Management Leading N Collaborating 7E (Ie) (Pb 2007)

Bateman and Snell have consistently discussed and explained the traditional, functional approach to management through planning (delivering strategic value), organizing (building a dynamic organization), leading (mobilizing people), and controlling (learning and changing). Management: Leading & Collaborating in a Competitive World retains its series of "firsts": first to have a chapter on diversity, first to devote a section to the natural environment, and first to relate a "bricks and clicks" theme to explain the challenges of managing in a New Economy. This new edition is no exception with an emphasis on leadership and collaboration as a means to success. To survive competition and thrive in today’s world, you must perform in ways that give you an edge over your competitors. Four essential performance dimensions - cost, quality, speed, and innovation - when well done, deliver value to the customer and competitive advantage to students and their employers. In the new Seventh Edition of Management, Bateman and Snell go a step further to discuss the advantages of leadership and collaboration as two essential means to these four "bottom line" practices that successful managers and companies must deliver to their customers. This leadership and collaboration theme is the key to successful management. People working with one another, rather than against, is essential to competitive advantage. By reinforcing these new business practices in context with the functional approaches, the authors deliver a unique theme among all principles of management texts - how to manage, lead, and collaborate in ways that deliver results.

A Student AND Professor favorite comes back with more! New interactive exercises and self-assessments on the Student CD-Rom. Some examples include:

1. Topic: Managing Diversity

Concept: Comparing affirmative action, valuing diversity and managing diversity.

Students determine whether each of 12 statements is indicative of affirmative action, valuing diversity, or managing diversity.

2. Topic: Leadership

Concept: Fiedler's Contingency Model of Leadership

After reading each of 4 scenarios, students answer 8 questions related to a) task-motivated vs. relationship-motivated leadership style and b) level of situational control (high, medium or low).

3. Topic: Motivation

Concept: Reinforcement Theory

Students identify whether each of 6 scenarios is an example of positive reinforcement, negative reinforcement, punishment, or extinction.

4. Topic: Performance Appraisal

Concept: Appraisal Methods

Students review each of 6 scenarios to determine which appraisal method is being applied: trait, behavioral, or results approach.

5. Topic: Groups & Teams

Concept: Stages of Group Development

Students identify whether each of 15 scenarios exemplifies the forming, storming, norming, performing, or adjourning stage of group development.

A semester-long career planning exercise applying the concepts from each chapter, especially the four functions of planning, organizing resources, analyzing their leadership skills and approaches, and developing controls. The exercise personalizes each of these functions, along with giving the opportunity to the student to develop a mission and a vision for themselves.

This edition incorporates new research and new examples in light of the financial scandals (Enron) and the war on terrorism. An example includes how Merrill Lynch responded to such events.

New or updated content on many topics has been added to keep material timely. Examples include: Toys R Us closings, Jack Welch's successor, Jeffrey Immelt, MTV oversees, Knowledge management at British Petroleum, Rudy Giuliani, Starbucks, CEP pay, XFL debacle, strike of Boeing's engineers, just-in-time employment, drug testing, social issues in the environment, corporate governance and the HR issue of safety.
Many new cases and boxes keep material fresh and relevant. Examples include: Sherron Watkins of Enron, Tom Siebel, Russell Simmons, Lewis & Clark/Osama bin Laden (about problems created by language barriers), Urban broadcasting, Telecom Industry, On-line dash for Talent, High tech Indian reservations, Matsushita's process for innovation, on-line groceries and boomerang hiring.

For those who want increased case material in the classroom, additional Integrated Cases can be found on the website.

Learning Objectives open each chapter and identify what students will learn by reading and studying the chapter.
Opening Quotes provide a thought-provoking preview of chapter material. The quotes are from people like Peter Drucker (on management), Jack Welch (on strategy), Henry David Thoreau (on ethics), Julius Caesar (on leadership), and Charles Kettering (on change and the future).
"Bottom line" practices icons - Cost, Quality, Speed, and Innovation - are placed at appropriate points in the text to indicate an extended example, best practice, or issue for discussion. The icons continually reinforce and enhance the learning of these important themes.
Experiential Exercises at the end of each chapter encourage students to apply the theories they have just learned.
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You can customize this text. McGraw-Hill/Primis Online's digital database offers you the flexibility to customize your course including material from the largest online collection of textbooks, readings, and cases. Primis leads the way in customized eBooks with hundreds of titles available at prices that save your students over 20% off bookstore prices. Additional information is available at 800-228-0634.
PowerWeb.Business Week Edition. Your students can subscribe to Business Week for a specially priced rate of $8.25 in addition to the price of the text. Students will receive a pass code card shrink-wrapped with their new text. The card directs students to a Website where they enter the code and then gain access to Business Week's registration page to enter address info and set up their print and online subscription as well. Passcode ISBN 007-251530-9.
Timely and Up-to-Date Cases and Examples, including "From the Pages of Business Week,' highlighting recent Business Week articles in each chapter, and end-of-part Integrated Cases, and a SWOT analysis at the end of Chapter 4.
Setting the Stage and Concluding Case: The chapter-opening vignette describes an actual organizational situation and provides a rich introductory example and practical application of the chapter topic. The Concluding Case illustrates another organization as a wrap-up to the chapter discussion, along with related questions to enhance classroom discussion.