fachmedien.de - spezialisierte Fachinformationen für Studium und Beruf
fachmedien.de - spezialisierte Fachinformationen für Studium und Beruf
fachmedien.de - spezialisierte Fachinformationen für Studium und Beruf
fachmedien.de - spezialisierte Fachinformationen für Studium und Beruf
fachmedien.de - spezialisierte Fachinformationen für Studium und Beruf

Site Breadcrumb

Verkauf durch Sack Fachmedien

Maidment

Annual Editions: Management

Medium: Buch
ISBN: 978-0-07-352863-2
Verlag: Dushkin Publishing
Erscheinungstermin: 31.01.2011
In den Warenkorb
Lieferfrist: bis zu 10 Tage
Auf die Merkliste Drucken

Kundenservice

Telefon: +49 69 943 329 50
E-Mail: webshop@sack.de

» Kontaktformular

Bücher

Unsere Bücher sind versandkostenfrei erhältlich

Rücksendung

kostenlose Rücksendungen für Bücher

Noch Fragen?

Unser Kundenservice hilft gerne weiter
The Annual Editions series is designed to provide convenient, inexpensive access to a wide range of current articles from some of the most respected magazines, newspapers, and journals published today. Annual Editions are updated on a regular basis through a continuous monitoring of over 300 periodical sources. The articles selected are authored by prominent scholars, researchers, and commentators writing for a general audience. The Annual Editions volumes have a number of common organizational features designed to make them particularly useful in the classroom: a general introduction; an annotated table of contents; a topic guide; an annotated listing of selected World Wide Web sites; and a brief overview for each section. Each volume also offers an online Instructor's Resource Guide with testing materials. Using Annual Editions in the Classroom is a general guide that provides a number of interesting and functional ideas for using Annual Editions readers in the classroom. Visit www.mhhe.com/annualeditions for more details.

Produkteigenschaften

  • Artikelnummer: 9780073528632
  • Medium: Buch
  • ISBN: 978-0-07-352863-2
  • Verlag: Dushkin Publishing
  • Erscheinungstermin: 31.01.2011
  • Sprache(n): Englisch
  • Auflage: 2011-2012
  • Serie: Annual Editions: Management
  • Produktform: Kartoniert
  • Gewicht: 358 g
  • Seiten: 240
  • Format (B x H x T): 206 x 272 x 10 mm
  • Ausgabetyp: Kein, Unbekannt

Themen

Autoren/Hrsg.

Autoren

Maidment, Fred

Herausgeber

Maidment, Fred H.

