Annual Editions: Management

Herausgeber: Maidment, Fred H.

• Broschiertes Buch

Produktbeschreibung

The Annual Editions series is designed to provide convenient, inexpensive access to a wide range of current articles from some of the most respected magazines, newspapers, and journals published today. Annual Editions are updated on a regular basis through a continuous monitoring of over 300 periodical sources. The articles selected are authored by prominent scholars, researchers, and commentators writing for a general audience. The Annual Editions volumes have a number of common organizational features designed to make them particularly useful in the classroom: a general introduction; an annotated table of contents; a topic guide; an annotated listing of selected World Wide Web sites; and a brief overview for each section. Each volume also offers an online Instructor's Resource Guide with testing materials. Using Annual Editions in the Classroom is a general guide that provides a number of interesting and functional ideas for using Annual Editions readers in the classroom. Visit www.mhhe.com/annualeditions for more details.

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Produktdetails

• Annual Editions: Management
• Verlag: Dushkin Publishing
• 2011-2012
• Seitenzahl: 185
• Erscheinungstermin: Januar 2011
• Englisch
• Abmessung: 272mm x 206mm x 10mm
• Gewicht: 358g
• ISBN-13: 9780073528632
• ISBN-10: 0073528633
• Artikelnr.: 31082119

Inhaltsangabe

Annual Editions: Management, 11/12
Preface
Correlation Guide
Topic Guide
Internet References
UNIT 1: Managers, Performance, and the Environment
Unit Overview
Part A. Management Classic
1. The Manager's Job, Henry Mintzberg, Harvard Business Review,
March/April 1990
In this classic essay Henry Mintzberg replaces the traditional view of
management functions-to plan, coordinate, organize and control-with a
look at what managers really do.
Part B. Management Skills, Roles, and Performance
2. Why Emotional Intelligence Should Matter to Management: A Survey of
the Literature, Kerry S. Webb, SAM: Advanced Management Journal, Spring
2009
Emotional intelligence (EI) is different from other forms of
intelligence, notably IQ. Research has discovered that it can be far
more important to a manager's success than just being smart. It also
means having the ability to lead.
3. The Science and Art of Managing, W. H. Weiss, Supervision, October
2007.
Management is not only a science, but also an art. It combines the
formal and informal organizational structures and procedures, along
with the functions and authority to generate results that will lead to
the success of the enterprise.
Part C. The Environment
4. Trends Shaping Tomorrow's World: Economic and Social Trends and
Their Impacts, Marvin J. Cetron and Owen Davies, The Futurist, May/June
2010
Some of the trends and some of the things that are likely to happen in
the next twenty to forty years are discussed in this article from the
Futurist. They are interesting, informing, and some of them alarming.
UNIT 2: Planning
Unit Overview
Part A. Management Classic
5. Planning, Henri Fayol, Management Classics, Goodyear Publishing Co.,
1977
Planning has been recognized as one of the basic activities of managers
for well over a hundred years. This article was written by Henri Fayol,
one of the earliest management writers. He was a successful
businessman, writer and, in many ways, the Peter Drucker of his day.
Part B. Strategic Analysis
6. Going Green: The Challenges and the Solutions, Kevin M. Kelly,
Automotive Design and Production, January 2008
There are many challenges that face the U.S. auto industry. Chief among
these challenges are the demands that cars be more efficient in the use
of carbon-based fuels. The article presents how the industry is
approaching it, and also explains how it involves more than just
emissions.
7. Renewing Your Will to Compete, Tom FitzGerald, Strategic Finance,
October 2009
One of the most important things concerning a company is not the
patents, the equipment, or the supply chain, but the desire of the
employees to compete in the marketplace. Some might call it morale or
esprit de corps, but it all means the same thing. Are the employees
willing to put in the extra time and effort to make the company a
success?
8. A Strategic Framework for Governance, Risk, and Compliance, Mark L.
Frigo and Richard J. Anderson, Strategic Finance, February 2009
Organizations often become silos where finance never talks to sales and
sales never talks to human resources and so on. This article is about
stopping that and getting them to coordinate with one another through a
"Strategic Risk and Compliance Framework."
9. 11 Critical Areas of Phenomenal Success, Howard Partridge, ICS
