Efnisyfirlit

• Cover
• Halftitle
• Title
• Copyright
• Brief Contents
• Authors
• Preface
• Connect
• Course Design and Delivery
• Acknowledgments
• Contents
• Contemporary Management
  • Part One: Management
    • Chapter 1: Managers and Managing
      • A MANAGER’S CHALLENGE CEO Fosters Growth at SurveyMonkey
      • Overview
      • What Is Management?
        • Achieving High Performance: A Manager’s Goal
        • Why Study Management?
      • Essential Managerial Tasks
        • Planning
        • Organizing
        • Leading
        • Controlling
        • MANAGER AS A PERSON: What Makes Mandy Ginsberg a Good Fit for Match
        • Performing Managerial Tasks: Mintzberg’s Typology
      • Levels and Skills of Managers
        • Levels of Management
        • Types of Managerial Skills
        • MANAGEMENT INSIGHT: Skills Required for a City Manager
      • Recent Changes in Management Practices
        • Restructuring and Outsourcing
        • Empowerment and Self-Managed Teams
      • Challenges for Management in a Global Environment
        • Building Competitive Advantage
        • Maintaining Ethical and Socially Responsible Standards
        • ETHICS IN ACTION: Giving Employees a Nudge
        • Managing a Diverse Workforce
        • Utilizing New Technologies
        • Practicing Global Crisis Management
      • Summary and Review
        • Management in Action
        • Building Management Skills
        • Managing Ethically
        • Small Group Breakout Exercise
        • Be the Manager
        • Case in the News: GE Drives Away from Transportation
        • Notes
    • Chapter 2: The Evolution of Management Thought
      • A MANAGER’S CHALLENGE Customer Experience Is the Focus at Comcast
      • Overview
      • Scientific Management Theory
        • Job Specialization and the Division of Labor
        • F. W. Taylor and Scientific Management
        • The Gilbreths
      • Administrative Management Theory
        • The Theory of Bureaucracy
        • Fayol’s Principles of Management
        • MANAGEMENT INSIGHT: E Source’s Approach to Employee Satisfaction and Productivity
      • Behavioral Management Theory
        • The Work of Mary Parker Follett
        • The Hawthorne Studies and Human Relations
        • Theory X and Theory Y
      • Management Science Theory
      • Organizational Environment Theory
        • The Open-Systems View
        • MANAGER AS A PERSON: How Paul Wiedefeld Runs the Washington Metro
        • Contingency Theory
        • Dynamic Capabilities
      • Summary and Review
        • Management in Action
        • Building Management Skills
        • Managing Ethically
        • Small Group Breakout Exercise
        • Be the Manager
        • Case in the News: How Red Robin Is Trying to Fly High
        • Notes
    • Chapter 3: Values, Attitudes, Emotions, and Culture: The Manager as a Person
      • A MANAGER’S CHALLENGE John Hancock CEO Ensures a Bright Future
      • Overview
      • Enduring Characteristics: Personality Traits
        • The Big Five Personality Traits
        • MANAGER AS A PERSON: Making the Grade as a Business Founder
        • Other Personality Traits That Affect Managerial Behavior
        • Additional Personality Assessments
      • Values, Attitudes, and Moods and Emotions
        • Values: Terminal and Instrumental
        • ETHICS IN ACTION: Promoting Ethical Behavior in the Hotel Industry
        • Attitudes
        • Moods and Emotions
      • Emotional Intelligence
        • MANAGING GLOBALLY: Emotional Intelligence Varies by Culture
      • Organizational Culture
        • Managers and Organizational Culture
        • The Role of Values and Norms in Organizational Culture
        • MANAGEMENT INSIGHT: Organizational Culture: Make Sure It’s a Good One
        • Culture and Managerial Action
      • Summary and Review
        • Management in Action
        • Building Management Skills
        • Managing Ethically
        • Small Group Breakout Exercise
        • Be the Manager
        • Case in the News: Google Searches for Ways to Keep Its Culture Strong
        • Notes
  • Part Two: The Environment of Management
    • Chapter 4: Ethics and Social Responsibility
      • A MANAGER’S CHALLENGE UPS Foundation’s Martinez Takes His Role Seriously
      • Overview
      • The Nature of Ethics
        • Ethical Dilemmas
        • MANAGEMENT INSIGHT: Embedding Ethics in Organizational Culture
        • Ethics and the Law
        • Changes in Ethics over Time
      • Stakeholders and Ethics
        • Shareholders
        • Managers
        • Ethics and Nonprofit Organizations
        • Employees
        • Suppliers and Distributors
        • Customers
        • Community, Society, and Nation
        • MANAGER AS A PERSON: CEO Puts People First at Ferring USA
        • Rules for Ethical Decision Making
        • Why Should Managers Behave Ethically?
