Introduction to management

목차 (Table of Contents)

• CONTENTS
• Part Ⅰ Management Concepts = 3
• 1 Management: An Overview = 4
• Management in Action: Southwest Airlines = 5
• Why Managers Are Needed = 7
• The Organizational Purpose of Managers = 7
• The Universal Need for Managers = 7
• What Management Is = 8
• The Manager's Universe = 8
• The Myths and Realities of a Manager's Job = 10
• Who Managers Are = 11
• Levels of Management = 11
• Areas of Management = 12
• Management Functions = 14
• Planning = 14
• Organizing = 15
• Staffing = 16
• Directing = 16
• Controlling = 17
• Applicability by Levels = 18
• Management Roles = 19
• Interpersonal Roles = 19
• Informational Roles = 21
• Decisional Roles = 21
• Roles and Managerial Functions = 21
• Management Skills = 23
• Technical Skills = 23
• Human Skills = 23
• Conceptual Skills = 23
• Importance of Skills According to Management Level = 23
• Evaluation of a Manager's Performance = 24
• Future Trends = 25
• Case Problem: Learning to Be a Manager = 31
• 2 Management Thought: Past and Present = 32
• Management in Action: Sam Walton's Wal-Mart = 33
• The History and Theory of Management = 35
• The Value of History = 35
• The Value of Theory = 36
• Ancient History and Practice = 36
• Classical Management Theory = 36
• The Classical Scientific School = 38
• The Classical Administrative School = 39
• Issues and Ethics: The Place of Ethics in Management = 42
• Behavioral Management Theory = 42
• Quantitative Management Theory = 44
• Management Science = 44
• Systems Theory = 47
• Focus on Quality: New Ideas in Quality Assurance = 48
• The Cumulative Energy of Synergy = 50
• Contingency Management Theory = 51
• Global Applications: Kaizen and Theory = 52
• Future Trends = 54
• Case Problem: ConAgra Tries Harder = 59
• 3 The Manager's Environments = 60
• Management in Action: Internationalizing Delta Airlines = 61
• The Business System: An Overview = 62
• Closed and Open Systems = 62
• The Manager's Environments = 65
• The Internal Environment = 65
• Organizational Mission = 65
• Philosophy of Management = 66
• Leadership Style = 66
• Company Policies = 67
• Formal Structure = 67
• Corporate Culture = 67
• Organizational Climate = 68
• Resources = 68
• The External Environment = 71
• Directly Interactive Forces = 71
• Focus on Quality: Six Sigma = 72
• Global Applications: Keiretsu: The Japanese Connection = 73
• Indirectly Interactive Forces = 74
• The Environments and Management = 79
• Sensing and Adapting to the Environments = 79
• Issues and Ethics: Under the Influence? = 82
• Influencing the Environments = 82
• Meeting Responsibilities to Stakeholders = 82
• Future Trends = 84
• Case Problem: Tapping Environments to Solve a Problem = 90
• Part Ⅱ: Planning and Decision Making = 93
• 4 Organizational Planning = 94
• Management in Action: McDonald's Plan for Global Dominance = 95
• Why Do You Need to Plan? = 96
• Planning Defined = 96
• What Plans Do = 97
• The Primary Management Function = 98
• The Impact of Planning on Other Management Functions = 98
• Focus on Quality: BMW Decentralizes Quality Control = 99
• The Ability to Adjust = 100
• A Framework for Planning = 100
• The Mission = 100
• Objectives = 102
• A Unified Hierarchy of Objectives = 103
• Types and Uses of Plans = 104
• Strategic Plans = 105
• Issues and Ethics: Hard Times Test Ethical Values = 106
• Tactical Plans = 106
• Operational Plans = 108
• Contingency Planning in a Changing Environment = 110
• The Basic Planning Process = 112
• Step 1: Setting Objectives = 112
• Step 2: Analyzing and Evaluating the Environments = 113
• Step 3: Identifying the Alternatives = 115
• Step 4: Evaluating the Alternatives = 115
• Step 5: Selecting the Best Solution = 116
• Step 6: Implementing the Plan = 116
