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Management Skills : Assessment and Development New edition [Pehme köide]

(Texas A&M University), (Arizona State University), (Morrison School of Management and Agribusiness, College of Technology and Innovation, Arizona State University)
  • Formaat: Paperback / softback, 448 pages, kõrgus x laius x paksus: 272x213x20 mm, kaal: 863 g, Illustrations
  • Ilmumisaeg: 01-Jan-2013
  • Kirjastus: Cengage Learning, Inc
  • ISBN-10: 0538472928
  • ISBN-13: 9780538472920
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  • Formaat: Paperback / softback, 448 pages, kõrgus x laius x paksus: 272x213x20 mm, kaal: 863 g, Illustrations
  • Ilmumisaeg: 01-Jan-2013
  • Kirjastus: Cengage Learning, Inc
  • ISBN-10: 0538472928
  • ISBN-13: 9780538472920
Teised raamatud teemal:
Griffin/VanFleet, MANAGEMENT SKILLS: ASSESSMENT AND DEVELOPMENT, 1E, offers a comprehensive, real world approach to mastering the skills needed for a career in management. Because instructors often express the difficulty of creating an active learning environment, this text offers an active, not passive, way for students to learn management skills by challenging students to be self-reflective and asking them to complete numerous assessments, exercises, cases, and other activities. The authors also address another major concern instructors have about students being visual learners by providing a unique Visualize the Skill section not found in any other text. To better enable students to learn about management, chapters are organized in an easy-to-follow format that contains: Assessing Your Skills (pre-assessment scales); Learning About the Skills (concept portion of the text); Practicing Your Skills (exercises); Using Your Skills (case analysis); Extending Your Skills (group and individual exercises); Visualizing the Skills (video exercises); Your Skills Now (assessing skills after working through the chapter); and Interpretations (scoring keys and comparison data).
1 Basic Management Skills
2(24)
Basic Management Skills
4(1)
How do I Rate as a Manager?
4(2)
Self-Described Profile
6(2)
What Is Management?
8(1)
The Core Management Skills
9(1)
Time-Management Skills
9(1)
Interpersonal Skills
10(1)
Conceptual Skills
11(1)
Diagnostic Skills
11(1)
Communication Skills
11(1)
Decision-Making Skills
11(1)
Technical Skills
12(1)
The Organizational Compass
12(1)
Levels of Management
13(1)
Top Managers
13(1)
Middle Managers
13(1)
First-Line Managers
14(1)
Areas of Management
14(1)
Marketing Managers
14(1)
Financial Managers
14(1)
Operations Managers
14(1)
Human Resource Managers
14(1)
Administrative Managers
14(1)
Other Kinds of Managers
14(1)
The Functional Perspective on Management
15(1)
Planning and Decision Making: Determining Courses of Action
15(1)
Organizing: Coordinating Activities and Resources
15(1)
Leading: Motivating and Managing People
16(1)
Controlling: Monitoring and Evaluating Activities
16(1)
The Role Perspective on Management
16(1)
Interpersonal Roles
16(1)
Informational Roles
17(1)
Decisional Roles
17(1)
Summary and a Look Ahead
18(1)
Determining Why Individuals Become Entrepreneurs
18(1)
Job Skills
19(1)
The Nature of Managerial Work
19(1)
What Do You Think?
20(1)
Success Leads to...
21(1)
Kodak's Fuzzy Picture
22(1)
Group Extensions
23(1)
Individual Extensions
23(1)
How do I Rate as a Manager?
24(1)
Self-Described Profile
24(1)
The Nature of Managerial Work
24(2)
2 Learning And Developing Management Skills
26(24)
What's Your Learning Style?
28(1)
Assessing Your Mental Abilities
29(1)
The Nature of Managerial Work
30(1)
The Model of Skill Development
31(1)
The Science and the Art of Management
32(1)
The Science of Management
32(1)
The Art of Management
32(1)
The Role of Education
33(1)
The Role of Experience
34(1)
Personal Skills
35(1)
Self-Awareness
35(1)
Understanding Our Own Personality
35(1)
The "Big Five" Personality Traits
35(2)
The Myers-Briggs Framework
37(1)
Other Personality Traits at Work
37(1)
Emotional Intelligence
38(1)
Generalizability/Discrimination
39(1)
Understanding Personal Values, Ethics, and Priorities
39(2)
The Scope of Management
41(1)
Managing in Profit-Seeking Organizations
41(1)
Managing in Not-for-Profit Organizations
42(1)
Summary and a Look Ahead
42(1)
What Do You Bring to the Table?
