Fundamentals of management
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| Format: | Elektronisch E-Book |
| Sprache: | English |
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Boston, MA
Cengage Learning
2021
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| Ausgabe: | 10. edition |
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| 100 | 1 | |a Griffin, Ricky W. |d 1950- |e Verfasser |0 (DE-588)128828951 |4 aut | |
| 245 | 1 | 0 | |a Fundamentals of management |c Ricky W. Griffin |
| 250 | |a 10. edition | ||
| 264 | 1 | |a Boston, MA |b Cengage Learning |c 2021 | |
| 300 | |a 1 Online-Ressource (xxiv, 488 Seiten) | ||
| 336 | |b txt |2 rdacontent | ||
| 337 | |b c |2 rdamedia | ||
| 338 | |b cr |2 rdacarrier | ||
| 500 | |a Includes bibliographical references and indexes | ||
| 650 | 7 | |a Betriebswirtschaftslehre |2 stw | |
| 650 | 7 | |a Management |2 stw | |
| 650 | 7 | |a Theorie |2 stw | |
| 650 | 7 | |a USA |2 stw | |
| 650 | 4 | |a Management | |
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| adam_text | IMAGE 1
MVM
PREFACE XVIIIACKNOWLEDGMENTS XXI
CHAPTER 1 UNDERSTANDING THE MANAGER S JOB 1
AN INTRODUCTION TO MANAGEMENT 4 KINDS OF MANAGERS 5 LEVELS OF
MANAGEMENT, 5 * MANAGING IN DIFFERENT AREAS OF THE ORGANIZATION, 6 BASIC
MANAGEMENT FUNCTIONS 7
PLANNING AND DECISION MAKING, 7 * ORGANIZING, 7 * LEADING, 8 *
CONTROLLING, 8 FUNDAMENTAL MANAGEMENT SKILLS 8 TECHNICAL SKILLS, 8 .
INTERPERSONAL SKILLS, 8 * CONCEPTUAL SKILLS, 8 . DIAGNOSTIC SKILLS, 8 *
COMMUNICATION SKILLS, 9 * DECISION-MAKING SKILLS, 9 * TIME MANAGEMENT
SKILLS, 9 THE SCIENCE AND THE ART OF MANAGEMENT 9
THE SCIENCE OF MANAGEMENT, 9 * THE ART OF MANAGEMENT, 10
THE EVOLUTION OF MANAGEMENT 10 THE IMPORTANCE OF THEORY AND HISTORY 10
WHY THEORY?, 10 * WHY HISTORY?, 11 THE HISTORICAL CONTEXT OF MANAGEMENT
11
THE CLASSICAL MANAGEMENT PERSPECTIVE 11 SCIENTIFIC MANAGEMENT, 12 *
ADMINISTRATIVE MANAGEMENT, 13 * THE CLASSICAL MANAGEMENT PERSPECTIVE
TODAY, 13 THE BEHAVIORAL MANAGEMENT PERSPECTIVE 14
THE HAWTHORNE STUDIES, 14 * THE HUMAN RELATIONS MOVEMENT, 15 *
CONTEMPORARY BEHAVIORAL SCIENCE IN MANAGEMENT, 16 * THE BEHAVIORAL
MANAGEMENT PERSPECTIVE TODAY, 17 THE QUANTITATIVE MANAGEMENT PERSPECTIVE
17
MANAGEMENT SCIENCE, 17 * OPERATIONS MANAGEMENT, 17 * THE QUANTITATIVE
MANAGEMENT PERSPECTIVE TODAY, 18
CONTEMPORARY MANAGEMENT PERSPECTIVES 18 THE SYSTEMS PERSPECTIVE 18 THE
CONTINGENCY PERSPECTIVE 20 CONTEMPORARY MANAGEMENT ISSUES AND CHALLENGES
20
CONTEMPORARY APPLIED PERSPECTIVES, 20 * CONTEMPORARY MANAGEMENT
CHALLENGES, 20 MAKE A FEW PILLS AND CALL ME IN 13 YEARS 21 SUMMARY OF
LEARNING OBJECTIVES AND KEY POINTS 24 DISCUSSION QUESTIONS 25 BUILDING
EFFECTIVE TIME MANAGEMENT SKILLS 25 BUILDING EFFECTIVE DECISION-MAKING
SKILLS 26 SKILLS SELF-ASSESSMENT INSTRUMENT 26 EXPERIENTIAL EXERCISE 28
CHAPTER CLOSING CASE 29
YOU MAKE THE CALL: WHAT REED HASTINGS HAS TO SAY FOR HIMSELF 31 ENDNOTES
31
IMAGE 2
VI CONTENTS
CHAPTER 2 THE ENVIRONMENTS OF ORGANIZATIONS AND MANAGERS 34
THE ORGANIZATION S ENVIRONMENTS 36 THE GENERAL ENVIRONMENT 36 THE
ECONOMIC DIMENSION, 36 * THE TECHNOLOGICAL DIMENSION, 37 * THE
POLITICAL-LEGAL DIMENSION, 37 THE TASK ENVIRONMENT 38
COMPETITORS, 38 * CUSTOMERS, 38 * SUPPLIER, 38 * REGULATORS, 38 *
STRATEGIC PARTNERS, 40 THE INTERNAL ENVIRONMENT 40 OWNERS, 40 * BOARD OF
DIRECTORS, 40 * EMPLOYEES, 41 * PHYSICAL WORK ENVIRONMENT, 41
THE ETHICAL AND SOCIAL ENVIRONMENT OF MANAGEMENT 41 INDIVIDUAL ETHICS IN
ORGANIZATIONS 41 MANAGERIAL ETHICS, 42 * MANAGING ETHICAL BEHAVIOR, 43
EMERGING ETHICAL ISSUES 43
