书籍详情

管理学(第5版 英文版)

管理学(第5版 英文版)

作者:美S.P.罗宾斯Stephen P.Robbins,美M.库尔特Mary Coultar著

出版社:清华大学出版社

出版时间:1997-01-01

ISBN:9787302027249

定价:¥66.00

内容简介
  内容提要 该书是一本融管理理论、方法技能和具体管理实践于一体的教材。全书共分 部分二十章。第一部分(共两章)主要介绍管理和管理者(经理)的基本概念,以 管理理论和管理实践的演变过程。第二部分(共四章)阐述了管理者(经理)所面 的形势和任务,其中包括组织环境和文化对管理的制约、全球化过程中的管理社 责任和管理道德以及决策问题。第三部分至第六部分分别阐述管理的四大主要职能 计划、组织、领导、控制。在这四种职能中,作者特别强调领导职能,分别从组织 为学、团队活动、员工激励、领导、交流与沟通等方面对领导职能进行了论述。在 划职能中,作者特别重视战略计划和管理;在组织职能中,作者强调了人力资源管 在控制职能中,特别强调了运作管理。 该书结构紧凑,内容丰富,且提供了大量实例,例如该书提供了十位与众不同 经理,每章后都有各种问题、自我测评练习、应用案例等。这无疑使正文中的理论 满了生命活力,也使学生能通过不同的途径把握管理理论与方法。对于初学著来说 该书的确是一部极好的教材。
作者简介
暂缺《管理学(第5版 英文版)》作者简介
目录
    PREFACE xvii
   PART ONE
   INTRODUCTION
    1.Managers and Management
    2.The Evolution of Management
   PART FIVE
   LEADING
    13.Foundations of Behavior
    14.Understanding Groups and Teams
    15.Motivating Employees
    16.Leadership
    17.Communication and Interpersonal Skills
   PART TWO
   DEFINING THE MANAGER'S
   TERRAIN
    3.Organizational Culture and Environment: The
    Constraints
    4.Managing in a Global Environment
    5.Social Responsibility and Managerial
    Ethics
    6.Decision Making: The Essence of the
   Manager's Job
   PART THREE
   PLANNING
    7.Foundations of Planning
    8.Strategic Management
    9.Planning Tools and Techniques
   PART FOUR
   ORGANIZING
    10.Organization Structure and Design
    11.Human Resource Management
    12.Managing Change and Innovation
   PART SIX
   CONTROLLING
    18.Foundations of Control
    19.Operations Management
    20.Control Tools and Techniques
    Scoring Keys for Self-Assessment Exercises SK
    Endnotes
    Name Index
    Organization Index
    Subject Index
   PREFACE xvii
   PART ONE
   INTRODUCTION
   CHAPTER 1
   MANAGERS AND MANAGEMENT
    Who are Managers?
    What is Management and What Do Managers Do?
    Defining Management
    Managemerit Functions
    Management Roles
    Management Skills
    MANAGERS WHO MADE A DIFFERENCE:
    Robert Holland, jr, CEO, Ben & jerry's
    Homemade Inc.
    Is the Manager's Job Universal?
    ENTREPRENEURSHIP: Managers Versus
    Entrepreneurs
    The Value the Marketplace Puts on
    Managers
    MANAGING YOUR CAREER: Career Opportunities
    in Management
    Why Study Management?
    Summary
    Review Questions
    Discussion Questions
    Self-Assessment Exercise: Exercise in Self-Perception
    Ethical Dilemma Exerdse
    For Your Immediate Action: Heartlancl Fragrance
    Company
    CASE APPLICATION: A Day in the Life of an
    Account Executive
    VIDEO CASE APPLICATION: The New Look of
    Management in the Federal Government
   CHAPTER 2
   THE EVOLUTION OF MANACEMEN
    Historical Background
    The Early Years
    Scientific Management
    General Administrative Theorists
    The Human Resources Approach
    The Quantitative Approach
    MANAGERS WHO MADE A DIFFERENCE:
    judy Lewent, Chief Financial Officer, Merck &
    Company
    Recent Years: Toward Integration
    The Process Approach
    The Systems Approach
    The Contingency Approach
    Current Trends and Issues
    Work Force Diversity
    Ethics
    Stimulating Innovation and Change
    Total Quality Management
    Re-Engineering
    Empowerment and Teams
    The Bimodal Work Force
    Downsizing
    Contingent Workers
    Summary
    Review Questions
    Discussiori Questions
    Self-Assessment Exercise: Is a Bureaucracy
    for You?
