1     2      3    4    5

Jones
Contemporary Management, 3/e, ©2003

<a onClick="window.open('/olcweb/cgi/pluginpop.cgi?it=gif::::/sites/dl/free/0072469447/45793/powerweb.gif','popWin', 'width=200,height=118,resizable,scrollbars');" href="#"><img valign="absmiddle" height="16" width="16" border="0" src="/olcweb/styles/shared/linkicons/image.gif"> (1.0K)</a>
 

PowerWeb is now organized and available directly within each chapter. Click here to register for PowerWeb. You can access the PowerWeb content directly by clicking in the Left Hand Navigation Menu, selecting a chapter, and any of the premium content features: PowerWeb Articles, News Updates, and Weekly Updates Archive. For access to PowerWeb content, you will need a registration code. The PowerWeb registration code is included on the card that came with your new textbook. If you have already registered, just enter your username and password when you are prompted to.

Click here on Management Skill Booster to learn more about this innovative technology offering for your resource management class!

Already Registered Click Here

Having trouble with Management Skill Booster? Click Help With Skill Booster (25.0K)

The Student Center content with testbank is available for WebCT, Blackboard, and McGraw-Hill's PageOut course management systems. For more information instructors should visit McGraw-Hill Digital Solutions.

About The Book

Sample Chapters
Overview
Table of Contents
About the Authors
Preface
Exciting New Features
Retained Features
Supplement List    

PageOut

Mobile Resources

Sample Chapters

Sample Chapter 1 (1064.0K)                Our Server
Sample Chapter 3 (692.0K)                   Our Server
Sample Chapter 8 (796.0K)                    Our Server

Overview

When first introduced to the market in 1998, Contemporary Management, by Jones and George made a huge splash with its innovative voice, content, pedagogy, design, and package. The cutting-edge 3rd Edition continues to redefine what principles of management texts should look, sound, and feel like. Authors Gareth Jones and Jennifer George are dedicated to the challenge of "Making It Real" for students. As a team, they are uniquely qualified to write about both the strategic imperative for managers and organizational challenges that real managers face! Their combined research and text-writing experience is matched by no author team today.

Contemporary Management is a comprehensive text that surveys the theoretical underpinnings of modern management thought and research and through a variety of real world examples from small, medium, and large companies shows the reader how those ideas are used by practicing managers. Of course, the organization of this text follows the mainstream functional approach of planning, organizing, leading, and controlling; but the content is flexible and encourages instructors to use the organization they are most comfortable with. The themes of diversity, ethics, and information technology have been greatly expanded in the 3rd Edition through in-text examples, photographs, "unboxed" stories, and the end-of-chapter material - all areas of importance that truly serve to bring to life the workplace realities that today's student will encounter in the course of a career.

Table of Contents

Part One: Management
Chapter 1 Managers and Managing
Chapter 2 The Evolution of Management Theory
Chapter 3 Attitudes, Values, Ethics, and Culture: The Manager as a Person

Part Two: The Environment of Management
Chapter 4 Effectively Managing Diversity
Chapter 5 The Organizational Environment
Chapter 6 Managing the Global Environment

Part Three: Managing Decision Making and Planning
Chapter 7 The Manager as a Decision Maker
Chapter 8 The Manager as Planner and Strategist

Part Four: Managing Organizational Architecture
Chapter 9 Managing Organizational Structure
Chapter 10 Organizational Control and Culture
Chapter 11 Human Resource Management

Part Five: Managing Individuals and Groups
Chapter 12 Motivation
Chapter 13 Leadership
Chapter 14 Groups and Teams
Chapter 15 Communication
Chapter 16 Organizational Conflict, Negotiation, Politics, and Change

Part Six: Managing Essential Operations and Processes
Chapter 17 Managing Information Systems and Technologies
Chapter 18 Operations Management: Managing Quality, Efficiency, and Responsiveness to Customers
Chapter 19 The Management of Innovation, Product Development, and Entrepreneurship

About the Authors

Gareth Jones is a Professor of Management in the Lowry Mays College and Graduate School of Business and the Graduate School of Business at Texas A&M University. He received both his B.A. and Ph.D. from the University of Lancaster, U.K. He previously held teaching and research appointments at the University Warwick, Michigan State University, and the University of Illinois at Urbana-Champaign.

