Contemporary Management by Jones and George distinguishes itself through its authorship, comprehensive, current contents, rich and relevant examples and applications and experiential exercises provided in every single chapter. This #1 best-selling text continues to redefine what principles of management texts should look, sound, and feel like. As an author team Gareth Jones and Jennifer George are uniquely qualified to write about both the strategic and organizational challenges managers face. Contemporary Management is a comprehensive text that surveys the theoretical underpinnings of modern management thought and research. Through a variety of examples from an expanded number of small business to medium and large companies it shows the reader how those ideas are used by practicing managers. A hallmark of this text is its focus on the “Manager as a Person,” which discusses managers as real people with their own personalities, strengths, weaknesses, opportunities, and problems.

Gareth Jones, Texas A and M UniversityGareth Jones is a professor in the management department of the College of Business Administration and the Graduate School of Business and Texas AandM University. He is co-author on three other major textbooks, including one on organizational behavior (accolades he shares with CONTEMPORARY MANAGEMENT co-author and wife, Jennifer George), one on organizational theory, and a one on strategic management. Jones received his BA and PhD from University of Lancaster, UK. He has taught at University Warwick, Michigan State University, and University of Illinois/ Urbana-ChampaignJennifer George is a well-published professor as is now the Mary Gibbs Jones Professor of Management in the Jesse H. Jones GraduateSchool of Business at Rice University. She is co-author of the aforementioned organizational behavior book. She received her BA from Wesleyan University and her MBA and PhD from New York University.

Part One: Management

Chapter 1 Managers and Managing

Chapter 2 The Evolution of Management Thought

Chapter 3 Values, Attitudes, Emotions, and Culture: The Manager as a Person

Part Two: The Environment of Management

Chapter 4 Ethics and Social Responsibility

Chapter 5 Managing Diverse Employees in a Multi-Cultural Environment

Chapter 6 Managing in the Global Environment

Part Three: Decision-Making, Planning, and Strategy

Chapter 7 Decision Making, Learning, Creativity, and Entrepreneurship

Chapter 8 The Manager as a Planner and Strategist

Chapter 9 Value Chain Management: Functional Strategies for Competitive Advantage

Part Four : Managing Organizational Architecture

Chapter 10 Managing Organizational Structure and Culture

Chapter 11 Organizational Control and Change

Chapter 12 Human Resource Management

Part Five: Managing Individuals and Groups

Chapter 13 Motivation and Performance

Chapter 14 Leadership

Chapter 15 Effective Groups and Teams

Chapter 16 Promoting Effective Communication

Part Six: Controlling Critical Organizational Processes

Chapter 17 Managing Conflict, Politics, and Negotiation

Chapter 18 Using Advanced Information Technology to Increase Performance