This book is a brief, 2-color, paperback version of Dessler's Management: Leading People and Organizations in the 21st Century 2/e. It covers all key topics in management, in a traditional Planning, Organizing, Leading, and Controlling framework. Chapter topics include managing in the 21st century, managing in a global environment, making decisions, planning and setting objectives, strategic management, the fundamentals of organizing, designing organizations to manage change, staffing the organization, being a leader, motivating employees today, communicating in today's organizations, managing groups and teams, managing organizational and cultural change, and controlling and building commitment. For all levels of managers in a variety of fields and industries.
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Gary Dessler (Ph.D., business administration, Bernard Baruch School of Business) is Professor of Business at Florida International University. In addition to Management: Leading People and Organizations in the 21st Century, he is the author of a number of other books including, most recently, Human Resource Management, 8th edition (Prentice-Hall), Essentials of Human Resource Management (Prentice-Hall), and Winning Commitment: How to Build and Keep a Competitive Workforce. His books have been translated into Chinese, Russian, Indonesian, Spanish, and Portuguese, and are being used by students and managers all over the world. He has written numerous articles on employee commitment, organizational behavior, leadership, and quality improvement, and for ten years wrote the syndicated "Job Talk" column for the Miami Herald.Excerpt. © Reprinted by permission. All rights reserved.:
A Framework for Management provides students with a practical and concrete explanation of the management concepts and techniques they'll need to manage today's new organizations. It is intended for use in undergraduate or graduate courses in management or in courses that combine management and organizational behavior (OB). The book's outline follows the familiar planning, organizing, leading, controlling process format. However, its contents and themes stress the management concepts and techniques that students need to manage today's and tomorrow's organizations. Because the human factor is so important to managing change today, this book contains strategically placed people-management examples in most chapters.
A Framework for Management, second edition, differs from other management principles' texts in several other ways. It contains a concise but thorough and modern treatment of basic management, combined with free access to what is probably the most extensive chapter by chapter Internet support site available for a textbook, and certainly any management book. The Web site contains for each chapter: an interactive study guide (including chapter objectives and multiple-choice quizzes that can be scored interactively by Prentice-Hall server); interactive exercises; and current events articles for supplementing the material of the chapter with up-to-date current events and articles.
In addition, "Managing @ the Speed of Thought" chapter features illustrate how managers are using the Internet to manage their organizations today. Chapter introductions provide a bird's-eye view of the material of the chapter, and a framework for how it all relates to what the student has read in the previous one or two chapters. "Tying It All Together" summaries at the end of each chapter emphasize how that chapter's material relates to material in the previous and following chapters. These summaries give students a continuing framework or reference point, so readers always know where they stand, and how that material fits in with the material of the rest of the book. Webnotes in each chapter contain actual company Web pages that illustrate how managers are using the Internet. "Entrepreneurs in Action" boxes emphasize the increasing significance of smaller companies in today's business environment and illustrate how entrepreneurs actually apply the management concepts and techniques discussed in that particular chapter.
Within the planning, organizing, leading, and controlling framework, we emphasize leading-edge management concepts and techniques by focusing on the following seven themes, which are woven into each chapter:
Managing today is increasingly technology- and Internet-based. Everywhere you look, companies and their managers are relying on the Internet to manage their businesses more efficiently and responsively. Letting customers track their own products via the Net does more than make things convenient for Dell Computer customers, it also eliminates the need to add hundreds of customer-relations representatives to handle phone calls, as well as the need to house all those people and provide them with telephone support. Almost every company is using technology, and particularly The Internet, to improve its performance. That's why each chapter contains at least one concrete illustration, in a feature called "Managing @ the Speed of Thought," which shows how managers are actually using the Internet and technology to improve the performance of their organizations. For example, "Managing Groups and Teams," Chapter 13, shows how companies are using the Internet and special groupware software packages to enable geographically dispersed team members to interact in real-time. Several "Webnotes" in each chapter, illustrated with actual pages from company Web sites, show how companies are using the Internet to better manage their businesses.
People are part of managing. With today's emphasis on competitiveness, team-based organizations, and responsiveness, managers can't separate their "people management" responsibilities from their strictly "managerial" ones: for example, planning requires setting and getting acceptance of goals. Because human capital is so important to managing change today, this book contains one or two "people side of managing" sections in every chapter to show this side of management in practice.
