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Management [Hardback]

(Jauns izdevums: 9781305502086)
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(Harvard Business School), (Harvard Business School), (Harvard Business School)
  • Formāts: Hardback, 592 pages, height x width x depth: 285x223x28 mm, weight: 1433 g, colour illustrations, colour tables, figures
  • Sērija : Explore Our New Management 1st Editions
  • Izdošanas datums: 19-Jun-2013
  • Izdevniecība: South-Western College Publishing
  • ISBN-10: 0538478462
  • ISBN-13: 9780538478465 (Jauns izdevums: 9781305502086)
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  • Formāts: Hardback, 592 pages, height x width x depth: 285x223x28 mm, weight: 1433 g, colour illustrations, colour tables, figures
  • Sērija : Explore Our New Management 1st Editions
  • Izdošanas datums: 19-Jun-2013
  • Izdevniecība: South-Western College Publishing
  • ISBN-10: 0538478462
  • ISBN-13: 9780538478465 (Jauns izdevums: 9781305502086)
Citas grāmatas par šo tēmu:
How are leaders successfully managing competitive companies in the 21st Century? Gulati/Mayo/Nohria's MANAGEMENT, 1E, by award-winning instructors and prominent Harvard business experts, addresses the many integrated facets in answering this key question to help you effectively prepare for successful leadership now and in the future. As a manager, you will be confronted with challenges and opportunities that are more dynamic and complex than ever before. As a leader in any business role, you need to understand how to harness technological advances, manage and lead a dispersed and diverse workforce, anticipate and react to constant competitive and geopolitical change and uncertainty, compete on a global scale, and operate in a socially responsible and accountable manner. Gulati/Mayo/Nohria's MANAGEMENT, 1E demonstrates the mutual interconnectivity between three key facets of management: strategic positioning, organizational design, and individual leadership. The book presents management from a tangible, integrated, and current perspective, teaching you to visualize how strategy informs leadership and how leaders influence strategic positioning and, ultimately, manage performance. Available with InfoTrac (R) Student Collections http://gocengage.com/infotrac.

Recenzijas

PART I: SETTING THE CONTEXT FOR MANAGEMENT. 1. Introduction to Management. 2. The Global Business Environment. 3. Ethics and Corporate Social Responsibility. PART II: STRATEGIC PERSPECTIVE. 4. Introduction to Strategy. 5. Business-Level Strategy. 6. Corporate-Level Strategy. PART III: ORGANIZATIONAL PERSPECTIVE. 7. Organizational Structure and Design. 8. Organizational Culture. 9. Managing Human Capital. 10. Performance Management. 11. Organizational Change. PART IV: INDIVIDUAL PERSPECTIVE. 12. Leadership in Organizations. 13. Becoming a Leader: Knowing Yourself. 14. Power and Influence. 15. Decision-Making. 16. Conflict & Negotiation. 17. Leading Teams. 18. Motivation. 19. Communication. 20. Networking.

Preface xi
Acknowledgments xv
About the Authors xix
PART 1 SETTING THE CONTEXT FOR MANAGEMENT
1(82)
1 Introduction to Management
2(24)
Introduction
3(4)
Management and Leadership
7(4)
Changing Perspectives of Management
11(1)
Changing Perspectives on the Purpose of Business
12(4)
Stakeholder Approach
16(1)
Stakeholder Mapping
16(1)
Stakeholder Management Processes
17(2)
Managing Uncertainty
19(7)
2 The Global Business Environment
26(32)
Introduction
27(6)
Globalization
33(1)
Global Trade Agreements
34(1)
World Trade and Free-Trade Associations
34(4)
External Environment
38(1)
General Environment
39(9)
Task Environment
48(2)
Internal Environment
50(1)
Owners
50(1)
Board of Directors
51(1)
Employees
52(1)
Culture
52(6)
3 Ethics and Corporate Social Responsibility
58(25)
Introduction
59(3)
Ethical Frameworks
62(1)
Utilitarianism
63(1)
Kantianism
63(1)
Virtues and Character
64(1)
Justice
65(2)
Moral Dilemmas
67(1)
Common Moral Dilemmas Faced by Organizations
67(2)
The Role of the Individual in Confronting Moral Dilemmas
69(2)
Corporate Social Responsibility
71(1)
Economic, Legal, and Ethical Responsibilities
72(2)
Corporate Social Responsiveness
74(1)
Is Corporate Social Responsibility Good for Business?
