MGMT4

Download MGMT4 written by Chuck Williams, Alan McWilliams, Rob Lawrence, Wahed Waheduzzama in PDF format. This book is under the category Management and bearing the isbn/isbn13 number 170427374/9780170427371. You may reffer the table below for additional details of the book.

$19.99

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Specifications

book-author

Chuck Williams, Alan McWilliams, Rob Lawrence, Wahed Waheduzzama

publisher

Cengage AU

file-type

PDF

pages

375 pages

language

English

isbn10

170427374

isbn13

9780170427371


Book Description

MGMT4 (PDF); is the fourth Asia–Pacific edition of this superior strategy to instructing and studying the rules of administration. Brief but full protection of the topic; strengthened by a collection of on-line studying instruments and instructing materials equips instructors and college students with the sources required to efficiently tackle an introductory administration course. This extremely participating and visible useful resource is now out there on the MindTap eLearning platform; permitting for complete supply each on-line and in-class. With the Cengage Mobile app; learners can take course supplies with them – anyplace; anytime.

P.S. Contact us if you would like MGMT4; take a look at Bank or different teacher sources.

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NOTE: This product solely contains the ebook; MGMT4 in PDF. No access codes or examine instruments are included.

 

 

 

Table of contents


Table of contents :
Title Page
Imprint Page
Brief Contents
Contents
Guide to the text
Guide to the online resources
Part One: Introducion to management
Chapter 1:
Management
Management is …
Management functions
Planning
Organising
Leading
Controlling
Kinds of managers
Top managers
Middle managers
First-line managers
Team leaders
Managerial roles
Interpersonal roles
Informational roles
Decisional roles
What companies look for in managers
Mistakes managers make
The transition to management: the first year
Competitive advantage through people
Chapter 2:
History of management
The origins of management
Management ideas and practice throughout history
Why we need managers today
Scientific management
Father of scientific management: Frederick W. Taylor
Motion studies: Frank and Lillian Gilbreth
Charts: Henry Gantt
Bureaucratic and administrative management
Bureaucratic management: Max Weber
Administrative management: Henri Fayol
Human relations management
Constructive conflict: Mary Parker Follett
Hawthorne Studies: Elton Mayo
Cooperation and acceptance of authority: Chester Barnard
Operations, information, systems and contingency management
Operations management
Information management
Systems management
Contingency management
Chapter 3:
Organisational environments and cultures
Changing environments
Environmental change
Environmental complexity
Resource scarcity
Environmental uncertainty
General environment
Economy
Technological component
Sociocultural component
Political/legal component
Specific environment
Customer component
Competitor component
Supplier component
Industry regulation component
Advocacy groups
Making sense of changing environments
Environmental scanning
Interpreting environmental factors
Acting on threats and opportunities
Organisational cultures: creation, success and change
Creation and maintenance of organisational cultures
Successful organisational cultures
Changing organisational cultures
Chapter 4:
Ethics and social responsibility
Workplace deviance
Regulators and regulations
Who, what and why?
Determining the punishment
Influences on ethical decision making
Ethical intensity of the decision
Moral development
Principles of ethical decision making
Practical steps to ethical decision making
Selecting and hiring ethical employees
Codes of ethics
Ethics training
Ethical climate
To whom are organisations socially responsible?
For what are organisations socially responsible?
Responses to demands for social responsibility
Social responsibility and economic performance
Part Two: Planning
Chapter 5:
Planning and decision making
Benefits and pitfalls of planning
Benefits of planning
Planning pitfalls
How to make a plan that works
Setting goals
Developing commitment to goals
Developing effective action plans
Tracking progress
Maintaining flexibility
Planning from top to bottom
Starting at the top
Bending in the middle
Finishing at the bottom
Steps and limits to rational decision making
Define the problem
Identify decision criteria
Weight the criteria
Generate alternative courses of action
Evaluate each alternative
Compute the optimal decision
Limits to rational decision making
Using groups to improve decision making
Advantages and pitfalls of group decision making
Structured conflict
Nominal group technique
Delphi technique
Electronic brainstorming
Chapter 6:
Organisational strategy
What is strategy?
Sustainable competitive advantage
Strategy-making process
Assessing the need for strategic change
Situational analysis
Choosing strategic alternatives
Corporate-level strategies
Portfolio strategy
Grand strategy
Industry-level strategies
Positioning strategies
Adaptive strategies
Five industry forces
Firm-level strategies
Direct competition
Strategic moves of direct competition
Chapter 7:
Innovation and change
The difference between change and innovation
Why innovation matters
Technology cycles
Innovation streams
Managing innovation
Managing sources of innovation
Experiential approach: managing innovation during discontinuous change
Compression approach: managing innovation during incremental change
Organisational decline: the risk of not changing
Managing change
Managing resistance to change
What not to do when leading change
Change tools and techniques
Chapter 8:
Global management
Global business, trade rules and trade agreements
The impact of global business
Trade agreements
Consumers, trade barriers and trade agreements
Consistency or adaptation?
Forms of global business
Exporting
Cooperative contracts
Strategic alliances
