Management Fundamentals - International Student Edition

Robert N. Lussier is a professor of management at Springfield College and taught management for more than 35 years. He is a prolific writer, with more than 500 publications to his credit. His articles have been published in the Academy of Entrepreneurship Journal, Business Horizons, Entrepreneurship Theory and Practice, Family Business Review, Journal of Business Strategies, Journal of Management Education, Journal of Small Business Management, Journal of Small Business Strategy, SAM Advanced Management Journal, and several others. He also has a human resources management textbook (with John Hendon) published by SAGE and other textbooks.More than two million people globally have used his textbooks, earning him an unsurpassed national and international reputation as an author and keynote speaker. Dr. Lussier is the founder of Publish Don’t Perish (www.publishdonotperish.com) and through contact, his Publish Don’t Perish: The Top Secrets to Get Published book, and workshops has helped hundreds of institutions and individuals in 80-plus countries get published. His presentations inspire comments like: “Bob explains complex business topics in an easy-to-understand language while keeping his audience engaged and spellbound” (Dr. Raj V. Mahto, professor, University of New Mexico)Dr. Lussier also consults to a wide array of commercial and nonprofit organizations. In fact, some of the material in the book was developed for such clients as Baystate Medical Center, Coca-Cola, Friendly’s Ice Cream, National Institute of Financial Education, Mead, Monsanto, Smith & Wesson, the Social Security Administration, the Visiting Nurse Association, and YMCAs.Dr. Lussier holds a bachelor of science in business administration from Salem State College, master’s degrees in business and education from Suffolk University (AACSB accredited), and a doctorate in management from the University of New Haven (AACSB MBA accredited, prior to doctoral accreditation).

• Part I: The Global Management EnvironmentChapter 1: Management and Its HistoryWhy Study Management?What Is a Manager’s Responsibility?What Does It Take to Be a Successful Manager?Management FunctionsManagement RolesDifferences Among ManagersA Brief History of ManagementObjectives of the BookTrends and Issues in ManagementIn ConclusionChapter 2: The Environment: Culture, Ethics, and Social ResponsibilityThe EnvironmentOrganizational CultureBusiness EthicsUnethical BehaviorFactors That Influence Behavior to Be Ethical or UnethicalGuides to Ethical BehaviorManaging EthicsSocial Responsibility and SustainabilityTrends and Issues in ManagementIn ConclusionChapter 3: Managing Diversity in a Global EnvironmentThe Global EnvironmentEthnocentrism Is Out and “Made in America” Is BlurredManaging Foreign TradeWorkplace Diversity and InclusionTypes of Diversity and Managing DiversityGlobal DiversityManaging Global BusinessTrends and Issues in ManagementPart II: PlanningChapter 4: Creative Problem Solving and Decision MakingProblem Solving and Decision Making: An OverviewDecision-Making StylesThe Decision-Making ModelClassify and Define the Problem or OpportunitySet Objectives and CriteriaGenerate Creative and Innovative AlternativesAnalyze Alternatives and Select the Most FeasiblePlan, Implement the Decision, and ControlUsing the Decision Making ModelTrends and Issues in ManagementChapter 5: Strategic and Operational PlanningStrategic and Operational PlanningDeveloping the Mission and Analyzing the EnvironmentSetting ObjectivesCorporate-Level StrategiesBusiness-Level StrategiesOperational-Level PlanningTime ManagementImplementing and Controlling StrategiesTrends and Issues in ManagementChapter 6: Managing Change, Innovation, and EntrepreneurshipInnovation and ChangeManaging InnovationManaging ChangeOrganizational DevelopmentEntrepreneurshipTrends and Issues in ManagementPart III: OrganizingChapter 7: Organizing and Delegating WorkOrganizational Considerations and PrinciplesAuthorityOrganizational DesignContemporary Organizational DesignJob DesignSetting PrioritiesMultitaskingDelegatingTrends and Issues in ManagementChapter 8: Managing TeamworkGroup and Team and PerformanceThe Group Performance ModelGroup StructureGroup ProcessStages of Group Development and Management StylesDeveloping Groups Into TeamsManaging MeetingsTrends and Issues in ManagementChapter 9: Human Resources ManagementThe Human Resources Management ProcessThe Legal EnvironmentHarassment, Sexual Harassment, and Workplace RomanceHuman Resources PlanningAttracting EmployeesDeveloping EmployeesRetaining EmployeesSeparating EmployeesTrends and Issues in ManagementAppendix: Career Management and NetworkingPart IV: LeadingChapter 10: Organizational Behavior: Personality, Perception, Attitudes, and NegotiationOrganizational Behavior (OB)Thoughts, Self-Confidence, and Self-EsteemPersonalityPerceptionAttitudesShaping OB FoundationsOrganizational Power and PoliticsNegotiationConflictStressTrends and Issues in ManagementChapter 11: Motivating for High PerformanceMotivation and PerformanceContent Motivation TheoriesProcess Motivation TheoriesReinforcement TheoryCombining the Motivation Process and Motivation TheoriesMotivating Employees With Rewards and RecognitionTrends and Issues in ManagementChapter 12: Leading With InfluenceLeadership and TrustLeadership Trait TheoryBehavioral Leadership TheoriesSituational Leadership TheoriesContemporary Leadership TheoriesTrends and Issues in ManagementChapter 13: Communication, Information Technology, and Emotional IntelligenceOrganizational CommunicationInformation Technology and Big DataTypes of Information SystemsInformation NetworksThe Interpersonal Communication Process and MindfulnessCommunication BarriersMessage Transmission ChannelsSending MessagesReceiving MessagesResponding to MessagesDealing With Emotions and Emotional IntelligenceCriticismTrends and Issues in ManagementPart V: ControllingChapter 14: Managing Control Systems, Finances, and PeopleOrganizational and Functional Area Control SystemsEstablishing Control SystemsControl Frequency and MethodsFinancial Controls: The Master Budgeting ProcessManaging PeopleTrends and Issues in ManagementChapter 15: Operations, Quality, and ProductivityOperationsClassifying Operations SystemsDesigning Operations SystemsManaging Operations Systems and the Supply ChainProductivity and the Balanced ScorecardTrends and Issues in ManagementGlossaryNotesAuthor IndexCompany IndexSubject Index

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