43(1)
Inner Circle
43(1)
What Are Your Learning Goals?
43(1)
What about Me, What about You?
44(1)
Body Shop and Education
44(2)
Learning at Kyocera
46(1)
Group Extensions
47(1)
Individual Extensions
47(1)
What Is Your Learning Style?
47(1)
Assessing Your Mental Abilities
48(2)
3 Time-Management Skills
50(48)
Behavior Activity Profile
52(1)
Are You a Good Planner?
53(1)
Stress Management
54(1)
Time-Management Assessment
55(2)
Understanding Prioritization
57(1)
Setting Priorities
57(1)
Misjudging Priorities
58(1)
Effective Delegation
58(1)
Reasons for Delegation
58(1)
Parts of the Delegation Process
58(1)
Problems in Delegation
59(1)
Decentralization and Centralization
60(1)
Scheduling Meetings and Controlling Intrusions
61(1)
Scheduling and Managing Meetings
61(1)
Controlling Intrusions
61(1)
Managing Stress
62(2)
Causes of Stress
64(1)
Consequences of Stress
65(1)
Limiting Stress
66(2)
Summary and a Look Ahead
68(1)
Time-Management Skills in Action - 1
68(1)
Time-Management Skills in Action - 2
69(1)
Controlling Your Own Work
69(1)
Balancing Urgent and Important Tasks
70(3)
Demands that Cause Stress
73(1)
Staircasing Your Goals
74(1)
Effectiveness of Communication Exchanges
75(1)
How Is Time Being Spent?
76(1)
Personal Goal Sheet
77(1)
Prioritizing Tasks
78(1)
Stressful Jobs
79(1)
Identifying Stressors
79(1)
Running Team Meetings
80(1)
Using Time More Efficiently
80(1)
What to do Now
80(8)
Time Flexibility
88(1)
United Parcel Service
89(2)
Group Extensions
91(1)
Individual Extensions
91(1)
Time-Management Skills Assessment
92(1)
Time-Management Skills
92(1)
Summary of Your Scores
93(1)
Interpretation of Your Scores
93(1)
Behavior Activity Profile: A "Type A Measure"
94(1)
Are You a Good Planner?
95(1)
Stress Management
95(1)
Time-Management Assessment
96(2)
4 Interpersonal Skills
98(46)
Assessing Your Needs
100(1)
Job Involvement
100(1)
Team Effectiveness Inventory
101(1)
Using Teams
102(2)
The Interpersonal Nature of Organizations
104(1)
Interpersonal Dynamics
105(1)
Outcomes of Interpersonal Behaviors
105(1)
Understanding Individual Differences
106(1)
The Psychological Contract
106(1)
The Person-Job Fit
107(1)
The Nature of Individual Differences
107(1)
Motivating Employees
108(1)
Content Perspectives on Motivation
108(1)
The Needs Hierarchy Approach
108(1)
The Two-Factor Theory
109(1)
Process Perspectives on Motivation
110(1)
Expectancy Theory
110(2)
Equity Theory
112(2)
Goal-Setting Theory
114(1)
Working with Diversity, Teams, and Conflict
114(1)
Understanding Diversity
114(1)
Reasons for Increased Diversity
115(1)
Dimensions of Diversity
115(2)
Working With Diversity
117(1)
Managing Teams
118(1)
Types of Teams
118(1)
Benefits and Costs of Teams
119(1)
Managing Conflict
120(1)
The Nature of Conflict
121(1)
Causes of Conflict
121(1)
Managing Conflict in Organizations
122(2)
Managing Workplace Behaviors
124(1)
Performance Behaviors
124(1)
Dysfunctional Behaviors
124(1)
Organizational Citizenship
125(1)
Summary and a Look Ahead
125(1)
Interpersonal Skills in Action - 1
126(1)
Interpersonal Skills in Action - 2
126(1)
Managing During a Period of Change
127(1)
Selecting Modes of Communication
127(1)
Skills Related to Motivation and Satisfying Needs in a Career
128(1)
Surviving in a Period of Change
128(1)
Understanding the Perceptual Process
129(1)
Understanding Decision Makers (1)
130(1)
Understanding Decision Makers (2)
131(1)
Identifying Personality Traits for Different Jobs
132(1)
Assessing Entrepreneurial Personality Traits
132(1)
Assessing Your Personality Type
133(1)
Nordstrom Cares
134(1)
Campbell's Continues Canning
135(2)
Group Extensions
137(1)
Individual Extensions
137(1)
Interpersonal Skills Assessment
137(1)
Interpersonal Skills
138(2)
Summary of Your Scores
140(1)
Interpretation of Your Scores
140(1)
Assessing Your Needs
140(1)
Job Involvement
141(1)
Team Effectiveness
141(1)
Using Teams
141(3)
5 Conceptual Skills
144(44)
Goal-Setting Questionnaire
146(1)
How Creative Are You?
