Description
Fundamentals of Management 10th Edition by Ricky Griffin, ISBN-13: 978-0357517345
[PDF eBook eTextbook]
- Publisher: Cengage Learning; 10th edition (January 22, 2021)
- Language: English
- 640 pages
- ISBN-10: 0357517342
- ISBN-13: 978-0357517345
Master the process of management with the skills-based, functional approach in Griffin’s FUNDAMENTALS OF MANAGEMENT, 10E. Timely content focuses on active planning, leading, organizing and controlling as you examine emerging management topics. New discussions explore the impact of technology, the importance of a green business environment, the need to adapt in changing times, ethical challenges and the role of diversity. This is one of the first management books to examine the impact of the COVID-19 pandemic and its resulting economic turmoil. New cases and updated learning features support an effective balance of classic theory and contemporary practice. Hundreds of contemporary examples highlight organizations such as Starbucks, Hilton Hotels and Quicken Loans.
Table of Contents:
Dedication
Brief Contents
Contents
Preface
Chapter 1: Understanding the Manager’s Job
1-1: An Introduction to Management
1-2: Basic Management Functions
1-3: Fundamental Management Skills
1-4: The Importance of Theory and History
1-5: The Evolution of Management
1-6: Contemporary Management Perspectives
1-7: Contemporary Management Issues and Challenges
Summary of Learning Outcomes and Key Points
Discussion Questions
Building Effective Interpersonal Skills
Building Effective Time Management Skills
Skill-Building Personal Assessment
Management At Work
You Make the Call: Reed Hastings Doesn’t Like Standing Still
Chapter 2: The Environments of Organizations and Managers
2-1: The Organization’s Environments
2-2: The Ethical and Social Environment of Management
2-3: Social Responsibility in Organizations
2-4: The International Environment of Management
2-5: The Organization’s Culture
Summary of Learning Outcomes and Key Points
Discussion Questions
Building Effective Conceptual Skills
Building Effective Communication Skills
Skill-Building Personal Assessment
Management At Work
You Make the Call: Turbulence in the Air
Chapter 3: Planning and Strategic Management
3-1: Planning and Organizational Goals
3-2: The Nature of Strategic Management
3-3: Using Swot Analysis to Formulate Strategy
3-4: Formulating Business-Level Strategies
3-5: Formulating Corporate-Level Strategies
3-6: Tactical Planning
3-7: Operational Planning
Summary of Learning Outcomes and Key Points
Discussion Questions
Building Effective Time-Management Skills
Building Effective Decision-Making Skills
Skill-Building Personal Assessment
Management At Work
You Make the Call: The Lap of Luxury
Chapter 4: Managing Decision Making
4-1: The Nature of Decision Making
4-2: Rational Perspectives on Decision Making
4-3: Behavioral Elements in Decision Making
4-4: Group and Team Decision Making in Organizations
Summary of Learning Outcomes and Key Points
Discussion Questions
Building Effective Conceptual Skills
Building Effective Decision-Making Skills
Skill-Building Personal Assessment
Management At Work
You Make the Call: Sailing the Seas
Chapter 5: Entrepreneurship and New Venture Management
5-1: The Meaning of Entrepreneurship
5-2: The Role of Entrepreneurs, Start-Ups, and New Ventures in Society
5-3: Strategy for Start-Ups and New Ventures
5-4: Structure of Start-Ups and New Ventures
5-5: The Performance of Start-Ups and New Ventures
Summary of Learning Outcomes and Key Points
Discussion Questions
Building Effective Interpersonal Skills
Building Effective Conceptual Skills
Skill-Building Personal Assessment
Management At Work
You Make the Call: Putting the Greek into Yogurt
Chapter 6: Organization Structure and Design
6-1: The Basic Elements of Organizing
6-2: The Bureaucratic Model of Organization Design
6-3: Situational Influences on Organization Design
6-4: Basic Forms of Organization Design
6-5: Emerging Issues in Organization Design
Summary of Learning Outcomes and Key Points
Discussion Questions
Building Effective Conceptual Skills
Building Effective Diagnostic Skills
Skill-Building Personal Assessment
Management At Work
You Make the Call: The Stress of Screening
Chapter 7: Organization Change and Innovation
7-1: The Nature of Organization Change
7-2: Managing Change in Organizations
7-3: Areas of Organization Change
7-4: Organizational Innovation
Summary of Learning Outcomes and Key Points
Discussion Questions
Building Effective Decision-Making Skills
Building Effective Diagnostic Skills
Skill-Building Personal Assessment
Management At Work
You Make the Call: A Picture Says it All
Chapter 8: Managing Human Resources In Organizations
8-1: The Environmental Context of Human Resource Management
8-2: Attracting Human Resources
8-3: Developing Human Resources
8-4: Maintaining Human Resources
8-5: Managing Labor Relations
8-6: New Challenges in the Changing Workplace
Summary of Learning Outcomes and Key Points
Discussion Questions
Building Effective Decision-Making Skills
Building Effective Technical Skills
Skill-Building Personal Assessment
Management At Work
You Make the Call: No Company for Old-Fashioned Management
Chapter 9: Basic Elements Of Individual Behavior in Organizations
9-1: Understanding Individuals in Organizations
9-2: Personality and Individual Behavior
9-3: Attitudes and Individual Behavior
9-4: Perception and Individual Behavior
9-5: Stress and Individual Behavior
9-6: Creativity in Organizations
9-7: Types of Workplace Behavior
Summary of Learning Outcomes and Key Points
Discussion Questions
Building Effective Interpersonal Skills
Building Effective Time-Management Skills
Skill-Building Personal Assessment
Management At Work
You Make the Call: Engaging with the Company Garbage
Chapter 10: Managing Employee Motivation and Performance
10-1: The Nature of Motivation
10-2: Content Perspectives on Motivation
10-3: Process Perspectives on Motivation
10-4: Reinforcement Perspectives on Motivation
10-5: Popular Motivational Strategies
10-6: Using Reward Systems to Motivate Performance
Summary of Learning Outcomes and Key Points
Discussion Questions
Building Effective Interpersonal Skills
Building Effective Decision-Making Skills
Skill-Building Personal Assessment
Management At Work
You Make the Call: What Makes SAS a Great Place to Work?
