Modern management concepts and skill 14th by certo

Modern management concepts and skill 14th by certo Modern management concepts and skill 14th by certo Modern management concepts and skill 14th by certo Modern management concepts and skill 14th by certo Modern management concepts and skill 14th by certo Modern management concepts and skill 14th by certo

www.downloadslide.com Full-Circle Learning MyLab™: Learning Full Circle for Marketing, Management, Business Communication, Intro to Business, and MIS BEFORE CLASS DSM's, pre-lecture homework, eText AFTER CLASS Writing Space,Video Cases, Quizzes/Tests MyLab Decision Sims,Videos, and Learning Catalytics DURING CLASS www.downloadslide.com This page intentionally left blank www.downloadslide.com MyManagementLab : Improves Student Engagement Before, During, and After Class ™ Prep and Engagement • Video exercises – engaging videos that bring business concepts to life and explore business topics related to the theory students are learning in class Quizzes then assess students’ comprehension of the concepts covered in each video • Learning Catalytics – a “bring your own device” student engagement, assessment, and classroom intelligence system helps instructors analyze students’ critical-thinking skills during lecture • Dynamic Study Modules (DSMs) – through adaptive learning, students get personalized guidance where and when they need it most, creating greater engagement, improving knowledge retention, and supporting subject-matter mastery Also available on mobile devices • Business Today – bring current events alive in your classroom with videos, discussion questions, and author blogs Be sure to check back often, this section changes daily • Decision-making simulations – place your students in the role of a key decision-maker The simulation will change and branch based on the decisions students make, providing a variation of scenario paths Upon completion of each simulation, students receive a grade, as well as a detailed report of the choices they made during the simulation and the associated consequences of those decisions Decision Making Critical Thinking • Writing Space – better writers make great learners—who perform better in their courses Providing a single location to develop and assess concept mastery and critical thinking, the Writing Space offers automatic graded, assisted graded, and create your own writing assignments, allowing you to exchange personalized feedback with students quickly and easily Writing Space can also check students’ work for improper citation or plagiarism by comparing it against the world’s most accurate text comparison database available from Turnitin • Additional Features – included with the MyLab are a powerful homework and test manager, robust gradebook tracking, comprehensive online course content, and easily scalable and shareable content http://www.pearsonmylabandmastering.com www.downloadslide.com This page intentionally left blank www.downloadslide.com Modern Management CONCEPTS AND SKILLS www.downloadslide.com This page intentionally left blank www.downloadslide.com Modern Management CONCEPTS AND SKILLS F O U R T E E N T H E D ITIO N Samuel C Certo Steinmetz Professor of Management Roy E Crummer Graduate School of Business Rollins College S Trevis Certo Jerry and Mary Anne Chapman Professor of Business W P Carey School of Business Arizona State University Boston Columbus Indianapolis New York San Francisco Amsterdam Cape Town Dubai London Madrid Milan Munich Paris Montreal Toronto Delhi Mexico City São Paulo Sydney Hong Kong Seoul Singapore Taipei Tokyo www.downloadslide.com Vice President, Business Publishing: Donna Battista Editor-in-Chief: Stephanie Wall Senior Acquisitions Editor: Kris Ellis-Levy Program Manager Team Lead: Ashley Santora Program Manager: Sarah Holle Editorial Assistant: Bernie Ollia Vice President, Product Marketing: Maggie Moylan Director of Marketing, Digital Services and Products: Jeanette Koskinas Executive Product Marketing Manager: Anne Fahlgren Field Marketing Manager: Lenny Ann Raper Senior Strategic Marketing Manager: Erin Gardner Project Manager Team Lead: Judy Leale Project Managers: Meghan DeMaio and Nicole Suddeth Operations Specialist: Diane Periano Interior and Cover Designer: Integra Software Services Pvt Ltd Cover Image: Leone_V/Shutterstock & Olivier Le Moal/Shutterstock VP, Director of Digital Strategy & Assessment: Paul Gentile Manager of Learning Applications: Paul Deluca Digital Editor: Brian Surette Digital Studio Manager: Diane Lombardo Digital Studio Project Manager: Robin Lazrus Digital Studio Project Manager: Alana Coles Digital Studio Project Manager: Monique Lawrence Digital Studio Project Manager: Regina DaSilva Full-Service Project Management and Composition: Integra Software Services Pvt Ltd Printer/Binder: Courier, Kendallville Cover Printer: Courier, Kendallville Text Font: 10/12 Minion Pro Copyright © 2016, 2014, 2012 by Pearson Education, Inc All rights reserved Manufactured in the United States of America This publication is protected by Copyright, and permission should be obtained from the publisher prior to any prohibited reproduction, storage in a retrieval system, or transmission in any form or by any means, electronic, mechanical, photocopying, recording, or likewise For information regarding permissions, request forms and the appropriate contacts within the Pearson Education Global Rights & Permissions department, please visit www.pearsoned.com/permissions/ Acknowledgements of third party content appear on the appropriate page within the text, which constitutes an extension of this copyright page Unless otherwise indicated herein, any third-party trademarks that may appear in this work are the property of their respective owners and any references to third-party trademarks, logos or other trade dress are for demonstrative or descriptive purposes only Such references are not intended to imply any sponsorship, endorsement, authorization, or promotion of Pearson’s products by the owners of such marks, or any relationship between the owner and Pearson Education, Inc or its affiliates, authors, licensees or distributors Library of Congress Cataloging-in-Publication Data Certo, Samuel C Modern management: concepts and skills/Dr Samuel Certo, Dr Trevis Certo.