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Management, 11th Edition

Book Description

Completely updated and revised, this eleventh edition arms managers with the business tools they'll need to succeed. The text presents managerial concepts and theory related to the fundamentals of planning, leading, organising, and controlling with a strong emphasis on application. It offers new information on the changing nature of communication through technology. Focus is also placed on ethics to reflect the importance of this topic, especially with the current economic situation. This includes all new ethics boxes throughout the chapters. An updated discussion on the numerous legal law changes over the last few years is included as well. Managers will be able to think critically and make sound decisions using this text because the concepts are backed by many applications, exercises, and cases.

Table of Contents

  1. Copyright
  2. About the Author
  3. Preface
    1. MANAGEMENT 11E PHILOSOPHY
      1. MANAGEMENT 11E PHILOSOPHY
      2. MANAGEMENT 11E PEDAGOGY
      3. MANAGEMENT 11E HIGHLIGHTS
        1. Organization and Content
        2. Integrated Learning Model
        3. Reading and Studying
        4. Self-Reflection
        5. Critical Thinking and Active Learning
        6. Practical Applications
      4. MANAGEMENT 11E TEACHING AND LEARNING RESOURCES
      5. WileyPLUS
        1. What do students receive with WileyPLUS?
        2. What do instructors receive with WileyPLUS?
        3. WileyPLUS. Learn More. www.wileyplus.com.
  4. Acknowledgments
  5. Features
  6. 1. Introducing Management
    1. 1.1. Learning From Others, Smart People Create Their Own Futures
      1. 1.1.1. do the benchmarking
    2. 1.2. Learning About Yourself, Self-Awareness
      1. 1.2.1. get to know yourself better
    3. 1.3. WORKING TODAY
      1. 1.3.1. TALENT
      2. 1.3.2. TECHNOLOGY
      3. 1.3.3. GLOBALIZATION
      4. 1.3.4. ETHICS
      5. 1.3.5. DIVERSITY
      6. 1.3.6. CAREERS
    4. 1.4. ORGANIZATIONS IN THE NEW WORKPLACE
      1. 1.4.1. WHAT IS AN ORGANIZATION?
      2. 1.4.2. ORGANIZATIONS AS SYSTEMS
      3. 1.4.3. ORGANIZATIONAL PERFORMANCE
      4. 1.4.4. CHANGING NATURE OF ORGANIZATIONS
    5. 1.5. MANAGERS IN THE NEW WORKPLACE
      1. 1.5.1. WHAT IS A MANAGER?
      2. 1.5.2. LEVELS OF MANAGERS
      3. 1.5.3. TYPES OF MANAGERS
      4. 1.5.4. MANAGERIAL PERFORMANCE
      5. 1.5.5. CHANGING NATURE OF MANAGERIAL WORK
    6. 1.6. THE MANAGEMENT PROCESS
      1. 1.6.1. FUNCTIONS OF MANAGEMENT
        1. 1.6.1.1. Planning
        2. 1.6.1.2. Organizing
        3. 1.6.1.3. Leading
        4. 1.6.1.4. Controlling
      2. 1.6.2. MANAGERIAL ROLES AND ACTIVITIES
        1. 1.6.2.1. Managerial Roles
        2. 1.6.2.2. Managerial Activities
      3. 1.6.3. MANAGERIAL AGENDAS AND NETWORKS
    7. 1.7. LEARNING HOW TO MANAGE
      1. 1.7.1. ESSENTIAL MANAGERIAL SKILLS
        1. 1.7.1.1. Technical Skills
        2. 1.7.1.2. Human and Interpersonal Skills
        3. 1.7.1.3. Conceptual and Analytical Skills
      2. 1.7.2. DEVELOPING MANAGERIAL SKILLS AND COMPETENCIES
    8. 1.8. Management Learning Review
    9. 1.9. Management Skills and Competencies
  7. 2. Management Learning Past to Present
    1. 2.1. Learning From Others, There Are Many Pathways to Goal Achievement
      1. 2.1.1. do the benchmarking
    2. 2.2. Learning About Yourself, Learning Style
      1. 2.2.1. get to know yourself better
    3. 2.3. CLASSICAL MANAGEMENT APPROACHES
      1. 2.3.1. SCIENTIFIC MANAGEMENT
      2. 2.3.2. ADMINISTRATIVE PRINCIPLES
      3. 2.3.3. BUREAUCRATIC ORGANIZATION
    4. 2.4. BEHAVIORAL MANAGEMENT APPROACHES
      1. 2.4.1. FOLLETT'S ORGANIZATIONS AS COMMUNITIES
      2. 2.4.2. THE HAWTHORNE STUDIES
        1. 2.4.2.1. Social Setting and Human Relations
        2. 2.4.2.2. Employee Attitudes and Group Processes
        3. 2.4.2.3. Lessons of the Hawthorne Studies
      3. 2.4.3. MASLOW'S THEORY OF HUMAN NEEDS
      4. 2.4.4. MCGREGOR'S THEORY X AND THEORY Y
      5. 2.4.5. ARGYRIS'S THEORY OF ADULT PERSONALITY
    5. 2.5. MODERN MANAGEMENT FOUNDATIONS
      1. 2.5.1. QUANTITATIVE ANALYSIS AND TOOLS
      2. 2.5.2. ORGANIZATIONS AS SYSTEMS
      3. 2.5.3. CONTINGENCY THINKING
      4. 2.5.4. QUALITY MANAGEMENT
      5. 2.5.5. KNOWLEDGE MANAGEMENT AND ORGANIZATIONAL LEARNING
      6. 2.5.6. EVIDENCE-BASED MANAGEMENT
    6. 2.6. Management Learning Review
    7. 2.7. Management Skills and Competencies
  8. 3. Ethics and Social Responsibility
    1. 3.1. Learning From Others, Everyone Gains When Our Planet Is a Priority
      1. 3.1.1. do the benchmarking
    2. 3.2. Learning About Yourself, Individual Character
      1. 3.2.1. get to know yourself better
    3. 3.3. WHAT IS ETHICAL BEHAVIOR?