    Ethical DHemma Exercise
    For Your Immediate Action: The Walt Disney
    Company
    CASE APPLICATION: Dam Yangtze
    VIDEO CASE APPLICATION: The Workplace of the
    90s
   PART TWO
   DEFINING THE MANAGER'S
   TERRAIN
   CHAPTER 3
   ORCANIZATIONAL CULTURE AND
   ENVIRONMENT: THE CONSTRAINTS
    The Manager: Omnipotent or Symbolic?
    The Omnipotent View
    The Symbolic View
    Reality Suggests a Synthesis
    The Organization's Culture
    What Is Organizational Culture?
    The Source of Culture
    Strong Versus Weak Cultures
    Influence on Management Practices
    The Environment
    MANAGING WORK FORCE DIVERSITY: Creating a
    Supportive Culture for Diversity
    Defining Environment
    ENTREPRENEURSHIP: Identifying Environmental
    Opportunities
    The Specific Environment
    MANAGERS SPEAK OUT: William F. Lester,
    President and Executive Director, Charlotte
    Symphony Orchestra
    The General Environment
    Influence on Management Practice
    Summary
    Review Questions
    Discussion Questions
    Self-Assessment Exerdse: What Kind of
    Organizational Culture Fits You Best?
    Ethical Dilemma Exerdse
    hr Your Immediate Action: Summer's Harvest
    Beverage Corporation
    CASE APPLICATION: Just Do It
    VIDEO CASEAPPLICATION: The Perilous Potholes
    on Tobacco Road
   CHAPTER 4
   MANACINC IN A CLOBAL ENVIRONMENT
    Who Owns What?
    Overcoming Parochialism
    MANAGERS WHO MADE A DIFFERENCE: Paul Hsu,
    Hsu's Ginseng Enterprises
    The Changing Global Environment
    From Multinationals to Transnationals to
    Borderless Organizations
    Regional Trading Alliances
    Eastern Europe and Capitalism
    How Organizations Go Internationai
    Managing in a Foreign Environment
    The Legal-Political Environment
    The Economic Environment
    The Cultural Environment
    Is a Global Assignment for You?
    ENTREPRENEURSHIP: Entrepreneurial
    Characteristics by Nationality
    Summary
    Review Questions
    Discussion Questions
    Self-Assessment Exerdse: What Are Your Culturat
    Attitudes?
    Ethical Ditemma Exerdse
    For Your Immediate Action: Delaney Environmental
    Services
    CASE APPLICATION: Video Adventures Around
    the World
    VIDEO CASE APPLICATION: "When in Rome
   CHAPTER 5
    SOCIAL RESPONSIBILITY AND
    MANACERIAL ETHICS
    What Is Social Responsibility?
    Two Opposing Views
    Arguments For and Against Social
    Responsibility
    From Obligations to Responsiveness
    Social Responsibility and Economic Performance
    Is Social Responsibility just Profit-Maximizing
    Behavior?
