M Management 7th Edition by Thomas Bateman 126420955X 9781264209552

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ISBN-10 :  126420955X 

ISBN-13 :  9781264209552

Author : Thomas Bateman 

M: Management, is designed for today’s student who craves accelerated learning: reader-friendly, highly visual, and digestible. This affordable magazine format captures student’s attention with real-world examples of familiar companies, inspiring green initiatives, and career-oriented tips to help students progress in their careers. Connect? provides a wide variety of auto-graded learning resources that enhance your students’ higher-order thinking and workplace competency skills.The 2024 edition continues to evolve, featuring news-making business leaders and compelling company examples through which students learn how to apply management concepts and best practices.

M: Management 7th Table of contents:

Chapter 1: Managing in a Global World
Introduction
1 | The Essential Functions of Management
1.1 | Planning Helps You Deliver Value
1.2 | Organizing Resources Helps Achieve Goals
1.3 | Leading Mobilizes Your People
1.4 | Controlling Means Learning and Changing
1.5 | Managing Requires All Four Functions
2 | Four Different Levels of Managers
2.1 | Top Managers Strategize and Lead
2.2 | Middle Managers Bring Strategies to Life
2.3 | Frontline Managers Are the Vital Link to Employees
2.4 | Team Leaders Facilitate Team Effectiveness
2.5 | Three Roles That All Managers Perform
3 | Managers Need Three Broad Skills
3.1 | Technical Skills
3.2 | Conceptual and Decision Skills
3.3 | Interpersonal and Communication Skills
4 | Major Challenges Facing Managers
4.1 | Business Operates on a Global Scale
4.2 | Technology Helps and Hurts
4.3 | Knowledge Needs Managing
4.4 | Collaboration Boosts Performance
4.5 | Diversity Needs to Be Leveraged
5 | Sources of Competitive Advantage
5.1 | Innovation Keeps You Ahead of Competitors
5.2 | Quality Must Improve Continually
5.3 | Services Must Meet Customers’ Changing Needs
5.4 | Do It Better and Faster
5.5 | Low Costs Help Increase Your Sales
5.6 | Sustainability
5.7 | Doing Your Best
Chapter 2: The Evolution of Management
Introduction
1 | Origins of Management
1.1 | The Evolution of Management
2 | Classical Approaches
2.1 | Systematic Management
2.2 | Scientific Management
2.3 | Bureaucracy
2.4 | Administrative Management
2.5 | Human Relations
3 | Contemporary Approaches
3.1 | Sociotechnical Systems Theory
3.2 | Quantitative Management
3.3 | Organizational Behavior
3.4 | Systems Theory
4 | Modern Contributors
4.1 | An Eye on the Future
Chapter 3: The Organizational Environment and Culture
Introduction
1 | The Macro-Environment
1.1 | Laws and Regulations Protect and Restrain Organizations
1.2 | The Economy Affects Managers and Organizations
1.3 | Technology Is Changing Every Business Function
1.4 | Demographics Describe Your Employees and Customers
1.5 | Social Values Shape Attitudes Toward Your Company and Its Products
2 | The Competitive Environment
2.1 | Rivals Can Be Domestic or Global
2.2 | New Entrants Appear When Barriers to Entry Are Low
2.3 | Customers Determine Your Success
2.4 | Competitors’ Products Can Complement or Substitute for Yours
2.5 | Suppliers Provide Your Resources
3 | Keeping Up with Changes in the Environment
3.1 | Environmental Scanning Keeps You Aware
3.2 | Forecasting Predicts Your Future Environment
3.3 | Developing Scenarios Helps You Think About the Future
4 | Responding to the Environment
4.1 | Adapt to the External Environment
4.2 | Influence Your Environment
4.3 | Change the Boundaries
4.4 | Three Criteria Help You Choose the Best Approach
5 | The Internal Environment: Your Organization’s Culture
5.1 | Organization Culture
5.2 | Cultures Can Be Strong or Weak
Chapter 4: Ethics and Corporate Responsibility
Introduction
It’s a Big Issue
It’s a Personal Issue
1 | Your Perspectives Shape Your Ethics
1.1 | Universalism
1.2 | Egoism
1.3 | Utilitarianism
1.4 | Relativism
1.5 | Virtue Ethics
2 | Business Ethics Matter
2.1 | Ethical Dilemmas
2.2 | Ethics and the Law
2.3 | The Ethical Climate Influences Employees
