Management
United States Edition
7th Edition
Published on 27. September 2001
Book
Hardback
704 pages
978-0-13-031965-4 (ISBN)
Description
For courses in Principles of Management or Introduction to Management.
Robbins and Coulter's best-selling text demonstrates the real-world applications of management concepts and makes management come alive by bringing real managers and students together. As it successfully integrates the various functions of management, the book establishes a dialogue with managers from a variety of fields. Students and professors alike will enjoy the chapter-opening "A Managers Dilemma" vignettes (which Introduce students to real situations-related to chapter concepts-faced by real managers) and the chapter-ending "Real Managers Respond to Opening Dilemma" discussions that enable students to explore successful resolutions using concepts they learned in each chapter.
Robbins and Coulter's best-selling text demonstrates the real-world applications of management concepts and makes management come alive by bringing real managers and students together. As it successfully integrates the various functions of management, the book establishes a dialogue with managers from a variety of fields. Students and professors alike will enjoy the chapter-opening "A Managers Dilemma" vignettes (which Introduce students to real situations-related to chapter concepts-faced by real managers) and the chapter-ending "Real Managers Respond to Opening Dilemma" discussions that enable students to explore successful resolutions using concepts they learned in each chapter.
More details
Edition
7th edition
Language
English
Place of publication
United States
Publishing group
Pearson Education (US)
Target group
Professional and scholarly
Dimensions
Width: 262 mm
Thickness: 32 mm
Weight
1433 gr
ISBN-13
978-0-13-031965-4 (9780130319654)
Copyright in bibliographic data and cover images is held by Nielsen Book Services Limited or by the publishers or by their respective licensors: all rights reserved.
Schweitzer Classification
Other editions
New editions
Book
01/2003
7th Edition
Pearson
€54.55
Article exhausted; check for reprint
Persons
Stephen P. Robbins received his Ph.D. from the University of Arizona. He previously worked for the Shell Oil Company and Reynolds Metals Company. Since completing his graduate studies, Dr. Robbins has taught at the University of Nebraska at Omaha, Concordia University in Montreal, the University of Baltimore, Southern Illinois University at Edwardsville, and San Diego State University. Dr. Robbins' research interests have focused on conflict, power, and politics in organizations, as well as the development of effective interpersonal skills. His articles on these and other topics have appeared in such journals as Business Horizons, the California Management Review, Business and Economic Perspectives, International Management, Management Review, Canadian Personnel and Industrial Relations, and the Journal of Management Education.
In recent years, Dr. Bobbins has been spending most of his professional time writing textbooks. In addition to Management, Seventh Edition, these include Organizational Behavior, Ninth Edition (Prentice Hall, 2001); Fundamentals of Management, Third Edition, with David DeCenzo (Prentice Hall, 2001); Supervision Today!, Third Edition, with David DeCenzo (Prentice Hall, 2001); Business Today (Harcourt, 2001); Human Resource Management, Sixth Edition, with David DeCenzo (Wiley, 1999); Managing Today!, Second Edition (Prentice Hall, 2000); Essentials of Organizational Behavior, Sixth Edition (Prentice Hall, 2000); Training in Interpersonal Skills, Second Edition, with Philip Hunsaker (Prentice Hall, 1996); and Organization Theory, Third Edition (Prentice Hall, 1990). These books are used at more than a thousand U.S. colleges and universities, as well as hundreds of schools throughout Canada, Latin America, Australia, New Zealand, Asia, Scandinavia, and Europe.
In Dr. Bobbins' "other life," he participates in masters' track competition. Since turning 50 in 1993, he has set numerous indoor and outdoor world sprint records. He's also won gold medals in World Veteran Games in 100m, 200m, and 400m. In 1995, Bobbins was named the year's outstanding age-40-and-over male track and field athlete by the Masters Track and Field Committee of USA Track & Field, the national governing body for athletes in the United States.
Mary Coulter received her Ph.D. in Management from the University of Arkansas in Fayetteville. Before completing her graduate work, she held different jobs including high school teacher, legal assistant, and government program planner. She has taught at Drury University, the University of Arkansas, Trinity University, and since 1983, at Southwest Missouri State University. Dr. Coulter's research interests have focused on competitive strategies for not-for-profit arts organizations and the use of new media in the educational process. Her research on these and other topics has appeared in such journals as Journal of Business Strategies, Journal of Business Research, Journal of Nonprofit and Public Sector Marketing, International Journal of Business Disciplines, and Case Research Journal. In addition to Management, Dr. Coulter has published two other books with Prentice Hall, Strategic Management in Action, Second Edition, and Entrepreneurship in Action. When she's not busy teaching or writing, she enjoys puttering around in her flower gardens, playing the piano, reading all different types of books, and enjoying many different activities with husband Ron and daughters Sarah and Katie.
