Fundamentals of Management Seventh Canadian Edition Canadian 7th Edition Robbins Test Bank

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Fundamentals of Management Seventh Canadian Edition Canadian 7th Edition Robbins Test Bank.

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This brief paperback text gives students more depth and breadth of practical tools to practice their management skills than any other textbook. This edition continues its fresh approach to management coverage through current and relevant examples, updated theory, and a new pedagogically sound design.

 

Table of Content:

  1. Chapter 1 Introduction to Management and Organizations
  2. Learning Objectives
  3. Why Study Management?
  4. What Is Management?
  5. Efficiency and Effectiveness
  6. Who Are Managers?
  7. The Organizational Setting
  8. What Three Characteristics do All Organizations Share?
  9. How Are Managers Different from Nonmanagerial Employees?
  10. What Titles Do Managers Have?
  11. Is the Manager’s Job Universal?
  12. Level in the Organization
  13. Profit Versus Not-For-Profit
  14. Size of Organization
  15. Management Concepts and National Borders
  16. What Do Managers Do?
  17. Four Functions Approach
  18. Planning
  19. Organizing
  20. Leading
  21. Controlling
  22. Management Roles Approach
  23. Functions versus Roles
  24. Skills and Competencies Approach
  25. What Factors Are Reshaping and Redefining Management?
  26. Why Are Customers Important to the Manager’s Job?
  27. Why Is Innovation Important to the Manager’s Job?
  28. Importance of Social Media to the Manager’s Job
  29. Importance of Sustainability to the Manager’s Job
  30. Chapter Summary
  31. Learning Objectives Checklist
  32. Discussion Questions
  33. Developing Management Skills
  34. Dilemma
  35. Becoming a Manager
  36. Becoming Politically Adept
  37. Skill Basics
  38. Diversity Matters
  39. Hey, You’re the Boss Now!
  40. Team Exercises
  41. 3BL: The Triple Bottom Line
  42. What are the Business Case Benefits of 3BL?
  43. Thinking Strategically About 3BL
  44. Be the Consultant
  45. Business Cases
  46. Shopify
  47. Discussion Questions
  48. Building a Better Boss
  49. Discussion Questions
  50. Who Needs a Boss?
  51. Discussion Questions
  52. Supplement 1A A Brief History of Management
  53. Early Management
  54. Classical Approaches
  55. Behavioural Approach
  56. Quantitative Approach
  57. Contemporary Approaches
  58. Contemporary Approaches
  59. Supplement 1B Small and Medium-Sized Enterprises and Organizations
  60. What Are Small and Medium-Sized Enterprises?
  61. Key Findings9, 10
  62. What Are Small and Medium-Sized Organizations?
  63. Key Findings16
  64. SMEs and SMOs in Canada: Key Characteristics
  65. Management in SMEs and SMOs
  66. Human Resources in SMEs and SMOs
  67. Financing in SMEs and SMOs
  68. Innovation in SMEs and SMOs
  69. Networks and Partnerships in SMEs and SMOs
  70. Supplement 1C Entrepreneurship1
  71. What Do Entrepreneurs Do?
  72. What Planning Do Entrepreneurs Need to Do?
  73. What’s in a Full Business Plan?
  74. Executive Summary
  75. Analysis of Opportunity
  76. Analysis of the Context
  77. Description of the Business
  78. Financial Data and Projections
  79. Supporting Documentation
  80. Components of a Good Business Plan
  81. What Issues Are Involved in Organizing an Entrepreneurial Venture?
  82. What Are the Legal Forms of Organization for Entrepreneurial Ventures?
  83. What Type of Organizational Structure Should Entrepreneurial Ventures Use?
  84. What Human Resource Management (HRM) Issues Do Entrepreneurs Face?
  85. What Issues Do Entrepreneurs Face in Leading an Entrepreneurial Venture?
  86. What Type of Personality Do Entrepreneurs Have?
