CONTEMPORARY MANAGEMENT GLOBAL EDITION WITH CONNECT PLUS PKG

Gareth Jones received a B.A. in economics psychology and a Ph.D. in management from the University of Lancaster, United Kingdom. He currently is a professor of management in the Lowry Mays College and Graduate School of Business at Texas A&M University. Dr. Jones pursues research interests in strategic management and organizational theory and is well-known for his research that applies transaction cost analysis to explain many forms of strategic and organizational behavior. He also studies the complex and changing relationships between competitive advantage and information technology in the 2010s. He has published many articles in leading journals and his research has appeared in the Academy of Management Review, the Journal of International Business Studies, and Human Relations. His books are widely recognized for their innovative, contemporary content and for the clarity with which they communicate complex, real-world issues to students. Jennifer George received a B.A. in psychology and sociology from Wesleyan University, an M.B.A. in finance from New York University, and a Ph.D. in management and organizational behavior from New York University. She is professor of management in the Lowry Mays College and Graduate School of Business at Texas A&M University and also the Mary Gibbs Jones Professor of Management and Professor of Psychology in the Jesse H. Jones Graduate School of Business at Rice University. Dr. 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 a fellow in the Academy of Management, the American Psychological Association, the Association for Psychological Science, and the Society for Industrial and Organizational Psychology and is a member of the Society for Organizational Behavior.

Part One: Management Chapter 1 Managers and Managing Chapter 2 The Evolution of Management Thought Chapter 3 Values, Attitudes, Emotions, and Culture: The Manager as a Person Part Two: The Environment of Management Chapter 4 Ethics and Social Responsibility Chapter 5 Managing Diverse Employees in a Multi-Cultural Environment Chapter 6 Managing in the Global Environment Part Three: Decision-Making, Planning, and Strategy Chapter 7 Decision Making, Learning, Creativity, and Entrepreneurship Chapter 8 The Manager as a Planner and Strategist Chapter 9 Value Chain Management: Functional Strategies for Competitive Advantage Part Four : Managing Organizational Architecture Chapter 10 Managing Organizational Structure and Culture Chapter 11 Organizational Control and Change Chapter 12 Human Resource Management Part Five: Managing Individuals and Groups Chapter 13 Motivation and Performance Chapter 14 Leadership Chapter 15 Effective Groups and Teams Chapter 16 Promoting Effective Communication Part Six: Controlling Critical Organizational Processes Chapter 17 Managing Conflict, Politics, and Negotiation Chapter 18 Using Advanced Information Technology to Increase Performance