PART2Planning
CHAPTER3
PlanningandStrategicManagement
PlanningandOrganizationalGoals 67
OrganizationalGoals68 PurposesofGoals,68•KindsofGoals,69 KindsofOrganizationalPlans69 StrategicPlans,69•TacticalPlans,69
SettingaNewDirectionforGeneralMotors 70 OperationalPlans,70
TheNatureofStrategicManagement 71
TheComponentsofStrategy71 TypesofStrategicAlternatives72
UsingSWOTAnalysistoFormulateStrategy 72
EvaluatinganOrganization’sStrengths72 EvaluatinganOrganization’sWeaknesses74
EvaluatinganOrganization’sOpportunitiesandThreats74
FormulatingBusiness-LevelStrategies 74
Porter’sGenericStrategies74 StrategiesBasedontheProductLifeCycle75
FormulatingCorporate-LevelStrategies 77
Single-ProductStrategy77
RelatedDiversification77
UnrelatedDiversification78
ManagingDiversification,79•BCGMatrix,79
TheLittle-White-LieStrategy 80
GEBusinessScreen82
TacticalPlanning 83
DevelopingTacticalPlans83
ExecutingTacticalPlans84
OperationalPlanning 84
Single-UsePlans85 Programs,85•Projects,85 StandingPlans85 Policies,86•StandardOperatingProcedures,86•RulesandRegulations,86 ContingencyPlanningandCrisisManagement86
SummaryofLearningOutcomesandKeyPoints89 DiscussionQuestions90
BuildingEffectiveDecision-MakingSkills91
BuildingEffectiveCommunicationandInterpersonalSkills91
SkillsSelf-AssessmentInstrument92 ExperientialExercise93 ManagementatWork94
YouMaketheCall:Google’sStrategyforDominance96 Endnotes96 CHAPTER4
ManagingDecisionMaking
TheNatureofDecisionMaking 100
DecisionMakingDefined100
TypesofDecisions101
Decision-MakingConditions102
DecisionMakingUnderCertainty,102•DecisionMakingUnderRisk,102•Decision MakingUnderUncertainty,103
TheWideWorldofRisk 104
RationalPerspectivesonDecisionMaking 104
TheClassicalModelofDecisionMaking104
StepsinRationalDecisionMaking105
RecognizingandDefiningtheDecisionSituation,105•Identifying Alternatives,105•EvaluatingAlternatives,107•SelectingtheBest Alternative,108•ImplementingtheChosenAlternative,108•FollowingUpand EvaluatingtheResults,109
Evidence-BasedManagement110
BehavioralAspects ofDecisionMaking 111
TheAdministrativeModel111
PoliticalForcesinDecisionMaking112 IntuitionandEscalationofCommitment113 Intuition,113•EscalationofCommitment,113 ABadDecisionatWesabe 114
RiskPropensityandDecisionMaking115 EthicsandDecisionMaking115
GroupandTeamDecisionMakinginOrganizations 116 FormsofGroupandTeamDecisionMaking116 InteractingGroupsorTeams,116•DelphiGroups,116•NominalGroups,117 AdvantagesofGroupandTeamDecisionMaking117 DisadvantagesofGroupandTeamDecisionMaking118 ManagingGroupandTeamDecision-MakingProcesses118
SummaryofLearningOutcomesandKeyPoints119 DiscussionQuestions119
BuildingEffectiveConceptualSkills120
BuildingEffectiveTechnicalSkills120
SkillsSelf-Assessment121 ExperientialExercise121 ManagementatWork122
YouMaketheCall:TheEmbargoGrindsOn124 Endnotes124
CHAPTER5
EntrepreneurshipandNewVentureManagement
TheNatureofEntrepreneurship 129
TheRoleofEntrepreneurshipinSociety 129 JobCreation131 Innovation132 ImportancetoBigBusiness133
StrategyforEntrepreneurialOrganizations 133 ChoosinganIndustry133 Services,133•Retailing,134
ANewModelforGoingGreen 135
Construction,136•FinanceandInsurance,136•Wholesaling,137 •Transportation,137•Manufacturing,137 EmphasizingDistinctiveCompetencies139 IdentifyingNichesinEstablishedMarkets,139•IdentifyingNewMarkets,139 SamuelAdamsMakesHeadway 140
First-MoverAdvantages,141 WritingaBusinessPlan141