  87. How Can Entrepreneurs Motivate Employees?
  88. How Can Entrepreneurs Be Leaders?
  89. What Controlling Issues Do Entrepreneurs Face?
  90. How Is Growth Managed?
  91. How Are Downturns Managed?
  92. What’s Involved with Exiting the Venture?
  93. Chapter 2 Environmental Constraints on Managers
  94. Learning Objectives
  95. The External Environment
  96. The Specific Environment
  97. The General Environment
  98. Political Conditions
  99. Economic Conditions
  100. Sociocultural Conditions
  101. Technological Conditions
  102. Environmental Conditions
  103. Legal Conditions
  104. Understanding the Global Environment
  105. PESTEL—Global Environment
  106. What Does It Mean to Be “Global”?
  107. What Are the Different Types of Global Organizations?
  108. How Organizations Go Global
  109. Importing and Exporting
  110. Licensing and Franchising
  111. Strategic Alliance
  112. Foreign Subsidiary
  113. Which Is More Important to a Manager: National Culture or Organizational Culture?
  114. Organizational Culture
  115. Strong Versus Weak Cultures
  116. Developing an Organization’s Culture
  117. How Culture Affects Managers
  118. How the Environment Affects Managers
  119. Assessing Environmental Uncertainty
  120. Chapter Summary
  121. Learning Objectives Checklist
  122. Discussion Questions
  123. Developing Management Skills
  124. Dilemma
  125. Becoming a Manager
  126. Hey, You’re the Boss Now!
  127. Questions
  128. 3BL: The Triple Bottom Line
  129. Can Technology Improve the Way Managers Manage?
  130. Thinking Strategically About 3BL
  131. Team Exercises
  132. Be the Consultant: Understanding Culture
  133. Assessing Employees’ Global Aptitudes
  134. Business Cases
  135. Joe Fresh
  136. Discussion Questions
  137. Not Sold Out
  138. Discussion Questions
  139. Miovision Technologies Inc. (Internet of Things)
  140. Discussion Questions
  141. Chapter 3 Decision Making
  142. Learning Objectives
  143. The Decision-Making Process
  144. What Defines a Decision Problem?
  145. Step 1: Identify a Problem
  146. What Is Relevant in the Decision-Making Process?
  147. Step 2: Identify Decision Criteria
  148. How Does the Decision Maker Weigh the Criteria and Analyze Alternatives?
  149. Step 3: Allocate Weights to Criteria
  150. Step 4: Develop Alternatives
  151. Step 5: Analyze Alternatives
  152. What Determines the Best Choice?
  153. Step 6: Select an Alternative
  154. Step 7: Implement the Alternative
  155. Step 8: Evaluate Decision Effectiveness
  156. Factors Affecting Decision Making
  157. What Are the Three Approaches Managers Use to Make Decisions?
  158. 1 Rational Model
  159. 2 Bounded Rationality
  160. 3 Intuition and Managerial Decision Making
  161. Types of Problems and Decisions
  162. How do Problems Differ?
  163. Procedures
  164. Rules
  165. Policies
  166. How do Nonprogrammed Decisions Differ from Programmed Decisions?
  167. Decision-Making Conditions
  168. Certainty
  169. Risk
  170. Uncertainty
  171. Group Decision Making
  172. Individual Versus Group Decision Making
  173. Decision-Making Biases and Errors
  174. Contemporary Issues in Managerial Decision Making
  175. How Does National Culture Affect Managers’ Decision Making?
  176. Why Are Creativity and Design Thinking Important in Decision Making?
  177. Understanding Creativity
  178. Understanding Design Thinking
  179. How Is Big Data Changing the Way Managers Make Decisions?
  180. Quantitative Decision-Making AIDS
  181. Ethics, Corporate Social Responsibility, and Decision Making
  182. Four Views of Ethics
  183. Improving Ethical Behaviour
  184. Codes of Ethics and Decision Rules
  185. Corporate Social Responsibility
  186. Corporate Social Responsibility and Economic Performance
  187. Chapter Summary
