Modern management : concept and skills 14th ed.

Author

• Certo, Samuel C.

Additional Author(s)

• Certo, S. Trevis

Publisher

New York: Pearson Education, 2016

Language

English

ISBN

9780133846645

Series

Subject(s)

• INDUSTRIAL MANAGEMENT
• MANAGEMENT
• SOCIAL RESPONSIBILITY OF BUSINESS
• TECHNOLOGICAL INNOVATIONS

Notes

• Appendix: p. 444-507
• Glossary: p. 509-520

. Bibliography: p. 441-443 . Index: p. 521-543

Abstract

NOTE: MyManagementLab does not come packaged with this content. If you would like to purchase both the physical text and M yManagementLab search for ISBN-10: 0133859819 /ISBN-13: 9780133997088. That package includes ISBN-10: 0133859819/ISBN-13: 9780133859812 and ISBN-10: 0133864197 /ISBN-13: 9780133864199. For courses Management Concepts and Skills for the Successful Manager Modern Management: Concepts and Skills is the longest-standing trusted source material on business management. The text comprehensively addresses major concepts such as planning, organizing, influencing and controlling management, as well as the challenges that face all managers. A hands-on approach not only conveys important topics, but also helps readers possess the skills they need to be successful in management. The Fourteenth Edition contains updated information and new case studies and examples to reflect the most recent research and developments in the management world. Illustrated with beautiful photography, the text remains engaging and concise while communicating the most important concepts in management. Also available with MyManagementLab MyManagementLab is an online homework, tutorial, and assessment program designed to work with this text to engage students and improve results. Within its structured environment, students practice what they learn, test their understanding, and pursue a personalized study plan that helps them better absorb course material and understand difficult concepts.

Physical Dimension

Number of Page(s)

xxxi, 543 p.

Dimension

28 cm.

Other Desc.

ill.