74(1)
CSR and Financial Performance
74(1)
CSR and Strategy: Using CSR for a Competitive Advantage
75(8)
PART 2 STRATEGIC PERSPECTIVE
83(98)
4 Introduction to Strategy
84(28)
Introduction
85(4)
A Brief History of Strategy
89(2)
Strategy and the Organization: A Framework
91(1)
The Purpose of Business
91(1)
Analyzing the Internal and External Environments
92(1)
Vision, Mission, and Objectives
93(1)
Strategy Formulation
94(3)
Defining Strategy: A Business Perspective
97(1)
Choosing a Set of Activities
98(1)
Making Trade-Offs
99(1)
Creating Fit among Activities
99(1)
Business-Level versus Corporate-Level Strategy
100(1)
Business-Level Strategy
101(1)
Corporate-Level Strategy
101(1)
Strategies for Going Global
102(1)
Multinational Strategy
103(1)
Global Strategy
103(1)
International Strategy
104(1)
Transnational Strategy
104(1)
Market Entry Strategies
105(1)
Exporting
105(1)
Licensing and Franchising
105(1)
Joint Ventures and Alliances
106(1)
Wholly Owned Subsidiaries
107(5)
5 Business-Level Strategy
112(38)
Introduction
113(6)
How the External Environment Impacts Industry Attractiveness
119(1)
Porter's 5-Forces Model
119(1)
Threat of New Entrants
120(3)
Bargaining Power of Suppliers
123(2)
Threat of Substitutes
125(1)
Bargaining Power of Customers
125(2)
Rivalry Among Existing competitors
127(1)
Limits of the 5-Forces Model
128(1)
How a Firm's Internal Environment Impacts Strategy
129(1)
Resource-Based View of the Firm
129(1)
Company Resources
129(2)
Swot Analysis
131(1)
Competitive Advantage
132(1)
Cost Leadership
133(2)
Differentiation
135(2)
Focus
137(3)
Stuck in the Middle
140(2)
Employees in Generic Strategies
142(1)
The Firm as a Value Chain
142(1)
Primary and Support Activities
142(2)
Value Systems
144(6)
6 Corporate-Level Strategy
150(31)
Introduction
151(4)
Diversification Strategy
155(1)
History of Diversification
155(1)
Types of Diversification Strategies
156(2)
Why Firms Pursue Diversification Strategies
158(1)
Related Diversification
159(3)
Unrelated Diversification
162(1)
The Diversification Test
163(1)
Results of Diversification
164(3)
International Diversification
167(1)
Motives for International Diversification
168(1)
International Scope Test
169(3)
Vertical Integration
172(1)
Costs Associated with Vertical Integration
172(2)
Alternatives to Vertical Integration
174(7)
PART 3 ORGANIZATIONAL PERSPECTIVE
181(130)
7 Organizational Design
182(24)
Introduction
183(3)
From Strategy to Organizational Design
186(1)
Division of Labor
187(1)
Coordinating Mechanisms
187(2)
Organizational Design: Formal Structures
189(1)
Functional Form
189(1)
Divisional Form
190(2)
Matrix Form
192(2)
Network Form
194(2)
Organizational Design Levers
196(1)
Decision Rights
196(1)
Informal Structure
197(1)
Organizational Design and the Life Cycle of a Firm
198(1)
Organizational Flexibility
198(1)
Recent Trends in Organizational Design
199(7)
8 Organizational Culture
206(22)
Introduction
207(3)
What Is Culture?
210(1)
Levels of Organizational Culture
211(1)
Artifacts
212(1)
Beliefs and Values
212(1)
Assumptions
212(2)
How Does Culture Develop?
214(1)
Role of Founders
214(1)
Role of Organizational Leaders
214(1)
Role of Teams
215(1)
Cultural Socialization
215(3)
How Does Culture Affect Performance?
