Management: The Right Work, Done Well - Rutgers Version
Edition: 1
Copyright: 2023
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Management: The Right Work, Done Well! covers all the key topics expected in an introductory management textbook. The publication features an easily readable and understandable format based on the primary purpose of management - to get the “Right Work, Done Well!”
The publication is written by Denis G. Hamilton, an award-winning professor who has taught over 10,000 students since earning a Ph.D. in organization management and who also has over 35 years of broad-based management experience including executive level positions in two Fortune 50 companies.
Management: The Right Work, Done Well!
- Is Student Friendly! Learning goals are clearly indicated at the beginning of each chapter and a list of key concepts to be mastered are included at the end of each chapter, making it easy for students to recognize what they are expected to learn.
- Features Classic and Contemporary Research! The publication embed descriptions and explanations sourced from academic literature as well as the latest research reports on contemporary management from renowned consulting firms such as McKinsey and Boston Consulting Group.
- Is Interactive! “You be the Manager” exercises help students apply the material either individually or in teams. In addition, it requires students to recognize the ambiguity involved in management decision making and to develop critical thinking skills necessary to prepare them for their careers.
- Is Comprehensive! The title incorporates both a theoretical and a practical perspective when addressing important topics while describing a values-based, people-centered, and strategic performance approach to managing successful organizations.
While the textbook is designed to introduce students to the “purpose” of management, it is primarily intended to help guide them in taking the initial steps towards a life-long journey of becoming successful managers and leaders!
Preface Why Study Management?
Acknowledgements
PART I – INTRODUCTION
Chapter 1 Management: “Right Work, Done Well”
Chapter 2 The Evolution of Management
Topic 2.1 Why Study the Evolution of Management?
Topic 2.2 A History of Categories of Management Practices
PART II – “THE RIGHT WORK”
Chapter 3 Identifying the “Right Work”
Topic 3.1 Vision
Topic 3.2 Mission
Topic 3.3 Goals
Topic 3.4 Strategy
Topic 3.5 Plans
Chapter 4 Doing What’s “Right”
Topic 4.1 Business Law
Topic 4.2 Ethical Decision Making
Topic 4.3 Core Values
Topic 4.4 Corporate Social Responsibility
Chapter 5 Growth, Innovation, and Entrepreneurship
Topic 5.1 Managing Growth
Topic 5.2 Innovation
Topic 5.3 Entrepreneurship
Chapter 6 Managing a Global Business
Topic 6.1 Managing a Global Business — Overview
Topic 6.2 Globalization of Markets
Topic 6.3 Political Economy
Topic 6.4 Key strategies for Conducting Business in International Markets
PART III – “DONE WELL”
Chapter 7 Organization Design
Topic 7.1 Job Design
Topic 7.2 Organizational Structure
Topic 7.3 Integrating and Coordinating Workflows
Topic 7.4 Organization Culture
Chapter 8 Human Resources Management
Topic 8.1 Strategic Human Resource Management
Topic 8.2 Human Resource Management Functional Activities
Topic 8.3 Human Resource Related Legal Compliance
Chapter 9 Employee Engagement
Topic 9.1 Employee Engagement Overview
Topic 9.2 Creating a Positive Culture through Employee Engagement
Topic 9.3 Key Drivers of Employee Engagement
Topic 9.4 Key Steps Required to Implement Employee Engagement
Chapter 10 Performance Management
Topic 10.1 Performance Management Overview
Topic 10.2 Business Process Management (BPM)
Topic 10.3 Business Measurement, Assessment, and Evaluation
Topic 10.4 Business Improvement Methods & Tools
PART IV – MANAGER AS LEADER
Chapter 11 Manager as Leader
Topic 11.1 Management vs. Leadership
Topic 11.2 Manager as Decision Maker
Topic 11.3 Manager as Communicator
Topic 11.4 Leading Individuals and Groups
Topic 11.5 Conflict Management
Topic 11.6 Negotiation
PART V – SUMMARY
Chapter 12 Summary Management - “Right Work, Done Well!”
ENDNOTES
GLOSSARY
INDEX
ABOUT THE AUTHOR
Denis Hamilton is assistant professor of professional practice at Rutgers Business School, Rutgers University in New Jersey.
After a nearly 40-year career in industry including executive level positions in the global headquarters of Johnson & Johnson and the American International Group, he obtained his Ph.D. in Organization Management from Rutgers Business School with a concentration in strategic management. He previously earned his MBA degree from the Wharton School (with distinction) with concentrations in business strategy and marketing, and a BA degree with a major in Accountancy from Thomas More University in Kentucky.