• Step 7: Controlling and Evaluating the Results = 116
• Ways to Make Planning Effective = 116
• Barriers to Planning = 116
• Aids to Effective Planning = 118
• Planning Tools and Techniques = 118
• Global Applications: Nissan Plans for "Anywhere" = 121
• Future Trends = 122
• Case Problem: Macy's Motto: More Was Better = 127
• 5 Strategic Planning and Strategic Management = 128
• Management in Action: Planning for Survival and Growth at Apple = 129
• The Nature of Strategic Planning and Management = 130
• The Elements of Strategic Planning = 131
• Focus on Quality: Jaguar Bounces Back = 132
• Responsibility for Strategic Planning = 132
• Strategy Formulation Versus Strategy Implementation = 133
• The Levels of Strategy = 133
• The Strategic Planning Process = 135
• Evaluate Current Mission, Objectives, and Strategies = 137
• Analyze the Environments = 137
• Reassess Mission and Objectives = 138
• Formulate Strategies = 138
• Implement Strategies = 139
• Monitor and Evaluate Results = 139
• Formulating Corporate-Level Strategy = 139
• Grand Strategy = 139
• Portfolio Strategy = 140
• Issues and Ethics: The Role of Ethics in Strategic Planning = 142
• Formulating Business-Level Strategy = 142
• Adaptive Strategies = 142
• Competitive Strategies = 143
• Formulating Functional-Level Strategy = 145
• Marketing Strategy = 145
• Production Strategy = 146
• Human Resources Strategy = 146
• Financial Strategy = 146
• Research and Development Strategy = 146
• Strategy Implementation and Corporate Culture = 147
• Leadership = 147
• Global Applications: Arvin Achieves World-Class Performance = 148
• Organizational Structure = 148
• Human Resources = 148
• Information and Control Systems = 149
• Future Trends = 149
• Case Problem: The Strategic Trap = 155
• 6 Making Decisions = 156
• Management in Action: The Right Decisions at Cooper Tire & Rubber = 157
• What You Need to Know About Decisions = 158
• What Decision Making Is = 159
• Problem Solving and Opportunity Management = 159
• The Universality of Decision Making = 159
• Approaches to Decision Making = 160
• The Seven-Step Decision-Making Process = 160
• Define the Problem or Opportunity = 162
• Identify Limiting Factors = 164
• Develop Potential Alternatives = 164
• Analyze the Alternatives = 165
• Select the Best Alternative = 166
• Implement the Decision = 166
• Establish a Control and Evaluation System = 166
• Environmental Influences on Decision Making = 167
• The Degree of Certainty = 167
• Imperfect Resources = 168
• The Internal Environment = 168
• Global Applications: Think Globally, Act Locally = 169
• The External Environment = 172
• The Influence of Managerial Style on Decision Making = 172
• Personal Decision-Making Approaches = 172
• The Ability to Prioritize Decisions = 173
• The Timing of Decisions = 174
• Tunnel Vision = 174
• Commitment to Previous Decisions = 174
• Creativity = 174
• Issues and Ethics: Worker Layoffs and Executive Bonuses = 175
• Group Decision Making = 175
• Brainstorming = 175
• The Nominal Group Technique = 176
• The Delphi Technique = 176
• The Advantages and Disadvantages of Group Decision Making = 177
• Quantitative Decision-Making Tools = 178
• Decision Trees = 178
• Payback Analysis = 179
• Simulations = 180
• Focus on Quality: "Thomas Time" Leads to Quality Decisions = 182
• Creating an Environment for Effective Decision Making = 183
• Future Trends = 184
• Case Problem: Deal With Us Direct-or Don't Bother = 191
• Part Ⅲ: Organizing
• 7 Organizing Principles = 194
• Management in Action: Coping at Mrs. Fields Incorporated = 195
• The Formal Organization = 196
• The Organizing Process = 197
• The Relationship Between Planning and Organizing = 197
• The Five-Step Organizing Process = 198
• Global Applications: Delegation and Decentralization at Siemens = 202
