內容介紹
內 容 提 要
第一部分 （共兩章）主要介紹管理和管理者（經理） 的基本概念，以
管理理論和管理實踐的演變過程。第二部分（共四章）闡述了管理者（經理）所面
的形勢和任務，其中包括組織環境和文化對管理的制約、全球化過程中的管理 社
責任和管理道德以及決策問題。第三部分至第六部分分別闡述管理的四大主要職能
計畫、組織、領導、控制。在這四種職能中，作者特彆強調領導職能，分別從組織
為學、團隊活動、員工激勵、領導、交流與溝通等方面對領導職能進行了論述。在
劃職能中，作者特別重視戰略計畫和管理；在組織職能中，作者強調了人力資源管
在控制職能中，特彆強調了運作管理。
該書結構緊湊，內容豐富，且提供了大量實例，例如該書提供了十位與眾不同
經理，每章後都有各種問題、自我測評練習、套用案例等。這無疑使正文中的理論
滿了生命活力，也使學生能通過不同的途徑把握管理理論與方法。對於初學著來說
該書的確是一部極好的教材。
作品目錄
PREFACE xvii
PART ONE
INTRODUCTION
1.Managers and Management
2.The Evolution of Management
PART FIVE
LEADING
13.Foundations of Behavior
14.Understanding Groups and Teams
15.Motivating Employees
16.Leadership
17.Communication and Interpersonal Skills
PART TWO
DEFINING THE MANAGER'S
TERRAIN
3.Organizational Culture and Environment: The
Constraints
4.Managing in a Global Environment
5.Social Responsibility and Managerial
Ethics
6.Decision Making: The Essence of the
Manager's Job
PART THREE
PLANNING
7.Foundations of Planning
8.Strategic Management
9.Planning Tools and Techniques
PART FOUR
ORGANIZING
10.Organization Structure and Design
11.Human Resource Management
12.Managing Change and Innovation
PART SIX
CONTROLLING
18.Foundations of Control
19.Operations Management
20.Control Tools and Techniques
Scoring Keys for Self-Assessment Exercises SK
Endnotes
Name Index
Organization Index
Subject Index
PREFACE xvii
PART ONE
INTRODUCTION
CHAPTER 1
MANAGERS AND MANAGEMENT
Who are Managers?
What is Management and What Do Managers Do?
Defining Management
Managemerit Functions
Management Roles
Management Skills
MANAGERS WHO MADE A DIFFERENCE:
Robert Holland, jr, CEO, Ben & jerry's
Homemade Inc.
Is the Manager's Job Universal?
ENTREPRENEURSHIP: Managers Versus
Entrepreneurs
The Value the Marketplace Puts on
Managers
MANAGING YOUR CAREER: Career Opportunities
in Management
Why Study Management?
Summary
Review Questions
Discussion Questions
Self-Assessment Exercise: Exercise in Self-Perception
Ethical Dilemma Exerdse
For Your Immediate Action: Heartlancl Fragrance
Company
CASE APPLICATION: A Day in the Life of an
Account Executive
VIDEO CASE APPLICATION: The New Look of
Management in the Federal Government
CHAPTER 2
THE EVOLUTION OF MANACEMEN
Historical Background
The Early Years
Scientific Management
General Administrative Theorists
The Human Resources Approach
The Quantitative Approach
MANAGERS WHO MADE A DIFFERENCE:
judy Lewent, Chief Financial Officer, Merck &
Company
Recent Years: Toward Integration
The Process Approach
The Systems Approach
The Contingency Approach
Current Trends and Issues
Work Force Diversity
Ethics
Stimulating Innovation and Change
Total Quality Management
Re-Engineering
Empowerment and Teams
The Bimodal Work Force
Downsizing
Contingent Workers
Summary
Review Questions
Discussiori Questions
Self-Assessment Exercise: Is a Bureaucracy
for You?
Ethical DHemma Exercise
For Your Immediate Action: The Walt Disney
Company
CASE APPLICATION: Dam Yangtze
VIDEO CASE APPLICATION: The Workplace of the
90s
PART TWO
DEFINING THE MANAGER'S
TERRAIN
CHAPTER 3
ORCANIZATIONAL CULTURE AND
ENVIRONMENT: THE CONSTRAINTS
The Manager: Omnipotent or Symbolic?
The Omnipotent View
The Symbolic View
Reality Suggests a Synthesis
The Organization's Culture
What Is Organizational Culture?