Much of his professional career involved working with business leaders around the world in over 30 countries and across industries including pharmaceuticals, medical devices, insurance/financial services, specialty chemicals, and consumer products. After starting his career in public accounting with Deloitte, where he practiced as a Certified Public Accountant and tax specialist, he went on to hold positions as Director of Internal Auditing, Controller, and Chief Financial Officer in various divisions of W.R. Grace. He later was Director of Operations, Director of Business Development and Planning, and Director of Marketing for a mid-sized medical products company before completing his MBA and joining Johnson & Johnson (J&J) as Director of Strategic Planning and Development for the corporate marketing division of the medical device sector. After serving in several sector marketing positions, he moved to J&J corporate headquarters and was later promoted to Vice President with responsibility for overseeing business assessments of J&J’s 100+ worldwide business units. After a nearly 20-year career with J&J, he was recruited to be Senior Vice President in the corporate operations and systems division at American International Group’s worldwide headquarters in New York City.
Professor Hamilton is a Certified Public Accountant and Chartered Global Management Accountant. He is also a member of the Academy of Management, Strategic Management Society, and the American Institute of Certified Public Accountants.
Since joining the faculty of Rutgers Business School he has taught over 100 courses and over 10,000 students and has won several teaching awards as well as the Dean’s meritorious service award.
In addition to his teaching and service responsibilities at Rutgers, he recently completed an extended strategic planning consulting engagement with the senior management team of the Markets Group of the Federal Reserve Bank in New York.
He has been an avid student of business ever since his first boss at Deloitte encouraged him to read for one hour a night. Several hundred books and articles later, he still reads for at least one hour most nights and continually seeks to learn something new about business to share with his students each week!
"Ordinarily, I struggle with completing textbook readings because the material is so dense and it becomes easy to zone out and distract myself with other thoughts. Using Professor Hamilton's book is one of the first times that I genuinely completed every assigned reading and fully understood the material. The book is concise and extremely digestible. I wish all my courses used textbooks written this way!”
Dylan Dougher | Student
"The textbook was one of the best textbooks I have ever had for a class. All the information was clear, compact, and (best of all) included no excess or non-important information. Each chapter was not too long at all, and the inclusion of various tables and charts made it easier to understand the information. I never felt the need to skim over information, and I was able to understand and take short notes on every chapter to prepare me perfectly for the exam. Keep the textbook the way it is, and I wish more professors used the format you used."
Alex Gaspar | Student
Management: The Right Work, Done Well! covers all the key topics expected in an introductory management textbook. The publication features an easily readable and understandable format based on the primary purpose of management - to get the “Right Work, Done Well!”
The publication is written by Denis G. Hamilton, an award-winning professor who has taught over 10,000 students since earning a Ph.D. in organization management and who also has over 35 years of broad-based management experience including executive level positions in two Fortune 50 companies.
Management: The Right Work, Done Well!
- Is Student Friendly! Learning goals are clearly indicated at the beginning of each chapter and a list of key concepts to be mastered are included at the end of each chapter, making it easy for students to recognize what they are expected to learn.
- Features Classic and Contemporary Research! The publication embed descriptions and explanations sourced from academic literature as well as the latest research reports on contemporary management from renowned consulting firms such as McKinsey and Boston Consulting Group.
- Is Interactive! “You be the Manager” exercises help students apply the material either individually or in teams. In addition, it requires students to recognize the ambiguity involved in management decision making and to develop critical thinking skills necessary to prepare them for their careers.
- Is Comprehensive! The title incorporates both a theoretical and a practical perspective when addressing important topics while describing a values-based, people-centered, and strategic performance approach to managing successful organizations.
While the textbook is designed to introduce students to the “purpose” of management, it is primarily intended to help guide them in taking the initial steps towards a life-long journey of becoming successful managers and leaders!
Preface Why Study Management?
Acknowledgements
PART I – INTRODUCTION
Chapter 1 Management: “Right Work, Done Well”
Chapter 2 The Evolution of Management
Topic 2.1 Why Study the Evolution of Management?
