M: Management, 7th Edition
- Length: 416 pages
- Edition: 7
- Language: English
- Publisher: McGraw-Hill Education
- Publication Date: 2021-02-09
- ISBN-10: 1260735184
- ISBN-13: 9781260735185
- Sales Rank: #665708 (See Top 100 Books)
M: Management, 7th Edition is designed for today’s student who craves accelerated learning: reader-friendly, highly visual, and digestible. This affordable magazine format captures student’s attention with real-world examples of familiar companies, inspiring green initiatives, and career-oriented tips to help students progress in their careers. Connect® provides a wide variety of auto-graded learning resources that enhance your students’ higher-order thinking and workplace competency skills.
The 7th edition continues to evolve, featuring news-making business leaders and compelling company examples through which students learn how to apply management concepts and best practices.
Cover Title Copyright Page Contents part one: Introduction 1 Managing in a Global World 1 | THE FOUR FUNCTIONS OF MANAGEMENT 1.1 | Planning Helps You Deliver Value 1.2 | Organizing Resources Achieves Goals 1.3 | Leading Mobilizes Your People 1.4 | Controlling Means Learning and Changing 1.5 | Managing Requires All Four Functions 2 | FOUR DIFFERENT LEVELS OF MANAGERS 2.1 | Top Managers Strategize and Lead 2.2 | Middle Managers Bring Strategies to Life 2.3 | Frontline Managers Are the Vital Link to Employees 2.4 | Team Leaders Facilitate Team Effectiveness 2.5 | Three Roles That All Managers Perform 3 | MANAGERS NEED THREE BROAD SKILLS 3.1 | Technical Skills 3.2 | Conceptual and Decision Skills 3.3 | Interpersonal and Communication Skills 4 | MAJOR CHALLENGES FACING MANAGERS 4.1 | Business Operates on a Global Scale 4.2 | Technology Is Advancing Continuously 4.3 | Knowledge Needs Managing 4.4 | Collaboration Boosts Performance 4.5 | Diversity Needs to Be Leveraged 5 | SOURCES OF COMPETITIVE ADVANTAGE 5.1 | Innovation Keeps You Ahead of Competitors 5.2 | Quality Must Improve Continually 5.3 | Services Must Meet Customers’ Changing Needs 5.4 | Do It Better and Faster 5.5 | Low Costs Help Increase Your Sales 5.6 | Sustainability 5.7 | The Best Managers Deliver All Six Advantages Take Charge of Your Career: Study abroad while you can REI’s Stewardship Strategy 2 The Evolution of Management 1 | ORIGINS OF MANAGEMENT 1.1 | The Evolution of Management 2 | CLASSICAL APPROACHES 2.1 | Systematic Management 2.2 | Scientific Management 2.3 | Bureaucracy 2.4 | Administrative Management 2.5 | Human Relations 3 | CONTEMPORARY APPROACHES 3.1 | Sociotechnical Systems Theory 3.2 | Quantitative Management 3.3 | Organizational Behavior 3.4 | Systems Theory 4 | MODERN CONTRIBUTORS 4.1 | An Eye on the Future Take Charge of Your Career: Use history to your advantage Companies Embrace Green Power 3 The Organizational Environment and Culture 1 | THE MACRO-ENVIRONMENT 1.1 | Laws and Regulations Protect and Restrain Organizations 1.2 | The Economy Affects Managers and Organizations 1.3 | Technology Is Changing Every Business Function 1.4 | Demographics Describe Your Employees and Customers 1.5 | Social Values Shape Attitudes Toward Your Company and Its Products 2 | THE COMPETITIVE ENVIRONMENT 2.1 | Rivals Can Be Domestic or Global 2.2 | New Entrants Appear When Barriers to Entry Are Low 2.3 | Customers Determine Your Success 2.4 | Competitors’ Products Can Complement or Substitute for Yours 2.5 | Suppliers Provide Your Resources 3 | KEEPING UP WITH CHANGES IN THE ENVIRONMENT 3.1 | Environmental Scanning Keeps You Aware 3.2 | Developing Scenarios Helps You Think About the Future 3.3 | Forecasting Predicts Your Future Environment 3.4 | Benchmarking Helps You Become Best in Class 4 | RESPONDING TO THE ENVIRONMENT 4.1 | Adapt to the External Environment 4.2 | Influence Your Environment 4.3 | Change the Boundaries of the Environment 4.4 | Three Criteria Help You Choose the Best Approach 5 | YOUR ORGANIZATION’S INTERNAL ENVIRONMENT AND CULTURE 5.1 | What Is Organizational Culture? 