Description

For undergraduate/graduate-level courses in Introduction to Management or Organizational Behavior.
Sample the best of the best philosophies, views, and theories in management.
The Manager’s Bookshelf: A Mosaic of Contemporary Views is a collection of objective summaries from a broad sampling of bestselling business books. Presenting readers with a collage of information to improve their knowledge of management practices, this text introduces the philosophies, views, and experiences of several authors whose works have captivated the attention of today's management community.

Features

No time? No problem: A significant number of students and professionals would benefit from reading about evidence-based management, vision, self-directed work teams, ethics, fun at work, organizational politics, and/or spirituality–but, most often, these individuals lack the time to read an entire book on these topics. To help, authors Pierce and Newstrom have gathered these ideas to create a brief, easy-to-read text that’s ideal for professional, educational, and personal reference.
Staying current: This text introduces a fresh new set of articles that have been included from eighteen new bestselling titles on management. Some of the topics addressed in this edition include:

• Ethics, Value and Spirituality in the Workplace
• The Managerial Brain
• “Undiscussable” Issues at Work
  • Workplace Survival: Dealing with Bad Bosses, Bad Worker, and Bad Jobs
  • The No-Asshole Rule: Building a Civilized Workplace and Surviving One That Isn’t

Seeing it from a bird’s-eye-view: The Manager’s Bookshelf does not express the views of just one person, nor just one side of the idea. Instead, this text was constructed from a variety of classic and contemporary sources to provide readers with the full-spectrum of managerial theories.
Sparking insight and discussion: Overall, this text provides useful insights that work to evoke self-reflection, and spark stimulating dialogue with colleagues about the management of today's organizations.

New to this Edition

The tenth edition of The Manager’s Bookshelf introduces a fresh new set of readings into the book. A dozen new best sellers are included, replacing numerous other books that had become somewhat dated. The goal of this (and previous) revisions was to make The Manager’s Bookshelf an undeniably comprehensive and up-to-date compendium of highly readable book summaries. Here are the major changes we designed and built into the new edition:

• In response to user feedback, the authors abbreviated and streamlined Part 1 so that it now contains key two readings: (1) an Introduction (exploring the popularity of best sellers, the rationale for the book, the typical contents of the best sellers, a structured format for critiquing them, our selection strategy, and commentary on the authors of the best sellers) and (2) some cautionary observations provided by some reflective scholars.
• The authors have gradually expanded the size of the Best Seller “Classics' section, as additional books prove themselves to be enduring across time in their popularity.
• A new section has been inserted, Part III, to provide solid perspectives on the important topic of Organizational Culture.
• At the urging of reviewers, the authors created a section on Teams and Teamwork.
• The thrust of Part XI has been changed to capture both the rational and intuitive perspectives on Managerial Decision-Making.
• A new Part XIII on Social Technologies at Work is not included.
• Part 16, “Contemporary Thinking about Management,” was expanded to include Henry Mintzberg’s unique perspectives on Managing, as well as Thomas Friedman’s thoughts on how the world is changing.
• Other new inclusions in this edition accent themes of leadership transparency, Mojo, collaboative intelligence, super crunchers, and irrationality.

Table of Contents

 

Preface

Acknowledgments

About the Editors

 

I. INTRODUCTION

Reading 1: Understanding and Using the Best Sellers, by Jon L. Pierce and John W. Newstrom

Reading 2: Reflections on the Best Sellers and A Cautionary Note, by Jon L. Pierce and John W. Newstrom, with Larry L. Cummings, Brad Jackson, and Anne Cummings

II. BEST-SELLER “CLASSICS”

Reading 1: The Practice of Management, by Peter F. Drucker

Reading 2: The One Minute Manager, by Kenneth Blanchard and Spencer Johnson   

Reading 3: Out of the Crisis, by W. Edwards Deming            

Reading 4: The Human Side of Enterprise, by Douglas McGregor   

Reading 5: Maslow on Management, by Abraham H. Maslow      

Reading 6: The Seven Habits of Highly Effective People, by Stephen R. Covey   

Reading 7: The Fifth Discipline, by Peter Senge                     

Reading 8: Competitive Advantage, by Michael E. Porter            

 

III:  HIGH- AND LOW-PERFORMING ORGANIZATIONS

Reading 1: Good to Great, by Jim Collins   

Reading 2: Big Winners and Big Losers, by Alfred Marcus   

Reading 3: How the Mighty Fall, by Jim Collins               

 

IV.  ORGANIZATIONAL STRATEGY AND EXECUTION

Reading 1: Higher Ambition by Michael Beer, Russell Eisenstat, Nathaniel Foote, Tobias Fredberg, and Flemming Norrgren

Reading 2: Responsible Restructuring, by Wayne F. Cascio         

 

V. ORGANIZATIONAL CULTURE

Reading 1: Organizational Culture and Leadership, by Edgar H. Schein

Reading 2: Transparency: How Leaders Create a Culture of Candor, by Warren Bennis, Daniel Goleman, and James O’Toole      

VI.  MOTIVATION

Reading 1: The Enthusiastic Employee, by David Sirota, Louis A. Mischkind, and Michael Irwin Meltzer      

Reading 2: Psychological Capital, by Fred Luthans, Carolyn M. Youssef, and Bruce J. Avolio   

Reading 3: Why Pride Matters More Than Money, by Jon R. Katzenbach   

Reading 4: Mojo, by Marshall Goldsmith with Mark Reiter         

 

VII.  LEADERSHIP AND POWER

Reading 1: Positive Leadership, by Kim Cameron            

Reading 2: Bad Leadership, by Barbara Kellerman   

Reading 3: Power, by Jeffrey Pfeffer

 

PART VIII. TEAMS AND TEAMWORK

Reading 1: Collaborative Intelligence: Using Teams to Solve Hard Problems, by J. Richard Hackman

Reading 2: Beyond Teams, by Michael M. Beyerlein, Sue Freedman, Craig McGee, and Linda Moran      

  

IX. ORGANIZATIONAL CHANGE

Reading 1: Building the Bridge as You Walk on It, by Robert E. Quinn         

Reading 2: A Sense of Urgency, by John P. Kotter            

 

X. “UNDISCUSSABLE” ISSUES AT WORK

Reading 1: Workplace Survival, by Ella W. VanFleet and David D. VanFleet

Reading 2: The No-Asshole Rule, by Robert I. Sutton            

Reading 3: It’s All Politics, by Kathleen Kelley Reardon                  

 

XI. MANAGERIAL DECISION-MAKING

Reading 1: Thinking, Fast and Slow, by Danie