Management

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John Wiley & Sons, Oct 18, 2010 - Business & Economics - 656 pages
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Completely updated and revised, this eleventh edition arms managers with the business tools they’ll need to succeed. The book presents managerial concepts and theory related to the fundamentals of planning, leading, organizing, and controlling with a strong emphasis on application. It offers new information on the changing nature of communication through technology. Focus is also placed on ethics to reflect the importance of this topic, especially with the current economic situation. This includes all new ethics boxes throughout the chapters. An updated discussion on the numerous legal law changes over the last few years is included as well. Managers will be able to think critically and make sound decisions using this book because the concepts are backed by many applications, exercises, and cases.
 

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User Review - Flag as inappropriate

Waste of time and money.
Case studies are all from 2009.
John R. Schermerhorn feel free to contact me I'd like a refund.

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i need read this book

Contents

Introducing Management
1
Organizations in the New Workplace
10
The Management Process
16
Management Learning Review
23
PART ONE CHAPTER 2 Management Learning Past to Present
27
Learning About Yourself Learning Style
29
MANAGEMENT CHAPTER 3 Ethics and Social Responsibility
51
Ethics in the Workplace
58
ORGANIZING CHAPTER 12 Human Resource Management
283
Learning About Yourself Professionalism
285
Attracting a Quality Workforce
292
Maintaining a Quality Workforce
300
Management Skills and Competencies
306
Leading and Leadership Development
309
Leadership Traits and Behaviors
316
Personal Leadership Development
324

Social Responsibility and Corporate
66
Management Learning Review 73 Management Skills and Competencies
75
Environment Sustainability and Innovation
77
OrganizationEnvironment Relationships
87
Environment and Innovation
93
PART TWO CHAPTER5 Global Management and Cultural Diversity
103
Learning About Yourself Cultural Awareness
105
Global Businesses
114
Global Management Learning
123
ENVIRONMENT CHAPTER 6 Entrepreneurship and New Ventures
131
Entrepreneurship and Small
140
Management Learning Review
150
Information and Decision Making
155
Information and Managerial Decisions
162
The DecisionMaking Process
169
Management Learning Review
178
PART THREE CHAPTER 8 Planning Processes and Techniques
183
Learning From Others Think Now
184
Types of Plans Used by Managers
190
Management Skills and Competencies
202
PLANNING CHAPTER 9 Strategy and Strategic Management
205
Strategic Management
208
CorporateLevel Strategy Formulation
216
BusinessLevel Strategy Formulation
222
Management Skills and Competencies
229
Organization Structures and Design
233
Horizontal Organization Structures
244
Management Learning Review
253
PART FOUR CHAPTER 11 Organization Culture and Change
257
Learning About Yourself Tolerance
259
Multicultural Organizations
266
Management Learning Review
279
Management Learning Review
330
PART FIVE CHAPTER 14 Individual Behavior
335
Learning From Others There Are Personalities
336
Personality
343
Emotions Moods and Stress
351
Management Skills and Competencies
357
LEADING CHAPTER 15 Motivation Theory and Practice
359
Process Theories of Motivation
366
Reinforcement Theory
372
Management Learning Review
380
Learning From Others The Beauty
386
Learning About Yourself Team Contributions
387
How Teams Work
396
Decision Making in Teams
403
Management Skills and Competencies
409
Improving Collaboration Through
420
Managing Conflict
426
Management Learning Review
434
Control Processes and Systems
439
Learning From Others Control Leaves No Room
440
The Control Process
447
Management Learning Review
456
Management Skills and Competencies
458
PART SIX CHAPTER 19 Operations and Services Management
461
Operations Management Essentials
464
Work Processes
476
CONTROLLING Chapter Cases
495
MANAGEMENT CASES
1
NASCARFast Cars Passion
32
ToyotaHitting the Brakes
38
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About the author (2010)

Donald N. Lombardi is associate academic director of Seton Hall University and the principal partner of CHR/InterVista, a health care management consulting firm in Mt. Arlington, New Jersey.

Dr. John R. Schermerhorn, Jr. is the Charles G. O'Bleness Professor of Management in the College of Business at Ohio University, and formerly served as Director of the Ohio University Center for Southeast Asian Studies. He earned a Ph. D. in organizational behavior from Northwestern University and an M.B.A. (with distinction) in management and international business from New York University. Dr. Schermerhorn previously taught at Tulane University, The University of Vermont, and Southern Illinois University at Carbondale, where he served as Head of the Department of Management and Associate Dean of the College of Business Administration.

A specialist in general management, organizational change and interorganizational cooperation, his clients have included Corning Glass Works, Pepsico, Inc., American Bankers Association, New England Hospital Assembly, Egyptian General Petroleum Corporation, Petroleous de Venezuela, and the Vietnam Training Center for Radio and Television, among other organizations.

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