5.2 | Companies Give Clues About Their Culture 5.3 | Four Types of Organizational Cultures 5.4 | Managers Can Leverage Culture to Meet External Challenges Take Charge of Your Career: Assess the organizational culture—and yourself Water for People part two: Planning 4 Ethics and Corporate Responsibility It’s a Big Issue It’s a Personal Issue 1 | YOUR PERSPECTIVES SHAPE YOUR ETHICS 1.1 | Universalism 1.2 | Egoism 1.3 | Utilitarianism 1.4 | Relativism 1.5 | Virtue Ethics 2 | BUSINESS ETHICS MATTER 2.1 | Ethical Dilemmas 2.2 | Ethics and the Law 2.3 | The Ethical Climate Influences Employees 2.4 | Danger Signs 3 | MANAGERS SHAPE (UN)ETHICAL BEHAVIOR 3.1 | Ethical Leadership 3.2 | Ethics Codes 3.3 | Ethics Programs 4 | YOU CAN LEARN TO MAKE ETHICAL DECISIONS 4.1 | The Ethical Decision-Making Process 4.2 | Outcomes of Unethical Decisions 4.3 | Ethics Requires Courage 5 | CORPORATE SOCIAL RESPONSIBILITY 5.1 | Levels of Corporate Social Responsibility 5.2 | Do Businesses Really Have a Social Responsibility? 5.3 | You Can Do Good and Do Well 6 | THE NATURAL ENVIRONMENT 6.1 | Economic Activity Has Environmental Consequences 6.2 | Development Can Be Sustainable 6.3 | Some Organizations Set Environmental Agendas Take Charge of Your Career: Want to find an ethical employer? A College Built by and for the Poor 5 Planning and Decision Making 1 | THE PLANNING PROCESS 1.1 | Analyze the Situation 1.2 | Generate Alternative Goals and Plans 1.3 | Evaluate Goals and Plans 1.4 | Select Goals and Plans 1.5 | Implement the Goals and Plans 1.6 | Monitor and Control Performance 2 | LEVELS OF PLANNING 2.1 | Strategic Planning Sets a Long-Term Direction 2.2 | Tactical and Operational Planning Support the Strategy 2.3 | All Levels of Planning Should Be Aligned 3 | STRATEGIC PLANNING PROCESS 3.1 | Establish a Mission, Vision, and Goals 3.2 | Analyze External Opportunities and Threats 3.3 | Analyze Internal Strengths and Weaknesses 3.4 | Conduct a SWOT Analysis and Formulate Strategy 4 | BUSINESS STRATEGY 5 | IMPLEMENT THE STRATEGY 6 | MANAGERIAL DECISION MAKING 6.1 | Identifying and Diagnosing the Problem 6.2 | Generating Alternative Solutions 6.3 | Evaluating Alternatives 6.4 | Making the Choice 6.5 | Implementing the Decision 6.6 | Evaluating the Decision 7 | HUMAN NATURE ERECTS BARRIERS TO GOOD DECISIONS 7.1 | Psychological Biases 7.2 | Time Pressures 7.3 | Social Realities 8 | GROUP PROCESS AFFECTS DECISION QUALITY 8.1 | Groups Can Help 8.2 | Groups Can Hurt 8.3 | Groups Must Be Well Led 8.4 | Groups Can Drive Innovation Take Charge of Your Career: Strategically manage your job search The Green Cities Movement 6 Entrepreneurship 1 | ENTREPRENEURSHIP 1.1 | Why Become an Entrepreneur? 1.2 | What Does It Take to Succeed? 2 | WHAT BUSINESS SHOULD YOU START? 2.1 | The Idea 2.2 | The Opportunity 2.3 | Franchises 2.4 | The Internet 2.5 | Next Frontiers 2.6 | Social Entrepreneurship 2.7 | Side Streets 3 | WHAT DOES IT TAKE, PERSONALLY? 