Chapter 1 Fundamentals of Management
1.1 What is management？
1.2 Functions of management
1.3 Types of managers
1.4 Titles of managers
1.5 Necessary skills for management
1.6 Management and organization
1.7 Visibility management
1.7.1 Risk
1.7.2 Performance
1.8 Execution management
1.8.1 Process
1.8.2 Project Portfolio
1.9 Leadership
1.10 Connecting with transportation： one airline management organization
1.10.1 The board of directors
1.10.2 The organizational structure
1.10.3 One organizational chart of major air carriers
1.10.4 Staff departments
1.10.5 Line departments
1.10.6 Engineering and maintenance

Chapter 2 Strategy
2.1 What is strategy？
2.2 Focus of strategy
2.3 Levels of strategy
2.3.1 Corporate—Ievel strategy
2.3.2 Business—Ievel strategy
2.3.3 Functional level strategy
2.4 Phases of strategy management
2.4.1 Diagnosis
2.4.2 Formulation
2.4.3 Implementation
2.5 The strategic management process
2.6 Strategic analysis
2.7 Connecting with transportation： strategic management of shipper and carrier
2.7.1 Logistics management related with transportation
2.7.2 Transportation decision in logistics activity
2.7.3 Relevance of shipper transportation
2.7.4 Relevance of carrier transportation
2.7.5 Quality management
2.7.6 Competitive logistics
2.7.7 Competitive advantage

Chapter 3 Planning and Controlling
3.1 What is planning
3.2 Types of plans
3.2.1 Strategic plans and operational plans
3.2.2 Short—term plans and long—term plans
3.2.3 Specific plans and directional plans
3.2.4 Programmed plans and single—use plans
3.2.5 Scenario planning
3.3 Planning under uncertain circumstances
3.3.1 Arguments
3.3.2 Reason s for planning
3.3 Managing by plan
3.3.1 Management by objectives （MBO）
3.3.2 Planning methodologies
3.4 Control： what is control？
3.5 Theimportance of contro
3.6 Types of control
3.6.1 Feed forward control
3.6.2 Concurrent control
3.6.3 Feedback control
3.7 The control process
3.8 Planning for control
3.8.1 Financial systems
3.8.2 Information systems
3.8.3 Performance measurement systems
3.9 Connecting with transportation： an overview of transportation market
3.9.1 Transportation demand
3.9.2 Transportation supply
3.9.3 Transportation pricing
3.9.4 Transportation cost

Chapter 4 Decision—making
4.1 What are needed in decision—making process？
4.2 The rational decision—making models
4.3 Bounded rationality and satisficing
4.4 Improving decision making
4.5 M ultiple criteria decision analysis
4.5.1 What is multiple criteria decision analysis（MCDA）？
4.5.2 Significance of MCDA
4.5.3 Process of MCDA
4.6 Cluantitative analysis and decision—making
4.6.1 The reasons for quantitative analysis use in decision—making
4.6.2 Quantitative usage in business analysis
6.4.3 Model of cost， revenue and profits
4.7 Connecting with transportation： performance measure in transportation evaluation
4.7.1 Transportation system goals， objectives， and performance measures
4.7.2 Performance measures at the network and project levels
4.7.3 Dimensions of performance measures
4.7.4 Benefits of using performance measures

Chapter 5 Managing Change
5.1 What are change and change management？
5.2 Forces for change
5.2.External forces
5.2.2 Internal forces
5.3 Types of change
5.3.1 Closed change
5.3.2 Contained change
5.3.3 Open—ended change
5.3.4 Proactive change
5.4 Change management process
5.4.1 Types of change management
5.4.2 Steps of change management
5.5 Possible resistance to change
5.5.1 External and internal influences
5.5.2 Financial problems
5.5.3 Staff problems
5.5.4 Business culture problems
5.6 Change strategies and approaches
5.6.1 Directive strategies
5.6.2 Expert strategies
5.6.3 Negotiating strategies
5.6.4 Educative strategies
5.6.5 Participative strategies
5.7 Connecting with transportation： transportation modes development
5.7.1 Road transportation
5.7.2 Rail tra nsportation and pipelines
5.7.3 Road
5.7.4 Maritime transportation
5.7.5 Air transportation
5.7.6 The intermodal transportation and containerization

Bibliography
Suggesting Readings