The Source of Culture
Strong Versus Weak Cultures
Influence on Management Practices
The Environment
MANAGING WORK FORCE DIVERSITY: Creating a
Supportive Culture for Diversity
Defining Environment
ENTREPRENEURSHIP: Identifying Environmental
Opportunities
The Specific Environment
MANAGERS SPEAK OUT: William F. Lester,
President and Executive Director, Charlotte
Symphony Orchestra
The General Environment
Influence on Management Practice
Summary
Review Questions
Discussion Questions
Self-Assessment Exerdse: What Kind of
Organizational Culture Fits You Best?
Ethical Dilemma Exerdse
hr Your Immediate Action: Summer's Harvest
Beverage Corporation
CASE APPLICATION: Just Do It
VIDEO CASEAPPLICATION: The Perilous Potholes
on Tobacco Road
CHAPTER 4
MANACINC IN A CLOBAL ENVIRONMENT
Who Owns What?
Overcoming Parochialism
MANAGERS WHO MADE A DIFFERENCE: Paul Hsu,
Hsu's Ginseng Enterprises
The Changing Global Environment
From Multinationals to Transnationals to
Borderless Organizations
Regional Trading Alliances
Eastern Europe and Capitalism
How Organizations Go Internationai
Managing in a Foreign Environment
The Legal-Political Environment
The Economic Environment
The Cultural Environment
Is a Global Assignment for You?
ENTREPRENEURSHIP: Entrepreneurial
Characteristics by Nationality
Summary
Review Questions
Discussion Questions
Self-Assessment Exerdse: What Are Your Culturat
Attitudes?
Ethical Ditemma Exerdse
For Your Immediate Action: Delaney Environmental
Services
CASE APPLICATION: Video Adventures Around
the World
VIDEO CASE APPLICATION: "When in Rome
CHAPTER 5
SOCIAL RESPONSIBILITY AND
MANACERIAL ETHICS
What Is Social Responsibility?
Two Opposing Views
Arguments For and Against Social
Responsibility
From Obligations to Responsiveness
Social Responsibility and Economic Performance
Is Social Responsibility just Profit-Maximizing
Behavior?
Values-Based Management
Purposes of Shared Values
Developing Shared Values
A Guide Through the Maze
Managerial Ethics
MANAGERS WHO MADE A DIFFERENCE: Pam Del
Duca, President, Delstar Group
Four Different Views of Ethics
Factors Affecting Managerial Ethics
Ethics in an International Context
Toward Improving Ethical Behavior
A Final Thought
Summary
Review Questions
Discussion Questions
Self-Assessment Exercise: Attitudes Towards Business
Ethics Questionnaire
Ethical DHemma Exercise
For Your Immediate Action: CMT Research Labs
International
CASE APPLICATION: Troubles in Paradise?-A
Closer Look at the Image of The Body Shop
VIDEO CASE APPLICATION: Choking on the
Whistle
CHAPTER 6
DECISION MAKINC: THE ESSENCE OF THE
MANACER'S JOB
The Decision-Making Process
Step 1: Identifying a Problem
Step 2: Identifying Decision Criteria
Step 3: Allocating Weights to the Criteria
Step 4: Developing Alternatives
Step 5: Analyzing Alternatives
Step 6: Selecting an Alternative
Step 7: Implementing the Alternative
Step 8: Evaluating Decision Effectiveness
The Pervasiveness of Decision Making
The Rational Decision Maker
Assumptions of Rationality
MANAGERS WHO MADE A DIFFERENCE: john
Woodhouse, CEO and Chairman, Sysco
Corporation
Limits to Rationality
Bounded Rationality
Problems and Decisions: A Contingency
Approach
Types of Problems
Types of Decisions
Integration
Decision-Making Styles
Analyzing Decision Alternatives
Certainty
MANAGING WORK FORCE DIVERSITY: Decisio
Making Styles of Diverse Populations
Risk
Uncertainty
Group Decision Making
MANAGING YOUR CAREER: Developing Your
Creativity
Advantages and Disadvantages
Effectiveness and Efficiency
Techniques for Improving Group Decision
Making
Summary
Rev'iew Questions
Discussion Questions
Self-Assessment Exercise: What's Your Intuitive
Ability?