3.1 | Making Good Choices 3.2 | Failure Happens, but You Can Improve the Odds of Success 3.3 | The Role of the Economic Environment 3.4 | Business Incubators 4 | COMMON MANAGEMENT CHALLENGES 4.1 | You Might Not Enjoy It 4.2 | Survival Is Difficult 4.3 | Growth Creates New Challenges 4.4 | It’s Hard to Delegate 4.5 | Poor Controls 4.6 | Misuse of Funds 4.7 | Going Public 4.8 | Mortality 5 | PLANNING AND RESOURCES HELP YOU SUCCEED 5.1 | Planning 5.2 | Nonfinancial Resources 6 | CORPORATE ENTREPRENEURSHIP 6.1 | Build Support for Your Ideas 6.2 | Build Intrapreneurship in Your Organization 6.3 | Managing the Risks 6.4 | An Entrepreneurial Orientation Encourages New Ideas Take Charge of Your Career: You don’t have to wait! You can be an entrepreneur while still in school Ashoka’s Bill Drayton, Pioneering Social Entrepreneur part three: Organizing 7 Organizing for Success 1 | FUNDAMENTALS OF ORGANIZING 1.1 | Differentiation Creates Specialized Jobs 1.2 | Integration Coordinates Employees’ Efforts 2 | THE VERTICAL STRUCTURE 2.1 | Authority Is the Vertical Glue 2.2 | Span of Control and Layers Influence a Manager’s Authority 2.3 | Delegation Is How Managers Use Others’ Talents 2.4 | Decentralizing Spreads Decision-Making Power 3 | THE HORIZONTAL STRUCTURE 3.1 | Functional Organizations Foster Efficient Experts 3.2 | Divisional Organizations Increase Customer Focus 3.3 | Matrix Organizations Try to Be the Best of Both Worlds 3.4 | Network Organizations Are Built on Collaboration 4 | ORGANIZATIONAL INTEGRATION 4.1 | Standardization Coordinates Work Through Rules and Routines 4.2 | Plans Set a Common Direction 4.3 | Mutual Adjustment Allows Flexible Coordination 4.4 | Coordination Requires Communication 5 | ORGANIZATIONAL AGILITY 5.1 | Strategies Promote Organizational Agility 5.2 | Agile Organizations Focus on Customers 5.3 | Technology Can Support Agility Take Charge of Your Career: Land an internship Community Solutions’ Goal to End Homelessness 8 Managing Human Resources 1 | STRATEGIC HUMAN RESOURCES MANAGEMENT 1.1 | HR Planning Involves Three Stages 2 | STAFFING THE ORGANIZATION 2.1 | Recruiting Attracts Good Candidates 3 | SELECTING THE BEST HIRE 3.1 | Selection Methods 3.2 | Reliability and Validity Are Essential 3.3 | Sometimes Employees Must Be Let Go 3.4 | Legal Issues and Equal Employment Opportunity 4 | TRAINING AND DEVELOPMENT 4.1 | Programs Include Four Phases 4.2 | Common Objectives and Topics 5 | PERFORMANCE APPRAISAL 5.1 | What Do You Appraise? 5.2 | Who Should Do the Appraisal? 5.3 | How Do You Give Employees Feedback? 6 | DESIGNING REWARD SYSTEMS 6.1 | Pay Decisions Consider the Company, Position, and Individual 6.2 | Incentive Pay Encourages Employees to Perform 6.3 | Executive Pay Is Controversial 6.4 | Employees Get Benefits, Too 6.5 | Pay and Benefits Must Meet Legal Requirements 6.6 | Employers Must Protect Health and Safety 7 | LABOR RELATIONS 7.1 | What Labor Laws Exist? 7.2 | How Do Employees Form Unions? 7.3 | How Is Collective Bargaining Conducted? 7.4 | What Does the Future Hold? Take Charge of Your Career: Tips for receiving constructive feedback Would You Work for a Social Enterprise? 9 Managing Diversity and Inclusion 1 | DIVERSITY IS DYNAMIC AND EVOLVING 1.1 | Diversity Shaped America’s Past 1.2 | Diversity Is Becoming Even More Important 1.3 | The Future Will Be More Diverse Than Ever 2 | DIVERSITY AND INCLUSION HAVE ADVANTAGES AND CHALLENGES 2.1 | Potential Advantages of Diversity and Inclusion Initiatives 2.2 | Challenges Associated with Managing Diversity 3 | MULTICULTURAL ORGANIZATIONS 4 | ORGANIZATIONS CAN CULTIVATE A DIVERSE WORKFORCE 4.1 | Start by Securing Top Managers’ Commitment 4.2 | Conduct an Organizational Assessment 4.3 | Attract a Diverse Group of Qualified Employees 4.4 | Train Employees to Understand and Work with Diversity 4.5 | Retain Talented Employees 5 | MANAGING GLOBALLY 5.1 | Changes in the Global Workforce 5.2 | Global Managers Need Cross-Cultural Skills 5.3 | National Cultures Shape Values and Business Practices 5.4 | Globalization Brings Complex