2.4 | Danger Signs
3 | Managers Shape (Un)Ethical Behavior
3.1 | Ethical Leadership
3.2 | Ethics Codes
3.3 | Ethics Programs
4 | You Can Learn to Make Ethical Decisions
4.1 | The Ethical Decision-Making Process
4.2 | Outcomes of Unethical Decisions
4.3 | Ethics Requires Courage
5 | Corporate Social Responsibility
5.1 | Contrasting Views
5.2 | Reconciliation
6 | The Natural Environment
6.1 | Environmental Agendas for the Future
Chapter 5: Planning and Decision Making
Introduction
1 | The Planning Process
1.1 | Analyze the Situation
1.2 | Generate Alternative Goals and Plans
1.3 | Evaluate Goals and Plans
1.4 | Select Goals and Plans
1.5 | Implement the Goals and Plans
1.6 | Monitor and Control Performance
2 | Levels of Planning
2.1 | Strategic Planning Sets Long-Term Directions
2.2 | Tactical and Operational Planning Support the Strategy
2.3 | All Levels of Planning Should Align
3 | Strategic Planning Process
3.1 | Establish a Mission, Vision, and Goals
3.2 | Analyze External Opportunities and Threats
3.3 | Analyze Internal Strengths and Weaknesses
3.4 | Conduct a SWOT Analysis and Develop Strategies
4 | Business Strategy
5 | Implement the Strategy
6 | Managerial Decision Making
6.1 | Identifying and Diagnosing the Problem
6.2 | Generating Alternative Solutions
6.3 | Evaluating Alternatives
6.4 | Making the Choice
6.5 | Implementing the Decision
6.6 | Evaluating the Decision
7 | Human Nature Erects Barriers to Good Decisions
7.1 | Psychological Biases
7.2 | Time Pressures
7.3 | Social Realities
8 | Group Process Affects Decision Quality
8.1 | Groups Can Help
8.2 | Groups Can Hurt
8.3 | Groups Must Be Well Led
8.4 | Groups Can Drive Innovation
Chapter 6: Entrepreneurship
Introduction
1 | Entrepreneurship
1.1 | What Makes Entrepreneurs Different?
1.2 | What Does It Take to Be an Entrepreneur?
1.3 | Myths About Entrepreneurship
2 | What Business Should You Start?
2.1 | The Idea
2.2 | The Opportunity
2.3 | Franchises
2.4 | Internet Fee Models
2.5 | Next Frontiers
2.6 | Social Entrepreneurship
3 | What Does It Take to Succeed?
3.1 | Making Good Choices
3.2 | Failure Happens, but You Can Improve the Odds of Success
3.3 | The Role of the Economic Environment
3.4 | Business Incubators
4 | Common Management Challenges
4.1 | Survival Is Difficult
4.2 | Growth Creates New Challenges
4.3 | It’s Hard to Delegate
4.4 | Poor Controls
4.5 | Going Public
5 | Planning and Resources Help You Succeed
5.1 | Planning
5.2 | Nonfinancial Resources
6 | Corporate Entrepreneurship
6.1 | Build Support for Your Ideas
6.2 | Build Intrapreneurship in Your Organization
6.3 | Managing the Risks
6.4 | An Entrepreneurial Orientation Encourages New Ideas
Chapter 7: Organizing for Success
Introduction
1 | Fundamentals of Organizing
1.1 | Differentiation Creates Specialized Jobs
1.2 | Integration Coordinates Employees’ Efforts
2 | The Vertical Structure
2.1 | Authority Is the Vertical Glue
2.2 | Span of Control and Layers Influence a Manager’s Authority
2.3 | Delegation Is How Managers Use Others’ Talents
2.4 | Decentralizing Spreads Decision-Making Power
3 | The Horizontal Structure
3.1 | Functional Structures
3.2 | Divisional Structures
3.3 | Matrix Structures
3.4 | Network Organizations
4 | Organizational Integration
4.1 | Standardization Coordinates Work Through Rules and Routines
4.2 | Plans Set a Common Direction
4.3 | Mutual Adjustment Allows Flexible Coordination
4.4 | Coordination Requires Communication
5 | Organizational Agility
5.1 | Strategies Promote Organizational Agility
5.2 | Agile Organizations Focus on Customers
5.3 | Technology Can Support Agility
Chapter 8: Managing Human Resources
Introduction
1 | Strategic Human Resources Management
1.1 | The HR Planning Process
2 | Staffing the Organization
2.1 | Recruiting Attracts Good Candidates
3 | Selecting the Best Hire
3.1 | Selection Methods
3.2 | Reliability and Validity Are Essential
3.3 | Sometimes Employees Must Be Let Go
3.4 | Legal Issues and Equal Employment Opportunity
4 | Training and Development
4.1 | Programs Include Four Phases
4.2 | Types of Training
5 | Performance Appraisal
