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Editorial Reviews. About the Author. Jennifer George received a B.A. in psychology and Download it once and read it on your Kindle device, PC, phones or tablets. Use features like bookmarks, Read with the free Kindle apps (available on iOS, Android, PC & Mac) and on Fire Tablet devices. See all supported devices. management full download [ebook download] essentials of contemporary essentials of contemporary management book pdf file for free from our online library. contemporary management ebook ebook essentials of contemporary download essentials of contemporary management 4th edition free coupon.

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Those high on this trait continuum like to take risks and sometimes LO Describe the various personality traits that affect how managers think, feel and behave.

Soon he started experimenting with different fabrics, testing their durability, comfort, and water resistance.

Plank used his network of athletic contacts from playing on teams in high school, military school, and the University of Maryland to get the word out about the shirt.

As business and orders picked up, Under Armour outgrew the its basement office and set up shop on Sharp Street in Baltimore. Under Armour is currently headquartered in a ,squarefoot complex. It is a global company that produces apparel and accessories for women, men, and youth for athletics. Clearly Plank demonstrates that being original, daring, and taking risks while at the same time being highly determined, disciplined, and persevering can help managers and entrepreneurs succeed 9.

The Manager as a Person against tough odds. People with an internal locus of control believe that they are responsible for their own fate and see their own actions and behaviors as being important and decisive determinants of future outcomes. Self-esteem is the degree to which individuals feel good about themselves and their capabilities.

Needs for achievement, affiliation and power have been extensively researched by psychologist David McClelland. The need for achievement is the extent to which an individual has a strong desire to perform challenging tasks well and to meet personal standards for excellence.

The need for affiliation is the extent to which an individual is concerned about establishing and maintaining good interpersonal relations, being liked and getting along with other people. The need for power is the extent to which an individual desires to control or influence others. Values, Attitudes, and Moods and Emotions A. Terminal and Instrumental 1. A terminal value is a personal conviction about lifelong goals or objectives while an instrumental value is a personal conviction about desired modes of The Manager as a Person conductor ways of behaving.

Terminal values often lead to the formation of norms, which are informal rules of conduct for behaviors considered to be important within an organization.

Attitudes An attitude is a collection of feelings and beliefs. Two of the most important attitudes in this context are: Job Satisfaction is the collection of feelings and beliefs that managers have about their current job.

Managers who are satisfied with their jobs are more likely to perform organizational citizenship behaviors OCBs. OCBs are behaviors that are not required but contribute to organizational efficiency, effectiveness, and gaining a competitive advantage. A growing source of dissatisfaction for many lower and middle-level managers and employees is the threat of unemployment and increased workloads from downsizing.

The ways in which layoffs are handled is important for both layoff victims and survivors. Organizational commitment is the collection of feelings and beliefs that managers have about their organization as a whole.

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With organizational commitment, managers: Believe in what their organizations are doing b. Are proud of what the organization stands for c. Feel a high degree of loyalty toward their organizations. Whereas some moving companies hire a lot of temporary help in the summer to meet seasonal demand, 60 percent of Gentle Giant employees are employed full-time. Because the demand for moving services is lower in the winter, Gentle Giant uses this time to train and develop employees.

Having fun and getting to know each other as people are also important at Gentle Giant. The company holds parties and arranges outings for employees to sporting events, amusement parks, and other local attractions. The Manager as a Person LO Define organizational culture, and C. Moods and Emotions 1. A mood is a feeling or state of mind.

Emotions are more intense than moods, are more short-lived, and are usually linked to a specific cause. Managers with high levels of EI are able to prevent their emotions from getting in the way of making effective decisions. EI helps managers perform the interpersonal roles of figurehead, leader, and liaison.

Emotional intelligence helps managers understand and relate well to other people. Organizational Culture Organizational culture describes the set of beliefs, expectations, values, norms, and work routines that influence how members of an organization relate to one another and work together to achieve organizational goals.

When members share an intense commitment to goals, a strong organizational culture exists. Managers and Organizational Culture 1. Managers play a particularly important part in The Manager as a Person influencing organizational culture.