• The Benefits of Organizing = 206
• The Concepts of Organizing = 206
• Authority = 206
• Unity of Command = 209
• Power = 210
• Delegation = 210
• Focus on Quality: The Power of Empowerment = 212
• Span of Control = 212
• Centralization Versus Decentralization = 214
• Issues and Ethics: Ethics Violations Make Banner Headlines = 215
• The Informal Organization = 217
• The Informal Organization Defined = 218
• Informal and Formal Organizations Compared = 218
• How the Informal Organization Emerges = 219
• The Structure of the Informal Organization = 220
• The Impact of the Informal Organization = 222
• Future Trends = 224
• Case Problem: Crises at GM = 231
• 8 Organizational Design = 232
• Management in Action: Johnson & Johnson, Structure That Works = 233
• Designing Organizational Structures = 234
• Organizational Design Defined = 234
• Objectives of Organizational Design = 235
• Focus on Quality: Fire Fighting? Or Fire Prevention? = 236
• The Range of Organizational Design Outcomes = 236
• Mechanistic Organizational Structures = 236
• Organic Organizational Structures = 237
• Contingency Factors Affecting Organizational Design = 237
• Strategy = 238
• The Size of the Organization = 239
• The Age of the Organization = 239
• The Environment = 241
• Issues and Ethics: When Are Layoffs Justified? = 242
• Technology = 243
• Structural Options in Organizational Design = 244
• The Functional Structure = 241
• The Divisional Structure = 246
• The Matrix Structure = 249
• Global Applications: ABB Designed for Action = 250
• The Team Structure = 251
• The Network Structure = 253
• Future Trends = 254
• Case Problem: Restructuring the Organization = 261
• 9 Organizational Culture and Change = 262
• Management in Action: Schneider National's Cultural Revolution = 263
• Organizational Culture = 264
• Factors That Shape Culture = 265
• Issues and Ethics: Grabbing the Buck Before Getting the Boot = 267
• Manifestations of Culture = 268
• Statements of Principle = 268
• Stories = 269
• Slogans = 269
• Heroes = 270
• Ceremonies = 270
• Symbols = 270
• Climate = 270
• Physical Environment = 271
• The Creation of Culture = 271
• The Role of Managers and the Dominant Coalition = 271
• The Role of Employees = 272
• Factors That Contribute to the Effectiveness of Culture = 272
• Focus on Quality: Quality as a Cultural Value = 274
• The Nature of Change = 274
• Sources of Change = 275
• Types of Change = 276
• Management and Change = 276
• How to Manage Change = 277
• The Need for Change: Diagnosing and Predicting It = 278
• The Steps in Planned Change = 280
• Traits That Promote Change = 281
• Mutual Trust = 281
• Organizational Learning = 282
• Adaptability = 283
• The Implementation of Change = 283
• Resistance to Change = 283
• Why Change Efforts Fail = 284
• Methods of Effecting Change = 285
• Organizational Development = 288
• The Purposes of Organizational Development = 288
• The Strategies of Organizational Development = 289
• Evaluating the Effectiveness of OD = 290
• Global Applications: Adapting to a New Culture = 290
• Future Trends = 291
• Case Problem: Change Can Be Painful = 297
• Part Ⅳ. Staffing and Leading = 299
• 10 Staffing = 300
• Management in Action: Eaton Corporation = 301
• The Importance of Staffing = 303
• The Responsibility for Staffing = 303
• The Staffing Process = 303
• The Staffing Environments = 304
• The Legal Environment = 305
• The Social and Cultural Environment = 309
• The Union Environment = 311
• Human Resource Planning = 312
• The Job Analysis = 312
• The Human Resource Inventory = 315
• Human Resource Forecasting = 316
• Inventory and Forecast Comparison = 317
• Recruitment, Selection, and Orientation = 317
• Strategies for Recruiting = 317
• Focus on Quality: Apprenticeships in Germany = 318