He specializes in both strategic management and organizational theory and is well known for his research that applies transaction cost analysis to explain many forms of strategic behavior. He is currently interested in strategy process and issues concerning the development of trust and the role of affect in the strategic decision making process. He has published many articles in leading journals of the field and his recent work has appeared in the Academy of Management Review, Journal of International Business Studies, Human Relations, and the Journal of Management. One of his articles won the Academy of Management Journal Best Paper Award, and he is one of the most prolific authors in the Academy of Management Review. He is serving or has served on the editorial boards of the Academy of Management Review the Journal of Management, and Management Inquiry. In addition to his academic achievements, Gareth is co-author on three other major text books in the management discipline, including organizational behavior, organizational theory, and strategic management.

Jennifer M. George is the Mary Gibbs Jones Professor of Management and Professor of Psychology in the Jesse H. Jones Graduate School of Management at Rice University. She received her B.A. in Psychology/Sociology from Wesleyan University, her M.B.A. in Finance from New York University, and her Ph.D. in Management and Organizational Behavior from New York University. Prior to joining the faculty at Rice University, she was a Professor in the Department of Management at Texas A&M University.

Professor George specializes in Organizational Behavior and is well known for her research on mood and emotion in the workplace, their determinants, and their effects on various individual and group level work outcomes. She is the author of many articles in leading peer-reviewed journals such as the Academy of Management Journal, the Academy of Management Review, the Journal of Applied Psychology, Organizational Behavior and Human Decision Processes, Journal of Personality and Social Psychology, and Psychological Bulletin. One of her papers won the Academy of Management’s Organizational Behavior Division Outstanding Competitive Paper Award and another paper won the Human Relations Best Paper Award. She is, or has been, on the editorial review boards of the Journal of Applied Psychology, Academy of Management Journal, Journal of Management, Organizational Behavior and Human Decision Processes, and Journal of Managerial Issues, was a consulting editor for the Journal of Organizational Behavior, and is a member of the SIOP Organizational Frontiers Series editorial board. She is a Fellow in the American Psychological Association, the American Psychological Society, and the Society for Industrial and Organizational Psychology and a member of the Society for Organizational Behavior. Professor George is currently an Associate Editor for the Journal of Applied Psychology. She also has co-authored a leading textbook on organizational Behavior.

Preface

The business world has changed dramatically in the three years since we last revised our book. There are increasing pressures on managers at all levels to integrate new information technology into all aspects of an organization's operations to improve efficiency and customer responsiveness. The increasing diversity of the workforce has made it imperative for managers to understand how and why people differ so that they can effectively manage diversity. The continuing need to innovate and to improve the quality of goods and services to allow an organization to compete effectively, especially on a global level, have continued to confront managers. The tasks that managers must perform effectively have become more complex and challenging than ever before.

Encouraged by the favorable reception and high level of support that greeted the first two editions of Contemporary Management we set out to revise and develop the third edition of our book in significant ways based on the reactions and suggestions of both users and reviewers. Both users and reviewers were very supportive of our attempts to integrate contemporary management theories and approaches into the analysis of management and organizations. Our goal has been to distill new and classic theorizing and research into a contemporary framework that is compatible with the traditional focus on management as planning, leading, organizing, and controlling, but which transcends this traditional approach.

Users and reviewers report that students appreciate and enjoy our presentation of management, a presentation which makes its relevance obvious even to those who lack exposure to "a real-life" management context. Students like both the book's content and the way we relate management theory to real life examples to drive home the message that management matters both because it determines how well organizations perform, and because managers and organizations affect the lives of people who work inside them and people outside the organization, such as customers and shareholders.

The contemporary nature of our approach can be seen most clearly by examining our table of contents, and by perusing our treatment of management issues, especially with reference to the kinds of issues and organizations we discuss in our opening cases and many insights throughout the book. In keeping with this tradition, we've added many new and updated topics and issues throughout all of the chapters in the book. Some highlights include: fall of the dot-coms and problems and challenges encountered by dot-coms, moods and emotions, emotional intelligence, how managers create culture, attraction-selection-attrition framework, ethical organizational cultures, different kinds of diversity--age, gender, race and ethnicity, religion, capabilities/disabilities, socioeconomic background, sexual orientation--business case for diversity, schemas and gender schemas, gender discrimination, global supply chain management and its importance in light of increasing globalization, how IT is making the world smaller, designing global IT systems, B2bnetworks and IT, knowledge management and IT, control systems and IT, Six Sigma quality improvement programs, 360-degree appraisals, cafeteria-style benefits, need for work-life balance, overpayment and underpayment inequity, equity and the dot- com bust, employee stock options, intellectual stimulation, development consideration, transformation leadership, gender and leadership, emotional intelligence and leadership, how virtual storefronts compare to traditional brick-and-mortar storefronts.

