Contents About This Course How to Take This Course 1 What Is a Manager 1 The Approach in This Course Competitive Strategy as a Unifying Concept Defining Management The Functions of a Manager Measuring Management The Nature of Managerial Work Management Levels Managerial Skills Managerial Responsibility --Functional Versus General Managerial Roles Interrelation of the Functions The Plan of This Course 2 The Development of Contemporary Management 15 The Classical Approach to Management Scientific Management Fayol's Principles of Management Behavioral Science and Management The Quantitative and Systems Approaches to Management Contingency Theory The Practitioner-oriented Approach to Management The Total Quality Management Approach
Customer-driven Quality Strong Quality Leadership Continuous Improvement Action Based on Facts, Data, and Analysis Employee Participation 3 Managerial Planning 29 The Purpose of Planning The Strategic Planning Process Setting Goals Developing Strategy Competitive Advantage Forecasting Operational Planning Planning for Control: The Evaluation Stage Operating Plans Functional Plans Supervisory-level Plans Budgets Schedules Linking Strategy and Operations Programs Network Planning Tools Materials Requirements Planning (MRP II) Goal Setting Management by Objectives 4 Structuring the Organization 55 Formal Organization Task Specialization Departmentalization Coordination Informal Organization Formation What Organization Structure Is Best? 5 Organizing Human Resources 75 The Significance of Human Resource Management Staffing The Staffing Plan
The Human Resource Cycle Job Analysis Job Description Recruitment Selection Training and Development of New Hires Performance Appraisal Career Assessment Effective Human Resource Management Health and Safety Equal Employment Opportunity (EEO) 6 Understanding Motivation 95 What Is Motivation? Theories of Motivation Maslow's Needs Theory McClelland's Version of Need Theory Herzberg's Two-factor Theory Expectancy Theory Equity Theory Organizational Behavior Modification Motivation in the Workplace The Hawthorne Studies Theory X and Theory Y Theory Z Implications of Herzberg's Theory Implications of Expectancy Theory Implications of Equity Theory Implications of Organizational Behavior Modification Summary 7 Understanding Leadership 117 The Nature of Leadership in Organizations Trait Approaches Behavioral Approaches Situational/Contingency Approaches Transformational Approaches Leadership and Culture General Characteristics of Leadership Leadership and Management Delegation Summary
8 The Managerial Control Process 139 Establishing Standards Quantitative Standards Qualitative Standards Measuring Actual Results Taking Appropriate Action: The Essence of Control Management Control Systems Budgets Programs Schedules Manufacturing/Operations Control Techniques Inventory Control: Raw Material; Work-in-process Quality Control Inspection-oriented Control Process-oriented Control Management by Exception Behavioral Issues in Control Implications for Management 9 Understanding Total Quality Management 155 Background of Total Quality Management Major Contributors to Total Quality Management (TQM) Philip Crosby Joseph Juran W. Edwards Deming Stages of Quality Development Inspection Quality Control Quality Assurance Total Quality Management Defining Quality Design Focus: Conformance Customer Focus: Beholder Perspective Comprehensive Focus: Product/Service Characteristics Quality Measurement Production Economics of Quality Customer Market/Customer-based Inspection-oriented Control Process-oriented Control Continuous Incremental Improvement Achievement Recognition
10 Managing in Tomorrow's Environment 175 The Manager's Job Management Issues: Today and Tomorrow Managing in Accelerated Global Competition Managing Technology Managing Cultural Diversity Managing Empowerment Managing Ethics and Social Responsibility Managing the Environment Bibliography 191 Post Test 199 Case Study 211 Case Study Solution 225 Selected Readings 245 Index 265