    Values-Based Management
    Purposes of Shared Values
    Developing Shared Values
    A Guide Through the Maze
    Managerial Ethics
    MANAGERS WHO MADE A DIFFERENCE: Pam Del
    Duca, President, Delstar Group
    Four Different Views of Ethics
    Factors Affecting Managerial Ethics
    Ethics in an International Context
    Toward Improving Ethical Behavior
    A Final Thought
    Summary
    Review Questions
    Discussion Questions
    Self-Assessment Exercise: Attitudes Towards Business
    Ethics Questionnaire
    Ethical DHemma Exercise
    For Your Immediate Action: CMT Research Labs
    International
    CASE APPLICATION: Troubles in Paradise?-A
    Closer Look at the Image of The Body Shop
    VIDEO CASE APPLICATION: Choking on the
    Whistle
   CHAPTER 6
   DECISION MAKINC: THE ESSENCE OF THE
   MANACER'S JOB
    The Decision-Making Process
    Step 1: Identifying a Problem
    Step 2: Identifying Decision Criteria
    Step 3: Allocating Weights to the Criteria
    Step 4: Developing Alternatives
    Step 5: Analyzing Alternatives
    Step 6: Selecting an Alternative
    Step 7: Implementing the Alternative
    Step 8: Evaluating Decision Effectiveness
    The Pervasiveness of Decision Making
    The Rational Decision Maker
    Assumptions of Rationality
    MANAGERS WHO MADE A DIFFERENCE: john
    Woodhouse, CEO and Chairman, Sysco
    Corporation
    Limits to Rationality
    Bounded Rationality
    Problems and Decisions: A Contingency
    Approach
    Types of Problems
    Types of Decisions
    Integration
    Decision-Making Styles
    Analyzing Decision Alternatives
    Certainty
    MANAGING WORK FORCE DIVERSITY: Decisio
    Making Styles of Diverse Populations
    Risk
    Uncertainty
    Group Decision Making
    MANAGING YOUR CAREER: Developing Your
    Creativity
    Advantages and Disadvantages
    Effectiveness and Efficiency
    Techniques for Improving Group Decision
    Making
    Summary
    Rev'iew Questions
    Discussion Questions
    Self-Assessment Exercise: What's Your Intuitive
    Ability?
    Ethical Dilemma Exercise
    For Your Immediate Action: Winfield National Ba
    CASE APPLICATION: Transforming Tata
    VIDEO CASE APPLICATION: Dedsion Making
    Detective Style
   PART THREE
   PLANNING
   CHAPTER 7
   FOUNDATIONS OF PLANNINC
    The Definition of Planning
    Purposes of Planning
    Planning and Performance
    Myths about Planning
    Types of Plans
    Strategic Versus Operational Plans
    Short-Term Versus Long-Term Plans
    Specific Versus Directional Plans
    Frequency of Use
    MANAGERS SPEAK OUT: Lora E. Rodenberg, Vice
    President and Director of Marketing, First Federai
    of Kansas City
    Contingency Factors in Planning
    Level in the Organization
    Degree of Environmental Uncertainty
    Length of Future Commitments
    MANAGING WORK FORCE DIVERSITY: The Role
    of Planning in Developing a Productive Diverse
    Workforce
    Objectives: The Foundation of Planning
    Multiplicity of Objectives
    Real Versus Stated Objectives
    Traditional Objective Setting
    Management by Objectives
    Summary
    Review Questions
    Discussion Questions
    Self-Assessment Exercise: How Well Do 1 Set Goals?
    Ethical Dilemma Exerdse
    For Your Immediate Action: TSI Construction
    CASE APPLICATION: The Queen of Planning for
    the King of Rock'n'Roll
    VIDEO CASE APPLICATION: Behind the Scenes
    Planning of the First Lunar Landing
   CHAPTER 8
   STRATEGIC MANACEMENT
    The Increasing Importance of Strategic Planning
    Levels of Strategy
    Gorporate-Level Strategy
    Business-Level Strategy
    Functional-Level Strategy
    The Strategic Management Process
    Step 1: Identifying the Organization's
    Current Mission, Objectives, and
    Strategies
    Step 2: Analyzing the External Environment
    Step 3: Identifying Opportunities and Threats
    Step 4: Analyzing the Organization's
    Resources
    Step 5: Identifying Strengths and Weaknesses
    MANAGING YOUR CAREER: Doing a Personal
    SWOT Analysis
    MANAGERS SPEAK OUT: Mary Barnes, CEO and
    Owner of Vita-Erb, Ltd.
    Step 6: Formulating Strategies
    Step 7: Implementing Strategies
    Step 8: Evaluating Results
    Corporate-Level Strategic Frameworks
    Grand Strategies
    ENTREPRENEURSHIP: Strategy and the
    Entrepreneur
    Corporate Portfolio Matrix
    Business-Level Strategic Frameworks
    Adaptive Strategies
    Competitive Strategies
    TQM as a Strategic Weapon
    Summary
    Review Questions
    Discussion Questions
    Self-Assessment Exercise: Are You a Risk Taker?
