Management The Essentials 4th Edition Robbins Solutions Manual

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Management The Essentials 4th Edition Robbins Solutions Manual.

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Product Details:

  • ISBN-10 ‏ : ‎ 148861654X
  • ISBN-13 ‏ : ‎ 978-1488616549
  • Author:   Stephen P. Robbins

The study guide includes a chapter outline, review questions, and study quizzes. Suggested answers to the review questions and quizzes are included.

 

Table of Content:

  1. Chapter 1 Managers and management
  2. Who are managers, and where do they work?
  3. What four characteristics do all organisations share?
  4. How are managers different from non-managerial employees?
  5. What titles do managers have?
  6. From the past to the present: 1588-1705-1911-Today
  7. What is management?
  8. What do managers do?
  9. What are the four management functions?
  10. What are management roles?
  11. What characteristics do managers need?
  12. Is the manager’s job universal?
  13. Why study management?
  14. A question of ethics
  15. What factors are reshaping and redefining management?
  16. Why are customers important to the manager’s job?
  17. Why is innovation important to the manager’s job?
  18. Why are ethics and social responsibility important to the manager’s job?
  19. Why are social media tools important to the manager’s job?
  20. Why is sustainability important to the manager’s job?
  21. Managing for sustainability | Making a positive impact
  22. Review
  23. Chapter summary
  24. Discussion questions
  25. Management skill builder | Becoming politically adept
  26. Case application 1—Google: Building a better boss
  27. Case application 2—Managing to create a better world
  28. Endnotes
  29. History module A brief history of management’s roots
  30. Early management (3000 BCE-1776)
  31. Behavioural approach (late 1700s-1950s)
  32. Classical approaches (1911-1947)
  33. Quantitative approach (1940s-1950s)
  34. Contemporary approaches (1960s-present)
  35. Choosing between management approaches
  36. Endnotes
  37. Chapter 2 The managerial environment
  38. What is the external environment of an organisation?
  39. What is the general environment of an organisation?
  40. What is the specific environment of an organisation?
  41. Managing for sustainability | Connecting up to do more with less
  42. How does the external environment affect managers?
  43. From the past to the present: 1981-1987-1991-today
  44. What is organisational culture, and why is it important?
  45. A question of ethics
  46. How does organisational culture affect managers?
  47. Managing for diversity |The paradox of diversity
  48. Review
  49. Chapter summary
  50. Discussion questions
  51. Management skill builder | Understanding culture
  52. Case application 1—Tragedy in fashion
  53. Case application 2—Getting a boost
  54. Endnotes
  55. Ethics and social responsibility module Managing socially responsible and ethical behaviour
  56. How do organisations define their social responsibilities?
  57. Should organisations be socially responsible?
  58. How can managers identify the ethical thing to do?
  59. What factors influence ethical and unethical behaviour?
  60. How can managers encourage ethical behaviour?
  61. Endnotes
  62. Chapter 3 Foundations of decision making
  63. How do managers make decisions?
  64. What defines a decision problem?
  65. What is relevant in the decision-making process?
  66. How does the decision maker weight the criteria and analyse alternatives?
  67. What determines the best choice?
  68. What happens in decision implementation?
  69. What is the last step in the decision process?
  70. Managing for sustainability | Deciding how to ‘go green’
  71. What common errors are committed in the decision-making process?
  72. What are the three approaches managers can use to make decisions?
  73. What is the rational model of decision making?
  74. From the past to the present: 1945–1978–today
  75. A question of ethics
  76. What is bounded rationality?
  77. What role does intuition play in managerial decision making?
  78. What types of decisions and decision-making conditions do managers face?
  79. How do problems differ?
  80. How does a manager make programmed decisions?
  81. How do non-programmed decisions differ from programmed decisions?
  82. How are problems, types of decisions and organisational level integrated?
  83. What decision-making conditions do managers face?
  84. How do groups make decisions?
  85. What are the advantages and disadvantages of group decision making?
  86. Managing for diversity | The value of diversity in decision making
  87. When are groups most effective?
  88. How can you improve group decision making?
  89. What contemporary decision-making issues do managers face?
  90. How does national culture affect managers’ decision making?
  91. Why are creativity and design thinking important in decision making?
  92. Review
  93. Chapter summary
  94. Discussion questions
  95. Management skill builder | Being a creative decision maker
