Management or Informal Learning

Management

Author: Robert Kreitner

Now in its tenth edition, Management continues to offer a practical, student-oriented approach to four central themes: change, diversity, ethics, and globalization. Author Robert Kreitner relies on more than 30 years of research and teaching experience to ensure that students gain a solid understanding of management principles. In addition to coverage of timely and relevant issues such as corporate responsibility, the text promotes skill development through hands-on exercises and team-building activities.

With all data and examples updated to reflect current trends, the Tenth Edition integrates issues from popular culture and media, putting topics in context and engaging students. A range of pedagogical features—including in-text and video cases, Internet activities, and interactive annotations—support students as they prepare for the rigors of contemporary management.

• New! The Tenth Edition includes coverage of emerging research and hot-button topics, including Wilson's managerial skills profile; the implications of "cultural intelligence"; new research on how people rationalize unethical conduct; and the role of Web logs ("blogs").
• New! Test Prepper self-quizzes at the end of each chapter include true/false and multiple-choice questions (with answers at the end of the book).
• New! The Eduspace online learning tool pairs the widely recognized resources of Blackboard with quality, text-specific content from Houghton Mifflin. Eduspace makes it easy for instructors to create all or part of a course online. Classroom Response System ("clicker") content, homework exercises, tests,tutorials, and supplemental study materials all come ready-to-use. Instructors can choose to use the content as is, modify it, or even add their own.
• New! Part-ending Managers-in-Action video cases focus on high-profile managers and the challenges they face concerning project management, training, and other issues. New cases examine global diversity at Hewlett-Packard, planning and decision making at Percy Inn, and the management of human capital at Accenture.
• New! All chapter-opening cases, 16 chapter-closing cases, and 14 boxed features are new to this edition. Other popular features have been retained and completely updated, including How-to-Do-It instructions, summaries, terms, Hands-On Exercises, and Internet Exercises.
• Updated! Managing Diversity features highlight the importance of diversity in the workplace. New coverage includes religion in the workplace, biased decision making, and a Native American's vision for a better future.
• Updated! Management Ethics boxes, which focus on the importance of ethical decision making, cover issues such as the "two faces" of Wal-Mart, keeping blogs in check, and hardball organizational politics.
• Updated! The Global Manager boxes examine the role managers play in a world that is shrinking rapidly. Several new examples aid in preparing students to meet this role by introducing them to current issues and strategies, such as a global supply-chain crisis at Dell, culture and the perception of planning and control, and risk management at BMW.
• Updated! Interactive Annotations take students from the text to the Web for a dynamic learning experience. These contemporary anecdotes, quotations, self-assessment tools, and thought-provoking questions allow students to hone their conceptual, self-management/teamwork, and administrative skills. The instructor web site provides answers, comments, and interpretations for the annotations.

Table of Contents:

Contents

Note: Each chapter contains a Summary, Terms to Understand, Internet Exercises, and Test Prepper.

• I. The Management Challenge
• 1. Managers and Entrepreneurs
  The Changing Workplace: Can the 10-Day Sofa Save American Jobs?
  Management Defined
  Management Ethics: PNC Financial Services Recycles Its Old Building
  What Do Managers Do?
  Learning to Manage
  Small-Business Management
  Skills & Tools: Career Tips for Today's and Tomorrow's Managers
  Hands-On Exercise: Do You Have the Right Stuff to Be an Entrepreneur?
  Closing Case: The Studious Entrepreneur Behind Staples

  2. The Evolution of Management Thought

  The Changing Workplace: The Survivor

  The Practice and Study of Management

  The Universal Process Approach

  The Operational Approach

  The Behavioral Approach

  The Systems Approach

  The Global Manager: Your Custom Car Is Ready

  The Contingency Approach

  The Era of Management by Best Seller: Proceed with Caution

  Skills & Tools: Recommended Periodicals for Staying Current in the Field of Management

  Hands-On Exercise: Managers Need Open-System Thinking to Deal with Global Terrorism

  Closing Case: History Matters at This Wisconsin Boat Builder

  3. The Changing Environment of Management: Diversity, Global Economy, and Technology

  The Changing Workplace: Home Depot Goes Old School

  The Social Environment

  Managing Diversity: Finally in the Director's Chair

  The Political-Legal Environment

  The Economic Environment

  TheTechnological Environment

  Skills & Tools: How Business Leaders Can Help Women Break the Glass Ceiling

  Hands-On Exercise: Crystal Ball Gazing

  Closing Case: Meet Emma—AMD's Computer for the Masses

  4. International Management and Cross-Cultural Competence

  The Changing Workplace: MTV's Passage to India

  Global Organizations for a Global Economy

  Toward Greater Global Awareness and Cross-Cultural Competence

  Managing Diversity: Dealing with Religion in the U.S. Workplace

  Comparative Management Insights

  Staffing Foreign Positions

  Skills & Tools: Competencies You Need to Develop to Work Effectively in a Foreign Culture