  188. Learning Objectives Checklist
  189. Discussion Questions
  190. Developing Management Skills
  191. Dilemma
  192. Becoming a Manager
  193. Diversity Matters: The Value of Diversity in Decision Making81
  194. Team Exercises
  195. 3BL: The Triple Bottom Line
  196. Thinking Strategically About 3BL
  197. Individual Versus Group Decisions
  198. The Story
  199. Statements About the Story
  200. Business Cases
  201. The Business of Blue Jays Baseball
  202. Questions
  203. Coca-Cola and the Science of OJ
  204. Questions
  205. Credit Valley Hospital
  206. Questions
  207. Chapter 4 Planning and Strategic Management
  208. Learning Objectives
  209. What Is Planning and Why Do Managers Need to Plan?
  210. Planning Defined
  211. Why Do Managers Plan?
  212. Planning and Performance
  213. Criticisms of Planning
  214. How Do Managers Set Goals and Develop Plans?
  215. What Types of Goals Do Organizations Have, and How Do They Set Those Goals?
  216. Characteristics of Well-Designed Goals
  217. Steps in Goal Setting
  218. What Types of Plans Do Managers Use and How Do They Develop Those Plans?
  219. Types of Plans
  220. Breadth
  221. Time Frame
  222. Specificity
  223. Developing Plans
  224. Planning Tools and Techniques
  225. Forecasting
  226. Contingency Planning
  227. Scenario Planning
  228. Benchmarking
  229. Process Planning
  230. Organizational Strategy: Choosing a Niche
  231. Why Is Strategic Management Important?
  232. The Strategic Management Process
  233. Step 1: Identify the Organization’s Current Vision, Mission, Goals, and Strategies
  234. Step 2: Do an Internal Analysis
  235. Step 3: Do an External Analysis
  236. Pestel Analysis
  237. Step 4: Formulate Strategies
  238. Step 5: Implement Strategies
  239. Step 6: Evaluate Results
  240. What Strategies Do Managers Use?
  241. 1 Corporate Strategy
  242. 3 main corporate strategies
  243. 2 Competitive Strategy
  244. Important Role of Competitive Advantage
  245. Types of Competitive Strategies
  246. 3 Functional Strategy
  247. Social Media as a Strategic Weapon
  248. Big Data as a Strategic Weapon
  249. Competitive Strategies
  250. Chapter Summary
  251. Learning Objectives Checklist
  252. Discussion Questions
  253. Developing Management Skills
  254. Dilemma
  255. Becoming a Manager
  256. Developing Your Interpersonal Skills: Goal Setting for Your Professor
  257. About the Skill
  258. Practising the Skill
  259. Team Exercises
  260. 3BL: The Triple Bottom Line
  261. Ethical Competitive Intelligence
  262. Thinking Critically about Ethical Competitive Intelligence
  263. Your College or University’s Vision, Mission, and Strategies
  264. Hey, You’re the Boss Now!
  265. Business Cases
  266. SilverBirch Hotels & Resorts
  267. Prince Edward County
  268. Questions
  269. Fast Fashion
  270. Questions
  271. Chapter 5 Organizational Structure and Design
  272. Learning Objectives
  273. Key Elements in Organizational Structure
  274. Work Specialization
  275. Departmentalization
  276. Chain of Command
  277. Line and Staff Authority
  278. How do Authority and Power Differ?
  279. Span of Control
  280. Today’s View
  281. Centralization and Decentralization
  282. Today’s View
  283. Formalization
  284. Today’s View
  285. What Contingency Variables Affect Structural Choice?
  286. Mechanistic or Organic17
  287. Organic organization
  288. The “If”: Contingency Variables
  289. 1 Strategy—Structure
  290. 2 Size—Structure
  291. 3 Technology—Structure
  292. 4 Environment—Structure
  293. Common Organizational Designs
  294. Traditional Organizational Designs
  295. Simple Structure
  296. Functional Structure
  297. Divisional Structure
  298. Contemporary Organizational Designs
  299. Team Structure
