Pin Private ownership of property and production, the profit motive, free markets and free trade—capitalism is an economic system and ideology. It made America the world superpower.
What Makes an Effective Leader? Why Does It Matter? The answer, quite frankl y, is that a huge gap exists between what managers actually do or think about and what the e xisting gaggle of management books say are contemporary practices.
Management theor y has also mo ved forward, and in some cases has become w ell-established practice in the cor porate world. Again, we were surprised by the gap in what students have been reading.
So, this book was crafted to close that g ap, to help students have a more realistic understanding about w hat managers actuall y do and what management theory actually recommends. We offer this rele vant view of management in a w ay that has a logical flow of content, is succinct and clear in its writing style, rich in real-world examples, and remains focused on the role of managers.
While some management functions are timeless, we firmly believe that the lates managers w ho inspired Fayol to describe these functions are markedly different from effective managers toda y. In other w ords, it is time for a 21stcentury management book written for 21st-centur y managers.
We retain four management functions, and with similar names to the past, but these subtle dif ferences are more pronounced in the chapters and emphasis throughout this book.
Planning and Strategizing Most management books focus on planning, w hereas we write about planning and strategizing.
While planning is a formal process for periodically e. In other words, successful managers are continually strategizing, sometimes in the absence of planning. Thus, we repeatedly emphasize how managers strate gize. And to a void per petuating the Organizing and Controlling—Organization Architecture Most management textbooks treat organizing and controlling as completely separate functions.
Yet managers will tell you that organizing people into departments and teams is an important form of control.
Furthermore, managers emphasize that or ganizational culture is an important control system, no matter how difficult it is to shape; it should ne ver be viewed as an untouchable fixture of the inter nal environment as other books assume.
Thus, we apply the contemporar y management vie w that organizing and controlling belong to gether as two parts of the underlying management process, called organizational architecture. Leadership is impor tant; in f act, it is vital for guiding the organization toward its objectives and for applying the other management functions.
But managers toda y do more than motivate, influence, and direct others. In f act, General Electric and other top-perfor ming companies insist that managers give the highest priority to hiring, training, mentoring, and re warding employees.
In contemporary management parlance, these companies consider human capital as their competiti ve adv antage, and managers play a vital role in enhancing the v alue of that resource. The fact is, by finding the right sequence of chapters and topics, w e can more successfull y help students to understand management roles and their interconnections.
The chapter sequence also reflects how managers actually think and act, w hich explains why this book is organized somewhat differently from management te xtbooks that rely on past models. For example, the chapters on organizational structure and controls are side-b y-side for the reasons noted earlier.
More generall y, this book moves from macro, through midle vel issues, to micro issues, and closes by switching back to a macro perspective managing innovation and change. This book also takes an integrated rather than piecemeal approach to management topics.
This means that later chapters build upon concepts introduced in earlier chapters. The goal is to get students to see the big picture, and to understand the impor tant linkages between different aspects of management. To drive this home, w e frequently refer to concepts introduced in prior chapters, and show how they related to the material being discussed in the cur rent chapter.
At the same time, w e are sensitive to the desire of some instructors to skip certain chapters. We have not pushed the level of integration so far that this cannot be done. Most management courses are one semester, which makes it very difficult for students to read through their te xtbook. Ev en in a tw osemester course, the reading requirements could potentially undermine rather than impro ve the lear ning process.
· Capitalism that Works for Everyone. By. Tom Vander Ark - December 11, 2.
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Link to Departments website. The major in Accounting at UGA is designed to give students an understanding of the theory of accounting as it is used in our society: accounting standards, financial statement preparation, product costs, budgeting, taxation, auditing, risk assessment, and controls.