    Ethical Dilemma Exercise
    For Your Immediate Action: Montctaire Enterprises
    CASE APPLICATION: Restoring the Magic to the
    Harlem Globetrotters
    VIDEO CASE APPLICATION: Ladies and
    Gentlemen, Please Fasten Your Seatbelts: Heavy
    Turbulence Ahead
   CHAPTER 9
   PLANNINC TOOLS AND TECHNIQUES
    Techniques for Assessing the Environment
    Environmental Scanning
    Forecasting
    Benchmarking for TQM
    Budgets
    Types of Budgets
    Approaches to Budgeting
    Operational Planning Tools
    Scheduling
    MANAGERS SPEAK OUT: Hans Peter Schwarz,
    Industrial Engineering and Technology Area,
    Marquardt, Inc.
    Breakeven Analysis
    Linear Programming
    Queuing Theory
    Probability Theory
    Margihal Analysis
    Stimulation
    Time Management: A Guide to Personal Planning
    Time as a Scarce Resource
    Focusing on Discretionary Time
    How Do You Use Your Time?
    Five Steps to Improve Time Management
    Some Additional Points to Consider
    Summary
    Review Questions
    Discussion Questions
    Self-Assessment Exercise: Do You Know Your Daily
    Productivity Cycle?
    Ethical Dilemma Exercise
    For Your Immediate Action: Four Men and a Truck
    CASE APPLICATION: The White-Gloved Ladies of
    Planning: How the Association of Junior Leagues
    International Uses Environmental Scanning
    VIDEO CASE APPLICATION: Planning a Winner
   PA
   RT Four
   ORGANIZING
   CHAPTER 10
   ORGANIZATION STRUCTURE AND DESIG
    Defining Organization Structure and Design
    Building the Vertical Dimension of Organizations
    Unity of Command
    Authority and Responsibility
    Span of Control
    Centralization and Decentralization
    Building the Horizonta! Dimension of
    Organizations
    Division of Labor
    Departmentalization
    MANAGERS WHO MADE A DIFFERENCE: Elien
    Rohde, President of Healthtex
    The Contingency Approach to Organization
    Design
    Mechanistic and Organic Organizations
    Strategy and Structure
    Size and Structure
    Technology and Structure
    Environment and Structure
    Applications of Organization Design
    Simpie Structure
    Bureaucracy
    Team-Based Structures
    ENTREPRENEURSHIP: Structuring the
    Entrepreneurial Firm
    The Boundaryless Organization
    MANAGING WORK FORCE DIVERSITY: The
    Feminine Organization: Myth or Reality?
    Summary
    Review Questions
    Discussion Questions
    Self-Assessment Exerdse: How Willing Are You to
    Delegate?
    Ethical DHemma Exercise
    For Your Immediate Action: Ontario Electronics Ltd.
    CASE APPLICATION: Out with the Old, In with
    the New
    VIDEO CASE APPLICATION: The IRS Designs a
    New Approach
   CHAPTER 11
   HUMAN RESOURCE MANACEMENT
    Managers and Human Resources Departments
    The Human Resource Management Process
    Important Environmental Considerations
    Human Resource Planning
    Current Assessment
    Future Assessment
    Developing a Future Plan
    Recruitment and Decruitment
    Selection
    What Is Selection?
    Selection Devices
    What Works Best and When?
    Orientation
    Employee Training
    MANAGERS SPEAK OUT: Perb Fortner, Assistant
    Vice-President, H & R Block Eastern Tax Services,
    Inc.
    Skill Categories
    Training Methods
    MANAGING YOUR CAREER: Getting the Most
    Out of a Mentor Relationship
    Career Development
    Career Stages
    Keys to a Successful Management Career
    Compensation and Benefits
    Current Issues in Human Resource Management
    Managing Workforce Diversity
    Sexual Harassment
    Family Concerns
    AIDS in the Workplace
    Downsizing
    Summary
    Review Questions
    Discussion Questions
    Self-Assessment Exercise: Career Assessment Test
    Ethical DHemma Exercise
    For Your Immediate Action: Western Massachusetts
    Power and Light
    CASE APPLICATION: The Big, Mean Green
    Machine
    VIDEO CASE APPLICATION: Help Wanted-
    Inquire Within
   CHAPTER 12
   MANACINC CHANGE AND INNOVATION
    What Is Change?