ETHICAL LEADERSHIP, 44 * CORPORATE GOVERNANCE, 44 * ETHICS AND
INFORMATION TECHNOLOGY, 44 SOCIAL RESPONSIBILITY IN ORGANIZATIONS 45
ARGUMENTS FOR SOCIAL RESPONSIBILITY, 45 * ARGUMENTS AGAINST SOCIAL
RESPONSIBILITY, 46 MANAGING SOCIAL RESPONSIBILITY 46
FORMAL ORGANIZATIONAL DIMENSIONS, 46 GREENING THE BUSINESS ENVIRONMENT:
HP KEEPS ITSELF IN THE RECYCLING LOOP 47 INFORMAL ORGANIZATIONAL
DIMENSIONS, 48
THE INTERNATIONAL ENVIRONMENT OF MANAGEMENT 49 TRENDS IN INTERNATIONAL
BUSINESS 49 LEVELS OF INTERNATIONAL BUSINESS ACTIVITY 49 EXPORTING AND
IMPORTING, 49 * LICENSING, 50 * STRATEGIC ALLIANCES, 50
* DIRECT INVESTMENT, 51 THE CONTEXT OF INTERNATIONAL BUSINESS 51 THE
CULTURAL ENVIRONMENT, 51 * CONTROLS ON INTERNATIONAL TRADE, 52 *
ECONOMIC COMMUNITIES, 52 * THE ROLE OF THE GATT AND WTO, 53
THE ORGANIZATION S CULTURE 54 THE IMPORTANCE OF ORGANIZATIONAL CULTURE
54 DETERMINANTS OF ORGANIZATIONAL CULTURE 54 MANAGING ORGANIZATIONAL
CULTURE 54
SUMMARY OF LEARNING OBJECTIVES AND KEY POINTS 55 DISCUSSION QUESTIONS 56
BUILDING EFFECTIVE INTERPERSONAL SKILLS 56
BUILDING EFFECTIVE COMMUNICATION SKILLS 57 SKILLS SELF-ASSESSMENT
INSTRUMENT 57 EXPERIENTIAL EXERCISE 58 CHAPTER CLOSING CASE 59 YOU MAKE
THE CALL: IS FAIR TRADE A FAIR TRADE-OFF? 60 ENDNOTES 60
F PARTF2.PIANNING
CHAPTER 3 PLANNING AND STRATEGIC MANAGEMENT 63
PLANNING AND ORGANIZATIONAL GOALS 66 ORGANIZATIONAL GOALS 67 PURPOSES OF
GOALS, 67 * KINDS OF GOALS, 67
IMAGE 3
CONTENTS VII
KINDS OF ORGANIZATIONAL PLANS 68 STRATEGIC PLANS, 68 * TACTICAL PLANS,
68 * OPERATIONAL PLANS, 68
THE NATURE OF STRATEGIC MANAGEMENT 68 THE COMPONENTS OF STRATEGY 68
TYPES OF STRATEGIC ALTERNATIVES 69
USING SWOT ANALYSIS TO FORMULATE STRATEGY 70 EVALUATING AN
ORGANIZATION S STRENGTHS 70 EVALUATING AN ORGANIZATION S WEAKNESSES 71
EVALUATING AN ORGANIZATION S OPPORTUNITIES AND THREATS 71
FORMULATING BUSINESS-LEVEL STRATEGIES 71 PORTER S GENERIC STRATEGIES 71
STRATEGIES BASED ON THE PRODUCT LIFE CYCLE 72
FORMULATING CORPORATE-LEVEL STRATEGIES 73 SINGLE-PRODUCT STRATEGY 74
RELATED DIVERSIFICATION 74 UNRELATED DIVERSIFICATION 75
THE LITTLE-WHITE-LIE STRATEGY 76 MANAGING DIVERSIFICATION, 77 * BCG
MATRIX, 77 GE BUSINESS SCREEN 78
TACTICAL PLANNING 79 DEVELOPING TACTICAL PLANS 79 EXECUTING TACTICAL
PLANS 80
OPERATIONAL PLANNING 80 SINGLE-USE PLANS 81 PROGRAMS, 81 * PROJECTS, 81
STANDING PLANS 81
POLICIES, 82 * STANDARD OPERATING PROCEDURES, 82 * RULES AND
REGULATIONS, 82 CONTINGENCY PLANNING AND CRISIS MANAGEMENT 83
SUMMARY OF LEARNING OBJECTIVES AND KEY POINTS 85 DISCUSSION QUESTIONS 86
BUILDING EFFECTIVE DECISION-MAKING SKILLS 86 BUILDING EFFECTIVE
COMMUNICATION AND INTERPERSONAL SKILLS 87
SKILLS SELF-ASSESSMENT INSTRUMENT 87 EXPERIENTIAL EXERCISE 88 MANAGEMENT
AT WORK 89 YOU MAKE THE CALL: THE HYPE ABOUT HYBRIDS 91
ENDNOTES 91
CHAPTER 4 MANAGING DECISION MAKING 94
THE NATURE OF DECISION MAKING 97 DECISION MAKING DEFINED 97 TYPES OF
DECISIONS 98 DECISION-MAKING CONDITIONS 98
DECISION MAKING UNDER CERTAINTY, 98 * DECISION MAKING UNDER RISK, 98 *
DECISION MAKING UNDER UNCERTAINTY, 100
RATIONAL PERSPECTIVES ON DECISION MAKING 100 THE CLASSICAL MODEL OF
DECISION MAKING 100 STEPS IN RATIONAL DECISION MAKING 101 RECOGNIZING
AND DEFINING THE DECISION SITUATION, 101 * IDENTIFYING ALTERNATIVES, 102
* EVALUATING ALTERNATIVES, 102 * SELECTING THE BEST ALTERNATIVE, 103 *
IMPLEMENTING THE CHOSEN ALTERNATIVE, 104 * FOLLOWING UP AND EVALUATING
THE RESULTS, 104
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VIII CONTENTS
HARD FACTS AND HALF-TRUTHS 105
BEHAVIORAL ASPECTS OF DECISION MAKING 106 THE ADMINISTRATIVE MODEL 106
