Introduction to Management

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Thomson Learning PART1Introduction to ManagementChapter OneManagement2Chapter TwoOrganizational Environments and Cultures36Chapter ThreeEthics and Social Responsibility 74Thomson Learning CHAPTER1What Would You Do?What Is Management ?1. Management Management Making Things Meeting the Organizing People, Projects, and LeadingWhat Do Managers Do?3. Kinds of Top Middle First-Line Team Leaders4. Managerial Interpersonal Informational Decisional RolesWhat Does It Take to Be a Manager?5. What Companies Look for in Managers6. Mistakes Managers Make7. The Transition to Management : The First YearWhy Management Matters8. Competitive Advantage through PeopleWhat Really Happened?Key TermsWhat Would You Do-II? Management Decisions Develop Your Managerial Potential PHOTODISC/GETTY IMAGESThomson Learning oneManagementWhat Would You Do?Headquarters, NextJump, Inc., NewYork, New York. Charlie Kim started hisnew company, NextJump, after an ex-hausting two years at Morgan Stanley, aNew York investment bank, where heworked 80-hour weeks.

But what DaimlerChrysler was paying for when the ServiceAnalyzer was created was good management advice.1 Of course, DaimlerChrysler isn’t the only organization in search of good management ideas. Nearly all companies are. In fact, it’s estimated that companies paid management consultants over $138 billion for management advice last

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