Ethical Dilemma Exercise
For Your Immediate Action: Winfield National Ba
CASE APPLICATION: Transforming Tata
VIDEO CASE APPLICATION: Dedsion Making
Detective Style
PART THREE
PLANNING
CHAPTER 7
FOUNDATIONS OF PLANNINC
The Definition of Planning
Purposes of Planning
Planning and Performance
Myths about Planning
Types of Plans
Strategic Versus Operational Plans
Short-Term Versus Long-Term Plans
Specific Versus Directional Plans
Frequency of Use
MANAGERS SPEAK OUT: Lora E. Rodenberg, Vice
President and Director of Marketing, First Federai
of Kansas City
Contingency Factors in Planning
Level in the Organization
Degree of Environmental Uncertainty
Length of Future Commitments
MANAGING WORK FORCE DIVERSITY: The Role
of Planning in Developing a Productive Diverse
Workforce
Objectives: The Foundation of Planning
Multiplicity of Objectives
Real Versus Stated Objectives
Traditional Objective Setting
Management by Objectives
Summary
Review Questions
Discussion Questions
Self-Assessment Exercise: How Well Do 1 Set Goals?
Ethical Dilemma Exerdse
For Your Immediate Action: TSI Construction
CASE APPLICATION: The Queen of Planning for
the King of Rock'n'Roll
VIDEO CASE APPLICATION: Behind the Scenes
Planning of the First Lunar Landing
CHAPTER 8
STRATEGIC MANACEMENT
The Increasing Importance of Strategic Planning
Levels of Strategy
Gorporate-Level Strategy
Business-Level Strategy
Functional-Level Strategy
The Strategic Management Process
Step 1: Identifying the Organization's
Current Mission, Objectives, and
Strategies
Step 2: Analyzing the External Environment
Step 3: Identifying Opportunities and Threats
Step 4: Analyzing the Organization's
Resources
Step 5: Identifying Strengths and Weaknesses
MANAGING YOUR CAREER: Doing a Personal
SWOT Analysis
MANAGERS SPEAK OUT: Mary Barnes, CEO and
Owner of Vita-Erb, Ltd.
Step 6: Formulating Strategies
Step 7: Implementing Strategies
Step 8: Evaluating Results
Corporate-Level Strategic Frameworks
Grand Strategies
ENTREPRENEURSHIP: Strategy and the
Entrepreneur
Corporate Portfolio Matrix
Business-Level Strategic Frameworks
Adaptive Strategies
Competitive Strategies
TQM as a Strategic Weapon
Summary
Review Questions
Discussion Questions
Self-Assessment Exercise: Are You a Risk Taker?
Ethical Dilemma Exercise
For Your Immediate Action: Montctaire Enterprises
CASE APPLICATION: Restoring the Magic to the
Harlem Globetrotters
VIDEO CASE APPLICATION: Ladies and
Gentlemen, Please Fasten Your Seatbelts: Heavy
Turbulence Ahead
CHAPTER 9
PLANNINC TOOLS AND TECHNIQUES
Techniques for Assessing the Environment
Environmental Scanning
Forecasting
Benchmarking for TQM
Budgets
Types of Budgets
Approaches to Budgeting
Operational Planning Tools
Scheduling
MANAGERS SPEAK OUT: Hans Peter Schwarz,
Industrial Engineering and Technology Area,
Marquardt, Inc.
Breakeven Analysis
Linear Programming
Queuing Theory
Probability Theory
Margihal Analysis
Stimulation
Time Management: A Guide to Personal Planning
Time as a Scarce Resource
Focusing on Discretionary Time
How Do You Use Your Time?
Five Steps to Improve Time Management
Some Additional Points to Consider
Summary
Review Questions
Discussion Questions
Self-Assessment Exercise: Do You Know Your Daily
Productivity Cycle?
Ethical Dilemma Exercise
For Your Immediate Action: Four Men and a Truck
CASE APPLICATION: The White-Gloved Ladies of
Planning: How the Association of Junior Leagues
International Uses Environmental Scanning
VIDEO CASE APPLICATION: Planning a Winner
PA
RT Four
ORGANIZING
CHAPTER 10
ORGANIZATION STRUCTURE AND DESIG
Defining Organization Structure and Design
Building the Vertical Dimension of Organizations
Unity of Command
Authority and Responsibility
Span of Control
Centralization and Decentralization
Building the Horizonta! Dimension of
Organizations
Division of Labor
Departmentalization
MANAGERS WHO MADE A DIFFERENCE: Elien
Rohde, President of Healthtex
The Contingency Approach to Organization
Design
Mechanistic and Organic Organizations
Strategy and Structure
Size and Structure
Technology and Structure
Environment and Structure
Applications of Organization Design
Simpie Structure
Bureaucracy
Team-Based Structures
ENTREPRENEURSHIP: Structuring the
Entrepreneurial Firm
The Boundaryless Organization
MANAGING WORK FORCE DIVERSITY: The
Feminine Organization: Myth or Reality?
