Management: Leading & Collaborating in a Competitive World - Thomas Bateman

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Résumé :
Bateman and Snell's Management: Leading & Collaborating in a Competitive World is a text with a fully modernized functional approach. This text is maintaining the four traditional functions of planning, organizing, leading, and controlling, while modernizing and re-visioning the concepts as delivering strategic value, building a dynamic organization, mobilizing people, and learning and changing.

Bateman/Snell' results-oriented approach is a unique hallmark of this textbook. In this ever more competitive environment there are five essential types of performance, on which the organization beats, equals, or loses to the competition which are cost, quality, speed, innovation, service and sustainability. These six performance dimensions, when done well, deliver value to the customer and competitive advantage to you and your organization. Throughout the text Bateman & Snell remind students of these five dimensions and their impact on the bottom line with marginal icons contributing to the leadership and collaboration theme, which is the key to successful management. People working with one another, rather than against, is essential to competitive advantage.

Biographie:
Thomas Bateman received his PhD in Business Administration from Indiana University. He is Bank of America professor and management area coordinator in the McIntire School of Commerce at the University of Virginia. He also taught at Kenan-Flagler Business School of The University of North Carolina to undergraduates, MBA students, PhD students, and practicing managers. He also taught for two years in Europe as a visiting professor at the Institute of Management Development (IMD), one of the world's leaders in design and delivery of executive education. Professor Bateman is an active management researcher, writer, and consultant.

Sommaire:
<h2>PART ONE: Foundations of Management</h2><h3>Chapter 1: Managing and Performing</h3><h3>Chapter 2: The External and Internal Environments</h3><h3>Chapter 3: Managerial Decision Making</h3><h2>PART TWO: Planning: Delivering Strategic Value</h2><h3>Chapter 4: Planning and Strategic Management</h3><h3>Chapter 5: Ethics, Corporate Responsibility, and Sustainability</h3><h3>Chapter 6: International Management</h3><h3>Chapter 7: Entrepreneurship</h3><h2>PART THREE: Organizing: Building a Dynamic Organization</h2><h3>Chapter 8: Organization Structure</h3><h3>Chapter 9: Organizational Agility</h3><h3>Chapter 10: Human Resources Management</h3><h3>Chapter 11: Managing the Diverse Workforce</h3><h2>PART FOUR: Leading: Mobilizing People</h2><h3>Chapter 12: Leadership</h3><h3>Chapter 13: Motivating for Performance</h3><h3>Chapter 14: Teamwork</h3><h3>Chapter 15: Communicating</h3><h2>CHAPTER FIVE: Controlling: Learning and Changing</h2><h3>Chapter 16: Managerial Control</h3><h3>Chapter 17: Managing Technology and Innovation</h3><h3>Chapter 18: Creating and Leading Change</h3>