147(3)
Innovative Attitudes Scale
150(2)
Personal Risk Taking
152(2)
Strategic Thinking
154(1)
The Components of a Strategy
155(1)
Types of Strategic Alternatives
156(1)
Strategy Formulation and Implementation
156(1)
Using SWOT Analysis to Formulate Strategy
157(1)
Evaluating an Organization's Strengths
157(1)
Evaluating an Organization's Weaknesses
158(1)
Evaluating an Organizations's Opportunities and Threats
158(1)
Managing Creativity
158(1)
The Creative Individual
159(1)
Background Experiences and Creativity
159(1)
Personal Traits and Creativity
159(1)
Cognitive Abilities and Creativity
159(1)
The Creative Process
159(1)
Preparation
159(1)
Incubation15
160(1)
Insight
160(1)
Verification
160(1)
Enhancing Creativity in Organizations
160(1)
Managing Innovation
161(1)
The Innovation Process
161(1)
Innovation Development
161(1)
Innovation Application
161(1)
Application Launch
161(1)
Application Growth
162(1)
Innovation Maturity
162(1)
Innovation Decline
162(1)
Forms of Innovation
162(1)
Radical Versus Incremental Innovations
162(1)
Technical Versus Managerial Innovations
162(1)
Product Versus Process Innovations
163(1)
The Failure to Innovate
164(1)
Lack of Resources
164(1)
Failure to Recognize Opportunities
164(1)
Resistance to Change
164(1)
Promoting Innovation in Organizations
164(1)
The Reward System
164(1)
Organization Culture
165(1)
Intrapreneurship in Larger Organizations
165(1)
Managing Change
165(1)
Forces for Change
166(1)
External Forces
166(1)
Internal Forces
166(1)
Planned Versus Reactive Change
166(1)
The Lewin Change Model
167(1)
A Comprehensive Approach to Change
167(1)
Understanding Resistance to Change
168(1)
Uncertainty
168(1)
Threatened Self-Interests
168(1)
Different Perceptions
168(1)
Feelings of Loss
168(1)
Overcoming Resistance to Change
168(1)
Participation
168(1)
Education and Communication
169(1)
Facilitation
169(1)
Force-Field Analysis
169(1)
Managing Risk
169(2)
Summary and a Look Ahead
171(1)
Conceptual Skills in Action - 1
171(1)
Conceptual Skills in Action - 2
172(1)
Management Functions in Different Organizations
172(1)
Choosing a New Business Startup
172(1)
Using Conceptual Skills to Understand the Behavior of Others
173(1)
Job Values as Perceived by Students and Employers
174(1)
Learning from Other Organizations
175(1)
To Cheat or Not?
175(1)
Factors Affecting Organizational Design
176(1)
Can You Predict?
176(1)
The Relationship Between Quality and Financial Performance
177(1)
Determining Why Teams Are Successful
178(1)
Creativity at Kellogg
178(1)
Creativity at Merck
179(2)
Group Extensions
181(1)
Individual Extensions
182(1)
Conceptual Skills Assessment
182(1)
Conceptual Skills
183(1)
Summary of Your Scores
184(1)
Interpretation of Your Scores
184(1)
Goal-Setting Questionnaire
184(1)
How Creative Are You?