POLITICAL FORCES IN DECISION MAKING 107 INTUITION AND ESCALATION OF
COMMITMENT 108
INTUITION, 108 * ESCALATION OF COMMITMENT, 108 RISK PROPENSITY AND
DECISION MAKING 109 ETHICS AND DECISION MAKING 110
GROUP AND TEAM DECISION MAKING IN ORGANIZATIONS 110 FORMS OF GROUP AND
TEAM DECISION MAKING 110 INTERACTING GROUPS OR TEAMS, 110 * DELPHI
GROUPS, 110 * NOMINAL GROUPS, 111 ADVANTAGES OF GROUP AND TEAM DECISION
MAKING 111 DISADVANTAGES OF GROUP AND TEAM DECISION MAKING 112 MANAGING
GROUP AND TEAM DECISION-MAKING PROCESSES 112
SUMMARY OF LEARNING OBJECTIVES AND KEY POINTS 113 DISCUSSION QUESTIONS
113 BUILDING EFFECTIVE CONCEPTUAL SKILLS 114 BUILDING EFFECTIVE
TECHNICAL SKILLS 114 SKILLS SELF-ASSESSMENT 115 EXPERIENTIAL EXERCISE
115 MANAGEMENT AT WORK 116 YOU MAKE THE CALL: CITI ODS ON CDOS 118
ENDNOTES 118
CHAPTER 5
ENTREPRENEURSHIP AND NEW VENTURE MANAGEMENT 121
THE NATURE OF ENTREPRENEURSHIP 124 THE ROLE OF ENTREPRENEURSHIP IN
SOCIETY 124 JOB CREATION 125 INNOVATION 127
IMPORTANCE TO BIG BUSINESS 127 THE INVISIBIB WOMAN 128
STRATEGY FOR ENTREPRENEURIAL ORGANIZATIONS 129 CHOOSING AN INDUSTRY 129
SERVICES, 129 * RETAILING, 130 * CONSTRUCTION, 130 * FINANCE AND
INSURANCE, 131 * WHOLESALING, 131 * TRANSPORTATION, 131 * MANUFACTURING,
132 EMPHASIZING DISTINCTIVE COMPETENCIES 133
IDENTIFYING NICHES IN ESTABLISHED MARKETS, 133 * IDENTIFYING NEW
MARKETS, 134 * FIRST-MOVER ADVANTAGES, 134 WRITING A BUSINESS PLAN 134
ENTREPRENEURSHIP AND INTERNATIONAL MANAGEMENT 135
STRUCTURE OF ENTREPRENEURIAL ORGANIZATIONS 135 STARTING THE NEW BUSINESS
136 BUYING AN EXISTING BUSINESS, 136 * STARTING FROM SCRATCH, 136
FINANCING THE NEW BUSINESS 137
PERSONAL RESOURCES, 137 * STRATEGIC ALLIANCES, 137 * LENDERS, 137 *
VENTURE CAPITAL COMPANIES, 138 * SMALL-BUSINESS INVESTMENT COMPANIES,
138 * SBA FINANCIAL PROGRAMS, 138 SOURCES OF MANAGEMENT ADVICE 139
ADVISORY BOARDS, 139 * MANAGEMENT CONSULTANTS, 139 * THE SMALL BUSINESS
ADMINISTRATION, 139 * NETWORKING 140 FRANCHISING 140
IMAGE 5
CONTENTS IX
THE PERFORMANCE OF ENTREPRENEURIAL ORGANIZATIONS 141 TRENDS IN
SMALL-BUSINESS START-UPS 142 EMERGENCE OF E-COMMERCE, 142 * CROSSOVERS
FROM BIG BUSINESS, 143 * OPPORTUNITIES FOR MINORITIES AND WOMEN, 143 *
BETTER SURVIVAL RATES, 144
REASONS FOR FAILURE 144 REASONS FOR SUCCESS 144
SUMMARY OF LEARNING OBJECTIVES AND KEY POINTS 145 DISCUSSION QUESTIONS
145 BUILDING EFFECTIVE DIAGNOSTIC SKILLS 146 BUILDING EFFECTIVE
CONCEPTUAL SKILLS 146
SKILLS SELF-ASSESSMENT INSTRUMENT 147 EXPERIENTIAL EXERCISE 148
MANAGEMENT AT WORK 148 YOU MAKE THE CALL: THE CREATIVE IMPRINT AT
BIGFOOT 150 ENDNOTES 150
CHAPTER 6 ORGANIZATION STRUCTURE AND DESIGN 152
THE BASIC ELEMENTS OF ORGANIZING 155 JOB SPECIALIZATION 155 BENEFITS AND
LIMITATIONS OF SPECIALIZATION, 155 * ALTERNATIVES TO SPECIALIZATION, 155
GROUPING JOBS: DEPARTMENTALIZATION 158
FUNCTIONAL DEPARTMENTALIZATION, 158 * PRODUCT DEPARTMENTALIZATION, 158 *
CUSTOMER DEPARTMENTALIZATION, 158 * LOCATION DEPARTMENTALIZATION, 159
ESTABLISHING REPORTING RELATIONSHIPS 159 CHAIN OF COMMAND, 159 * SPAN OF
MANAGEMENT, 159 * TALL VERSUS FLAT
ORGANIZATIONS, 159 DISTRIBUTING AUTHORITY 160 THE DELEGATION PROCESS,
160 * DECENTRALIZATION AND CENTRALIZATION, 160
A PANEL OF YOUR PEERS 161
COORDINATING ACTIVITIES 162 THE NEED FOR COORDINATION, 162 * STRUCTURAL
COORDINATION TECHNIQUES, 163 * ELECTRONIC COORDINATION, 164 THE
BUREAUCRATIC MODEL OF ORGANIZATION DESIGN 164
SITUATIONAL INFLUENCES ON ORGANIZATION DESIGN 165 CORE TECHNOLOGY 165
ENVIRONMENT 167 ORGANIZATIONAL SIZE AND LIFE CYCLE 167
BASIC FORMS OF ORGANIZATION DESIGN 168 FUNCTIONAL (U-FORM) DESIGN 169
