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원서절판(교재)

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Principles of Management, 1st Edition
작성일
2007.07.12
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■ Principles of Management, 1st Edition ■ Hill(UNIV OF WASHINGTON), McShane(University of Western Australia) 공저 ■ Pub Date : 2006. 12. 28 / Copyright : 2008 ■ 511Page / McGraw-Hill International Edition ■ 정가 28,000원 ■ ISBN 9780071264280
■ Overview Charles Hill and Steve McShane, two of the most successful, well-thought of authors, researchers, teachers and consultants, have come together to write Management. This dynamic duo's progressive text engages students with their exceptional storytelling writing style and great examples to see the big picture/ interconnectivity between the four functions of management and prepares them better for their careers ahead. A unique "Management Portfolio Project" rounds out the student experience. Faculty are supported with a truly integrated support package. ■ Table of contents PART ONE MANAGERS AND THE ENVIRONMENT Chapter 1 Management Chapter 2 The External and Internal Environment Chapter 3 Globalization and the Manager Chapter 4 Stakeholders, Ethics and Corporate Social Responsibility PART TWO STRATEGIZING Chapter 5 Planning and Decision Making Chapter 6 Strategy Chapter 7 Managing Operations PART THREE ORGANIZATIONAL ARCHITECTURE Chapter 8 Organizing Chapter 9 Control Systems Chapter 10 Organizational Culture Chapter 11 Developing High Performance Teams PART FOUR LEADING Chapter 12 Staffing and Developing a Diverse Workforce Chapter 13 Motivating and Rewarding Employee Performance Chapter 14 Managing Employee Attitudes and Wellbeing Chapter 15 Managing through Power, Influence and Negotiation Chapter 16 Leadership Chapter 17 Communication PART FIVE CHANGE Chapter 18 Managing Innovation and Change ■ About the Authors ● Charles Hill received his Ph.D. in industrial organization economics from the University of Manchester’s Institute of Science and Technology. He has received numerous awards for teaching excellence in both the undergraduate, MBA, and executive MBA programs at the University of Washington. ● Steven L. McShane is Professor of Management in the Graduate School of Management at the University of Western Australia (UWA). He has also served on the business faculties at Simon Fraser University and Queen’s University in Canada. He received his Ph.D. from Michigan State University, MIR from University of Toronto, and BA from Queen’s University in Canada. Steve is a past president of the Administrative Sciences Association of Canada (ASAC) and is an Honourary Professor at Universiti Tunku Abdul Rahman (UTAR) in Malaysia. Steve has published or presented dozens of research articles on such diverse topics as emotions and decision making, pay equity, media bias in business magazines, and organizational learning. He is the lead author of four organizational behaviour textbooks: Organizational Behavior, 3rd edition (2005) and Organizational Behavior: Essentials, 1st edition (2006) with Professor Mary Ann Von Glinow (Florida International University), Organisational Behaviour on the Pacific Rim, Enhanced edition (2005) with Professor Tony Travaglione (Charles Sturt University), and Canadian Organizational Behaviour, 6th edition (2006). These are among the top-selling OB textbooks in North America, Asia, and Oceania, and have been adopted by the top-ranked universities in these regions of the world. Steve receives high teaching ratings from MBA and doctoral students both in Perth, Australia, and in Singapore, where he also teaches for UWA. He is also a popular visiting speaker, having given over 40 talks between 2003 and 2005 to faculty and students at other universities around the world. ■ New Features ● Focus on what managers actually do: This text was written to close the gap between what managers actually do or think about and what competing titles describe as contemporary practices. This focus is distinctly visible in the organization of the text. (1) Organizing and Controlling - Managers consider organizing people into departments and teams a form of control. Therefore, what often is relegated to the end of the book as a "feedback loop", Hill/McShane incorporates the control chapter (Chapter 9) into the organizing function to demonstrate how control impacts goals and performance measurement, organizational culture, etc., and introduces the balanced scorecard as a measurement tool. See p. 224. (2) Leading and Developing Employees – Top performing companies consider developing staff one of the top priorities of their managers. Hill/McShane expands the "leading" function to include "leading and developing" employees to explicitly recognize developing as a cornerstone of the management functions. This theme is highlighted in Chapter 12 (pp. 304–307) with the discussion of employee selection and training. ● Interconnectivity of the four functions of management: Hill/McShane provides students with connections between different concepts bring to light the "Big Picture" they need to understand in order to become successful managers. Specific examples include: (1) Chapter 13 on Motivation builds off of the goal-setting material referenced in the planning chapter (Ch. 5) so that students understand the relationship between the functions of planning and leading and how employee goals ideally should be aligned to company strategies. (2) Chapter 10 on Organizational Culture builds off of the organizational values material introduced in chapter 2 on the Internal Environment, which demonstrates how values drive culture. (3) This text emphasizes values and connects back to this topic throughout the book. Chapter 1 (p. 19) explains how values are anchors for managerial behavior (missing from other management books!). Chapter 2 (p. 45) briefly introduces organizational culture (values and assumptions) as part of the internal environment. The text returns to values in the context of ethics in Chapter 4 (pp. 91, 95 – 96), as one of the foundations of planning in Chapter 5 (pp. 113–116), and as a control system in Chapter 9 (p. 216). Then organizational culture values and assumptions are fully discussed in a full chapter on this topic (Chapter 10). ● Storytelling writing style: As they have in their current market-leading books, both authors use stories to connect with students as a vehicle to help them learn, using great use of language. "From bloody awful to bloody awesome in five years" (Ch. 3) or "No frankenfood here, please" (Ch. 18) are just two examples of how the authors grab students' attention and hold it with stories that are woven into the narrative of the text. ● Unique Theory/Application Writing style : The authors cover related theories and then apply them with rich examples that are NOT hidden in text boxes that students don't read, but incorporated into the narrative of the text. Examples are highlighted in the margin of the text so students know an applied example is reinforcing a particular concept (e.g. "cost-leadership at Dell" or "Motivation at 3M"). ● Why does it matter?: Every chapter concludes with a summary of why the material covered matters for students of management, and how understanding these concepts can help students become a more successful manager. ● Integrated Support Package: Unlike revised texts/ resource packages, where materials are refitted, resized and repurposed, the resources supporting this text have been freshly created in close conjunction with the text and each other to provide you a truly integrated support package. The instructor's manual is laid out by learning objective and includes extra "war stories" cases and teaching tips to use in the classroom that are not in the text. The test bank questions are categorized by blooms taxonomy, AACSB tagged, tagged by learning objective, level of difficulty. ● Management Portfolio Project: Mirroring the goal of the book (showing students how the 4 functions interact) this activity at the end of every chapter asks students to apply chapter concepts to their organization of choice. By following one company throughout the semester students get a grasp of how and why all functions work together regardless of their experience working in organizations. Perfect for a course project, the instructor's manual includes an implementation guide as well as samples of actual student portfolios.

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