      • Ethics and Social Responsibility
        • Societal Ethics
        • Occupational Ethics
        • Individual Ethics
        • Organizational Ethics
        • ETHICS IN ACTION: Chatbot Helps Employees with Ethics
      • Approaches to Social Responsibility
        • Four Different Approaches
        • MANAGING GLOBALLY: Protecting Home-Based Workers
        • Why Be Socially Responsible?
        • The Role of Organizational Culture
      • Summary and Review
        • Management in Action
        • Building Management Skills
        • Managing Ethically
        • Small Group Breakout Exercise
        • Be the Manager
        • Case in the News: Chevron Tries to Stay on the High Road in Venezuela
        • Notes
    • Chapter 5: Managing Diverse Employees in a Multicultural Environment
      • A MANAGER’S CHALLENGE Diversity and Inclusion Goals on Target at Intel
      • Overview
      • The Increasing Diversity of the Workforce and the Environment
        • Age
        • Gender
        • Race and Ethnicity
        • FOCUS ON DIVERSITY: Impact of Hispanics on the U.S. Workforce
        • Religion
        • Capabilities/Disabilities
        • Socioeconomic Background
        • Sexual Orientation
        • Other Kinds of Diversity
      • Managers and the Effective Management of Diversity
        • Critical Managerial Roles
        • MANAGER AS A PERSON: CEO Lobo Promotes Diversity at Stryker
        • The Ethical Imperative to Manage Diversity Effectively
        • Effectively Managing Diversity Makes Good Business Sense
      • Perception
        • Factors That Influence Managerial Perception
        • Perception as a Determinant of Unfair Treatment
        • ETHICS IN ACTION: Are Older Tech Workers the Victims of Stereotypes?
        • Overt Discrimination
      • How to Manage Diversity Effectively
        • Steps in Managing Diversity Effectively
      • Sexual Harassment
        • Forms of Sexual Harassment
        • Steps Managers Can Take to Eradicate Sexual Harassment
        • MANAGEMENT INSIGHT: Providing Effective Anti-Harassment Training
      • Summary and Review
        • Management in Action
        • Building Management Skills
        • Managing Ethically
        • Small Group Breakout Exercise
        • Be the Manager
        • Case in the News: Pursuing Quality, Goldman Sachs Gets Diversity, Too
        • Notes
    • Chapter 6: Managing in the Global Environment
      • A MANAGER’S CHALLENGE Walmart Takes on Amazon in India
      • Overview
      • What Is the Global Environment?