EntrepreneurshipandInternationalManagement141
StructureofEntrepreneurialOrganizations 142 StartingtheNewBusiness142
BuyinganExistingBusiness,142•StartingfromScratch,143 FinancingtheNewBusiness143 PersonalResources,143•StrategicAlliances,144•Lenders,144•VentureCapital Companies,144•Small-BusinessInvestmentCompanies,144•SBAFinancial Programs,145
SourcesofManagementAdvice145 AdvisoryBoards,145•ManagementConsultants,145•TheSmallBusiness Administration,146•Networking,147 Franchising147
ThePerformanceofEntrepreneurialOrganizations 148 TrendsinSmall-BusinessStart-Ups149 EmergenceofE-Commerce,149•Crossovers fromBigBusiness,150•Opportunitiesfor MinoritiesandWomen,150•BetterSurvivalRates,151 ReasonsforFailure151 ReasonsforSuccess151
SummaryofLearningOutcomesandKeyPoints152 DiscussionQuestions153
BuildingEffectiveDiagnosticSkills153
BuildingEffectiveConceptualSkills154
SkillsSelf-AssessmentInstrument154
ExperientialExercise155
ManagementatWork155
YouMaketheCall:PuttingtheGreekintoYogurt157 Endnotes157
PART3Organizing
CHAPTER6
OrganizationStructureandDesign
TheBasicElementsOfOrganizing 162
JobSpecialization162
BenefitsandLimitationsofSpecialization,162•AlternativestoSpecialization,162 GroupingJobs:Departmentalization164
FunctionalDepartmentalization,165•ProductDepartmentalization,166•Customer Departmentalization,166•LocationDepartmentalization,166 EstablishingReportingRelationships166 ChainofCommand,166•SpanofManagement,167•TallVersusFlat Organizations,167
DistributingAuthority167
TheDelegationProcess,167
DelayeringasaDefenseMechanism 168
DecentralizationandCentralization,169
APanelofYourPeers 170
CoordinatingActivities170
TheNeedforCoordination,171•StructuralCoordinationTechniques,171•Electronic Coordination,172
TheBureaucraticModelofOrganizationDesign 172
SituationalInfluencesonOrganizationDesign 173
CoreTechnology174 Environment175
OrganizationalSizeandLifeCycle176
BasicFormsofOrganizationDesign 177
Functional(U-Form)Design177
Conglomerate(H-Form)Design178
Divisional(M-Form)Design179
MatrixDesign179
HybridDesigns181
EmergingIssuesinOrganizationDesign 182
TheTeamOrganization182
TheVirtualOrganization182
TheLearningOrganization182
SummaryofLearningOutcomesandKeyPoints183 DiscussionQuestions184
BuildingEffectiveConceptualSkills184 BuildingEffectiveDiagnosticSkills185
SkillsSelf-AssessmentInstrument185
ExperientialExercise186 ManagementatWork187
YouMaketheCall:Authority&FunctionatA&F189 Endnotes189
CHAPTER7
OrganizationChangeandInnovation
TheNatureofOrganizationChange 194
ForcesforChange194
ExternalForces,194•InternalForces,195 PlannedVersusReactiveChange195
ManagingChangeinOrganizations 195
StepsintheChangeProcess196
TheLewinModel,196•AComprehensiveApproachtoChange,196 UnderstandingResistancetoChange197 Uncertainty,197•ThreatenedSelf-Interests,198•DifferentPerceptions,198•Feelings ofLoss,198
OvercomingResistancetoChange198 Participation,198
Chartinga“New”OldCourse 199 EducationandCommunication,200•Facilitation,200•Force-FieldAnalysis,201
AreasofOrganizationChange 201
ChangingOrganizationStructureandDesign201
ChangingTechnologyandOperations202
ChangingPeople,Attitudes,andBehaviors203
ChangingBusinessProcesses204
TheNeedforBusinessProcessChange,204
ToOffshoreorNottoOffshore 205
ApproachestoBusinessProcessChange,206
OrganizationDevelopment207
ODAssumptions,207•ODTechniques,207•TheEffectivenessofOD,208
OrganizationalInnovation 209
TheInnovationProcess209
