Neck / Houghton / Murray Management

3. Third Auflage 2020
ISBN: 978-1-5443-5124-7
Verlag: SAGE Publications
Format: EPUB
Kopierschutz: Adobe DRM (»Systemvoraussetzungen)

E-Book, Englisch, 528 Seiten, EPUB

Management, Third Edition introduces students to the planning, organizing, leading, and controlling functions of management with an emphasis on how managers can cultivate an entrepreneurial mindset. The text includes 34 cases profiling a wide range of companies including Lululemon, Nintendo, Netflix, Trader Joe’s, and the NBA. Authors Christopher P. Neck, Jeffrey D. Houghton, and Emma L. Murray use a variety of examples, applications, and insights from real-world managers to help students develop the knowledge, mindset, and skills they need to succeed in today’s fast-paced, dynamic workplace.

This title is accompanied by a complete teaching and learning package.

Autoren/Hrsg.

Neck, Christopher P.

Houghton, Jeffery D.

Murray, Emma L.

Inhaltsverzeichnis

PREFACE

ACKNOWLEDGMENTS

ABOUT THE AUTHORS

PART 1. INTRODUCTION

Chapter 1. Management: An Entrepreneurial Mindset

What Is Management

The Four Functions of Management

Key Aspects of the Entrepreneurial Mindset

How Do Managers Make a Difference?

Managers at Work

Mission, Vision and Values

Essential Management Skills

In Conclusion

Case Snapshot: Lululemon Athletica

Up for Debate

Key Terms

In Review

Chapter Exercises

Chapter 1S. Supplement: The Evolution of Management

The Historical Foundations of Management

The Quantitative Approach

The Behaviorist Approach

The Contemporary Perspective

Key Terms

In Review

Chapter 2. Ethics and Social Responsibility

What Are Ethics?