      1. 3.3.1. LAWS AND VALUES AS DETERMINANTS OF ETHICAL BEHAVIOR
      2. 3.3.2. ALTERNATIVE VIEWS OF ETHICS
        1. 3.3.2.1. Utilitarian View
        2. 3.3.2.2. Individualism View
        3. 3.3.2.3. Moral Rights View
        4. 3.3.2.4. Justice View
        5. 3.3.2.5. Contrasts and Drawbacks
      3. 3.3.3. CULTURAL ISSUES IN ETHICAL BEHAVIOR
    4. 3.4. ETHICS IN THE WORKPLACE
      1. 3.4.1. ETHICAL DILEMMAS
      2. 3.4.2. INFLUENCES ON ETHICAL DECISION MAKING
        1. 3.4.2.1. Personal Factors and Moral Development
        2. 3.4.2.2. Situational Context and Ethics Intensity
        3. 3.4.2.3. Organizational Culture
        4. 3.4.2.4. External Environment, Government Regulation, and Industry Norms
      3. 3.4.3. RATIONALIZATIONS FOR UNETHICAL BEHAVIOR
    5. 3.5. MAINTAINING HIGH ETHICAL STANDARDS
      1. 3.5.1. ETHICS TRAINING
      2. 3.5.2. CODES OF ETHICAL CONDUCT
      3. 3.5.3. MORAL MANAGEMENT
      4. 3.5.4. WHISTLEBLOWER PROTECTION
    6. 3.6. SOCIAL RESPONSIBILITY AND CORPORATE GOVERNANCE
      1. 3.6.1. STAKEHOLDER MANAGEMENT
      2. 3.6.2. PERSPECTIVES ON CORPORATE SOCIAL RESPONSIBILITY
        1. 3.6.2.1. Classical View
        2. 3.6.2.2. Socioeconomic View
      3. 3.6.3. EVALUATING CORPORATE SOCIAL PERFORMANCE
        1. 3.6.3.1. Criteria for Social Performance
        2. 3.6.3.2. Social Responsibility Strategies
      4. 3.6.4. CORPORATE GOVERNANCE
    7. 3.7. Management Learning Review
    8. 3.8. Management Skills and Competencies
  9. 4. Environment, Sustainability, and Innovation
    1. 4.1. Learning From Others, A Keen Eye Will Spot Lots of Opportunities
      1. 4.1.1. you do the benchmarking
    2. 4.2. Learning About Yourself, Risk Taking
      1. 4.2.1. get to know yourself better
    3. 4.3. ENVIRONMENTS OF ORGANIZATIONS
      1. 4.3.1. THE GENERAL OR MACROENVIRONMENT
        1. 4.3.1.1. Economic Conditions
        2. 4.3.1.2. Legal-Political Conditions
        3. 4.3.1.3. Technological Conditions
        4. 4.3.1.4. Sociocultural Conditions
      2. 4.3.2. NATURAL ENVIRONMENT CONDITIONS
      3. 4.3.3. THE SPECIFIC OR TASK ENVIRONMENT
        1. 4.3.3.1. Organizational Stakeholders
        2. 4.3.3.2. Customers and Suppliers as Stakeholders
    4. 4.4. ORGANIZATION–ENVIRONMENT RELATIONSHIPS
      1. 4.4.1. COMPETITIVE ADVANTAGE
      2. 4.4.2. UNCERTAINTY, COMPLEXITY, AND CHANGE
      3. 4.4.3. ORGANIZATIONAL EFFECTIVENESS
    5. 4.5. ENVIRONMENT AND SUSTAINABILITY
      1. 4.5.1. SUSTAINABILITY GOALS
      2. 4.5.2. SUSTAINABLE DEVELOPMENT
      3. 4.5.3. GREEN MANAGEMENT
      4. 4.5.4. HUMAN SUSTAINABILITY
    6. 4.6. ENVIRONMENT AND INNOVATION
      1. 4.6.1. TYPES OF INNOVATIONS
        1. 4.6.1.1. Business Innovations
        2. 4.6.1.2. Sustainable Innovations
        3. 4.6.1.3. Social Business Innovations
      2. 4.6.2. THE INNOVATION PROCESS
        1. 4.6.2.1. Commercializing Innovation
      3. 4.6.3. CHARACTERISTICS OF INNOVATIVE ORGANIZATIONS
        1. 4.6.3.1. Strategy and Culture
        2. 4.6.3.2. Structures
        3. 4.6.3.3. Systems
        4. 4.6.3.4. Staffing and Management
    7. 4.7. Management Learning Review
    8. 4.8. Management Skills and Competencies
  10. 5. Global Management and Cultural Diversity
    1. 5.1. Learning From Others, With Globalization, Businesses Are World Travelers
      1. 5.1.1. do the benchmarking
    2. 5.2. Learning About Yourself, Cultural Awareness
      1. 5.2.1. get to know yourself better
    3. 5.3. MANAGEMENT AND GLOBALIZATION
      1. 5.3.1. GLOBAL MANAGEMENT
      2. 5.3.2. WHY COMPANIES GO GLOBAL
      3. 5.3.3. HOW COMPANIES GO GLOBAL
        1. 5.3.3.1. Global Sourcing
        2. 5.3.3.2. Exporting and Importing
        3. 5.3.3.3. Licensing and Franchising
        4. 5.3.3.4. Joint Ventures and Strategic Alliances
        5. 5.3.3.5. Foreign Subsidiaries
      4. 5.3.4. GLOBAL BUSINESS ENVIRONMENTS
        1. 5.3.4.1. Legal and Political Systems
        2. 5.3.4.2. Trade Agreements and Trade Barriers
        3. 5.3.4.3. Regional Economic Alliances
    4. 5.4. GLOBAL BUSINESSES
      1. 5.4.1. TYPES OF GLOBAL BUSINESSES
      2. 5.4.2. PROS AND CONS OF GLOBAL BUSINESSES
        1. 5.4.2.1. Host-Country Issues
        2. 5.4.2.2. Home-Country Issues
      3. 5.4.3. ETHICS CHALLENGES FOR GLOBAL BUSINESSES
        1. 5.4.3.1. Corruption
        2. 5.4.3.2. Child Labor and Sweatshops
    5. 5.5. CULTURE AND GLOBAL DIVERSITY
      1. 5.5.1. CULTURAL INTELLIGENCE
      2. 5.5.2. SILENT LANGUAGES OF CULTURE
        1. 5.5.2.1. Context
        2. 5.5.2.2. Time
        3. 5.5.2.3. Space
      3. 5.5.3. VALUES AND NATIONAL CULTURES
        1. 5.5.3.1. Power Distance
        2. 5.5.3.2. Individualism-Collectivism
        3. 5.5.3.3. Uncertainty Avoidance
        4. 5.5.3.4. Masculinity–Femininity
        5. 5.5.3.5. Time Orientation
    6. 5.6. GLOBAL MANAGEMENT LEARNING
      1. 5.6.1. ARE MANAGEMENT THEORIES UNIVERSAL?