    Forces for Change
    Internal Forces
    The Manager as Change Agent
    Two Different Views on the Change Process
    The "Calm Waters" Metaphor
    ENTREPRENEURSHIP: The Entrepreneur as
    Change Agent
    The "White-Water Rapids" Metaphor
    Putting the Two Views in Perspective
    Organizational Inertia and Resistance to Change
    Resistance to Change
    Techniques for Reducing Resistance
    Techniques for Managing Change
    Changing Structure
    Changing Technology
    Changing People
    Contemporary Issues in Managing Change
    Changing Organizational Cultures
    MANAGING YOUR CAREER: Preparing for a
    Changing Workplace
    MANAGING WORKFORCE DIVERSITY: The
    Paradox of Diversity
    Implementing TQM
    Re-engineering
    MANAGERS SPEAK OUT: Peter Loescher, Vice
    President and General Manager, Hoescht-Roussel
    Agri-Vet Company
    Handling Employee Stress
    Stimulating Innovation
    Innovation Versus Creativity
    Fostering Innovation
    Summary
    Review Questions
    Discussion Questions
    Self-Assessment Exercise: How Innovative Are You?
    Ethical Dilemma Exerdse
    For Your Immediate Action: Performance Pros
    CASE APPLICATION: Shaking Up the Giant-Not
    just a Fairytale at EDS
    VIDEO CASE APPLICATION: Old Traditions Die
    Hard-Can Resistance to Change Be Overcome?
   PART FIVE
   LEADING
   CHAPTER 13
   FOUNDATIONS OF BEHAVIOR
    Toward Explaining and Predicting Behavior
    Focus on Organizational Behavior
    Goals of Organizational Behavior
    Attitudes
    Attitudes and Consistency
    Cognitive Dissonance Theory
    Attitude Surveys
    The Satisfaction-Productivity Controversy
    Implications for Managers
    Personality
    Predicting Behavior from Personality Traits
    MANAGERS WHO MADE A DIFFERENCE: Richard
    Abdoo, CEO of Wisconsin Energy
    Personality Assessment Tests
    Personality Types in Different National
    Cultures
    Matching Personalities and jobs
    Implications for Managers
    Perception
    Factors Influencing Perception
    ENTREPRENEURSHIP: The Entrepreneurial
    Personality
    Attribution Theory
    Frequently Used Shortcuts in judging Others
    Implications for Managers
    Learning
    Operant Conditioning
    MANAGING WORKFORCE DIVERSITY:
    Challenging the Stereotypes of Women and
    Older Workers
    Sodal Learning
    Shaping: A Managerial Tool
    MANAGING YOUR CAREER: Learning to Get
    Along with Difficult People
    Implications for Managers
    Summary
    Review Questions
    Discussion Questions
    Self-Assessment Exercise: What's Your Problem-
    Solving Style?
    Ethical Dilemma Exercise
    For Your Immediate Action: Prescott Publishers
    CASE APPLICATION: Teaching an Old Dog New
    Tricks-A Success Story from Eastern Europe
    VIDEO CASE APPLICATION: Age and Attitudes
   CHAPTER 14
   UNDERSTANDINC CROUPS AND TEAMS
    Understanding Group Behavior
    What Is a Group?
    Stages of Group Development
    Basic Group Concepts
    Toward Understanding Work Group
    Behavior
    Turning Groups into Effective Teams
    What Is a Team?
    Types of Teams
    MANAGING WORK FORCE DIVERSITY: The
    Challenge of Coordinating Heterogeneous
    Groups
    Why Use Teams?
    Developing and Managing Effective Teams
    Characteristics of Effective Teams
    Managing Teams
    MANAGERS SPEAK OUT: Sarah Lewis, Senior
    Consultant, EDS Management Consulting
    Services
    Teams and TQM
    Summary
    Review Questions
    Discussion Questions
    Self-Assessment Exercise: Are You a Team Player?