• The Selection Process = 318
• Orientation = 323
• Training and Development = 323
• The Purposes of Training = 324
• The Challenges of Training = 324
• The Techniques of Training = 325
• The Purposes of Development = 326
• The Techniques of Development = 326
• Performance Appraisal = 326
• The Purposes of Performance Appraisal = 327
• The Components of Appraisal Systems = 328
• Appraisal Methods = 328
• The Legality of Appraisals = 330
• The Implementation of Employment Decisions = 331
• Promotions = 331
• Transfers = 331
• Demotions = 332
• Separations = 332
• Compensation = 333
• The Purposes of Compensation = 333
• The Factors That Influence Compensation = 334
• Wages and Salaries = 334
• Issues and Ethics: BELL Spells Trouble = 334
• Benefits = 336
• Executive Compensation = 337
• Global Applications: Staffing the Japanese Way = 338
• Future Trends = 339
• Case Problem: Employees Put Great Stock in Company Profits = 347
• 11 Communication: Interpersonal and Organizational = 348
• Management in Action: Magma Copper Company = 349
• The Importance of Communication = 350
• The Communication Process = 351
• Mediums of Communication = 353
• Verbal Communication = 353
• Nonverbal Communication = 354
• Interpersonal Communication = 355
• Communication and Teams = 356
• Barriers to Interpersonal Communication = 357
• Organizational Communication = 360
• Formal Downward Channels = 361
• Formal Horizontal Channels = 362
• Formal Upward Channels = 364
• Focus an Quality: The Power of Information = 365
• Formal Communication Networks = 366
• Informal Communication Channels = 366
• Barriers to Organizational Communication = 369
• Issues and Ethics: Do We Need to Leash Electronic Watchdogs? = 370
• Improvement of Communication = 371
• Responsibilities of Senders = 371
• Global Applications: The Growing Importance of Meetings = 374
• Responsibilities of Receivers = 374
• The Ten Commandments of Good Communication = 376
• Future Trends = 377
• Case Problem: The Gap = 383
• 12 Human Motivation = 384
• Management in Action: Omni Hotels Thrive on Empowerment = 385
• The Challenge of Motivation = 386
• The Basics of Motivation = 388
• The Motivation Model = 388
• The Integrated Motivation Model = 388
• Content Theories: Motivation Theories That Focus on Needs = 390
• Maslow's Hierarchy of Needs = 390
• Herzberg's Two-Factor Theory = 395
• McClelland and the Need for Achievement = 397
• Alderfer's ERG Theory = 398
• Process Theories: Motivation Theories That Focus on Behaviors = 400
• Expectancy Theory = 400
• Issues and Ethics: The Problem with Valuable Employees = 401
• Reinforcement Theory = 403
• Equity Theory = 405
• Goal-Setting Theory = 406
• Building a Philosophy of Management = 407
• Theory X and Theory Y = 407
• Argyris's Maturity Theory = 408
• Focus on Quality: Clothes Make the Team = 409
• The Development of Expectations = 410
• Managing for Motivation = 410
• Treating People as Individuals = 411
• Providing Support = 411
• Recognizing Cultural Diversity = 411
• Empowering Employees = 412
• Providing an Effective Reward System = 413
• Re-Designing Jobs = 414
• Global Applications: Motivation the Japanese Way = 416
• Promoting Intrapreneurship = 417
• Creating Flexibility = 418
• Future Trends = 419
• Case Problem: Building Commitment and Motivation = 427
• 13 Leadership = 428
• Management in Action: "Male" and "Female" Approaches to Leadership = 429
• Leadership Defined = 430
• Leadership Traits = 431
• Leadership Skills = 432
• Leadership Behaviors = 433
• Management Versus Leadership = 435
• Power and Leadership = 438
• Legitimate Power = 438
• Expert Power = 438
• Referent Power = 438
• Leadership Styles = 439
• Positive Versus Negative Motivation = 439
• Decision-Making Styles = 440