Organizational Ethics

Managing Responsibly Today

Social Responsibility

Social Entrepreneurship

In Conclusion

Case Snapshot: Ethics and Social Responsibility at IKEA

Up for Debate

Key Terms

In Review

Chapter Exercises

PART 2. THE CONTEXT OF MANAGEMENT

Chapter 3. Organizational Environment and Culture

Internal and External Environments

Specific Environment

General External Environment

Internal Environment

Types of Organizational Culture

In Conclusion

Case Snapshot: Cheniere Energy

Up for Debate

Key Terms

In Review

Chapter Exercise

Chapter 4. Diversity in a Global Economy

Diversity and Inclusion in the Workplace

Different Levels of Diversity

Promoting Diversity and Inclusivity

Cultural Diversity

Cultural Differences

In Conclusion

Case Snapshot: PepsiCo

Up for Debate

Key Terms

In Review

Chapter Exercises

Chapter 5. The Entrepreneurial Manager

How Entrepreneurship Makes a Difference

Types of Entrepreneurial Managers

The Entrepreneurship Method

Opportunities and Challenges for Entrepreneurs

Learning From Failure

In Conclusion

Case Snapshot: Trust & Will

Up for Debate

Key Terms

In Review

Chapter Exercise

PART 3. PLANNING

Chapter 6. Making Effective Decisions

Decisions That Make a Difference

The Classical Model of Decision-Making

Decision-Making Styles

Decision-Making in the Real World

Barriers to Decision-Making

Group Decision-Making

In Conclusion

Case Snapshot: Best Buy

Up for Debate

Key Terms

In Review

Chapter Exercises

Chapter 7. Setting Goals

Setting Goals

Goals and Plans

Principles of Goal Setting

SMART Goals

Goal Setting Approaches

How Managers Track Progress

In Conclusion

Case Snapshot: Anaplan

Up for Debate

Key Terms

In Review

Chapter Exercises

Chapter 8. Designing Strategies

How Managers Plan to Make a Difference

Different Levels of Strategy

Industry and Competitive Analysis

Organizational Position and Capacity

Strategies for Personal Performance and Growth

In Conclusion

Case Snapshot: Salesforce

Up for Debate

Key Terms

In Review

Chapter Exercises

Chapter 9. Managing Change and Innovation

How Managers Change Organizations

Forces Driving Change

Resistance to Change

The Creative Process

Innovation

In Conclusion

Case Snapshot: Arizona State University

Up for Debate

Key Terms

In Review

PART 4. ORGANIZING

Chapter 10. Structuring Organizations

Organizational Structure

Elements of Organizational Structure

Traditional Organizational Structure

Contemporary Organizational Structures

Primary Factors in Determining Structural Type

In Conclusion

Case Snapshot: Zappos

Up for Debate

Key Terms

In Review

Chapter Exercise

Chapter 11. The Human Side of Management

Human Resource Management

Identifying Talent

Onboarding

Training Strategies in Organizations

Performance Management

In Conclusion

Case Snapshot: Berkshire Hathaway

Up for Debate

Key Terms

In Review

Chapter Exercise

Chapter 12: Managing Team Performance

The Importance of Teams

Types of Teams

The Roles Within Teams

Stages of Team Development

Effective Teams

Managing Conflict

In Conclusion

Case Snapshot: Costco Wholesale

Up for Debate

Key Terms

In Review

Chapter Exercises

PART 5. LEADING

Chapter 13. Managers as Leaders

Managers as Leaders

Leadership and Power

Types of Leaders

The Progression of Leadership

Beyond Traditional Leadership

Power-Distributing Leadership Theories

Values-Based Leadership Perspectives

In Conclusion

Case Snapshot: Managers as Leaders: MuleSoft

Up for Debate

Key Terms

In Review

Chapter Exercises

Chapter 14. Understanding Individual Behavior

How Individuals Make a Difference

Myers-Briggs Type Indicator

The Big Five Model

Core Self-Evaluations

The Impact of Individual Behavior on the Workplace

Stress and Individual Behavior

Managing Stress

In Conclusion

Case Snapshot: Hilton

Up for Debate

Key Terms

In Review

Chapter Exercise

Chapter 15. Motivating Others

The Motivation Process

Needs Theories

Intrinsic and Extrinsic Motivation

Motivation Through Job Design

Reinforcement and Its Impact on Motivation

In Conclusion

Case Snapshot: Dell

Up for Debate

Key Terms

In Review

Chapter Exercise

Chapter 16. Communicating

The Communication Model

Types of Communication Channels

Barriers to Communication

Communicating in Organizations

Cross-Cultural Communication

In Conclusion

Case Snapshot: Facebook

Up for Debate

Key Terms

In Review

Chapter Exercise

PART 6: CONTROLLING

Chapter 17. Controlling Information and Operations

How Controls Make a Difference

The Control Process

Information Technology

Information Systems

Financial Tools for Control

How Performance Development Makes a Difference

In Conclusion

Case Snapshot: Nintendo

Up for Debate

Key Terms

In Review

Chapter Exercise

GLOSSARY

NOTES

INDEX

Über Autor(innen)

Neck, Christopher P.

Dr. Christopher P. Neck, PhD, is currently an associate professor of Management at Arizona State

University, where he held the title “University Master Teacher.” From 1994 to 2009, he was part of

the Pamplin College of Business faculty at Virginia Tech. He received his PhD in Management from

Arizona State University and his MBA from Louisiana State University. Neck is author and/or coauthor

of 27 books, including Self-Leadership: The Definitive Guide to Personal Excellence (1st ed., 2017,

Sage; 2nd ed., 2019, Sage); Get a Kick Out of Life: Expect the Best of Your Body, Mind, and Soul at Any Age

(2017, Clovercroft Publishing); Fit to Lead: The Proven 8-week Solution for Shaping Up Your Body, Your

Mind, and Your Career (1st ed., 2004, St. Martin’s Press; 2nd ed., 2012, Carpenter’s Sons Publishing);

Mastering Self-Leadership: Empowering Yourself for Personal Excellence, 6th ed. (2013, Pearson); The

Wisdom of Solomon at Work (2001, Berrett-Koehler); For Team Members Only: Making Your Workplace

