Management: People, Performance, Change 3/e (絕)
- 滿20件，享8.5折
售價
$
洽詢
- 一般書籍
- ISBN：9780071286480
- 作者：Luis Gomez-Mejia, David B. Balkin, Robert L. Cardy
- 版次：3
- 年份：2008
- 出版商：McGraw-Hill
書籍介紹
目錄
Description
Management 3rd Edition, by Gomez-Mejia, Balkin, and Cardy, is an exciting new take on principles of management. Ask your incoming students what "management" is, and they'll talk about the kind of management they know from their own work experience. Managers assign people their hours, they give raises or promotions, they tell people what job to do-the manager, in other words, is "the boss". In most other work settings, however, management means something far more important and complex. In addition to people, managers also manage performance, processes, relationships, and more increasingly in today's world, deal with the pressure and flux of constant change. This, coupled with the fact that workplaces have steadily become less hierarchical and more team- and group-driven, means the traditional responsibilities of the manager have gradually been dispersed throughout the organization. Students preparing to work in today's business environment may not start in a corner office with an assistant, but they still need to think like managers and understand the strategic goals of the organization.
Management 3rd Edition, by Gomez-Mejia, Balkin, and Cardy, is an exciting new take on principles of management. Ask your incoming students what "management" is, and they'll talk about the kind of management they know from their own work experience. Managers assign people their hours, they give raises or promotions, they tell people what job to do-the manager, in other words, is "the boss". In most other work settings, however, management means something far more important and complex. In addition to people, managers also manage performance, processes, relationships, and more increasingly in today's world, deal with the pressure and flux of constant change. This, coupled with the fact that workplaces have steadily become less hierarchical and more team- and group-driven, means the traditional responsibilities of the manager have gradually been dispersed throughout the organization. Students preparing to work in today's business environment may not start in a corner office with an assistant, but they still need to think like managers and understand the strategic goals of the organization.
Table of Contents
PART ONE
1 Management and Its Evolution
PART TWO
2 Managing in a Global Environment
3 Managing Social Responsibility and Ethics
4 Managing Organizational Culture and Change
PART THREE
5 Managing the Planning Process
6 Decision Making
7 Strategic Management
8 Entrepreneurship and Innovation
PART FOUR
9 Managing the Structure and Design of Organizations
10 Human Resource Management
11 Managing Employee Diversity
PART FIVE
12 Motivation
13 Leadership
14 Managing Teams
15 Managing Communication
PART SIX
16 Management Control
17 Operations Management
18 Managing Information Systems
PART ONE
1 Management and Its Evolution
PART TWO
2 Managing in a Global Environment
3 Managing Social Responsibility and Ethics
4 Managing Organizational Culture and Change
PART THREE
5 Managing the Planning Process
6 Decision Making
7 Strategic Management
8 Entrepreneurship and Innovation
PART FOUR
9 Managing the Structure and Design of Organizations
10 Human Resource Management
11 Managing Employee Diversity
PART FIVE
12 Motivation
13 Leadership
14 Managing Teams
15 Managing Communication
PART SIX
16 Management Control
17 Operations Management
18 Managing Information Systems
