Essentials of contemporary management pdf download

The themes of diversity, ethics, globalization, and information technology are integrated throughout. It mirrors the changes taking place in today's management practice by incorporating recent developments in management theory and research.

This text also provides vivid,current examples of how managers of companies, large and small, address the challenges and opportunities they face and how they can effectively meet them. A hallmark of this text is how the authors infuse real managers who seize opportunities, overcome challenges, and effectively manage and lead their organizations in their Manager as a Person feature, allowing students to see real-life management in action.

Essentials of Contemporary Management, Eighth Edition, provides the most current account of changes taking place in the world of management and management practices while making the text relevant and interesting to students.

Management students often need help relating theories and concepts, such as diversity, sustainability, and globalization, to themselves and the business world. Our powerful Association to Advance Collegiate Schools of Business—accredited text and technology helps instructors hold students accountable for baseline knowledge so instructors can more readily bring concepts to life.

Building Management Skills, Managing Ethically, Small Group Breakout Exercise, and Be the Manager features provide opportunities for students to apply their learning to realistic scenarios in which a manager or organization faces a challenge, problem, or opportunity. Management Snapshots open each chapter by posing a related challenge and discussing how managers responded.

Manager as a Person boxes focus on how real managers brought about change within their organizations. Small Business Examples ensure that students make clear connections between concepts and applications. End-of-chapter Management in Action questions and points for reflection ask students to research actual management issues and learn firsthand from practicing managers.

McGraw-Hill ToolsMcGraw-Hill smart learning tools begin with Connect, a highly reliable, easy-to-use homework and learning management solution. LearnSmart lets instructors measure student progress, comprehension, and retention and ensures instructors know which areas should be targeted. The ebook makes it easy for students to access reading material on smartphones and tables. SmartBook enables students to come to class with preassigned exposure and knowledge of key management theories and concepts and enables instructors to personalize content for each learner.

The instructor's manual saves instructors' time and supports them in delivering the most effective course. The manual provides chapter overviews and lectures outline with integrated PowerPoint slides, lecture enhancers, notes for end-of-chapter materials, video cases, and teaching notes. Application Exercises help instructors assign quizzes, written and video cases, and other auto-graded exercises that challenge students to apply theories and concepts.

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Also available in a package with Connect Plus — Management Essentials is a simplified and synthesized version of core management principles to help readers appreciate the fundamentals of managing enterprises successfully in a competitive environment. It addresses the current dilemma in the field of management, where a strong perception exists that management theory and actual practice are increasingly disconnected from each other.

It discusses the interrelated concepts of analysis and decision making, and then goes further to connect the popular notion of branding to good business acumen. Contemporary organisations proliferate with projects. Managing projects, working with project managers and delivering project excellence have become fundamental skills in the world of business, resulting in an array of approaches, tools and techniques that can bewilder. This shortform text homes in on the absolute essential elements of the field.

With practical insights throughout, the book provides readers with a concise understanding of key concepts, techniques and outcomes such as ownership, execution, success, quality, budgets and risks. Features include essential summaries and expert guides to further reading. Authored by an experienced project and change management practitioner, consultant and educator, this unique resource will be essential reading for students of project management looking to excel in employment.

Openness to experience is the tendency to be Plank demonstrates that being original, daring, original, have broad interests, be open to a wide range and taking risks while at the same time being of stimuli, be daring, and take risks.

Chapter 02 - Values, Attitudes, Emotions, and Culture: The Manager as a Person choose to become an entrepreneur, while those low on against tough odds.

People with an internal locus of control believe that they are responsible for their own fate and see their own actions and behaviors as being important and decisive determinants of future outcomes. Self-esteem is the degree to which individuals feel good about themselves and their capabilities. Needs for achievement, affiliation and power have been extensively researched by psychologist David McClelland. The need for achievement is the extent to which an individual has a strong desire to perform challenging tasks well and to meet personal standards for excellence.

The need for affiliation is the extent to which an individual is concerned about establishing and maintaining good interpersonal relations, being liked and getting along with other people. The need for power is the extent to which an individual desires to control or influence others. Values: Terminal and Instrumental are, and describe their impact on managerial action.