Summary
Review Questions
Discussion Questions
Self-Assessment Exerdse: How Willing Are You to
Delegate?
Ethical DHemma Exercise
For Your Immediate Action: Ontario Electronics Ltd.
CASE APPLICATION: Out with the Old, In with
the New
VIDEO CASE APPLICATION: The IRS Designs a
New Approach
CHAPTER 11
HUMAN RESOURCE MANACEMENT
Managers and Human Resources Departments
The Human Resource Management Process
Important Environmental Considerations
Human Resource Planning
Current Assessment
Future Assessment
Developing a Future Plan
Recruitment and Decruitment
Selection
What Is Selection?
Selection Devices
What Works Best and When?
Orientation
Employee Training
MANAGERS SPEAK OUT: Perb Fortner, Assistant
Vice-President, H & R Block Eastern Tax Services,
Inc.
Skill Categories
Training Methods
MANAGING YOUR CAREER: Getting the Most
Out of a Mentor Relationship
Career Development
Career Stages
Keys to a Successful Management Career
Compensation and Benefits
Current Issues in Human Resource Management
Managing Workforce Diversity
Sexual Harassment
Family Concerns
AIDS in the Workplace
Downsizing
Summary
Review Questions
Discussion Questions
Self-Assessment Exercise: Career Assessment Test
Ethical DHemma Exercise
For Your Immediate Action: Western Massachusetts
Power and Light
CASE APPLICATION: The Big, Mean Green
Machine
VIDEO CASE APPLICATION: Help Wanted-
Inquire Within
CHAPTER 12
MANACINC CHANGE AND INNOVATION
What Is Change?
Forces for Change
Internal Forces
The Manager as Change Agent
Two Different Views on the Change Process
The "Calm Waters" Metaphor
ENTREPRENEURSHIP: The Entrepreneur as
Change Agent
The "White-Water Rapids" Metaphor
Putting the Two Views in Perspective
Organizational Inertia and Resistance to Change
Resistance to Change
Techniques for Reducing Resistance
Techniques for Managing Change
Changing Structure
Changing Technology
Changing People
Contemporary Issues in Managing Change
Changing Organizational Cultures
MANAGING YOUR CAREER: Preparing for a
Changing Workplace
MANAGING WORKFORCE DIVERSITY: The
Paradox of Diversity
Implementing TQM
Re-engineering
MANAGERS SPEAK OUT: Peter Loescher, Vice
President and General Manager, Hoescht-Roussel
Agri-Vet Company
Handling Employee Stress
Stimulating Innovation
Innovation Versus Creativity
Fostering Innovation
Summary
Review Questions
Discussion Questions
Self-Assessment Exercise: How Innovative Are You?
Ethical Dilemma Exerdse
For Your Immediate Action: Performance Pros
CASE APPLICATION: Shaking Up the Giant-Not
just a Fairytale at EDS
VIDEO CASE APPLICATION: Old Traditions Die
Hard-Can Resistance to Change Be Overcome?
PART FIVE
LEADING
CHAPTER 13
FOUNDATIONS OF BEHAVIOR
Toward Explaining and Predicting Behavior
Focus on Organizational Behavior
Goals of Organizational Behavior
Attitudes
Attitudes and Consistency
Cognitive Dissonance Theory
Attitude Surveys
The Satisfaction-Productivity Controversy
Implications for Managers
Personality
Predicting Behavior from Personality Traits
MANAGERS WHO MADE A DIFFERENCE: Richard
Abdoo, CEO of Wisconsin Energy
Personality Assessment Tests
Personality Types in Different National
Cultures
Matching Personalities and jobs
Implications for Managers
Perception
Factors Influencing Perception
ENTREPRENEURSHIP: The Entrepreneurial
Personality
Attribution Theory
Frequently Used Shortcuts in judging Others
Implications for Managers
Learning
Operant Conditioning
MANAGING WORKFORCE DIVERSITY:
Challenging the Stereotypes of Women and
Older Workers
Sodal Learning
Shaping: A Managerial Tool
MANAGING YOUR CAREER: Learning to Get
Along with Difficult People
Implications for Managers
Summary
Review Questions
Discussion Questions
Self-Assessment Exercise: What's Your Problem-
Solving Style?
