SESSION:1 Managing and Performing
1.1 What Do Managers Do?

SESSION:1 Managing and Performing
1.2 The Roles Managers Play

SESSION:1 Managing and Performing
1.3 Major Characteristics of the Manager’s Job

SESSION:1 Managing and Performing
Key Terms

SESSION:1 Managing and Performing
Summary of Learning Outcomes

SESSION:1 Managing and Performing
Chapter Review Questions

SESSION:1 Managing and Performing
Management Skills Application Exercises

SESSION:1 Managing and Performing
Managerial Decision Exercises

SESSION:1 Managing and Performing
Critical Thinking Case

SESSION:2 Managerial Decision-Making
2.1 Overview of Managerial Decision-Making

SESSION:2 Managerial Decision-Making
2.2 How the Brain Processes Information to Make Decisions: Reflective and Reactive Systems

SESSION:2 Managerial Decision-Making
2.3 Programmed and Nonprogrammed Decisions

SESSION:2 Managerial Decision-Making
2.4 Barriers to Effective Decision-Making

SESSION:2 Managerial Decision-Making
2.5 Improving the Quality of Decision-Making

SESSION:2 Managerial Decision-Making
2.6 Group Decision-Making

SESSION:2 Managerial Decision-Making
Key Terms

SESSION:2 Managerial Decision-Making
Summary of Learning Outcomes

SESSION:2 Managerial Decision-Making
Chapter Review Questions

SESSION:2 Managerial Decision-Making
Critical Thinking Case

SESSION:3 The History of Management
3.1 The Early Origins of Management

SESSION:3 The History of Management
3.2 The Italian Renaissance

SESSION:3 The History of Management
3.3 The Industrial Revolution

SESSION:3 The History of Management
3.4 Taylor-Made Management

SESSION:3 The History of Management
3.5 Administrative and Bureaucratic Management

SESSION:3 The History of Management
3.6 Human Relations Movement

SESSION:3 The History of Management
3.7 Contingency and System Management

SESSION:3 The History of Management
Key Terms

SESSION:3 The History of Management
Summary of Learning Outcomes

SESSION:3 The History of Management
Chapter Review Questions

SESSION:3 The History of Management
Managerial Decision Exercises

SESSION:4 External and Internal Organizational Environments and Corporate Culture
4.1 The Organization’s External Environment

SESSION:4 External and Internal Organizational Environments and Corporate Culture
4.2 External Environments and Industries

SESSION:4 External and Internal Organizational Environments and Corporate Culture
4.3 Organizational Designs and Structures

SESSION:4 External and Internal Organizational Environments and Corporate Culture
4.4 The Internal Organization and External Environments

SESSION:4 External and Internal Organizational Environments and Corporate Culture
4.5 Corporate Cultures

SESSION:4 External and Internal Organizational Environments and Corporate Culture
4.6 Organizing for Change in the 21st Century

SESSION:4 External and Internal Organizational Environments and Corporate Culture
Key Terms

SESSION:4 External and Internal Organizational Environments and Corporate Culture
Summary of Learning Outcomes

SESSION:4 External and Internal Organizational Environments and Corporate Culture
Chapter Review Questions

SESSION:4 External and Internal Organizational Environments and Corporate Culture
Management Skills Application Exercises

SESSION:4 External and Internal Organizational Environments and Corporate Culture
Managerial Decision Exercises

SESSION:4 External and Internal Organizational Environments and Corporate Culture
Critical Thinking Case

SESSION:5 Ethics, Corporate Responsibility, and Sustainability
5.1 Ethics and Business Ethics Defined

SESSION:5 Ethics, Corporate Responsibility, and Sustainability
5.2 Dimensions of Ethics: The Individual Level

SESSION:5 Ethics, Corporate Responsibility, and Sustainability
5.3 Ethical Principles and Responsible Decision-Making

SESSION:5 Ethics, Corporate Responsibility, and Sustainability
5.4 Leadership: Ethics at the Organizational Level

SESSION:5 Ethics, Corporate Responsibility, and Sustainability
5.5 Ethics, Corporate Culture, and Compliance

SESSION:5 Ethics, Corporate Responsibility, and Sustainability
5.6 Corporate Social Responsibility (CSR)

SESSION:5 Ethics, Corporate Responsibility, and Sustainability
5.7 Ethics around the Globe

SESSION:5 Ethics, Corporate Responsibility, and Sustainability
5.8 Emerging Trends in Ethics, CSR, and Compliance

SESSION:5 Ethics, Corporate Responsibility, and Sustainability
Key Terms

SESSION:5 Ethics, Corporate Responsibility, and Sustainability
Summary of Learning Outcomes