Magazine, February 2010
What is it that makes a small business successful? What is it that sets
it apart from other small businesses? Here are eleven things that can
make the difference between success and failure.
10. Embracing Confusion, Barry C. Jentz and Jerome T. Murphy, Phi Delta
Kappan, January 2005
In a rapidly changing environment, confusion is likely to be the norm
rather than an exception. How a leader handles a situation can turn
what seems to be a threat into a strength and a learning experience for
the entire organization.
UNIT 3: Organizing
Unit Overview
Part A. Management Classic
11. Classifying the Elements of Work, Frank B. Gilbreth and Lillian M.
Gilbreth, Management Classics, Goodyear Publishing Company, 1977
Time and motion studies were among the earliest results of Frederick W.
Taylor's work. In this selection, two of the pioneers in these studies
discuss the ideas upon which time and motion studies are based.
Part B: Designing and Changing the Organization
12. Understanding the Root Causes of Change and the Emerging Chaos,
Otto J. Loewer, Resource, March 2009
What causes change and how do people and organizations react to that
change? Here is a model to help to understand the macro changes in
society and how they will affect the world that managers will have to
deal with in the future.
13. The Dark Side of Change, G. Neil Karn and Donna S. Highfill, Across
the Board, March/April 2004
Sometimes when a new manager comes on board, they have a need to put
their stamp on the organization. They often do that by instituting
unnecessary changes.
UNIT 4: Directing
Unit Overview
Part A. Management Classic
14. A Theory of Human Motivation, Abraham H. Maslow, Management
Classics, Goodyear Publishing Company, 1977
Abraham Maslow's theory of motivation is well known. This is the
classic article in which it was proposed.
Part B. Leadership
15. Implementing Sustainability: The Role of Leadership and
Organizational Culture, Marc J. Epstein, Adriana Rejc Buhovac, and
Kristi Yuthas, Strategic Finance, April 2010
This article provides a model for corporate sustainability and
describes how the four companies Home Depot, Nissan USA, Procter &
Gamble, and Nike all are successful in their corporate sustainability
efforts.
16. Learn Change Leadership from Two Great Teachers, Michael Maccoby,
Research Technology Management, March/April 2010
What would two of the great management thinkers of the past fifty
years, W. Edwards Deming and Russel Ackoff, think of change leadership
in today's environment? How their insights can help corporate leaders,
today, as they attempt to manage changes in their organizations is
discussed here.
17. The True Measure of a CEO, James O'Toole, Across the Board,
September/October 2005
What makes a great CEO? Aristotle argued that a leader's task is to
create conditions under which all the followers can reach their full
human potential. How many do that? How many even try?
Part C. Performance
18. Improving Unit-Level Performance through Better People-Practices,
Dan Hawthorne, Franchising World, January 2010
The steps that are necessary to build an effective organization of
qualified personnel are selection, training, and performance. These
principles apply to large organizations just as they apply to the
hamburger stand down the street.
Part D. Communication
19. Let's Be Clear: How to Manage Communication Styles, Jada Edmondson,
Training and Development, September 2009
Being able to communicate well is one of the most important skills of a
manager. But, everyone is different and skilled in different ways. The
four basic styles of personal communication, namely expressive,
systematic, sympathetic and direct, and the situations where they are
appropriate are presented here.
UNIT 5: Controlling
Unit Overview
Part A. Management Classic
20. An Uneasy Look at Performance Appraisal, Douglas McGregor, Harvard
Business Review, May/June 1957
In this classic article, Douglas McGregor, who has also written about
the X and Y theories of management, looks at how performance appraisals
can be effectively used to help management and control the enterprise.
Part B: Financial Control
21. Beyond Compliance: The Value of SOX, Marianne Bradford, Eileen Z.
Taylor, and Joseph F. Brazel, Strategic Finance, May 2010
Sarbanes-Oxley, commonly known as SOX, was passed by Congress after the
accounting scandals at the beginning of this century. Many executive
complained about the rules and regulations included in SOX, but now it
seems that SOX also has benefits in controlling the organization.
Part C. Security
22. Corporate Security Management: What's Common? What Works?, Security
Director's Report, August 2005
This is a report of a survey conducted by Security Director's Report