InnovationDevelopment,209•InnovationApplication,210•Application Launch,210•ApplicationGrowth,210•InnovationMaturity,210•Innovation Decline,210
FormsofInnovation210
RadicalVersusIncrementalInnovations,211•TechnicalVersusManagerial Innovations,211•ProductVersusProcessInnovations,211
TheFailuretoInnovate212
LackofResources,212•FailuretoRecognizeOpportunities,212•Resistanceto Change,212•PromotingInnovationinOrganizations,213•TheReward System,213•OrganizationCulture,213•IntrapreneurshipinLarger Organizations,213
SummaryofLearningOutcomesandKeyPoints215
DiscussionQuestions215
BuildingEffectiveDecision-MakingSkills216
BuildingEffectiveDiagnosticSkills216
SkillsSelf-AssessmentInstrument217
ExperientialExercise218
ManagementatWork219
YouMaketheCall:CultivatingInnovationatIKEA221 Endnotes221
CHAPTER8
ManagingHumanResourcesinOrganizations
TheEnvironmentalContextofHRM 226
TheStrategicImportanceofHRM226
TheLegalEnvironmentofHRM227
EqualEmploymentOpportunityTitleVIIoftheCivilRightsActof 1964,228•CompensationandBenefits,228 LaborRelations229
HealthandSafety,230•EmergingLegalIssues,230
AttractingHumanResources 230
HumanResourcePlanning230
JobAnalysis,230•ForecastingHumanResourceDemandandSupply,231•Matching HumanResourceSupplyandDemand,232
RecruitingHumanResources232 SelectingHumanResources233 ApplicationBlanks,233•Tests,234•Interviews,234•Assessment Centers,234•OtherTechniques,234
DevelopingHumanResources 234
TrainingandDevelopment235
AssessingTrainingNeeds,235•CommonTrainingMethods,235•Evaluationof Training,235
DardenInvestsinEmployeeDevelopment 236
PerformanceAppraisal237
CommonAppraisalMethods,237•ErrorsinPerformanceAppraisal,238 PerformanceFeedback239
MaintainingHumanResources 240
DeterminingCompensation240
HoldingTrueatNucorSteel 241
Wage-LevelDecision,242•WageStructureDecision,242•IndividualWage Decisions,243
Determining Benefits243
ManagingWorkforceDiversity 244
TheMeaningofDiversity244
TheImpactofDiversity244
DiversityasaCompetitiveAdvantage,244 •DiversityasaSourceofConflict,244
ManagingDiversityinOrganizations245
IndividualStrategies,245•OrganizationalApproaches,245
ManagingLaborRelations 246
HowEmployeesFormUnions246 CollectiveBargaining248
NewChallengesintheChangingWorkplace 249
ManagingKnowledgeWorkers249
TheNatureofKnowledgeWork,249•KnowledgeWorkerManagementandLabor Markets,249
ContingentandTemporaryWorkers250
TrendsinContingentandTemporaryEmployment,250•ManagingContingentand TemporaryWorkers,250
SummaryofLearningOutcomesandKeyPoints251 DiscussionQuestions252
BuildingEffectiveDecision-MakingSkills252
BuildingEffectiveTechnicalSkills253
SkillsSelf-AssessmentInstrument254
ExperientialExercise255
ManagementatWork255
YouMaketheCall:NoCompanyforOld-FashionedManagement257 Endnotes257
The“BigFive”PersonalityTraits264
TheMyers–BriggsFramework266
OtherPersonalityTraitsatWork267
EmotionalIntelligence268
AttitudesandIndividualBehavior 269
Work-RelatedAttitudes269
JobSatisfactionorDissatisfaction,269
TossIt,orRecycleIt? 270
OrganizationalCommitment,271
AffectandMoodinOrganizations271
PerceptionandIndividualBehavior 272
BasicPerceptualProcesses272
SelectivePerception,272•Stereotyping,272
PerceptionandAttribution273
StressandIndividualBehavior 273
CausesandConsequencesofStress275 CausesofStress,275•ConsequencesofStress,276 ManagingStress276
WhenStressBecomesTooToughtoHandle 277
CreativityinOrganizations 279
TheCreativeIndividual279