Team Productive and Hassle-Free (1997, Amacom Books); and Medicine for the Mind: Healing Words

to Help You Soar, 4th ed. (Wiley, 2012). Neck is also the coauthor of the principles of management

textbook, Management: A Balanced Approach to the 21st Century (1st ed., 2013, Wiley; 2nd ed., 2017,

Wiley; 3rd ed. 2021, Sage); an introduction to entrepreneurship textbook, Entrepreneurship (1st ed.,

2017, Sage; 2nd ed., 2020, Sage); an introduction to organizational behavior textbook, Organizational

Behavior (1st ed., 2017, Sage; 2nd ed., 2019, Sage), and an introduction to business textbook

(Introduction to Business, 2022, Sage).

Dr. Neck’s research specialties include employee/executive fitness, self-leadership, leadership, group

decision-making processes, and self-managing teams. He has over 150 publications in the form of

books, chapters, and articles in various journals. Some of the outlets in which Neck’s work has appeared

include Organizational Behavior and Human Decision Processes, The Journal of Organizational Behavior,

The Academy of Management Executive, Journal of Applied Behavioral Science, The Journal of Managerial

Psychology, Executive Excellence, H

Houghton, Jeffery D.

Dr. Jeffery D. Houghton completed his PhD in management at Virginia Polytechnic Institute and State University (Virginia Tech) and is currently a professor of management at West Virginia University. Dr. Houghton has taught college-level business courses at Virginia Tech, Abilene Christian University (TX), Lipscomb University (TN), The International University (Vienna, Austria), and the U.S. Justice Department Federal Bureau of Prisons. Prior to pursuing a full-time career in academics, he worked in the banking industry as a loan officer and branch manager.   

A member of the Honor Society of Phi Kappa Phi, Dr. Houghton’s research specialties include human behavior, motivation, personality, leadership, and self-leadership. Dr. Houghton has published more than 50 peer-reviewed journal articles and book chapters, and his work has been cited approximately 5,000 times in academic journals. He currently teaches undergraduate, masters, and doctoral level courses in management, OB, and leadership. Dr. Houghton was named the 2013 Beta Gamma Sigma Professor of the Year for the John Chambers College of Business and Economics, awarded annually to one faculty member within the college as selected by a vote of the student members of Beta Gamma Sigma, and he received the 2008 Outstanding Teaching Award for the John Chambers College of Business and Economics, awarded annually to one faculty member for outstanding teaching.

In addition to his research and teaching activities, Dr. Houghton has done consulting and conducted training seminars for companies, including the Federal Bureau of Investigation, Pfizer Pharmaceuticals, and the Bruce hardwood flooring company. In his spare time, Dr. Houghton enjoys traveling, classic mystery novels, racquetball, and snow skiing. Finally, Dr. Houghton has completed two marathons, the Marine Corps Marathon in Washington, DC, and the Dallas White Rock Marathon.

Murray, Emma L.

Emma L. Murray, BA, HDip, DBS IT, completed a bachelor of arts degree in English and Spanish at

University College Dublin (UCD) in County Dublin, Ireland, followed by a higher diploma (HDip)

in business studies and information technology at the Michael Smurfit Graduate School of Business in

County Dublin, Ireland. Following her studies, Emma spent nearly a decade in investment banking

before becoming a full-time writer and author.

Emma has worked on numerous texts, including business and economics, self-help, and psychology.

She is the coauthor of the principles of management textbook, Management: A Balanced Approach

to the 21st Century (1st ed., 2013, Wiley; 2nd ed., 2017, Wiley; 3rd, ed., 2021, Sage); an introduction

to entrepreneurship textbook, Entrepreneurship (1st ed., 2017, Sage; 2nd ed., 2020, Sage); an introduction

to organizational behavior textbook, Organizational Behavior (1st ed., 2017, Sage; 2nd ed., [2019],

Sage; 3rd ed., 2024, Sage), and an introduction to business textbook, Introduction to Business (2024,

Sage). She lives in London, United Kingdom, with her husband and 2 children.