Management Leading and Collaborating in A Competitive World 15th Edition by Thomas S Bateman, Robert Konopaske – Ebook PDF Instant Download/Delivery: 9781264124367 ,1264124368
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ISBN 10: 1264124368
ISBN 13: 9781264124367
Author: Thomas S Bateman, Robert Konopaske
Management Leading and Collaborating in A Competitive World 15th Edition Table of contents:
Chapter 1: Managing and Performing
Introduction
Managing in a Competitive World
Globalization
Technological Change
Knowledge Management
Collaboration
Managing for Competitive Advantage
Innovation
Quality
Service
Speed
Cost Competitiveness
Sustainability
Delivering All Types of Performance
The Functions of Management
Planning: Delivering Strategic Value
Organizing: Building a Dynamic Organization
Leading: Mobilizing People
Controlling: Learning and Changing
Performing All Four Management Functions
Management Levels and Skills
Top-Level Managers
Middle-Level Managers
Frontline Managers
Working Leaders with Broad Responsibilities
Must-Have Management Skills
You and Your Career
Be Both a Specialist and a Generalist
Be Self-Reliant
Connect with People
Actively Manage Your Relationship with Your Organization
Survive and Thrive
Key Terms
Retaining What You Learned
Discussion Questions
Experiential Exercises
1.1 YOUR PERSONAL NETWORK
1.2 Are You An Effective Manager?
1.3 Career Skills Development
Concluding Case
Appendix A
The Evolution of Management
Key Terms
Discussion Questions
Experiential Exercises
A.2 THE UNIVERSITY AS AN OPEN SYSTEM
University System Analysis Worksheet
Chapter 2: The External and Internal Environments
Introduction
The Macroenvironment
The Economy
Technology
Laws and Regulations
Demographics
Sustainability and the Natural Environment
The Competitive Environment
Competitors
New Entrants
Substitutes and Complements
Suppliers
Customers
Environmental Analysis
Environmental Scanning
Scenario Development
Forecasting
Benchmarking
Actively Managing the External Environment
Selecting Your Environment
Influencing Your Environment
Adapting to the Environment: Changing the Organization
Choosing an Approach
The Internal Environment of Organizations: Culture and Climate
Organization Culture
Key Terms
Retaining What You Learned
Discussion Questions
Experiential Exercises
2.1 EXTERNAL ENVIRONMENT ANALYSIS
2.2 CORPORATE CULTURE PREFERENCE SCALE
Concluding Case
Chapter 3: Managerial Decision Making
Introduction
Characteristics of Managerial Decisions
Lack of Structure
Uncertainty
Risk
Conflict
The Phases of Decision Making
Identifying and Diagnosing the Problem
Generating Alternative Solutions
Evaluating Alternatives
Making the Choice
Implementing the Decision
Evaluating the Decision
The Best Decision
Barriers to Effective Decision Making
Psychological Biases
Time Pressures
Social Realities
Decision Making in Groups
Potential Advantages of Using a Group
Potential Problems of Using a Group
Managing Group Decision Making
Leadership
Constructive Disagreement
Encouraging Creativity
Brainstorming
Organizational Decision Making
Constraints on Decision Makers
Organizational Decision Processes
Decision Making in a Crisis
Key Terms
Retaining What You Learned
Discussion Questions
Experiential Exercises
3.1 DECISION MAKING IN ACTION
3.2 Group Problem Solving at a Social Enterprise
Concluding Case
Part One Supporting Case
Facebook’s Mark Zuckerberg: Can He Manage through Turbulent Times?