  300. Matrix and Project Structures
  301. Boundaryless Organizations
  302. Virtual Organizations
  303. Network Organizations
  304. Contemporary Organizational Design Challenges
  305. Designing Office Space
  306. Keeping Employees Connected
  307. Building a Learning Organization
  308. Integrating Sustainability into the Organizational Structure
  309. 3BL: The Triple Bottom Line
  310. Thinking Strategically About 3BL
  311. Managing Global Structural Issues
  312. Designing Efficient and Effective Flexible Work Arrangements
  313. What’s Involved in Telecommuting?
  314. How Can Organizations Use Compressed Workweeks, Flextime, and Job Sharing?
  315. What is a Contingent Workforce?
  316. Chapter Summary
  317. Learning Objectives Checklist
  318. Discussion Questions
  319. Developing Management Skills
  320. Dilemma
  321. Becoming a Manager
  322. Diversity Matters
  323. Team Exercises
  324. Be the Consultant: The Nova Scotia Association of Social Workers
  325. Business Cases
  326. Pfizer: A New Kind of Structure
  327. Questions
  328. Levitt-Safety Limited
  329. Questions
  330. You Work Where?
  331. Discussion Questions
  332. Chapter 6 Human Resource Management
  333. Learning Objectives
  334. The Human Resource Management Process
  335. Environmental Factors Affecting HRM
  336. Organizational Culture
  337. Economic Conditions
  338. Labour-Market Issues
  339. Government Legislation
  340. Technology
  341. Planning Human Resource Needs
  342. (1) How Does an Organization Do a Current HR Assessment?
  343. (2) How Are Future Employee Needs Determined?
  344. (3) Balancing Supply and Demand
  345. Recruiting
  346. Where Does a Manager Recruit Applicants?
  347. Selection
  348. What is Reliability?
  349. What is Validity?
  350. How Effective Are Tests and Interviews as Selection Devices?
  351. How Can You “Close the Deal”?
  352. Orientation and Training
  353. How Are New Hires Introduced to the Organization?
  354. Training
  355. How Are Employees Trained?
  356. How can Managers Ensure that Training is Working?
  357. Total Rewards: Five Key Components
  358. 1 Strategic Compensation
  359. 2 Benefits
  360. 3 Work–Life Balance
  361. 4 Performance and Recognition
  362. Performance Management System
  363. Performance Appraisal Methods
  364. 5 Career Development
  365. Contemporary Human Resource Management Issues
  366. How Can Workforce Diversity Be Managed?
  367. What Is Sexual Harassment?
  368. Bullying
  369. Occupational Health and Safety
  370. Employee Wellness
  371. Chapter Summary
  372. Learning Objectives Checklist
  373. Discussion Questions
  374. Developing Management Skills
  375. Dilemma
  376. Becoming a Manager
  377. Developing Your Diagnostic and Analytical Skills: Dealing with a Difficult Person
  378. Developing Your Interpersonal Skills: Providing Good Feedback
  379. Providing Good Feedback
  380. Skill Basics
  381. 3BL: The Triple Bottom Line
  382. People
  383. Profit
  384. Planet
  385. Thinking strategically about 3BL
  386. Team Exercises
  387. Networking: The 30-Second Commercial
  388. Option A
  389. Option B
  390. Be the Consultant
  391. Business Cases
  392. Wellington West
  393. Dealing with Romance in the Workplace
  394. Questions
  395. Spotting Talent
  396. Discussion Questions
  397. Chapter 7 Managing Innovation and Change
  398. Learning Objectives
  399. What is Change and How Do Managers Deal with it?
  400. Why Do Organizations Need to Change?
  401. What External Forces Create a Need to Change?
  402. What Internal Forces Create a Need to Change?
  403. Who Initiates Organizational Change?
  404. How Does Organizational Change Happen?
  405. 1. What is the “Calm Waters” Metaphor?
  406. 2. What is the “White-Water Rapids” Metaphor?