that analyzed security operations at hundreds of companies. This report
tells what companies do to try to protect themselves from possible
thefts and other security threats.
Part D. Total Quality Management and the Supply Chain
23. Six Sigma's Growing Pains, Steve Minter, Industry Week, May 2009
Six Sigma is a quality control system that has been successfully used
by a number of companies, especially in their manufacturing operations.
Some have attempted to apply it to their non-manufacturing areas, but
this application has had only limited success.
24. Quality Is Easy, David C. Crosby, Quality Magazine, January 2006
Zero Defects is one of the approaches to quality management. This
article outlines the seven laws of defect prevention to achieve zero
defects.
25. Supply Chain Management: It's Just Good Business, Joe Condon,
Orthopedic Design and Technology, November/December 2009
Supply chain management is important for all industries including the
professions. Here are some simple steps that can be used to make a
supply chain better able to meet the needs of an organization and
ultimately those of its customers/patents.
UNIT 6: Staffing and Human Resources
Unit Overview
Part A. Management Classic
26. The Human Side of Enterprise, Douglas M. McGregor, Management
Review, American Management Association, Inc. 1957
Many people have heard of "McGregor's Theory X and Theory Y.¿" This
article is Dr. McGregor's explanation of these principles.
Part B. Developing Human Resources
27. Strategic Organizational Diversity: A Model?, Frederick Tesch and
Frederick Maidment, International Journal of Diversity in
Organizations, Communities and Nations, February 2009
This article presents a model for a rationale of diversity in
organizations. The legal justification for diversity is under attack
and is slowly being reduced in the courts. An additional business
justification for diversity is presented here.
28. Managing in the 'New' Workplace, Bruce Tulgan, Financial Executive,
December 2009
Managing generations is a difficult task as they have remarkably
different ideas and expectations from their supervisors. How to go
about motivating these workers and getting them to perform is the theme
of this article.
Part C. Maintaining an Effective Workforce
29. Preparing Workers for Successful Careers, Susan Reese, Technique,
May 2010
Workers need to be trained for the positions that are available in this
changing economy. Here are several programs that are designed to do
exactly that from high schools to colleges.
UNIT 7: Perspectives and Trends
Unit Overview
Part A. Management Classic
30. The Discipline of Innovation, Peter F. Drucker, Harvard Business
Review, August 2002
In this classic article from the Harvard Business Review, Peter Drucker
identifies several kinds of opportunities that can be used to help
develop innovation.
Part B. The Multinational Corporation
31. TR50 2010: The World's Most Innovative Companies, Technology
Review, March/April 2010
What are the companies, both private and public, that are the most
innovative. The ones that are most likely to develop the next big
thing? Here is a list of at least some of the candidates that are
likely to be the next Google.
Part C. Corporate Culture
32. 5 Simple Steps to Build a Winning Corporate Culture, Gary Bradt,
Supervision, March 2008
The author suggests five steps that the management of an organization
may take to turn a culture around in an organization. They are not
difficult to understand, but they may be hard to implement.
Part D. Ethics and Social Responsibility
33. Corporate 'Greening': Good for the Soul, but Is It Good for the
Bottom Line?, Scott Ladd, Financial Executive, March 2010
Today, in addition to all of the various market pressures, corporations
are faced with the challenge of going green in their businesses. Going
green can mean many things, but one of the sure things it will mean is
that the company will pay more money. But it will perhaps not. Perhaps
it might make up for it in sales or reduced utility costs.
34. The Road to Stronger Corporate Governance, Linda Zong, Corporate
Board, March/April 2004
The Sarbanes-Oxley Act of 2002 has mandated a stronger role for outside
directors on the boards of corporations. This is particularly true in
the financial and executive compensation aspects of the board's
responsibilities.
Part E: Small Business and Entrepreneurship
35. Up to the Challenge, Mark Henricks, Entrepreneur, February 2006
Here is the story of three entrepreneurs who got the opportunity to
grow their businesses to the next level by getting some of the best
advice possible. They still face challenges, yet continue to make great
progress.
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