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Gain a solid understanding of management and the power of innovation in the workplace with Griffin's MANAGEMENT, 11E. This dynamic book, known for its cutting edge research and memorable examples, takes a functional approach to the process of management with a focus on active planning, leading, organizing and controlling. This book's reader-friendly approach examines today's emerging management topics, from the impact of technology and importance of a green business environment to ethical challenges and the need to adapt in changing times. Using a proven successful balance of theory and practice, the author interweaves numerous new and popular cases and learning features as well as hundreds of well-researched examples to vividly demonstrate the importance of strong management to any type of organization.
1152–1189. 26 See Douglas A. Bosse, Robert A. Phillips, and Jeffrey S. Harrison, “Stakeholders, Reciprocity, and Firm Performance,” Strategic Management Journal, 2009, Vol. 30, pp. 447–456. 27 Aseem Prakash, Greening the Firm (Cambridge, UK: Cambridge University Press, 2000); Forest L. Reinhardt, Down to Earth (Cambridge, MA: Harvard Business School Press, 2000). 28 “Oil Companies Strive to Turn a New Leaf to Save Rain Forest,” Wall Street Journal, July 17, 1997, pp. A1, A8. 29 See J. Alberto
timely and up-to-date. And fifth, it must be as interesting and as engaging as possible. Feedback on previous editions of the text has always suggested that I have done an effective job of meeting these goals. In this edition, I think these goals have been met even more effectively. I believe that current and previous users of Management will be pleased with how we have retained the essential ingredients of a comprehensive management textbook while adding a variety of new elements and
new products, including a revamped Jeep Compass and an all‑new Chrysler 300 sedan. “We’ve attacked the bulk of the product 147 portfolio,” says Marchionne. “What we’ve got now is a commercially viable set of products in the marketplace.” He also points out that Chrysler sales are ahead of internal targets and claims that he’s more confident now about the prospects for a turnaround than he had been when the merger plans were being drawn up. “We’ve been sticking to our guns,” he says, “and it’s
the Hispanic Professional Development Workshop, and the Women’s Leadership Workshop. In general, the idea is that, because diversity and multiculturalism are characterized by differences among people, organizations can more effectively manage that diversity by following practices and procedures that are based on flexibility rather than on rigidity. Benefits packages, for example, can be structured to better accommodate individual situations. An employee who is part Copyright 2012 Cengage
in a.d. 900.10 Figure 2.1 is a simple time line showing a few of the most important management breakthroughs and practices over the last 4,000 years. Early Management Pioneers In spite of this history, however, management per se was not given serious attention for several centuries. Indeed, the study of management did not begin until the nineteenth century. Robert Owen (1771–1858), a British industrialist and Figure 2.1 Management in Antiquity Management has been practiced for thousands of