SESSION:5 Ethics, Corporate Responsibility, and Sustainability
Chapter Review Questions

SESSION:5 Ethics, Corporate Responsibility, and Sustainability
Management Skills Application Exercises

SESSION:5 Ethics, Corporate Responsibility, and Sustainability
Managerial Decision Exercises

SESSION:5 Ethics, Corporate Responsibility, and Sustainability
Critical Thinking Case

SESSION:6 International Management
6.1 Importance of International Management

SESSION:6 International Management
6.2 Hofstede’s Cultural Framework

SESSION:6 International Management
6.3 The GLOBE Framework

SESSION:6 International Management
6.4 Cultural Stereotyping and Social Institutions

SESSION:6 International Management
6.5 Cross-Cultural Assignments

SESSION:6 International Management
6.6 Strategies for Expanding Globally

SESSION:6 International Management
6.7 The Necessity of Global Markets

SESSION:6 International Management
Key Terms

SESSION:6 International Management
Summary of Learning Outcomes

SESSION:6 International Management
Chapter Review Questions

SESSION:6 International Management
Management Skills Application Exercises

SESSION:6 International Management
Managerial Decision Exercises

SESSION:6 International Management
Critical Thinking Case

SESSION:7 Entrepreneurship
7.1 Entrepreneurship

SESSION:7 Entrepreneurship
7.2 Characteristics of Successful Entrepreneurs

SESSION:7 Entrepreneurship
7.3 Small Business

SESSION:7 Entrepreneurship
7.4 Start Your Own Business

SESSION:7 Entrepreneurship
7.5 Managing a Small Business

SESSION:7 Entrepreneurship
7.6 The Large Impact of Small Business

SESSION:7 Entrepreneurship
7.7 The Small Business Administration

SESSION:7 Entrepreneurship
7.8 Trends in Entrepreneurship and Small-Business Ownership

SESSION:7 Entrepreneurship
Key Terms

SESSION:7 Entrepreneurship
Summary of Learning Outcomes

SESSION:7 Entrepreneurship
Chapter Review Questions

SESSION:7 Entrepreneurship
Management Skills Application Exercises

SESSION:7 Entrepreneurship
Managerial Decision Exercises

SESSION:7 Entrepreneurship
Critical Thinking Case

SESSION:8 Strategic Analysis: Understanding a Firm’s Competitive Environment
8.1 Gaining Advantages by Understanding the Competitive Environment

SESSION:8 Strategic Analysis: Understanding a Firm’s Competitive Environment
8.2 Using SWOT for Strategic Analysis

SESSION:8 Strategic Analysis: Understanding a Firm’s Competitive Environment
8.3 A Firm’s External Macro Environment: PESTEL

SESSION:8 Strategic Analysis: Understanding a Firm’s Competitive Environment
8.4 A Firm’s Micro Environment: Porter’s Five Forces

SESSION:8 Strategic Analysis: Understanding a Firm’s Competitive Environment
8.5 The Internal Environment

SESSION:8 Strategic Analysis: Understanding a Firm’s Competitive Environment
8.6 Competition, Strategy, and Competitive Advantage

SESSION:8 Strategic Analysis: Understanding a Firm’s Competitive Environment
8.7 Strategic Positioning

SESSION:8 Strategic Analysis: Understanding a Firm’s Competitive Environment
Key Terms

SESSION:8 Strategic Analysis: Understanding a Firm’s Competitive Environment
Summary of Learning Outcomes

SESSION:8 Strategic Analysis: Understanding a Firm’s Competitive Environment
Chapter Review Questions

SESSION:8 Strategic Analysis: Understanding a Firm’s Competitive Environment
Management Skills Application Exercises

SESSION:8 Strategic Analysis: Understanding a Firm’s Competitive Environment
Managerial Decision Exercises

SESSION:8 Strategic Analysis: Understanding a Firm’s Competitive Environment
Critical Thinking Case

SESSION:9 The Strategic Management Process: Achieving and Sustaining Competitive Advantage
9.1 Strategic Management

SESSION:9 The Strategic Management Process: Achieving and Sustaining Competitive Advantage
9.2 Firm Vision and Mission

SESSION:9 The Strategic Management Process: Achieving and Sustaining Competitive Advantage
9.3 The Role of Strategic Analysis in Formulating a Strategy

SESSION:9 The Strategic Management Process: Achieving and Sustaining Competitive Advantage
9.4 Strategic Objectives and Levels of Strategy

SESSION:9 The Strategic Management Process: Achieving and Sustaining Competitive Advantage
9.5 Planning Firm Actions to Implement Strategies