Topic 2.2 A History of Categories of Management Practices
PART II – “THE RIGHT WORK”
Chapter 3 Identifying the “Right Work”
Topic 3.1 Vision
Topic 3.2 Mission
Topic 3.3 Goals
Topic 3.4 Strategy
Topic 3.5 Plans
Chapter 4 Doing What’s “Right”
Topic 4.1 Business Law
Topic 4.2 Ethical Decision Making
Topic 4.3 Core Values
Topic 4.4 Corporate Social Responsibility
Chapter 5 Growth, Innovation, and Entrepreneurship
Topic 5.1 Managing Growth
Topic 5.2 Innovation
Topic 5.3 Entrepreneurship
Chapter 6 Managing a Global Business
Topic 6.1 Managing a Global Business — Overview
Topic 6.2 Globalization of Markets
Topic 6.3 Political Economy
Topic 6.4 Key strategies for Conducting Business in International Markets
PART III – “DONE WELL”
Chapter 7 Organization Design
Topic 7.1 Job Design
Topic 7.2 Organizational Structure
Topic 7.3 Integrating and Coordinating Workflows
Topic 7.4 Organization Culture
Chapter 8 Human Resources Management
Topic 8.1 Strategic Human Resource Management
Topic 8.2 Human Resource Management Functional Activities
Topic 8.3 Human Resource Related Legal Compliance
Chapter 9 Employee Engagement
Topic 9.1 Employee Engagement Overview
Topic 9.2 Creating a Positive Culture through Employee Engagement
Topic 9.3 Key Drivers of Employee Engagement
Topic 9.4 Key Steps Required to Implement Employee Engagement
Chapter 10 Performance Management
Topic 10.1 Performance Management Overview
Topic 10.2 Business Process Management (BPM)
Topic 10.3 Business Measurement, Assessment, and Evaluation
Topic 10.4 Business Improvement Methods & Tools
PART IV – MANAGER AS LEADER
Chapter 11 Manager as Leader
Topic 11.1 Management vs. Leadership
Topic 11.2 Manager as Decision Maker
Topic 11.3 Manager as Communicator
Topic 11.4 Leading Individuals and Groups
Topic 11.5 Conflict Management
Topic 11.6 Negotiation
PART V – SUMMARY
Chapter 12 Summary Management - “Right Work, Done Well!”
ENDNOTES
GLOSSARY
INDEX
ABOUT THE AUTHOR
Denis Hamilton is assistant professor of professional practice at Rutgers Business School, Rutgers University in New Jersey.
After a nearly 40-year career in industry including executive level positions in the global headquarters of Johnson & Johnson and the American International Group, he obtained his Ph.D. in Organization Management from Rutgers Business School with a concentration in strategic management. He previously earned his MBA degree from the Wharton School (with distinction) with concentrations in business strategy and marketing, and a BA degree with a major in Accountancy from Thomas More University in Kentucky.
Much of his professional career involved working with business leaders around the world in over 30 countries and across industries including pharmaceuticals, medical devices, insurance/financial services, specialty chemicals, and consumer products. After starting his career in public accounting with Deloitte, where he practiced as a Certified Public Accountant and tax specialist, he went on to hold positions as Director of Internal Auditing, Controller, and Chief Financial Officer in various divisions of W.R. Grace. He later was Director of Operations, Director of Business Development and Planning, and Director of Marketing for a mid-sized medical products company before completing his MBA and joining Johnson & Johnson (J&J) as Director of Strategic Planning and Development for the corporate marketing division of the medical device sector. After serving in several sector marketing positions, he moved to J&J corporate headquarters and was later promoted to Vice President with responsibility for overseeing business assessments of J&J’s 100+ worldwide business units. After a nearly 20-year career with J&J, he was recruited to be Senior Vice President in the corporate operations and systems division at American International Group’s worldwide headquarters in New York City.
Professor Hamilton is a Certified Public Accountant and Chartered Global Management Accountant. He is also a member of the Academy of Management, Strategic Management Society, and the American Institute of Certified Public Accountants.
Since joining the faculty of Rutgers Business School he has taught over 100 courses and over 10,000 students and has won several teaching awards as well as the Dean’s meritorious service award.
In addition to his teaching and service responsibilities at Rutgers, he recently completed an extended strategic planning consulting engagement with the senior management team of the Markets Group of the Federal Reserve Bank in New York.
He has been an avid student of business ever since his first boss at Deloitte encouraged him to read for one hour a night. Several hundred books and articles later, he still reads for at least one hour most nights and continually seeks to learn something new about business to share with his students each week!
"Ordinarily, I struggle with completing textbook readings because the material is so dense and it becomes easy to zone out and distract myself with other thoughts. Using Professor Hamilton's book is one of the first times that I genuinely completed every assigned reading and fully understood the material. The book is concise and extremely digestible. I wish all my courses used textbooks written this way!”
Dylan Dougher | Student
"The textbook was one of the best textbooks I have ever had for a class. All the information was clear, compact, and (best of all) included no excess or non-important information. Each chapter was not too long at all, and the inclusion of various tables and charts made it easier to understand the information. I never felt the need to skim over information, and I was able to understand and take short notes on every chapter to prepare me perfectly for the exam. Keep the textbook the way it is, and I wish more professors used the format you used."
Alex Gaspar | Student