  407. Does Every Manager Face a World of Constant and Chaotic Change?
  408. How Do Organizations Implement Planned Changes?
  409. How Do Managers Manage Resistance to Change?
  410. Why Do People Resist Organizational Change?
  411. What Are Some Techniques for Reducing Resistance to Organizational Change?
  412. Common Approaches to Organizational Change
  413. Action Research
  414. Appreciative Inquiry
  415. Making Change Happen Successfully
  416. Communicating Effectively When Undergoing Change
  417. What Reaction Do Employees Have to Organizational Change?
  418. What Causes Stress? Stressors
  419. Job-Related Factors
  420. Personal Factors
  421. How Can Stress Be Reduced?
  422. How Can Managers Encourage Innovation in an Organization?
  423. How Are Creativity and Innovation Related?
  424. What’s Involved in Innovation?
  425. How Can a Manager Foster Innovation?
  426. How do Structural Variables Affect Innovation?
  427. How Does an Organization’s Culture Affect Innovation?
  428. What Human Resource Variables Affect Innovation?
  429. How Does Design Thinking Influence Innovation?
  430. Chapter Summary
  431. Learning Objectives Checklist
  432. Discussion Questions
  433. Developing Management Skills
  434. Dilemma
  435. Developing Your Interpersonal Skills: Managing Resistance to Change
  436. About the Skill
  437. Steps in Developing the Skill
  438. Practising the Skill
  439. Developing Your Interpersonal Skills: Stress Management
  440. About the Skill
  441. Steps in Developing the Skill
  442. Diversity Matters
  443. Team Exercises
  444. 3BL: The Triple Bottom Line
  445. How Can Companies Make the Change Toward Sustainability?
  446. Thinking Practically About 3BL
  447. Be the Consultant: The Celestial Aerospace Company
  448. Objectives
  449. The Situation
  450. Procedure
  451. Business Cases
  452. Prairie General Hospital
  453. Discussion Questions
  454. The Next Big Thing
  455. Discussion Questions
  456. Innovation in Wastewater
  457. Discussion Questions
  458. Chapter 8 Understanding Groups and Teams
  459. Learning Objectives
  460. What Is a Group and What Stages of Development Do Groups Go Through?
  461. What Is a Group?
  462. Are Work Groups and Work Teams the Same?
  463. Stages of Group Development
  464. Key Aspects of Group Behaviour
  465. 1 Roles
  466. 2a Norms
  467. 2b Conformity
  468. 3 Status Systems
  469. 4 Group Size
  470. Drawbacks of large groups
  471. 5 Group Cohesiveness
  472. Turning Groups into Effective Teams
  473. Characteristics of Effective Teams
  474. What Contextual Factors Lead to Team Effectiveness?
  475. What Team Composition Factors Lead to Effectiveness?
  476. How Does Work Design Affect Team Effectiveness?
  477. What Team Processes Are Related to Team Effectiveness?
  478. How Can a Manager Shape Team Behaviour?
  479. Selection
  480. Training
  481. Rewards
  482. Current Challenges in Managing Teams
  483. What’s Involved with Managing Global Teams?
  484. How Do Team Composition Factors Affect Managing a Global Team?
  485. How Does Team Structure Affect Managing a Global Team?
  486. How Do Team Processes Affect Managing a Global Team?
  487. Beware! Teams Are Not Always the Answer
  488. Chapter Summary
  489. Learning Objectives Checklist
  490. Discussion Questions
  491. Developing Management Skills
  492. Dilemma
  493. Developing Your Interpersonal Skills: Creating Effective Teams
  494. About the Skill
  495. Steps in Developing the Skill
  496. Practising the Skill
  497. Team Exercises
  498. 3BL: The Triple Bottom Line
  499. Thinking Strategically About 3BL
  500. Be the Consultant: Chairing Effective Meetings
  501. Business Cases
  502. Whole Foods Canada
  503. Discussion Questions
  504. Toyota Canada
  505. Discussion Questions
  506. The Go Game—Team Building
  507. Discussion Questions
  508. Chapter 9 Motivating and Rewarding Employees
  509. Learning Objectives
  510. Motivation
  511. Early Theories of Motivation (1950s and 1960s)
  512. Maslow’s Hierarchy of Needs Theory
  513. How is Maslow’s hierarchy used to motivate employees?