SESSION:9 The Strategic Management Process: Achieving and Sustaining Competitive Advantage
9.6 Measuring and Evaluating Strategic Performance

SESSION:9 The Strategic Management Process: Achieving and Sustaining Competitive Advantage
Key Terms

SESSION:9 The Strategic Management Process: Achieving and Sustaining Competitive Advantage
Summary of Learning Outcomes

SESSION:9 The Strategic Management Process: Achieving and Sustaining Competitive Advantage
Chapter Review Questions

SESSION:9 The Strategic Management Process: Achieving and Sustaining Competitive Advantage
Management Skills Application Exercises

SESSION:9 The Strategic Management Process: Achieving and Sustaining Competitive Advantage
Managerial Decision Exercises

SESSION:9 The Strategic Management Process: Achieving and Sustaining Competitive Advantage
Critical Thinking Case

SESSION:10 Organizational Structure and Change
10.1 Organizational Structures and Design

SESSION:10 Organizational Structure and Change
10.2 Organizational Change

SESSION:10 Organizational Structure and Change
10.3 Managing Change

SESSION:10 Organizational Structure and Change
Key Terms

SESSION:10 Organizational Structure and Change
Summary of Learning Outcomes

SESSION:10 Organizational Structure and Change
Chapter Review Questions

SESSION:10 Organizational Structure and Change
Management Skills Application Exercises

SESSION:10 Organizational Structure and Change
Managerial Decision Exercises

SESSION:10 Organizational Structure and Change
Critical Thinking Case

SESSION:11 Human Resource Management
11.1 An Introduction to Human Resource Management

SESSION:11 Human Resource Management
11.2 Human Resource Management and Compliance

SESSION:11 Human Resource Management
11.3 Performance Management

SESSION:11 Human Resource Management
11.4 Influencing Employee Performance and Motivation

SESSION:11 Human Resource Management
11.5 Building an Organization for the Future

SESSION:11 Human Resource Management
11.6 Talent Development and Succession Planning

SESSION:11 Human Resource Management
Key Terms

SESSION:11 Human Resource Management
Summary of Learning Outcomes

SESSION:11 Human Resource Management
Chapter Review Questions

SESSION:11 Human Resource Management
Management Skills Application Exercises

SESSION:11 Human Resource Management
Managerial Decision Exercises

SESSION:11 Human Resource Management
Critical Thinking Case

SESSION:12 Diversity in Organizations
12.1 An Introduction to Workplace Diversity

SESSION:12 Diversity in Organizations
12.2 Diversity and the Workforce

SESSION:12 Diversity in Organizations
12.3 Diversity and Its Impact on Companies

SESSION:12 Diversity in Organizations
12.4 Challenges of Diversity

SESSION:12 Diversity in Organizations
12.5 Key Diversity Theories

SESSION:12 Diversity in Organizations
12.6 Benefits and Challenges of Workplace Diversity

SESSION:12 Diversity in Organizations
12.7 Recommendations for Managing Diversity

SESSION:12 Diversity in Organizations
Key Terms

SESSION:12 Diversity in Organizations
Summary of Learning Outcomes

SESSION:12 Diversity in Organizations
Chapter Review Questions

SESSION:12 Diversity in Organizations
Management Skills Application Exercises

SESSION:12 Diversity in Organizations
Managerial Decision Exercises

SESSION:12 Diversity in Organizations
Critical Thinking Case

SESSION:13 Leadership
13.1 The Nature of Leadership

SESSION:13 Leadership
13.2 The Leadership Process

SESSION:13 Leadership
13.3 Leader Emergence

SESSION:13 Leadership
13.4 The Trait Approach to Leadership

SESSION:13 Leadership
13.5 Behavioral Approaches to Leadership

SESSION:13 Leadership
13.6 Situational (Contingency) Approaches to Leadership

SESSION:13 Leadership
13.7 Substitutes for and Neutralizers of Leadership

SESSION:13 Leadership
13.8 Transformational, Visionary, and Charismatic Leadership

SESSION:13 Leadership
13.9 Leadership Needs in the 21st Century

SESSION:13 Leadership
Key Terms

SESSION:13 Leadership
Summary of Learning Outcomes

SESSION:13 Leadership
Chapter Review Questions

SESSION:13 Leadership
Management Skills Application Exercises

SESSION:13 Leadership
Managerial Decision Exercises

SESSION:13 Leadership
Critical Thinking Case

SESSION:14 Work Motivation for Performance
14.1 Motivation: Direction and Intensity

