Fundamentals of Management, Canadian Edition, 10th edition
- Stephen P. Robbins |
- David A. DeCenzo |
- Mary A. Coulter |
- Ian Anderson |
Title overview
For introductory/principles of management courses.
Everything students need to know to develop their 'management sense' and be successful
Fundamentals of Management covers the essential concepts of management by providing a solid foundation for understanding the key issues facing managers and organizations. The resource maintains a focus on learning and applying management theories, while now also highlighting opportunities to develop the skills in high demand by today’s employers. Fundamentals of Management offers an easy-to-understand, straightforward, and realistic approach to what works for managers and what doesn’t -- with the ultimate goal to help students be successful in their careers.
Hallmark features of this title
- Tips for Managers. Provide “take-aways” from the chapter–things that managers and would-be managers can start to put into action right now, based on what they have learned in the chapter.
- Bust this Myth. Management Myths Debunked features common management myths that help illustrate what students can learn from this text. The fun video component in the Revel edition highlights the myths and why they are just that - myths - and then explains why.
- A Question of Ethics. This feature provides students with real-life ethical scenarios that managers face.
- What's Cooking in Hospitality? A new feature that looks at management issues in the hospitality sector - one that employs over 600 000 Canadians and generates more than $80 billion in revenue.
New to this Edition
- End-of-Chapter Cases: At the end of each chapter we offer brief, chapter-specific cases in the Developing Management Skills and Business Cases sections. These cases include a variety of open-ended questions for classroom discussion or small-group assignment. A third case has been added to each chapter.
- Mini simulations have been added to most chapters to help learners apply the concepts in the chapters.
- The use of infographics in each chapter presents information graphically to help visual learners with the related concepts. In addition, an increase in photographs enhances business concepts throughout the text.
- Sustainability is an important topic, and it’s critical for our students - our future business leaders - to be familiar with it. So we added an icon to help you and your students recognize how pervasive sustainability is.
Key features
Digital Assets in Revel
- Mini-Sims are short simulations that put students in business roles and give them the opportunity to apply course concepts as they make decisions. Students begin by making a series of decisions to better understand and apply course concepts. The Mini-Sim then changes, branching and creating various scenario paths based on the answers given. This provides students with a personalized learning experience and the opportunity to build and develop their critical thinking skills.
- Current Event Boxes bring currency into your classroom with author-written content that connect key concepts with real-life current events. Annually our authors add new or revised content and data to ensure that your students have relevant examples to help them engage with the course.
- Videos and interactives that are integrated directly into the narrative get students learning actively, making it more likely that they'll retain what they've read.
- Embedded assessments afford students regular opportunities to check their understanding. The results enable instructors to gauge student comprehension and provide timely feedback to address learning gaps along the way.
- Writing assignments - such as journaling prompts and shared writing activities - enable educators to foster and assess critical thinking without significantly impacting their grading burden.
- The educator dashboard offers an at-a-glance look at overall class performance. It helps instructors identify and contact struggling and low-activity students, ensuring that the class stays on pace.
- Video quizzes offer students opportunities to further their knowledge by applying concepts and testing their understanding. Instructors can share videos accompanied by time-stamped multiple-choice questions.
- Shared multimedia assignments make it easy for instructors and students to post and respond to videos and other media. Students can also record and upload their own presentations for grading, comments, or peer review
- Homework Questions. Instructors consistently tell us that assessing student progress is a critical component to their course and one of the most time-consuming tasks. Vetted, good-quality, easy-to-use assessment tools are essential. We have been listening and we have responded by not only creating comprehensive and carefully checked end-of-module and end-of-chapter quizzes, but also creating homework questions for each chapter in our Revel course. These quizzes provide coverage of all Learning Objectives and contain application, critical thinking, and synthesis questions that enable students to assess their comprehension and better prepare for exams.
Table of contents
- 1 Introduction to Management and Organization
- Supplement 1A A Brief History of Management
- Supplement 1B Small and Medium-Sized Enterprises and Organizations
- Supplement 1C Entrepreneurship
- 2 Environmental Constraints on Managers
- 3 Decision Making
- 4 Planning and Strategic Management
- 5 Organizational Structure and Design
- 6 Human Resource Management
- 7 Managing Innovation and Change
- 8 Understanding Groups and Teams
- 9 Motivating and Rewarding Employees
- 10 Leadership
- 11 Managing Communication and Information
- 12 Foundations of Control
- 13 Operations Management
Author bios
STEPHEN P. ROBBINS received his PhD from the University of Arizona. He previously worked for the Shell Oil Company and Reynolds Metals Company and has taught at the University of Nebraska at Omaha, Concordia University in Montreal, the University of Baltimore, Southern Illinois University at Edwardsville, and San Diego State University. He is currently professor emeritus in management at San Diego State.
Dr. Robbins's research interests have focused on conflict, power, and politics in organizations, behavioural decision making, and the development of effective interpersonal skills. His articles on these and other topics have appeared in such journals as Business Horizons, the California Management Review, Business and Economic Perspectives, International Management, Management Review, Canadian Personnel, Industrial Relations, and The Journal of Management Education.
DAVID A. DECENZO (PhD, West Virginia University) is president of Coastal Carolina University in Conway, South Carolina. In his capacity as president, Dr. DeCenzo is responsible for the overall vision and leadership of the university. He has been at Coastal since 2002, when he took over leadership of the E. Craig Wall Sr. College of Business. Since then, the college established an economics major and developed an MBA program. During that period, student enrolment and faculty positions nearly doubled. The college also established significant internship opportunities locally, nationally, and internationally in major Fortune 100 companies. As provost, Dr. DeCenzo worked with faculty leadership to pass a revised general education core curriculum as well as institute a minimum salary level for the university's faculty members. Before joining the Coastal faculty in 2002, he served as director of partnership development in the College of Business and Economics at Towson University in Maryland. He is an experienced industry consultant, corporate trainer, and public speaker. Dr. DeCenzo is the author of numerous textbooks that are used widely at colleges and universities throughout the United States and the world.
MARY COULTER (PhD, University of Arkansas) held different jobs, including high school teacher, legal assistant, and city government program planner, before completing her graduate work. She has taught at Drury University, the University of Arkansas, Trinity University, and Missouri State University. She is currently professor emeritus of management at Missouri State University. Dr. Coulter's research interests were focused on competitive strategies for not-for-profit arts organizations and the use of new media in the educational process. Her research on these and other topics has appeared in such journals as International Journal of Business Disciplines, Journal of Business Strategies, Journal of Business Research, Journal of Nonprofit and Public Sector Marketing, and Case Research Journal. In additional to Fundamentals of Management, Dr. Coulter has published other books with Prentice Hall including Management (with Stephen P. Robbins), Strategic Management in Action, and Entrepreneurship in Action.
IAN ANDERSON received his Master's of Business Administration in Innovation Leadership from the University of Fredericton. Before commencing his college teaching career, he was the director of human resources for a large Ottawa-based IT company. Ian is also a human resources and management consultant with Association Management, Consulting & Educational Services (AMCES), is a certified Change Management Professional, and has been actively consulting for more than 25 years. At Algonquin College, Ian is a professor in management, leadership, and human resources, and he coaches students in business-case and college-marketing competitions.