Test Bank for Fundamentals of Management, 9th Canadian Edition, Stephen P. Robbins, David A. DeCenzo, Mary A. Coulter, Ian Anderson

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Product details:

• ISBN-10 ‏ : ‎ 0132606925
• ISBN-13 ‏ : ‎ 978-0132606929
• Author:  Stephen P. Robbins, David A. DeCenzo, Mary A. Coulter, Ian Anderson

This brief paperback text gives students more depth and breadth of practical tools to practice their management skills than any other textbook. This edition continues its fresh approach to management coverage through current and relevant examples, updated theory, and a new pedagogically sound design.

Table of contents:

1. Chapter 1 Introduction to Management and Organizations
2. Learning Objectives
3. Why Study Management?
4. What Is Management?
5. Efficiency and Effectiveness
6. Who Are Managers?
7. The Organizational Setting
8. What Three Characteristics do All Organizations Share?
9. How Are Managers Different from Nonmanagerial Employees?
10. What Titles Do Managers Have?
11. Is the Manager’s Job Universal?
12. Level in the Organization
13. Profit Versus Not-For-Profit
14. Size of Organization
15. Management Concepts and National Borders
16. What Do Managers Do?
17. Four Functions Approach
18. Planning
19. Organizing
20. Leading
21. Controlling
22. Management Roles Approach
23. Functions versus Roles
24. Skills and Competencies Approach
25. What Factors Are Reshaping and Redefining Management?
26. Why Are Customers Important to the Manager’s Job?
27. Why Is Innovation Important to the Manager’s Job?
28. Importance of Social Media to the Manager’s Job
29. Importance of Sustainability to the Manager’s Job
30. Chapter Summary
31. Learning Objectives Checklist
32. Discussion Questions
33. Developing Management Skills
34. Dilemma
35. Becoming a Manager
36. Becoming Politically Adept
37. Skill Basics
38. Diversity Matters
39. Hey, You’re the Boss Now!
40. Team Exercises
41. 3BL: The Triple Bottom Line
42. What are the Business Case Benefits of 3BL?
43. Thinking Strategically About 3BL
44. Be the Consultant
45. Business Cases
46. Shopify
47. Discussion Questions
48. Building a Better Boss
49. Discussion Questions
50. Who Needs a Boss?
51. Discussion Questions
52. Supplement 1A A Brief History of Management
53. Early Management
54. Classical Approaches
55. Behavioural Approach
56. Quantitative Approach
57. Contemporary Approaches
58. Contemporary Approaches
59. Supplement 1B Small and Medium-Sized Enterprises and Organizations
60. What Are Small and Medium-Sized Enterprises?
61. Key Findings9, 10
62. What Are Small and Medium-Sized Organizations?
63. Key Findings16
64. SMEs and SMOs in Canada: Key Characteristics
65. Management in SMEs and SMOs
66. Human Resources in SMEs and SMOs
67. Financing in SMEs and SMOs
68. Innovation in SMEs and SMOs
69. Networks and Partnerships in SMEs and SMOs
70. Supplement 1C Entrepreneurship1
71. What Do Entrepreneurs Do?
72. What Planning Do Entrepreneurs Need to Do?
73. What’s in a Full Business Plan?
74. Executive Summary
75. Analysis of Opportunity
76. Analysis of the Context
77. Description of the Business
78. Financial Data and Projections
79. Supporting Documentation
80. Components of a Good Business Plan
81. What Issues Are Involved in Organizing an Entrepreneurial Venture?
82. What Are the Legal Forms of Organization for Entrepreneurial Ventures?
83. What Type of Organizational Structure Should Entrepreneurial Ventures Use?
84. What Human Resource Management (HRM) Issues Do Entrepreneurs Face?
85. What Issues Do Entrepreneurs Face in Leading an Entrepreneurial Venture?
86. What Type of Personality Do Entrepreneurs Have?
87. How Can Entrepreneurs Motivate Employees?
88. How Can Entrepreneurs Be Leaders?
89. What Controlling Issues Do Entrepreneurs Face?
90. How Is Growth Managed?
91. How Are Downturns Managed?
92. What’s Involved with Exiting the Venture?
93. Chapter 2 Environmental Constraints on Managers
94. Learning Objectives
95. The External Environment
96. The Specific Environment
97. The General Environment
98. Political Conditions
99. Economic Conditions
100. Sociocultural Conditions