Wholly owned affiliates (build or buy)
Global new ventures
Finding the best business climate
Growing markets
Choosing an office or manufacturing location
Minimising political risk
Becoming aware of cultural differences
Preparing for an international assignment
Language and cross-cultural training
Spouse, family and dual-career issues
Part Three: Organising
Chapter 9:
Designing adaptive organisations
Departmentalisation
Functional departmentalisation
Product departmentalisation
Customer departmentalisation
Geographic departmentalisation
Matrix departmentalisation
Organisational authority
Chain of command
Line versus staff authority
Delegation of authority
Degree of centralisation
Job design
Job specialisation
Job rotation, enlargement and enrichment
Job characteristics model
Intra-organisational processes
Reengineering
Empowerment
Inter-organisational processes
Modular organisations
Virtual organisations
Chapter 10:
Managing teams
The good and bad of using teams
The advantages of teams
The disadvantages of teams
When to use teams
Kinds of teams
Autonomy – the key dimension
Special kinds of teams
Work team characteristics
Team norms
Team cohesiveness
Team size
Team conflict
Stages of team development
Enhancing work team effectiveness
Setting team goals and priorities
Selecting people for teamwork
Team training
Team compensation and recognition
Chapter 11:
Managing people: human resource management
Employment legislation
Employment laws
Employment discrimination
Recruiting
Job analysis and recruiting
Internal recruiting
External recruiting
Selection
Application forms and résumés
References and background checks
Selection tests
Interviews
Training
Determining training needs
Training methods
Evaluating training
Performance appraisal
Accurately measuring job performance
Sharing performance feedback
Compensation and remuneration
Compensation decisions
Terminating employees
Downsizing
Retirement
Employee turnover
Anti-discrimination legislation and diversity
Age discrimination
Disability discrimination
Racial discrimination
Sex discrimination
Sexual orientation discrimination
Workplace bullying
Diversity makes good business sense
Surface-level diversity
Deep-level diversity
Managing diversity
Diversity paradigms
Diversity principles
Part Four: Leading
Chapter 12:
Motivation
Basics of motivation
Effort and performance
Need satisfaction
Extrinsic and intrinsic rewards
Motivating with the basics
Equity theory
Components of equity theory
How people react to perceived inequity
Motivating with equity theory
Expectancy theory
Components of expectancy theory
Motivating with expectancy theory
Reinforcement theory
Components of reinforcement theory
Schedules for delivering reinforcement
Motivating with reinforcement theory
Goal-setting theory
Components of goal-setting theory
Motivating with goal-setting theory
Motivating with the integrated model
Chapter 13:
Leadership
Leaders versus managers
Who leaders are and what leaders do
Leadership traits
Leadership behaviour
Putting leaders in the right situation: Fiedler’s contingency theory
Leadership style: least-preferred co-worker
Situational favourableness
Matching leadership styles to situations
Adapting leader behaviour: path–goal theory
Leadership styles
Subordinate and environmental contingencies
Outcomes
Adapting leader behaviour: normative decision theory
Decision styles
Decision quality and acceptance
Problem: change to casual wear?
Visionary leadership
Charismatic leadership
Transformational leadership
Chapter 14:
Managing communication
Perception and communication problems
Basic perception process
Perception problems
Perceptions of others
Self-perception
Kinds of communication
The communication process
Formal communication channels
Informal communication channels
Coaching and counselling: one-on-one communication
Non-verbal communication
Managing one-on-one communication
Choosing the right communication medium
Listening
Giving feedback
Managing organisation-wide communication
Improving transmission: getting the message out
Improving reception: hearing what others feel and think
Part Five: Controlling
Chapter 15:
Control
The control process
Standards
Comparison to standards
Corrective action
Dynamic, cybernetic process
Feedback, concurrent and feed-forward control
Control isn’t always worthwhile or possible
Control methods
Bureaucratic control
Objective control
Normative control
Concertive control
Self-control
What to control
The balanced scorecard
The financial perspective: controlling budgets, cash flows and economic value added
The customer perspective: controlling customer defections
The internal perspective: controlling quality
The innovation and learning perspective: controlling waste and pollution
Chapter 16:
Managing information
Strategic importance of information
First-mover advantage
Sustaining a competitive advantage
Characteristics and costs of useful information
Accurate information
Complete information
Relevant information
Timely information
Acquisition costs
Processing costs
Storage costs
Retrieval costs
Communication costs
Capturing, processing and protecting information
Capturing information
Processing information
Protecting information
Accessing and sharing information and knowledge
Internal access and sharing
External access and sharing
Sharing knowledge and expertise
Chapter 17:
Managing service and manufacturing operations
Productivity
Why productivity matters
Kinds of productivity
Quality
Quality-related characteristics for products and services
ISO 9000 and 14000
Baldrige National Quality Award and the Australian Business Excellence Framework
Total quality management
Service operations
The service-profit chain
Service recovery and empowerment
Manufacturing operations
Amount of processing in manufacturing operations
Flexibility of manufacturing operations
Inventory
Types of inventory
Measuring inventory
Costs of maintaining an inventory
Managing inventory
Endnotes
Index
Tear-Out Cards

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