Ethical Dilemma Exercise
For Your Immediate Action: Prescott Publishers
CASE APPLICATION: Teaching an Old Dog New
Tricks-A Success Story from Eastern Europe
VIDEO CASE APPLICATION: Age and Attitudes
CHAPTER 14
UNDERSTANDINC CROUPS AND TEAMS
Understanding Group Behavior
What Is a Group?
Stages of Group Development
Basic Group Concepts
Toward Understanding Work Group
Behavior
Turning Groups into Effective Teams
What Is a Team?
Types of Teams
MANAGING WORK FORCE DIVERSITY: The
Challenge of Coordinating Heterogeneous
Groups
Why Use Teams?
Developing and Managing Effective Teams
Characteristics of Effective Teams
Managing Teams
MANAGERS SPEAK OUT: Sarah Lewis, Senior
Consultant, EDS Management Consulting
Services
Teams and TQM
Summary
Review Questions
Discussion Questions
Self-Assessment Exercise: Are You a Team Player?
Ethical Dilemma Exerdse
For Your Immecdiate Action: The Ann Arbor News
Herald
CASE APPLICATION: Is This Guy Crazy or What?
VIDEO CASE APPLICATION: Teams on the
Assembly Line-One Company's Experience
CHAPTER 15
MOTIVATINC EMPLOYEES
What Is Motivation?
Earty Theories of Motivation
Hierarchy of Needs Theory
Theory X and Theory Y
Motivation-Hygiene Theory
Contemporary Approaches to Motivation
Three-Needs Theory
Goal-Setting Theory
Reinforcement Theory
Designing Motivating jobs
MANAGERS WHO MADE A DIFFERENCE: Alexander
Panikin, Head, Paninter
Equity Theory
Expectancy Theory
Integrating Contemporary Theories of
Motivation
Contemporary Issues in Motivation
Motivating a Diverse Workforce
Pay for Performance
Employee Stock Ownership Plans (ESOPs)
Motivating Minimurn-Wage Employees
From Theory to Practice: Suggestions for
Motivating Employees
Summary
Review Questions
Discussion Questions
Self-Assessment Exercise: What Needs Are Most
Important to You?
Ethical Dilemma Exercise
For Your Immediate Action: La Mexcian Kitchen
CASE APPLICATION: Nordstrom Inc.-Lessons in
How and How Not to Motivate Employees
VIDEO CASE APPLICATION: Pedaling Your Way to
Fame
CHAPTER 16
LEADERSHIP
Managers Versus Leaders
Trait Theories
Behavioral Theories
Autocratic-Democratic Continuum
The Ohio State Studies
The University of Michigan Studies
The Managerial Grid
Summary of Behavioral Theories
Contingency Theories
The Fiedler Model
The Hersey-Blanchard Situational Theory
Path-Goal Theory
Leader Participation Model
Summary of Contingency Theories
Emerging Approaches to Leadership
Attribution Theory of Leadership
Charismatic Leadership Theory
MANAGERS WHO MADE A DIFFERENCE: Linda
Isenhour, General Manager, BellSouth's Phone
Network Operations
Transactional Versus Transformational
Leadership
Contemporary Issues in Leadership
Leaders and Power
Leading Through Empowerment
Gender and Leadership
Leadership Styles and Different Cultures
Sometimes Leadership Is Irrelevant!
Summary
Review Questions
Discussion Questions
Self-Assessment Exercise: Are You o Charismatic
Leader?
Ethical Dilemma Exercise
For Your Immediate Action: Middletown Community
College
CASE APPLICATION: Not just a Pipe Dream
VIDEO CASE APPLICATION: An Unusual Brand of
Leadership
CHAPTER 17
COMMUNICATION AND INTERPERSONAL
SKILLS
Understanding Communication
What Is Communication?
The Communication Process
Methods of Communicating
Barriers to Effective Communication
Overcoming the Barriers
MANAGING WORKFORCE DIVERSITY:
Communication Styles of Men and Women
Developing Interpersonal Skills
Active Listening Skills
Active Versus Passive Listening
Developing Effective Active Listening Skills
Feedback Skills
Positive Versus Negative Feedback
Developing Effective Feedback Skills
Delegation Skills
What Is Delegation?
