For undergraduate Principles of Management courses.
Core concepts, cutting-edge skill training: transform students into managers.
Modern Management is a traditionally organized principles of management text that integrates core concepts with cutting-edge skill training–all while keeping the focus on application. The text focuses not only on helping students learn management concepts but also on developing the skills needed to apply to them. Students are able to develop these skills by completing specifically designed innovation learning activities both in the text and through MyManagementLab.
This edition provides the latest concepts and empirical research as well as the most recent examples of management in today’s business world.
Features + Benefits
Learning Objectives: For each chapter, a list of learning objectives follows the Chapter Target Skill. These objectives flow from the chapter target skills to help students further focus on learning critical concepts.
Challenge Case: Each chapter opens with an introductory Challenge Case. The purpose of a Challenge Case is to introduce students to real challenges faced by real managers and to demonstrate the usefulness of chapter concepts and related management skills in meeting those challenges. Each case summarizes a set of issues for a manager within a company and asks students how they would resolve the issues. Over half the cases in this edition are new or updated. New cases in this edition focus on companies such as Avon Products, Whole Foods, and Patagonia.
Challenge Case Summary: Each chapter ends with a Challenge Case Summary. This section provides extensive narrative on how chapter concepts relate to issues in the chapter-opening Challenge Case.
Class Preparation and Personal Study: This section gives students a series of activities to help them become adequately prepared to discuss the chapter in the classroom.
Reflecting on Target Skill Objectives. Here, students refer back to the learning objectives at the beginning of the chapter to make sure that they’ve reached them.
Know Key Terms is a section in which key terms in a chapter are listed along with page numbers on which they are discussed.
Know How Management Concepts Relate is a section containing essay questions related to chapter material. These questions help students focus on the interrelationships of chapter concepts and how they relate to the management process.
Chapter Target Skill: Each chapter opens by identifying and defining the target management skill emphasized in that chapter. By focusing on this target skill early in the chapter, students immediately have a context for learning chapter concepts.
Ethics and Leadership Skill Highlights: Market research revealed that instructors were particularly interested in developing the ethics and leadership skills of students. New to this edition, each chapter contains one “Ethics Skill Highlight” and one “Leadership Skill Highlight.” The primary objective of these highlights is to illustrate how practicing managers develop these two skills in the context of each chapter.
You and Your Career: Each chapter contains an Experiential Exercise that helps students understand the relationship between the targeted skill of the chapter and the development of their own careers. This feature includes a number of questions designed to help students appreciate the importance of managing their own careers.
Management Skills Exercises: This chapter-ending section contains many activities that focus on helping students develop skills related to chapter content.
Applying Management Concepts: Part 1. This exercise starts the Developing Management Skill section of each chapter. Taken before studying the chapter, Part 1 is a true-false, multiple-choice test (self-scored or electronically-scored) that helps students to assess their level of expertise in a chapter target skill before studying the chapter. The questions focus on how a manager in a Challenge Case might apply chapter content to organizational issues.
Applying Management Concepts: Part 2. This exercise is actually repeating the same Applying Management Concepts: Part 1 test after studying the chapter. Students retake the test in Part 2 to see the impact of studying and to assess their learning as encouraged in AACSB guidelines on assurance of learning.
Cases. Each chapter concludes with two cases. The first case is based on the chapter’s introductory Challenge Case. Students are given a series of discussion questions that stimulate further discussion of the Challenge Case.The second case is specifically designed to illustrate real-life management issues and the steps necessary to face those issues. 50% of these, specially designed cases, are new to this edition. New end of chapter cases in this edition examine organizations such as Cracker Barrel, Antioch College, and Hewlett-Packard.
Experiential Exercises. Each chapter concludes with two types of experiential exercises. Type one is specially designed to help students develop knowledge and skill related to chapter content.Type two is an exercise that focuses on helping students use chapter content to better manage their own careers. These exercises are called “You and Your Career.”
VideoNet Exercises. Each chapter ends with a unique learning tool called a VideoNet Exercise. This exercise begins with students watching a video of an actual company and discussing chapter content as it relates to the company featured in the video. Next, students enrich what they’ve learned by completing an Internet activity—an online exploration of the company featured in the video. Half of the VideoNet Exercises are new to this edition.
Building Your Management Skills Portfolio. An activity at the end of each chapter is specially designed to allow students to demonstrate management skill learned in that chapter. Instructors may choose to have students turn in hard or electronic copies of this assignment. In addition, instructors may ask students to present their completed portfolios in class. Students may also use this portfolio to help win a job during an employment interview.
Part 1 Introduction to Modern Management
Chapter 1. Introducing Modern Management: Concepts and Skills
Chapter 2. Managing: History and Current Thinking
Part 2 Modern Management Challenges
Chapter 3. Managers and Society
Chapter 4. Management and Diversity
Chapter 5. Managing in the Global Arena
Chapter 6. Management and Entrepreneurship
Part 3 Planning
Chapter 7. Principles of Planning and Planning Tools
Chapter 8. Making Decisions
Chapter 9. Strategic Planning: Strategies, Tactics, and Competitive Dynamics
Part 4 Organizing
Chapter 10. Fundamentals of Organizing
Chapter 11. Responsibility, Authority, and Delegation
Chapter 12. Human Resource Management
Chapter 13. Organizational Change: Stress, Conflict, and Virtuality
Part 5 Influencing
Chapter 14. Influencing and Communication
Chapter 15. Leadership
Chapter 16. Motivation
Chapter 17. Groups and Teams
Chapter 18. Managing Organization Culture
Chapter 19. Encouraging Creativity and Innovation
Part 6 Controlling
Chapter 20. Controlling, Information, and Technology
Chapter 21. Production and Control
Core concepts, cutting-edge skill training: transform students into managers.
