Fundamentals of Management 10th Edition by Ricky Griffin, ISBN-13: 978-0357517345

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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