184(1)
Innovative Attitude Scale
184(1)
Personal Risk Taking
184(4)
6 Diagnostic Skills
188(46)
How Is Your Organization Managed?
190(1)
Organizational Climate Questionnaire
191(2)
Assessing Your Feedback Style
193(2)
Organizational Structure Preferences
195(2)
Understanding Cause and Effect
197(1)
Understanding Control
198(1)
The Purpose of Control
199(1)
Adaptation
199(1)
Limiting the Accumulation of Error
199(1)
Coping with Organizational Complexity
200(1)
Minimizing Costs
200(1)
Areas of Control
200(1)
Levels of Control
200(1)
Responsibilities for Control
201(1)
Designing Control Systems
201(1)
Steps in the Control Process
201(1)
Establish Standards
201(2)
Measure Performance
203(1)
Compare Performance Against Standards
203(1)
Determine Need for Corrective Action
203(1)
Operations Control
204(1)
Preliminary Control
204(1)
Screening Control
204(1)
Postaction Control
205(1)
Characteristics of Effective Control
205(1)
Integration with Planning
205(1)
Flexibility
205(1)
Accuracy
205(1)
Timeliness
206(1)
Objectivity
206(1)
Managing Control
206(1)
Resistance to Control
206(1)
Overcontrol
206(1)
Inappropriate Focus
207(1)
Rewards for Inefficiency
207(1)
Too Much Accountability
207(1)
Overcoming Resistance to Control
207(1)
Encourage Employee Participation
207(1)
Develop Verification Procedures
207(1)
Rewarding Employees
208(1)
Reinforcement Perspectives on Motivation
208(1)
Kinds of Reinforcement in Organizations
208(1)
Providing Reinforcement in Organizations
209(1)
Implications of the Reinforcement Perspectives
210(1)
Popular Motivational Strategies
210(1)
Empowerment and Participation
210(1)
Techniques and Issues in Empowerment
211(1)
Alternative Forms of Work Arrangements
211(1)
Using Reward Systems to Motivate Performance
212(1)
Merit Reward Systems
212(1)
Incentive Reward Systems
213(1)
Common Team and Group Reward Systems
214(1)
Other Types of Team and Group Rewards
214(1)
New Approaches to Performance-Based Rewards
215(1)
Summary and a Look Ahead
215(1)
Diagnostic Skills in Action - 1
216(1)
Diagnostic Skills in Action - 2
216(1)
Relating Needs to Reality
217(1)
Issues of Centralization and Decentralization
217(1)
Determining Why Individuals Become Entrepreneurs
218(1)
Negotiating a Franchise Agreement
218(1)
Ethics in Decision Making
219(1)
Using Different Methods of Power
220(1)
Using Different Types of Power
220(1)
Quality Relative to Price and Expectations
221(1)
Diagnosing Causes of Problems
222(1)
Weighing Organization Change Alternatives
222(1)
Dealing with Equity and Justice Issues
223(1)
Diagnosis at DuPont
224(1)
International Training
225(1)
Group Extensions
226(1)
Individual Extensions
227(1)
Diagnostic Skills Assessment
227(1)
Diagnostic Skills
228(1)
Summary of Your Scores
229(1)
Interpretation of Your Scores
229(1)
How Is Your Organization Managed?
