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?

ing too much time managing negative people.” But because of the tight friend-ships in the company, most of which had existed before people were hired, another half-dozen people immediately quit. Morale and company performance plum-meted. Instead of making things better, the firings made them much worse. Kim lost sleep and became depressed.

  Much, Too much