Efnisyfirlit

• Frontmatter
  • Halftitle Page
  • Title Page
  • Copyright Page
  • Brief Contents
  • Authors
  • Preface
    • Major Content Changes
    • Emphasis on Applied Management
    • Flexible Organization
  • Connect Page
    • Instructors The Power of Connections
    • Students Get Learning that Fits You
  • Connect Resources®
    • CONNECT®
  • Proctorio
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  • Acknowledgments
  • Contents
• Chapter 1: The Management Process Today
  • Introduction
    • Overview
  • What Is Management?
    • Achieving High Performance: A Manager’s Goal
    • Why Study Management?
  • Essential Managerial Tasks
    • Planning
    • Organizing
    • Leading
    • Controlling
    • Performing Managerial Tasks: Mintzberg’s Typology
  • Levels of Managers
    • Levels of Management
  • Types of Managerial Skills
  • Managers versus Entrepreneurs
    • Characteristics of Entrepreneurs
    • Entrepreneurship and Management
  • Challenges for Management in a Global Environment
    • Building Competitive Advantage
    • Maintaining Ethical and Socially Responsible Standards
    • Managing a Diverse Workforce
    • Utilizing New Technologies
  • Summary and Review
    • What is Management?
    • Managerial Tasks
    • Levels and Skills of Managers
    • Managers, Entrepreneurs, and Intrapreneurs
    • Challenges for Management in a Global Environment
  • Management in Action
    • Topics for Discussion and Action
    • Building Management Skills
    • Managing Ethically [LO 1-1, 1-3]
    • Be the Manager [LO 1-2, 1-5]
  • Endnotes
• Appendix History of Management Thought
  • Introduction
  • F. W. Taylor and Scientific Management
    • The Gilbreths
  • Weber’s Bureaucratic Theory
  • Fayol’s Principles of Management
  • The Work of Mary Parker Follett
  • The Hawthorne Studies and Human Relations
  • Theory X and Theory Y
  • Endnotes
• Chapter 2: Values, Attitudes, Emotions, and Culture: The Manager as a Person
  • Introduction
    • Overview
  • Enduring Characteristics: Personality Traits
    • The Big Five Personality Traits
    • Other Personality Traits That Affect Managerial Behavior
    • Additional Personality Assessments
  • Values, Attitudes, and Moods and Emotions
    • Values: Terminal and Instrumental
    • Attitudes
    • Moods and Emotions
  • Emotional Intelligence
  • Organizational Culture
    • Managers and Organizational Culture
    • The Role of Values and Norms in Organizational Culture
    • Culture and Managerial Action
  • Summary and Review
    • Enduring Characteristics: Personality Traits
    • Values, Attitudes, and Moods and Emotions
    • Organizational Culture
  • Management in Action
    • Topics for Discussion and Action
    • Building Management Skills
    • Managing Ethically [LO 2-1, 2-2]
    • Be the Manager [LO 2-1, 2-2, 2-3, 2-4, 2-5]
  • Endnotes
• Chapter 3: Managing Ethics and Diversity
  • Introduction
    • Overview
  • The Nature of Ethics
    • Ethical Dilemmas
    • Ethics and the Law
    • Changes in Ethics over Time
  • Stakeholders and Ethics
    • Stockholders
    • Managers
    • Employees
    • Suppliers and Distributors
    • Customers
    • Community, Society, and Nation
    • Rules for Ethical Decision Making
    • Why Should Managers Behave Ethically?
    • Sources of an Organization’s Code of Ethics
    • Ethical Organizational Cultures
  • The Increasing Diversity of the Workforce and the Environment
    • Age
    • Gender
    • Race and Ethnicity
    • Religion
    • Capabilities/Disabilities
    • Socioeconomic Background
    • Sexual Orientation
    • Other Kinds of Diversity
  • Managers and the Effective Management of Diversity
    • Critical Managerial Roles
    • Effectively Managing Diversity Makes Good Business Sense
  • Sexual Harassment
    • Forms of Sexual Harassment in the Workplace
    • Steps Managers Can Take to Eradicate Sexual Harassment
  • Summary and Review
    • Ethics and Stakeholders
    • Increasing Diversity of Workforce and Organizational Environment
    • Managing Diversity
    • Sexual Harassment
  • Management in Action
    • Topics for Discussion and Action
    • Building Management Skills
    • Managing Ethically [LO 3-1]
    • Be the Manager [LO 3-3, 3-4, 3-5, 3-6]
  • Endnotes
• Chapter 4: Managing in the Global Environment
  • Introduction
    • Overview
  • What Is the Global Environment?
  • The Task Environment
    • Suppliers
    • Distributors
    • Customers
    • Competitors
  • The General Environment
    • Economic Forces
    • Technological Forces
    • Sociocultural Forces
    • Demographic Forces
    • Political and Legal Forces
  • The Changing Global Environment
    • The Process of Globalization
    • Declining Barriers to Trade and Investment
    • 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
    • What is the Global Environment?