      2. 5.6.2. CULTURAL INFLUENCES ON MANAGEMENT
    7. 5.7. Management Learning Review
    8. 5.8. Management Skills and Competencies
  11. 6. Entrepreneurship and New Ventures
    1. 6.1. Learning From Others, Entrepreneurs Are Changing Our World
      1. 6.1.1. do the benchmarking
    2. 6.2. Learning About Yourself, Self-Management
      1. 6.2.1. get to know yourself better
    3. 6.3. THE NATURE OF ENTREPRENEURSHIP
      1. 6.3.1. WHO ARE THE ENTREPRENEURS?
      2. 6.3.2. CHARACTERISTICS OF ENTREPRENEURS
        1. 6.3.2.1. Attitudes and Personal Interests
        2. 6.3.2.2. Background, Experiences, and Interests
      3. 6.3.3. DIVERSITY AND ENTREPRENEURSHIP
      4. 6.3.4. SOCIAL ENTREPRENEURSHIP
    4. 6.4. ENTREPRENEURSHIP AND SMALL BUSINESS
      1. 6.4.1. WHY AND HOW TO GET STARTED
      2. 6.4.2. INTERNET ENTREPRENEURSHIP
      3. 6.4.3. FAMILY BUSINESSES
      4. 6.4.4. WHY SMALL BUSINESSES FAIL
      5. 6.4.5. SMALL BUSINESS DEVELOPMENT
    5. 6.5. NEW VENTURE CREATION
      1. 6.5.1. LIFE CYCLES OF ENTREPRENEURIAL FIRMS
      2. 6.5.2. WRITING THE BUSINESS PLAN
      3. 6.5.3. CHOOSING THE FORM OF OWNERSHIP
      4. 6.5.4. FINANCING THE NEW VENTURE
    6. 6.6. Management Learning Review
    7. 6.7. Management Skills and Competencies
  12. 7. Information and Decision Making
    1. 7.1. Learning From Others, Decisions Turn Potential into Achievement
      1. 7.1.1. do the benchmarking
    2. 7.2. Learning About Yourself, Self-Confidence
      1. 7.2.1. get to know yourself better
    3. 7.3. INFORMATION, TECHNOLOGY, AND MANAGEMENT
      1. 7.3.1. WHAT IS USEFUL INFORMATION?
      2. 7.3.2. IN FORMATION NEEDS IN ORGANIZATIONS
        1. 7.3.2.1. Information and the External Environment
        2. 7.3.2.2. Information and the Internal Environment
      3. 7.3.3. INFORMATION SYSTEMS
      4. 7.3.4. HOW INFORMATION TECHNOLOGY IS CHANGING ORGANIZATIONS
    4. 7.4. INFORMATION AND MANAGERIAL DECISIONS
      1. 7.4.1. MANAGERS AS INFORMATION PROCESSORS
      2. 7.4.2. MANAGERS AS PROBLEM SOLVERS
        1. 7.4.2.1. Openness to Problem Solving
        2. 7.4.2.2. Systematic and Intuitive Thinking
        3. 7.4.2.3. Multidimensional Thinking
        4. 7.4.2.4. Cognitive Styles
      3. 7.4.3. TYPES OF MANAGERIAL DECISIONS
        1. 7.4.3.1. Programmed and Nonprogrammed Decisions
        2. 7.4.3.2. Crisis Decisions
      4. 7.4.4. DECISION CONDITIONS
        1. 7.4.4.1. Certain Environment
        2. 7.4.4.2. Risk Environment
        3. 7.4.4.3. Uncertain Environment
    5. 7.5. THE DECISION-MAKING PROCESS
      1. 7.5.1. STEP 1—IDENTIFY AND DEFINE THE PROBLEM
      2. 7.5.2. STEP 2—GENERATE AND EVALUATE ALTERNATIVE COURSES OF ACTION
      3. 7.5.3. STEP 3—DECIDE ON A PREFERRED COURSE OF ACTION
        1. 7.5.3.1. Classical Decision Model
        2. 7.5.3.2. Behavioral Decision Model
      4. 7.5.4. STEP 4—IMPLEMENT THE DECISION
      5. 7.5.5. STEP 5—EVALUATE RESULTS
      6. 7.5.6. AT ALL STEPS—CHECK ETHICAL REASONING
    6. 7.6. ISSUES IN MANAGERIAL DECISION MAKING
      1. 7.6.1. DECISION ERRORS AND TRAPS
        1. 7.6.1.1. Availability Bias
        2. 7.6.1.2. Representativeness Bias
        3. 7.6.1.3. Anchoring and Adjustment Bias
        4. 7.6.1.4. Framing Error
        5. 7.6.1.5. Confirmation Error
        6. 7.6.1.6. Escalating Commitment
      2. 7.6.2. CREATIVITY IN DECISION MAKING
        1. 7.6.2.1. Personal Creativity Drivers
        2. 7.6.2.2. Situational Creativity Drivers
    7. 7.7. Management Learning Review
    8. 7.8. Management Skills and Competencies
