Management: A Practical Introduction: 2024 Release ISE

Angelo Kinicki  is an emeritus professor ofmanagement and held the Weatherup/Overby Chair in Leadership from 2005 to 2015at the W.P. Carey School of Business at Arizona State University. He joined thefaculty in 1982, the year he received his doctorate in business administrationfrom Kent State University. He was inducted into the W.P. Carey Faculty Hall ofFame in 2016. Angelo currently is the Deans Scholar in Residence at Kent StateUniversity. He is conducting seminars on the implementation of active learning inthe classroom and publishing scholarly research. He also serves on the DeansNational Advisory Board.  Angelo is the recipient of sixteaching awards from Arizona State University, where he taught in itsnationally ranked undergraduate, MBA and PhD programs. He also received severalresearch awards and was selected to serve on the editorial review boards forfour scholarly journals. His current research interests focus on the dynamicrelationships among leadership; organizational culture; organizational change;and individual, group, and organizational performance. Angelo has publishedover 95 articles in a variety of academic journals and proceedings and isco-author of eight textbooks (37 including revisions) that are used by hundredsof universities around the world. Several of his book shave been translatedinto multiple languages, and two of his books were awarded revisions of theyear by McGraw-Hill. Angelo was identified as being among the top 100 mostinfluential (top .6%) Organizational Behavioral authors in 2018 out of a totalof 16,289 academics. Angelo is a busy internationalconsultant and co-founder of Kinicki and Associates, Inc., a managementconsulting firm that works with top management teams to create organizationalchange aimed at increasing organizational effectiveness and profitability. Hehas worked with many Fortune 500 firms as well as numerous entrepreneurialorganizations in diverse industries. His expertise includes facilitatingstrategic/operational planning sessions, diagnosing the causes of organizationaland work-unit problems, conducting organizational culture interventions,implementing performance management systems, designing, and implementingperformance appraisal systems, developing, and administering surveys to assessemployee attitudes, and leading management/executive education programs. Hedeveloped a 360 ï¿  leadership feedback instrumentcalled the Performance Management Leadership Survey (PMLS)that is used bycompanies throughout the world.  Angelo and his wife of 39years, Joyce, have enjoyed living in the beautiful Arizona desert for 38years.They are both natives of Cleveland, Ohio. They enjoy traveling, hiking, andspending time in the White Mountains with Gracie, their adorable goldenretriever. Angelo also has a passion for golfing.   DeniseBreaux Soignet is an associateteaching professor of management and director of the Tyson Center for Faith andSpirituality in the Workplace at the Sam M. Walton College of Business at theUniversity of Arkansas. She joined the University of Arkansas faculty in 2010after receiving her PhD in business administration from Florida StateUniversity. Denise has received awards both for her teaching and her work topromote inclusion and diversity within the university and professionalcommunities. She has taught courses in the Walton Colleges nationally rankedundergraduate and MBA programs, has developed several online undergraduate coursesfor her department, and sees active learning as a key component of all of hercourses, both face-to-face and online. Denises research interests includedysfunctional workplace behavior, inclusion and diversity, leadership, social influence,and job stress, and her work has been published in multiple premier managementjournals. Denise is a Certified Professional forthe Society for Human Resource Management and she consults with public andprivate sector organizations. Her expertise includes diagnosing the causes ofinterpersonal problems in the workplace, implementing management solutions thatenhance the quality of supervisor-subordinate relationships, assessingworkplace religious inclusion and tolerance, and designing and deliveringorganizational learning & development programs. She also has specializedexpertise in resolving the unique interpersonal challenges that arise inpoultry production and has years of experience working with managers andtechnicians at some of the industrys largest firms.   Denise lives in Northwest Arkansas withher husband, Joe, and their two children. They are natives of South Louisianaand Cajuns at heart. They enjoy watching their two favorite football teamstheNew Orleans Saints (WHO DAT!) and the Nicholls State University Colonelsandcan often be found making food and cocktails for friends, gardening, listeningto jazz, and traveling with their kids.

PART 1: INTRODUCTION
  1 The Exceptional Manager What You Do, How You Do It 
  2 Management Theory Essential Background for the Successful Manager 

PART 2: THE ENVIRONMENT OF MANAGEMENT 
  3 The Manager’s Changing Work Environment and Ethical Responsibilities Doing the Right Thing 
     Learning Module 1 Shared Value and Sustainable Development A New Way to Think about Leading and Managing 
  4 Global Management Managing across Borders 

PART 3: PLANNING 
  5 Planning The Foundation of Successful Management 
  6 Strategic Management How Exceptional Managers Realize a Grand Design 
     Learning Module 2 Entrepreneurship 
  7 Individual and Group Decision Making How Managers Make Things Happen
 
PART 4: ORGANIZING 
  8 Organizational Culture and Structure Drivers of Strategic Implementation 
  9 Human Resource Management Getting the Right People for Managerial Success 
 10 Organizational Change and Innovation Lifelong Challenges for the Exceptional Manager 

PART 5: LEADING 
 11 Managing Individual Differences and Behavior Supervising People as People 
 12 Motivating Employees Achieving Superior Performance in the Workplace 
 13 Groups and Teams Increasing Cooperation, Reducing Conflict 
 14 Power, Influence, and Leadership From Becoming a Manager to Becoming a Leader 
 15 Interpersonal and Organizational Communication Mastering the Exchange of Information 

PART 6: CONTROLLING 
 16 Control Systems and Quality Management Techniques for Enhancing Organizational Effectiveness