      • The Task Environment
        • Suppliers
        • ETHICS IN ACTION: Levi Strauss Motivates Global Suppliers to Treat Workers Well
        • Distributors
        • Customers
        • Competitors
      • The General Environment
        • Economic Forces
        • MANAGEMENT INSIGHT: Nollywood’s a Hit in a Developing Economy
        • Technological Forces
        • Sociocultural Forces
        • Demographic Forces
        • Political and Legal Forces
      • The Changing Global Environment
        • The Process of Globalization
        • Declining Barriers to Trade and Investment
        • MANAGING GLOBALLY: Tariffs Are Tangling Auto Supply Chains
        • Declining Barriers of Distance and Culture
        • Effects of Free Trade on Managers
      • The Role of National Culture
        • Cultural Values and Norms
        • Hofstede’s Model of National Culture
        • The GLOBE Project
        • National Culture and Global Management
      • Summary and Review
        • Management in Action
        • Building Management Skills
        • Managing Ethically
        • Small Group Breakout Exercise
        • Be the Manager
        • Case in the News: Huawei’s Contentious but High-Potential Environment
        • Notes
  • Part Three: Decision Making, Planning, and Strategy
    • Chapter 7: Decision Making, Learning, Creativity, and Entrepreneurship
      • A MANAGER’S CHALLENGE Creative Decision Making Key to 23andMe’s Success
      • Overview
      • The Nature of Managerial Decision Making
        • Programmed and Nonprogrammed Decision Making
        • The Classical Model
        • The Administrative Model
      • Steps in the Decision-Making Process
        • Recognize the Need for a Decision
        • Generate Alternatives
        • Assess Alternatives
        • MANAGEMENT INSIGHT: Ensuring Decisions Contribute to Sustainability
        • Choose among Alternatives
        • Implement the Chosen Alternative
        • Learn from Feedback
      • Cognitive Biases and Decision Making
        • Confirmation Bias
        • Representativeness Bias
        • Illusion of Control
        • Escalating Commitment
        • Be Aware of Your Biases
      • Group Decision Making
        • MANAGER AS A PERSON: Glossier Shines Because Founder Seeks Input from Others
        • The Perils of Groupthink
        • Devil’s Advocacy and Dialectical Inquiry
        • Diversity among Decision Makers
      • Organizational Learning and Creativity
        • Creating a Learning Organization
        • MANAGING GLOBALLY: Western Union Continues to Learn
        • Promoting Individual Creativity
        • Promoting Group Creativity
      • Entrepreneurship and Creativity
        • Entrepreneurship and New Ventures
        • Ethics in Action: Turning Plastic Waste into Entrepreneurial Gold
        • Intrapreneurship and Organizational Learning
      • Summary and Review
        • Management in Action
        • Building Management Skills
        • Managing Ethically
        • Small Group Breakout Exercise
        • Be the Manager
        • Case in the News: Teaching Soldiers to Be Creative on the Battlefield
        • Notes
    • Chapter 8: The Manager as a Planner and Strategist
      • A MANAGER’S CHALLENGE Despite Pandemic Setbacks, Marriott CEO Plans for Growth
      • Overview
      • Planning and Strategy
      • The Nature of the Planning Process
        • Why Planning Is Important
        • Levels of Planning
        • MANAGER AS A PERSON: How Starbucks’ COO Heats Up Growth
        • Time Horizons of Plans
        • Standing Plans and Single-Use Plans
        • Scenario Planning
      • Determining the Organization’s Mission and Goals
        • Defining the Business
        • Establishing Major Goals
      • Formulating Strategy
        • SWOT Analysis
        • The Five Forces Model
      • Formulating Business-Level Strategies
        • Low-Cost Strategy
        • Differentiation Strategy
        • Focused Low-Cost and Focused Differentiation Strategies
        • MANAGEMENT INSIGHT: Choosing a Strategy: Differentiating Canada Goose
      • Formulating Corporate-Level Strategies
        • Concentration on a Single Industry
        • Vertical Integration
        • Diversification
        • International Expansion
        • MANAGING GLOBALLY: FourKites Flying High
      • Planning and Implementing Strategy
      • Summary and Review
        • Management in Action
        • Building Management Skills
        • Managing Ethically
        • Small Group Breakout Exercise
        • Be the Manager
        • Case in the News: Best Buy Strategies Evolve with the Times
        • Notes
    • Chapter 9: Value Chain Management: Functional Strategies for Competitive Advantage
      • A MANAGER’S CHALLENGE Redesigning Mattel for the Digital Generation
      • Overview
      • Functional Strategies, the Value Chain, and Competitive Advantage
        • Functional Strategies and Value Chain Management
        • Value Chain Analysis
      • Improving Responsiveness to Customers
        • What Do Customers Want?
        • MANAGING GLOBALLY: HappyOrNot Measures Customer Satisfaction
        • Managing the Value Chain to Increase Responsiveness to Customers
        • Customer Relationship Management
      • Improving Quality
        • Total Quality Management
        • MANAGEMENT INSIGHT: Six Sigma Buys Time for CPAs
      • Improving Efficiency
        • ETHICS IN ACTION: Does Efficiency Hurt People—and Companies?