Its unique culture and approach to managing people have not only job. See driving moving trucks and eventually move into Figure 2.

Whereas some moving companies hire a lot of temporary job satisfaction. Managers who are satisfied with their jobs are full-time. Because the demand for moving more likely to perform organizational citizenship services is lower in the winter, Gentle Giant uses behaviors OCBs. OCBs are behaviors that are this time to train and develop employees. Having fun and getting to know each other as b.

A growing source of dissatisfaction for many people are also important at Gentle Giant. The lower and middle-level managers and employees company holds parties and arranges outings for is the threat of unemployment and increased employees to sporting events, amusement parks, workloads from downsizing.

The ways in which layoffs are handled is important for both layoff victims and survivors. Organizational commitment is the collection of feelings and beliefs that managers have about their organization as a whole. With organizational commitment, managers: a. Believe in what their organizations are doing b. Are proud of what the organization stands for c. Feel a high degree of loyalty toward their organizations. Moods and Emotions 1. Mood: A mood is a feeling or state of mind.

Emotions: Emotions are more intense than moods, are more short-lived, and are usually linked to a specific cause. Managers with high levels of EI are able to prevent their emotions from getting in the way of making effective decisions. LO Appreciate how moods and emotions influence all members of 2. Emotional intelligence helps managers understand and relate well to other people. When members share an intense commitment to goals, a strong organizational culture exists.

Managers and Organizational Culture 1. This is most explain how mangers both create evident in the start-up of new companies and are influenced by organizational culture 2. The Role of Values and Norms in Organizational Culture Shared values, as well as shared norms, play a particularly important role in organizational culture.

Terminal values signify what an organization and its employees are trying to accomplish, and instrumental values guide how the organization and its members achieve organizational goals.

Values of the founder: From the ASA model previously discussed, it is clear that founders can have a profound and long-lasting effect on organizational culture.

As a result, organizational values and norms are internalized. Ceremonies and rites: These are formal events that recognize incidents of importance to the organization as a whole and to specific employees. The most common rites that organizations use to transmit cultural norms and values to their members are rites of passage, of integration, and of enhancement. See Table 2. Rites of passage determine how individuals enter, advance within, or leave an organization. Rites of integration build and reinforce common bonds among organizational member c.

Rites of enhancement let organizations publicly recognize and reward employee contributions and thus strengthen their commitment to organizational values. Stories and language: Stories frequently told within an organization, either fact or fiction, provide important clues about values and norms.

The slang or jargon that people within an organization use to frame and describe events also provides important clues about norms and values. Culture and Managerial Action Culture influences the way in which managers perform their four main functions.

Planning: In an innovative organizational culture, top managers are likely to develop a flexible approach to planning and to encourage participation by subordinates.

In contrast, managers in a conservative organizational culture are likely to emphasize top- down planning. Organizing: Because they value creativity, managers in an innovative culture are likely to create an organic structure that is flat and in which authority is decentralized. In contrast, managers in a conservative culture are likely to create a well-defined hierarchy of authority and establish clear reporting relationships.

Leading: In an innovative culture, managers are likely to lead by example, encourage employees to take risks and experiment, and to be supportive regardless of success or failure. In a conservative culture, they are likely to use management by objectives, constantly monitor progress toward goals, and oversee their every move.

Controlling: Managers in innovative cultures tend to recognize that there are multiple, potential paths to success and that failure must be accepted in order for creativity to thrive. Therefore, they are more concerned that employees be flexible and take risks and less concerned about their adherence to pre- determined routines and goals.

In contrast, managers in more conservative cultures emphasize caution and maintenance of the status quo. Beginning with bestseller Emotional Intelligence, Goleman has sought to strip away conventional notions of what it means to be intelligent by examining how key personality traits can lead to measurable success. Although his background is in psychology, he has become a powerful voice in the corporate world.

Below are excerpts from an interview with Dr. Industry observers often complain about the dichotomy in the business world today. Goleman: The first analysis of the organizational life was conducted in a sociological tradition by Max Weber and Talcott Parsons, and it pretty much ignored to emotional reality of work.