Unique Coverage
As you will see, we have some chapters that are not contained in any other management book. Our new Chapter 3, for example, takes the former chapter on "The Manager as a Person," (which discussed managers as real people with their own personalities, strengths, weaknesses, opportunities, and problems) and now combines it with an in-depth discussion of ethics and culture. This unique chapter now shows students how managers shape all aspects of the way an organization works, and students will grasp that managers are people like themselves and subject to the same kinds of forces that govern their choices and actions. Another unique chapter for a management book, Chapter 16, "Organizational Confiict, Politics, and Change," discusses how managers can successfully manage organizational politics, conflict, negotiation, and change. Students will also appreciate the challenges managers face and how, as future managers, they can successfully meet them. The chapter gives students a hands-on look at managing crucial organizational processes. Similarly, our book has always had the greatest coverage of communication and information technology (IT) of any book in the market, and the practical, hands on significance of understanding IT is obvious today like never before. We show in every chapter in rich detail how IT is impacting the jobs or managers and employees alike.

Emphasis on Applied Management
Our contemporary approach also is illustrated by the way we have chosen to organize and discuss contemporary management issues. We have gone to great lengths to bring the manager back into the subject matter of management. That is, we have written our chapters from the perspective of current or future managers to illustrate, in a hands-on way, the problems and opportunities they face and how they can effectively meet them. For example, in Chapter 3 we provide an integrated treatment of personality, ethics, and culture; in Chapter 4 a hands on account of diversity, and sexual harassment that clearly explains their significance to practicing managers. In Chapter 7, on planning and strategy we provide an integrated treatment of highlighting the choices managers face as they go about performing the planning role. We emphasize important issues managers face and how management theory, research, and practice can help them and their organizations be effective. This chapter is one of our book's most popular chapters with both instructors and students.

This applied approach can also be clearly seen in the last three chapters of the book in which we cover the topics of managing information systems, technology, and operations management, topics which have tended to be difficult to teach to new management students in an interesting and novel way. Our chapters provide a student-friendly, behavioral approach to understanding the management processes entailed in information systems, operations management, and innovation and entrepreneurship. As our reviewers noted, while most books' treatment of these issues is dry and quantitative, ours comes alive with its focus on how managers can manage the people and processes necessary to give an organization a competitive advantage. In fact, the management of information technology to create and sustain a competitive advantage has always been a major theme of our book, as discussed earlier. In the new edition, our communications chapter, information systems chapter, abundant IT examples, and internet exercises continue to provide a state-of-the-art account of new developments in computer information systems that students will understand and enjoy.

Flexible Organization
Another factor of interest to instructors concerns the way we have designed the grouping of chapters to allow instructors to teach the chapter material in the order that best suits their needs. For example, the more micro-oriented instructor can follow Chapters 1 through 4 with 12 through 16 and then do the more macro chapters. The more macro-oriented professor can follow Chapters 1 and 2 with 5 through 10, jump to 17, 18, 19, and then do the micro Chapters 2 and 3 and 11-16. Our sequencing of parts and chapters gives the instructor considerable freedom to design the course that best suits him or her. Instructors are not tied to the planning, organizing, leading, controlling framework, even though our presentation remains consistent with this approach.

Rich and Relevant Examples
An important feature of our book is the way we use real-world examples and stories about managers and companies to drive home the applied lessons to students. Our reviewers were unanimous in their praise of the sheer range and depth of the rich, interesting examples we use to illustrate the chapter material and make it come alive. Moreover, unlike other books, our boxes are seamlessly integrated in the text: they are an integral part of the learning experience, and not tacked on and unrelated to the text itself. This is central to our pedagogical approach.

Each chapter now opens with "A Manager's Challenge" which poses a chapter-related challenge and then discusses how managers in one or more organizations responded to that challenge. "A Manager's Challenge" helps demonstrate the uncertainty surrounding the management process.

Additional in-depth examples appear in boxes throughout each chapter. "Management Insights" illustrate the topics of the chapter, while the "Ethics in Action," "Managing Globally," and "Focus on Diversity" and "Information Technology Byte" boxes examine the chapter topics from each of these perspectives.

These are not "boxes" in the traditional sense, meaning they're not disembodied from the chapter narrative. These thematic applications are fully integrated into the reading. Students will no longer be forced to decide whether to read "boxed" material. It is also important to make these features interesting to students so that they engage students while illustrating the chapter material.

This edition also continues the feature "Tips for New Managers" which distills the lessons that students can take from the chapter and use to develop their management skills.