  514. McGregor’s Theory X and Theory Y
  515. Herzberg’s Two-Factor Theory
  516. Research focus
  517. Motivating Employees
  518. McClelland’s Three-Needs Theory
  519. Contemporary Theories of Motivation
  520. Goal-Setting Theory
  521. How Does Job Design Influence Motivation?
  522. Four-Drive Theory
  523. Equity Theory
  524. Expectancy Theory
  525. Integrating Contemporary Theories of Motivation
  526. Current Issues in Motivation
  527. Motivating Employees When the Economy Stinks
  528. Motivating Unique Groups of Workers
  529. (1) Motivating a Diverse Workforce
  530. Motivating Professional and Technical Employees
  531. Motivating Contingent Workers
  532. Designing Effective Rewards Programs That Motivate Employees
  533. The Role of Money
  534. Open-Book Management
  535. Employee Recognition Programs
  536. Pay-For-Performance Programs
  537. Improving Work–Life Balance
  538. Flexible Work Schedules
  539. Job Sharing
  540. Telework
  541. Suggestions for Motivating Employees
  542. Chapter Summary
  543. Learning Objectives Checklist
  544. Discussion Questions
  545. Developing Management Skills
  546. Dilemma
  547. Becoming a Manager
  548. Developing Your Diagnostic and Analytical Skills: Twenty-First-Century Factory Town
  549. Questions
  550. Team Exercises
  551. 3BL: The Triple Bottom Line
  552. Thinking Strategically About 3BL
  553. What Rewards Motivate You?
  554. How Can You Motivate Others?
  555. Be the Consultant
  556. Business Cases
  557. DevFacto Technologies
  558. Discussion Questions
  559. Ubisoft Entertainment SA
  560. Discussion Questions
  561. One for the Money…
  562. Discussion Questions
  563. Chapter 10 Leadership
  564. Learning Objectives
  565. Who Are Leaders and What Is Leadership?
  566. What Do Early Leadership Theories Tell Us About Leadership?
  567. THE LEADER What Traits Do Leaders Have?
  568. What do You Know About Leadership?
  569. What Now?
  570. THE BEHAVIOURS What Behaviours Do Leaders Exhibit?
  571. What Now?
  572. Contingency Theories of Leadership
  573. What Was the First Comprehensive Contingency Model?
  574. How Do Followers’ Willingness and Ability Influence Leaders?
  575. How Participative Should a Leader Be?
  576. How Do Leaders Help Followers?
  577. Contemporary Views of Leadership
  578. How Do Leaders Interact with Followers?
  579. How Do Transactional Leaders Differ from Transformational Leaders?
  580. How Do Charismatic Leadership and Visionary Leadership Differ?
  581. Current Issues in Leadership
  582. Why Do Leaders Need to Empower Employees?
  583. Team Leadership
  584. Managing Power
  585. Providing Ethical Leadership
  586. Does National Culture Affect Leadership?
  587. How Does Emotional Intelligence Affect Leadership?
  588. Why Is Trust the Essence of Leadership?
  589. Why Is it Important That Followers Trust Their Leaders?
  590. A Final Thought Regarding Leadership
  591. Chapter Summary
  592. Learning Objectives Checklist
  593. Discussion Questions
  594. Developing Management Skills
  595. Being a Good Leader
  596. Skill Basics
  597. Increasing Your Power
  598. Skill Basics
  599. Practising the Skill
  600. Developing Your Diagnostic and Analytical Skills: Radical Leadership
  601. Questions
  602. Team Exercises
  603. 3BL: The Triple Bottom Line
  604. Thinking Strategically About 3BL
  605. The Pre–Post Leadership Assessment
  606. Objective
  607. Procedure
  608. Be the Consultant: Hiring Ethical Leaders
  609. Business Cases
  610. Developing Gen Y Leaders
  611. Discussion Questions
  612. Serving up Leaders
  613. Discussion Questions
  614. Rowe
  615. Discussion Questions
  616. Chapter 11 Managing Communication and Information
  617. Learning Objectives
  618. Effective Communication
  619. How Does the Communication Process Work?
  620. Are Written Communications More Effective than Verbal Ones?
  621. Is the Grapevine an Effective Way to Communicate?
  622. How Do Nonverbal Cues Affect Communication?
  623. What Barriers Keep Communication from Being Effective?
  624. How Does Filtering Affect Communication?
  625. How Does Selective Perception Affect Communication?