  Hands-On Exercise: Look into the Cultural Mirror

  Closing Case: Tell the Kids We're Moving to Kenya

  5. Management's Social and Ethical Responsibilities

  The Changing Workplace: Money and Morals at GE

  Social Responsibility: Definition and Perspectives

  Toward Greater Social Responsibility

  The Ethical Dimension of Management

  Encouraging Ethical Conduct

  Management Ethics: MBAs Majoring in Morality

  Skills & Tools: An International Code of Ethics

  Hands-On Exercise: The Rokeach Value Survey

  Closing Case: The Housewife Who Got Up Off the Couch

  Managers-in-Action Videos: 1A Milton Rodriguez, the Passionate Entrepreneur; 1B Hewlett-Packard Leverages Global Diversity

  II. Planning and Decision Making

  6. The Basics of Planning and Project Management

  The Changing Workplace: Plan B (and C and D and...)

  Coping with Uncertainty

  The Essentials of Planning

  Management by Objectives and Project Planning

  The Global Manager: Culture Affects How Planning and Control Are Perceived—Russian Versus Western Views

  Graphical Planning/Scheduling/Control Tools

  Break-Even Analysis

  Skills & Tools: Ten Common Errors to Avoid When Writing a Plan for a New Business

  Hands-On Exercise: How to Write Good Objectives and Plans (Plan = What + When + How)

  Closing Case: Ford's Hybrid SUV Team Races to the Finish

  7. Strategic Management: Planning for Long-Term Success

  The Changing Workplace: Starbucks Tries to Hum a New Strategic Tune

  Strategic Management = Strategic Planning + Implementation + Control

  Thinking Strategically (Including E-Business Strategies)

  The Global Manager: The Ultimate Fairly Inexpensive Driving Machine

  The Strategic Management Process

  Strategic Implementation and Control

  Forecasting

  Skills & Tools: Reengineering

  Hands-On Exercise: Thinking Strategically—A SWOT Analysis

  Closing Case: Sally Jewel's Market-Driven Strategy at REI

  8. Decision Making and Creative Problem Solving

  The Changing Workplace: The Stats Wonk Who Runs a Pro Sports Team

  Challenges for Decision Makers

  Managing Diversity: Are You a Biased Decision Maker?

  Making Decisions

  Group-Aided Decision Making: A Contingency Perspective

  Managerial Creativity

  Creative Problem Solving

  Skills & Tools: How to Construct a Fishbone Diagram

  Hands-On Exercise: How Creative Are You?

  Closing Case: The Phantasmagoria Factory

  Managers-in-Action Videos: 2A Mary Guerrero-Pelzel, Contractor; 2B Planning and Decision Making at Percy Inn

  III. Organizing, Managing Human Resources, and Communicating

  9. Organizations

  The Changing Workplace: Southwest Finds Trouble in the Air

  What Is an Organization?

  Organization Charts

  Contrasting Theories of Organization

  Organizational Effectiveness

  Management Ethics: Should We Admire Wal-Mart?

  Organizational Cultures

  Skills & Tools: How to Build Your Organization's Learning Capability

  Hands-On Exercise: An Organizational X Ray = Capturing the "Feel" of an Organizations's Culture

  Closing Case: Smart Is Not Enough

  10. Organizing in the Twenty-First Century

  The Changing Workplace: Business NOT as Usual at W. L. Gore—Part 1

  Contingency Design

  The Global Manager: A Globe-Trotting Organizational Thinker Looks at the Future of Work Organizations

  Basic Structural Formats

  Contingency Design Alternatives

  Effective Delegation

  The Changing Shape of Organizations

  Skills & Tools: If You Want to Be Delegated Important Duties, Then Demonstrate a Lot of Initiative

  Hands-On Exercise: A Field Study—Sizing Up an Organization's Structure and Design

  Closing Case: A Virtually Great New Business for UPS

  11. Human Resource Management

  The Changing Workplace: Finding Workers Who Fit

  Human Resource Strategy: A People-Centered Approach

  Recruitment and Selection

  Managing Diversity: Diversity Goes Global

  Performance Appraisal

  Training

  Contemporary Human Resource Challenges and Problems

  Skills & Tools: How to Handle the Job Interview Successfully

  Hands-On Exercise: Writing Behavioral Interview Questions

  Closing Case: How UPS Delivers Objective Performance Appraisals

  12. Communicating in the Internet Age

  The Changing Workplace: How to Start Turning Around a Behometh

  The Communication Process

  Dynamics of Organizational Communication

  Management Ethics: Keeping Blogs in Check

  Communication Problems and Promises in the Internet Age

  Becoming a Better Communicator

  Skills & Tools: How You Speak Shows Where You Rank

  Hands-On Exercise: Oh, No! What Have I Done?