  13. 8. Planning Processes and Techniques
    1. 8.1. Learning From Others, Think Now and Embrace the Future
      1. 8.1.1. do the benchmarking
    2. 8.2. Learning About Yourself, Time Management
      1. 8.2.1. get to know yourself better
    3. 8.3. WHY AND HOW MANAGERS PLAN
      1. 8.3.1. IMPORTANCE OF PLANNING
      2. 8.3.2. THE PLANNING PROCESS
      3. 8.3.3. BENEFITS OF PLANNING
        1. 8.3.3.1. Planning Improves Focus and Flexibility
        2. 8.3.3.2. Planning Improves Action Orientation
        3. 8.3.3.3. Planning Improves Coordination and Control
      4. 8.3.4. PLANNING AND TIME MANAGEMENT
    4. 8.4. TYPES OF PLANS USED BY MANAGERS
      1. 8.4.1. LONG-RANGE AND SHORT-RANGE PLANS
      2. 8.4.2. STRATEGIC AND TACTICAL PLANS
        1. 8.4.2.1. Strategic Plans
        2. 8.4.2.2. Tactical Plans
      3. 8.4.3. OPERATIONAL PLANS
        1. 8.4.3.1. Policies and Procedures
        2. 8.4.3.2. Budgets
    5. 8.5. PLANNING TOOLS AND TECHNIQUES
      1. 8.5.1. FORECASTING
      2. 8.5.2. CONTINGENCY PLANNING
      3. 8.5.3. SCENARIO PLANNING
      4. 8.5.4. BENCHMARKING
      5. 8.5.5. USE OF STAFF PLANNERS
    6. 8.6. IMPLEMENTING PLANS TO ACHIEVE RESULTS
      1. 8.6.1. GOAL SETTING
      2. 8.6.2. GOAL ALIGNMENT
      3. 8.6.3. PARTICIPATION AND INVOLVEMENT
    7. 8.7. Management Learning Review
    8. 8.8. Management Skills and Competencies
  14. 9. Strategy and Strategic Management
    1. 9.1. Learning From Others, Get and Stay Ahead With Strategy
      1. 9.1.1. do the benchmarking
    2. 9.2. Learning About Yourself, Critical Thinking
      1. 9.2.1. get to know yourself better
    3. 9.3. STRATEGIC MANAGEMENT
      1. 9.3.1. COMPETITIVE ADVANTAGE
      2. 9.3.2. STRATEGY AND STRATEGIC INTENT
      3. 9.3.3. LEVELS OF STRATEGIES
        1. 9.3.3.1. Corporate-Level Strategy
        2. 9.3.3.2. Business-Level Strategy
        3. 9.3.3.3. Functional Strategy
      4. 9.3.4. THE STRATEGIC MANAGEMENT PROCESS
    4. 9.4. ESSENTIALS OF STRATEGIC ANALYSIS
      1. 9.4.1. ANALYSIS OF MISSION, VALUES, AND OBJECTIVES
        1. 9.4.1.1. Mission and Stakeholders
        2. 9.4.1.2. Core Values
        3. 9.4.1.3. Objectives
      2. 9.4.2. SWOT ANALYSIS OF ORGANIZATION AND ENVIRONMENT
        1. 9.4.2.1. Organizational Strengths and Weaknesses
        2. 9.4.2.2. Environmental Opportunities and Threats
      3. 9.4.3. FIVE FORCES ANALYSIS OF INDUSTRY ATTRACTIVENESS
    5. 9.5. CORPORATE-LEVEL STRATEGY FORMULATION
      1. 9.5.1. PORTFOLIO PLANNING MODEL
      2. 9.5.2. GROWTH AND DIVERSIFICATION STRATEGIES
      3. 9.5.3. RETRENCHMENT AND RESTRUCTURING STRATEGIES
      4. 9.5.4. GLOBAL STRATEGIES
      5. 9.5.5. COOPERATIVE STRATEGIES
    6. 9.6. BUSINESS-LEVEL STRATEGY FORMULATION
      1. 9.6.1. COMPETITIVE STRATEGIES MODEL
      2. 9.6.2. DIFFERENTIATION STRATEGY
      3. 9.6.3. COST LEADERSHIP STRATEGY
      4. 9.6.4. FOCUS STRATEGY
    7. 9.7. STRATEGY IMPLEMENTATION
      1. 9.7.1. MANAGEMENT PRACTICES AND SYSTEMS
      2. 9.7.2. CORPORATE GOVERNANCE
      3. 9.7.3. STRATEGIC CONTROL
      4. 9.7.4. STRATEGIC LEADERSHIP
    8. 9.8. Management Learning Review
    9. 9.9. Management Skills and Competencies
  15. 10. Organization Structures and Design
    1. 10.1. Learning From Others, It's All About How You Put The Pieces Together
      1. 10.1.1. do the benchmarking
    2. 10.2. Learning About Yourself, Empowerment
      1. 10.2.1. get to know yourself better
    3. 10.3. ORGANIZING AS A MANAGEMENT FUNCTION
      1. 10.3.1. WHAT IS ORGANIZATION STRUCTURE?