Chapter 4: Planning and Strategic Management
Introduction
An Overview of Planning Fundamentals
The Basic Planning Process
Levels of Planning
Strategic Planning
Tactical and Operational Planning
Aligning Tactical, Operational, and Strategic Planning
Strategic Planning
Step 1: Establishing Mission, Vision, and Goals
Step 2: Analyzing External Opportunities and Threats
Step 3: Analyzing Internal Strengths and Weaknesses
Step 4: SWOT Analysis and Strategy Formulation
Step 5: Strategy Implementation
Step 6: Strategic Control
Key Terms
Retaining What You Learned
Discussion Questions
Experiential Exercises
4.1 BUSINESS STRATEGIES NEED ADJUSTING
Concluding Case
Chapter 5: Ethics, Corporate Responsibility, and Sustainability
Introduction
It’s a Big Issue
It’s a Personal Issue
Ethics
Ethical Systems
Business Ethics
The Ethics Environment
Ethical Decision Making
Courage
Corporate Social Responsibility
Contrasting Views
Reconciliation
The Natural Environment and Sustainability
A Risk Society
Sustainable Growth
Environmental Agendas for the Future
Key Terms
Retaining What You Learned
Discussion Questions
Experiential Exercises
5.1 MEASURING YOUR ETHICAL WORK BEHAVIOR
5.2 ETHICAL STANCE
Concluding Case
Chapter 6: International Management
Introduction
Managing in Our Global Economy
International Challenges and Opportunities
Outsourcing and Jobs
The Geography of Business
Western Europe
Asia: China and India
The Americas
Africa and the Middle East
Global Strategy
Pressures for Global Integration
Pressures for Local Responsiveness
Choosing a Global Strategy
Entry Mode
Exporting
Licensing
Franchising
Joint Ventures
Wholly Owned Subsidiaries
Working Overseas
Skills of the Global Manager
Understanding Cultural Issues
LessonsfromGlobalResearch
Mutual Adjustments
Ethical Challenges in International Management
Key Terms
Retaining What You Learned
Discussion Questions
Experiential Exercises
6.1 GLOBAL INTEGRATION—LOCAL RESPONSIVENESS WORKSHEET
6.2 CROSS-CULTURAL ANTHROPOLOGIST
Concluding Case
Chapter 7: Entrepreneurship
Introduction
Entrepreneurship
Why Become an Entrepreneur?
What Does It Take to Succeed?
What Business Should You Start?
What Does It Take, Personally?
Success and Failure
Common Management Challenges
Increasing Your Chances of Success
Corporate Entrepreneurship
Building Support for Your Idea
Building Intrapreneurship
Management Challenges
Entrepreneurial Orientation
Key Terms
Retaining What You Learned
Discussion Questions
Experiential Exercises
7.1 TAKE AN ENTREPRENEUR TO DINNER
7.2 STARTING A NEW BUSINESS
Concluding Case
Part Two Supporting Case
Will Foxconn Remain Apple’s Top Supplier of iGadgets?
Appendix B
Information for Entrepreneurs
Chapter 8: Organization Structure
Introduction
Fundamentals of Organizing
Differentiation
Integration
The Vertical Structure
Authority in Organizations
Span of Control
Delegation
The High-Involvement Organization
The Horizontal Structure
The Functional Organization
The Divisional Organization
The Matrix Organization
The Network Organization
Organizational Integration
Coordination by Standardization
Coordination by Plan
Coordination by Mutual Adjustment
Coordination and Communication
Looking Ahead
Key Terms
Retaining What You Learned
Discussion Questions
Experiential Exercises
8.1 YOUR SCHOOL’S ORGANIZATION CHART
8.2 STUDENT-RUN ORGANIZATION OFFERING COMMUNITY SERVICES
Concluding Case
Chapter 9: The Adaptive Organization
Introduction
The Responsive Organization
Adaptive Strategy
Organizing around Core Capabilities
Strategic Alliances
Decentralization
Organizational Size and Agility
The Case for Big
The Case for Small
Being Big and Small
Downsizing
Customers and the Responsive Organization
Customer Relationship Management
Quality Initiatives
Technology and Organizational Agility
Technology Configurations
Flexible Manufacturing
Organizing for Speed: Time-Based Competition
Final Thoughts on Organizational Agility
Key Terms
Retaining What You Learned
Discussion Questions
Experiential Exercises
9.1 MECHANISTIC AND ORGANIC STRUCTURES
9.2 THE WOODS MANUFACTURING COMPANY
9.3 WHEN SHOULD A COMPANY DECENTRALIZE?
Concluding Case
Chapter 10: Human Resource Management
Introduction
Strategic Human Resource Management
The HR Planning Process
Job Analysis
Staffing
Recruitment
Selection
Workforce Reductions
Developing the Workforce
Training and Development
Overview of the Training Process
Types of Training
Performance Appraisal
What Do You Appraise?
Who Should Do the Appraisal?
How Should You Give People Feedback?
Designing Reward Systems
Pay Decisions
Incentive Systems
Executive Pay and Stock Options
Employee Benefits
Equal Pay and Comparable Worth
Health and Safety
Labor Relations
Labor Laws
Unionization
What Does the Future Hold?