Modern Management is a traditionally organized principles of management text that integrates core concepts with cutting-edge skill training–all while keeping the focus on application. The text focuses not only on helping students learn management concepts but also on developing the skills needed to apply to them. Students are able to develop these skills by completing specifically designed innovation learning activities both in the text and through MyManagementLab.
This edition provides the latest concepts and empirical research as well as the most recent examples of management in today’s business world.
Features + Benefits
Learning Objectives: For each chapter, a list of learning objectives follows the Chapter Target Skill. These objectives flow from the chapter target skills to help students further focus on learning critical concepts.
Challenge Case: Each chapter opens with an introductory Challenge Case. The purpose of a Challenge Case is to introduce students to real challenges faced by real managers and to demonstrate the usefulness of chapter concepts and related management skills in meeting those challenges. Each case summarizes a set of issues for a manager within a company and asks students how they would resolve the issues. Over half the cases in this edition are new or updated. New cases in this edition focus on companies such as Avon Products, Whole Foods, and Patagonia.
Challenge Case Summary: Each chapter ends with a Challenge Case Summary. This section provides extensive narrative on how chapter concepts relate to issues in the chapter-opening Challenge Case.
Class Preparation and Personal Study: This section gives students a series of activities to help them become adequately prepared to discuss the chapter in the classroom.
Reflecting on Target Skill Objectives. Here, students refer back to the learning objectives at the beginning of the chapter to make sure that they’ve reached them.
Know Key Terms is a section in which key terms in a chapter are listed along with page numbers on which they are discussed.
Know How Management Concepts Relate is a section containing essay questions related to chapter material. These questions help students focus on the interrelationships of chapter concepts and how they relate to the management process.
Chapter Target Skill: Each chapter opens by identifying and defining the target management skill emphasized in that chapter. By focusing on this target skill early in the chapter, students immediately have a context for learning chapter concepts.
Ethics and Leadership Skill Highlights: Market research revealed that instructors were particularly interested in developing the ethics and leadership skills of students. New to this edition, each chapter contains one “Ethics Skill Highlight” and one “Leadership Skill Highlight.” The primary objective of these highlights is to illustrate how practicing managers develop these two skills in the context of each chapter.
You and Your Career: Each chapter contains an Experiential Exercise that helps students understand the relationship between the targeted skill of the chapter and the development of their own careers. This feature includes a number of questions designed to help students appreciate the importance of managing their own careers.
Management Skills Exercises: This chapter-ending section contains many activities that focus on helping students develop skills related to chapter content.
Applying Management Concepts: Part 1. This exercise starts the Developing Management Skill section of each chapter. Taken before studying the chapter, Part 1 is a true-false, multiple-choice test (self-scored or electronically-scored) that helps students to assess their level of expertise in a chapter target skill before studying the chapter. The questions focus on how a manager in a Challenge Case might apply chapter content to organizational issues.
Applying Management Concepts: Part 2. This exercise is actually repeating the same Applying Management Concepts: Part 1 test after studying the chapter. Students retake the test in Part 2 to see the impact of studying and to assess their learning as encouraged in AACSB guidelines on assurance of learning.
Cases. Each chapter concludes with two cases. The first case is based on the chapter’s introductory Challenge Case. Students are given a series of discussion questions that stimulate further discussion of the Challenge Case.The second case is specifically designed to illustrate real-life management issues and the steps necessary to face those issues. 50% of these, specially designed cases, are new to this edition. New end of chapter cases in this edition examine organizations such as Cracker Barrel, Antioch College, and Hewlett-Packard.
Experiential Exercises. Each chapter concludes with two types of experiential exercises. Type one is specially designed to help students develop knowledge and skill related to chapter content.Type two is an exercise that focuses on helping students use chapter content to better manage their own careers. These exercises are called “You and Your Career.”
VideoNet Exercises. Each chapter ends with a unique learning tool called a VideoNet Exercise. This exercise begins with students watching a video of an actual company and discussing chapter content as it relates to the company featured in the video. Next, students enrich what they’ve learned by completing an Internet activity—an online exploration of the company featured in the video. Half of the VideoNet Exercises are new to this edition.
Building Your Management Skills Portfolio. An activity at the end of each chapter is specially designed to allow students to demonstrate management skill learned in that chapter. Instructors may choose to have students turn in hard or electronic copies of this assignment. In addition, instructors may ask students to present their completed portfolios in class. Students may also use this portfolio to help win a job during an employment interview.
Part 1 Introduction to Modern Management
Chapter 1. Introducing Modern Management: Concepts and Skills
Chapter 2. Managing: History and Current Thinking
Part 2 Modern Management Challenges
Chapter 3. Managers and Society
Chapter 4. Management and Diversity
Chapter 5. Managing in the Global Arena
Chapter 6. Management and Entrepreneurship
Part 3 Planning
Chapter 7. Principles of Planning and Planning Tools
Chapter 8. Making Decisions
Chapter 9. Strategic Planning: Strategies, Tactics, and Competitive Dynamics
Part 4 Organizing
Chapter 10. Fundamentals of Organizing
Chapter 11. Responsibility, Authority, and Delegation
Chapter 12. Human Resource Management
Chapter 13. Organizational Change: Stress, Conflict, and Virtuality
Part 5 Influencing
Chapter 14. Influencing and Communication
Chapter 15. Leadership
Chapter 16. Motivation
Chapter 17. Groups and Teams
Chapter 18. Managing Organization Culture
Chapter 19. Encouraging Creativity and Innovation
Part 6 Controlling
Chapter 20. Controlling, Information, and Technology
Chapter 21. Production and Control