CONGLOMERATE (H-FORM) DESIGN 169 DIVISIONAL (M-FORM) DESIGN 170 MATRIX
DESIGN 171 HYBRID DESIGNS 173
EMERGING ISSUES IN ORGANIZATION DESIGN 173 THE TEAM ORGANIZATION 173 THE
VIRTUAL ORGANIZATION 174 THE LEARNING ORGANIZATION 174 SUMMARY OF
LEARNING OBJECTIVES AND KEY POINTS 175 DISCUSSION QUESTIONS 175
IMAGE 6
X CONTENTS
BUILDING EFFECTIVE CONCEPTUAL SKILLS 176 BUILDING EFFECTIVE DIAGNOSTIC
SKILLS 176 SKILLS SELF-ASSESSMENT INSTRUMENT 177 EXPERIENTIAL EXERCISE
178 MANAGEMENT AT WORK 179 YOU MAKE THE CALL: DELAYERING AS A DEFENSE
MECHANISM 181 ENDNOTES 181
CHAPTER 7 ORGANIZATION CHANGE AND INNOVATION 183
THE NATURE OF ORGANIZATION CHANGE 186 FORCES FOR CHANGE 186 EXTERNAL
FORCES, 186 * INTERNAL FORCES, 187 PLANNED VERSUS REACTIVE CHANGE 187
MANAGING CHANGE IN ORGANIZATIONS 187 STEPS IN THE CHANGE PROCESS 187 THE
LEWIN MODEL, 188 * A COMPREHENSIVE APPROACH TO CHANGE, 188 UNDERSTANDING
RESISTANCE TO CHANGE 189
UNCERTAINTY, 189 * THREATENED SELF-INTERESTS, 190 * DIFFERENT
PERCEPTIONS, 190 * FEELINGS OF LOSS, 190 OVERCOMING RESISTANCE TO CHANGE
190 PARTICIPATION, 190 * EDUCATION AND COMMUNICATION, 190 *
FACILITATION, 190
* FORCE-FIELD ANALYSIS, 191
AREAS OF ORGANIZATION CHANGE 191 CHANGING ORGANIZATION STRUCTURE AND
DESIGN 191 CHANGING TECHNOLOGY AND OPERATIONS 192 CHANGING PEOPLE,
ATTITUDES, AND BEHAVIORS 194 CHANGING BUSINESS PROCESSES 194
TO OFFSHORE OR NOT TO OFFSHORE 195 THE NEED FOR BUSINESS PROCESS CHANGE,
196 * APPROACHES TO BUSINESS PROCESS CHANGE, 196 ORGANIZATION
DEVELOPMENT 197 OD ASSUMPTIONS, 197 * OD TECHNIQUES, 197 * THE
EFFECTIVENESS OFOD, 198
ORGANIZATIONAL INNOVATION 198 THE INNOVATION PROCESS 199 INNOVATION
DEVELOPMENT, 199 * INNOVATION APPLICATION, 199 * APPLICATION LAUNCH, 199
* APPLICATION GROWTH, 200 * INNOVATION MATURITY, 200 * INNOVATION
DECLINE, 200 FORMS OF INNOVATION 200 RADICAL VERSUS INCREMENTAL
INNOVATIONS, 200 . TECHNICAL VERSUS MANAGERIAL
INNOVATIONS, 201 * PRODUCT VERSUS PROCESS INNOVATIONS, 201 THE FAILURE
TO INNOVATE 202 LACK OF RESOURCES, 202 * FAILURE TO RECOGNIZE
OPPORTUNITIES, 202 * RESISTANCE TO CHANGE, 202 * PROMOTING INNOVATION IN
ORGANIZATIONS, 202 * THE REWARD
SYSTEM, 202 * ORGANIZATION CULTURE, 203 * INTRAPRENEURSHIP IN LARGER
ORGANIZATIONS, 203
SUMMARY OF LEARNING OBJECTIVES AND KEY POINTS 204 DISCUSSION QUESTIONS
205 BUILDING EFFECTIVE DECISION-MAKING SKILLS 205 BUILDING EFFECTIVE
DIAGNOSTIC SKILLS 206 SKILLS SELF-ASSESSMENT INSTRUMENT 207 EXPERIENTIAL
EXERCISE 208 MANAGEMENT AT WORK 208 YOU MAKE THE CALL: THE SCIENCE OF
THE DEAL 210 ENDNOTES 211
IMAGE 7
CONTENTS XI
CHAPTER 8 MANAGING HUMAN RESOURCES IN ORGANIZATIONS 213
THE ENVIRONMENTAL CONTEXT OF HRM 215 THE STRATEGIC IMPORTANCE OF HRM 215
THE LEGAL ENVIRONMENT OF HRM 216 EQUAL EMPLOYMENT OPPORTUNITY TITLE VII
OF THE CIVIL RIGHTS ACT OF 1964, 216
* COMPENSATION AND BENEFITS, 218 LABOR RELATIONS 218 HEALTH AND SAFETY,
218 * EMERGING LEGAL ISSUES, 219
ATTRACTING HUMAN RESOURCES 219 HUMAN RESOURCE PLANNING 219 JOB ANALYSIS,
219 * FORECASTING HUMAN RESOURCE DEMAND AND SUPPLY, 219
POWER PLAYS IN THE WORKPLACE 220 MATCHING HUMAN RESOURCE SUPPLY AND
DEMAND, 222 RECRUITING HUMAN RESOURCES 222 SELECTING HUMAN RESOURCES 223
APPLICATION BLANKS, 223 * TESTS, 223 * INTERVIEWS, 223 * ASSESSMENT
CENTERS, 224 * OTHER TECHNIQUES, 224
DEVELOPING HUMAN RESOURCES 224 TRAINING AND DEVELOPMENT 224 ASSESSING
TRAINING NEEDS, 224 * COMMON TRAINING METHODS, 225 * EVALUATION OF
TRAINING, 225
PERFORMANCE APPRAISAL 225 COMMON APPRAISAL METHODS, 226 * ERRORS IN
PERFORMANCE APPRAISAL, 227 PERFORMANCE FEEDBACK 228