  Closing Case: Don't Just Check the Box

  Managers-in-Action Videos: 3A Organization Structures at Green Mountain Coffee Roasters; 3B Managing Human Capital at Accenture

  IV. Motivating and Leading

  13. Motivating Job Performance

  The Changing Workplace: Pat McGovern Motivates Through Respect

  Motivation Theories

  The Global Manager: Paying Employees to Go on a Global Search for Self-Actualization

  Motivation Through Job Design

  Motivation Through Rewards

  Motivation Through Employee Participation

  Motivation Through Quality-of-Work-Life Programs

  Skills & Tools: Stress Management 101

  Hands-On Exercise: Quality-of-Work-Life Survey

  Closing Case: Employee Involvement = Loyalty at Genencor

  14. Group Dynamics and Teamwork

  The Changing Workplace: Do Business and Friendship Mix in the Workplace?

  Fundamental Group Dynamics

  Group Development

  Organizational Politics

  Management Ethics: How Do You Feel About "Hard Ball"Organizational Politics?

  Conformity and Groupthink

  Teams, Teamwork, and Trust

  Skills & Tools: How to Use Cooperative Conflict to Avoid Groupthink

  Hands-On Exercise: Management Teamwork Survey

  Closing Case: Thirteen Time Zones Can't Keep Lucent's Virtual Team from Succeeding

  15. Influence, Power, and Leadership

  The Changing Workplace: eBay's Secret Weapon

  Influence Tactics in the Workplace

  Power

  Leadership

  Managing Diversity: A Native American's Vision for a Better Future

  Mentoring

  Behavior Modification

  Skills & Tools: Putting the Empowerment Puzzle Together

  Hands-On Exercise: What Is Your Emotional Intelligence (EQ)?

  Closing Case: Business NOT as Usual at W. L. Gore—Part 2

  16. Change, Conflict, and Negotiation

  The Changing Workplace: What CEO Anne M. Mulcahy Learned from Turning Around Xerox

  Change: Organizational and Individual Perspectives

  Overcoming Resistance to Change

  Making Change Happen

  Managing Diversity: Tempered Radicals as Everyday Leaders

  Managing Conflict

  Negotiating

  Skills & Tools: How to Express Anger

  Hands-On Exercise: Putting a Conflict on Ice

  Closing Case: Under the Knife

  Managers-in-Action Videos: 4A Alternative Work Arrangements at Hewlett-Packard; 4B Entrepreneurial Leadership

  V. Organizational Control Processes

  17. Organizational Control and Quality Improvement

  The Changing Workplace: Ronald Gets Back in Shape

  Fundamentals of Organizational Control

  Crisis Management

  The Global Manager: How Dell Survived a Global Supply Chain Crisis

  The Quality Challenge

  An Introduction to Total Quality Management (TQM)

  Deming Management

  Skills & Tools: How to Avoid a Public Relations Nightmare in a Crisis

  Hands-On Exercise: Measuring Service Quality

  Closing Case: It's All About the Shoes

  Managers-in-Action Videos: 5A Finagle A Bagel's Management, Organization, and Production Finesse; 5B Training a Sales Employee at REI

New interesting book: Airline Marketing and Management or Money and Capital Markets

Informal Learning: Rediscovering the Natural Pathways That Inspire Innovation and Performance

Author: Jay Cross

Most learning on the job is informal. This book offers advice on how to support, nurture, and leverage informal learning and helps trainers to go beyond their typical classes and programs in order to widen and deepen heir reach. The author reminds us that we live in a new, radically different, constantly changing, and often distracting workplace. He guides us through the plethora of digital learning tools that workers are now accessing through their computers, PDAs, and cell phones.

Table of Contents:

Preface.

Acknowledgments.

Introduction.

PART ONE: CONCEPTS.

Chapter 1: Out of Time.

Chapter 2: A Natural Way of Learning.

Chapter 3: Show Me The Money.

Chapter 4: Emergence.

Chapter 5: Connecting.

Chapter 6: Meta-Learning.

PART TWO: LEARNERS.

Chapter 7: Learners.

PART THREE: CASES.

Chapter 8: Envisioning.

Chapter 9: Conversation.

Chapter 10: Communities.

Chapter 11: Unblended.

Chapter 12: The Web.

Chapter 13: Grokking.

Chapter 14: Unconferences.

PART FOUR: JUST DO IT.

Chapter 15: Just Do It.

Appendix A: Informal Learning in a Nutshell.

Appendix B: Where Did The 80 Percent Come From?

Appendix C: Institute for Research On Learning.

Glossary.

Resources.

References.

Index.

About The Author.