Experiential Learning Features
We have given considerable time and attention to developing state-of-the-art experiential end-of-chapter learning exercises that we hope will also drive home the meaning of management to students. Grouped together at the end of each chapter in the section called Management in Action, they include:

• TOPICS FOR DISCUSSION AND ACTION A set of chapter-related questions and points for reflection some of which ask students to research actual management issues and learn first-hand from practicing managers.
• BUILDING MANAGEMENT SKILLS A self-development exercise that asks students to apply what they have learned to their own experience of organizations and managers or to the experiences of others.
• SMALL GROUP BREAKOUT EXERCISE This unique exercise is designed to allow instructors in large section classes to utilize interactive experiential exercises in groups of 3-4 students. The instructor calls on students to break up into small groups--simply by turning to people around them--and all students participate in the exercise in-class, and a mechanism is provided for the different groups to share what they have learned with each other.
• EXPLORING THE WORLD WIDE WEB Two internet exercises designed to draw students into the web and give them experience of the new information systems, while applying what they have learned.
• NEW! YOU'RE THE MANAGEMENT CONSULTANT This exercise presents a realistic scenario in which a manager/organization faces some kind of challenge, problem, or opportunity and the student plays the role of a management consultant offering advice and recommending a course of action based on the chapter content. Because managers and organizations frequently need this kind of help either internally (from other members of the organization) or externally (from consultants), these exercises provide students a real, hands-on way to take an action-oriented approach to solving "real" problems by applying what they've just learned in the chapter.
• BUSINESS WEEK CASES IN THE NEWS Each chapter has two cases for analysis (or sometimes one longer case), which are shortened versions of actual Business Week articles. The accompanying discussion questions encourage students to read about and to analyze how real managers deal with real problems in the business world. Some of these cases, especially the longer ones, are to be found on the Contemporary Management website at www.mhhe.com/jones3e. These cases give instructors the opportunity to explore issues in more depth if they choose. Our idea is that instructors can select from these exercises and vary them over the semester so that students can learn the meaning of management through many different avenues. These exercises complement the chapter material and have been class tested to add to the overall learning experience, and students report that they both learn from them and enjoy them.

Integrated Learning System
Great care was used in the creation of the supplemental materials to accompany Contemporary Management. Whether you are a seasoned faculty or a newly minted instructor, you'll find our support materials to be the most thorough and thoughtful ever created!

For Instructors
Instructor's Manual
Prepared by Anne Cowden of California State University-Sacramento, each chapter contains an overview, learning objectives, key terms, list of resources, notes for opening case, lecture outline, three lecture enhancers (at least one per chapter is new to this edition), notes for small group breakout exercises and world wide web exercises, notes for management cases, and video teaching notes.

Test Bank and Computerized Test Bank
The test bank has been thoroughly reviewed, revised and improved in response to customer feedback by a new author, Eileen Hogan, of Kutztown University. There are approximately 100 questions per chapter, including true-false, multiple-choice, and essay, each tagged with level of difficulty (corresponding to Bloom's taxonomy of educational objectives), correct answer, and page references to the text.

Videos
Two valuable sets of videos are now available with this text: a fresh line-up of case videos featuring programs from NBC and PBS news reports and a new series of management skills videos called the "Manager's Hot Seat." The case videos provide further coverage of topics, examples, and cases in each chapter that are identified with a distinctive video icon appearing in the book margins. New video titles include "Donna Dubinsky, Creator of Palm Pilot," "Dot Gone: Dot-Com Companies Failing," "MTV/Viacom China Manager Discusses the Changing Culture and Attitude in China," and "Daniel Goleman Discusses His Book, Emotional Intelligence." The Manager's Hot Seat videos show how real managers respond to simulated real-world scenarios that require the use of key management skills, including "Managing Personality Clashes/Conflict Resolution," "Self-Management: Disclosing Personal Information," "Using Active Listening to Resolve Issues," and "Managing Diversity: The Interview Process."

Instructor's Presentation Manager CD-ROM
This presentation CD-ROM allows instructors to easily create their own custom presentations using resources on the CD, like the instructor's manual, video clips, and PowerPoint, or from their own PowerPoint slides or web screenshots.

PowerPoint Presentation
Approximately 400 slides feature reproductions of key tables & figures from the text as well as original content, created by Charlie Cook of the University of West Alabama.

For Students
Student Study Guide
Prepared by Tom Quirk of Webster University, the study guide has been completely revised and updated with the goal of helping students master course content. Each chapter now includes learning objectives; chapter outline; and matching, true-false, multiple choice, and essay questions, with answer keys including page references to the text.