It analyzed the workplace and organizational dynamics as though emotions were not part of the equation. We can either acknowledge this fact or not. You maintain that companies perform better if top managers have emotional intelligence, but the business world is rife with stories of CEOs and top managers who have been wildly successful even though they are insensitive jerks.

If emotional intelligence is so important, how do you account for their successes? In fact, the insurance industry did exactly that study.

The researchers looked at moderately successful companies of the same size and evaluated CEOs on their emotional intelligence and leadership abilities. They found that the more these bosses exhibited empathy, initiative, and a drive to achieve, the more profitable the companies were. Chapter 02 - Values, Attitudes, Emotions, and Culture: The Manager as a Person Is it there ever a point at which someone is too old to learn these competencies?

Goleman: You are never too old to learn emotional intelligence. In fact, people tend to improve in emotional intelligence over the course of a lifetime, because life lesions often make people wiser in this domain. Thy get more comfortable with themselves and other people.

But someone who wants to a leader needs to have a relative high level of these abilities. A business school that wants to help its students achieve high leadership levels either has to select people who have already developed these abilities, or it has to help its students to learn them. Soft skills have hard consequences.

Lecture Enhancer 2. The only child has similar, yet often more intense personality traits. The middle child is a master negotiator who never had his parents to himself, and endured hand-me- downs.

The good news is he can compromise, share and negotiate. Leman describes the baby of the family as manipulative, social, outgoing, and a natural salesperson. She is the child who got her siblings in trouble while she was cute, helpless and got away with murder. A fourth birth-order position, identified by Michael Maniacci, a clinical psychologist and member of the faculty at the Adler School of Professional Psychology in Chicago, is the second born.

The second born tends to be more rebellious, non-conforming and independent than the middle child. After reading these descriptions, most either buy into the birth-order concept as a perfect description of their family or discount it. That impacts birth-order roles. There is not much distinction between being a girl and a boy. Conversely, if Dad has short hair and Mom has long, and Mom stays at home and Dad works, the boy holds the role of the oldest born male and the girl the oldest born female.

Physical differences play a role too. Agreeableness E. Extraversion Agreeableness B. Conscientiousness C. Openness to experience D. Introversion E. Negative affectivity As a manager, Nancy is known in the company as a risk-taker and an innovator. Nancy is: A. Brian has been employed at Precision Services for nearly 10 years.

He is an effective manager, but does not like to take risks. Brian is more comfortable following guidelines and maintaining the status quo. Brian is: A. Whenever Cate does not perform well in a test, she blames it on the lack of preparedness on her part. Cate is said to have: A. People who believe that outside forces are responsible for what happens to and around them and do not think that their own make much of a difference have: A.

Whenever Daniel performs well in a test, he thinks that his teacher was being lenient or that he was lucky. Daniel is said to have: A.

Self-esteem B. Attitude C. Emotional intelligence D. Self-criticism E. Hedonism As the night manager of Spicy Bites, Ronald feels competent, deserving, and capable of handling most situations. Ronald: A. According to psychologist David McClelland, the extent to which an individual has a strong desire to perform challenging tasks well and to meet personal standards for excellence is known as the individual's need for: A.

The extent to which an individual desires to influence others is known as the individual's need for: A. Which of the following describes what managers are trying to achieve through work and how they think they should behave? Emotions B. Intelligence D. Values E. Attitudes Unwritten, informal codes of conduct that prescribe how people should act in particular situations and are considered important by most members of a group are known as: A.

Which of the following is an example of a terminal value? Self-reliant B. Self-sufficient C. Self-respect D. Self-controlled E. Self-disciplined The collection of feelings and beliefs that managers have about their current jobs is referred to as: A. Organizational citizenship behaviors refer to an employee's: A. The collection of feelings and beliefs that managers have about their organization as a whole is known as organizational: A. Which of the following refers to a feeling or state of mind?

Affect B. Moods C. Values D. Emotional labor E. Self-efficacy An intense, relatively short-lived feeling is called a n : A. One of the attributes that make Anthony an excellent manager is his ability to understand the moods of his subordinates coupled with his ability to manage his own moods.