MAINTAINING HUMAN RESOURCES 229 DETERMINING COMPENSATION 229 WAGE-LEVEL
DECISION, 229 * WAGE STRUCTURE DECISION, 230 * INDIVIDUAL WAGE
DECISIONS, 230 DETERMINING BENEFITS 231
MANAGING WORKFORCE DIVERSITY 231 THE MEANING OF DIVERSITY 231 THE IMPACT
OF DIVERSITY 231 DIVERSITY AS A COMPETITIVE ADVANTAGE, 232 * DIVERSITY
AS A SOURCE OF CONFLICT, 232
MANAGING DIVERSITY IN ORGANIZATIONS 232 INDIVIDUAL STRATEGIES, 232 *
ORGANIZATIONAL APPROACHES, 233
MANAGING LABOR RELATIONS 233* HOW EMPLOYEES FORM UNIONS 234 COLLECTIVE
BARGAINING 234
NEW CHALLENGES IN THE CHANGING WORKPLACE 236 MANAGING KNOWLEDGE WORKERS
236 THE NATURE OF KNOWLEDGE WORK, 236 * KNOWLEDGE WORKER MANAGEMENT AND
LABOR MARKETS, 237
CONTINGENT AND TEMPORARY WORKERS 237 TRENDS IN CONTINGENT AND TEMPORARY
EMPLOYMENT, 237 * MANAGING CONTINGENT AND TEMPORARY WORKERS, 237
SUMMARY OF LEARNING OBJECTIVES AND KEY POINTS 238 DISCUSSION QUESTIONS
239 BUILDING EFFECTIVE DECISION-MAKING SKILLS 240 BUILDING EFFECTIVE
TECHNICAL SKILLS 241
SKILLS SELF-ASSESSMENT INSTRUMENT 241
IMAGE 8
XII CONTENTS
EXPERIENTIAL EXERCISE 242 MANAGEMENT AT WORK 243 YOU MAKE THE CALL: NO
COMPANY FOR OLD-FASHIONED MANAGEMENT 245 ENDNOTES 245
JPARTT4LLIICJIN :
CHAPTER 9 BASIC ELEMENTS OF INDIVIDUAL BEHAVIOR IN ORGANIZATIONS 247
UNDERSTANDING INDIVIDUALS IN ORGANIZATIONS 250 THE PSYCHOLOGICAL
CONTRACT 250 THE PERSON-JOB FIT 251 THE NATURE OF INDIVIDUAL DIFFERENCES
251
PERSONALITY AND INDIVIDUAL BEHAVIOR 252 THE BIG FIVE PERSONALITY
TRAITS 252 THE MYERS-BRIGGS FRAMEWORK 254 OTHER PERSONALITY TRAITS AT
WORK 254 EMOTIONAL INTELLIGENCE 256
ATTITUDES AND INDIVIDUAL BEHAVIOR 256 WORK-RELATED ATTITUDES 257 JOB
SATISFACTION OR DISSATISFACTION, 257 * ORGANIZATIONAL COMMITMENT, 258
AFFECT AND MOOD IN ORGANIZATIONS 258
PERCEPTION AND INDIVIDUAL BEHAVIOR 259 BASIC PERCEPTUAL PROCESSES 259
SELECTIVE PERCEPTION, 259 * STEREOTYPING, 260 PERCEPTION AND ATTRIBUTION
260
STRESS AND INDIVIDUAL BEHAVIOR 260 CAUSES AND CONSEQUENCES OF STRESS 262
CAUSES OF STRESS, 262 * CONSEQUENCES OF STRESS, 263 MANAGING STRESS 263
THE BOSS IN INDIAN BPO 264
CREATIVITY IN ORGANIZATIONS 266 THE CREATIVE INDIVIDUAL 266 BACKGROUND
EXPERIENCES AND CREATIVITY, 266 * PERSONAL TRAITS AND CREATIVITY, 266 *
COGNITIVE ABILITIES AND CREATIVITY, 266 THE CREATIVE PROCESS 266
PREPARATION, 267 * INCUBATION, 267 * INSIGHT, 267 * VERIFICATION, 267
ENHANCING CREATIVITY IN ORGANIZATIONS 268
TYPES OF WORKPLACE BEHAVIOR 268 PERFORMANCE BEHAVIORS 268 WITHDRAWAL
BEHAVIORS 269 ORGANIZATIONAL CITIZENSHIP 269 DYSFUNCTIONAL BEHAVIORS 270
SUMMARY OF LEARNING OBJECTIVES AND KEY POINTS 270 DISCUSSION QUESTIONS
271 BUILDING EFFECTIVE INTERPERSONAL SKILLS 272
BUILDING EFFECTIVE TIME MANAGEMENT SKILLS 272 SKILLS SELF-ASSESSMENT
INSTRUMENT 273 EXPERIENTIAL EXERCISE 273 MANAGEMENT AT WORK 274 YOU MAKE
THE CALL: THE PSYCHOPATH IN THE EXECUTIVE SUITE 275
ENDNOTES 276
IMAGE 9
CONTENTS XLII
CHAPTER 10 MANAGING EMPLOYEE MOTIVATION AND PERFORMANCE 279
THE NATURE OF MOTIVATION 281 CONTENT PERSPECTIVES ON MOTIVATION 282 THE
NEEDS HIERARCHY APPROACH 282 THE TWO-FACTOR THEORY 284
INDIVIDUAL HUMAN NEEDS 285 PROCESS PERSPECTIVES ON MOTIVATION 286
EXPECTANCY THEORY 286 EFFORT-TO-PERFORMANCE EXPECTANCY, 286 *
PERFORMANCE-TO-OUTCOME EXPECTANCY, 287
* OUTCOMES AND VALENCES, 287 * THE PORTER-LAWLER EXTENSION, 288 EQUITY
THEORY 289 GOAL-SETTING THEORY 289 GOAL DIFFICULTY, 290 * GOAL
SPECIFICITY, 290 REINFORCEMENT PERSPECTIVES ON MOTIVATION 291
KINDS OF REINFORCEMENT IN ORGANIZATIONS 291 PROVIDING REINFORCEMENT IN
ORGANIZATIONS 292 POPULAR MOTIVATIONAL STRATEGIES 292 EMPOWERMENT AND