101. Technological Conditions
102. Environmental Conditions
103. Legal Conditions
104. Understanding the Global Environment
105. PESTEL—Global Environment
106. What Does It Mean to Be “Global”?
107. What Are the Different Types of Global Organizations?
108. How Organizations Go Global
109. Importing and Exporting
110. Licensing and Franchising
111. Strategic Alliance
112. Foreign Subsidiary
113. Which Is More Important to a Manager: National Culture or Organizational Culture?
114. Organizational Culture
115. Strong Versus Weak Cultures
116. Developing an Organization’s Culture
117. How Culture Affects Managers
118. How the Environment Affects Managers
119. Assessing Environmental Uncertainty
120. Chapter Summary
121. Learning Objectives Checklist
122. Discussion Questions
123. Developing Management Skills
124. Dilemma
125. Becoming a Manager
126. Hey, You’re the Boss Now!
127. Questions
128. 3BL: The Triple Bottom Line
129. Can Technology Improve the Way Managers Manage?
130. Thinking Strategically About 3BL
131. Team Exercises
132. Be the Consultant: Understanding Culture
133. Assessing Employees’ Global Aptitudes
134. Business Cases
135. Joe Fresh
136. Discussion Questions
137. Not Sold Out
138. Discussion Questions
139. Miovision Technologies Inc. (Internet of Things)
140. Discussion Questions
141. Chapter 3 Decision Making
142. Learning Objectives
143. The Decision-Making Process
144. What Defines a Decision Problem?
145. Step 1: Identify a Problem
146. What Is Relevant in the Decision-Making Process?
147. Step 2: Identify Decision Criteria
148. How Does the Decision Maker Weigh the Criteria and Analyze Alternatives?
149. Step 3: Allocate Weights to Criteria
150. Step 4: Develop Alternatives
151. Step 5: Analyze Alternatives
152. What Determines the Best Choice?
153. Step 6: Select an Alternative
154. Step 7: Implement the Alternative
155. Step 8: Evaluate Decision Effectiveness
156. Factors Affecting Decision Making
157. What Are the Three Approaches Managers Use to Make Decisions?
158. 1 Rational Model
159. 2 Bounded Rationality
160. 3 Intuition and Managerial Decision Making
161. Types of Problems and Decisions
162. How do Problems Differ?
163. Procedures
164. Rules
165. Policies
166. How do Nonprogrammed Decisions Differ from Programmed Decisions?
167. Decision-Making Conditions
168. Certainty
169. Risk
170. Uncertainty
171. Group Decision Making
172. Individual Versus Group Decision Making
173. Decision-Making Biases and Errors
174. Contemporary Issues in Managerial Decision Making
175. How Does National Culture Affect Managers’ Decision Making?
176. Why Are Creativity and Design Thinking Important in Decision Making?
177. Understanding Creativity
178. Understanding Design Thinking
179. How Is Big Data Changing the Way Managers Make Decisions?
180. Quantitative Decision-Making AIDS
181. Ethics, Corporate Social Responsibility, and Decision Making
182. Four Views of Ethics
183. Improving Ethical Behaviour
184. Codes of Ethics and Decision Rules
185. Corporate Social Responsibility
186. Corporate Social Responsibility and Economic Performance
187. Chapter Summary
188. Learning Objectives Checklist
189. Discussion Questions
190. Developing Management Skills
191. Dilemma
192. Becoming a Manager
193. Diversity Matters: The Value of Diversity in Decision Making81
194. Team Exercises
195. 3BL: The Triple Bottom Line
196. Thinking Strategically About 3BL
197. Individual Versus Group Decisions
198. The Story
199. Statements About the Story
200. Business Cases
201. The Business of Blue Jays Baseball
202. Questions
203. Coca-Cola and the Science of OJ
204. Questions
205. Credit Valley Hospital
206. Questions
207. Chapter 4 Planning and Strategic Management
208. Learning Objectives
209. What Is Planning and Why Do Managers Need to Plan?
210. Planning Defined
211. Why Do Managers Plan?
212. Planning and Performance
213. Criticisms of Planning
214. How Do Managers Set Goals and Develop Plans?
215. What Types of Goals Do Organizations Have, and How Do They Set Those Goals?
216. Characteristics of Well-Designed Goals
217. Steps in Goal Setting