BackgroundExperiencesandCreativity,279•PersonalTraitsand Creativity,280•CognitiveAbilitiesandCreativity,280 TheCreativeProcess280
Preparation,280•Incubation,280•Insight,281•Verification,281 EnhancingCreativityinOrganizations281
TypesofWorkplaceBehavior 282
PerformanceBehaviors282
WithdrawalBehaviors282
OrganizationalCitizenship283
DysfunctionalBehaviors283
SummaryofLearningOutcomesandKeyPoints284
DiscussionQuestions285
BuildingEffectiveInterpersonalSkills285
BuildingEffectiveTimeManagementSkills286
SkillsSelf-AssessmentInstrument286
ExperientialExercise287
ManagementatWork287
YouMaketheCall:PuttingIntheHours289 Endnotes289
CHAPTER10
ManagingEmployeeMotivationandPerformance
TheNatureofMotivation 294
ContentPerspectivesonMotivation 295
TheNeedsHierarchyApproach296
TheTwo-FactorTheory297
IndividualHumanNeeds298
ProcessPerspectivesonMotivation 299
ExpectancyTheory299
Effort-to-PerformanceExpectancy,300•Performance-to-OutcomeExpectancy,300 •OutcomesandValences,300•ThePorter–LawlerExtension,301
EquityTheory302
Goal-SettingTheory302
GoalDifficulty,303•GoalSpecificity,303
ReinforcementPerspectivesonMotivation 304
KindsofReinforcementinOrganizations304
ToRewardorToPunish?…ThatIstheQuestion 305
ProvidingReinforcementinOrganizations306
PopularMotivationalStrategies 307
EmpowermentandParticipation307
AlternativeFormsofWorkArrangements307
ServicewithaSmile 308
VariableWorkSchedules,309•FlexibleWorkSchedules,309•Job Sharing,309•Telecommuting,310
UsingRewardSystemstoMotivatePerformance 310 MeritRewardSystems311
IncentiveRewardSystems311
IncentivePayPlans,311•OtherFormsofIncentive,312 TeamandGroupIncentiveRewardSystems312 CommonTeamandGroupRewardSystems313
OtherTypesofTeamandGroupRewards,313 ExecutiveCompensation314
StandardFormsofExecutiveCompensation,314•SpecialFormsofExecutive Compensation,314•CriticismsofExecutiveCompensation,315 NewApproachestoPerformance-BasedRewards316
SummaryofLearningOutcomesandKeyPoints316 DiscussionQuestions317
BuildingEffectiveInterpersonalandCommunicationSkills318 BuildingEffectiveDecision-MakingSkills318 SkillsSelf-AssessmentInstrument319 ExperientialExercise319 ManagementatWork321
YouMaketheCall:MotivatingtheWholePerson323 Endnotes323
CHAPTER11
LeadershipandInfluenceProcesses
TheNatureofLeadership 328
TheMeaningofLeadership329 LeadershipandManagement329 LeadershipandPower329
LegitimatePower,329•RewardPower, 330•CoercivePower,331•Referent Power,331•ExpertPower,331
GenericApproachestoLeadership 331 LeadershipTraits331 LeadershipBehaviors332 MichiganStudies,332•OhioStateStudies,332•ManagerialGrid,333 SituationalApproachestoLeadership 334
LeadershipTipsforToughTimes 335
LPCTheory336
FavorablenessoftheSituation,337•FavorablenessandLeaderStyle,337•Flexibilityof LeaderStyle,338
Path-GoalTheory338
LeaderBehavior,339•SituationalFactors,339 Vroom’sDecisionTreeApproach340
BasicPremises,340•Decision-MakingStyles,342•EvaluationandImplications,343 TheLMXApproach343
RelatedApproachestoLeadership 344
SubstitutesforLeadership344
CharismaticLeadership344
TransformationalLeadership345
EmergingApproachestoLeadership 346
StrategicLeadership346
Cross-CulturalLeadership346
DiversityStillLaggingintheBoardroom 347
EthicalLeadership348
PoliticalBehaviorinOrganizations 348
CommonPoliticalBehaviors349
ImpressionManagement349
ManagingPoliticalBehavior350
SummaryofLearningOutcomesandKeyPoints351 DiscussionQuestions352
BuildingEffectiveDiagnosticSkills352
BuildingEffectiveInterpersonalSkills353