PARTICIPATION 293
ALTERNATIVE FORMS OF WORK ARRANGEMENTS 293 VARIABLE-WORK SCHEDULES, 293
* FLEXIBLE-WORK SCHEDULES, 294 * JOB SHARING, 294 * TELECOMMUTING, 294
USING REWARD SYSTEMS TO MOTIVATE PERFORMANCE 294
THE NETAPP APPROACH TO NET JOBS 295 MERIT REWARD SYSTEMS 296 INCENTIVE
REWARD SYSTEMS 296 INCENTIVE PAY PLANS, 296 * OTHER FORMS OF INCENTIVE,
297
TEAM AND GROUP INCENTIVE REWARD SYSTEMS 298 COMMON TEAM AND GROUP REWARD
SYSTEMS 298 OTHER TYPES OF TEAM AND GROUP REWARDS, 298
EXECUTIVE COMPENSATION 299 STANDARD FORMS OF EXECUTIVE COMPENSATION, 299
* SPECIAL FORMS OF EXECUTIVE COMPENSATION, 299 * CRITICISMS OF EXECUTIVE
COMPENSATION, 300
NEW APPROACHES TO PERFORMANCE-BASED REWARDS 301 SUMMARY OF LEARNING
OBJECTIVES AND KEY POINTS 301 DISCUSSION QUESTIONS 302 BUILDING
EFFECTIVE INTERPERSONAL AND COMMUNICATION SKILLS 303
BUILDING EFFECTIVE DECISION-MAKING SKILLS 303 SKILLS SELF-ASSESSMENT
INSTRUMENT 304 EXPERIENTIAL EXERCISE 304 MANAGEMENT AT WORK 307 YOU MAKE
THE CALL: ARE YOU HAPPILY PRODUCTIVE OR PRODUCTIVELY HAPPY? 308
ENDNOTES 309
CHAPTER 11 LEADERSHIP AND INFLUENCE PROCESSES 311
THE NATURE OF LEADERSHIP 314 THE MEANING OF LEADERSHIP 314 LEADERSHIP
AND MANAGEMENT 314 LEADERSHIP AND POWER 314
LEGITIMATE POWER, 315 * REWARD POWER, 315 * COERCIVE POWER, 316 *
REFERENT POWER, 316 * EXPERT POWER, 316
GENERIC APPROACHES TO LEADERSHIP 317 LEADERSHIP TRAITS 317
IMAGE 10
XIV CONTENTS
LEADERSHIP BEHAVIORS 317 MICHIGAN STUDIES, 317 * OHIO STATE STUDIES, 318
* MANAGERIAL GRID, 318
SITUATIONAL APPROACHES TO LEADERSHIP 320
TIPS FOR TOUGH TIMES 320
LPC THEORY 321 FAVORABLENESS OF THE SITUATION, 321 * FAVORABLENESS AND
LEADER STYLE, 322 * FLEXIBILITY OF LEADER STYLE, 323
PATH-GOAL THEORY 323 LEADER BEHAVIOR, 323 * SITUATIONAL FACTORS, 324
VROOM S DECISION TREE APPROACH 325 BASIC PREMISES, 325 * DECISION-MAKING
STYLES, 326 * EVALUATION AND IMPLICATIONS, 328 THE LMX APPROACH 328
RELATED APPROACHES TO LEADERSHIP 329 SUBSTITUTES FOR LEADERSHIP 329
CHARISMATIC LEADERSHIP 329 TRANSFORMATIONAL LEADERSHIP 330
EMERGING APPROACHES TO LEADERSHIP 330 STRATEGIC LEADERSHIP 330
CROSS-CULTURAL LEADERSHIP 331 ETHICAL LEADERSHIP 331
POLITICAL BEHAVIOR IN ORGANIZATIONS 332 COMMON POLITICAL BEHAVIORS 332
IMPRESSION MANAGEMENT 333 MANAGING POLITICAL BEHAVIOR 333
SUMMARY OF LEARNING OBJECTIVES AND KEY POINTS 334 DISCUSSION QUESTIONS
335 BUILDING EFFECTIVE DIAGNOSTIC SKILLS 335 BUILDING EFFECTIVE
INTERPERSONAL SKILLS 336 SKILLS SELF-ASSESSMENT INSTRUMENT 337
EXPERIENTIAL EXERCISE 338 MANAGEMENT AT WORK 339 YOU MAKE THE CALL: WHEN
TO STAND ON YOUR HEAD AND OTHER TIPS FROM THE TOP 341 ENDNOTES 341
CHAPTER 12 COMMUNICATION IN ORGANIZATIONS 344
COMMUNICATION AND THE MANAGER S JOB 347 A DEFINITION OF COMMUNICATION
347 CHARACTERISTICS OF USEFUL INFORMATION 348 ACCURATE, 348 * TIMELY,
348 * COMPLETE, 349 . RELEVANT, 349 THE COMMUNICATION PROCESS 349
FORMS OF COMMUNICATION IN ORGANIZATIONS 350 INTERPERSONAL COMMUNICATION
350 ORAL COMMUNICATION, 350 * WRITTEN COMMUNICATION, 351 * CHOOSING THE
RIGHT FORM, 351 COMMUNICATION IN NETWORKS AND WORK TEAMS 352
ORGANIZATIONAL COMMUNICATION 353
VERTICAL COMMUNICATION, 353 * HORIZONTAL COMMUNICATION, 354 ELECTRONIC
COMMUNICATION 354 INFORMATION SYSTEMS, 354
THE BRUTALLY-HONEST-OPINION BUSINESS 355
PERSONAL DIGITAL TECHNOLOGY, 357
IMAGE 11
CONTENTS XV
INFORMAL COMMUNICATION IN ORGANIZATIONS 358 THE GRAPEVINE 358 MANAGEMENT
BY WANDERING AROUND 360 NONVERBAL COMMUNICATION 360
MANAGING ORGANIZATIONAL COMMUNICATION 361 BARRIERS TO COMMUNICATION 361
INDIVIDUAL BARRIERS, 361 * ORGANIZATIONAL BARRIERS, 362 IMPROVING