218(2)
Culture and Crucial Moments
220(1)
Evaluating Culture in Mergers and Acquisitions
220(1)
Adapting Culture to a New Contextual Landscape
221(7)
9 Managing Human Capital
228(36)
Introduction
229(4)
Acquiring Human Capital
233(2)
Human Resource Planning
235(1)
Recruiting Talent
236(1)
Selecting Talent
237(1)
Managing Human Capital
238(1)
Training and Developing Employees
238(3)
Feedback and Performance Reviews
241(2)
Reward Systems
243(2)
Managing a Multigenerational Workforce
245(2)
Employee Separations
247(2)
Contextual Forces Impacting Human Capital
249(1)
The Legal Environment
249(1)
Labor Relations
250(2)
The Offshoring Trend
252(1)
Managing Your Own Human Capital
253(1)
Driving Success in Your Career
254(10)
10 Performance Management
264(22)
Introduction
265(4)
Identifying Measures
269(1)
The Balanced Scorecard
269(5)
Linking Vision and Strategy to Measurements
274(1)
Implementing the Balanced Scorecard
274(1)
Setting Performance Targets
275(1)
Benchmarking
275(1)
Budgets
275(1)
Monitoring and Measuring Performance
276(1)
Total Quality Management
276(1)
Six Sigma
277(1)
ISO 9000
277(1)
Taking Corrective Action
278(1)
Validating the Strategy
279(1)
Aligning People
279(7)
11 Organizational Change
286(25)
Introduction
287(3)
The Case for Change
290(1)
Change Driven by the External Environment
291(4)
Change Driven by the Internal Environment
295(1)
Approaches to Organizational Change
296(1)
Planned versus Organic Change
296(1)
Reactive versus Proactive Change
297(1)
Incremental versus Transformative Change
298(1)
The Change Process
299(1)
Creating Dissatisfaction
299(1)
Developing a New Model for the Future
300(1)
The Implementation Process
301(2)
Costs of and Resistance to Change
303(1)
Combating Resistance to Change
304(1)
Engaging Hearts and Minds
304(1)
Characteristics of Change Leaders
305(6)
PART 4 INDIVIDUAL PERSPECTIVE
311(228)
12 Leadership in Organizations
312(28)
Introduction
313(3)
The Leader
316(1)
Who Is a Leader? Traits and Skills
316(2)
What Does a Leader Do? Behaviors
318(2)
The Charismatic Leader
320(2)
The Leader and the Followers
322(1)
Transformational Leadership Theory
322(1)
Transactional Leadership Theory
323(2)
Leader-Member Exchange Theory
325(2)
The Leader, the Followers, and the Situation
327(1)
Fiedler's Contingency Model
328(1)
Hersey and Blanchard's Situational Theory
328(2)
House's Path-Goal Theory
330
Leadership Substitutes and Neutralizers
33(307)
13 Becoming a Leader: Knowing Yourself
340(24)
Introduction
341(3)
Forms of Intelligence
344(1)
Multiple Intelligences
345(1)
Creativity
346(1)
Triarchic Theory of Intelligence
347(1)
Cultural Intelligence
348(1)
Emotional Intelligence
348(3)
Understanding Your Personality
351(1)
Personality Assessment
352(2)
Locus of Control
354(1)
Managing Adversity
355(2)
Self-Monitoring
357(1)
Managing Oneself
358(6)
14 Power and Influence
364(22)
Introduction
365(2)
Interpersonal Power
367(1)
Forms of Interpersonal Power
367(2)
Positional and Personal Power
369(2)
Relational Power
371(1)
Challenges of Interpersonal Power
372(2)
Power and Politics in Organizations
374(1)
Power at the Top
374(1)
Power in the Middle
374(1)
Power for the Early Career Professional
375(1)
Reactions to Power
375(2)
Power and Conflict
377(1)
Interdependence
378(1)
Resource Scarcity
378(1)
Disagreement
379(1)
Level of Importance
379(1)
Using Influence
379(3)
Conducting an Organizational Power Audit
382(4)
15 Decision Making
386(24)
Introduction
387(3)
Rational Decision Making
390(2)
How Managers Make Decisions
392(1)
Intuition
393(2)
How Biases Impact Decision Making
395(1)
Cognitive Heuristics
395(2)
Confirmation Bias
397(1)
Status Quo Bias
397(1)
Framing
397(1)
The Impact of Emotions and Social Situations on Decision Making
398(1)
Emotions
399(1)
Social Situations
399(2)
Decision Making in Organizations
401(1)
Programmed versus Nonprogrammed Decisions
401(1)
Models of Organizational Decision Making
402(1)
Improving Decision-Making Skills