Ethical Challenges Take Charge of Your Career: Finding a mentor The Greenest Countries and Companies on Earth part four: Leading 10 Leadership 1 | VISION 2 | LEADING AND MANAGING 2.1 | Comparing Leaders and Managers 2.2 | Good Leaders Need Good Followers 3 | POWER AND LEADERSHIP 4 | TRADITIONAL APPROACHES TO UNDERSTANDING LEADERSHIP 4.1 | Certain Traits May Set Leaders Apart 4.2 | Certain Behaviors May Make Leaders Effective 4.3 | The Best Way to Lead Depends on the Situation 5 | CONTEMPORARY PERSPECTIVES ON LEADERSHIP 5.1 | Charismatic Leaders Inspire Their Followers 5.2 | Transformational Leaders Revitalize Organizations 5.3 | Authentic Leadership Adds an Ethical Dimension 6 | YOU CAN LEAD 6.1 | Seek Opportunities to Lead 6.2 | Good Leaders Need Courage Take Charge of Your Career: Hone your leadership skills The B Team Says “Plan A Is No Longer Acceptable” 11 Motivating People 1 | SETTING GOALS 1.1 | Well-Crafted Goals Are Highly Motivating 1.2 | Stretch Goals Help Employees Reach New Heights 1.3 | Goal Setting Needs Careful Managing 1.4 | Set Your Own Goals, Too 2 | REINFORCING PERFORMANCE 2.1 | Behavior Has Consequences 2.2 | Be Careful What You Reinforce 2.3 | Should You Punish Mistakes? 2.4 | Feedback Is Essential Reinforcement 3 | PERFORMANCE-RELATED BELIEFS 3.1 | If You Try Hard, Will You Succeed? 3.2 | If You Succeed, Will You Be Rewarded? 3.3 | All Three Beliefs Must Be High 3.4 | Expectancy Theory Identifies Leverage Points 4 | UNDERSTANDING PEOPLE’S NEEDS 4.1 | Maslow Arranged Needs in a Hierarchy 4.2 | Alderfer Identified Three Work-Related Needs 4.3 | McClelland Said Managers Seek Achievement, Affiliation, and Power 4.4 | Do Need Theories Apply Internationally? 5 | DESIGNING JOBS THAT MOTIVATE 5.1 | Managers Can Make Work More Interesting 5.2 | Herzberg Proposed Two Important Job-Related Factors 5.3 | Hackman and Oldham: Meaning, Responsibility, and Feedback Provide Motivation 5.4 | To Motivate, Empowerment Must Be Done Right 6 | ACHIEVING FAIRNESS 6.1 | People Assess Equity by Making Comparisons 6.2 | People Expect and Strive for Equity 6.3 | Procedures—Not Just Outcomes—Should Be Fair 7 | EMPLOYEE WELL-BEING 7.1 | Companies Are Improving the Quality of Work Life 7.2 | Psychological Contracts Are Understandings of Give-and-Take Take Charge of Your Career: Are you motivated to find a job you love? Stonyfield Organic Motivates Through Its Mission 12 Teamwork 1 | THE CONTRIBUTIONS OF TEAMS 2 | THE NEW TEAM ENVIRONMENT 2.1 | Organizations Have Different Types of Teams 2.2 | Self-Managed Teams Empower Employees 3 | HOW GROUPS BECOME REAL TEAMS 3.1 | Group Activities Shift as the Group Matures 3.2 | Groups Enter Critical Periods 3.3 | Teams Face Challenges 3.4 | Some Groups Develop into Teams 4 | WHY DO GROUPS FAIL? 5 | BUILDING EFFECTIVE TEAMS 5.1 | Effective Teams Focus on Performance 5.2 | Managers Can Motivate Effective Teamwork 5.3 | Effective Teams Have Skilled Members 5.4 | Norms Shape Team Behavior 5.5 | Team Members Must Fill Important Roles 5.6 | Cohesiveness Can Boost Team Performance—Sometimes 5.7 | Managers Can Build Cohesiveness and High-Performance Norms 6 | MANAGING LATERAL RELATIONSHIPS 6.1 | Some Team Members Should Manage Outward 6.2 | Some Relationships Help Teams Coordinate with Others in the Organization 7 | CONFLICT IS INEVITABLE BUT MANAGEABLE 7.1 | Conflicts Arise Both Within and Among Teams 7.2 | Conflict Management Techniques 7.3 | Mediating Can Help Resolve a Conflict 7.4 | Conflict Isn’t Always Face-to-Face Take Charge of Your Career: Build your teamwork skills now Teams Make Social Impact by Design 13 Communicating 1 | INTERPERSONAL COMMUNICATION 1.1 | One-Way Communication Is