COMMUNICATION EFFECTIVENESS 363
INDIVIDUAL SKILLS, 363 * ORGANIZATIONAL SKILLS, 364
SUMMARY OF LEARNING OBJECTIVES AND KEY POINTS 365 DISCUSSION QUESTIONS
366 BUILDING EFFECTIVE TECHNICAL SKILLS 367 BUILDING EFFECTIVE
INTERPERSONAL SKILLS 367 SKILLS SELF-ASSESSMENT INSTRUMENT 368
EXPERIENTIAL EXERCISE 368
MANAGEMENT AT WORK 369 YOU MAKE THE CALL: CONVERSE OF IN-PERSON
COMMUNICATION 371 ENDNOTES 371
CHAPTER 13 MANAGING WORK GROUPS AND TEAMS 373
GROUPS AND TEAMS IN ORGANIZATIONS 376 TYPES OF GROUPS AND TEAMS 376
FUNCTIONAL GROUPS, 376 * INFORMAL OR INTEREST GROUPS, 376 * TASK GROUPS,
377 WHY PEOPLE JOIN GROUPS AND TEAMS 379
INTERPERSONAL ATTRACTION, 379 * GROUP ACTIVITIES, 379 . GROUP GOALS, 379
* NEED SATISFACTION, 379 * INSTRUMENTAL BENEFITS, 380 STAGES OF GROUP
AND TEAM DEVELOPMENT 380
CHARACTERISTICS OF GROUPS AND TEAMS 382 ROLE STRUCTURES 382 ROLE
AMBIGUITY, 382 * ROLE CONFLICT, 382 * ROLE OVERLOAD, 383 BEHAVIORAL
NORMS 383
NORM GENERALIZATION, 384 * NORM VARIATION, 384 * NORM CONFORMITY, 384
COHESIVENESS 385 FACTORS THAT INCREASE COHESIVENESS, 385 * FACTORS THAT
REDUCE COHESIVENESS, 386 * CONSEQUENCES OF COHESIVENESS, 386 FORMAL AND
INFORMAL LEADERSHIP 387
INTERPERSONAL AND INTERGROUP CONFLICT 387 THE NATURE OF CONFLICT 387*
CAUSES OF CONFLICT 388 INTERPERSONAL CONFLICT, 388
WHISTLEBLOWING IN THE DARK 389 INTERGROUP CONFLICT, 390 * CONFLICT
BETWEEN ORGANIZATION AND ENVIRONMENT, 391
MANAGING CONFLICT IN ORGANIZATIONS 391 STIMULATING CONFLICT 392
CONTROLLING CONFLICT 392 RESOLVING AND ELIMINATING CONFLICT 393
NEGOTIATION 393
SUMMARY OF LEARNING OBJECTIVES AND KEY POINTS 395 DISCUSSION QUESTIONS
396 BUILDING EFFECTIVE CONCEPTUAL SKILLS 396
BUILDING EFFECTIVE COMMUNICATION SKILLS 396 SKILLS SELF-ASSESSMENT
INSTRUMENT 397
IMAGE 12
XVI CONTENTS
EXPERIENTIAL EXERCISE 398 MANAGEMENT AT WORK 398 YOU MAKE THE CALL: ON
THE ONE HAND (OR MAYBE ON THE OTHER HAND) 400 ENDNOTES 400
IPARTSLCONTROILIRIG
CHAPTER 14 BASIC ELEMENTS OF CONTROL 402
THE NATURE OF CONTROL 405 THE PURPOSE OF CONTROL 405 ADAPTING TO
ENVIRONMENTAL CHANGE, 405 * LIMITING THE ACCUMULATION OF ERROR, 406 *
COPING WITH ORGANIZATIONAL COMPLEXITY, 406 * MINIMIZING COSTS, 407 TYPES
OF CONTROL 407
AREAS OF CONTROL, 407 * LEVELS OF CONTROL, 408 * RESPONSIBILITIES FOR
CONTROL, 409 STEPS IN THE CONTROL PROCESS 409 ESTABLISHING STANDARDS,
409 * MEASURING PERFORMANCE, 410 * COMPARING PERFORMANCE AGAINST
STANDARDS, 410 * CONSIDERING CORRECTIVE ACTION, 411
OPERATIONS CONTROL 412 PRELIMINARY CONTROL 412 SCREENING CONTROL 412
POSTACTION CONTROL 413
FINANCIAL CONTROL 413 BUDGETARY CONTROL 414 TYPES OF BUDGETS, 414 *
DEVELOPING BUDGETS, 415 * STRENGTHS AND WEAKNESSES OF BUDGETING, 416
OTHER TOOLS FOR FINANCIAL CONTROL 416
FINANCIAL STATEMENTS, 416
THE GRIFT THAT KEEPS ON GIVING 417 RATIO ANALYSIS, 418 * FINANCIAL
AUDITS, 418
STRUCTURAL CONTROL 419 BUREAUCRATIC CONTROL 420 DECENTRALIZED CONTROL
420
STRATEGIC CONTROL 421
MANAGING CONTROL IN ORGANIZATIONS 422 CHARACTERISTICS OF EFFECTIVE
CONTROL 422 INTEGRATION WITH PLANNING, 422 * FLEXIBILITY, 422 *
ACCURACY, 422 * TIMELINESS, 423 * OBJECTIVITY, 423 RESISTANCE TO CONTROL
423
OVERCONTROL, 423 * INAPPROPRIATE FOCUS, 424 * REWARDS FOR INEFFICIENCY,
424 * TOO MUCH ACCOUNTABILITY, 424 OVERCOMING RESISTANCE TO CONTROL 425
ENCOURAGE EMPLOYEE PARTICIPATION, 425 * DEVELOP VERIFICATION PROCEDURES,
425
SUMMARY OF LEARNING OBJECTIVES AND KEY POINTS 425 DISCUSSION QUESTIONS
426 BUILDING EFFECTIVE TIME MANAGEMENT SKILLS 427 BUILDING EFFECTIVE
TECHNICAL SKILLS 427 SKILLS SELF-ASSESSMENT INSTRUMENT 428 EXPERIENTIAL