        • Facilities Layout, Flexible Manufacturing, and Efficiency
        • Just-in-Time Inventory and Efficiency
        • Self-Managed Work Teams and Efficiency
        • Process Reengineering and Efficiency
        • Information Systems, the Internet, and Efficiency
      • Improving Innovation
        • MANAGER AS A PERSON: Jeff Bezos, Amazon’s Innovator in Chief
        • Two Kinds of Innovation
        • Strategies to Promote Innovation and Speed Product Development
      • Summary and Review
        • Management in Action
        • Building Management Skills
        • Managing Ethically
        • Small Group Breakout Exercise
        • Be the Manager
        • Case in the News: Brooks Brothers Redesigns Itself
        • Notes
  • Part Four: Organizing and Controlling
    • Chapter 10: Managing Organizational Structure and Culture
      • A MANAGER’S CHALLENGE Alaska Air Structures Work with Passengers in Mind
      • Overview
      • Designing Organizational Structure
        • The Organizational Environment
        • Strategy
        • Technology
        • Human Resources
      • Grouping Tasks into Jobs: Job Design
        • Job Enlargement and Job Enrichment
        • MANAGING GLOBALLY: IKEA Is Redesigning Itself for the Future
        • The Job Characteristics Model
      • Grouping Jobs into Functions and Divisions: Designing Organizational Structure
        • Functional Structure
        • Divisional Structures: Product, Market, and Geographic
        • ETHICS IN ACTION: Pfizer’s Prescription for a Healthier Organizational Structure
        • Matrix and Product Team Designs
      • Coordinating Functions and Divisions
        • Allocating Authority
        • Integrating and Coordinating Mechanisms
      • Organizational Culture
        • Where Does Organizational Culture Come From?
        • MANAGER AS A PERSON: Winning the Culture War at NASA
        • Strong, Adaptive Cultures versus Weak, Inert Cultures
      • Summary and Review
        • Management in Action
        • Building Management Skills
        • Managing Ethically
        • Small Group Breakout Exercise
        • Be the Manager
        • Case in the News: Restructuring and Rebranding Go Hand in Hand at Ogilvy
        • Notes
    • Chapter 11: Organizational Control and Change
      • A MANAGER’S CHALLENGE Procter & Gamble Controls Its Digital Advertising
      • Overview
      • What Is Organizational Control?
        • The Importance of Organizational Control
        • Control Systems and Technology
        • The Control Process
      • Output Control
        • Financial Measures of Performance
        • MANAGEMENT INSIGHT: Problem Solvers Wanted in Today’s Job Market
        • Organizational Goals
        • Operating Budgets
        • MANAGING GLOBALLY: Zero-Based Budgeting Helps Control Expenses
        • Problems with Output Control
      • Behavior Control
        • Direct Supervision
        • Management by Objectives
        • Bureaucratic Control
        • Problems with Bureaucratic Control
      • Clan Control
      • Organizational Change
        • Lewin’s Force-Field Theory of Change
        • Evolutionary and Revolutionary Change
        • Managing Change
        • MANAGER AS A PERSON: Nordstrom Family Continues to Make Changes
        • ETHICS IN ACTION: Volkswagen: The Long Road to Redemption
      • Summary and Review
        • Management in Action
        • Building Management Skills
        • Managing Ethically
        • Small Group Breakout Exercise
        • Be the Manager
        • Case in the News: How Stitch Fix Controls Inventory and Customer Experience
        • Notes
    • Chapter 12: Human Resource Management
      • A MANAGER’S CHALLENGE Cisco Systems Connects Data—and People, Too
      • Overview
      • Strategic Human Resource Management
        • Overview of the Components of HRM
      • The Legal Environment of HRM
      • Recruitment and Selection
        • Human Resource Planning
        • MANAGER AS A PERSON: CHRO Has Critical Role at Unilever
        • Job Analysis
        • External and Internal Recruitment
        • The Selection Process
        • FOCUS ON DIVERSITY: Recruiting a Diverse Workforce
      • Training and Development
        • Types of Training
        • Types of Development
        • Transfer of Training and Development
      • Performance Appraisal and Feedback
        • Types of Performance Appraisal
        • Who Appraises Performance?