• Focus on Quality: Participation Leads to Success = 442
• Task Orientation Versus Employee Orientation = 444
• Theories of Situational Leadership = 446
• Fiedler's Contingency Model = 446
• House and Mitchell's Path-Goal Theory = 447
• Hersey and Blanchard's Life-Cycle Theory = 450
• Challenges Facing Leaders = 451
• Issues and Ethics: Was the System to Blame? = 452
• Leadership Throughout an Organization = 452
• Leadership and Rapid Response = 453
• Leadership and Tough Decisions = 453
• How Managers Can Become Better Leaders = 454
• Global Applications: American and Japanese Leadership Styles = 455
• Future Trends = 456
• Case Problem: Teams at the Top = 462
• 14 Team Management and Conflict = 464
• Management in Action: Teams at Picker International = 465
• The Nature of Teams = 466
• Teams Defined = 466
• Characteristics of Effective Teams = 466
• Types of Teams = 467
• Philosophical Issues of Team Management = 469
• How to Use Teams = 469
• Focus on Quality: Quality Teams Reform the Workplace = 471
• How Much Independence to Give Teams = 472
• The Establishment of Team Organization = 473
• The Process of Team Building = 473
• Team-Building Considerations = 475
• Management of Team Processes = 476
• The Stages of Team Development = 477
• Team Cohesiveness = 478
• Team Norms = 479
• Team Personality = 480
• Measurements of Team Effectiveness = 481
• The Benefits of Teams = 481
• The Costs of Teams = 481
• Team and Individual Conflict = 482
• Views of Conflict = 482
• Issues and Ethics: "Be a Team Player or Leave" = 483
• The Positive and Negative Aspects of Conflict = 483
• Sources of Conflict = 484
• Strategies for Managing Conflict = 486
• Analysis of the Conflict Situation = 486
• Development of a Strategy = 486
• Global Applications: Teamwork Is the Edge = 488
• Conflict Stimulation = 488
• Future Trends = 489
• Case Problem: Reviving the Camaro = 497
• Part Ⅴ Controlling
• 15 Controlling: Purpose and Process = 500
• Management in Action: Combatting Crime at Convenience Stores = 501
• The Nature of Control = 502
• Controlling and the Other Management Functions = 502
• Controls in an Organization = 504
• The Control Process = 505
• Establishing Performance Standards = 505
• Focus on Quality: Total Quality Means Total Commitment = 507
• Issues and Ethics: Cheaters Undermine Testing = 509
• Measuring Performance = 509
• Comparing Measured Performance to Established Standards = 510
• Taking Corrective Action = 510
• Types of Controls and Control Systems = 512
• Feedforward Controls = 512
• Concurrent Controls = 512
• Feedback Controls = 513
• Control Systems = 514
• The Characteristics of Effective Controls = 515
• Focus on Critical Points = 515
• Integration = 515
• Acceptability = 516
• Timeliness = 516
• Economic Feasibility = 517
• Accuracy = 517
• Comprehensibility = 517
• Control Monitoring = 518
• Monitoring Organizational Impacts = 518
• Updating Controls = 519
• Global Applications: German Firms Relocate to Lower Costs = 520
• Future Trends = 520
• Case Problem: Warnaco's Linda Wachner = 525
• 16 Control Techniques = 526
• Management in Action: Hacking Long-Distance Fraud = 527
• The Importance of Control Techniques = 528
• Management Control Systems = 529
• Finance and Budgets = 529
• Marketing = 529
• Operations = 529
• Focus on Quality: Quality a Key Issue in the Burger Battle = 530
• Human Resources = 530
• Financial Controls = 530
• Financial Statements = 530
• Financial Ratio Analysis = 533
• Financial Responsibility Centers = 536
• Issues and Ethics: What Are the Obligations of a Whistle-Blower? = 539
• Financial Audits = 539
• Budget Controls = 540
• The Budget Development Process = 542
• Operating Budgets = 543
• Financial Budgets = 544
• Marketing Controls = 544
• Market Research = 545