403(1)
Managing Your Biases
404(1)
Preparing for Tough Calls
404(6)
16 Conflict and Negotiation
410(26)
Introduction
411(3)
Levels of Conflict
414(1)
Interpersonal Conflict
414(1)
Intergroup Conflict
414(2)
Sources of Conflict
416(1)
Affective Conflict
416(1)
Cognitive Conflict
417(1)
Managing Conflict
418(1)
Diagnosing the Disagreement
419(1)
Resolving the Disagreement
420(1)
Types of Negotiations
420(1)
Distributive Negotiations
421(1)
Integrative Negotiations
422(2)
Negotiating Effectively
424(1)
Preparing to Negotiate
424(2)
Reaching an Agreement
426(2)
Avoiding Common Mistakes
428(1)
Knowing When to Exercise Your BATNA
429(1)
Mediation and Arbitration
429(1)
Negotiating Across Cultures
430(6)
17 Leading Teams
436(24)
Introduction
437(3)
What Is a Team?
440(1)
Teams versus Individual Work Groups
440(1)
Team Characteristics
441(1)
Team Composition and Size
442(1)
Manager-Led versus Self-Directed Teams
443(1)
Collocated and Geographically Distributed Teams
444(1)
Leveraging Diversity
444(2)
Team Development
446(1)
Stages of Development
446(1)
Team Norms
447(1)
Team Process
448(1)
Purposeful and Rigorous Decision Making
448(1)
Effective Participation and Meaningful Influence
448(2)
Constructive Conflict
450(1)
Promoting Team Learning
450(1)
Team Effectiveness
451(1)
Role of Team Leader
452(2)
Managing Boundaries
454(1)
Leading Geographically Distributed or Virtual Teams
455(5)
18 Motivation
460(26)
Introduction
461(3)
Content Theories of Motivation
464(1)
Hierarchy of Needs Theory
465(1)
ERG Theory
466(1)
Two-Factor Theory
467(1)
Acquired Needs Theory
468(2)
Four-Drive Theory
470(2)
Process Theories of Motivation
472(1)
Goal-Setting Theory
472(1)
Expectancy Theory
473(2)
Equity Theory
475(1)
Reinforcing Motivation
476(2)
Work Design
478(3)
Reinforcing Strengths
481(5)
19 Communication
486(28)
Introduction
487(3)
Interpersonal Communication
490(1)
Verbal and Nonverbal Communication
491(2)
Communication Styles
493(2)
Gender Differences in Communication
495(1)
Improving Interpersonal Communication
496(2)
Using Communication to Persuade
498(2)
Storytelling
500(1)
Organizational Communication
501(1)
Communication Media
502(2)
Communication Channels
504(2)
Communication Networks
506(1)
Communication Breakdowns
507(1)
Cross-Cultural Communication
508(6)
20 Networking
514(25)
Introduction
515(3)
Interpersonal Networks
518(1)
Advice Networks
519(1)
Communication Networks
520(1)
Trust Networks
520(3)
Centrality
523(2)
Brokers
525(2)
Strength of Ties
527(1)
Strong Ties
527(1)
Weak Ties
528(1)
Building Useful Networks
529(1)
Building Internal Networks
530(2)
Building External Networks
532(7)
Glossary 539(10)
Name Index 549(8)
Organization Index 557(4)
Subject Index 561
Dr. Gulati is Jaime and Josefina Chua Tiampo Professor at the Harvard Business School. An expert on leadership, strategy, and organizational issues in firms today, his recent work explores leadership and strategic challenges for building high growth organizations in turbulent markets. Prior work has focused on the enablers and implications of within-firm and inter-firm collaboration. Dr. Gulati has examined both when and how firms should leverage greater connectivity within and across their boundaries to enhance performance. Dr. Gulati teaches courses in Harvard Business School's MBA, AMP, and Executive Education programs. He has directed several executive programs on topics such as Building and Leading Customer Centric Organizations, Managing Customer Relationships, Managing Strategic Alliances, Mergers & Acquisitions, and Sustaining Competitive Advantage in Turbulent Markets. He is also active in custom executive education. He has received numerous awards for his teaching, including the Best Professor Award for his teaching in the MBA and executive MBA programs at the Kellogg School, where he was on the faculty prior to coming to Harvard. Dr. Gulati has been a frequent guest on CNBC and has been a panelist for