SkillsSelf-AssessmentInstrument354
ExperientialExercise355 ManagementatWork356
YouMaketheCall:WhentoStandonYourHeadandOtherTipsfromtheTop357 Endnotes358
CHAPTER12
CommunicationinOrganizations
CommunicationandtheManager’sJob 364
ADefinitionofCommunication364
CharacteristicsofUsefulInformation365 Accurate,365•Timely,365•Complete,365•Relevant,366 TheCommunicationProcess366
FormsofCommunicationinOrganizations 367 InterpersonalCommunication367
OralCommunication,367•WrittenCommunication,367•ChoosingtheRight Form,368 CommunicationinNetworksandWorkTeams368 OrganizationalCommunication369 VerticalCommunication,369•HorizontalCommunication,370 DigitalCommunication371 InformationSystems,371
TheBrutally-Honest-OpinionBusiness 372 PersonalDigitalTechnology,374
InformalCommunicationinOrganizations 375 TheGrapevine375 ManagementbyWanderingAround377 NonverbalCommunication377
SayItwithaSmile 378
ManagingOrganizationalCommunication 379
BarrierstoCommunication379
IndividualBarriers,379•OrganizationalBarriers,380 ImprovingCommunicationEffectiveness381 IndividualSkills,382•OrganizationalSkills,383
SummaryofLearningOutcomesandKeyPoints383 DiscussionQuestions384
BuildingEffectiveTechnicalSkills385
BuildingEffectiveInterpersonalSkills385
SkillsSelf-AssessmentInstrument386
ExperientialExercise387 ManagementatWork387
YouMaketheCall:“QuePasaintheAdAgency?”389 Endnotes389
CHAPTER13
ManagingWorkGroupsandTeams
GroupsandTeamsinOrganizations 394 TypesofGroupsandTeams394 FunctionalGroups,394•Informalor InterestGroups,394•TaskGroups,395 UsingCustomer-CreatedGroupsforCompetitiveAdvantage 396 WhyPeopleJoinGroupsandTeams398
InterpersonalAttraction,399•GroupActivities,399•GroupGoals,399•Need Satisfaction,399•InstrumentalBenefits,400 StagesofGroupandTeamDevelopment400
CharacteristicsofGroupsandTeams 402 RoleStructures402
RoleAmbiguity,402•RoleConflict,403•RoleOverload,403 MeasuringCarbonFootprints 404 BehavioralNorms405
NormGeneralization,406•NormVariation,406•NormConformity,406 Cohesiveness407
FactorsThatIncreaseCohesiveness,407•FactorsThatReduce Cohesiveness,408•ConsequencesofCohesiveness,408 FormalandInformalLeadership409
InterpersonalandIntergroupConflict 409 TheNatureofConflict409 CausesofConflict410
InterpersonalConflict,410•IntergroupConflict,411•ConflictBetweenOrganization andEnvironment,412
ManagingConflictinOrganizations 412 StimulatingConflict413 ControllingConflict413 ResolvingandEliminatingConflict414 Negotiation414
SummaryofLearningOutcomesandKeyPoints416
DiscussionQuestions417
BuildingEffectiveConceptualSkills417
BuildingEffectiveCommunicationSkills418
SkillsSelf-AssessmentInstrument418
ExperientialExercise419
ManagementatWork419
YouMaketheCall:ManagingbyClowningAround421 Endnotes421
PART5Controlling
CHAPTER14
BasicElementsofControl
TheNatureofControl 426
ThePurposeofControl427
AdaptingtoEnvironmentalChange,427•LimitingtheAccumulationof Error,427•CopingwithOrganizationalComplexity,428•MinimizingCosts,428 TypesofControl428
EngineeringTime 429
AreasofControl,430•LevelsofControl,430•ResponsibilitiesforControl,431
StepsintheControlProcess432
EstablishingStandards,432•Measuring Performance,433•ComparingPerformance AgainstStandards,433•ConsideringCorrectiveAction,434
OperationsControl 434
PreliminaryControl434
ScreeningControl435
PostactionControl436
FinancialControl 436
BudgetaryControl436
TypesofBudgets,437•DevelopingBudgets,438•StrengthsandWeaknessesof Budgeting,439