In recent years, Dr. Bobbins has been spending most of his professional time writing textbooks. In addition to Management, Seventh Edition, these include Organizational Behavior, Ninth Edition (Prentice Hall, 2001); Fundamentals of Management, Third Edition, with David DeCenzo (Prentice Hall, 2001); Supervision Today!, Third Edition, with David DeCenzo (Prentice Hall, 2001); Business Today (Harcourt, 2001); Human Resource Management, Sixth Edition, with David DeCenzo (Wiley, 1999); Managing Today!, Second Edition (Prentice Hall, 2000); Essentials of Organizational Behavior, Sixth Edition (Prentice Hall, 2000); Training in Interpersonal Skills, Second Edition, with Philip Hunsaker (Prentice Hall, 1996); and Organization Theory, Third Edition (Prentice Hall, 1990). These books are used at more than a thousand U.S. colleges and universities, as well as hundreds of schools throughout Canada, Latin America, Australia, New Zealand, Asia, Scandinavia, and Europe.
In Dr. Bobbins' "other life," he participates in masters' track competition. Since turning 50 in 1993, he has set numerous indoor and outdoor world sprint records. He's also won gold medals in World Veteran Games in 100m, 200m, and 400m. In 1995, Bobbins was named the year's outstanding age-40-and-over male track and field athlete by the Masters Track and Field Committee of USA Track & Field, the national governing body for athletes in the United States.
Mary Coulter received her Ph.D. in Management from the University of Arkansas in Fayetteville. Before completing her graduate work, she held different jobs including high school teacher, legal assistant, and government program planner. She has taught at Drury University, the University of Arkansas, Trinity University, and since 1983, at Southwest Missouri State University. Dr. Coulter's research interests have focused on competitive strategies for not-for-profit arts organizations and the use of new media in the educational process. Her research on these and other topics has appeared in such journals as Journal of Business Strategies, Journal of Business Research, Journal of Nonprofit and Public Sector Marketing, International Journal of Business Disciplines, and Case Research Journal. In addition to Management, Dr. Coulter has published two other books with Prentice Hall, Strategic Management in Action, Second Edition, and Entrepreneurship in Action. When she's not busy teaching or writing, she enjoys puttering around in her flower gardens, playing the piano, reading all different types of books, and enjoying many different activities with husband Ron and daughters Sarah and Katie.
Content
(NOTE: Each chapter contains A Manager's Dilemma, Managers Respond to "A Manager's Dilemma," Chapter Summary, Thinking About Management Issues, Log On: Internet-Based Exercise, Working Together: Team-Based Exercise, Case Application, and Video Case Application.)I. INTRODUCTION.
1. Introduction to Management and Organizations.
Who Are Managers? What Is Management? What Do Managers Do? What Is Organization? Why Study Management?
2. Management Yesterday and Today.
Management's Connection to Other Fields of Study. Historical Background of Management. Scientific Management. General Administrative Theorists. Quantitative Approach to Management. Toward Understand Organizational Behavior. Current Issues and Trends.
II. DEFINING THE MANAGER'S TERRAIN.
3. Organizational Culture and the Environment: The Constraints.
The Manager: Omnipotent or Symbolic? The Organization's Culture. The Environment.
4. Managing in a Global Environment.
Who Owns What? What's Your Global Perspective? Understanding the Global Environment. How Organizations Go Global. Managing in a Global Environment. Is a Global Assignment for You?
5. Social Responsibility and Managerial Ethics.
What Is Social Responsibility? Social Responsibility and Economic Performance. Values-Based Management. The "Greening" of Management. Managerial Ethics. A Final Thought.
III. PLANNING.
6. Decision-Making: The Essence of the Manager's Job.
The Decision-Making Process. The Pervasiveness of Decision Making. The Manager as Decision Maker.
7. Foundations of Planning.
What Is Planning? Why Do Managers Plan? How Do Managers Plan? Contemporary Issues in Planning.
8. Strategic Management.
The Importance of Strategic Management. The Strategic Management Process. Types of Organizational Strategies.
9. Planning Tools and Techniques.
Techniques for Assessing the Environment. Techniques for Allocating Resources. Contemporary Planning Techniques.
IV. ORGANIZING.
10. Organizational Structure and Design.
Defining Organizational Structure. Organizational Design Decisions. Common Organizational Designs.
11. Managerial Communication and Information Technology.
Understanding Managerial Communication. The Process of Interpersonal Communication. Organizational Communication. Understanding Information Technology.
12. Human Resource Management.
Why Human Resource Management Is Important. The Human Resource Management Process. Human Resource Planning. Recruitment and Decruitment. Selection. Orientation. Employee Training. Employee Performance Management. Compensation and Benefits. Career Development. Current Issues in Human Resource Management.