This is most evident in the start-up of new companies 2. Management researcher Benjamin Schneider developed a model called the attraction-selection- attrition ASA framework, which posits that entrepreneurs tend to hire employees whose personalities are similar to their own. The Role of Values and Norms in Organizational Culture Shared values, as well as shared norms, play a particularly important role in organizational culture.

Terminal values signify what an organization and its employees are trying to accomplish, and instrumental values guide how the organization and its members achieve organizational goals. Values of the founder: From the ASA model previously discussed, it is clear that founders can have a profound and long-lasting effect on organizational culture.

Organizational Socialization: As a result, organizational values and norms are internalized. Ceremonies and rites: These are formal events that recognize incidents of importance to the organization as a whole and to specific employees. The most common rites that organizations use to transmit cultural norms and values to their members are rites of passage, of integration, and of enhancement.

See Table 2.

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Rites of passage determine how individuals enter, advance within, or leave an organization. Rites of integration build and reinforce common bonds among organizational member c. Rites of enhancement let organizations publicly recognize and reward employee contributions and thus strengthen their commitment to organizational values.

Stories and language: Stories frequently told within an organization, either fact or fiction, provide important clues about values and norms. The slang or jargon that people within an organization use to frame and describe events also provides important clues about norms and values. Culture and Managerial Action Culture influences the way in which managers perform their four main functions.

In an innovative organizational culture, top managers are likely to develop a flexible approach to planning and to encourage participation by subordinates. In contrast, managers in a conservative organizational culture are likely to emphasize top- down planning.

Because they value creativity, managers in an innovative culture are likely to create an organic structure that is flat and in which authority is decentralized. In contrast, managers in a conservative culture are likely to create a well-defined hierarchy of authority and establish clear reporting relationships.

Essentials of Contemporary Management

In an innovative culture, managers are likely to lead by example, encourage employees to take risks and experiment, and to be supportive regardless of success or failure. In a conservative culture, they are likely to use management by objectives, constantly monitor progress toward goals, and oversee their every move. Managers in innovative cultures tend to recognize that there are multiple, potential paths to success and that failure must be accepted in order for creativity to thrive.

Therefore, they are more concerned that employees be flexible and take risks and less concerned about their adherence to pre- determined routines and goals. In contrast, managers in more conservative cultures emphasize caution and maintenance of the status quo. The Manager as a Person Beginning with bestseller Emotional Intelligence, Goleman has sought to strip away conventional notions of what it means to be intelligent by examining how key personality traits can lead to measurable success.

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Although his background is in psychology, he has become a powerful voice in the corporate world. Below are excerpts from an interview with Dr. Industry observers often complain about the dichotomy in the business world today. The first analysis of the organizational life was conducted in a sociological tradition by Max Weber and Talcott Parsons, and it pretty much ignored to emotional reality of work.

It analyzed the workplace and organizational dynamics as though emotions were not part of the equation. We can either acknowledge this fact or not. You maintain that companies perform better if top managers have emotional intelligence, but the business world is rife with stories of CEOs and top managers who have been wildly successful even though they are insensitive jerks.

If emotional intelligence is so important, how do you account for their successes? In fact, the insurance industry did exactly that study. The researchers looked at moderately successful companies of the same size and evaluated CEOs on their emotional intelligence and leadership abilities. They found that the more these bosses exhibited empathy, initiative, and a drive to achieve, the more profitable the companies were. The Manager as a Person Is it there ever a point at which someone is too old to learn these competencies?

You are never too old to learn emotional intelligence. In fact, people tend to improve in emotional intelligence over the course of a lifetime, because life lesions often make people wiser in this domain. Thy get more comfortable with themselves and other people. But someone who wants to a leader needs to have a relative high level of these abilities.

A business school that wants to help its students achieve high leadership levels either has to select people who have already developed these abilities, or it has to help its students to learn them.

Soft skills have hard consequences. Lecture Enhancer 2. The only child has similar, yet often more intense personality traits. The middle child is a master negotiator who never had his parents to himself, and endured hand-me- downs. The good news is he can compromise, share and negotiate. Leman describes the baby of the family as manipulative, social, outgoing, and a natural salesperson. She is the child who got her siblings in trouble while she was cute, helpless and got away with murder.