  96. Case application 1—Going greener
  97. Case application 2—Dramatic decisions
  98. Endnotes
  99. Chapter 4 Foundations of planning
  100. What is planning, and why do managers need to plan?
  101. Why should managers formally plan?
  102. What are some criticisms of formal planning, and how should managers respond?
  103. Managing for sustainability | Planning for a more sustainable future
  104. Does formal planning improve organisational performance?
  105. What do managers need to know about strategic management?
  106. What is strategic management?
  107. Why is strategic management important?
  108. What are the steps in the strategic management process?
  109. What strategic weapons do managers have?
  110. How do managers set goals and develop plans?
  111. What types of goals do organisations have, and how do they set those goals?
  112. From the past to the present: 1954-1960s and 1970s-today
  113. What types of plans do managers use, and how do they develop those plans?
  114. Managing for diversity | Planning for workforce diversity
  115. What are some popular planning tools?
  116. What contemporary planning issues do managers face?
  117. How can managers plan effectively in dynamic environments?
  118. How can managers use environmental scanning?
  119. A question of ethics
  120. How can managers use benchmarking?
  121. Review
  122. Chapter summary
  123. Discussion questions
  124. Management skill builder | Being a good goal setter
  125. Case application 1—Less is more
  126. Case application 2—Spy games
  127. Endnotes
  128. Chapter 5 Organisational structure and design
  129. What are the six key elements in organisational design?
  130. What is work specialisation?
  131. What is departmentalisation?
  132. What are authority and responsibility?
  133. What is span of control?
  134. A question of ethics
  135. How do centralisation and decentralisation differ?
  136. What is formalisation?
  137. How is a mechanistic organisation different from an organic organisation?
  138. What contingency factors affect structural choice?
  139. How does strategy affect structure?
  140. How does size affect structure?
  141. How does culture influence structure?
  142. How does technology affect structure?
  143. How does the environment affect structure?
  144. From the past to the present: 1965-1967-1984-Today
  145. What are some common organisational designs?
  146. What traditional organisational designs can managers use?
  147. Managing for sustainability | Structure and sustainability
  148. What contemporary organisational designs can managers use?
  149. Managing for diversity | Sourcing diversity
  150. What are today’s organisational design challenges?
  151. How do you keep employees connected?
  152. How do you delegate effectively?
  153. How do global differences affect organisational structure?
  154. How do you build a learning organisation?
  155. How can managers design efficient and effective flexible work arrangements?
  156. Review
  157. Chapter summary
  158. Discussion questions
  159. Management skill builder | Increasing your power
  160. Case application 1—Structural renewal at the Australian Red Cross
  161. Case application 2—Shortening the corporate ladder
  162. Endnotes
  163. Chapter 6 Managing human resources
  164. What is the human resource management process, and what influences it?
  165. What is the legal environment of HRM?
  166. From the past to the present: 1913-today
  167. How do managers identify and select competent employees?
  168. What is employment planning?
  169. How do managers reduce their workforce?
  170. How do organisations recruit employees?
  171. How do managers select job applicants?
  172. How are employees provided with needed skills and knowledge?
  173. How are new employees introduced to the organisation?
  174. What is employee training?
  175. How do organisations provide a safe working environment?
  176. A question of ethics
  177. How do organisations retain competent, high-performing employees?
  178. What is a performance management system?
  179. What happens if an employee’s performance isn’t up to par?
  180. How are employees compensated?
  181. Managing for sustainability | Sustainable HRM
  182. What contemporary HRM issues do managers face?
  183. How can managers manage downsizing?
  184. How can workforce diversity be managed?
  185. Managing for diversity | Mentoring and discrimination
  186. What is sexual harassment?
  187. What is career development?
  188. Review
  189. Chapter summary
  190. Discussion questions
  191. Management skill builder | Providing good feedback
  192. Case application 1—Managing diversity at PwC
  193. Case application 2—Producing CHAMPS at KFC
  194. Endnotes
  195. Chapter 7 Managing change and innovation
  196. How can managers encourage innovation in an organisation?
  197. How are creativity and innovation related?
  198. How can organisations stimulate creativity?
  199. What’s involved in turning creativity into innovation?
  200. How can a manager foster innovation?