• Test Marketing = 545
• Marketing Ratios = 546
• Sales Quotas = 547
• Stockage = 547
• Human Resource Controls = 548
• Human Resource Statistics = 548
• Human Asset Valuation = 549
• Performance Appraisals = 549
• Attitude Surveys = 550
• Management Audits = 550
• Computers and Control = 550
• Global Applications: The Courtship of British Airways and USAir = 551
• Future Trends = 552
• Case Problem: Doug Burgum's Great Plains Software = 556
• 17 Total Quality Management and Productivity = 558
• Management in Action: Quality Gains at Whirlpool = 559
• Quality, Productivity, and Profitability = 560
• Productivity and Quality Defined = 560
• The Quality-Productivity-Profitability Link = 562
• Issues and Ethics: Chipping Paint Reveals Faulty Research = 564
• The Philosophy of Total Quality Management = 564
• The Creation of TQM = 564
• The Components of TQM = 566
• Major Contributors to TQM = 567
• The Irony of America's Approach to Quality = 573
• The Implementation of Total Quality Management = 573
• Commitment Throughout an Organization = 573
• Focus on Quality: Top Managers' Roles in Building Quality = 576
• Changes to the Corporate Culture = 576
• The Forging of Partnerships = 577
• Quality Audits = 580
• The Removal of Barriers = 580
• The Nature of Productivity = 583
• Measures of Productivity = 584
• American Productivity = 584
• Factors That Affect Productivity = 587
• Government = 587
• Employees = 589
• Unions = 591
• Management = 591
• Management That Promotes Productivity = 593
• Top-Level Commitment = 593
• Sound Management Practices = 593
• Research and Development = 594
• Modern Manufacturing = 596
• Global Applications: Prizes for Quality = 597
• Time Management = 598
• Future Trends = 599
• Case Problem: Roger Staubach, Quality in Action = 607
• 18 Operations Management = 608
• Management in Action: Allen-Bradley's Factory of the Future = 609
• The Nature of Operations Management = 610
• Operations Strategy and Management Defined = 610
• The Importance of Operations Management = 611
• Operations Planning = 612
• Product or Service Design = 612
• Facilities Layout = 614
• Production Processes and Technology = 616
• Facilities Location = 619
• Planning Capacity = 619
• The Management of Operations = 620
• Issues and Ethics: What Happens to the Workers? = 620
• The Aggregate Plan = 621
• The Master Schedule = 621
• The Structure for Implementing Production = 622
• Controls for Quality and Productivity = 622
• Design Control = 622
• Materials Control: Purchasing = 622
• Focus on Quality: Verifying Quality = 623
• Inventory Control = 624
• Schedule Control = 628
• Product Control = 631
• Global Applications: The Three K's-Kiken, Kitsui, and Kitanai = 632
• Future Trends = 633
• Case Problem: The Downside of JIT = 639
• Part Ⅳ Special Concerns = 641
• 19 Information Management systems = 642
• Management in Action: Computers in the Transport Industry = 643
• Information and the Manager = 644
• Characteristics of Useful Information = 645
• Types of Information Needed by Managers = 646
• Management Information Systems = 646
• Guidelines for Developing an MIS = 647
• Characteristics of an Effective MIS = 649
• Computerized Information Systems = 650
• Computer Operations = 652
• Data Processing Modes = 652
• Linking Computer Systems = 653
• CIS Tools for Managers = 653
• Implementing a CIS: Overcoming Resistance = 655
• Managing Information Systems = 656
• Developing Users = 656
• Integrating Components = 656
• Evaluating Effects = 657
• Issues and Ethics: Putting Out the Fire with Gasoline = 658
• Emerging Information Technologies = 658
• Computer Hardware = 658
• Computer Software = 660
• Focus on Quality: Chips That Find Fault, but Forgive = 660
• Networking = 661
• Virtual Reality = 661