A fourth birth-order position, identified by Michael Maniacci, a clinical psychologist and member of the faculty at the Adler School of Professional Psychology in Chicago, is the second born. The second born tends to be more rebellious, non-conforming and independent than the middle child.

After reading these descriptions, most either buy into the birth-order concept as a perfect description of their family or discount it. The Manager as a Person Sex of children is an important variable in the birth-order equation. Maniacci says: That impacts birth-order roles.

There is not much distinction between being a girl and a boy. Conversely, if Dad has short hair and Mom has long, and Mom stays at home and Dad works, the boy holds the role of the oldest born male and the girl the oldest born female. Physical differences play a role too. If the oldest child is physically or psychologically challenged, the second child usually takes on the role of the firstborn.

Other experts caution that understanding and using birth order is anything but simple, and many variables mold personality.

Experts generally agree interpreting birth order can be complicated and only presents part of the picture. Some individuals have a kind of psychological urge to reach beyond the status quo and seek out novelty, change, and excitement. Psychologist Frank Farley, of the University of Wisconsin, has spent twenty years examining what he calls the Type T thrill-seeking personality. For some the thrills are mostly physical.

The degree of risk that individuals are willing to assume spans a broad continuum. Big T personalities, those who continually live on the edge, are at one end of the scale. Most people fall somewhere in the middle. Thrill seekers are happiest in jobs that provide change, excitement, and an ample outlet for their creativity. They are often drawn to careers in advertising, journalism, or in the brokerage business, where novelty and uncertainty are a given.

Whether individuals seek risks or avoid them affects not only their own job performance but also boss- employee relationships and co-worker production. An organization with too many risk takers can spell trouble. So can one top-heavy with cautious, security-minded individuals. A synergistic mix is best. Discuss why managers who have different types of personalities can be equally effective and successful. Furthermore, personality traits that contribute to the managerial effectiveness in one situation may actually hinder the effectiveness in another situation.

Can managers be too satisfied with their job? Can they be too committed to their organizations? Why or why not? Note to Instructors: Student answers will vary. The text defines job satisfaction as the feelings and beliefs people have about their current jobs and organizational commitment as the collection of feelings and beliefs people have about their organizations as a whole.

Students may mention that managers who are too satisfied with their jobs may not look to improve the current state of affairs, preferring to let things go on as they are. This may harm the prospects of the team as a whole. On the personal level, managers who are too satisfied with their jobs or too committed to the organization may harm their own prospects of career improvement or advancement.

The Manager as a Person 3.

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Assume that you are a manager of a restaurant. Describe what it is like to work for you when you are in a negative mood. Student answers will vary based on their personalities. The text identifies characteristics of a negative mood as feelings of distress, fearful, scornful, hostile, jittery or nervous. This question is very individualized.

However, you might turn it into an interesting exercise. You could have the individual student answer the question and then have their classmates react to their self- description as to its accuracy from their perspective. Why might managers be disadvantaged by low levels of emotional intelligence?

Social skills are increasingly important in organizations today. People work more and more in teams. Emotional intelligence enables managers to interact more effectively both internally with co-workers and externally with customers. Interview a manager in a local organization. Ask the manger to describe situations in which he or she is especially likely to act in accordance with his or her values. Ask the manager to describe situations in which he or she is less likely to act in accordance with his or her values.

Note to Instructor: This question to potential strangers is tricky. People are sometimes quite guarded about their values and are not eager to discuss them with others. It is suggested that the class or a team of students, as interviewers, should be more comfortable and aware when asking ethical questions and capturing a response.

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You may also want to suggest that students interview a manager who is someone they know. Watch a popular television show and as you watch it, try to determine the emotional intelligence levels of the characters the actors in the show portrays. Rank the characters from highest to lowest in terms of emotional intelligence.

As you watched the show, what factors influenced your assessments of emotional intelligence levels? Student answers will vary based upon the television show they view. You may want to request that the entire class watch the same episode of a popular television show.

The ranking of characters by students will probably vary, thereby providing the basis for an interesting discussion. The Manager as a Person 7. After completing your transaction, you can access your course using the section url supplied by your instructor.

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