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Klappentext The Annual Editions series is designed to provide convenient, inexpensive access to a wide range of current articles from some of the most respected magazines, newspapers, and journals published today. Annual Editions are updated on a regular basis through a continuous monitoring of over 300 periodical sources. The articles selected are authored by prominent scholars, researchers, and commentators writing for a general audience. The Annual Editions volumes have a number of common organizational features designed to make them particularly useful in the classroom: a general introduction; an annotated table of contents; a topic guide; an annotated listing of selected World Wide Web sites; and a brief overview for each section. Each volume also offers an online Instructor's Resource Guide with testing materials. Using Annual Editions in the Classroom is a general guide that provides a number of interesting and functional ideas for using Annual Editions readers in the classroom. Visit www.mhhe.com/annualeditions for more details. Inhaltsverzeichnis Annual Editions: Management, 11/12PrefaceCorrelation GuideTopic GuideInternet ReferencesUNIT 1: Managers, Performance, and the EnvironmentUnit OverviewPart A. Management Classic1. The Manager's Job, Henry Mintzberg, Harvard Business Review, March/April 1990In this classic essay Henry Mintzberg replaces the traditional view of management functions-to plan, coordinate, organize and control-with a look at what managers really do.Part B. Management Skills, Roles, and Performance2. Why Emotional Intelligence Should Matter to Management: A Survey of the Literature, Kerry S. Webb, SAM: Advanced Management Journal, Spring 2009Emotional intelligence (EI) is different from other forms of intelligence, notably IQ. Research has discovered that it can be far more important to a manager's success than just being smart. It also means having the ability to lead.3. The Science and Art of Managing, W. H. Weiss, Supervision, October 2007.Management is not only a science, but also an art. It combines the formal and informal organizational structures and procedures, along with the functions and authority to generate results that will lead to the success of the enterprise.Part C. The Environment4. Trends Shaping Tomorrow's World: Economic and Social Trends and Their Impacts, Marvin J. Cetron and Owen Davies, The Futurist, May/June 2010Some of the trends and some of the things that are likely to happen in the next twenty to forty years are discussed in this article from the Futurist. They are interesting, informing, and some of them alarming.UNIT 2: PlanningUnit OverviewPart A. Management Classic5. Planning, Henri Fayol, Management Classics, Goodyear Publishing Co., 1977Planning has been recognized as one of the basic activities of managers for well over a hundred years. This article was written by Henri Fayol, one of the earliest management writers. He was a successful businessman, writer and, in many ways, the Peter Drucker of his day.Part B. Strategic Analysis6. Going Green: The Challenges and the Solutions, Kevin M. Kelly, Automotive Design and Production, January 2008There are many challenges that face the U.S. auto industry. Chief among these challenges are the demands that cars be more efficient in the use of carbon-based fuels. The article presents how the industry is approaching it, and also explains how it involves more than just emissions.7. Renewing Your Will to Compete, Tom FitzGerald, Strategic Finance, October 2009One of the most important things concerning a company is not the patents, the equipment, or the supply chain, but the desire of the employees to compete in the marketplace. Some might call it morale or esprit de corps, but it all means the same thing. Are the employees willing to put in the extra time and effort to make the company a success?8. A Strategic Framework for Governance, Risk, and Compliance, Mar...