Key Terms
Retaining What You Learned
Discussion Questions
Experiential Exercises
10.1 THE LEGAL INTERVIEW
10.2 THE PAY RAISE
Concluding Case
Chapter 11: Cultivating Diversity and Inclusiveness
Introduction
Diversity: A Brief History
Multicultural Organizations
A Changing Workforce
Advantage through Diversity
Attracting, Motivating, and Retaining Employees
Understanding Differentiated Markets
Creative Problem Solving
Organizational Flexibility
Diversity Challenges
Cultivating Inclusiveness
Top Management’s Commitment and Leadership
Organizational Assessment
Key Terms
Retaining What You Learned
Discussion Questions
Experiential Exercises
11.1 BEING DIFFERENT
11.2 VIEWS ON GENDER
Concluding Case
Part Three Supporting Case
Zappos
Chapter 12: Leadership
Introduction
What Do We Want from Our Leaders?
Vision
Leading and Managing
Leading and Following
Power and Leadership
Sources of Power
Traditional Approaches to Understanding Leadership
Leader Traits
Leader Behaviors
The Effects of Leader Behavior
Situational Approaches to Leadership
Contemporary Perspectives on Leadership
Charismatic Leadership
Transformational Leadership
Many Opportunities to Lead
A Note on Courage
Developing Your Leadership Skills
How Do I Start?
What Are the Keys?
Key Terms
Retaining What You Learned
Discussion Questions
Experiential Exercises
12.1 Using the Five Sources of Power at Work
Concluding Case
Chapter 13: Motivating for Performance
Introduction
Motivating for Performance
Setting Goals
Goals That Motivate
Stretch Goals
Limitations of Goal Setting
Set Your Own Goals
Reinforcing Performance
(Mis)Managing Rewards and Punishments
Managing Mistakes
Providing Feedback
Performance-Related Beliefs
The Effort-to-Performance Link
The Performance-to-Outcome Link
Impact on Motivation
Managerial Implications of Expectancy Theory
Understanding People’s Needs
Maslow’s Needs
Alderfer’s ERG Theory
McClelland’s Needs
Don’t Forget: People Can Differ
Designing Motivating Jobs
Job Rotation, Enlargement, and Enrichment
Herzberg’s Two-Factor Theory
The Hackman and Oldham Model of Job Design
Empowerment and Engagement
Achieving Fairness
Assessing Equity
Restoring Equity
Procedural Justice
Employee Satisfaction and Well-Being
Quality of Work Life
Psychological Contracts
Key Terms
Retaining What You Learned
Discussion Questions
Experiential Exercises
13.1 ASSESSING YOURSELF
13.2 PERSONAL GOAL SETTING
13.3 What Do Students Want from Their Jobs?
Concluding Case
Chapter 14: Teamwork
Introduction
The Contributions of Teams
Types of Teams
Self-Managed Teams
How Groups Become Real Teams
Group Processes
Critical Periods
Teaming Challenges
Why Groups Sometimes Fail
Building Effective Teams
Performance Focus
Motivating Teamwork
Member Contributions
Norms
Roles
Cohesiveness
Building Cohesiveness and High-Performance Norms
Managing Lateral Relationships
Managing Conflict
Conflict Styles
Virtual and E-conflict
Being a Mediator
Key Terms
Retaining What You Learned
Discussion Questions
Experiential Exercises
14.1 STUDENT PROJECT GROUP DEVELOPMENT
14.2 WHICH STYLE OF CONFLICT RESOLUTION WOULD YOU USE?
Concluding Case
Chapter 15: Communicating
Introduction
Interpersonal Communication
One-Way versus Two-Way Communication
Communication Pitfalls
Verbal and Written Channels
Digital Communication and Social Media
Media Richness
Improving Communication Skills
Improving Sender Skills
Improving Receiver Skills
Organizational Communication
Downward Communication
Upward Communication
Horizontal Communication
Informal Communication
Transparency
Key Terms
Retaining What You Learned
Discussion Questions
Experiential Exercises
15.1 INTERPRETING NONVERBAL COMMUNICATION
15.2 LISTENING SKILLS SURVEY
15.3 ACTIVE LISTENING
Concluding Case
Part Four Supporting Case
Leading and Motivating When Disaster Strikes: Magna Exteriors and Interiors
Chapter 16: Managerial Control
Introduction
Bureaucratic Control Systems
The Control Cycle
Approaches to Bureaucratic Control
Management Audits
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Tags: Thomas S Bateman, Robert Konopaske, Management Leading, Collaborating, Competitive World