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MGMT

By Chuck Williams

12th Edition © 2022
Discipline:Management
Course:Principles of Management
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Through ongoing research into students’ workflows and preferences, MGMT from 4LTR Press combines an easy-reference textbook with Chapter Review Cards and an innovative online experience--all at an affordable price. MGMT continues to make concepts and theories accessible and relevant to students with timely, interesting examples of their applications at real businesses. MindTap is the digital learning solution that powers students to think and act like managers. It gives you complete control of your course--to provide engaging content, to challenge every individual and to build their confidence. MGMT continues to make concepts and theories accessible and relevant to students with timely, interesting examples of their applications at real businesses. MindTap for MGMT has been reimagined to best meet the needs and workflow of students -- helping them to think and act like managers. MindTap for MGMT progresses from basic conceptual understanding in the Learn It activities to applications in the Apply It folder's more scenario-based Chapter Assignments and scenario-based Case Activities.

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About this product

Through ongoing research into students’ workflows and preferences, MGMT from 4LTR Press combines an easy-reference textbook with Chapter Review Cards and an innovative online experience--all at an affordable price. MGMT continues to make concepts and theories accessible and relevant to students with timely, interesting examples of their applications at real businesses. MindTap is the digital learning solution that powers students to think and act like managers. It gives you complete control of your course--to provide engaging content, to challenge every individual and to build their confidence. MGMT continues to make concepts and theories accessible and relevant to students with timely, interesting examples of their applications at real businesses. MindTap for MGMT has been reimagined to best meet the needs and workflow of students -- helping them to think and act like managers. MindTap for MGMT progresses from basic conceptual understanding in the Learn It activities to applications in the Apply It folder's more scenario-based Chapter Assignments and scenario-based Case Activities.

Shorter, comprehensive chapters in a modern design present content in a more engaging and accessible format-- increasing the number of students who read the chapter without minimizing coverage for your course.

Tear-Out Review Cards at the back of the print Student Editions provide students a portable study tool containing all the pertinent information for class and test preparation.

Table of contents

Chapters

Cover Page
Title Page
Copyright Page
Part 1. Introduction to Management
Part 2. Planning
Part 3. Organizing
Part 4. Leading
Part 5. Controlling

Part 1. Introduction to Management

1. Management
Preview this section ↗
1-1. Management is … ↗
1-2. Management Functions ↗
1-2a. Planning ↗
1-2b. Organizing ↗
1-2c. Leading ↗
1-2d. Controlling ↗
1-3. Kinds of Managers ↗
1-3a. Top Managers ↗
1-3b. Middle Managers ↗
1-3c. First-Line Managers ↗
1-3d. Team Leaders ↗
1-4. Managerial Roles ↗
1-4a. Interpersonal Roles ↗
1-4b. Informational Roles ↗
1-4c. Decisional Roles ↗
1-5. What Companies Look for in Managers ↗
1-6. Mistakes Managers Make ↗
1-7. The Transition to Management: The First Year ↗
1-8. Competitive Advantage through People ↗
A Guide for new Managers: Six Steps to become a Successful Manager ↗
1. Management ↗
2. The History of Management
2-1. The Origins of Management
2-1a. Management Ideas and Practices throughout History
2-1b. Why We Need Managers Today
2-2. Scientific Management
2-2a. Father of Scientific Management: Frederick W. Taylor
2-2b. Motion Studies: Frank and Lillian Gilbreth
2-2c. Charts: Henry Gantt
2-3. Bureaucratic and Administrative Management
2-3a. Bureaucratic Management: Max Weber
2-3b. Administrative Management: Henri Fayol
2-4. Human Relations Management
2-4a. Constructive Conflict and Coordination: Mary Parker Follett
2-4b. Hawthorne Studies: Elton Mayo
2-4c. Cooperation and Acceptance of Authority: Chester Barnard
2-5. Operations, Information, Systems, and Contingency Management
2-5a. Operations Management
2-5b. Information Management
2-5c. Systems Management
2-5d. Contingency Management
2. The History of Management
3. Organizational Environments and Cultures
3-1. Changing Environments
3-1a. Environmental Change
3-1b. Environmental Complexity
3-1c. Resource Scarcity
3-1d. Uncertainty
3-2. General Environment
3-2a. Economy
3-2b. Technological Component
3-2c. Sociocultural Component
3-2d. Political/Legal Component
3-3. Specific Environment
3-3a. Customer Component
3-3b. Competitor Component
3-3c. Supplier Component
3-3d. Industry Regulation Component
3-3e. Advocacy Groups
3-4. Making Sense of Changing Environments
3-4a. Environmental Scanning
3-4b. Interpreting Environmental Factors
3-4c. Acting on Threats and Opportunities
3-5. Organizational Cultures: Creation, Success, and Change
3-5a. Creation and Maintenance of Organizational Cultures
3-5b. Successful Organizational Cultures
3-5c. Changing Organizational Cultures
3. Organizational Environments and Culture
4. Ethics and Social Responsibility
4-1. Workplace Deviance
4-2. US Sentencing Commission Guidelines Manual for Organizations
4-2a. Who, What, and Why?
4-2b. Determining the Punishment
4-3. Influences on Ethical Decision-Making
4-3a. Ethical Intensity of the Decision
4-3b. Moral Development
4-3c. Principles of Ethical Decision-Making
4-4. Practical Steps to Ethical Decision-Making
4-4a. Selecting and Hiring Ethical Employees
4-4b. Codes of Ethics
4-4c. Ethics Training
4-4d. Ethical Climate
4-5. To Whom are Organizations Socially Responsible?
4-6. For What are Organizations Socially Responsible?
4-7. Responses to Demands for Social Responsibility
4-8. Social Responsibility and Economic Performance
4. Ethics and Social Responsibility

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