      2. 10.3.2. FORMAL STRUCTURES
      3. 10.3.3. INFORMAL STRUCTURES
    4. 10.4. TRADITIONAL ORGANIZATION STRUCTURES
      1. 10.4.1. FUNCTIONAL STRUCTURES
        1. 10.4.1.1. Advantages of Functional Structures
        2. 10.4.1.2. Disadvantages of Functional Structures
      2. 10.4.2. DIVISIONAL STRUCTURES
        1. 10.4.2.1. Product Structures
        2. 10.4.2.2. Geographical Structures
        3. 10.4.2.3. Customer Structures
        4. 10.4.2.4. Process Structures
        5. 10.4.2.5. Advantages and Disadvantages of Divisional Structures
      3. 10.4.3. MATRIX STRUCTURES
        1. 10.4.3.1. Advantages and Disadvantages of Matrix Structures
    5. 10.5. HORIZONTAL ORGANIZATION STRUCTURES
      1. 10.5.1. TEAM STRUCTURES
        1. 10.5.1.1. Advantages and Disadvantages of Team Structures
      2. 10.5.2. NETWORK STRUCTURES
        1. 10.5.2.1. Advantages and Disadvantages of Network Structures
      3. 10.5.3. BOUNDARYLESS STRUCTURES
    6. 10.6. ORGANIZATIONAL DESIGNS
      1. 10.6.1. CONTINGENCY IN ORGANIZATIONAL DESIGN
      2. 10.6.2. MECHANISTIC AND ORGANIC DESIGNS
      3. 10.6.3. TRENDS IN ORGANIZATIONAL DESIGNS
        1. 10.6.3.1. Fewer Levels of Management
        2. 10.6.3.2. More Delegation and Empowerment
        3. 10.6.3.3. Decentralization with Centralization
        4. 10.6.3.4. Reduced Use of Staff
    7. 10.7. Management Learning Review
    8. 10.8. Management Skills and Competencies
  16. 11. Organization Culture and Change
    1. 11.1. Learning From Others, New Thinking Thrives in the Right Culture
      1. 11.1.1. do the benchmarking
    2. 11.2. Learning About Yourself, Tolerance for Ambiguity
      1. 11.2.1. get to know yourself better
    3. 11.3. ORGANIZATIONAL CULTURES
      1. 11.3.1. UNDERSTANDING ORGANIZATIONAL CULTURE
      2. 11.3.2. THE OBSERVABLE CULTURE OF ORGANIZATIONS
      3. 11.3.3. VALUES AND THE CORE CULTURE OF ORGANIZATIONS
        1. 11.3.3.1. Value-Based Management
        2. 11.3.3.2. Symbolic Leadership
        3. 11.3.3.3. Workplace Spirituality
    4. 11.4. MULTICULTURAL ORGANIZATIONS
      1. 11.4.1. MULTICULTURAL ORGANIZATIONS AND PERFORMANCE
      2. 11.4.2. ORGANIZATIONAL SUBCULTURES
        1. 11.4.2.1. Occupations and Functions
        2. 11.4.2.2. Ethnicity and National Cultures
        3. 11.4.2.3. Gender and Generations
      3. 11.4.3. DIVERSITY AND ORGANIZATIONAL SUBCULTURES
        1. 11.4.3.1. Glass Ceilings
        2. 11.4.3.2. Harassment and Discrimination
        3. 11.4.3.3. Diversity Leadership
    5. 11.5. ORGANIZATIONAL CHANGE
      1. 11.5.1. MODELS OF CHANGE LEADERSHIP
        1. 11.5.1.1. Top-Down Change
        2. 11.5.1.2. Bottom-Up Change
      2. 11.5.2. INCREMENTAL AND TRANSFORMATIONAL CHANGE
      3. 11.5.3. PHASES OF PLANNED CHANGE
        1. 11.5.3.1. Unfreezing
        2. 11.5.3.2. Changing
        3. 11.5.3.3. Refreezing
        4. 11.5.3.4. Improvising
      4. 11.5.4. CHANGE STRATEGIES
        1. 11.5.4.1. Force-Coercion Strategies
        2. 11.5.4.2. Rational Persuasion Strategies
        3. 11.5.4.3. Shared Power Strategies
      5. 11.5.5. RESISTANCE TO CHANGE
        1. 11.5.5.1. Why People Resist Change
        2. 11.5.5.2. Dealing with Resistance to Change
    6. 11.6. Management Learning Review
    7. 11.7. Management Skills and Competencies
  17. 12. Human Resource Management
    1. 12.1. Learning From Others, Great Employers Respect Diversity and Value People
      1. 12.1.1. do the benchmarking
    2. 12.2. Learning About Yourself, Professionalism
      1. 12.2.1. get to know yourself better
    3. 12.3. HUMAN RESOURCE MANAGEMENT
      1. 12.3.1. HUMAN RESOURCE MANAGEMENT PROCESS
      2. 12.3.2. STRATEGIC HUMAN RESOURCE MANAGEMENT
      3. 12.3.3. LEGAL ENVIRONMENT OF HUMAN RESOURCE MANAGEMENT
        1. 12.3.3.1. Laws against Employment Discrimination
        2. 12.3.3.2. Equal Employment Opportunity
