Contents -- About This Course -- How to Take This Course -- 1 What Is a Manager -- The Approach in This Course -- Competitive Strategy as a Unifying Concept -- Defining Management -- The Functions of a Manager -- Measuring Management -- The Nature of Managerial Work -- Management Levels -- Managerial Skills -- Managerial Responsibility-Functional Versus General -- Managerial Roles -- Implications for Managers -- Interrelation of the Functions -- The Plan of This Course -- Review Ruestions -- 2 The Development of Contemporary Management -- The Classical Approach to Management -- Scientific Management -- Fayol's Principles of Management -- Behavioral Science and Management -- The Quantitative and Systems Approaches to Management -- Contingency Theory -- The Practitioner-oriented Approach to Management -- The Total Ruality Management Approach -- Customer-driven Quality -- Strong Quality Leadership -- Continuous Improvement -- Action Based on Facts, Data, and Analysis -- Employee Participation -- Implications for Managers -- Review Ruestions -- 3 Managerial Planning -- The Purpose of Planning -- The Strategic Planning Process -- Setting Goals -- Developing Strategy -- Competitive Advantage -- Forecasting -- Operational Planning -- Planning for Control: The Evaluation Stage -- Operating Plans -- Functional Plans -- Supervisory-level Plans -- Budgets -- Schedules -- Linking Strategy and Operations -- Programs -- Network Planning Tools -- Materials Requirements Planning (MRP II) -- Goal Setting -- Management by Objectives -- Implications for Managers -- Review Ruestions -- 4 Structuring the Organization -- Formal Organization -- Task Specialization -- Departmentalization -- Coordination -- Informal Organization -- Formation -- Implications for Managers -- What Organization Structure Is Best? -- Review Ruestions -- 5 Organizing Human Resources.

The Significance of Human Resource Management -- Staffing -- The Staffing Plan -- The Human Resource Cycle -- Job Analysis -- Job Description -- Recruitment -- Selection -- Training and Development of New Hires -- Performance Appraisal -- Career Assessment -- Effective Human Resource Management -- Implications for Managers -- Health and Safety -- Equal Employment Opportunity (EEO) -- Review Ruestions -- 6 Understanding Motivation -- What Is Motivation? -- Theories of Motivation -- Maslow's Needs Theory -- McClelland's Version of Need Theory -- Herzberg's Two-factor Theory -- Expectancy Theory -- Equity Theory -- Organizational Behavior Modification -- Motivation in the Workplace -- The Hawthorne Studies -- Theory X and Theory Y -- Theory Z -- Implications for Managers -- Implications of Herzberg's Theory -- Implications of Expectancy Theory -- Implications of Equity Theory -- Implications of Organizational Behavior Modification -- Summary -- Review Ruestions -- 7 Understanding Leadership -- The Nature of Leadership in Organizations -- Trait Approaches -- Behavioral Approaches -- Situational/Contingency Approaches -- Transformational Approaches -- Leadership and Culture -- General Characteristics of Leadership -- Leadership and Management -- Delegation -- Implications for Managers -- Summary -- Review Ruestions -- 8 The Managerial Control Process -- Establishing Standards -- Quantitative Standards -- Qualitative Standards -- Measuring Actual Results -- Taking Appropriate Action: The Essence of Control -- Management Control Systems -- Budgets -- Programs -- Schedules -- Manufacturing/Operations Control Techniques -- Inventory Control: Raw Materialc Work-in-process -- Quality Control -- Inspection-oriented Control -- Process-oriented Control -- Management by Exception -- Behavioral Issues in Control -- Implications for Management -- Review Ruestions.

9 Understanding Total Quality Management -- Background of Total Quality Management -- Major Contributors to Total Quality Management (TQM) -- Philip Crosby -- Joseph Juran -- W. Edwards Deming -- Stages of Quality Development -- Inspection -- Quality Control -- Quality Assurance -- Total Quality Management -- Defining Quality -- Design Focus: Conformance -- Customer Focus: Beholder Perspective -- Comprehensive Focus: Product/Service Characteristics -- Quality Measurement -- Production -- Economics of Quality -- Customer -- Market/Customer-based -- Inspection-oriented Control -- Process-oriented Control -- Continuous Incremental Improvement -- Achievement Recognition -- Implications for Managers -- Review Ruestions -- 10 Managing in Tomorrow's Environment -- The Manager's Job -- Management Issues: Today and Tomorrow -- Managing in Accelerated Global Competition -- Managing Technology -- Managing Cultural Diversity -- Managing Empowerment -- Managing Ethics and Social Responsibility -- Managing the Environment -- Implications for Managers -- Review Ruestions -- Bibliography -- The First Examination -- The Practice Case -- The Practice Case Solution -- The Examination Case -- Selected Readings -- Index -- A -- B -- C -- D -- E -- F -- G -- H -- I -- J -- K -- L -- M -- N -- O -- P -- Q -- R -- S -- T -- U -- V -- W -- Z.