  201. How does design thinking influence innovation?
  202. Managing for diversity | Listening to everyone
  203. What is change, and how do managers deal with it?
  204. Why do organisations need to change?
  205. Who initiates organisational change?
  206. How does organisational change happen?
  207. From the past to the present: 1943-1944-1947-today
  208. Managing for sustainability | Embedding sustainability in organisational thinking
  209. Reasons why change fails
  210. What are some techniques for overcoming barriers to organisational change?
  211. What reaction do employees have to organisational change?
  212. What is stress?
  213. What are the symptoms of stress?
  214. What causes stress?
  215. How can stress be reduced?
  216. A question of ethics
  217. Review
  218. Chapter summary
  219. Discussion questions
  220. Management skill builder | Stress management
  221. Case application 1—Turning Coles around
  222. Case application 2—Saving mates
  223. Endnotes
  224. Chapter 8 Foundations of individual behaviour
  225. What are the focus and goals of organisational behaviour?
  226. What is the focus of OB?
  227. What are the goals of organisational behaviour?
  228. What role do attitudes play in job performance?
  229. What are the three components of an attitude?
  230. What attitudes might employees hold?
  231. Do individuals’ attitudes and behaviours need to be consistent?
  232. What is cognitive dissonance theory?
  233. How can an understanding of attitudes help managers be more effective?
  234. Managing for sustainability | Translating good intentions into action
  235. What do managers need to know about personality?
  236. How can we best describe personality?
  237. A question of ethics
  238. Can personality traits predict practical work-related behaviours?
  239. How do we match personalities and jobs?
  240. Do personality attributes differ across cultures?
  241. How can an understanding of personality help managers be more effective?
  242. What is perception, and what factors influence it?
  243. What influences perception?
  244. How do managers judge employees?
  245. How can an understanding of perception help managers be more effective?
  246. Managing for diversity | Checking assumptions
  247. How do learning theories explain behaviour?
  248. What is operant conditioning?
  249. What is social learning theory?
  250. From the past to the present: 1927-1971-today
  251. How can managers shape behaviour?
  252. How can an understanding of learning help managers be more effective?
  253. What contemporary OB issues do managers face?
  254. How do generational differences affect the workplace?
  255. How do ability, disability and mental health affect the workplace?
  256. How do managers deal with bullying in the workplace?
  257. Review
  258. Chapter summary
  259. Discussion questions
  260. Management skill builder | Understanding employee emotions
  261. Case application 1—Troubling texts
  262. Case application 2—A fighting chance at a fair go
  263. Endnotes
  264. Chapter 9 Understanding groups and managing work teams
  265. What is a group, and what stages of development do groups go through?
  266. What is a group?
  267. What are the stages of group development?
  268. What are the main concepts of group behaviour?
  269. What are roles?
  270. How do norms and conformity affect group behaviour?
  271. What is status, and why is it important?
  272. From the past to the present: 1951-today
  273. Does group size affect group behaviour?
  274. Are cohesive groups more effective?
  275. Managing for sustainability | Green teams
  276. How are groups turned into effective teams?
  277. Are work groups and work teams the same thing?
  278. What are the different types of work teams?
  279. What makes a team effective?
  280. Managing for diversity | The challenge of managing diverse work teams
  281. A question of ethics
  282. How can a manager shape team behaviour?
  283. What current issues do managers face in managing teams?
  284. What’s involved with managing global teams?
  285. When are teams not the answer?
  286. Review
  287. Chapter summary
  288. Discussion questions
  289. Management skill builder | Understanding how teams work
  290. Case application 1—Working together anywhere, anytime
  291. Case application 2—Intel inside . . . and far away
  292. Endnotes
  293. Chapter 10 Motivating and rewarding employees
  294. What is motivation?
  295. What do the early theories of motivation say?
  296. What is Maslow’s hierarchy of needs theory?
  297. What is McClelland’s three-needs theory?
  298. What are McGregor’s Theory X and Theory Y?
  299. What is Herzberg’s two-factor theory?
  300. From the past to the present: 1959-1977-today
  301. How do the contemporary theories explain motivation?
  302. What is goal-setting theory?
  303. How does job design influence motivation?
  304. What is equity theory?
  305. How does expectancy theory explain motivation?
  306. How can we integrate contemporary motivation theories?
  307. What contemporary motivation issues do managers face?