        • Effective Performance Feedback
        • Recent Trends in Performance Appraisal
      • Pay and Benefits
        • Pay Level
        • MANAGEMENT INSIGHT: Treating Employees Well Leads to Satisfied Customers
        • Pay Structure
        • Benefits
      • Labor Relations
        • Unions
        • Collective Bargaining
      • Summary and Review
        • Management in Action
        • Building Management Skills
        • Managing Ethically
        • Small Group Breakout Exercise
        • Be the Manager
        • Case in the News: How Strategic HR Keeps Southwest Airlines Flying
        • Notes
  • Part Five: Leading Individuals and Groups
    • Chapter 13: Motivation and Performance
      • A MANAGER’S CHALLENGE ATS CEO Makes Being the Best a Realistic Goal
      • Overview
      • The Nature of Motivation
      • Expectancy Theory
        • Expectancy
        • Instrumentality
        • Valence
        • Bringing It All Together
      • Need Theories
        • MANAGING GLOBALLY: Needs Vary—Sometimes—from Country to Country
        • Maslow’s Hierarchy of Needs
        • Alderfer’s ERG Theory
        • Herzberg’s Motivator-Hygiene Theory
        • McClelland’s Needs for Achievement, Affiliation, and Power
        • Other Needs
      • Equity Theory
        • Equity
        • Inequity
        • Ways to Restore Equity
        • FOCUS ON DIVERSITY: For Diversity to Motivate, It Must Come with Equity
        • Equity and Justice in Organizations
      • Goal-Setting Theory
      • Learning Theories
        • Operant Conditioning Theory
        • Social Learning Theory
      • Pay and Motivation
        • ETHICS IN ACTION: Is Merit Pay Fair?
        • Basing Merit Pay on Individual, Group, or Organizational Performance
        • Salary Increase or Bonus?
        • Examples of Merit Pay Plans
      • Summary and Review
        • Management in Action
        • Building Management Skills
        • Managing Ethically
        • Small Group Breakout Exercise
        • Be the Manager
        • Case in the News: DTE Energy Ignites Employees with a Shared Sense of Purpose
        • Notes
    • Chapter 14: Leadership
      • A MANAGER’S CHALLENGE Satya Nadella Leads Microsoft into New Business
      • Overview
      • The Nature of Leadership
        • Personal Leadership Style and Managerial Tasks
        • Servant Leadership
        • MANAGER AS A PERSON: Covenant Health’s Servant Leader
        • Leadership Styles across Cultures
        • Power: The Key to Leadership
        • Empowerment: An Ingredient in Modern Management
      • Trait and Behavior Models of Leadership
        • The Trait Model
        • The Behavior Model
        • Ethics in Action: Initiating Structure for Ethics at Salesforce
      • Contingency Models of Leadership
        • Fiedler’s Contingency Model
        • MANAGING GLOBALLY: International Differences in Leadership
        • House’s Path–Goal Theory
        • The Leader Substitutes Model
        • Bringing It All Together
      • Transformational Leadership
        • Being a Charismatic Leader
        • Stimulating Employees Intellectually
        • Engaging in Developmental Consideration
        • The Distinction between Transformational and Transactional Leadership
      • Gender and Leadership
      • Emotional Intelligence and Leadership
        • MANAGEMENT INSIGHT: How to Be a High-EQ Leader
      • Summary and Review
        • Management in Action
        • Building Management Skills
        • Managing Ethically
        • Small Group Breakout Exercise
        • Be the Manager
        • Case in the News: CEO’s Leadership Helps Levi Strauss Succeed
        • Notes
    • Chapter 15: Effective Groups and Teams
      • A MANAGER’S CHALLENGE Army Futures Command Battles Bureaucracy
      • Overview
      • Groups, Teams, and Organizational Effectiveness
        • MANAGEMENT INSIGHT: Soft Skills Critical to Team Success
        • Groups and Teams as Performance Enhancers
        • Groups, Teams, and Responsiveness to Customers
        • Teams and Innovation
        • Groups and Teams as Motivators
      • Types of Groups and Teams
        • The Top Management Team
        • Research and Development Teams
        • Command Groups
        • Task Forces
        • Self-Managed Work Teams
        • MANAGER AS A PERSON: Sticking with Self-Directed Teams
        • Virtual Teams
        • Friendship Groups
        • Interest Groups
      • Group Dynamics
        • Group Size, Tasks, and Roles
        • Group Leadership
        • Group Development over Time
        • MANAGEMENT INSIGHT: Helping a Team Develop
        • Group Norms
        • Group Cohesiveness
        • FOCUS ON DIVERSITY: Leveraging Team Members’ Diversity
      • Managing Groups and Teams for High Performance