229(1)
Organizational Climate Questionnaire
229(1)
Assessing Your Feedback Style
230(1)
Organizational Structure Preferences
230(1)
Mechanistic
230(1)
Organic
231(3)
7 Communication Skills
234(38)
A Communication Skills Survey
236(1)
Becoming Aware of Your Communication Style
237(2)
Feedback Skills Questionnaire
239(1)
Gender Differences in Communication
240(2)
The Meaning of Communication
242(1)
The Role of Communication in Management
243(1)
The Communication Process
243(1)
Forms of Communication in Organizations
244(1)
Interpersonal Communication
244(1)
Oral Communication
245(1)
Written Communication
245(1)
Choosing the Right Form
245(1)
Communication in Networks and Work Teams
246(1)
Organizational Communication
247(1)
Vertical Communication
247(1)
Horizontal Communication
248(1)
Electronic Communication
248(1)
Information Systems
248(1)
Personal Electronic Technology
249(1)
Informal Communication in Organizations
249(1)
The Grapevine
250(1)
Management by Wandering Around
251(1)
Nonverbal Communication
251(1)
Managing Organizational Communication
252(1)
Barriers to Communication
252(1)
Individual Barriers
252(1)
Organizational Barriers
253(1)
Improving Communication Effectiveness
254(1)
Individual Skills
254(1)
Organizational Skills
254(1)
Summary and a Look Ahead
255(1)
Communication Skills in Action - 1
255(1)
Communication Skills in Action - 2
256(1)
Alone or Together?
256(1)
"Best/Worst" Presentations
257(1)
Can You Communicate Accurately?
258(1)
Communicating a Change in Strategy
258(1)
Ethical Issues
259(1)
Communicating Human Resource Information
259(1)
Communication in International Business
260(1)
Announcing Unpopular Decisions
260(1)
Slide Presentation
261(1)
Communicating Across Time Zones
262(1)
Japan and America---Alike But Different
262(1)
Workplace Violence
263(2)
Group Extensions
265(1)
Individual Extensions
265(1)
Communication Skills Assessment
266(1)
Communication Skills
266(2)
Summary of Your Scores
268(1)
Interpretation of Your Scores
268(1)
A Communication Skills Survey
268(1)
Becoming Aware of Your Communication Style
268(1)
Feedback Skills Questionnaire
269(1)
Gender Differences in Communication
269(3)
8 Decision-Making Skills
272(48)
Decision-Making Styles
274(1)
Internal-External Control Sampler
274(1)
Problem-Solving Style Questionnaire
275(3)
Your Decision-Making Style
278(3)
The Decision-Making Context
281(1)
Kinds of Decisions
282(1)
Conditions for Making Decisions
282(2)
Rational Decision Making
284(1)
Recognizing and Defining the Decision Situation
285(1)
Identifying Alternatives
285(1)
Evaluating Alternatives
285(1)
Selecting an Alternative
286(1)
Implementing the Chosen Alternative
287(1)
Following Up and Evaluating the Results
288(1)
Behavioral Processes and Decision Making
288(1)
The Administrative Model
288(1)
Coalitions and Decision Making
289(1)
Intuition
289(1)
Escalation of Commitment
290(1)
Risk Propensity and Decision Making
291(1)
Ethics and Decision Making
291(1)
Participative and Group Decision Making
291(1)
Employee Participation and Involvement
291(1)
Group and Team Decision Making
292(1)
Forms of Group and Team Decision Making
292(1)
Advantages of Group and Team Decision Making
293(1)
Disadvantages of Group and Team Decision Making
293(1)
Managing Group and Team Decision-Making Processes
294(1)
How Much Participation Should Be Allowed?
294(2)
Making Decisions For Contingencies and During Crisis
296(2)
Summary and a Look Ahead
298(1)
Decision-Making Skills in Action - 1
298(1)
Decision-Making Skills in Action - 2
299(1)
Making Career Choices
299(1)
Choosing Team Members
300(2)
Decision Making and Communication
302(1)
Examining One Component of an Organization's Control System
303(1)
Cost Reduction Decisions
304(1)
Evaluating Training
305(1)
Individual vs. Nominal Group Decision Making
306(1)
Journaling and Affinity Diagrams in Decision-Making
306(1)
Designing a New Organization
307(1)
Decision Making and Communicating in a Small Business
308(1)
Decisions, Decisions, Decisions
309(1)
Lufthansa
310(2)
Group Extensions
312(1)
Individual Extensions
312(1)
Decision-Making Skills Assessment
313(1)
Decision-Making Skills
313(1)
Summary of Your Scores
314(1)
Interpretation of Your Scores
314(1)
Decision-Making Styles
314(1)
Internal-External Control Sampler
315(1)
Problem-Solving Style Questionnaire
315(1)
Your Decision-Making Style
316(4)
9 Technical Skills
320(42)
PBS (Power Bases Score) Questionnaire
322(1)
Defining Quality and Productivity
323(1)
Understanding Control
324(1)
Are You Technically Oriented?