  626. How Does Information Overload Affect Communication?
  627. How Do Emotions Affect Communication?
  628. How Does Language Affect Communication?
  629. How Does Gender Affect Communication?
  630. How Does National Culture Affect Communication?
  631. How Can Managers Overcome Communication Barriers?
  632. Why Use Feedback?
  633. Why Should Simplified Language be Used?
  634. Why Must we Listen Actively?
  635. Why Must we Constrain Emotions?
  636. Why the Emphasis on Nonverbal Cues?
  637. Technology and Managerial Communication
  638. Networked Communication
  639. Networked Communication Applications
  640. E-mail
  641. Instant Messaging
  642. Wikis and Blogs
  643. Social Networking Websites
  644. Other networked communication applications
  645. Wireless Communication
  646. Wireless Communication Applications
  647. How Information Technology Affects Organizations
  648. Social Media
  649. How Businesses can use Social Media
  650. Navigating the Workplace Communication Protocols in a Technology Age
  651. What Communication Issues Do Managers Face Today?
  652. How Do We Manage Communication in an Internet World?
  653. Legal and Security Issues
  654. Personal Interaction
  655. How Does Knowledge Management Affect Communication?
  656. What’s Involved with Managing the Organization’s Knowledge Resources?
  657. What Role Does Communication Play in Customer Service?
  658. How Can We Get Employee Input and Why Should We?
  659. Why Should Managers Be Concerned with Communicating Ethically?
  660. Chapter Summary
  661. Learning Objectives Checklist
  662. Discussion Questions
  663. Developing Management Skills
  664. Team Exercises
  665. Be the Consultant
  666. Writing Better E-mails
  667. Procedure
  668. Business Cases
  669. Social Benefit or Social Disaster?
  670. Discussion Questions
  671. Banning E-mail. Banning Voice Mail
  672. Discussion Questions
  673. Delivering Bad News
  674. Principles to Remember
  675. Discussion Questions
  676. Chapter 12 Foundations of Control
  677. Learning Objectives
  678. What Is Control?
  679. Why Is Control Important?
  680. Performance Standards
  681. The Control Process
  682. What Is Measuring?
  683. How do Managers Measure?
  684. What We Measure
  685. How Do Managers Compare Actual Performance to Planned Goals?
  686. Benchmarking of Best Practices
  687. What Managerial Action Can Be Taken?
  688. How do you Correct Actual Performance?
  689. How do you Revise the Standard?
  690. What Should Managers Control?
  691. When to Introduce Control
  692. What is Feedforward Control?
  693. When is Concurrent Control Used?
  694. Why is Feedback Control so Popular?
  695. Keeping Track of an Organization’s Finances
  696. Keeping Track of an Organization’s Information
  697. Keeping Track of Employee Performance
  698. Keeping Track Using a Balanced Scorecard Approach
  699. Contemporary Issues in Control
  700. Corporate Governance
  701. The Role of Boards of Directors
  702. Cross-Cultural Differences
  703. Workplace Concerns
  704. Workplace Privacy
  705. Employee Theft
  706. What can Managers do About Workplace Violence?
  707. Chapter Summary
  708. Learning Objectives Checklist
  709. Discussion Questions
  710. Developing Management Skills
  711. Dilemma
  712. Practising the Skill
  713. Applying Feedforward, Concurrent, and Feedback Controls
  714. Team Exercises
  715. 3BL: The Triple Bottom Line
  716. Thinking Strategically About 3BL
  717. Be the Consultant: Financing a New Business Venture
  718. Business Cases
  719. Top Secret
  720. Discussion Questions
  721. Too Relaxed
  722. Discussion Questions
  723. Balanced Scorecard—Your Local Credit Union
  724. Discussion Questions
  725. Chapter 13 Operations Management
  726. Learning Objectives
  727. Why Is Operations Management Important to Organizations?
  728. What Is Operations Management?
  729. How Do Service and Manufacturing Firms Differ?
  730. How Do Businesses Improve Productivity?
  731. What Is Value Chain Management and Why Is It Important?
  732. 1 What Is Value Chain Management?