Student CD-ROM
Every new copy of the Third Edition is packaged with a free Student CD-ROM, featuring an integrative case study on Yahoo!, with accompanying video, plus self-scoring chapter quizzes, chapter reviews, web links, and interactive self-assessments such as "Active Listening Skills," "Team Roles Preference Scales," "What Is Your Primary Conflict Handling Style?" "Sources of Power," "Maslow's Hierarchy of Needs."

The Contemporary Management Online Learning Center www.mhhe.com/jones3e
This website provides a convenient collection of online learning resources designed to reinforce and build on the text content, including chapter reviews, self-quizzes, exercises, cases, and news updates. (A password-protected section is also available to instructors, containing downloadable supplements, sample syllabi, and a message board.)

PowerWeb http://www.dushkin.com/powerweb.
Harness the assets of the Web to keep your course current with PowerWeb! This online resource provides high quality, peer-reviewed content including up-to-date articles from leading periodicals and journals, current news, weekly updates with assessment, interactive exercises, Web research guide, study tips, and much more!

Business Week Edition.
Students can subscribe to Business Week for a specially priced rate of $8.25 in addition to the price of this text.

Acknowledgments
Finding a way to integrate and present the rapidly growing literature on contemporary management and make it interesting and meaningful for students is not an easy task. In writing and revising the several drafts of Contemporary Management, we have been fortunate to have had the assistance of several people who have contributed greatly to the book's final form. First, we are grateful to Andy Winston, our sponsoring editor, for his ongoing support and commitment to our project, and for always finding ways to provide the resources that we needed to continually improve and refine our book. Second, we are grateful to Laura Spell our developmental editor, for so ably coordinating the book's progress and to her and Ellen Cleary, our marketing manager, for providing us with concise and timely feedback and information from professors and reviewers that have allowed us to shape the book to the needs of its intended market. We also thank Artemio Ortiz for executing an awe-inspiring design, Mary Conzachi for coordinating the production process, and Alexander Ruiz (Rice University) for his research assistance, and Elaine Morris (Rice University) and Patsy Hartmangruber (Texas A&M) for providing excellent word-processing and graphic support. We are also grateful to the many colleagues and reviewers who provided us with useful and detailed feedback, perceptive comments and valuable suggestions for improving the manuscript.

Producing any competitive work is a challenge. Producing a truly market-driven textbook requires tremendous effort beyond simply obtaining reviews on a draft manuscript. Our goal was simple with the development of Contemporary Management: to be the most customer-driven principles of management text and supplement package ever published! With the goal to exceed the expectations of both faculty and students, we executed one of the most aggressive product development plans ever undertaken in textbook publishing. Hundreds of faculty members have taken part in developmental activities ranging from regional focus groups to manuscript and supplement reviews and surveys. Consequently, we're confident in assuring you and your students, our customers, that every aspect of our text and support package reflects your advice and needs. As you review it we're confident that over and over your reaction will be "they listened!"

Our thanks to the faculty who contributed greatly to previous editions of Contemporary Management:

Fred Anderson, Indiana University of Pennsylvania
Jacquelyn Appeldorn, Dutchess Community College
Barry Armandi, SUNY-Old Westbury
Douglas E. Ashby, Lewis & Clark Community College
Barry S. Axe, Florida Atlantic University
Jeff Bailey, University of Idaho
Robert M. Ballinger, Siena College
Donita Whitney-Bammerlin, Kansas State University
Sandy Jeanquart Barone, Murray State University
Lorraine P. Bassette, Prince George's Community College
Gene Baten, Central Connecticut State University
Josephine Bazan, Holyoke Community College
Hrach Bedrosian, New York University
Jack C. Blanton, University of Kentucky
David E. Blevins, University of Arkansas at Little Rock
Karen Boroff, Seton Hall University
Barbara Boyington, Brookdale Community College
Charles Braun, Marshall University
Gil Brookins, Siena College
Patricia M. Buhler, Goldey-Beacom College
David Cadden, Quinnipiac College
Thomas Campbell, University of Texas-Austin
Thomas Carey, Western Michigan University
Daniel P. Chamberlin, Regents University-CRB
Nicolette DeVille Christensen, Guilford College
Anthony A. Cioffi, Lorain County Community College
Sharon F. Clark, Lebanon Valley College
Sharon Clinebell, University of Northern Colorado
Dianne Coleman, Wichita State University
Elizabeth Cooper, University of Rhode Island
Thomas D. Craven, York College of Pennsylvania
Kent Curran, University of North Carolina
Arthur L. Darrow, Bowling Green State University
Ron DiBattista, Bryant College
Thomas Duening, University of Houston
Charles P. Duffy, Iona College
Subhash Durlabhji, Northwestern State University
Robert A. Eberle, Iona College
Robert R. Edwards, Arkansas Tech University
William Eldridge, Kean College
Pat Ellsberg, Lower Columbia College
Stan Elsea, Kansas State University
Dale Finn, University of New Haven
Charles Flaherty, University of Minnesota
Robert Flemming, Delta State University
Jeanie M. Forray, Eastern Connecticut State University
Ellen Frank, Southern Connecticut State University
Joseph A. Gemma, Providence College
Neal Gersony, University of New Haven
Donna H. Giertz, Parkland College
Leo Giglio, Dowling College
David Glew, Texas A&M University
Carol R. Graham, Western Kentucky University
Matthew Gross, Moraine Valley Community College
John Hall, University of Florida
Eric L. Hansen, California State University-Long Beach
Justin U. Harris, Strayer College
Allison Harrison, Mississippi State University
Eileen Bartels Hewitt, University of Scranton
Stephen R. Hiatt, Catawba College
Tammy Bunn Hiller, Bucknell University
Jerry Horgesheiner, Southern Utah State
Gordon K. Huddleston, South Carolina State University
John Hughes, Texas Tech University
Charleen Jaeb, Cuyahoga Community College
Richard E. Johe, Salem College
Jehan G. Kavoosi, Clarion University of Pennsylvania
Ken Lehmenn, Forsyth Technical Community College
Lianlian Lin, California State Polytechnic University
Grand Lindstrom, University of Wyoming
Mary Lou Lockerby, College of DuPage
Esther Long, University of Florida
Bryan Malcolm, University of Wisconsin
Z. A. Malik, Governors State University
Mary J. Mallott, George Washington University
Reuben McDaniel, University of Texas
John A. Miller, Bucknell University
Thomas C. Neil, Clark Atlanta University
Brian Niehoff, Kansas State University
Judy Nixon, University of Tennessee
Cliff Olson, Southern Adventists University
Dane Partridge, University of Southern Indiana
Sheila J. Pechinski, University of Maine
Fred Pierce, Northwood University
Laynie Pizzolatto, Nicholls State University
Eleanor Polster, Florida International University
Paul Preston, University of Texas-San Antonio
Samuel Rabinowitz, Rutgers University-Camden
Gerald Ramsey, Indiana University Southeast
Charles Rarick, Transylvania University
Robert A. Reber, Western Kentucky University
Bob Redick, Lincoln Land Community College
Deborah Britt Roebuck, Kennesaw State University
Harvey Rothenberg, Regis University
George Ruggiero, Community College of Rhode Island
Cyndy Ruszkowsk, Illinois State University
Michael Santoro, Rutgers University
Amit Shah, Frostburg State University
Richard Ray Shreve, Indiana University Northwest
Sidney Siegel, Drexel University
Raymond D. Smith, Towson State University
William Soukup, University of San Diego
H. T. Stanton, Jr., Barton College
Nestor St. Charles, Dutchess Community College
Lynda St. Clair, Bryant College
Gerald Schoenfeld, Jr., James Madison University
Michael Shapiro, Dowling College
Sharon Sloan, Northwood University
William A. Sodeman, University of Southern Indiana
Carl J. Sonntag, Pikes Peak Community College
Charles I. Stubbart, Southern Illinois University at Carbondale
James K. Swenson, Moorhead State University
Karen Ann Tarnoff, East Tennessee State University
Jerry L. Thomas, Arapahoe Community College
Kenneth Thompson, DePaul University
John Todd, University of Arkansas
Thomas Turk, Chapman University
Linn Van Dyne, Michigan State University
Jaen Vanhoegaerden, Ashridge Management College
Stuart H. Warnock, University of Southern Colorado
Toomy Lee Waterson, Northwood University
Philip A. Weatherford, Embry-Riddle Aeronautical University
Ben Weeks, St. Xavier University
W. J. Williams, Chicago State University
Robert Williams, University of North Alabama
Shirley A. Wilson, Bryant College
Michael A. Yahr, Robert Morris College
D. Kent Zimmerman, James Madison University

And special thanks to the faculty who gave us their feedback during the development of the Third Edition:

Dave Arnott, Dallas Baptist University
Kenneth E. Aupperle, The University of Akron
Frank Barber, Cuyahoga Community College
Ellen A. Benowitz, Mercer County Community College
Mary Jo Boehms, Jackson State Community College
Anne Cowden, California State University-Sacramento
Raul Chavez, Eastern Mennonite University
Steve Dunphy, The University of Akron
Karen Eboch, Bowling Green State University
Marilyn L. Fox, Minnesota State University, Mankato
Alisa Fleming, University of Phoenix
Brad D. Hays, North Central State College
Robert A. Herring, III, Winston-Salem State University
Eileen Hogan, Kutztown University
Velma Jesser, Lane Community College
Gwendolyn Jones, The University of Akron
Peggi Koenecke, California State University-Sacramento
George S. Lowry, Randolph-Macon College
Jennifer Martin, York College of Pennsylvania
Robert L. McKeage, The University of Scranton
Richard R. J. Morin, James Madison University
Behnam Nakhai, Millersville University of Pennsylvania
Ralph W. Parrish, University of Central Oklahoma
Mary Pisnar, Baldwin Wallace College
Tina L. Robbins, Clemson University
Kathleen Rust, Elmhurst College
Don Schreiber, Baylor University
John L. Schmidt, Jr., George Mason University
Robert Schwartz, University of Toledo
Roy L. Simerly, East Carolina University
Randi L. Sims, Nova Southeastern University
Robert W. Sosna, Menlo College
Raymond Shea, Monroe Community College
William A. Stoever, Seton Hall University
Joe Thomas, Middle Tennessee State University
Gloria Walker, Florida Community College
Emilia S. Westney, Texas Tech University
Robert H. Woodhouse, University of St. Thomas

Exciting New Features

• The 3rd Edition features more coverage of diversity than ever before, including (1) a brand new chapter on diversity, Chapter 3, Managing in a Diverse Environment, (2) more Focus on Diversity inserts throughout the book, and more discussions within the text and end-of-chapter materials. Diversity coverage was expanded in response to market feedback and the reality of increasing workforce diversity. The 3rd Edition utilizes a broader working definition of diversity that encompasses not only demographic differences and social categories, but also people with various backgrounds, countries of origin, levels of expertise, education, skills, and so on. This is another topic that will have appeal to instructors looking for more organizational behavior topics.
• The 3rd Edition ties together the coverage of The Manager as a Person and Ethics: The unique Manager as a Person chapter (formerly chapter 11) is now covered earlier and combined with ethics in an all-new Chapter 2, entitled "Ethics, Values, Attitudes, and Moods: The Manager as a Person." This chapter shows students that managers are real people like themselves, with their own personalities, strengths, weaknesses, opportunities, and problems. Early coverage of the manager as a person will help engage students by linking the subject with their own experiences, and the emphasis on ethics underscores the importance of this topic and sets the stage for the Ethics in Action inserts in later chapters. This chapter especially appeals to those instructors wishing to cover more organizational behavior topics in their course.
• The expanded coverage on the pace of change due to Information Technology (IT) and managing in the new internet economy is found in opening cases, chapter inserts and examples (including new inserts titled Information Technology Byte), and coverage of communication/IT/internet and e-business throughout the book, reflecting the relevance and importance of this topic to the general management student.
• Expanded coverage of culture, both in terms of the external environment (e.g., a section on the way the external environment influences culture in Chapter 4, The Organizational Environment) and in the internal environment (e.g., introduction to organizational culture in Chapter 2 and a major section on culture in Chapter 10, Organizational Control and Culture), is a featured improvement of the 3rd Edition and is evidence of the strong OB influence that permeates the Jones/George text.
• The Management Challenge is a real life case that opens each chapter and illustrates how individuals or companies approach problems. These chapter-opening cases are designed to pique reader interest and to foreshadow the theory and application for the upcoming chapter.
• Brand new to this edition, "You're the Management Consultant" exercises appear at the end of every chapter. These exercises present a realistic scenario in which a manager/organization faces some kind of challenge, problem, or opportunity and the student plays the role of a management consultant offering advice and recommending a course of action based on the chapter content. Because managers and organizations frequently need this kind of help either internally (from other members of the organization) or externally (from consultants), these exercises provide students a real, hands-on way to take an action-oriented approach to solving "real" problems by applying what they've just learned in the chapter. These exercises also address the fact that, while people often complain about the status quo, the key benefit of learning about management is that it gives you the tools to address problems and improve things for the better.
• The Management Case in the News for each chapter now features two Business Week Cases to choose from! These Business Week cases (based on actual Business Week articles) and discussion questions encourage students to read about and to analyze how real managers deal with real problems in the business world. A few of these are longer cases, giving instructors the opportunity to explore issues in more depth if they choose.

