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Management: A Practical Introduction, 2/e
Angelo Kinicki, Arizona State University---Tempe
Brian K. Williams
ISBN: 0072920378
Copyright year: 2006
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Online Learning Center
Chapter 1 Sample Chapter (519.0K) The Exceptional
Manager: What You Do, How You Do It
Our Server
Chapter 7 Sample Chapter (505.0K)
Individual & Group Decision Making: How Managers Make Things Happen
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Blending scholarship and imaginative writing,
ASU business professor Kinicki (of Kreitner/Kinicki Organizational
Behavior 5e) and writer Williams (of Williams/Sawyer Using Information
Technology 5e) have created a highly readable introductory management
text in an exciting student-friendly layout certain to be well received
by today’s visually oriented students. The authors have structured
Management as a series of two-page spreads (i.e., left and right facing
pages) of 2 - 6 pages per section, to optimize learning by presenting
information in easily mastered "bite-size" chunks. Although the text is
organized in a unique manner, the coverage of basic management concepts
and principles is still prevalent. And besides presenting fundamental
concepts of management, the book emphasizes practical advice throughout,
expressed in the features "The Manager’s Toolbox," "Practical Action"
boxes, real-life "Example" boxes, "Management in Action" and "Ethical
Dilemma" cases, and the Web-based "Taking Something Practical Away from
this Chapter".
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Management: Skills and Applications, 12/e
Leslie W. Rue, Georgia State University
Lloyd L. Byars, Georgia Institute of Technology
ISBN: 007353014x
Copyright year: 2007
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Online Learning Center
Rue/Byars: MANAGEMENT, 12e is a short,
value-priced paperback, which presents the fundamentals of management
principles to undergraduate students. It continues its tradition of
presenting principles of management in a very straightforward and
accessible manner focusing on skills that are needed to become a
successful manager.
Sample Chapter 1 (176.0K) Management in a Diverse
Workplace Our
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005
Business
(activebook) (Griffin, Ebert). Chapter
3: Understanding the Global Context of Business
In today's climate of growing
international business activity, the study and practice of basic business
management has in many ways become the study and practice of international
business management. The rapid emergence of e-commerce promises to reinforce
this trend. A glance at the sweeping changes in the Internet markets of
Europe make it easy to see how pervasive—and how important—the global
environment has become for all businesses.
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006
Business
Today (activebook) (Mescon, Bovée, Thill).Chapter
3: Global Business
More and more enterprises are
experiencing the excitement of conducting business in the global
marketplace. Although selling goods and services in foreign markets can
generate increased sales, produce operational efficiencies, expose companies
to new technologies, and provide greater consumer choices, venturing abroad
also exposes companies to many new challenges, as Joyce Keehn discovered.
For instance, each country has unique ways of doing business, which must be
learned: Laws, customs, consumer preferences, ethical standards, labor
skill, and political and economic stability vary from country to country,
and all have the potential to affect a firm's international prospects.
Furthermore, volatile currencies and international trade relationships can
indeed make global expansion a risky proposition.
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007
Essentials
of Management Information Systems (activebook) (Laudon,
Laudon).Chapter 6: Managing Hardware and
Software Assets
Computer hardware,
provides the underlying physical foundation for the firm's IT
infrastructure. Other infrastructure components—software, data, and
networks—require computer hardware for their storage or operation.
Although Rogers Communications
provides leading-edge technology services, its own internal operations and
business processes were hampered by outdated technology. The company found it
could improve the performance of its human resources function by using the right
hardware and software. In order to select the technology it needed, Rogers had
to understand the capabilities of computer hardware and software technology, how
to select hardware and software to meet its specific business requirements, and
the financial and business rationale for its hardware and software investments.
The workforce management software Rogers selected transformed a jumble of
tangled paperwork into manageable information and became an important technology
asset. Computer hardware and software technology can improve organizational
performance, but they raise the management challenges.
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008
Management
(activebook), 2/e (Dessler). Chapter
10: Being a Leader
Barbara Hyder learned, and
fast, that being CEO of a new .com company was different from being a leader
in a big, traditional company like Mary Kay Cosmetics. Hyder had been
international regional president at Mary Kay before becoming CEO of
gloss.com, an on-line beauty startup. How is a .com company different? For
one thing, she's now making decisions with her management team on Internet
time. For example, when they saw the airwaves clogged with .com ads in
December 1999, they made a split-second decision to cancel their ads and
instead launch a full $20 million campaign in February 2000. Her new mantra
is "You have to act quickly; speed is of the essence."
Hyder's experience says a lot
about what leadership is, and how it's different than it was a few years ago.
