Introduction to Business covers the scope and sequence of most introductory business courses. The book provides detailed explanations in the context of core themes such as customer satisfaction, ethics, entrepreneurship, global business, and managing change. Introduction to Business includes hundreds of current business examples from a range of industries and geographic locations, which feature a variety of individuals. The outcome is a balanced approach to the theory and application of business concepts, with attention to the knowledge and skills necessary for student success in this course and beyond. This is an adaptation of Introduction to Business by OpenStax. You can access the textbook as pdf for free at openstax.org. Minor editorial changes were made to ensure a better ebook reading experience. Textbook content produced by OpenStax is licensed under a Creative Commons Attribution 4.0 International License.

Appropriate for both undergraduate and MBA students, this textbook examines the role of information systems in business and management. The authors describe the organizational and technical foundations of information systems, decision support systems, and the process of redesigning an organization. The fifth edition is reorganized to focus on the use of the internet to digitally enable business processes. Annotation copyrighted by Book News, Inc., Portland, OR

For undergraduate and graduate courses in IT/IS Project Management. Information Systems Project Managementoperates from the assumption that organizational project management is a complex team-based activity, and that various types of technologies are an inherent part of the project management process.

Management functions were developed first as a systematic step to carry out management activities, while implementation of the information components followed as part of management elements. The authors point out that the use of the possibilities and advantages of quantitatively supported managerial decisions gives managers the ability to quantify the impacts of both technical (hard) and subjective (soft) constraints and improve managerial decision-making processes that would otherwise be based mostly on personal intuition and experience. To achieve the goals and benefits of excellent performance, it is necessary to design and develop integrated models that would coordinate management functions and information system components as an integrated process. These facts are presented in various case studies.

Management Information Systems covers the basic concepts of management and the various interlinked concepts of information technology that are generally considered essential for prudent and reasonable business decisions. The book offers the most effective coverage in terms of content and case studies. It matches the syllabi of all major Indian universities and technical institutions.

This book provides a blueprint of how to develop a discipline for process management that applies to any type of orientation. As the economy moves toward a services orientation, companies are struggling with how to improve their offerings. Process management is a key component of the services that companies provide, and author Sue Conger has written a helpful tool to learn more of this key component now helping companies around the world. This book has three main parts: mapping, improvement, and error-proofing and metrics. In the first part—mapping—the reader will learn how to map a process so that the map is immediately understandable for identifying the roles, work steps, and automation support used in process delivery. The second part improvement—provides a series of techniques for defining, prioritizing, and analyzing problems from several perspectives. The first perspective is called “leaning,” and its purpose is to remove waste from an existing process. The second perspective is “cleaning,” during which the remaining steps following leaning are analyzed for possible improvement. The third perspective is “greening,” which explores opportunities and trade-offs for outsourcing, coproduction, and environmental improvements related to the process. The final part of the book—error-proofing and metrics—presents several techniques for ensuring risk mitigation for the new process and for measuring changes that define their impacts and discusses a method for proposing changes to executives in a “case for change.” And throughout this book, Conger provides a blueprint of how to develop a discipline for process management that applies to any type of orientation.