OtherToolsforFinancialControl440
FinancialStatements,440•RatioAnalysis,440•FinancialAudits,440
StructuralControl 441
BureaucraticControl442
DecentralizedControl443
StrategicControl 443
ManagingControlinOrganizations 444
CharacteristicsofEffectiveControl444
IntegrationwithPlanning,444•Flexibility,444
BalancingControlwithFun 445
Accuracy,445•Timeliness,446•Objectivity,446 ResistancetoControl446
Overcontrol,446•InappropriateFocus,447•RewardsforInefficiency,447•TooMuch Accountability,447
OvercomingResistancetoControl447
EncourageEmployeeParticipation,447 •DevelopVerificationProcedures,448
SummaryofLearningOutcomesandKeyPoints448 DiscussionQuestions449
BuildingEffectiveTimeManagementSkills449
BuildingEffectiveTechnicalSkills450
SkillsSelf-AssessmentInstrument451
ExperientialExercise451
ManagementatWork453
YouMaketheCall:ShiftingGearsintheAutoIndustry454 Endnotes455
CHAPTER15
ManagingOperations,Quality,andProductivity
TheNatureofOperationsManagement 459
TheImportanceofOperations459
ManufacturingandProductionOperations460 ServiceOperations460
TheRoleofOperationsinOrganizationalStrategy461
DesigningOperationsSystems 461
DeterminingtheProduct–ServiceMix462
CapacityDecisions462
FacilitiesDecisions462 Location,462•Layout,463
HowtoGet2aHuman 464
OrganizationalTechnologies 465
ManufacturingTechnology466 Automation,466•Computer-AssistedManufacturing,467•Robotics,468 ServiceTechnology468
ImplementingOperationsSystemsThroughSupplyChainManagement 469
OperationsManagementasControl469
CombiningTechnologyandArtistry 470
PurchasingManagement471
InventoryManagement472
ManagingTotalQuality 473
TheMeaningofQuality473
TheImportanceofQuality474 Competition,474•Productivity,474•Costs,475 TotalQualityManagement475 StrategicCommitment,475•EmployeeInvolvement,476 Technology,476•Materials,476•Methods,476 TQMToolsandTechniques476
Value-AddedAnalysis,476•Benchmarking,476•Outsourcing,477•ReducingCycle Time,477•ISO9000:2000andISO14000,478•StatisticalQuality Control,478•SixSigma,478
ManagingProductivity 478
TheMeaningofProductivity479 LevelsofProductivity,479•FormsofProductivity,479
TheImportanceofProductivity479 ProductivityTrends480
ImprovingProductivity481
ImprovingOperations,481•IncreasingEmployeeInvolvement,482
SummaryofLearningOutcomesandKeyPoints482 DiscussionQuestions483
BuildingEffectiveCommunicationSkills484
BuildingEffectiveDiagnosticSkills484
SkillsSelf-AssessmentInstrument485
ExperientialExercise485
ManagementatWork486
YouMaketheCall:OrchestratingOutcomes488 Endnotes488
Appendix: InterpretationsofSkillsSelf-AssessmentInstruments..................490 NameIndex.................................................................502 OrganizationandProductIndex..............................................505 SubjectIndex................................................................510
Preface
Literallyhundredsofbookshavebeenwrittenforintroductorymanagementcourses.As thebodyofmaterialcomprisingthetheory,research,andpracticeofmanagementhas grownandexpanded,textbookauthorshavecontinuedtomirrorthisexpansionofmaterialintheirbooks.Writershaveunderstoodtheimportanceofaddingnewmaterial abouttraditionaltopics,suchasplanningandorganizing,whilesimultaneouslyadding coverageofemergingnewertopics,suchassustainability,ethics,andsocialmedia.Asa by-productofthistrend,ourgeneralsurveytextbookshavegrownlongerandlonger, makingitincreasinglydifficulttocoverallthematerialinonecourse.