218. What Types of Plans Do Managers Use and How Do They Develop Those Plans?
219. Types of Plans
220. Breadth
221. Time Frame
222. Specificity
223. Developing Plans
224. Planning Tools and Techniques
225. Forecasting
226. Contingency Planning
227. Scenario Planning
228. Benchmarking
229. Process Planning
230. Organizational Strategy: Choosing a Niche
231. Why Is Strategic Management Important?
232. The Strategic Management Process
233. Step 1: Identify the Organization’s Current Vision, Mission, Goals, and Strategies
234. Step 2: Do an Internal Analysis
235. Step 3: Do an External Analysis
236. Pestel Analysis
237. Step 4: Formulate Strategies
238. Step 5: Implement Strategies
239. Step 6: Evaluate Results
240. What Strategies Do Managers Use?
241. 1 Corporate Strategy
242. 3 main corporate strategies
243. 2 Competitive Strategy
244. Important Role of Competitive Advantage
245. Types of Competitive Strategies
246. 3 Functional Strategy
247. Social Media as a Strategic Weapon
248. Big Data as a Strategic Weapon
249. Competitive Strategies
250. Chapter Summary
251. Learning Objectives Checklist
252. Discussion Questions
253. Developing Management Skills
254. Dilemma
255. Becoming a Manager
256. Developing Your Interpersonal Skills: Goal Setting for Your Professor
257. About the Skill
258. Practising the Skill
259. Team Exercises
260. 3BL: The Triple Bottom Line
261. Ethical Competitive Intelligence
262. Thinking Critically about Ethical Competitive Intelligence
263. Your College or University’s Vision, Mission, and Strategies
264. Hey, You’re the Boss Now!
265. Business Cases
266. SilverBirch Hotels & Resorts
267. Prince Edward County
268. Questions
269. Fast Fashion
270. Questions
271. Chapter 5 Organizational Structure and Design
272. Learning Objectives
273. Key Elements in Organizational Structure
274. Work Specialization
275. Departmentalization
276. Chain of Command
277. Line and Staff Authority
278. How do Authority and Power Differ?
279. Span of Control
280. Today’s View
281. Centralization and Decentralization
282. Today’s View
283. Formalization
284. Today’s View
285. What Contingency Variables Affect Structural Choice?
286. Mechanistic or Organic17
287. Organic organization
288. The “If”: Contingency Variables
289. 1 Strategy—Structure
290. 2 Size—Structure
291. 3 Technology—Structure
292. 4 Environment—Structure
293. Common Organizational Designs
294. Traditional Organizational Designs
295. Simple Structure
296. Functional Structure
297. Divisional Structure
298. Contemporary Organizational Designs
299. Team Structure
300. Matrix and Project Structures
301. Boundaryless Organizations
302. Virtual Organizations
303. Network Organizations
304. Contemporary Organizational Design Challenges
305. Designing Office Space
306. Keeping Employees Connected
307. Building a Learning Organization
308. Integrating Sustainability into the Organizational Structure
309. 3BL: The Triple Bottom Line
310. Thinking Strategically About 3BL
311. Managing Global Structural Issues
312. Designing Efficient and Effective Flexible Work Arrangements
313. What’s Involved in Telecommuting?
314. How Can Organizations Use Compressed Workweeks, Flextime, and Job Sharing?
315. What is a Contingent Workforce?
316. Chapter Summary
317. Learning Objectives Checklist
318. Discussion Questions
319. Developing Management Skills
320. Dilemma
321. Becoming a Manager
322. Diversity Matters
323. Team Exercises
324. Be the Consultant: The Nova Scotia Association of Social Workers
325. Business Cases
326. Pfizer: A New Kind of Structure
327. Questions
328. Levitt-Safety Limited
329. Questions
330. You Work Where?
331. Discussion Questions
332. Chapter 6 Human Resource Management
333. Learning Objectives
334. The Human Resource Management Process
335. Environmental Factors Affecting HRM
336. Organizational Culture
337. Economic Conditions
338. Labour-Market Issues
339. Government Legislation
340. Technology
341. Planning Human Resource Needs
342. (1) How Does an Organization Do a Current HR Assessment?
343. (2) How Are Future Employee Needs Determined?
344. (3) Balancing Supply and Demand

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