Summary / Review / Table of Content

Full-Circle Learning MyLab™: Learning Full Circle for Marketing, Management, Business Communication, Intro to Business, and MIS
Modern Management concepts and skills
Modern Management concepts and skills
Brief Contents
Contents
Preface
Text: Theory Overview
MyManagementLab Suggested Activities
New to This Edition
Chapter-by-Chapter Changes
Modern Management 14th Edition: The Skills
Modern Management: Student Learning
Instructor Resources
Video Library
CourseSmart
About the Authors
Part 1 Introduction to Modern Management
1 Introducing Modern Management Concepts and Skills
Target Skill
Objectives
The Modern Management Challenge
A Manager’s Task
The Role of Management
Defining Management
The Management Process: Management Functions
Planning
Organizing
Influencing
Controlling
Management Process and Organizational Resources
Management and Organizational Resources
Managerial Effectiveness
Managerial Efficiency
The Universality of Management
The Theory of Characteristics
Management Skill: The Key to Management Success
Defining Management Skill
Management Skill: A Classic View
Management Skill: A Contemporary View
Management Skill: A Focus of This Book
Management Careers
A Definition of Career
Career Stages, Life Stages, and Performance
Exploration Stage
Establishment Stage
Maintenance Stage
Decline Stage
Promoting Your Own Career
Special Career Issues
Women Managers
Dual-Career Couples
How Dual-Career Couples Cope
Challenge Case Summary
 Developing Management Skill
Class Preparation and Personal Study
Reflecting on Target Skill
Know Key Terms
Know How Management Concepts Relate
Management Skills Exercises
Experiential Exercises
Assessing Inefficiency at Ryan Homes
You and Your Career
Building Your Management Skills Portfolio
Planning Issues to Inspect
Example: The Type of Scheduling System Used
Organizing Issues to Inspect
Influencing Issues to Inspect
Controlling Issues to Inspect
Endnotes
Part 2 Modern Management Challenges
2 Managers, Society, and Sustainability
Target Skill
Objectives
The Social Responsibility Challenge
Fundamentals of Social Responsibility
Areas of Social Responsibility
Varying Opinions on Social Responsibility
Arguments for Business Performing Social Responsibility Activities
Arguments against Business Performing Social Responsibility Activities
Conclusions about the Performance of Social Responsibility Activities by Business
Performing Required Social Responsibility Activities
Voluntarily Performing Social Responsibility Activities
Communicating the Degree of Social Responsibility Involvement
Social Responsiveness
Determining Whether a Social Responsibility Exists
Social Responsiveness and Decision Making
Approaches to Meeting Social Responsibilities
The Social Audit Challenge
The Philanthropy Challenge
The Sustainable Organization Challenge
Defining Sustainability
Defining a Sustainable Organization
Why Sustainability?
Increased Profit
Increased Productivity
Increased Innovation
Steps for Achieving Sustainability
Managers and Ethics
A Definition of Ethics
Why Ethics Is a Vital Part of Management Practices
Productivity
Stakeholder Relations
Government Regulation
A Code of Ethics
Creating an Ethical Workplace
Following the Law: Sarbanes–Oxley Reform Standards
Challenge Case Summary
 Developing Management Skill
Class Preparation and Personal Study
Reflecting on Target Skill
Know Key Terms
Know How Management Concepts Relate
Management Skills Exercises
Experiential Exercises
The Environmental Impact Team
You and Your Career
Building Your Management Skills Portfolio
Planning Issues to Inspect
Category
Social Responsibilities Related to the Product Itself
Bugaboo’s Responsibilities to Society
Social Responsibilities Related to Marketing Practices
Social Responsibilities Related to Corporate Philanthropy
Social Responsibilities Related to Employees
Endnotes
3 Management and Diversity
Target Skill
Objectives
The Diversity Challenge
Defining Diversity
The Social Implications of Diversity
Majority and Minority Groups
Advantages of Diversity in Organizations
Gaining and Keeping Market Share
Cost Savings
Increased Productivity and Innovation
Better Quality Management
Challenges that Managers Face in Working with Diverse Populations
Changing Demographics
Multi-Generation Workforce
Ethnocentrism and Other Negative Dynamics
Ethnocentrism
Discrimination
Tokenism and Other Challenges
Negative Dynamics and Specific Groups
Women
Gender Roles
The Glass Ceiling and Sexual Harassment
Minorities
Older Workers
Stereotypes and Prejudices
Workers with Disabilities
Strategies for Promoting Diversity in Organizations
Promoting Diversity through Hudson Institute Strategies
Promoting Diversity through Equal Employment and Affirmative Action
Promoting Diversity through Organizational Commitment
Ignoring Differences
Complying with External Policies
Enforcing External Policies
Responding Inadequately
Implementing Adequate Programs