Chapter 11: Leadership and Influence Processes
11-1: The Nature of Leadership
11-2: Generic Approaches to Leadership
11-3: Situational Approaches to Leadership
11-4: Related Approaches to Leadership
11-5: Emerging Approaches to Leadership
11-6: Political Behavior in Organizations
Summary of Learning Outcomes and Key Points
Discussion Questions
Building Effective Interpersonal Skills
Building Effective Conceptual Skills
Skill-Building Personal Assessment
Management At Work
You Make the Call: Two Bites from the Same Apple
Chapter 12: Communication in Organizations
12-1: The Interpersonal Nature of Organizations
12-2: Communication and the Manager’s Job
12-3: Forms of Communication in Organizations
12-4: Informal Communication in Organizations
12-5: Managing Organizational Communication
Summary of Learning Outcomes and Key Points
Discussion Questions
Building Effective Technical Skills
Building Effective Interpersonal Skills
Skill-Building Personal Assessment
Management At Work
You Make the Call: A Big Desk May Say it All
Chapter 13: Managing Work Groups and Teams
13-1: Groups and Teams in Organizations
13-2: Characteristics of Groups and Teams
13-3: Interpersonal and Intergroup Conflict
13-4: Managing Conflict in Organizations
Summary of Learning Outcomes and Key Points
Discussion Questions
Building Effective Conceptual Skills
Building Effective Communication Skills
Skill-Building Personal Assessment
Management At Work
You Make the Call: An Open Invitation to Innovation
Chapter 14: Basic Elements of Control
14-1: The Nature of Control
14-2: Operations Control
14-3: Financial Control
14-4: Structural Control
14-5: Strategic Control
14-6: Managing Control in Organizations
Summary of Learning Outcomes and Key Points
Discussion Questions
Building Effective Time-Management Skills
Building Effective Technical Skills
Skill-building Personal Assessment
Management At Work
You Make the Call: Controlling the Cheesecakes
Chapter 15: Managing Operations, Quality, and Productivity
15-1: The Nature of Operations Management
15-2: Designing Operations Systems
15-3: Organizational Technologies
15-4: Implementing Operations Systems Through Supply Chain Management
15-5: Managing Total Quality
15-6: Managing Productivity
Summary of Learning Outcomes and Key Points
Discussion Questions
Building Effective Communication Skills
Building Effective Diagnostic Skills
Skill-Building Personal Assessment
Management At Work
You Make the Call: Out Supply-Chaining the King of Supply Chainers
Endnotes
Name Index
Organizational & Product Index
Subject Index
Dr. Ricky W. Griffin is Distinguished Professor of Management and the Blocker Chair in Business in Mays Business School at Texas A&M University. After receiving his Ph.D. from the University of Houston in 1978, Dr. Griffin joined the faculty at the University of Missouri for three years before moving to Texas A&M in 1981. His research on task design and dysfunctional work behavior has appeared in the leading professional journals, including Academy of Management Journal, Academy of Management Review, Administrative Science Quarterly and Journal of Management. He has served as editor of the Journal of Management and has been program chair and division chair of the Organizational Behavior Division and Program Chair of the Research Methods Division of the Academy, Program Chair and President of the Southwest Academy of Management, and a member of the Board of the Southern Management Association. He is a fellow of both the Academy of Management and the Southern Management Association. Dr. Griffin has taught organizational behavior, human resource management, international management, and research methods at all levels and has won several teaching awards. He is a frequent speaker to executive audiences and is the author of several widely used textbooks. Dr. Griffin was director of the Center for Human Resource Management at Texas A&M and just returned to the faculty at Mays after 11 years of full-time appointments as Management Department Head, Executive Associate Dean and Interim Dean. His current research interests include workplace culture, managerial skills development and decision making during times of crisis.
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