    Ethical Dilemma Exerdse
    For Your Immecdiate Action: The Ann Arbor News
    Herald
    CASE APPLICATION: Is This Guy Crazy or What?
    VIDEO CASE APPLICATION: Teams on the
    Assembly Line-One Company's Experience
   CHAPTER 15
   MOTIVATINC EMPLOYEES
    What Is Motivation?
    Earty Theories of Motivation
    Hierarchy of Needs Theory
    Theory X and Theory Y
    Motivation-Hygiene Theory
    Contemporary Approaches to Motivation
    Three-Needs Theory
    Goal-Setting Theory
    Reinforcement Theory
    Designing Motivating jobs
    MANAGERS WHO MADE A DIFFERENCE: Alexander
    Panikin, Head, Paninter
    Equity Theory
    Expectancy Theory
    Integrating Contemporary Theories of
    Motivation
    Contemporary Issues in Motivation
    Motivating a Diverse Workforce
    Pay for Performance
    Employee Stock Ownership Plans (ESOPs)
    Motivating Minimurn-Wage Employees
    From Theory to Practice: Suggestions for
    Motivating Employees
    Summary
    Review Questions
    Discussion Questions
    Self-Assessment Exercise: What Needs Are Most
    Important to You?
    Ethical Dilemma Exercise
    For Your Immediate Action: La Mexcian Kitchen
    CASE APPLICATION: Nordstrom Inc.-Lessons in
    How and How Not to Motivate Employees
    VIDEO CASE APPLICATION: Pedaling Your Way to
    Fame
   CHAPTER 16
   LEADERSHIP
    Managers Versus Leaders
    Trait Theories
    Behavioral Theories
    Autocratic-Democratic Continuum
    The Ohio State Studies
    The University of Michigan Studies
    The Managerial Grid
    Summary of Behavioral Theories
    Contingency Theories
    The Fiedler Model
    The Hersey-Blanchard Situational Theory
    Path-Goal Theory
    Leader Participation Model
    Summary of Contingency Theories
    Emerging Approaches to Leadership
    Attribution Theory of Leadership
    Charismatic Leadership Theory
    MANAGERS WHO MADE A DIFFERENCE: Linda
    Isenhour, General Manager, BellSouth's Phone
    Network Operations
    Transactional Versus Transformational
    Leadership
    Contemporary Issues in Leadership
    Leaders and Power
    Leading Through Empowerment
    Gender and Leadership
    Leadership Styles and Different Cultures
    Sometimes Leadership Is Irrelevant!
    Summary
    Review Questions
    Discussion Questions
    Self-Assessment Exercise: Are You o Charismatic
    Leader?
    Ethical Dilemma Exercise
    For Your Immediate Action: Middletown Community
    College
    CASE APPLICATION: Not just a Pipe Dream
    VIDEO CASE APPLICATION: An Unusual Brand of
    Leadership
   CHAPTER 17
   COMMUNICATION AND INTERPERSONAL
    SKILLS
    Understanding Communication
    What Is Communication?
    The Communication Process
    Methods of Communicating
    Barriers to Effective Communication
    Overcoming the Barriers
    MANAGING WORKFORCE DIVERSITY:
    Communication Styles of Men and Women
    Developing Interpersonal Skills
    Active Listening Skills
    Active Versus Passive Listening
    Developing Effective Active Listening Skills
    Feedback Skills
    Positive Versus Negative Feedback
    Developing Effective Feedback Skills
    Delegation Skills
    What Is Delegation?
    Is Delegation Abdicatlon?
    Contingency Factors in Delegation
    MANAGERS SPEAK OUT: Bonita Watts, Managing
    Director, Base, Inc.
    Developing Effective Delegating Skills
    Conflict Management Skills
    What Is Conflict?
    Functional Versus Dysfunctional Conflict
    Developing Effective Conflict Resolution
    Skills
    What About Conflict Stimulation?