Taking Effective Action
Promoting Diversity through Pluralism
“Golden Rule” Approach
Assimilation Approach
“Righting-the-Wrongs” Approach
Culture-Specific Approach
Multicultural Approach
How Managers Promote Diversity
Planning
Organizing
Influencing
Controlling
Management Development and Diversity Training
Basic Themes of Diversity Training
Stages in Managing a Diverse Workforce
Understanding and Influencing Employee Responses
Getting Top-Down Support
Challenge Case Summary
Developing Management Skill
Class Preparation and Personal Study
Reflecting on Target Skill
Know Key Terms
Know How Management Concepts Relate
Management Skills Exercises
Experiential Exercises
Developing a Diversity Profile
You and Your Career
Building Your Management Skills Portfolio
Questions
Endnotes
4 Managing in the Global Arena
Target Skill
Objectives
The Global Management Challenge
Fundamentals of International Management
Categorizing Organizations by Level of International Involvement
Domestic Organizations
International Organizations
Multinational Organizations: The Multinational Corporation
Multinational Corporations
Complexities of Managing the Multinational Corporation
Risk and the Multinational Corporation
The Workforce of Multinational Corporations
Management Functions and Multinational Corporations
Planning in Multinational Corporations
Imports/Exports
License Agreements
Direct Investing
Joint Ventures
Planning and International Market Agreements
The European Union (EU)
North American Free Trade Agreement (NAFTA)
Asian-Pacific Economic Cooperation (APEC)
Organizing Multinational Corporations
Organization Structure
Selection of Managers
Managerial Attitudes Toward Foreign Operations
Advantages and Disadvantages of Each Management Attitude
Influencing People in Multinational Corporations
Culture
Hofstede’s Ideas for Describing Culture
Controlling Multinational Corporations
Special Difficulties
Improving Communication
Transnational Organizations
International Management: Special Issues
Maintaining Ethics in International Management
Respecting Core Human Rights
Respecting Local Traditions
Determining Right from Wrong by Examining Context
Preparing Expatriates for Foreign Assignments
Challenge Case Summary
Developing Management Skill
Class Preparation and Personal Study
Reflecting on Target Skill
Know Key Terms
Know How Management Concepts Relate
Management Skills Exercises
Experiential Exercises
Building a Global Management Curriculum
You and Your Career
Building Your Management Skills Portfolio
Endnotes
Part 3 Planning
5 Plans and Planning Tools
Target Skill
Objectives
The Planning Challenge
General Characteristics of Planning
Defining Planning
Purposes of Planning
Planning: Advantages and Potential Disadvantages
Primacy of Planning
Types of Plans
Steps in the Planning Process
Organizational Objectives: Planning’s Foundation
Definition of Organizational Objectives
Areas for Organizational Objectives
Working with Organizational Objectives
Guidelines for Establishing Quality Objectives
Management by Objectives (MBO)
Factors Necessary for a Successful MBO Program
MBO Programs: Advantages and Disadvantages
Planning Tools
Forecasting
How Forecasting Works
Types of Forecasts
Methods of Sales Forecasting
Qualitative Methods
jury of executive opinion method
salesforce estimation method
Quantitative Methods
moving average
regression
product stages
Evaluating Sales Forecasting Methods
Scheduling
Gantt Charts
Features
Program Evaluation and Review Technique (PERT)
Defining Pert
Features
Critical Path
Steps in Designing a Pert Network
Why Plans Fail
Challenge Case Summary
 Developing Management Skill
Class Preparation and Personal Study
Reflecting on Target Skill
Know Key Terms
Know How Management Concepts Relate
Management Skills Exercises
Experiential Exercises
Developing Objectives for the Don Cesar
You and Your Career
Planning Skill and Your Career
Building Your Management Skills Portfolio
Endnotes
6 Making Decisions
Target Skill
Objectives
The Decision-Making Challenge
Fundamentals of Decisions
Definition of a Decision
Types of Decisions
The Responsibility for Making Organizational Decisions
Elements of the Decision Situation
The Decision Makers
Goals to Be Served
Relevant Alternatives
Ordering of Alternatives
Choice of Alternatives
The Rational Decision-Making Process
Identifying an Existing Problem
Listing Alternative Solutions
Selecting the Most Beneficial Alternative
Implementing the Chosen Alternative
Gathering Problem-Related Feedback
Bounded Rationality
Decision Making and Intuition
Decision-Making Heuristics and Biases
Decision-Making Conditions: Risk and Uncertainty
Decision-Making Tools
Probability Theory
Decision Trees
Group Decision Making
Advantages and Disadvantages of Using Groups to Make Decisions
Processes for Making Group Decisions
Brainstorming
Nominal Group Technique
Delphi Technique
Evaluating Group Decision-Making Processes
Challenge Case Summary
