Management / Stephen P. Robbins, Mary Coulter.

Content

PART 1 INTRODUCTION.
Chapter 1 Introduction to Management and Organizations.
Who Are Managers
What Is Management
What Do Managers Do
What is an organization
Why study management

Chapter 2. Management Yesterday and Today.
Historical background of management
Scientific Management.
General Administrative Theorists.
Quantitative Approach to Management
Toward Understand Organizational Behavior.
The system approach
Etc.


PART 2 DEFINING THE MANAGER'S TERRAIN.

Chapter 3 Organizational Culture and the Environment: The Constraints.
The Manager: Omnipotent or Symbolic
The Organization's Culture.
Current organizational culture issues facing managers
The environment

Chapter 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.

Chapter 5 Social Responsibility and Managerial Ethics.
What Is Social Responsibility
Social Responsibility and Economic Performance.
The “Greening” of Management
Values-Based Management.
Managerial Ethics.
Social responsibility and ethics in todays' world

PART 3 PLANNING.

Chapter 6 Decision-Making process The essence of the manager's Job
The Decision-Making Process.
The Manager as Decision Maker.
Decision making for today's world

Chapter 7 Foundations of Planning.
What Is Planning
Why Do Managers Plan
How Do Managers Plan?
Establishing goals and developing plans
Developing plans
Contemporary Issues in Planning.

Chapter 8 Strategic Management.
The Importance of Strategic Management.
The Strategic Management Process.
Types of Organizational Strategies.
Strategic management in today's' environment

Chapter 9 Planning Tools and Techniques.
Techniques for Assessing the Environment.
Techniques for Allocating Resources.
Contemporary Planning Techniques.

PART 4. ORGANIZING.

Chapter 10 Organizational Structure and Design.
Defining Organizational Structure.
Organizational Design Decisions.
Common Organizational Designs.

Chapter 11. Managerial Communication and Information Technology.
Understanding Managerial Communication.
Interpersonal Communication.
Organizational Communication.
Understanding Information Technology.
How Information technology
Etc.

12. Human Resource Management.
Why Human Resource Management Is Important.
The Human Resource Management Process.
Human Resource Planning.
Recruitment and decruitment.
Selection.
Orientation.
Etc

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.

PART 5 LEADING.

14. Foundations of Behavior.
Why look at individual behavior
Attitudes
Personality
Perception
Learning

15. Understanding Groups and Teams.
Understanding Group
Explaining work-group behavior
Turning Groups into Effective Teams.
Learning summary

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.
Leadership issues in the twenty-first century

PART 6 CONTROLLING.

18. Foundations of Control.
What Is Control
Why Is Control Important
The Control Process.
Controlling for organizational performance
Tools for controlling organizational performance
Etc.

19. Operations and Value Supply Management.
What Is Operations Management and Why Is It Important
Value Chain Management.
Current Issues in Operations Management.

Includes Indexes: P 577-608