Retained Features

• Integration of Key Themes is one of the principle strengths of this text. The authors seamlessly integrate stories and examples about key issues--integrated "boxes" highlight key issues: Focus on Diversity, Ethics in Action, Management Insight, and Managing Globally.
• In addition to the new end-of-chapter features ("You're the Management Consultant" and the new and improved Management Case in the News), the creative and flexible end-of-chapter material that instructors and student alike enjoyed in previous editions has been retained. They are designed to be used in either large or small classes and each chapter includes:
  • Topics for Discussion and Action
  • Building Management Skills (more assessment-based in this edition)
  • Small Group Breakout: The authors recognize that today working effectively in small groups is a vital skill for future managers. This feature ensures that students learn the importance of collaboration and teamwork in solving business challenges. It can be used in small or large classes.
  • Exploring the World Wide Web requires students to actively search the Web to find an answer to the problems. A new feature of this 2nd edition includes both a specific website problem and a more general "search and discover" problem in every chapter.

Supplement List

Instructors Manual (0072469552)
Prepared by Anne Cowden of Sacramento State University, each chapter contains an overview, learning objectives, key terms, list of resources, note for opening case, lecture outline, 3 lecture enhancers (at least one per chapter is new to this edition), notes for small group breakout exercises and world side web exercises, notes for management cases, and video teaching notes.

Testbank (0072469560)
CTB Windows/Macintosh (007246948X)
The test bank has been thoroughly reviewed and revised and improved in response to customer feedback by a new author, Eileen Hogan, of Kutztown University. There are approximately 100 questions per chapter, including true-false, multiple- choice, and essay, each tagged with level of difficulty (corresponding to Bloom's taxonomy of educational objectives), correct answer, and page references to the text.

Videos (0072469544)
The new series features both case and skills videos. Case videos provide further coverage of topics, examples, and cases in the text. A video icon appears throughout the book designating when related videos are available. Case videos come mainly from current NBC news programs and the management video library, including such new titles as "Donna Dubinsky, Creator of Palm Pilot," "Inside Amazon.com," "CEOs Discuss America Online and Time Warner Merger," "Dot Gone: Dot-Com Companies Failing," "MTV/Viacom China Manager Discusses the Changing Culture and Attitude in China," and "Daniel Goleman Discusses His Book, Emotional Intelligence." A new set of skills videos shows how real managers respond to simulated real-world scenarios that require the use of key management skills, including "Managing Personality Clashes/Conflict Resolution," "Self-Management: Disclosing Personal Information," "Using Active Listening to Resolve Issues," "Managing Diversity: The Interview Process," and "Teamwork: Group Dynamics and Leadership."

Instructor's Presentation Manager CD-ROM (0072469471)
This CD provides a single resource for faculty to customize in-class presentations. The CD-ROM contains the Instructor's Manual, Test Bank, PowerPoint, Video Segments and a special presentation platform.

PowerPoint Presentation (0072469579)
Approximately 400 slides, including reproductions of key tables & figures from the text as well as original content. Prepared by Charlie Cook of the University of West Alabama.

Student Study Guide (0072469536)
Prepared by Tom Quirk of Webster University, the study guide has been completely revised and updated with the goal of helping students master course content. Each chapter now includes learning objectives; chapter outline; and matching, true- false, multiple choice, and essay questions, with answer keys including page references to the text.

Student CD-ROM (0072469528)
Every new copy of the Third Edition is packaged with a free Student CD-ROM, featuring a multimedia integrative case study on Yahoo!, with discussion questions, pictures, and video clips; plus self-scoring chapter quizzes; chapter reviews (in PowerPoint); web links; and interactive self-assessment (e.g., "Active Listening Skills," Team Roles Preference Scales," What Is Your Primary Conflict Handling Style?") and knowledge-assessment (e.g., "Sources of Power," "Maslow's Hierarchy of Needs") exercises.

PowerWeb
Harness the assets of the Web to keep your course current with PowerWeb! This online resource provides high quality, peer- reviewed content including up-to-date articles from leading periodicals and journals, current news, weekly updates with assessment, interactive exercises, Web research guide, study tips, and much more! Visit PowerWeb at http://www.dushkin.com/powerweb.

Course-wide Content

Career Corner
Self Assessments
Business Around The Wo...
Text Updates
Video Clips
Mobile Resources
Skill Booster
 

1     2      3       4    5