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Managing Organizations and People, Modular Versionby Paul F. Buller
Synopses & Reviews
Managing Organizations and People is a collection of nine case modules. Each module contains five cases on a particular topic in management, such as leadership. There are 57 cases for courses in management, organizational behavior, and human resource management. Each five case modular covers a key management topic such as strategy, organizational design, managing diversity. Instructors can select as many or as few case modules as they want, include other exercises, and their own material to build a supplement tailored fit to their course. These cases were carefully selected for their relevance and student interest, covering a broad range of topics and scenarios by experienced management instructors, Paul Buller and Randall Schuler. All cases have been class tested and case notes are available for all.
Book News Annotation:
Buller (Gonzaga U.) and Schuler (Rutgers U.) edit this text for students on organizational management and leadership. The book is divided into nine "modules" which cover management and leadership; strategy, planning, and organizational culture; organizational structure and design; organizational control, power, and conflict; human resource management; managing diversity; motivation and performance; communication and group dynamics; and organizational change and transformation. Each module contains various case studies as examples, which use many details and dialogues to recreate scenarios, and includes questions for discussion. An index is not provided.
Annotation ©2004 Book News, Inc., Portland, OR (booknews.com)
Get the management textbook that's hand-selected for relevance and student interest. MANAGING ORGANIZATIONS AND PEOPLE, MODULAR VERSION is updated and easier-to-read than ever with loads of study tools and helpful test-taking tips. Plus, with MANAGING ORGANIZATIONS AND PEOPLE, MODULAR VERSION you'll get the most current and complete management theory on the market.
About the Author
Paul F. Buller holds the Kinsey M. Robinson Chair in Business Administration at Gonzaga University where he teaches courses in strategic management and entrepreneurship. He has been the Director of the Hogan Entrepreneurial Leadership Program at Gonzaga since January 2000. Dr. Buller has done research and consulting in business and government organizations on various aspects of organizational effectiveness, including strategic management, human resource management, global ethics, and organizational change. He has authored or co-authored over 50 articles in a variety of academic and practitioner journals. He is co-editor, with Randall S. Schuler, of Managing Organizations and People: Cases in Management, Organizational Behavior, and Human Resource Management (7th Edition), South-Western Publishing. Dr. Buller has served on the editorial boards of the Journal of World Business and Human Resource Management Journal and is past president of the Western Academy of Management. Professor Buller received his B.S. degree in psychology and his masters in social work from the University of Utah, and his M.B.A. and Ph.D. in business administration from the University of Washington. Randall S. Schuler is Distinguished Professor of International Human Resource Management and Human Resource Strategy, Past Director of the Masters in HRM Program, and Founder and Past Director of the Center for Global Strategic Human Resource Management in the Department of Human Resource Management in the School of Management and Labor Relations at Rutgers University. He is also on the faculty of the Lorange Institute of Business Zurich as a Research Fellow and the faculty of Lancaster Management School as a Visiting Fellow. His interests are global human resource management, strategic human resource management, the human resource management function in organizations and the interface of business strategy and human resource management. He has authored or edited over forty-five books. In addition, he has contributed over sixty chapters to reading books and has published over one-fifty hundred articles in professional journals and academic proceedings. Presently, he is Chief Editorial Consultant for the European Journal of International Management and is on the Editorial Boards of several journals including the Cross Cultural Management, Organizational Dynamics, Journal of World Business, The International Journal of Human Resource Management, and Asia Pacific Journal of Human Resources. Currently he is co-editing a GLOBAL HRM Series for Routledge Publishing, London England, with P. Sparrow, S. Jackson and M. Poole. It is comprised of more than twenty books and involves more than 300 authors from around the world. He is a Fellow of the American Psychological Association, a Fellow of the British Academy of Management, a Fellow of the Society for Industrial and Organizational Psychology, and a Fellow of the Academy of Management.
Table of Contents
MODULE I. MANAGEMENT AND LEADERSHIP. 1. Custom Chip, Inc. 2. Dick Spencer. 3. The Marketing Campaign at ChemCorp. 4. Traveler Import Cars, Inc. 5. The Prominent Dr. Rombach. 6. The United Way and the Boy Scouts: Controversy in Portland, Oregon. MODULE II. STRATEGY, PLANNING, AND ORGANIZATIONAL CULTURE. 7. American Express. 8. XEL Communications Inc. 9. XEL Communications "C". 10. Europska Databanka. 11. The Boston YWCA: 1991. 12. BCH Telecommunications. 13. Riding the Rollercoaster of Entrepreneurship. MODULE III. ORGANIZATIONAL STRUCTURE AND DESIGN. 14. The Plaza Inn. 15. Dowling Flexible Metals. 16. Microsoft: Adapting to New Challenges. 17. Sunday at Al Tech. 18. The ZX Software Development Group: Santa Cruz. 19. The Wreck of Amtrack's Sunset Limited. MODULE IV. ORGANIZATIONAL CONTROL, POWER, AND CONFLICT. 20. Pearl Jam's Dispute with Ticketmaster. 21. Suntory. 22. Baksheesh. 23. Conflict Management. 24. Iroquois Container Corporation: Flagstone Operations. 25. Astrotech Fuel Systems (A). 26. Unsavory Problems at Tasty's: A Case Exercise about Whistleblowing. MODULE V. HUMAN RESOURCE MANAGEMENT. 27. Precision Measurement of Japan. 28. Bringing HR into the Business. 29. The Tall Pines Hotel and Conference Center. 30. A Broader View Seizes More Opportunities. 31. Moon Over ER. 32. Heartland State Bank (A). 33. Heartland State Bank (B). MODULE VI. MANAGING DIVERSITY. 34. Managing Workforce Diversity: People Related Issues at the Barden Corporation. 35. Propmore Corporation. 36. Promotion to Police Sergeant. 37. Propco, Inc. 38. The Business of Culture at Acoma Pueblo. 39. Personnel Selection Procedures in Latin America. MODULE VII. MOTIVATION AND PERFORMANCE. 40. How to Motivate Fred Maiorino? 41. The Kriendler Executive Dining Room. 42. Nordstorm. 43. Southwest Airlines: Can Luv Rule the World? 44. Lincoln Electric Company. 45. An American in Paris. MODULE VIII. COMMUNICATION AND GROUP DYNAMICS. 46. Motor Parts Corporation. 47. Contract Negotiations in Western Africa. 48. Does This Milkshake Taste Funny? 49. Insubordination or Unclear Loyalties? 50. The Luggers Versus the Butchers. 51. Donor Services Department. MODULE IX. ORGANIZATIONAL CHANGE AND TRANSFORMATION. 52. Transformation at Harley Davidson. 53. Organizational Change: Planning and Implementing Teams at AAL and IPS. 54. Using Leadership to Promote TQM. 55. Peoples Trust Company. 56. Seeing the Forest and the Trees. 57. Women and Global Leadership at Bestfoods.
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