        • Motivating Group Members to Achieve Organizational Goals
        • Reducing Social Loafing in Groups
        • Helping Groups to Manage Conflict Effectively
      • Summary and Review
        • Management in Action
        • Building Management Skills
        • Managing Ethically
        • Small Group Breakout Exercise
        • Be the Manager
        • Case in the News: Adient Builds Better with Teams
        • Notes
  • Part Six: Managing Critical Organizational Processes
    • Chapter 16: Promoting Effective Communication
      • A MANAGER’S CHALLENGE Promoting Better Communication at Boston Consulting Group
      • Overview
      • Communication and Management
        • The Importance of Good Communication
        • The Communication Process
        • The Role of Perception in Communication
        • The Dangers of Ineffective Communication
        • ETHICS IN ACTION: Questions Can Open the Door to Honest, Open Communication
      • Information Richness and Communication Media
        • Face-to-Face Communication
        • Spoken Communication Electronically Transmitted
        • Personally Addressed Written Communication
        • Impersonal Written Communication
      • Communication Networks
        • Communication Networks in Groups and Teams
        • Organizational Communication Networks
        • External Networks
      • Technology and Communication
        • The Internet
        • Intranets
        • Collaboration Software
      • Communication Skills for Managers
        • Communication Skills for Managers as Senders
        • MANAGEMENT INSIGHT: Make That First Impression Count
        • Communication Skills for Managers as Receivers
        • Understanding Linguistic Styles
      • Summary and Review
        • Management in Action
        • Building Management Skills
        • Managing Ethically
        • Small Group Breakout Exercise
        • Be the Manager
        • Case in the News: How Netflix Aims to Make Communication Radically Honest
        • Notes
    • Chapter 17: Managing Conflict, Politics, and Negotiation
      • A MANAGER’S CHALLENGE How Vimeo’s CEO Became Influential
      • Overview
      • Organizational Conflict
        • Types of Conflict
        • ETHICS IN ACTION: Giving Voice to Values
        • Sources of Conflict
        • Conflict Management Strategies
        • FOCUS ON DIVERSITY: When Experience Becomes a Pitfall
      • Negotiation
        • Distributive Negotiation and Integrative Bargaining
        • Strategies to Encourage Integrative Bargaining
        • MANAGER AS A PERSON: How to Negotiate a Job Offer
      • Organizational Politics
        • The Importance of Organizational Politics
        • Political Strategies for Gaining and Maintaining Power
        • MANAGING GLOBALLY: Grassroots Knowledge Is Power
        • Political Strategies for Exercising Power
      • Summary and Review
        • Management in Action
        • Building Management Skills
        • Managing Ethically
        • Small Group Breakout Exercise
        • Be the Manager
        • Case in the News: Disastrous Conflict at Boeing
        • Notes
    • Chapter 18: Using Advanced Information Technology to Increase Performance
      • A MANAGER’S CHALLENGE AI Helps Managers Do a Better Job
      • Overview
      • Information and the Manager’s Job
        • Attributes of Useful Information
        • What Is Information Technology?
        • Information and Decisions
        • Information and Control
        • Ethics in Action: Kroger’s Strategic Use of Consumer Data
        • Information and Coordination
      • The IT Revolution
        • The Effects of Advancing IT
        • IT and the Product Life Cycle
        • MANAGEMENT INSIGHT: Amazon’s Alexa Goes to Work
        • The Network of Computing Power
      • Types of Management Information Systems
        • The Organizational Hierarchy: The Traditional Information System
        • Transaction-Processing Systems
        • Operations Information Systems
        • Decision Support Systems
        • Artificial Intelligence and Expert Systems
        • Managing Globally: China’s Ant Group Runs on AI
        • Enterprise Resource Planning Systems
        • E-Commerce Systems
      • The Impact and Limitations of Information Technology
        • Strategic Alliances, B2B Network Structures, and IT
        • Flatter Structures and Horizontal Information Flows
      • Summary and Review
        • Management in Action
        • Building Management Skills
        • Managing Ethically
        • Small Group Breakout Exercise
        • Be the Manager
        • Case in the News: Shell Uses AI to Fuel a Transformation
        • Notes
  • Name Index
  • Organization Index
  • Subject Glindex

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