Anthony has a high level of: A. Emotional intelligence can help managers perform interpersonal roles like that of a: A. Which of the following reflects the distinctive ways in which organizational members perform their jobs and relate to others inside and outside the organization? Organizational culture B. Organizational capital C. Organizational hierarchy D. Organizational planning E.

Which of the following posits that when founders hire employees for their new ventures, they tend to be drawn to and choose employees whose personalities are similar to their own? Equity theory B. Belief-desire-intentional framework D. Organizational commitment E. Socialization Terminal values D. Instrumental values E. Attitudes B. Emotions C. Moods D. Terminal values The process by which newcomers learn an organization's values and norms and acquire the work behaviors necessary to perform jobs effectively is known as organizational: A.

In Dave's Steel Manufacturing Co. During this process, they are told about the organization and its history, values, jargon, culture, and procedures. They are then introduced to their work group, the specific people they would work with, informed about their own role in the organization, the skills needed to do their job, and both formal procedures and informal norms. This is an example of organizational: A.

The formal events that recognize incidents of importance to the organization as a whole and to specific employees are known as: A. Every year on the Saturday prior to Christmas, Smart Enterprises holds its annual holiday party. This is an example of a rite of: A. Orbit Inc. Which of the following is true of the planning process in an organization with an innovative culture?

It encourages lower-level managers to participate in the process. It rarely takes risks involving the development of new products.

It emphasizes formal top-down planning. It subjects the suggestions from lower-level managers to a formal review process that significantly slows decision making. E It creates a well-defined hierarchy of authority and establishes clear reporting relationships so that.

Which of the following is true of the managerial function of organizing in an organization that has a conservative culture? It has a decentralized authority which encourages employees to work together to solve ongoing problems.

B It creates a well-defined hierarchy of authority and establishes clear reporting relationships so that. A product team structure is most suitable for an organization with a conservative culture. Such organizations have a flat structure. Such organizations have fewer levels in the hierarchy. With regard to the managerial function of leading in an organization with an innovative culture, managers: A. With regard to the managerial function of controlling in an organization that has a conservative culture, managers: A.

D set specific, difficult goals for employees, frequently monitor progress toward these goals, and develop. Define personality traits. What are the Big Five personality traits? Discuss extraversion. How does it affect managers' thoughts, feelings, and behaviors? Distinguish between internal and external locus of control. Psychologist David McClelland has extensively researched the needs for achievement, affiliation, and power.

Define these needs. What are the two types of personal values? Define job satisfaction and discuss why it is so important for managers to be satisfied with their jobs.

Discuss organizational commitment and its relationship to organizational culture. Differentiate between moods and emotions. How do moods and emotions affect the organization? Define the concept of emotional intelligence.

How does having emotional intelligence help managers? What is organizational culture? Explain the attraction-selection-attrition ASA framework. How does it help explain the formation of organizational cultures? Differentiate between terminal and instrumental values. How do they contribute to the organizational culture?

What is socialization? How does it help an organization? Explain what organizational rites are. What are the different types? Give one example of each.

Explain how culture influences the way managers perform their four main functions: planning, organizing, leading, and controlling. TRUE All people, including managers, have certain enduring characteristics that influence how they think, feel, and behave both on and off the job. These characteristics are personality traits: particular tendencies to feel, think, and act in certain ways that can be used to describe the personality of every individual.

Topic: Enduring Characteristics: Personality Traits 2. TRUE No single trait is right or wrong for being an effective manager. Rather, effectiveness is determined by a complex interaction between the characteristics of managers and the nature of the job and organization in which they are working. Moreover, personality traits that enhance managerial effectiveness in one situation may impair it in another. Topic: Enduring Characteristics: Personality Traits 3. FALSE Personality traits that enhance managerial effectiveness in one situation may impair it in another.

Topic: Enduring Characteristics: Personality Traits 4. FALSE Managers who are low on extraversion may be highly effective and efficient, especially when their jobs do not require much social interaction.

Their quieter approach may enable them to accomplish quite a bit of work in limited time. Managers high on this trait may often feel angry and dissatisfied and complain about their own and others' lack of progress. Topic: Enduring Characteristics: Personality Traits 6. FALSE Managers who are low on agreeableness may be somewhat distrustful of others, unsympathetic, uncooperative, and even at times antagonistic.