        3. 12.3.3.3. Current Legal Issues
    4. 12.4. ATTRACTING A QUALITY WORKFORCE
      1. 12.4.1. HUMAN RESOURCE PLANNING
      2. 12.4.2. RECRUITING TECHNIQUES
        1. 12.4.2.1. External and Internal Recruitment
        2. 12.4.2.2. Realistic Job Previews
      3. 12.4.3. SELECTION TECHNIQUES
        1. 12.4.3.1. Interviews
        2. 12.4.3.2. Employment Tests
    5. 12.5. DEVELOPING A QUALITY WORKFORCE
      1. 12.5.1. ORIENTATION AND SOCIALIZATION
      2. 12.5.2. TRAINING AND DEVELOPMENT
      3. 12.5.3. PERFORMANCE MANAGEMENT
        1. 12.5.3.1. Trait-Based Performance Appraisals
        2. 12.5.3.2. Behavior-Based Performance Appraisals
        3. 12.5.3.3. Results-Based Performance Appraisals
        4. 12.5.3.4. 360-Degree Feedback
    6. 12.6. MAINTAINING A QUALITY WORKFORCE
      1. 12.6.1. FLEXIBILITY AND WORK–LIFE BALANCE
      2. 12.6.2. COMPENSATION AND BENEFITS
        1. 12.6.2.1. Merit Pay Systems
        2. 12.6.2.2. Bonuses and Profit-Sharing Plans
        3. 12.6.2.3. Stock Ownership and Stock Options
        4. 12.6.2.4. Benefits
      3. 12.6.3. RETENTION AND TURNOVER
      4. 12.6.4. LABOR–MANAGEMENT RELATIONS
    7. 12.7. Management Learning Review
    8. 12.8. Management Skills and Competencies
  18. 13. Leading and Leadership Development
    1. 13.1. Learning From Others, Leaders Provide the Roadmaps
      1. 13.1.1. do the benchmarking
    2. 13.2. Learning About Yourself, Integrity
      1. 13.2.1. get to know yourself better
    3. 13.3. THE NATURE OF LEADERSHIP
      1. 13.3.1. LEADERSHIP AND POWER
        1. 13.3.1.1. Position power
        2. 13.3.1.2. Personal Power
      2. 13.3.2. LEADERSHIP AND VISION
      3. 13.3.3. LEADERSHIP AS SERVICE
    4. 13.4. LEADERSHIP TRAITS AND BEHAVIORS
      1. 13.4.1. LEADERSHIP TRAITS
      2. 13.4.2. LEADERSHIP BEHAVIORS
      3. 13.4.3. CLASSIC LEADERSHIP STYLES
    5. 13.5. CONTINGENCY APPROACHES TO LEADERSHIP
      1. 13.5.1. FIEDLER'S CONTINGENCY MODEL
        1. 13.5.1.1. Understanding Leadership Style
        2. 13.5.1.2. Understanding Leadership Situations
        3. 13.5.1.3. Matching Leadership Style and Situation
    6. 13.6. HERSEY-BLANCHARD SITUATIONAL LEADERSHIP MODEL
      1. 13.6.1. PATH-GOAL LEADERSHIP THEORY
        1. 13.6.1.1. Path-Goal Contingencies
        2. 13.6.1.2. Substitutes for Leadership
      2. 13.6.2. LEADER-MEMBER EXCHANGE THEORY
      3. 13.6.3. LEADER-PARTICIPATION MODEL
    7. 13.7. PERSONAL LEADERSHIP DEVELOPMENT
      1. 13.7.1. CHARISMATIC AND TRANSFORMATIONAL LEADERSHIP
      2. 13.7.2. EMOTIONAL INTELLIGENCE AND LEADERSHIP
      3. 13.7.3. GENDER AND LEADERSHIP
      4. 13.7.4. MORAL LEADERSHIP
      5. 13.7.5. DRUCKER'S "OLD-FASHIONED" LEADERSHIP
    8. 13.8. Management Learning Review
    9. 13.9. Management Skills and Competencies
  19. 14. Individual Behavior
    1. 14.1. Learning From Others: There Are Personalities Behind Those Faces
      1. 14.1.1. do the benchmarking
    2. 14.2. Learning About Yourself: Ambition
      1. 14.2.1. get to know yourself better
    3. 14.3. PERCEPTION
      1. 14.3.1. PERCEPTION AND PSYCHOLOGICAL CONTRACTS
      2. 14.3.2. PERCEPTION AND ATTRIBUTION
      3. 14.3.3. PERCEPTION TENDENCIES AND DISTORTIONS
        1. 14.3.3.1. Stereotypes
        2. 14.3.3.2. Halo Effects
        3. 14.3.3.3. Selective Perception
        4. 14.3.3.4. Projection
      4. 14.3.4. PERCEPTION AND IMPRESSION MANAGEMENT
    4. 14.4. PERSONALITY
      1. 14.4.1. BIG FIVE PERSONALITY DIMENSIONS
      2. 14.4.2. MYERS-BRIGGS TYPE INDICATOR
      3. 14.4.3. PERSONAL CONCEPTION AND EMOTIONAL ADJUSTMENT TRAITS
        1. 14.4.3.1. Locus of Control
        2. 14.4.3.2. Authoritarianism
        3. 14.4.3.3. Machiavellianism
        4. 14.4.3.4. Self-Monitoring
        5. 14.4.3.5. Type A Personality
    5. 14.5. ATTITUDES
      1. 14.5.1. WHAT IS AN ATTITUDE?
      2. 14.5.2. WHAT IS JOB SATISFACTION?