Anothertrendinmanagementeducationisafocusonteachinginabroadercontext— thatis,introductorymanagementcoursesareincreasinglybeingtaughtwithless emphasisontheoryaloneandmoreemphasisonapplicationofconcepts.Teaching studentshowtoapplymanagementconceptssuccessfullyofteninvolvesfocusing moreonskillsdevelopmentandthehumansideoftheorganization.Thistrend requiresthattextbookscovertheoreticalconceptswithinaflexibleframeworkthat enablesinstructorstomakeuseofinteractivetoolssuchascasestudies,exercises,and projects.Italsodictatesthatatextbeasrelevanttostudentsaspossible.Hence,while thisbookdrawsexamplesandcasesfromolderlargefirmslikeFord,IBM,andNissan, italsomakesextensiveuseofnewerfirmssuchasGoogle,Netflix,Facebook,Starbucks,UrbanOutfitters,andothers.
Thistextbookrepresentsasynthesisofthesetrendstowardamoremanageableand practicalapproach.Bycombiningconcisetextdiscussion,standardpedagogicaltools, livelyandcurrentcontent,anemphasisonorganizationalbehavior,andexcitingskills developmentmaterial, FundamentalsofManagement answerstheneedforanew approachtomanagementeducation.Thisbookprovidesalmostlimitlessflexibility,a solidfoundationofknowledge-basedmaterial,andanaction-orientedlearningdimensionuniqueinthefield.Indeed,overhalfamillionstudentswereintroducedtothe fieldofmanagementusingthefirstseveneditionsofthisbook.Thiseightheditionbuilds solidlyonthesuccessesoftheearliereditions.
ORGANIZATIONOFTHEBOOK
Mostmanagementinstructorstodayorganizetheircoursearoundthetraditionalmanagementfunctionsofplanning,organizing,leading,andcontrolling. Fundamentalsof Management usesthesefunctionsasitsorganizingframework.Thebookconsistsof fiveparts,withfifteenchapters.
PartOneintroducesmanagementthroughtwochapters.Chapter1providesabasic overviewofthemanagementprocessinorganizations,andChapter2introducesstudents totheenvironmentofmanagement.PartTwocoversthefirstbasicmanagementfunction,planning.Chapter3introducesthefundamentalconceptsofplanninganddiscusses strategicmanagement.ManagerialdecisionmakingisthetopicofChapter4.Finally, Chapter5coversentrepreneurshipandthemanagementofnewventures.
Thesecondbasicmanagementfunction,organizing,isthesubjectofPartThree.In Chapter6,thefundamentalconceptsoforganizationstructureanddesignareintroduced
anddiscussed.Chapter7exploresorganizationchangeandorganizationalinnovation. Chapter8isdevotedtothemanagementofhumanresources.
Manyinstructorsandmanagersbelievethatthethirdbasicmanagementfunction, leading,isespeciallyimportantincontemporaryorganizations.Thus,PartFourconsists offivechaptersdevotedtothismanagementfunction.BasicconceptsandprocessesassociatedwithindividualbehaviorareintroducedanddiscussedinChapter9.Employee motivationisthesubjectofChapter10.Chapter11examinesleadershipandinfluence processesinorganizations.Communication inorganizationsisthetopicofChapter12. ThemanagementofgroupsandteamsiscoveredinChapter13.