Leaders have always had to say "Here's where we're going to go," and then
motivate, cajole, and influence their people to move in that direction. One of
the differences today, as we'll see, is that there's a bigger element of
consensus building and teamwork in what leaders do.
Once your organization is
staffed with competent employees, these employees must be inspired,
motivated, and led.
Leadership is generally
defined as influencing others to work willingly toward achieving objectives.
As we'll see in this chapter, leadership therefore means crystallizing a
direction for subordinates, and then tapping into all the authority,
charisma, and traits the leader can muster to make the subordinates want to
follow the leader in achieving the leader's goals. In the last two parts of
this book we've covered the management functions of planning and organizing.
Now we turn to the concepts and skills involved with actually influencing
the organization's employees to implement the company's plans. We turn to
leadership.
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009
Management
(activebook), 7/e (Robbins, Coulter).
Chapter 3: Organizational Culture and Environment: The Constraints
Catherine Deslauriers
recognizes the roles that both internal organizational culture and external
environment play in making her organization—the city of
Vancouver—successful. She also recognizes the challenges facing the
organization in trying to manage both its internal culture and external
environment. But how much actual impact does a manager such as Deslauriers
have on an organization's success or failure? In the following section, we
explore this important question.
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010
Management
Information Systems (activebook) (Laudon, Laudon).
Chapter 4: The Digital Firm: Electronic Commerce and
Electronic Business
Internet technology is creating a
universal technology platform for buying and selling goods and for driving
important business processes inside the firm. It has inspired new ways of
organizing and managing that are transforming businesses and the use of
information systems in everyday life. Along with bringing many new benefits and
opportunities, electronic commerce and electronic business have created a new
set of management challenges. We describe these challenges so that organizations
can understand the management, organization, and technology issues that must be
addressed to benefit from electronic commerce, electronic business, and the
emerging digital firm.
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011
As a discipline of academy inquiry, International Management applies
management concepts and techniques to their contexts in firms working in
multinational, multicultural environments. Hodgetts and Luthans: International
Management was the first mainstream International Management text in the market.
Its 5th edition continues to set the standard for International Management
texts with its research-based content and its balance between culture, strategy,
and behavior. International Management stresses the balanced approach and the
synergy/connection between the text’s four parts: Environment (4 chapters):
Culture (4 chapters), Strategy and Functions (4 chapters) and Organizational
Behavior /Human Resource Management (5 chapters).
International Management: Culture, Strategy, and Behavior, 5/e
Richard Hodgetts, Florida International University
Fred Luthans, University of Nebraska
Chapter 1 Worldwide Developments
hodgetts_ch01.pdf (2324.0K)
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Chapter 1 Powerpoint
Presentation (1366.0K)
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Chapter 2 The Political, Legal, and Technological Environment
Chapter 2 Powerpoint
Presentation (1281.0K)
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Chapter 3 Global Competitiveness
Chapter 3 Powerpoint
Presentation (1285.0K)
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Chapter 4 Ethics and Social Responsibility
Chapter 4 Powerpoint
Presentation (1278.0K)
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Chapter 5 The Meanings and Dimensions of Culture
Chapter 5 Powerpoint
Presentation (1327.0K)
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Chapter 6 Managing across Cultures
Chapter 6 Powerpoint
Presentation (1270.0K)
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Chapter 7 Organizational Cultures and Diversity
Chapter 7 Powerpoint
Presentation (1301.0K)
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Chapter 8 Intercultural Communication
Chapter 8 Powerpoint
Presentation (1331.0K)
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Chapter 9 Strategic Planning
Chapter 9 Powerpoint
Presentation (1337.0K)
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Chapter 10 Managing Political Risk and Negotiations
Chapter 10 Powerpoint
Presentation (1292.0K)
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Chapter 11 Organizing International Operations
Chapter 11 Powerpoint
Presentation (1340.0K)
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Chapter 12 Decision Making and Controlling
Chapter 12 Powerpoint
Presentation (1290.0K)
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Chapter 13 Motivation across Cultures
Chapter 13 Powerpoint
Presentation (1289.0K)
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Chapter 14 Leadership across Cultures
Chapter 14 Powerpoint
Presentation (1296.0K)
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Chapter 15 Human Resource Selection and Repatriation
Chapter 15 Powerpoint
Presentation (1314.0K)
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Chapter 16 Human Resource Development across Cultures
Chapter 16 Powerpoint
Presentation (1304.0K)
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Chapter 17 Labor Relations and Industrial Democracy
Chapter 17 Powerpoint
Presentation (1351.0K)
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012
International
Management: Culture, Strategy and Behavior
w/ OLC card MP, 6th Edition
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Richard M Hodgetts,
Florida Intl University
Fred Luthans,
UNIV OF NEBRASKA-LINCOLN
Jonathan Doh,
VILLANOVA UNIVERSITY
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| Hardcover
with access card, 672 pages |
| ©2006,
ISBN-13 9780073135854 |
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Book Site
Hodgetts Chapter 8 (485.0K)
Strategy Formulation and Implementation Our Server
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013
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Management: Leading & Collaborating in a Competitive
World, 7/e
Thomas S. Bateman, University of Virginia
Scott A. Snell, Cornell University
ISBN: 007292330x
Copyright year: 2007
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Online Learning Center
Sample Chapter 1 (540.0K)
Managing
| Bateman
and Snell have consistently
discussed and explained the
traditional, functional approach
to management through planning
(delivering strategic value),
organizing (building a dynamic
organization), leading
(mobilizing people), and
controlling (learning and
changing). Management:
Leading & Collaborating in a
Competitive World retains
its series of "firsts": first to
have a chapter on diversity,
first to devote a section to the
natural environment, and first
to relate a "bricks and clicks"
theme to explain the challenges
of managing in a New Economy.