        1. 14.5.2.1. Components of Job Satisfaction
        2. 14.5.2.2. Job Satisfaction Trends
      3. 14.5.3. JOB SATISFACTION AND ITS OUTCOMES
        1. 14.5.3.1. Job Satisfaction and Withdrawal Behaviors
        2. 14.5.3.2. Job Satisfaction and Employee Engagement
        3. 14.5.3.3. Job Satisfaction and Organizational Citizenship
        4. 14.5.3.4. Job Satisfaction and Performance
    6. 14.6. EMOTIONS, MOODS, AND STRESS
      1. 14.6.1. EMOTIONS
      2. 14.6.2. MOODS
      3. 14.6.3. STRESS
      4. 14.6.4. SOURCES OF STRESS
        1. 14.6.4.1. Constructive Stress
        2. 14.6.4.2. Destructive Stress
        3. 14.6.4.3. Stress Management
    7. 14.7. Management Learning Review
    8. 14.8. Management Skills and Competencies
  20. 15. Motivation Theory and Practice
    1. 15.1. Learning From Others: Make People Your Top Priority
      1. 15.1.1. do the benchmarking
    2. 15.2. Learning About Yourself: Engagement
      1. 15.2.1. get to know yourself better
    3. 15.3. INDIVIDUAL NEEDS AND MOTIVATION
      1. 15.3.1. HIERARCHY OF NEEDS THEORY
      2. 15.3.2. ERG THEORY
      3. 15.3.3. TWO-FACTOR THEORY
      4. 15.3.4. ACQUIRED NEEDS THEORY
    4. 15.4. PROCESS THEORIES OF MOTIVATION
      1. 15.4.1. EQUITY THEORY
        1. 15.4.1.1. Equity and Social Comparison
        2. 15.4.1.2. Equity Dynamics and Insights
      2. 15.4.2. EXPECTANCY THEORY
        1. 15.4.2.1. Motivation = Expectancy × Instrumentality × Valence
        2. 15.4.2.2. Expectancy Theory Applications
      3. 15.4.3. GOAL-SETTING THEORY
        1. 15.4.3.1. Goal-Setting Essentials
        2. 15.4.3.2. Goal Setting and Participation
      4. 15.4.4. SELF-EFFICACY THEORY
    5. 15.5. REINFORCEMENT THEORY
      1. 15.5.1. REINFORCEMENT STRATEGIES
      2. 15.5.2. POSITIVE REINFORCEMENT
      3. 15.5.3. PUNISHMENT
    6. 15.6. MOTIVATION AND JOB DESIGN
      1. 15.6.1. JOB SIMPLIFICATION
      2. 15.6.2. JOB ROTATION AND JOB ENLARGEMENT
      3. 15.6.3. JOB ENRICHMENT
        1. 15.6.3.1. Job Characteristics Model
        2. 15.6.3.2. Improving Job Characteristics
      4. 15.6.4. ALTERNATIVE WORK SCHEDULES
        1. 15.6.4.1. Flexible Working Hours
        2. 15.6.4.2. Compressed Workweek
        3. 15.6.4.3. Job Sharing
        4. 15.6.4.4. Telecommuting
        5. 15.6.4.5. Contingency and Part-Time Work
    7. 15.7. Management Learning Review
    8. 15.8. Management Skills and Competencies
  21. 16. Teams and Teamwork
    1. 16.1. Learning From Others: The Beauty Is in the Teamwork
      1. 16.1.1. do the benchmarking
    2. 16.2. Learning About Yourself: Team Contributions
      1. 16.2.1. get to know yourself better
    3. 16.3. TEAMS IN ORGANIZATIONS
      1. 16.3.1. WHAT IS TEAMWORK?
      2. 16.3.2. TEAMWORK PROS
      3. 16.3.3. TEAMWORK CONS
      4. 16.3.4. MEETINGS, MEETINGS, MEETINGS
      5. 16.3.5. FORMAL TEAMS AND INFORMAL GROUPS
    4. 16.4. TRENDS IN THE USE OF TEAMS
      1. 16.4.1. COMMITTEES, PROJECT TEAMS, AND TASK FORCES
      2. 16.4.2. CROSS-FUNCTIONAL TEAMS
      3. 16.4.3. VIRTUAL TEAMS
      4. 16.4.4. SELF-MANAGING TEAMS
      5. 16.4.5. TEAM BUILDING
    5. 16.5. HOW TEAMS WORK
      1. 16.5.1. TEAM INPUTS
        1. 16.5.1.1. Resources and Setting
        2. 16.5.1.2. Nature of the Task
        3. 16.5.1.3. Team Size
        4. 16.5.1.4. Membership Characteristics
      2. 16.5.2. STAGES OF TEAM DEVELOPMENT
        1. 16.5.2.1. Forming Stage
        2. 16.5.2.2. Storming Stage
        3. 16.5.2.3. Norming Stage
        4. 16.5.2.4. Performing Stage
        5. 16.5.2.5. Adjourning Stage
      3. 16.5.3. NORMS AND COHESIVENESS
        1. 16.5.3.1. Managing Team Norms
        2. 16.5.3.2. Managing Team Cohesiveness
      4. 16.5.4. TASK AND MAINTENANCE ROLES
      5. 16.5.5. COMMUNICATION NETWORKS
    6. 16.6. DECISION MAKING IN TEAMS
      1. 16.6.1. WAYS TEAMS MAKE DECISIONS
      2. 16.6.2. ADVANTAGES AND DISADVANTAGES OF TEAM DECISIONS
      3. 16.6.3. GROUPTHINK
      4. 16.6.4. CREATIVITY IN TEAM DECISION MAKING
    7. 16.7. Management Learning Review
      1. 16.7.1. Study Questions Summary
    8. 16.8. Management Skills and Competencies
  22. 17. Communication and Collaboration
    1. 17.1. Learning From Others: Impact Begins with Communication and Collaboration
      1. 17.1.1. do the benchmarking
    2. 17.2. Learning About Yourself: Communication and Networking