Thefourthmanagementfunction,controlling,isthesubjectofPartFive.Chapter14 introducesthefundamentalconceptsandissuesassociatedwithmanagementofthecontrolprocess.Aspecialareaofcontroltoday,managingfortotalquality,isdiscussedin Chapter15.
SKILLS-FOCUSEDPEDAGOGICALFEATURES
Boththeoverarchingframeworkandstreamlinedtopicalcoveragemakeitpossibleto addressnewdimensionsofmanagementeducationwithoutcreatingabooksolongthat itisunwieldy.Specifically,eachchapteris followedbyanexcitingsetofskills-based exercisesandrelatedactivities.Theseresourceshavebeencreatedtobringanactive andabehavioralorientationtomanagementeducationbyrequiringstudentstosolve problems,makedecisions,respondtosituations,andworkingroups.Inshort,these materialssimulatemanyoftheday-to-daychallengesandopportunitiesthatrealmanagersface.
Amongtheseskills-basedexercisesaretwodifferent BuildingEffectiveSkills features organizedaroundthesetofbasicmanagementskillsintroducedinChapter1.The Skills Self-AssessmentInstrument exercisehelpsreaderslearnsomethingabouttheirown approachtomanagement.Feedbackforthe Self-AssessmentInstruments canbefound intheAppendix.Finally,an ExperientialExercise providesadditionalaction-oriented learningopportunities,usuallyinagroupsetting.
Newtotheeighthedition,eachchapteralsocontainsinterestingboxedfeatures,twoper chapter,centeredaround sustainability,leadership,the servicesector,and managing duringtoughtimes.Thesefeaturesdepartbrieflyfromtheflowofthechaptertohighlight orextendespeciallyinterestingoremergingpointsandissuesrelatedtoboxedfeaturetitles.
Inadditiontotheend-of-chapterexercises, everychapterincludesimportantstandard pedagogy:learningobjectives,achapteroutline,anopeningincident,keyterms,asummaryofkeypoints,questionsforreview,questionsforanalysis,andanend-of-chapter casewithquestions.
CHANGESTOTHEEIGHTHEDITION
Theeightheditionof FundamentalsofManagement retainsthesamebasicstructureand formatasthepreviousedition.However,withinthatframeworkthecontentofthebook hasbeenthoroughlyrevisedandupdated.Thefollowingchangesareillustrativeofthe newmaterial:
(1)Newtopicalcoveragerelatedtobothdomesticandglobaleconomicconditionsis included.Thebookalsoplacesgreateremphasisontheservicessectoroftheeconomy.CoverageoftheeconomicimpactofunrestintheMiddleEastandHurricane Sandyhasalsobeenadded.Moreover,alldataregardinginternationalbusiness
activity,entrepreneurshipandsmallbusinesses,andworkforcediversityhavebeen updatedtothemostcurrentfiguresavailable.
(2)Severalnewmanagementtechniquesarealsoincludedinthisedition.Examples includethetieredworkforceandevidence-basedmanagement.Theseandother newtechniquesarediscussedinseveralplacesinthebook.
(3)Thelatestresearchfindingsregardingglobalization,strategicmanagement, organizing,motivation,leadership,andcontrolhavebeenincorporatedinto thetextandreferencedattheendofthebook.Over150newarticlesand booksarecited.
(4)Virtuallyallofthecasesandboxedinsertsarenewtothiseditionof Fundamentals ofManagement,whilethefewretainedfromearliereditionshavebeenupdatedas needed.Theyreflectawidevarietyoforganizationsandillustratebothsuccessful andlesssuccessfulpracticesanddecisions.
(5)Asnotedearlier,thisbookfeaturesarichanddiversearrayofend-of-chapter materialstofacilitatebothlearningand skilldevelopment.Forthisedition,asubstantialportionofthismaterialhasbeenreplacedorsubstantiallyrevised.
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