Managers must manage change. Understanding how to manage under conditions of rapid change is now a critical skill. Managing change is therefore a central theme of the book, implemented through special chapters such as "Designing Organizations to Manage Change" (Chapter 8) and examples in most chapters.
Entrepreneurship is driving today's economies. Most college graduates today will go to work for smaller firms. Managing a small business is thus another major theme. Although small business examples are sprinkled throughout the text, this theme is implemented primarily with an "Entrepreneurs in Action" box in each chapter. In addition, features throughout the book related to KnitMedia ("You Be the Consultant" cases, and Internet exercises) provide an in-depth look at an exciting, entrepreneurial company. (See "A Note to the Student About KnitMedia" on page xvii for more information.)
Teamwork is essential. Today, work in organizations is increasingly organized not around traditional organization charts, but around teams. At the General Electric aircraft engine plant in Durham, North Carolina, for instance, there is no traditional organization chart; instead, all 180 or so employees are organized into 10- to 12-person teams, all of which report to the plant manager. A recent survey by the consulting firm Watson Wyatt concluded that about 80% of all companies in the United States today depend to some extent on teams to get their work done. Given the importance of teamwork, this book emphasizes the process of teamwork as well as team-building skills. There is one complete chapter devoted to managing teams (Chapter 13), additional material on how to organize around teams (Chapter 8), and examples of using teams in virtually every chapter.
Diversity must be managed. As the workforce becomes increasingly diverse and global, it is important for managers to recognize that diversity is a positive force rather than a negative one. A portion of Chapter 3 therefore addresses this topic, and numerous examples in each chapter illustrate the need for techniques to manage diversity effectively.
Managers must change organizational culture. Today's team-based, geographically dispersed employees are increasingly guided by a network of values and tradition—by an organizational culture. Managing that culture and establishing or changing those values are crucial management tasks. Major sections of Chapter 3, "Managing in a Cultural and Ethical Environment," and Chapter 14, "Managing Organizational and Cultural Change," address these topics with specific issues such as culture and values, creating culture, and changing organizational culture. Other chapters and sections throughout the book address issues such as culture and communication, culture and leadership, culture and ethics, culture and control, culture and the global environment, and the impact of values on hiring and motivation.
Few changes in the past ten years have had more impact on managers than globalization, and this trend will no doubt continue in the current new millennium. This text covers globalization with a full chapter up front (Chapter 2), to give students an early introduction to global issues. But because today's managers need to see all aspects of business and management from a global perspective, we also include discussions and examples of globalization in every chapter, as well as examples of how the Internet facilitates global management, for instance by providing access to instantaneous group-based communications.
Every chapter contains examples of how that chapter's material relates to the internationalization/globalization of management. To choose just a few examples: Chapter 1, "Managing in the 21st Century," discusses the impact on management of changing political systems around the world, including the explosive opening of new markets with hundreds of millions of potential customers; Chapter 2, "Managing in a Global Environment," is entirely devoted to the impact of globalization on management. For instance, it covers the reasons companies expand operations abroad and their strategies for doing so.
Chapter 6, "Strategic Management," discusses how companies, like the one that publishes the Wall Street Journal, achieve above-average growth rates by aggressively expanding into new geographic markets, both domestic and abroad. Chapter 12, "Communicating in Today's Organizations," emphasizes that cross-cultural communication is a fact of business life, and illustrates how to communicate in different cultures. Chapter 15, "Controlling and Building Commitment," points out that managing a globally dispersed workforce requires a particularly effective control system and a greater reliance on commitment-building efforts, in order to avoid the problems that can arise when employees are far away from the company's central managers.
NEW TO THIS EDITION
The previous edition of this book proved very popular with students and professors, and I've made a number of changes in this edition to make it an even more useful learning tool for management classes. I have of course thoroughly updated all the chapters and, where necessary, streamlined and revised for added clarity.
The new "Managing @ the Speed of Thought" boxes and "Webnotes" throughout the text illustrate how managers use the Internet to manage today. Material from the previous edition's chapter on managing organizational culture-topics like what is culture, creating culture, leaders and culture, and managing culture change—are no...
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