13. Managing Change and Innovation.
What Is Change? Forces for Change. Two Views of the Change Process. Managing Change. Contemporary Issues in Managing Change. Stimulation Innovation.
V. LEADING.
14. Foundations of Behavior.
15. Understanding Groups and Teams.
Understanding Group Behavior. Turning Groups into Effective Teams. Developing and Managing Effective Teams.
16. Motivating Employees.
What Is Motivation? Early Theories of Motivation. Contemporary Theories of Motivation. Current Issues in Motivation. From Theory to Practice: Suggestions for Motivating Employees.
17. Leadership.
Managers among Leaders. Early Leadership Theories. Contingency Theories of Leadership. Cutting-Edge Approaches to Leadership. Contemporary Issues in Leadership.
VI. CONTROLLING.
18. Foundations of Control.
What Is Control? Why Is Control Important? The Control Process. Types of Control. Implications for Mangers. Contemporary Issues in Control.
19. Operations and Value Supply Management.
What Is Operations Management and Why Is It Important? Value Chain Management. Current Issues in Operations Management.
20. Controlling for Organizational Performance.
Organizational Performance. Tools for Monitoring and Measuring Organizational Performance. A Manager's Role in Helping Organizations Achieve Performance Levels.
Skill-Building Module.
Notes.
Photo Credits.
Name Index.
Organization Index.
Glindex.
1. Introduction to Management and Organizations.
Who Are Managers? What Is Management? What Do Managers Do? What Is Organization? Why Study Management?
2. Management Yesterday and Today.
Management's Connection to Other Fields of Study. Historical Background of Management. Scientific Management. General Administrative Theorists. Quantitative Approach to Management. Toward Understand Organizational Behavior. Current Issues and Trends.
II. DEFINING THE MANAGER'S TERRAIN.
3. Organizational Culture and the Environment: The Constraints.
The Manager: Omnipotent or Symbolic? The Organization's Culture. The Environment.
4. Managing in a Global Environment.
Who Owns What? What's Your Global Perspective? Understanding the Global Environment. How Organizations Go Global. Managing in a Global Environment. Is a Global Assignment for You?
5. Social Responsibility and Managerial Ethics.
What Is Social Responsibility? Social Responsibility and Economic Performance. Values-Based Management. The "Greening" of Management. Managerial Ethics. A Final Thought.
III. PLANNING.
6. Decision-Making: The Essence of the Manager's Job.
The Decision-Making Process. The Pervasiveness of Decision Making. The Manager as Decision Maker.
7. Foundations of Planning.
What Is Planning? Why Do Managers Plan? How Do Managers Plan? Contemporary Issues in Planning.
8. Strategic Management.
The Importance of Strategic Management. The Strategic Management Process. Types of Organizational Strategies.
9. Planning Tools and Techniques.
Techniques for Assessing the Environment. Techniques for Allocating Resources. Contemporary Planning Techniques.
IV. ORGANIZING.
10. Organizational Structure and Design.
Defining Organizational Structure. Organizational Design Decisions. Common Organizational Designs.
11. Managerial Communication and Information Technology.
Understanding Managerial Communication. The Process of Interpersonal Communication. Organizational Communication. Understanding Information Technology.
12. Human Resource Management.
Why Human Resource Management Is Important. The Human Resource Management Process. Human Resource Planning. Recruitment and Decruitment. Selection. Orientation. Employee Training. Employee Performance Management. Compensation and Benefits. Career Development. Current Issues in Human Resource Management.
13. Managing Change and Innovation.
What Is Change? Forces for Change. Two Views of the Change Process. Managing Change. Contemporary Issues in Managing Change. Stimulation Innovation.
V. LEADING.
14. Foundations of Behavior.
15. Understanding Groups and Teams.
Understanding Group Behavior. Turning Groups into Effective Teams. Developing and Managing Effective Teams.
16. Motivating Employees.
What Is Motivation? Early Theories of Motivation. Contemporary Theories of Motivation. Current Issues in Motivation. From Theory to Practice: Suggestions for Motivating Employees.
17. Leadership.
Managers among Leaders. Early Leadership Theories. Contingency Theories of Leadership. Cutting-Edge Approaches to Leadership. Contemporary Issues in Leadership.
VI. CONTROLLING.
18. Foundations of Control.
What Is Control? Why Is Control Important? The Control Process. Types of Control. Implications for Mangers. Contemporary Issues in Control.
19. Operations and Value Supply Management.
What Is Operations Management and Why Is It Important? Value Chain Management. Current Issues in Operations Management.
20. Controlling for Organizational Performance.
Organizational Performance. Tools for Monitoring and Measuring Organizational Performance. A Manager's Role in Helping Organizations Achieve Performance Levels.
Skill-Building Module.
Notes.
Photo Credits.
Name Index.
Organization Index.
Glindex.