• Global Applications: International Piracy of Intellectual Property = 662
• Future Trends = 662
• Case Problem: Telephone Information Services = 669
• 20 International Management = 670
• Management in Action: Blockbuster Entertainment = 671
• The Nature and Scope of International Business = 672
• Recent Changes in International Business = 672
• The Extent of International Business = 673
• Globalization and Its Opportunities = 674
• The Reasons for Globalization = 675
• The Impact of Globalization on Business = 677
• Globalization and the U.S. Economy = 678
• Focus on Quality: World-Class Turnaround for Hurco = 681
• The Multinational Corporation = 683
• Characteristics of Multinationals = 684
• The International Manager = 685
• The Environments of the International Manager = 686
• The Political Environment = 686
• The Legal Environment = 686
• The Economic Environment = 688
• The Sociocultural Environment = 689
• The Technological Environment = 691
• Issues and Ethics: Pocketbook Patriotism? = 692
• Planning and the International Manager = 692
• Deciding How to Go International = 692
• Assessing the External Variables = 693
• Organizing and the International Manager = 696
• Pre-International Division Phase = 696
• International Division Phase = 696
• Global Structure Phase = 698
• Staffing and the International Manager = 700
• Staffing Problems and Solutions = 700
• Compensation = 702
• Directing and the International Manager = 703
• Employee Attitudes = 703
• Communication Problems = 704
• Cross-Cultural Management = 705
• Controlling and the International Manager = 708
• Characteristics of Controls = 708
• Control Problems = 709
• Global Applications: Taiwan Comes Full Circle = 709
• Future Trends = 710
• Case Problem: Caterpillar's Don Fites = 719
• 21 Succeeding in Your Organization = 720
• Management in Action: Armstrong, Davis, Eaton: A Trio of Successes = 721
• Managing to Success = 722
• The Nature of Careers = 722
• A Career Perspective = 723
• Career Planning = 723
• Stages of Career Development = 724
• Steps in Career Planning = 726
• Focus on Quality: Advancement for Quality Workers = 730
• Career Management = 731
• Analyzing and Understanding the Organization = 731
• Assessment and Alignment = 734
• Strategies for Career Advancement = 734
• Creating Visibility = 734
• Developing Mentor Relationships = 736
• Understanding Power and Politics = 737
• Working with the Boss = 738
• Managing Stress = 739
• Organizational Dilemmas = 743
• Conflicts Between Personal and Organizational Values = 743
• Issues and Ethics: Buy In or Get Out = 743
• Loyalty Demands = 744
• Advancement Decisions = 745
• Global Applications: Work Stress in Japan = 746
• Independence and Sponsorship = 746
• Future Trends = 746
• Case Problem: Career Obsolescence or Mismanagement? = 755
• 22 Management Ethics and Social Responsibility = 756
• Management in Action: Southern California Edison's John Bryson = 757
• Managing Ethically = 758
• Ethics in Context = 760
• Ethics Defined = 760
• Ethical Dilemmas = 761
• Motivations for Unethical Conduct = 762
• The Three C's of Business Ethics = 764
• Issues and Ethics: Business and Education = 765
• The Importance or Organizational Controls = 766
• Legal Constraints = 770
• Guidelines for Acting Ethically = 772
• The Nature of Social Responsibility = 773
• Approaches to Social Responsibility = 774
• Focus on Quality: Working Toward Cleaner Air = 775
• Responsibilities to Stakeholders = 776
• Government Regulation: Pros arid Cons = 779
• Managing for Social Responsibility = 780
• Top-Management Commitment = 780
• The Social Audit = 781
• Global Applications: Focus on Infringement = 782
• Future Trends = 782
• Case Problem: Far Less of Phar-Mor = 789
• References = 791
• Glossary = 807
• Index = 823
• Photo Credits = 837