Essentials of ManagementPreface p. xxi Part 1 The Basis of Management Theory and Science Chapter 1 Management: Science, Theory, and Practice p. 3 Chapter 2 Management and Society: Social Responsibility and Ethics p. 29 Part 2 Planning Chapter 3 The Nature and Purpose of Planning p. 45 Chapter 4 Objectives p. 64 Chapter 5 Strategies, Policies, and Planning Premises p. 87 Chapter 6 Decision Making p. 108 Summary of Major Principles, or Guides, of Planning p. 128 Part 3 Organizing Chapter 7 The Nature and Purpose of Organizing p. 133 Chapter 8 Basic Departmentation p. 153 Chapter 9 Line/Staff Authority and Decentralization p. 176 Chapter 10 Effective Organizing and Organizational Culture p. 195 Summary of Major Principles, or Guides, of Organizing p. 212 Part 4 Staffing Chapter 11 Human Resource Management and Selection p. 217 Chapter 12 Performance Appraisal and Career Strategy p. 248 Chapter 13 Manager and Organization Development p. 272 Summary of Major Principles, or Guides, of Staffing p. 294 Part 5 Leading Chapter 14 Managing and the Human Factor p. 299 Chapter 15 Motivation p. 317 Chapter 16 Leadership p. 343 Chapter 17 Communication p. 365 Summary of Major Principles, or Guides, of Leading p. 389 Part 6 Controlling Chapter 18 The System and Process of Controlling p. 393 Chapter 19 Control Techniques and Information Technology p. 412 Chapter 20 Productivity and Operations Management p. 438 Chapter 21 Overall and Preventive Control p. 460 Summary of Major Principles, or Guides, of Controlling p. 483 Part 7 International Management and the Future Chapter 22 International Management: Toward a Unified, Global Management Theory p. 489 Name Index p. 513 Organization and Product Index p. 517 Subject Index. |
Contents
Patterns of Management Analysis | 22 |
The External Environment and International Management | 48 |
The Nature and Purpose of Planning | 73 |
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accomplish achieve action activities advantages agerial agers alternatives analysis applied appraisal areas basic behavior budget chapter chart communication corporate costs decentralization decision decision theory decision tree delegate authority departmentation discussed division effective employees engineering enterprise objectives ethics evaluation example executive external environment factors feedforward Figure firm functional authority Gantt chart goals Harvard Business Review important individual inputs involved job enrichment Koontz leadership levels limited line and staff major management by objectives managerial functions manufacturing marketing McGraw-Hill Book Company ment motivation needs operations research organization structure organizational organizational climate performance performance appraisal person personnel planning and control position practice president principle problems profit promotion relationships requires responsibility roles selection situation social span of management staffing standards strategies subordinates superior synectics task techniques theory top managers understand unity of command variables vice-president Weihrich