    Negotiation Skills
    Bargaining Strategies
    Decision-Making Biases That Hinder
    Effective Negotiations
    Developing Effective Negctiation Skills
    Summary
    Review Questions
    Discussion Questions
    Self-Assessment Exercise: Conflict-HandHng Style
    Questionnaire
    Ethical Dilemma Exerdse
    For Your Immediate Action: Stone, Hartwick,
    Mueller, and Cibson
    CASE APPLICATION: A Tragic Case of
    Miscommunication-Avianca Flight 52
    VIDEO CASE ARPLICATION: Sentenced to Voice
    Mail Jail
   PART SIX
   CONTROLLING
   CHAPTER 18
   FOUNDATIONS OF CONTROL
    What Is Control?
    The Importance of Control
    The Control Process
    Measuring
    Comparing
    Taking Managerial Action
    Summary
    Types of Control
    MANAGERS WHO MADE A DIFFERENCE: Martha
    Clark Goss, Senior Vice President, Prudential
    Insurance Company
    Feedforward Control
    Concurrent Control
    Feedback Control
    Qualities of an Effective Control System
    ENTREPRENEURSHIP: Management by Walking
    Around
    The Dysfunctional Side of Controls
    Adjusting Controls for National Differences
    Ethical Issues in Control
    Employee Workplace Privacy
    Computer Monitoring
    Off-the-Job Behavior
    Summary
    Review Questions
    Discussion Questions
    Self-Assessment Exerdse: Who Controls Your Life?
    Ethical Dilemma Exercise
    For Your Immediate Action: Collins State College,
    School of Accountancy
    CASE APPLICATION: Denver International
    Airport: A Not-So-Funny Comedy of Errors
    VIDEO CASE APPLICATION: Eye Spy at Work
   CHAPTER 19
   OPERATIONS MANACEMENT
    Operations Management and the Transformation
    Process
    Managing Productivity
    Operations Management Includes Both
    Manufacturing and Services
    Re-Engineering Work Processes
    Strategic Operations Management
    Planning Operations
    Capadty Planning
    Facilities Location Planning
    Process Planning
    Facilities Layout Planning
    Aggregate Planning
    Master Scheduling
    Material Requirements Planning
    Controlling Operations
    Cost Control
    Purchasing Control
    Maintenance Control
    Quality Control
    Current Issues in Operations Management
    Technology and Product Development
    Implementing TQM Successfully
    Reducing Inventories
    Manufacturer-Supplier Partnerships
    Flexibility as a Competitive Advantage
    Speed as a Competitive Advantage
    MANAGERS SPEAK OUT: Tom Clark, Plant
    Manager, General Electric
    Summary
    Review Questions
    Discussion Questions
    Self-Assessment Exerdse: How's Your Knowledge of
    fapanese Manufacturing?
    Ethical Dilemma Exerdse
    For Your Immediate Action: Westwood Travel
    Services
    CASE APPLICATION: Putting on the Voodoo
    Lounge World Tour Takes More Than Magic
    VIDEO CASE APPLICATION: Gaining Global
    Competitive Advantage Through Flexible
    Manufacturing-Ford's Truly Global Car
   CHAPTER 20
   CONTROL TOOLS AND
   TECHNIQUES
    Information Controls
    Organizational Communication
    Information Systems
    MANAGERS SPEAK OUT: Laurent Koch, Division
    Manager, Technology Services, Banque Francaise
    du Commerce Exterieur
    Finandal Controls
    Budgets Revisited
    Ratio Analysis
    Operations Controls
    TQM Control Charts
    EOQ Model
    Behavioral Controls
    Direct Supervision
    Performance Appraisal
    Discipline
    Substitutes for Direct Control
    Summary
    Review Questions
    Discussion Questions
    Setf-Assessment Exerdse: Are You Computer
    Literate?
    Ethical DHemma Exercise
    For Your Immecliate Action: Compton Hill Classics
    CASE APPLICATION: Out of Control&-What
    Happened at Kidder, Peabody Co., Inc.?
    VIDEO CASE APPLICATION: Patrolling the Net
    Scoring Keys for Self-Assessment Exercises
    SK-I
    Endnotes E-l
    Name Index Nl-l
    Organization Index O1-1
    Subject Index Sl-l
   
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