SESSION:14 Work Motivation for Performance
14.2 Content Theories of Motivation

SESSION:14 Work Motivation for Performance
14.3 Process Theories of Motivation

SESSION:14 Work Motivation for Performance
14.4 Recent Research on Motivation Theories

SESSION:14 Work Motivation for Performance
Key Terms

SESSION:14 Work Motivation for Performance
Summary of Learning Outcomes

SESSION:14 Work Motivation for Performance
Chapter Review Questions

SESSION:14 Work Motivation for Performance
Management Skills Application Exercises

SESSION:14 Work Motivation for Performance
Managerial Decision Exercises

SESSION:14 Work Motivation for Performance
Critical Thinking Case

SESSION:15 Managing Teams
15.1 Teamwork in the Workplace

SESSION:15 Managing Teams
15.2 Team Development Over Time

SESSION:15 Managing Teams
15.3 Things to Consider When Managing Teams

SESSION:15 Managing Teams
15.4 Opportunities and Challenges to Team Building

SESSION:15 Managing Teams
15.5 Team Diversity

SESSION:15 Managing Teams
15.6 Multicultural Teams

SESSION:15 Managing Teams
Key Terms

SESSION:15 Managing Teams
Summary of Learning Outcomes

SESSION:15 Managing Teams
Chapter Review Questions

SESSION:15 Managing Teams
Management Skills Application Exercises

SESSION:15 Managing Teams
Managerial Decision Exercises

SESSION:15 Managing Teams
Critical Thinking Case

SESSION:16 Managerial Communication
16.1 The Process of Managerial Communication

SESSION:16 Managerial Communication
16.2 Types of Communications in Organizations

SESSION:16 Managerial Communication
16.3 Factors Affecting Communications and the Roles of Managers

SESSION:16 Managerial Communication
16.4 Managerial Communication and Corporate Reputation

SESSION:16 Managerial Communication
16.5 The Major Channels of Management Communication Are Talking, Listening, Reading, and Writing

SESSION:16 Managerial Communication
Key Terms

SESSION:16 Managerial Communication
Summary of Learning Outcomes

SESSION:16 Managerial Communication
Chapter Review Questions

SESSION:16 Managerial Communication
Management Skills Application Exercises

SESSION:16 Managerial Communication
Managerial Decision Exercises

SESSION:16 Managerial Communication
Critical Thinking Case

SESSION:17 Organizational Planning and Controlling
17.1 Is Planning Important

SESSION:17 Organizational Planning and Controlling
17.2 The Planning Process

SESSION:17 Organizational Planning and Controlling
17.3 Types of Plans

SESSION:17 Organizational Planning and Controlling
17.4 Goals or Outcome Statements

SESSION:17 Organizational Planning and Controlling
17.5 Formal Organizational Planning in Practice

SESSION:17 Organizational Planning and Controlling
17.6 Employees’ Responses to Planning

SESSION:17 Organizational Planning and Controlling
17.7 Management by Objectives: A Planning and Control Technique

SESSION:17 Organizational Planning and Controlling
17.8 The Control- and Involvement-Oriented Approaches to Planning and Controlling

SESSION:17 Organizational Planning and Controlling
Key Terms

SESSION:17 Organizational Planning and Controlling
Summary of Learning Outcomes

SESSION:17 Organizational Planning and Controlling
Chapter Review Questions

SESSION:17 Organizational Planning and Controlling
Management Skills Application Exercises

SESSION:17 Organizational Planning and Controlling
Managerial Decision Exercises

SESSION:17 Organizational Planning and Controlling
Critical Thinking Case

SESSION:18 Management of Technology and Innovation
18.1 MTI—Its Importance Now and In the Future

SESSION:18 Management of Technology and Innovation
18.2 Developing Technology and Innovation

SESSION:18 Management of Technology and Innovation
18.3 External Sources of Technology and Innovation

SESSION:18 Management of Technology and Innovation
18.4 Internal Sources of Technology and Innovation

SESSION:18 Management of Technology and Innovation
18.5 Management Entrepreneurship Skills for Technology and Innovation

SESSION:18 Management of Technology and Innovation
18.6 Skills Needed for MTI

SESSION:18 Management of Technology and Innovation
18.7 Managing Now for Future Technology and Innovation

SESSION:18 Management of Technology and Innovation
Key Terms

SESSION:18 Management of Technology and Innovation
Summary of Learning Outcomes

SESSION:18 Management of Technology and Innovation
Chapter Review Questions

SESSION:18 Management of Technology and Innovation
Management Skills Application Exercises

SESSION:18 Management of Technology and Innovation
Managerial Decision Exercises

SESSION:18 Management of Technology and Innovation
Critical Thinking Case

References