Emma L. Murray & Christopher P. Neck 
Management [PDF ebook] 

PREFACE
ACKNOWLEDGMENTS
ABOUT THE AUTHORS
PART 1. INTRODUCTION
Chapter 1. Management: An Entrepreneurial Mindset
What Is Management
The Four Functions of Management
Key Aspects of the Entrepreneurial Mindset
How Do Managers Make a Difference?
Managers at Work
Mission, Vision and Values
Essential Management Skills
In Conclusion
Case Snapshot: Lululemon Athletica
Up for Debate
Key Terms
In Review
Chapter Exercises
Chapter 1S. Supplement: The Evolution of Management
The Historical Foundations of Management
The Quantitative Approach
The Behaviorist Approach
The Contemporary Perspective
Key Terms
In Review
Chapter 2. Ethics and Social Responsibility
What Are Ethics?
Organizational Ethics
Managing Responsibly Today
Social Responsibility
Social Entrepreneurship
In Conclusion
Case Snapshot: Ethics and Social Responsibility at IKEA
Up for Debate
Key Terms
In Review
Chapter Exercises
PART 2. THE CONTEXT OF MANAGEMENT
Chapter 3. Organizational Environment and Culture
Internal and External Environments
Specific Environment
General External Environment
Internal Environment
Types of Organizational Culture
In Conclusion
Case Snapshot: Cheniere Energy
Up for Debate
Key Terms
In Review
Chapter Exercise
Chapter 4. Diversity in a Global Economy
Diversity and Inclusion in the Workplace
Different Levels of Diversity
Promoting Diversity and Inclusivity
Cultural Diversity
Cultural Differences
In Conclusion
Case Snapshot: Pepsi Co
Up for Debate
Key Terms
In Review
Chapter Exercises
Chapter 5. The Entrepreneurial Manager
How Entrepreneurship Makes a Difference
Types of Entrepreneurial Managers
The Entrepreneurship Method
Opportunities and Challenges for Entrepreneurs
Learning From Failure
In Conclusion
Case Snapshot: Trust & Will
Up for Debate
Key Terms
In Review
Chapter Exercise
PART 3. PLANNING
Chapter 6. Making Effective Decisions
Decisions That Make a Difference
The Classical Model of Decision-Making
Decision-Making Styles
Decision-Making in the Real World
Barriers to Decision-Making
Group Decision-Making
In Conclusion
Case Snapshot: Best Buy
Up for Debate
Key Terms
In Review
Chapter Exercises
Chapter 7. Setting Goals
Setting Goals
Goals and Plans
Principles of Goal Setting
SMART Goals
Goal Setting Approaches
How Managers Track Progress
In Conclusion
Case Snapshot: Anaplan
Up for Debate
Key Terms
In Review
Chapter Exercises
Chapter 8. Designing Strategies
How Managers Plan to Make a Difference
Different Levels of Strategy
Industry and Competitive Analysis
Organizational Position and Capacity
Strategies for Personal Performance and Growth
In Conclusion
Case Snapshot: Salesforce
Up for Debate
Key Terms
In Review
Chapter Exercises
Chapter 9. Managing Change and Innovation
How Managers Change Organizations
Forces Driving Change
Resistance to Change
The Creative Process
Innovation
In Conclusion
Case Snapshot: Arizona State University
Up for Debate
Key Terms
In Review
PART 4. ORGANIZING
Chapter 10. Structuring Organizations
Organizational Structure
Elements of Organizational Structure
Traditional Organizational Structure
Contemporary Organizational Structures
Primary Factors in Determining Structural Type
In Conclusion
Case Snapshot: Zappos
Up for Debate
Key Terms
In Review
Chapter Exercise
Chapter 11. The Human Side of Management
Human Resource Management
Identifying Talent
Onboarding
Training Strategies in Organizations
Performance Management
In Conclusion
Case Snapshot: Berkshire Hathaway
Up for Debate
Key Terms
In Review
Chapter Exercise
Chapter 12: Managing Team Performance
The Importance of Teams
Types of Teams
The Roles Within Teams
Stages of Team Development
Effective Teams
Managing Conflict
In Conclusion
Case Snapshot: Costco Wholesale
Up for Debate
Key Terms
In Review
Chapter Exercises
PART 5. LEADING
Chapter 13. Managers as Leaders
Managers as Leaders
Leadership and Power
Types of Leaders
The Progression of Leadership
Beyond Traditional Leadership
Power-Distributing Leadership Theories
Values-Based Leadership Perspectives
In Conclusion
Case Snapshot: Managers as Leaders: Mule Soft
Up for Debate
Key Terms
In Review
Chapter Exercises
Chapter 14. Understanding Individual Behavior
How Individuals Make a Difference
Myers-Briggs Type Indicator
The Big Five Model
Core Self-Evaluations
The Impact of Individual Behavior on the Workplace
Stress and Individual Behavior
Managing Stress
In Conclusion
Case Snapshot: Hilton
Up for Debate
Key Terms
In Review
Chapter Exercise
Chapter 15. Motivating Others
The Motivation Process
Needs Theories
Intrinsic and Extrinsic Motivation
Motivation Through Job Design
Reinforcement and Its Impact on Motivation
In Conclusion
Case Snapshot: Dell
Up for Debate
Key Terms
In Review
Chapter Exercise
Chapter 16. Communicating
The Communication Model
Types of Communication Channels
Barriers to Communication
Communicating in Organizations
Cross-Cultural Communication
In Conclusion
Case Snapshot: Facebook
Up for Debate
Key Terms
In Review
Chapter Exercise
PART 6: CONTROLLING
Chapter 17. Controlling Information and Operations
How Controls Make a Difference
The Control Process
Information Technology
Information Systems
Financial Tools for Control
How Performance Development Makes a Difference
In Conclusion
Case Snapshot: Nintendo
Up for Debate
Key Terms
In Review
Chapter Exercise
GLOSSARY
NOTES
INDEX

Dr. Jeffery D. Houghton completed his Ph D in management at Virginia Polytechnic Institute and State University (Virginia Tech) and is currently a professor of management at West Virginia University. Dr. Houghton has taught college-level business courses at Virginia Tech, Abilene Christian University (TX), Lipscomb University (TN), The International University (Vienna, Austria), and the U.S. Justice Department Federal Bureau of Prisons. Prior to pursuing a full-time career in academics, he worked in the banking industry as a loan officer and branch manager. A member of the Honor Society of Phi Kappa Phi, Dr. Houghton’s research specialties include human behavior, motivation, personality, leadership, and self-leadership. Dr. Houghton has published more than 80 peer-reviewed journal articles, book chapters, and books, and his work has been cited more than 9, 000 times in academic journals. He currently teaches undergraduate, masters, and doctoral level courses in management, OB, and leadership. Dr. Houghton was named the 2013 Beta Gamma Sigma Professor of the Year for the John Chambers College of Business and Economics, awarded annually to one faculty member within the college as selected by a vote of the student members of Beta Gamma Sigma, and he received the 2008 Outstanding Teaching Award for the John Chambers College of Business and Economics, awarded annually to one faculty member for outstanding teaching. In addition to his research and teaching activities, Dr. Houghton has done consulting and conducted training seminars for companies, including the Federal Bureau of Investigation, Pfizer Pharmaceuticals, and the Bruce hardwood flooring company. In his spare time, Dr. Houghton enjoys traveling, classic mystery novels, racquetball, and snow skiing. Finally, Dr. Houghton has completed two marathons, the Marine Corps Marathon in Washington, DC, and the Dallas White Rock Marathon.