      1. 17.2.1. get to know yourself better
    3. 17.3. THE COMMUNICATION PROCESS
      1. 17.3.1. EFFECTIVE COMMUNICATION
      2. 17.3.2. PERSUASION AND CREDIBILITY IN COMMUNICATION
      3. 17.3.3. COMMUNICATION BARRIERS
        1. 17.3.3.1. Information Filtering
        2. 17.3.3.2. Poor Choice of Channels
        3. 17.3.3.3. Poor Written or Oral Expression
        4. 17.3.3.4. Failure to Recognize Nonverbal Signals
        5. 17.3.3.5. Physical Distractions
      4. 17.3.4. CROSS-CULTURAL COMMUNICATION
    4. 17.4. IMPROVING COLLABORATION THROUGH COMMUNICATION
      1. 17.4.1. TRANSPARENCY AND OPENNESS
      2. 17.4.2. INTERACTIVE MANAGEMENT
      3. 17.4.3. USE OF ELECTRONIC MEDIA
      4. 17.4.4. ACTIVE LISTENING
      5. 17.4.5. CONSTRUCTIVE FEEDBACK
      6. 17.4.6. SPACE DESIGN
    5. 17.5. MANAGING CONFLICT
      1. 17.5.1. FUNCTIONAL AND DYSFUNCTIONAL CONFLICT
      2. 17.5.2. CAUSES OF CONFLICT
      3. 17.5.3. CONFLICT RESOLUTION
      4. 17.5.4. CONFLICT MANAGEMENT STYLES
      5. 17.5.5. STRUCTURAL APPROACHES TO CONFLICT MANAGEMENT
    6. 17.6. MANAGING NEGOTIATION
      1. 17.6.1. NEGOTIATION GOALS AND APPROACHES
      2. 17.6.2. GAINING INTEGRATIVE AGREEMENTS
      3. 17.6.3. NEGOTIATION PITFALLS
      4. 17.6.4. THIRD-PARTY DISPUTE RESOLUTION
    7. 17.7. Management Learning Review
    8. 17.8. Management Skills and Competencies
  23. 18. Control Processes and Systems
    1. 18.1. Learning From Others, Control Leaves No Room for Complacency
      1. 18.1.1. do the benchmarking
    2. 18.2. Learning About Yourself, Resiliency
      1. 18.2.1. get to know yourself better
    3. 18.3. WHY AND HOW MANAGERS CONTROL
      1. 18.3.1. IMPORTANCE OF CONTROLLING
      2. 18.3.2. TYPES OF CONTROLS
        1. 18.3.2.1. Feedforward Controls
        2. 18.3.2.2. Concurrent Controls
        3. 18.3.2.3. Feedback Controls
      3. 18.3.3. INTERNAL AND EXTERNAL CONTROL
        1. 18.3.3.1. Self-Control
        2. 18.3.3.2. Bureaucratic Control
        3. 18.3.3.3. Clan Control
        4. 18.3.3.4. Market Control
    4. 18.4. THE CONTROL PROCESS
      1. 18.4.1. STEP 1: ESTABLISH OBJECTIVES AND STANDARDS
        1. 18.4.1.1. Output Standards
        2. 18.4.1.2. Input Standards
      2. 18.4.2. STEP 2: MEASURE PERFORMANCE RESULTS
      3. 18.4.3. STEP 3: COMPARE RESULTS WITH OBJECTIVES AND STANDARDS
      4. 18.4.4. STEP 4: TAKE CORRECTIVE ACTION
    5. 18.5. CONTROL TOOLS AND TECHNIQUES
      1. 18.5.1. EMPLOYEE DISCIPLINE SYSTEMS
      2. 18.5.2. PROJECT MANAGEMENT AND CONTROL
        1. 18.5.2.1. Gantt Charts
        2. 18.5.2.2. CPM/PERT Techniques
      3. 18.5.3. FINANCIAL CONTROLS
      4. 18.5.4. BALANCED SCORECARDS
    6. 18.6. Management Learning Review
    7. 18.7. Management Skills and Competencies
  24. 19. Operations and Services Management
    1. 19.1. Learning From Others, Speed and Flexibility Rule Global Competition
      1. 19.1.1. do the benchmarking
    2. 19.2. Learning About Yourself, Strength and Energy
      1. 19.2.1. get to know yourself better
    3. 19.3. OPERATIONS MANAGEMENT ESSENTIALS
      1. 19.3.1. PRODUCTIVITY AND COMPETITIVE ADVANTAGE
        1. 19.3.1.1. Productivity
        2. 19.3.1.2. Competitive Advantage
      2. 19.3.2. OPERATIONS TECHNOLOGIES
        1. 19.3.2.1. Manufacturing Technology
        2. 19.3.2.2. Service Technology
    4. 19.4. VALUE CHAIN MANAGEMENT
      1. 19.4.1. VALUE CHAIN ANALYSIS
      2. 19.4.2. SUPPLY CHAIN MANAGEMENT
      3. 19.4.3. INVENTORY MANAGEMENT
        1. 19.4.3.1. Economic Order Quantity
        2. 19.4.3.2. Just-in-Time Systems
      4. 19.4.4. BREAK-EVEN ANALYSIS
    5. 19.5. SERVICE AND PRODUCT QUALITY
      1. 19.5.1. CUSTOMER RELATIONSHIP MANAGEMENT
        1. 19.5.1.1. Essentials of CRM
        2. 19.5.1.2. External and Internal Customers
      2. 19.5.2. QUALITY MANAGEMENT
      3. 19.5.3. STATISTICAL QUALITY CONTROL
    6. 19.6. WORK PROCESSES
      1. 19.6.1. WORK PROCESS ANALYSIS
      2. 19.6.2. PROCESS REENGINEERING
    7. 19.7. Management Learning Review
    8. 19.8. Management Skills and Competencies
  25. Management Cases for Critical Thinking
  26. I. Part I Chapter Cases
  27. II. Part II Greensburg, Kansas, Running Video Case
  28. Case Endnotes
  29. Part II Case Ednotes
  30. Self-Test Answers
  31. Glossary
  32. Endnotes