  308. How can managers motivate employees during difficult economic times?
  309. Managing for sustainability | Inspiring more sustainable actions
  310. How does country culture affect motivation efforts?
  311. How can managers motivate unique groups of workers?
  312. Managing for diversity | Equal rewards for equal work?
  313. How can managers design appropriate rewards programs?
  314. A question of ethics
  315. Review
  316. Chapter summary
  317. Discussion questions
  318. Management skill builder | Being a good motivator
  319. Case application 1—Battling bugs and vanquishing viruses
  320. Case application 2—One for the money . . .
  321. Endnotes
  322. Chapter 11 Leadership and trust
  323. Who are leaders, and what is leadership?
  324. What do early leadership theories tell us about leadership?
  325. What traits do leaders have?
  326. What behaviours do leaders exhibit?
  327. From the past to the present: 1951-1960-today
  328. What do the contingency theories of leadership tell us?
  329. What was the first comprehensive contingency model?
  330. How do followers’ willingness and ability influence leaders?
  331. How participative should a leader be?
  332. How do leaders help followers?
  333. What is leadership like today?
  334. What do the four contemporary views of leadership tell us?
  335. Managing for sustainability | Leading sustainability
  336. What issues do today’s leaders face?
  337. Why is trust the essence of leadership?
  338. A question of ethics
  339. Managing for diversity | Inclusive leadership
  340. A final thought regarding leadership
  341. Review
  342. Chapter summary
  343. Discussion questions
  344. Management skill builder | Being a good leader
  345. Case application 1—Gearing up and reaching out
  346. Case application 2—Top-down leadership
  347. Endnotes
  348. Chapter 12 Managing communication and information
  349. How do managers communicate effectively?
  350. How does the communication process work?
  351. Are written communications more effective than verbal ones?
  352. Is the grapevine an effective way to communicate?
  353. From the past to the present: 1953-2009-today
  354. How do non-verbal cues affect communication?
  355. What barriers keep communication from being effective, and how can they be overcome?
  356. Managing for diversity | Using inclusive language
  357. How can managers overcome communication barriers?
  358. A question of ethics
  359. Managing for sustainability | Talking up sustainability
  360. How is technology affecting managerial communication?
  361. What communication issues do managers face today?
  362. How do we manage communication in a networked world?
  363. How does knowledge management affect communication?
  364. What’s involved with managing the organisation’s knowledge resources?
  365. What role does communication play in customer service?
  366. How can we get employee input?
  367. How should managers communicate when negotiating?
  368. Why should managers be concerned with communicating ethically?
  369. Review
  370. Chapter summary
  371. Discussion questions
  372. Management skill builder | Being a good listener
  373. Case application 1—Better flow leads to better care
  374. Case application 2—Dreamworld nightmare. . .
  375. Endnotes
  376. Chapter 13 Foundations of control
  377. What is control, and why is it important?
  378. What is control?
  379. Why is control important?
  380. What takes place as managers control?
  381. 1 What is ‘measuring’?
  382. A question of ethics
  383. From the past to the present: 1911-1913-1979-today
  384. 2 How do managers compare actual performance to planned goals?
  385. 3 What managerial action can be taken?
  386. What should managers control?
  387. When does control take place?
  388. In what areas might managers need controls?
  389. Managing for sustainability | The triple bottom line of sustainability
  390. What contemporary control issues do managers confront?
  391. Using feedback to control employee performance
  392. Do controls need to be adjusted for cultural differences?
  393. What challenges do managers face in controlling the workplace?
  394. Controlling workplace conflict
  395. Managing for diversity | Using controls to increase diversity
  396. Review
  397. Chapter summary
  398. Discussion questions
  399. Management skill builder | Disciplining difficult employees
  400. Case application 1—In the can
  401. Case application 2—Driving better decisions
  402. Endnotes
  403. Entrepreneurship module Managing entrepreneurial ventures
  404. Who engages in entrepreneurship?
  405. What planning do entrepreneurs need to do?
  406. What issues are involved in organising an entrepreneurial venture?
  407. What issues do entrepreneurs face in leading an entrepreneurial venture?
  408. What controlling issues do entrepreneurs face?
  409. Why is it important to think about managing personal challenges as an entrepreneur?
  410. Endnotes
  411. Glossary
  412. Index

 

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