Developing Management Skill
Class Preparation and Personal Study
Reflecting on Target Skill
Know Key Terms
Know How Management Concepts Relate
Management Skills Exercises
Experiential Exercises
Decision Making as a Group
You and Your Career
Building Your Management Skills Portfolio
Endnotes
7 Strategic Planning Strategies, Tactics, and Competitive Dynamics
Target Skill
Objectives
The Strategic Planning Challenge
Strategic Planning and Strategy
Strategic Management Process
Environmental Analysis
Establishing Organizational Direction
Strategy Formulation: Tools
Critical Question Analysis
SWOT Analysis
Business Portfolio Analysis
The Bcg Growth-Share Matrix
The Ge Multifactor Portfolio Matrix
Strategy Formulation: Types
Differentiation
Cost Leadership
Focus
Sample Organizational Strategies
Growth
Stability
Retrenchment
Divestiture
Strategy Implementation
Strategic Control
Tactical Planning
Comparing and Coordinating Strategic and Tactical Planning
Competitive Dynamics
Challenge Case Summary
Developing Management Skill
Class Preparation and Personal Study
Reflecting on Target Skill
Know Key Terms
Know How Management Concepts Relate
Management Skills Exercises
Experiential Exercises
Applying Porter’s Model to Dell Inc.
You and Your Career
Building Your Management Skills Portfolio
Endnotes
Part 4 Organizing
8 Fundamentals of Organizing
Target Skill
Objectives
The Organizing Challenge
Definitions of Organizing and Organizing Skill
The Importance of Organizing
The Organizing Process
Classical Organizing Theory
Weber’s Bureaucratic Model
Division of Labor
Advantages and Disadvantages of Division of Labor
Division of Labor and Coordination
Follett’s Guidelines on Coordination
Structure
Informal Organizational Structures
Vertical Dimensioning
Span of Management
 Designing Span of Management: A Contingency Viewpoint
Graicunas and Span of Management
Height of Organization Chart
Horizontal Dimensioning
Types of Departmentalization
Departments Based on Function
Departments Based on Product or Service
Departments Based on Geography
Departments Based on Customer
Departments by Matrix
Forces Influencing Formal Structure
Fayol’s Advice on Using Formal Structure
Challenge Case Summary
Developing Management Skill
Class Preparation and Personal Study
Reflecting on Target Skill
Know Key Terms
Know How Management Concepts Relate
Management Skills Exercises
Experiential Exercises
Frogs of the World
You and Your Career
Building Your Management Skills Portfolio
Endnotes
9 Responsibility, Authority, and Delegation
Target Skill
Objectives
The Responsibility and Delegation Challenge
Responsibility and Job Descriptions
Dividing Job Activities
The Functional Similarity Method
Functional Similarity and Responsibility
Clarifying Job Activities of Managers
Authority
Authority on the Job
Acceptance of Authority
Types of Authority
Line and Staff Authority
Line–Staff Relationships
Roles of Staff Personnel
Conflict in Line–Staff Relationships
Functional Authority
Accountability
Delegation
Steps in the Delegation Process
Obstacles to the Delegation Process
Eliminating Obstacles to the Delegation Process
Centralization and Decentralization
Decentralizing an Organization: A Contingency Viewpoint
Decentralization at Massey-Ferguson: A Classic Example from the World of Management
Guidelines for Decentralization
Delegation as a Frame Of Mind
Complementing Centralization
Management Responsibilities
Challenge Case Summary
Developing Management Skill
Class Preparation and Personal Study
Reflecting on Target Skill
Know Key Terms
Know How Management Concepts Relate
Management Skills Exercises
Experiential Exercises
Debating Centralization at Pottery Barn
You and Your Career
Building Your Management Skills Portfolio
Endnotes
10 Human Resource Management
Target Skill
Objectives
The Human Resource Management Challenge
Defining Appropriate Human Resources
Recruitment
Knowing the Job
Knowing Sources of Human Resources
Sources Inside the Organization
human resource inventory
Sources Outside the Organization
Knowing the Law
Affirmative Action
Selection
Testing
Testing Guidelines
Assessment Centers
Training
Determining Training Needs
Determining Needed Skills
Designing the Training Program
Administering the Training Program
Techniques for Transmitting Information
Techniques for Developing Skills
Evaluating the Training Program
Performance Appraisal
Why Use Performance Appraisals?
Handling Performance Appraisals
Potential Weaknesses of Performance Appraisals
Challenge Case Summary
Developing Management Skill
Class Preparation and Personal Study
Reflecting on Target Skill
Know Key Terms
Know How Management Concepts Relate
Management Skills Exercises
Experiential Exercises
Determining Training Needs at Wal-Mart
You and Your Career
Building Your Management Skills Portfolio
Endnotes
11 Changing Organizations Stress, Conflict, and Virtuality
Target Skill
Objectives
The Organizational Change Challenge
