Job \| Virtual Leadership 400 Why IsTrust the Essence of Leadership? 401 A Final Thought Regarding Leadership 403 Review Chapter Summary 404 • Discussion Questions 405 • Management Skill Builder \| Being a Good Leader 405 • Experiential Exercise 406 • Case Application 1— Developing Gen Y Leaders 407 • Case Application 2— Serving Up Leaders 408 • Case Application 3— Leading Without Intervention 409 • Endnotes 410 Chapter 13 Managing Communication and Information 414 How Do Managers Communicate Effectively? 417 How Does the Communication Process Work? 417 Are Written Communications More Effective Than Verbal Ones? 418 Is the Grapevine an Effective Way to Communicate? 419 How Do Nonverbal Cues Affect Communication? 419 From the Past to the Present 420 What Barriers Keep Communication from Being Effective? 420 How Can Managers Overcome Communication Barriers? 423 TECHNOLOGY AND MANAGERIAL COMMUNICATION 425 Networked Communication 425 Wireless Communication 427 Technology and the Manager s Job \| Office of Tomorrow 428 What Communication Issues Do Managers FaceToday? 428 How Do We Manage Communication in an Internet World? 429 How Does Knowledge Management Affect Communication? 430 What s Involved with Managing the Organization s Knowledge Resources? 430 What Role Does Communication Play in Customer Service? 431 A Question of Ethics 432 How Can We Get Employee Input and Why Should We? 432 Why Should Managers Be Concerned with Communicating Ethically? 432 Review Chapter Summary 434 • Discussion Questions 434 • Management Skill Builder Being a Good Listener 435 • Experiential Exercise 436 • Case Application 7—Social Benefit or Social Disaster? 436 • Case Application 2— Banning E-Mail Banning Voice Mail 438 • Case Application 3—Using Social Media for Workplace Communication 439 • Endnotes 440 Part 5 Controlling 442 Chapter 14 Foundations of Control 442 What Is Control and Why Is It Important? 445 What Is Control? 445 Why Is Control Important? 445 A Question of Ethics 445 WhatTakes Place as Managers Control? 447 1 What Is Measuring? 447 From the Past to the Present 450 2 How Do Managers Compare Actual Performance to Planned Goals? 450 3 What Managerial Action Can Be Taken? 451 What Should Managers Control? 452 When Does Control Take Place? 452 KEEPING TRACK: WHAT GETS CONTROLLED? 454 Keeping Track of an Organization s Finances 454 Keeping Track of Organization s Information 455 Keeping Track of Employee Performance 456 Keeping Track Using a Balanced Scorecard Approach 457 What Contemporary Control Issues Do Managers Confront? 458 Do Controls Need to Be Adjusted for Cultural Differences? 458 Technology and the Manager s Job \| Monitoring Employees 459 What Challenges Do Managers Face in Controlling the Workplace? 459 Review Chapter Summary 464 • Discussion Questions 464 • Management Skill Builder] Disciplining Difficult Employees 465 • Experiential Exercise 466 • Case Application 7—Top Secret 467 • Case Application 2—If You Can t Say Something Nice, Don t Say Anything at All 468 • Case Application 3—Too Relaxed 468 • Endnotes 470 Chapter 15 Operations Management 472 Why Is Operations Management Important to Organizations? 475 What Is Operations Management? 475 1 How Do Service and Manufacturing Firms Differ? 475 2 How Do Businesses Improve Productivity? 476 3 What Role Does Operations Management Play in a Company s Strategy? 477 WHAT IS VALUE CHAIN MANAGEMENT AND WHY IS IT IMPORTANT? 478 What Is Value Chain Management? 478 How Does Value Chain Management Benefit Businesses? 480 From the Past to the Present 481 How Is Value Chain Management Done? 481 Contents 15 What Are the Requirements for Successful Value Chain Management? 482 What Are the Obstacles to Value Chain Management? 485 A Question of Ethics 486 What Contemporary Issues Do Managers Face in Managing Operations? 486 1 What Role Does Technology Play in Operations Management? 486 Technology and the Manager s Job \| Welcome to the Factory of the Future! 487 2 How Do Managers Control Quality? 488 3 How Are Projects Managed? 490 Review Chapter Summary 495 • Discussion Questions 495 • Management Skill Builder \| Being a Good Conflict Manager 496 • Experiential Exercise 497 • Case Application 7—Tragedy in Fashion 497 • Case Application 2— Dreamliner Nightmare 499 • Case Application 3—Stirring Things Up 500 • Endnotes 501 Entrepreneurship Module: Managing Entrepreneurial Ventures 503 What Is Entrepreneurship? 503 Who s Starting Entrepreneurial Ventures? 503 What Do Entrepreneurs Do? 504 What Planning Do Entrepreneurs Need to Do? 504 What’s in a Full Business Plan? 505 What Issues Are Involved in Organizing an Entrepreneurial Venture? 506 What Are the Legal Forms of Organization for Entrepreneurial Ventures? 506 What Type of Organizational Structure Should Entrepreneurial Ventures Use? 506 What Human Resource Management (HRM) Issues Do Entrepreneurs Face? 507 What Issues Do Entrepreneurs Face in Leading an Entrepreneurial Venture? 507 What Type of Personality Do Entrepreneurs Have? 508 How Can Entrepreneurs Motivate Employees? 508 How Can Entrepreneurs Be Leaders? 509 What Controlling Issues Do Entrepreneurs Face? 510 How Is Growth Managed? 510 How Are Downturns Managed? 510 What s Involved with Exiting the Venture? 510 Why Is It Important to Think About Managing Personal Challenges as an Entrepreneur? 511 Endnotes 512 Glossary 513 Index 519
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title_exact_search	Fundamentals of management Management Myths Debunked!
title_full	Fundamentals of management Management Myths Debunked! Stephen P. Robbins, Mary Coulter, David A. Decenzo
title_fullStr	Fundamentals of management Management Myths Debunked! Stephen P. Robbins, Mary Coulter, David A. Decenzo
title_full_unstemmed	Fundamentals of management Management Myths Debunked! Stephen P. Robbins, Mary Coulter, David A. Decenzo
title_short	Fundamentals of management
title_sort	fundamentals of management management myths debunked
title_sub	Management Myths Debunked!
topic	Management (DE-588)4037278-9 gnd
topic_facet	Management Einführung
url	http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=029121623&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA
work_keys_str_mv	AT robbinsstephenp fundamentalsofmanagementmanagementmythsdebunked AT coultermary fundamentalsofmanagementmanagementmythsdebunked AT decenzodavida fundamentalsofmanagementmanagementmythsdebunked

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