—14 Edition pages cm Includes index ISBN 978-0-13-385981-2 Management Industrial management Social responsibility of business Technological innovations I Certo, S Trevis II Title HD31.C4125 2016 658—dc23 2014021134 10 ISBN 10: 0-13-385981-9 ISBN 13: 978-0-13-385981-2 www.downloadslide.com Samuel C Certo To Mimi: My best friend for life! S Trevis Certo To Melissa, Skylar, Lexie, and Lando www.downloadslide.com APPENDIX Encouraging Creativity and Innovation I MARKET GAINS Improved performance, features, reliability, etc Improved reputation for quality (due to increasing advertising, etc.) Increased market share Experience-based scale economics Increased profits Higher prices II COST SAVINGS Increased productivity Improved reliability or conformance Lower manufacturing costs Lower warranty and product liability costs FIGURE A3.6 Increased profits Lower rework and scrap costs Lower service costs TQM typically results in greater market share and lower costs held liable in the courts for damages resulting from the use of such products To take one dramatic example, Pfizer, a company that develops mechanical heart valves, recently settled an estimated 180 lawsuits by heart-implant patients claiming that the valves used in their implants were faulty.40 Successful TQM efforts typically result in improved products and product performance, and the typical result of improved products and product performance is lower product liability costs Established Quality Awards Recognizing all these benefits of quality, U.S com- panies have placed significant emphasis on manufacturing high-quality products Several major awards have been established in the United States and abroad to acknowledge those organizations that produce exceptionally high-quality products and services The most prestigious international award is the Deming Award, established in Japan in honor of W Edwards Deming, who introduced Japanese firms to statistical quality control and quality improvement techniques after World War II The most widely known award in the United States is the Malcolm Baldrige National Quality Award, which is awarded by the American Society of Quality and Control and was established in 1988.41 As these examples suggest, quality is an increasingly important element in an organization’s ability to compete in today’s global marketplace THE QUALITY IMPROVEMENT PROCESS Two approaches may be taken to improve quality The first approach, advocated by most of the quality experts, can be described as “incremental improvement”—or improving one thing at a time Actually, many incremental improvements may be undertaken simultaneously throughout an organization; for example, in 1982 Toyota averaged instituting 5,000 improvements per day 497 498 APPENDIX www.downloadslide.com Encouraging Creativity and Innovation FIGURE A3.7 The incremental approach to improving quality Step Choose an area of improvement Step Management implements the improvements Step Organize a quality improvement team Step Perform pilot study Step Identify “benchmarks” Step Perform analysis of current performance The second approach, advocated by Michael Hammer, consists of completely reengineering a process.42 This approach requires starting with a clean slate in which management looks at operations and asks, “If we were to start over today, how would we this?” Each approach is discussed in detail in the following sections The Incremental Improvement Process Researchers and consultants have advocated a variety of incremental approaches to achieving excellent quality in products and processes Despite their differences, almost all of these plans have remarkable similarities Although a specific improvement process may not precisely follow the order given in Figure A3.7, most such processes at least approximate it STEP 1: An area of improvement is chosen, which often is called the improvement “theme”— Either management or an improvement team may choose the theme Examples are: r
Reduction in production cycle time r Increase in the percentage of nondefective units produced r Reduction in the variability of raw material going into production r Increase in on-time deliveries r Reduction in machine downtime r Reduction in employee absenteeism Many other examples are possible, of course, but these suffice to make the point that an improvement objective must be chosen Consider a pizza company whose delivery business is lagging behind that of its competitors, chiefly because of slow deliveries The improvement theme in this case might be a reduction in delivery time (i.e., cycle time) STEP 2: If a quality improvement team has not already been organized, one is organized— Members of this team might include: r
One or more associates directly responsible for the work being done r One or more customers receiving the benefits of the work ... xxxi Introduction to Modern Management 1 Introducing Modern Management: Concepts and Skills PART Modern Management Challenges Managers, Society, and Sustainability Management and Diversity 51 Managing... Cataloging-in-Publication Data Certo, Samuel C Modern management: concepts and skills/Dr Samuel Certo, Dr Trevis Certo. —14 Edition pages cm Includes index ISBN 978-0-13-385981-2 Management Industrial management. .. www.downloadslide.com Modern Management CONCEPTS AND SKILLS www.downloadslide.com This page intentionally left blank www.downloadslide.com Modern Management CONCEPTS AND SKILLS F O U R T E E N