This new edition is no exception
with an emphasis on leadership
and collaboration as a means to
success.
To survive competition and
thrive in today’s world, you
must perform in ways that give
you an edge over your
competitors. Four essential
performance dimensions- cost,
quality, speed, and innovation
-when well done, deliver value
to the customer and competitive
advantage to students and their
employers. In the new Seventh
Edition of , Bateman and Snell go a step further to discuss the
advantages of leadership and
collaboration as two essential
means to these four "bottom
line" practices that successful
managers and companies must
deliver to their customers. This
leadership and collaboration
theme is the key to successful
management. People working with
one another, rather than
against, is essential to
competitive advantage.
By reinforcing these new
business practices in context
with the functional approaches,
the authors deliver a unique
theme among all principles of
management texts- how to manage,
lead, and collaborate in ways
that deliver results.
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014
Management: The New Competitive Landscape, 6/e
Thomas S. Bateman, University of Virginia
Scott A. Snell, Cornell University
ISBN: 0072538651
Copyright year: 2004
To learn more about the book this website supports, please visit its
Information Center.
Chapter
One (11102.0K) Managing Our Server
Chapter
Five (6894.0K) Ethics and Corporate Responsibility
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Site Map
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The Six Sigma Way: How GE, Motorola, and Other Top Companies are
Honing Their Performance |
| By Pande, Peter S., Neuman, Robert P.,
and Cavanagh, Roland R. |
| An
implementation blueprint for SIX SIGMA! "The Six Sigma
Way demystifies Six Sigma with a real-world 'how-to 'guide.
A good investment for any business planning to launch Six
Sigma."
John Biedry, VP Quality & Compliance, Sears Home Services.
Cost reduction...productivity improvement...customer
retention...these are the promises of the Six Sigma quality
management system. The Six Sigma Way reveals how GE,
Motorola, and numerous other companies are successfully using
Six Sigma to fine-tune products and processes, improve
performance, and increase profits. Now you can read the roadmap
for implementing Six Sigma in your manufacturing or service
organization.
The authorswho have worked with some of the most visible
Six Sigma companies including GEprovide step-by-step guidance
and practical implementation guidelines. Whether your goal is to
fix a process problem or implement Six Sigma company-wide,
The Six Sigma Way will help you develop an approach
customized for your company's needs and the challenges of the
twenty-first century business environment. The Six Sigma Way:
- Addresses the challenges and politics of launching,
leading, and training people for Six Sigma.
- Focuses on implementing the major steps and quality
improvement tools in the Six Sigma system.
- Features insights, comments, and examples from business
leaders and managers using Six Sigma in their organizations.
|
The Whole Book On Our Server
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| 016
From Harvard
Business Online
( Please note that HBO publications will be limited for managers only. And
by invitation to subordinate if required. Also an internal network could be
initiated for discussions and comment. )
continues to keep the growing community of BSC
users informed and educated about the latest scorecard thinking and
practices—including the essentials for becoming a Strategy-Focused
Organization (SFO).
BSR Index 1999-2004
- Untested Beliefs and Half Truths Pass as Management Gospel
If doctors practiced medicine the way many companies practice management,
there would be far more sick and dead patients, and many more doctors
would be in jail, argue Stanford Graduate School of Business faculty
members Jeffrey Pfeffer and Robert I. Sutton in their new book. (March
2006)
[Details]
 Video
File, Interview with Pfeffer and Sutton, 16:32 minutes
For best audio and video quality, please
use RealOne Player™ which plays all major media formats, including
QuickTime, MPEG, and Windows Media. A free version of the media player is
available to download.
Download RealOne Player™
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