"Stephen P. Robbins, Professor Emeritus, San Diego State University


Mary Coulter, Associate Professor, Management, Missouri State University


David De Cenzo, Director of Partnership Development and Professor of Management at Towson University in Baltimore, Maryland "


 

"1. Managers and Management

History Module A Brief History of Management's Roots

2. The Management Environment

3. Integrative Managerial Issues

II. Planning

4. Foundations of Decision Making

Quantitative Module Quantitative Decision-Making Aids

5. Foundations of Planning

III. Organizing

6. Organizational Structure and Design

7. Managing Human Resources

Career Module Building Your Career

8. Managing Change and Innovation

IV. Leading

9. Foundations of Individual Behavior

10. Understanding Groups and Managing Work Teams

11. Motivating and Rewarding Employees

12. Leadership and Trust

13. Managing Communication and Information

V. Controlling

14. Foundations of Control

15. Operations Management

"1) Three new Case Applications have been added and moved to the end of the chapter. These Case Applications are a great way to tell a story about managers, management, and organizations and to involve students in assessing a situation and answering questions about ""how"" and ""why"" and ""what would you do."" These Case Applications cover the gamut from Google and Yahoo! to Zara and Starbucks.


2) New self-contained sections on developing management have moved the skills material to the relevant chapters. The skill-building exercises included at the end of each chapter help you apply and use management concepts. We chose these 18 skills (some chapters have more than one) because of their relevance to developing management competence and their linkage to one or more of the topic areas in this book.


3) Integrating Chapter Skills. Throughout the text, the authors included a feature at the end of each chapter that encourages students to apply the concepts they've just learned. This feature helps students see how the concepts work together, while providing them with a review of the material.


4) Enhancing Your Skill in Ethical Decision-Making. At the end of each section students are put in the role of a manager making decisions about current ethical issues. This exercise comes to life as students log into their MyManagementLab and practice this skill in an interactive environment.


5) Diversity Perspectives. At the end of each section students are put in the role of a manager making decisions about managing a changing workforce.


6) In order to help students put their knowledge into action, the skill-building exercises included in the You Be The Manager section at the end of this text encourage them to apply and use management concepts. For each of the 18 skills, this text provides: A self-assessment test; A brief interpretation of what the self-assessment results mean; A review of a basic skill concept and specific behaviors associated with developing competence in the skill; A short, in class application; Several reinforcement activities to give students additional opportunities to practice and learn the behaviors"