Common 1.2 | Communication Should Flow in More Than One Direction 2 | WATCH OUT FOR COMMUNICATION PITFALLS 2.1 | Everyone Uses Perceptual and Filtering Processes 2.2 | Mistaken Perceptions Cause Misunderstandings 3 | COMMUNICATIONS FLOW THROUGH DIFFERENT CHANNELS 3.1 | Digital Media Offer Flexible, Efficient Channels 3.2 | Managing the Digital Load 3.3 | The Virtual Office 3.4 | Use “Richer” Media for Complex or Critical Messages 4 | IMPROVING COMMUNICATION SKILLS 4.1 | Senders Can Improve Their Communication Skills 4.2 | Nonverbal Signals Matter, Too 4.3 | Receivers Can Improve Their Listening, Reading, and Observational Skills 5 | ORGANIZATIONAL COMMUNICATION 5.1 | Downward Communication Directs, Motivates, Coaches, and Informs 5.2 | Upward Communication Is Invaluable 5.3 | Horizontal Communication Fosters Collaboration 6 | INFORMAL COMMUNICATION NEEDS ATTENTION 6.1 | Managing Informal Communication 7 | TRANSPARENT INFORMATION FLOW BUILDS TRUST Take Charge of Your Career: Tips for being an effective public speaker Patagonia: Getting the Green Message Out with Social Media part five: Controlling 14 Managerial Control 1 | SPINNING OUT OF CONTROL? 2 | BUREAUCRATIC CONTROL SYSTEMS 2.1 | Control Systems Include These Steps 2.2 | Bureaucratic Control Occurs Before, During, and After Operations 2.3 | Management Audits Control Multiple Systems 2.4 | Sustainability Audits and the Triple Bottom Line 3 | BUDGETARY CONTROLS 3.1 | Fundamental Budgetary Considerations 3.2 | Types of Budgets 3.3 | Activity-Based Costing 4 | FINANCIAL CONTROLS 4.1 | Balance Sheet 4.2 | Profit and Loss Statement 4.3 | Financial Ratios 4.4 | People Are Not Machines 5 | MORE EFFECTIVE CONTROL SYSTEMS 5.1 | Establish Valid Performance Standards 5.2 | Provide Adequate Information 5.3 | Ensure Acceptability Plus Empathy 5.4 | Maintain Open Communication 5.5 | Use Multiple Approaches 6 | THE OTHER CONTROLS: MARKETS AND CLANS 6.1 | Market Controls Let Supply and Demand Determine Prices and Profits 6.2 | Clan Control Relies on Empowerment and Culture Take Charge of Your Career: How to control without being too controlling The Gates Foundation: Do Even Good Intentions Need to Be Controlled? 15 Innovating and Changing 1 | DECIDING TO ADOPT NEW TECHNOLOGY 1.1 | Deciding When to Adopt New Technology 1.2 | Being a Technology Leader 1.3 | Sometimes Innovative Technology Is Disruptive 1.4 | First-Mover Advantages 1.5 | First-Mover Disadvantages 1.6 | Sometimes Following Is the Best Option 1.7 | Measuring Current Technologies 2 | BASE TECHNOLOGY DECISIONS ON RELEVANT CRITERIA 2.1 | Anticipated Market Receptiveness 2.2 | Technological Feasibility 2.3 | Economic Viability 2.4 | Organizational Fit 3 | KNOW WHERE TO GET NEW TECHNOLOGIES 4 | ORGANIZING FOR INNOVATION 4.1 | Who Is Responsible for New Technology Innovations? 4.2 | To Innovate, Unleash Creativity 4.3 | Don’t Let Bureaucracy Squelch Innovation 4.4 | Development Projects Can Drive Innovation 4.5 | Job Design and Human Resources Make Innovation Possible 5 | BECOMING WORLD-CLASS 5.1 | Build Companies for Sustainable, Long-Term Greatness 5.2 | Replace the “Tyranny of the Or” with the “Genius of the And” 5.3 | Don’t Just Change, Develop 5.4 | Certain Management Practices Make Organizations Great 6 | LEADING CHANGE 6.1 | Motivate People to Change 6.2 | A Three-Stage Model Shows Ways to Manage Resistance 6.3 | Certain Strategies Enlist Cooperation 6.4 | Harmonize Multiple Changes 6.5 | Managers Must Lead Change Actively 7 | SHAPING THE FUTURE 7.1 | Create the Future 7.2 | Shape Your Own Future 7.3 | Learn and Lead the Way 7.4 | A Collaborative, Sustainable Future? 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