New Features :

•  Advantages of Collaboration Boxes – Successful organizations are based on the premise that working together creates leaders, teamwork, strategic alliances, and partnerships. This collaboration is a means to four “bottom line” practices - quality, cost, speed, and innovation – that all good managers should deliver. These boxes demonstrate how organizations create competitive advantage through people working together as teammates, cooperating with one another, and working productively together.

•  New ‘unfolding' cases begin with content in the chapter-opening prologues illustrating real management situations. The connection box in the middle of the chapter adds a second layer to the case and provides students' with practical application of the chapter concepts. Chapter-concluding epilogues wrap-up the case. Examples include cleaning up Citigroup's culture, Jeff Bezos forming Amazon.com, Telecom Managers Fight for Market Share - to name just a few - highlighted to provide a relevant example of the chapter concepts.

•  New Concluding Cases at the end of each chapter are hypothetical cases based on real management events. For example, in Chapter 5 the concluding case is on J&G Garden Center : Lawn Care Services Division which discusses the owner's ethical and moral conflicts regarding the welfare of his customers and neighbors for pesticide or fungicide lawn applications.

•  Five new Supplemental Cases can be found at the end of each part. These optional cases are longer and include ‘Pension Benefits Guaranty Corporation' at the end of Part 3, ‘Leadership at AIG: Does Style Matter?' at the end of Part 4, and ‘Fannie May: Lassiez-Faire Control?' at the end of Part 5.

•  Updated “Bottom Line” Practice Icons (Quality, Cost, Speed, Innovation) – these hallmark icons have been updated to include a short explanation in the margin making the connection between the icon and the topic in the paragraph. These icons are located at appropriate points in the text to indicate an extended example, best practice, or issue for discussion. They continually reinforce and enhance the learning of these important themes.

•  The interactive exercises and self-assessments previously found on the student CD-ROM have been moved online at www.mhhe.com/bateman7e . Some of the topics included:

•  Topic: Managing Diversity
Concept: Comparing affirmative action, valuing diversity and managing diversity.
Students determine whether each of 12 statements is indicative of affirmative action, valuing diversity, or managing diversity.

•  Topic: Leadership
Concept: Fiedler's Contingency Model of Leadership
After reading each of 4 scenarios, students answer 8 questions related to a) task-motivated vs. relationship-motivated leadership style and b) level of situational control (high, medium or low).

•  Topic: Motivation
Concept: Reinforcement Theory
Student identify whether each of 6 scenarios is an example of positive reinforcement, negative reinforcement, punishment, or extinction.

•  Topic: Performance Appraisal
Concept: Appraisal Methods
Students review each of 6 scenarios to determine which appraisal method is being applied: trait, behavioral, or results approach.

•  Topic: Groups & Teams
Concept: Stages of Group Development
Students identify whether each of 15 scenarios exemplifies the forming, storming, norming, performing, or adjourning stage of group development.

•  The end-of-chapter material has been updated to include more self-assessment exercises and experiential exercises to encourage students to apply the theories they have just learned in the chapter.

•  Margin Pop-Ups are located periodically throughout the chapters. This new feature provides informative and interesting factoids, ideas, quotes, or other items to supplement the text material. The margin pop-ups add variety and memorable material to enrich students' learning experience.

Retained Features:

•  Online semester-long career planning exercise applying the concepts from each chapter, especially the four functions of planning, organizing resources, developing leadership skills and approaches, and creating controls. The online exercise personalizes each of these functions, along with giving the opportunity to the student to develop a mission and a vision for themselves.

•  Timely and up-to-date cases and examples, including “ From the Pages of BusinessWeek ,” highlighting recent BusinessWeek articles, end-of-part Cases, and a SWOT analysis at the end of Chapter 4.

•  Chapter Outlines and Learning Objectives open each chapter and identify what students will learn by reading and studying the chapter. Opening Quotes provide a thought-provoking preview of chapter material. The quotes are from people like Peter Drucker (on management), Jack Welch (on strategy), Henry David Thoreau (on ethics), and Julius Caesar (on leadership).