Fundamentals of Changing an Organization
Defining Changing an Organization
The Importance of Change
Change Versus Stability
Factors to Consider When Changing An Organization
The Change Agent
Determining What Should Be Changed
The Kind of Change to Make
Structural Change
Describing Structural Change
People Change
Describing People Change: Organization Development (OD)
Grid OD
The Ideal Style
Main Training Phases
The Status of Organization Development
Individuals Affected by the Change
Resistance to Change
Reducing Resistance to Change
Evaluation of the Change
Change and Stress
Defining Stress
The Importance of Studying Stress
Managing Stress in Organizations
Understanding How Stress Influences Worker Performance
Identifying Unhealthy Stress in Organizations
Helping Employees Handle Stress
Change and Conflict45
Defining Conflict
Strategies for Settling Conflict
Compromising
Avoiding
Forcing
Resolving
Virtuality
Defining a Virtual Organization
Degrees of Virtuality
The Virtual Office
Defining a Virtual Office
Occasional Telecommuting
Hoteling
Tethered in Office
Home-Based, Some Mobility
Fully Mobile
Reasons for Establishing a Virtual Office
Challenges of Managing a Virtual Office
Challenge Case Summary
Developing Management Skill
Class Preparation and Personal Study
Reflecting on Target Skill
Know Key Terms
Know How Management Concepts Relate
Management Skills Exercises
Experiential Exercises
Managing Florida’s Quarterback56
Questions
Role Play
You and Your Career
Building Your Management Skills Portfolio
Endnotes
Part 5 Influencing
12 Influencing and Communication
Target Skill
Objectives
The Communication Challenge
Fundamentals of Influencing
Defining Influencing
The Influencing Subsystem
Emotional Intelligence
Communication
Interpersonal Communication
How Interpersonal Communication Works
Successful and Unsuccessful Interpersonal Communication
Barriers to Successful Interpersonal Communication
Macrobarriers
Microbarriers
Feedback and Interpersonal Communication
Gathering and Using Feedback
Achieving Communication Effectiveness
Verbal and Nonverbal Interpersonal Communication
The Importance of Nonverbal Communication
Interpersonal Communication in Organizations
Formal Organizational Communication
Types of Formal Organizational Communication
Patterns of Formal Organizational Communication
Informal Organizational Communication
Patterns of Informal Organizational Communication
Dealing with Grapevines
Encouraging Organizational Communication
Challenge Case Summary
Developing Management Skill
Class Preparation and Personal Study
Reflecting on Target Skill
Know Key Terms
Know How Management Concepts Relate
Management Skills Exercises
Experiential Exercises
Developing Nonverbal Communication Skills
Procedure
You and Your Career56
Building Your Management Skills Portfolio
Endnotes
13 Leadership
Target Skill
Objectives
The Leadership Challenge
Defining Leadership
Leader Versus Manager
Early Approaches to Leadership
The Trait Approach to Leadership
Behavioral Approaches to Leadership
The OSU Studies
The Michigan Studies
Effectiveness of Various Leadership Styles
Comparing Styles
More Recent Approaches to Leadership
The Life Cycle Theory of Leadership
Applying Life Cycle Theory
Fiedler’s Contingency Theory
Changing the Organization to Fit the Leader
The Path–Goal Theory of Leadership
Leadership Behavior
Adapting Behavior to Situations
A Special Situation: How Leaders Make Decisions
The Tannenbaum and Schmidt Leadership Continuum
Determining How to Make Decisions as a Leader
Determining How to Make Decisions as a Leader: An Update
The Vroom–Yetton–Jago Model
Decision Styles
Using the Model
Leaders Changing Organizations
The Tasks of Transformational Leaders
Leaders Coaching Others
Coaching Behavior
Leadership: Emerging Concepts for Modern Times
Servant Leadership
Level 5 Leadership
Authentic Leadership
Challenge Case Summary
Developing Management Skill
Class Preparation and Personal Study
Reflecting on Target Skill
Know Key Terms
Know How Management Concepts Relate
Management Skills Exercises
Experiential Exercises
Making a Decision at Wendy’s73
Learning Activity
You and Your Career74
Building Your Management Skills Portfolio
Activity 1
Activity 2
Activity 3
Activity 4
Endnotes
14 Motivation
Target Skill
Objectives
The Motivation Challenge
Defining Motivation
Process Theories of Motivation
The Needs-Goal Theory of Motivation
The Role of Individual Needs
The Vroom Expectancy Theory of Motivation
Motivation and Perceptions
Equity Theory of Motivation
The Porter–Lawler Theory of Motivation
Content Theories of Motivation: Human Needs
Maslow’s Hierarchy of Needs
Alderfer’s ERG Theory
Argyris’s Maturity-Immaturity Continuum
McClelland’s Acquired Needs Theory
Need for Achievement
Need for Power
Need for Affiliation
Importance Of Motivating Organization Members

Exemplar(s)

#	Accession No.	Call Number	Location	Status
1.	00763/17	658 Cer M	Library - 7th Floor	Available