5.1 | What Do You Appraise?
5.2 | Who Should Do the Appraisal?
6 | Designing Reward Systems
6.1 | Pay Decisions Consider the Company, Position, and Individual
6.2 | Incentive Pay Encourages Employees to Perform
6.3 | Executive Pay Is Controversial
6.4 | Most Employees Get Benefits, Too
6.5 | Pay and Benefits Must Meet Legal Requirements
6.6 | Employers Must Protect Health and Safety
7 | Labor Relations
7.1 | What Labor Laws Exist?
7.2 | How Do Employees Form Unions?
7.3 | How Is Collective Bargaining Conducted?
7.4 | What Does the Future Hold?
Chapter 9: Managing Diversity and Inclusion
Introduction
1 | Diversity is Dynamic and Evolving
1.1 | Diversity Shaped America’s Past
1.2 | Diversity Is Becoming Even More Important
1.3 | The Future Will Be More Diverse Than Ever
2 | Diversity and Inclusion have Advantages and Challenges
2.1 | Potential Advantages of Diversity and Inclusion Initiatives
2.2 | Challenges in Managing Diversity
3 | Multicultural Organizations
4 | Organizations can Cultivate a Diverse Workforce
4.1 | Start by Securing Top Managers’ Commitment
4.2 | Conduct an Organizational Assessment
4.3 | Attract a Diverse Group of Qualified Employees
4.4 | Train Employees to Understand and Work with Diversity
4.5 | Retain Talented Employees
5 | Managing Globally
5.1 | Changes in the Global Workforce
5.2 | Global Managers Need Cross-Cultural Skills
5.3 | National Cultures Shape Values and Business Practices
5.4 | Globalization Brings Complex Ethical Challenges
Chapter 10: Leadership
Introduction
1 | Vision
2 | Leading and Managing
2.1 | Leading Is a Unique Role
2.2 | Good Leaders Need Good Followers
3 | Power and Leadership
4 | Traditional Approaches to Understanding Leadership
4.1 | Certain Attributes Can Set Leaders Apart
4.2 | Certain Behaviors Make Leaders Effective
4.3 | The Best Way to Lead Depends on the Situation
5 | Contemporary Perspectives on Leadership
5.1 | Charismatic Leaders Inspire Their Followers
5.2 | Transformational Leaders Revitalize Organizations
5.3 | Authenticity
6 | You can Lead
6.1 | Seek Opportunities to Lead
6.2 | Good Leaders Need Courage
Chapter 11: Motivating People
Introduction
1 | Setting Goals
1.1 | Well-Crafted Goals Are Highly Motivating
1.2 | Stretch Goals Help Employees Reach New Heights
1.3 | Goal Setting Needs Careful Managing
1.4 | Set Your Own Goals, Too
2 | Reinforcing Performance
2.1 | Behavior Has Consequences
2.2 | Be Careful What You Reinforce
2.3 | Should Managers Punish Mistakes?
2.4 | Feedback Is Essential Reinforcement
3 | Performance-Related Beliefs
3.1 | If You Try Hard, Will You Succeed?
3.2 | If You Succeed, Will You Be Rewarded?
3.3 | All Three Beliefs Must Be High
3.4 | Expectancy Theory Identifies Leverage Points
4 | Understanding People’s Needs
4.1 | Maslow Arranged Needs in a Hierarchy
4.2 | Alderfer Identified Three Work-Related Needs
4.3 | McClelland Said Managers Seek Achievement, Affiliation, and Power
4.4 | Do Need Theories Apply Internationally?
5 | Designing Jobs that Motivate
5.1 | Managers Can Make Work More Interesting
5.2 | Herzberg Proposed Two Important Job-Related Factors
5.3 | Hackman and Oldham: Meaning, Responsibility, and Feedback Provide Motivation
5.4 | To Motivate, Empowerment Must Be Done Right
6 | Achieving Fairness
6.1 | People Assess Equity by Making Comparisons
6.2 | People Expect and Strive for Equity
6.3 | Procedures—Not Just Outcomes—Should Be Fair
7 | Employee Well-Being
7.1 | Companies Are Improving the Quality of Work Life
7.2 | Psychological Contracts Are Understandings of Give-and-Take
Chapter 12: Teamwork
Introduction
1 | The Contributions of Teams
2 | The New Team Environment
2.1 | Organizations Have Different Types of Teams
2.2 | Work Teams Have Important Subtypes
3 | How Groups Become Real Teams
3.1 | Group Activities Shift as the Group Matures
3.2 | Groups Enter Critical Periods
3.3 | Teams Face Challenges
3.4 | Some Groups Develop into Teams
4 | Why do Groups Fail?
5 | Building Effective Teams
5.1 | Effective Teams Know Their Purpose
5.2 | Managers Can Motivate Effective Teamwork
5.3 | Effective Teams Have Skilled Members
5.4 | Norms Shape Behavior