Is Delegation Abdicatlon?
Contingency Factors in Delegation
MANAGERS SPEAK OUT: Bonita Watts, Managing
Director, Base, Inc.
Developing Effective Delegating Skills
Conflict Management Skills
What Is Conflict?
Functional Versus Dysfunctional Conflict
Developing Effective Conflict Resolution
Skills
What About Conflict Stimulation?
Negotiation Skills
Bargaining Strategies
Decision-Making Biases That Hinder
Effective Negotiations
Developing Effective Negctiation Skills
Summary
Review Questions
Discussion Questions
Self-Assessment Exercise: Conflict-HandHng Style
Questionnaire
Ethical Dilemma Exerdse
For Your Immediate Action: Stone, Hartwick,
Mueller, and Cibson
CASE APPLICATION: A Tragic Case of
Miscommunication-Avianca Flight 52
VIDEO CASE ARPLICATION: Sentenced to Voice
Mail Jail
PART SIX
CONTROLLING
CHAPTER 18
FOUNDATIONS OF CONTROL
What Is Control?
The Importance of Control
The Control Process
Measuring
Comparing
Taking Managerial Action
Summary
Types of Control
MANAGERS WHO MADE A DIFFERENCE: Martha
Clark Goss, Senior Vice President, Prudential
Insurance Company
Feedforward Control
Concurrent Control
Feedback Control
Qualities of an Effective Control System
ENTREPRENEURSHIP: Management by Walking
Around
The Dysfunctional Side of Controls
Adjusting Controls for National Differences
Ethical Issues in Control
Employee Workplace Privacy
Computer Monitoring
Off-the-Job Behavior
Summary
Review Questions
Discussion Questions
Self-Assessment Exerdse: Who Controls Your Life?
Ethical Dilemma Exercise
For Your Immediate Action: Collins State College,
School of Accountancy
CASE APPLICATION: Denver International
Airport: A Not-So-Funny Comedy of Errors
VIDEO CASE APPLICATION: Eye Spy at Work
CHAPTER 19
OPERATIONS MANACEMENT
Operations Management and the Transformation
Process
Managing Productivity
Operations Management Includes Both
Manufacturing and Services
Re-Engineering Work Processes
Strategic Operations Management
Planning Operations
Capadty Planning
Facilities Location Planning
Process Planning
Facilities Layout Planning
Aggregate Planning
Master Scheduling
Material Requirements Planning
Controlling Operations
Cost Control
Purchasing Control
Maintenance Control
Quality Control
Current Issues in Operations Management
Technology and Product Development
Implementing TQM Successfully
Reducing Inventories
Manufacturer-Supplier Partnerships
Flexibility as a Competitive Advantage
Speed as a Competitive Advantage
MANAGERS SPEAK OUT: Tom Clark, Plant
Manager, General Electric
Summary
Review Questions
Discussion Questions
Self-Assessment Exerdse: How's Your Knowledge of
fapanese Manufacturing?
Ethical Dilemma Exerdse
For Your Immediate Action: Westwood Travel
Services
CASE APPLICATION: Putting on the Voodoo
Lounge World Tour Takes More Than Magic
VIDEO CASE APPLICATION: Gaining Global
Competitive Advantage Through Flexible
Manufacturing-Ford's Truly Global Car
CHAPTER 20
CONTROL TOOLS AND
TECHNIQUES
Information Controls
Organizational Communication
Information Systems
MANAGERS SPEAK OUT: Laurent Koch, Division
Manager, Technology Services, Banque Francaise
du Commerce Exterieur
Finandal Controls
Budgets Revisited
Ratio Analysis
Operations Controls
TQM Control Charts
EOQ Model
Behavioral Controls
Direct Supervision
Performance Appraisal
Discipline
Substitutes for Direct Control
Summary
Review Questions
Discussion Questions
Setf-Assessment Exerdse: Are You Computer
Literate?
Ethical DHemma Exercise
For Your Immecliate Action: Compton Hill Classics
CASE APPLICATION: Out of Control&-What
Happened at Kidder, Peabody Co., Inc.?
VIDEO CASE APPLICATION: Patrolling the Net
Scoring Keys for Self-Assessment Exercises
SK-I
Endnotes E-l
Name Index Nl-l
Organization Index O1-1
Subject Index Sl-l