EXERCISE 429 MANAGEMENT AT WORK 430 YOU MAKE THE CALL: FACETS OF JAMIE
DIMON S STRATEGY AT JPMORGAN 431 ENDNOTES 432
IMAGE 13
CONTENTS XVII
CHAPTER 15 MANAGING OPERATIONS, QUALITY, AND PRODUCTIVITY 433
THE NATURE OF OPERATIONS MANAGEMENT 436 THE IMPORTANCE OF OPERATIONS 436
MANUFACTURING AND PRODUCTION OPERATIONS 437 SERVICE OPERATIONS 437 THE
ROLE OF OPERATIONS IN ORGANIZATIONAL STRATEGY 438
DESIGNING OPERATIONS SYSTEMS 438 DETERMINING THE PRODUCT-SERVICE MIX 438
CAPACITY DECISIONS 439 FACILITIES DECISIONS 439
LOCATION, 439 * LAYOUT, 439
HOW TO GET2 A HUMAN 440
ORGANIZATIONAL TECHNOLOGIES 442 MANUFACTURING TECHNOLOGY 442 AUTOMATION,
442 * COMPUTER-ASSISTED MANUFACTURING, 443 * ROBOTICS, 444 SERVICE
TECHNOLOGY 445
IMPLEMENTING OPERATIONS SYSTEMS THROUGH SUPPLY CHAIN MANAGEMENT 445
OPERATIONS MANAGEMENT AS CONTROL 446 PURCHASING MANAGEMENT 446 INVENTORY
MANAGEMENT 447
MANAGING TOTAL QUALITY 448 THE MEANING OF QUALITY 448 THE IMPORTANCE OF
QUALITY 448 COMPETITION, 449 * PRODUCTIVITY, 449 * COSTS, 449 TOTAL
QUALITY MANAGEMENT 450
STRATEGIC COMMITMENT, 450 * EMPLOYEE INVOLVEMENT, 450 * TECHNOLOGY, 450
* MATERIALS, 451 * METHODS, 451 TQM TOOLS AND TECHNIQUES 451 VALUE-ADDED
ANALYSIS, 451 * BENCHMARKING, 451 * OUTSOURCING, 451 * REDUCING CYCLE
TIME, 452 . ISO 9000:2000 AND ISO 14000, 452 . STATISTICAL QUALITY
CONTROL, 453 * SIX SIGMA, 453
MANAGING PRODUCTIVITY 453 THE MEANING OF PRODUCTIVITY 453 LEVELS OF
PRODUCTIVITY, 453 * FORMS OF PRODUCTIVITY, 454 THE IMPORTANCE OF
PRODUCTIVITY 454
PRODUCTIVITY TRENDS 454 IMPROVING PRODUCTIVITY 459 IMPROVING OPERATIONS,
456 * INCREASING EMPLOYEE INVOLVEMENT, 456
SUMMARY OF LEARNING OBJECTIVES AND KEY POINTS 456 DISCUSSION QUESTIONS
457 BUILDING EFFECTIVE COMMUNICATION SKILLS 458 BUILDING EFFECTIVE
DIAGNOSTIC SKILLS 458 SKILLS SELF-ASSESSMENT INSTRUMENT 459 EXPERIENTIAL
EXERCISE 459 MANAGEMENT AT WORK 460 YOU MAKE THE CALL: ORCHESTRATING
OUTCOMES 462 ENDNOTES 462
APPENDIX: INTERPRETATIONS OF SKILLS SELF-ASSESSMENT INSTRUMENTS 464 NAME
INDEX 474
ORGANIZATION AND PRODUCT INDEX 477
SUBJECT INDEX 482
|
| any_adam_object | 1 |
| author | Griffin, Ricky W. 1950- |
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| callnumber-raw | HD31 |
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| ctrlnum | (OCoLC)835557271 (DE-599)BVBBV040882992 |
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| discipline | Wirtschaftswissenschaften |
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| id | DE-604.BV040882992 |
| illustrated | Not Illustrated |
| indexdate | 2024-12-24T03:10:53Z |
| institution | BVB |
| isbn | 9780357517345 9780357517352 9780357517550 |
| language | English |
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| spellingShingle | Griffin, Ricky W. 1950- Fundamentals of management Betriebswirtschaftslehre stw Management stw Theorie stw USA stw Management Management (DE-588)4037278-9 gnd |
| subject_GND | (DE-588)4037278-9 |
| title | Fundamentals of management |
| title_auth | Fundamentals of management |
| title_exact_search | Fundamentals of management |
| title_full | Fundamentals of management Ricky W. Griffin |
| title_fullStr | Fundamentals of management Ricky W. Griffin |
| title_full_unstemmed | Fundamentals of management Ricky W. Griffin |
| title_short | Fundamentals of management |
| title_sort | fundamentals of management |
| topic | Betriebswirtschaftslehre stw Management stw Theorie stw USA stw Management Management (DE-588)4037278-9 gnd |
| topic_facet | Betriebswirtschaftslehre Management Theorie USA |
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