  733. Goals of Value Chain Management
  734. 2 How Does Value Chain Management Benefit Businesses?
  735. How Is Value Chain Management Done?
  736. Supply Chain Management
  737. What Are the Requirements for Successful Value Chain Management?
  738. What Are the Obstacles to Value Chain Management?
  739. Organizational Barriers
  740. Cultural Attitudes
  741. Required Capabilities
  742. People
  743. What Contemporary Issues Do Managers Face in Managing Operations?
  744. What Role Does Technology Play in Operations Management?
  745. How Do Managers Control Quality?
  746. How is Quality Achieved?
  747. What Quality Goals Might Organizations Pursue?
  748. How Are Projects Managed?
  749. How do you use a Gantt Chart?
  750. What is a Pert Network Analysis?
  751. How Does Pert Operate?
  752. How Does Lean Manufacturing Work?
  753. How to Decide About Outsourcing
  754. Chapter Summary
  755. Learning Objectives Checklist
  756. Discussion Questions
  757. Developing Management Skills
  758. Being a Good Conflict Manager
  759. Practising the Skill
  760. What Is My Negotiation Style?
  761. Analysis and Interpretation
  762. Practising the Skill
  763. Team Exercises
  764. Be the Consultant
  765. Business Cases
  766. Tragedy in Fashion
  767. Discussion Questions
  768. Cow-Milking Robots
  769. Discussion Questions
  770. Dreamliner Nightmare
  771. Discussion Questions
  772. Glossary
  773. Your Essential Management Reading List
  774. Chapter 1: Introduction to Management and Organizations
  775. Chapter 2: Environmental Constraints on Managers
  776. Chapter 3: Decision Making
  777. Chapter 4: Planning and Strategic Management
  778. Chapter 5: Organizational Structure and Design
  779. Chapter 6: Human Resource Management
  780. Chapter 7: Managing Innovation and Change
  781. Chapter 8: Understanding Groups and Teams
  782. Chapter 9: Motivating and Rewarding Employees
  783. Chapter 10: Leadership
  784. Chapter 11: Managing Communication and Information
  785. Chapter 12: Foundations of Control
  786. Chapter 13: Operations Management
  787. Endnotes
  788. Name/Organization Index
  789. A
  790. B
  791. C
  792. D
  793. E
  794. F
  795. G
  796. H
  797. I
  798. J
  799. K
  800. L
  801. M
  802. N
  803. O
  804. P
  805. Q
  806. R
  807. S
  808. T
  809. U
  810. V
  811. W
  812. X
  813. Y
  814. Z
  815. Subject Index
  816. A
  817. B
  818. C
  819. D
  820. E
  821. F
  822. G
  823. H
  824. I
  825. J
  826. K
  827. L
  828. M
  829. N
  830. O
  831. P
  832. Q
  833. R
  834. S
  835. T
  836. U
  837. V
  838. W
  839. Z
  840. List of Canadian Companies, by Province
  841. Alberta
  842. British Columbia
  843. Manitoba
  844. New Brunswick
  845. Nova Scotia
  846. Ontario
  847. Prince Edward Island
  848. Quebec
  849. Saskatchewan
  850. List of International Companies, by Country
  851. Australia
  852. Brazil
  853. China
  854. Denmark
  855. Finland
  856. France
  857. Germany
  858. Great Britain
  859. Hong Kong
  860. India
  861. Ireland
  862. Italy
  863. Japan
  864. Netherlands
  865. South Africa
  866. Spain
  867. Sweden
  868. Switzerland
  869. United Arab Emirates
  870. United States

 

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