5.5 | Team Members Must Fill Important Roles
5.6 | Cohesiveness Can Boost Team Performance—Sometimes
5.7 | Managers Can Build Cohesiveness and High-Performance Norms
6 | Managing Lateral Relationships
6.1 | Some Team Members Should Manage Outward
6.2 | Some Relationships Help Teams Coordinate with Others in the Organization
7 | Conflict is Inevitable but Manageable
7.1 | Conflicts Arise Both Within and Among Teams
7.2 | Conflict Management Techniques
7.3 | Mediating Can Help Resolve a Conflict
7.4 | Conflict Isn’t Always Face-to-Face
Chapter 13: Communicating
Introduction
1 | Interpersonal Communication
1.1 | One-Way Communication Is Common
1.2 | Communication Should Flow in More Than One Direction
2 | Watch Out for Communication Pitfalls
2.1 | Everyone Uses Perceptual and Filtering Processes
2.2 | Mistaken Perceptions Cause Misunderstandings
3 | Communications Flow Through Different Channels
3.1 | Digital Media Offer Flexible, Efficient Channels
3.2 | Managing the Digital Load
3.3 | Hybrid Work
3.4 | Use “Richer” Media for Complex or Critical Messages
4 | Improving Communication Skills
4.1 | Senders Can Improve Their Communication Skills
4.2 | Nonverbal Signals Matter, Too
4.3 | Receivers Can Improve Their Listening, Reading, and Observational Skills
5 | Organizational Communication
5.1 | Downward Communication Directs, Motivates, Coaches, and Informs
5.2 | Upward Communication Is Invaluable
5.3 | Horizontal Communication Fosters Collaboration
6 | Informal Communication Needs Attention
6.1 | Managing Informal Communication
7 | Transparent Information Flow Builds Trust
Chapter 14: Managerial Control
Introduction
1 | Spinning Out of Control?
1.1 | Control Is Planning’s Twin
1.2 | Strategies Can Help Achieve Control
2 | Bureaucratic Control Systems
2.1 | Control Systems Include These Steps
2.2 | Bureaucratic Control Occurs Before, During, and After Operations
2.3 | Management Audits Control Multiple Systems
2.4 | Sustainability Audits and the Triple Bottom Line
3 | Budgetary Controls
3.1 | Fundamental Budgetary Considerations
3.2 | Types of Budgets
3.3 | Activity-Based Costing
4 | Financial Controls
4.1 | Balance Sheet
4.2 | Profit and Loss Statement
4.3 | Financial Ratios
4.4 | PEOPLE ARE NOT MACHINES
5 | More Effective Control Systems
5.1 | Establish Valid Performance Standards
5.2 | Provide Adequate Information
5.3 | Ensure Acceptability Plus Empathy
5.4 | Maintain Open Communication
5.5 | Use Multiple Approaches
6 | The Other Controls: Markets and Clans
6.1 | Market Controls Let Supply and Demand Determine Prices and Profits
6.2 | Clan Control Relies on Empowerment and Culture
Chapter 15: Innovating and Changing
Introduction
1 | Deciding to Adopt New Technology
1.1 | The Technology Life Cycle
1.2 | Deciding When to Adopt New Technology
1.3 | Being a Technology Leader
1.4 | Sometimes Innovative Technology Is Disruptive
1.5 | First-Mover Advantages
1.6 | First-Mover Disadvantages
1.7 | Sometimes Following Is the Best Option
1.8 | Measuring Current Technologies
2 | Base Technology Decisions on Relevant Criteria
2.1 | Anticipated Market Receptiveness
2.2 | Technological Feasibility
2.3 | Economic Viability
2.4 | Organizational Fit
3 | Know Where to Get New Technologies
4 | Organizing for Innovation
4.1 | Who Is Responsible for New Technology Innovations?
4.2 | To Innovate, Unleash Creativity
4.3 | Don’t Let Bureaucracy Squelch Innovation
4.4 | Development Projects Can Drive Innovation
4.5 | Job Design and Human Resources Make Innovation Possible
5 | Becoming World-Class
5.1 | Build Companies for Sustainable, Long-Term Greatness
5.2 | Replace the “Tyranny of the Or” with the “Genius of the And”
5.3 | Don’t Just Change, Develop
6 | Leading Change
6.1 | Motivate People to Change
6.2 | A Three-Stage Model Shows Ways to Manage Resistance
6.3 | Certain Strategies Enlist Cooperation
6.4 | Harmonize Multiple Changes
6.5 | Managers Must Lead Change Actively
7 | Shaping the Future
7.1 | Create the Future
7.2 | Shape Your Own Future
7.3 | Learn and Lead the Way
7.4 | A Collaborative, Sustainable Future?

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