Managing organizations : principles and guidelines / Thomas N. Duening, and John M. Ivancevich.

TABLE OF CONTENTS

PART 1: INTRODUCTION TO MANAGEMENT

CHAPTER 1: THE EVOLUTION OF MANAGEMENT THOUGHT
1.1 Introduction
1.2 Management Has Different Meanings
1.3 The Functions of Management
1.4 History of Management Thought
1.5 The Classical Approach
Etc.

CHAPTER 2: MANAGEMENT: Skills, Roles, and Modern Challenges
2.1 Organizational Performance
2.2 The Management System
2.3 Managerial Skills
2.4 Managerial Roles
2.5 Modern Challenges for Managers
Etc.

CHAPTER 3: SOCIAL RESPONSIBILITY AND MANAGEMENT ETHICS
3.1 Introduction
3.2 Ethics and Social Responsibility
3.3 The Meaning of Social Responsibility
3.4 Specific Socially Responsible Activities
3.5 Business Ethics Ethics Today
Etc.

CHAPTER 4: MANAGING GLOBALLY
4.1 Introduction
4.2 The Multinational Enterprise
4.3 The Global Environment
4.4 Management Functions Applied Globally
4.5 Global Economic Integration
Etc.

PART 2: PLANNING

CHAPTER 5: ELEMENTS OF PLANNING
5.1 Understanding the Need for Planning
5.2 Types of Planning
5.3 The Elements of Planning
5.4 Asking the Right Question

CHAPTER 6: STRATEGIC PLANNING
6.1 The Growth of Strategic Planning
6.2 Strategic Thinking Frameworks
6.3 The Strategic Planning Process
6.4 Assessing the Organization's Environment
6.5 Establishing the Organizational Mission Statement
Etc.

CHAPTER 7: MANAGERIAL DECISION MAKING
7.1 Types of Managerial Decisions
7.2 The Decision-Making Process
7.3 Influences on Individual Decision Makers
7.4 Group Decision Making
7.5 Information Technology and Decision Making
Etc.

PART 3: ORGANIZING

CHAPTER 8: JOB DESIGN
8.1 Job Analysis
8.2 Job Design
8.3 Perceived Job Content
8.4 Job Performance
8.5 Redesigning Job Depth: Job Enrichment
Etc.

CHAPTER 9: ORGANIZATIONAL STRUCURE AND DESIGN
9.1 Organizational Structure
9.2 Determining Organizational Structure
9.3 Globalization and Implications for Organizational Design
9.4 Dimensions of Structure
9.5 Organizational Design
Etc.

CHAPTER 10: MANAGING HUMAN RESOURCES
10.1 Human Resource Management
10.2 Human Resource Planning
10.3 Equal Employment Opportunity
10.4 Compensation
10.5 Benefits and Services
Etc.

PART 4: LEADING

CHAPTER 11: ELEMENTS OF LEADERSHIP
11.1 Defining ''Leadership''
11.2 The Core of Leadership Influence
11.3 Distinguishing Management from Leadership
11.4 Approaches to Understanding Leadership
11.5 Trait Theory of Leadership
Etc.

CHAPTER 12: MOTIVATION
12.1 Motivation and Behavior
12.2 Need-Based Theories of Motivation
12.3 Process Theories of Motivation: Expectancy Theory
12.4 Process Theories of Motivation: Equity Theory
12.5 Reinforcement Theory of Motivation
Etc.

CHAPTER 13: INTERPERSONAL AND ORGANIZATIONAL COMMUNICATION
13.1 A Framework for Understanding Communication
13.2 Organizational Communication: Formal Channels
13.3 Organizational Communication: Informal Channels
13.4 Interpersonal Communication
13.5: Types of Interpersonal Communication
Etc.

CHAPTER 14: WORK GROUPS AND TEAMS
14.1 A Managerial Model of Group Factors
14.2 Categories of Groups
14.3 The Formation of Work Groups
14.4 The Development of Work Groups
14.5 Characteristics of Work Group
Etc.

PART 5: CONTROLLING

CHAPTER 15: ELEMENTS OF CONTROLLING
15.1 Necessary Condition for Control
15.2 Three Types of Control Methods
15.3 Preliminary Control
15.4 Concurrent Control
15.5 Feedback Control
Etc.

CHAPTER 16: PRODUCTION, OPERATIONS, AND FINANCIAL CONTROLS
16.1 Production and Operations Control
16.2 The Role of the Production and Operations Manager
16.3 Organizing the Production Process
16.4 Site Location and Layout
16.5 Controlling Production and Operations
Etc.

PART 6: MANAGING CHANGE AND INNOVATION

CHAPTER 17: ORGANIZATIONAL CHANGE AND LEARNING
17.1 A Model for Managing Change
17.2 Forces for Change
17.3 A Framework for Managing Chang in Organizations
17.4 Identifying Alternative Change Techniques
17.5 Trends in Organizational Change
Etc.

Includes bibliographical references (p. 479-496), Glossary (p. 497-513) and indexes (p. 515-528)