325(3)
Technology, Product and Service, Industry, and Business Knowledge
328(1)
Accounting and Financial Management Techniques
329(1)
Budgets
329(3)
Financial Statements
332(1)
Ratio Analysis
332(1)
Forecasting Techniques
332(1)
Sales and Revenue Forecasting
332(1)
Technological Forecasting
333(1)
Other Types of Forecasting
333(1)
Forecasting Techniques
333(1)
Time-Series Analysis
334(1)
Causal Modeling
334(1)
Qualitative Forecasting Techniques
335(1)
Other Planning Techniques
336(1)
Linear Programming
336(2)
Breakeven Analysis
338(1)
Simulations
339(1)
PERT
340(1)
Decision-Making Tools
341(1)
Payoff Matrices
341(1)
Decision Trees
342(1)
Other Techniques
343(1)
Inventory Models
343(1)
Queuing Models
343(1)
Distribution Models
344(1)
Game Theory
344(1)
Artificial Intelligence
344(1)
Summary and a Look Ahead
344(1)
Technical Skills in Action - 1
345(1)
Technical Skills in Action - 2
345(1)
Applying Technical Skills to Budgeting
346(1)
Using Your Technical Skills on the Internet
346(1)
Getting Organized
347(1)
Using the Internet to Obtain Data
348(1)
Identifying Technical Skills Related to Quality and Productivity
349(1)
Span of Management
349(1)
Using SWOT to Evaluate Work-Life Strengths and Weaknesses
350(1)
Identifying Technical Skills Needed in Different Organizations
351(1)
Impact of Organizational Strategy on Structure
352(1)
Your Problems
353(1)
Perrier Keeps Flowing
353(1)
Restaurant Operations
354(2)
Group Extension
356(1)
Individual Extension
356(1)
Technical Skills Assessment
357(1)
Technical Skills
357(1)
Summary of Your Scores
358(1)
Interpretation of Your Scores
359(1)
PBS (Power Bases Score) Questionnaire
359(1)
Defining Quality and Productivity
359(1)
Understanding Control
359(1)
Are You Technically Oriented?
359(3)
10 Transitioning From Managing To Leading
362(29)
How Charismatic Are You?
364(1)
Managerial Leader Behavior Questionnaire
365(2)
Differences Between Managing and Leading
367(1)
Understanding The Basics of Leadership
368(1)
Power and Leadership
368(1)
Legitimate Power
368(1)
Reward Power
368(1)
Coercive Power
369(1)
Referent Power
369(1)
Expert Power
369(1)
Using Power
369(1)
Leadership Traits
370(1)
Leadership Behaviors
370(1)
Michigan Studies
370(1)
Ohio State Studies
370(1)
Leadership Grid
371(1)
Understanding Situational Approaches to Leadership
372(1)
LPC Theory
372(1)
Favorableness of the Situation
373(1)
Favorableness and Leader Style
373(1)
Flexibility of Leader Style
374(1)
Path-Goal Theory
374(1)
Leader Behavior
374(1)
Situational Factors
374(1)
The Leader-Member Exchange Approach
375(1)
Understanding Related Perspectives on Leadership
376(1)
Substitutes for Leadership
376(1)
Charismatic Leadership
377(1)
Transformational Leadership
378(1)
Cross-Cultural Leadership
378(1)
Ethical Leadership
378(1)
Summary and a Look Ahead
379(1)
Leadership Skills in Action - 1
379(1)
Leadership Skills in Action - 2
380(1)
Draw Leadership
380(1)
Analyze Leadership Style
380(1)
Managers and Leaders
381(1)
Who Are the Leaders?
381(1)
The Struggles of Leadership
382(1)
Paper or Not---Xerox Has It Covered
383(2)
Group Extensions
385(1)
Individual Extensions
386(1)
How Charismatic Are You?
386(1)
Managerial Leader Behavior Questionnaire
387(4)
Appendix A 391(10)
Appendix B 401(14)
Glossary 415(6)
Index 421