Annual Editions: Management, 11/12PrefaceCorrelation GuideTopic GuideInternet ReferencesUNIT 1: Managers, Performance, and the EnvironmentUnit OverviewPart A. Management Classic1. The Manager’s Job, Henry Mintzberg, Harvard Business Review, March/April 1990In this classic essay Henry Mintzberg replaces the traditional view of management functions—to plan, coordinate, organize and control—with a look at what managers really do.Part B. Management Skills, Roles, and Performance2. Why Emotional Intelligence Should Matter to Management: A Survey of the Literature, Kerry S. Webb, SAM: Advanced Management Journal, Spring 2009Emotional intelligence (EI) is different from other forms of intelligence, notably IQ. Research has discovered that it can be far more important to a manager’s success than just being smart. It also means having the ability to lead.3. The Science and Art of Managing, W. H. Weiss, Supervision, October 2007.Management is not only a science, but also an art. It combines the formal and informal organizational structures and procedures, along with the functions and authority to generate results that will lead to the success of the enterprise.Part C. The Environment4. Trends Shaping Tomorrow’s World: Economic and Social Trends and Their Impacts, Marvin J. Cetron and Owen Davies, The Futurist, May/June 2010Some of the trends and some of the things that are likely to happen in the next twenty to forty years are discussed in this article from the Futurist. They are interesting, informing, and some of them alarming.UNIT 2: PlanningUnit OverviewPart A. Management Classic5. Planning, Henri Fayol, Management Classics, Goodyear Publishing Co., 1977Planning has been recognized as one of the basic activities of managers for well over a hundred years. This article was written by Henri Fayol, one of the earliest management writers. He was a successful businessman, writer and, in many ways, the Peter Drucker of his day.Part B. Strategic Analysis6. Going Green: The Challenges and the Solutions, Kevin M. Kelly, Automotive Design and Production, January 2008There are many challenges that face the U.S. auto industry. Chief among these challenges are the demands that cars be more efficient in the use of carbon-based fuels. The article presents how the industry is approaching it, and also explains how it involves more than just emissions.7. Renewing Your Will to Compete, Tom FitzGerald, Strategic Finance, October 2009One of the most important things concerning a company is not the patents, the equipment, or the supply chain, but the desire of the employees to compete in the marketplace. Some might call it morale or esprit de corps, but it all means the same thing. Are the employees willing to put in the extra time and effort to make the company a success?8. A Strategic Framework for Governance, Risk, and Compliance, Mark L. Frigo and Richard J. Anderson, Strategic Finance, February 2009Organizations often become silos where finance never talks to sales and sales never talks to human resources and so on. This article is about stopping that and getting them to coordinate with one another through a "Strategic Risk and Compliance Framework."9. 11 Critical Areas of Phenomenal Success, Howard Partridge, ICS Magazine, February 2010What is it that makes a small business successful? What is it that sets it apart from other small businesses? Here are eleven things that can make the difference between success and failure.10. Embracing Confusion, Barry C. Jentz and Jerome T. Murphy, Phi Delta Kappan, January 2005In a rapidly changing environment, confusion is likely to be the norm rather than an exception. How a leader handles a situation can turn what seems to be a threat into a strength and a learning experience for the entire organization.UNIT 3: OrganizingUnit OverviewPart A. Management Classic11. Classifying the Elements of Work, Frank B. Gilbreth and Lillian M. Gilbreth, Management Classics, Goodyear Publishing Company, 1977Time and motion studies were among the earliest results of Frederick W. Taylor’s work. In this selection, two of the pioneers in these studies discuss the ideas upon which time and motion studies are based.Part B: Designing and Changing the Organization12. Understanding the Root Causes of Change and the Emerging Chaos, Otto J. Loewer, Resource, March 2009What causes change and how do people and organizations react to that change? Here is a model to help to understand the macro changes in society and how they will affect the world that managers will have to deal with in the future.13. The Dark Side of Change, G. Neil Karn and Donna S. Highfill, Across the Board, March/April 2004Sometimes when a new manager comes on board, they have a need to put their stamp on the organization. They often do that by instituting unnecessary changes.UNIT 4: DirectingUnit OverviewPart A. Management Classic14. A Theory of Human Motivation, Abraham H. Maslow, Management Classics, Goodyear Publishing Company, 1977Abraham Maslow’s theory of motivation is well known. This is the classic article in which it was proposed.Part B. Leadership15. Implementing Sustainability: The Role of Leadership and Organizational Culture, Marc J. Epstein, Adriana Rejc Buhovac, and Kristi Yuthas, Strategic Finance, April 2010This article provides a model for corporate sustainability and describes how the four companies Home Depot, Nissan USA, Procter & Gamble, and Nike all are successful in their corporate sustainability efforts.16. Learn Change Leadership from Two Great Teachers, Michael Maccoby, Research Technology Management, March/April 2010What would two of the great management thinkers of the past fifty years, W. Edwards Deming and Russel Ackoff, think of change leadership in today’s environment? How their insights can help corporate leaders, today, as they attempt to manage changes in their organizations is discussed here.17. The True Measure of a CEO, James O’Toole, Across the Board, September/October 2005What makes a great CEO? Aristotle argued that a leader’s task is to create conditions under which all the followers can reach their full human potential. How many do that? How many even try?Part C. Performance18. Improving Unit-Level Performance through Better People-Practices, Dan Hawthorne, Franchising World, January 2010The steps that are necessary to build an effective organization of qualified personnel are selection, training, and performance. These principles apply to large organizations just as they apply to the hamburger stand down the street.Part D. Communication19. Let’s Be Clear: How to Manage Communication Styles, Jada Edmondson, Training and Development, September 2009Being able to communicate well is one of the most important skills of a manager. But, everyone is different and skilled in different ways. The four basic styles of personal communication, namely expressive, systematic, sympathetic and direct, and the situations where they are appropriate are presented here.UNIT 5: ControllingUnit OverviewPart A. Management Classic20. An Uneasy Look at Performance Appraisal, Douglas McGregor, Harvard Business Review, May/June 1957In this classic article, Douglas McGregor, who has also written about the X and Y theories of management, looks at how performance appraisals can be effectively used to help management and control the enterprise.Part B: Financial Control21. Beyond Compliance: The Value of SOX, Marianne Bradford, Eileen Z. Taylor, and Joseph F. Brazel, Strategic Finance, May 2010Sarbanes-Oxley, commonly known as SOX, was passed by Congress after the accounting scandals at the beginning of this century. Many executive complained about the rules and regulations included in SOX, but now it seems that SOX also has benefits in controlling the organization.Part C. Security22. Corporate Security Management: What’s Common? What Works?, Security Director’s Report, August 2005This is a report of a survey conducted by Security Director’s Report that analyzed security operations at hundreds of companies. This report tells what companies do to try to protect themselves from possible thefts and other security threats.Part D. Total Quality Management and the Supply Chain23. Six Sigma’s Growing Pains, Steve Minter, Industry Week, May 2009Six Sigma is a quality control system that has been successfu