series on the Business of Innovation, Collaboration, and Leadership Vision. He holds a Ph.D. from Harvard University, a Master's Degree in Management from M.I.T.'s Sloan School of Management, and two Bachelor's Degrees in Computer Science and Economics from Washington State University and St. Stephens College, New Delhi, respectively. He lives in Newton, Massachusetts with his wife Anuradha and their two children, Varoun and Shivani. Dr. Anthony Mayo is the Thomas S. Murphy Senior Lecturer of Business Administration in the Organizational Behavior Unit of Harvard Business School. He teaches FIELD (Field Immersion and Experiential Leadership Development), a new required experiential, field-based course in the first year of the MBA Program. Previously, he co-created and taught the course Great Business Leaders: The Importance of Contextual Intelligence". Dr. Mayo also teaches extensively in leadership-based executive education programs. He co-authored In Their Time: The Greatest Business Leaders of the 20th Century, which has been translated into five languages and two corresponding books in the series that profile business leaders. These books are derived from the development of the Great American Business Leaders database that co-authors Dr. Nohria and Dr. Mayo created. Dr. Mayo also serves as the director of the HBS Leadership Initiative, an interdisciplinary center that serves as a catalyst for cutting-edge research and course development on leaders and leadership. As director, Dr. Mayo oversees comprehensive research projects on emerging, global, and legacy leadership and manages a number of executive education programs on leadership development. He co-created the High Potentials Leadership Development and the Leadership Best Practices programs and has been a principal contributor to a number of custom leadership development programs. He designed and currently oversees the executive coaching component of Harvard Business School's Program for Leadership Development.Dr. Mayo completed his MBA from Harvard Business School and received his bachelor's degree, summa cum laude, from Boston College. He lives in Needham, MA with his wife, Denise, and their three children, Hannah, Alex, and Jacob." Dr. Nitin Nohria serves as the 10th dean of Harvard Business School. He previously served as co-chair of the Leadership Initiative, Senior Associate Dean of Faculty Development, and head of the Organizational Behavior unit. His intellectual interests center on human motivation, leadership, corporate transformation and accountability, and sustainable economic and human performance. A prolific author, Dr. Nohria has co-authored or co-edited 16 books, including a recent Handbook Of Leadership Theory and Practice, a compendium dedicated to advancing research on leadership. He also recently co-authored a book chronicling how leaders from various backgrounds rose to power in American businesses, which joins two others in the series that detail the greatest business leaders in the 20th century and offers historic leadership profiles. In addition, he recently collaborated to develop a video designed to generate discussion of the value and importance of leadership in addressing some of society's most pressing problems. He also co-launched a Harvard Business Review six-week blog on how leadership might look in the future. Dean Nohria has taught courses across Harvard Business School's MBA, Ph.D., and Executive Education programs. He also served as a visiting faculty member at the London Business School in 1996. Prior to joining the Harvard Business School faculty in July 1988, Dr. Nohria received his Ph.D. in Management from the Sloan School of Management, Massachusetts Institute of Technology, and a B. Tech. in Chemical Engineering from the Indian Institute of Technology, Bombay (which honored him as a Distinguished Alumnus in 2007). He and his wife live in the Boston area with their two daughters.