    • The Task Environment
    • The General Environment
    • The Changing Global Environment
  • Management in Action
    • Topics for Discussion and Action
    • Building Management Skills
    • Managing Ethically [LO 4-4, 4-5]
    • Be the Manager [LO 4-1, 4-2]
  • Endnotes
• Chapter 5: Decision Making, Learning, and Creativity
  • Introduction
    • 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
    • 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
    • The Perils of Groupthink
    • Devil’s Advocacy
    • Diversity among Decision Makers
  • Organizational Learning and Creativity
    • Creating a Learning Organization
    • Promoting Individual Creativity
    • Promoting Group Creativity
    • Promoting Intrapreneurship and Learning
  • Summary and Review
    • The Nature of Managerial Decision Making
    • Steps in The Decision-Making Process
    • Cognitive Biases and Decision Making
    • Group Decision Making
    • Organizational Learning and Creativity
  • Management in Action
    • Topics for Discussion and Action
    • Building Management Skills
    • Managing Ethically [LO 5-4]
    • Be the Manager [LO 5-1, 5-2, 5-3, 5-4, 5-5]
  • Endnotes
• Chapter 6: Planning, Strategy, and Competitive Advantage
  • Introduction
    • Overview
  • Planning and Strategy
  • The Nature of the Planning Process
    • Why Planning Is Important
    • Levels of Planning
    • Types of Planning
    • Time Horizons of Plans
    • Standing Plans and Single-Use Plans
  • 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
  • Formulating Corporate-Level Strategies
    • Concentration on a Single Industry
    • Vertical Integration
    • Diversification
    • International Expansion
  • Planning and Implementing Strategy
  • Summary and Review
    • Planning
    • Determining Mission and Goals and Formulating Strategy
    • Implementing Strategy
  • Management in Action
    • Topics for Discussion and Action
    • Building Management Skills
    • Managing Ethically [LO 6-1, 6-4]
    • Be the Manager [LO 6-1, 6-2]
  • Endnotes
• Chapter 7: Designing Organizational Structure
  • Introduction
    • Overview
  • Designing Organizational Structure
    • The Organizational Environment
    • Strategy
    • Technology
    • Human Resources
  • Grouping Tasks into Jobs: Job Design
    • Job Enlargement and Job Enrichment
    • The Job Characteristics Model
  • Grouping Jobs into Functions and Divisions: Designing Organizational Structure
    • Functional Structure
    • Divisional Structures: Product, Geographic, and Market
    • Matrix and Product Team Designs
  • Coordinating Functions and Divisions
    • Allocating Authority
    • Integrating and Coordinating Mechanisms
  • Strategic Alliances, B2B Network Structures, and Technology
  • Summary and Review
    • Designing Organizational Structure
    • Grouping Tasks Into Jobs
    • Grouping Jobs Into Functions and Divisions
    • Coordinating Functions and Divisions
    • Strategic Alliances, B2B Network Structures, and Technology
  • Management in Action
    • Topics for Discussion and Action
    • Building Management Skills
    • Managing Ethically [LO 7-1, 7-3]
    • Be the Manager [LO 7-1, 7-3, 7-4]
  • Endnotes
• Chapter 8: Organizational Control and Change
  • Introduction
    • Overview
  • What Is Organizational Control?
    • The Importance of Organizational Control
    • Control Systems and Technology
    • The Control Process
  • Output Control
    • Financial Measures of Performance
    • Organizational Goals
    • Operating Budgets
    • Problems with Output Control
  • Behavior Control
    • Direct Supervision
    • Management by Objectives
    • Bureaucratic Control
    • Problems with Bureaucratic Control
  • Organizational Culture and Clan Control
    • Adaptive Cultures versus Inert Cultures
  • Organizational Change
    • Lewin’s Force-Field Theory of Change
    • Managing Change
    • Evaluating the Change
  • Summary and Review
    • What is Organizational Control?
    • Output Control
    • Behavior Control
    • Organizational Culture and Clan Control
    • Organizational Control and Change
  • Management in Action
    • Topics for Discussion and Action
    • Building Management Skills
    • Managing Ethically [LO 8-4, 8-5]
    • Be the Manager [LO 8-1, 8-6]
  • Endnotes
• Chapter 9: Motivation
  • Introduction
    • Overview
  • The Nature of Motivation
  • Expectancy Theory
    • Expectancy
    • Instrumentality
    • Valence
    • Bringing It All Together
  • Need Theories
    • Maslow’s Hierarchy of Needs
    • Herzberg’s Motivator-Hygiene Theory
    • McClelland’s Needs for Achievement, Affiliation, and Power
    • Other Needs
  • Equity Theory
    • Equity
    • Inequity
    • Ways to Restore Equity
    • Equity and Justice in Organizations
  • Goal-Setting Theory
  • Learning Theories
    • Operant Conditioning Theory
    • Social Learning Theory
  • Pay and Motivation
    • Basing Merit Pay on Individual, Group, or Organizational Performance
    • Salary Increase or Bonus?
    • Examples of Merit Pay Plans
  • Summary and Review
    • The Nature of Motivation
    • Expectancy Theory
    • Need Theories
    • Equity Theory
    • Goal-Setting Theory
    • Learning Theories
    • Pay and Motivation
  • Management in Action
    • Topics for Discussion and Action
    • Building Management Skills
    • Managing Ethically [LO 9-5]
    • Be the Manager [LO 9-1, 9-2, 9-3, 9-4, 9-5]
  • Endnotes
• Chapter 10: Leaders and Leadership
  • Introduction
    • Overview
  • The Nature of Leadership
    • Personal Leadership Style and Managerial Tasks
    • Servant Leadership
    • 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
  • Contingency Models of Leaderships
    • Fiedler’s Contingency Model
    • 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
  • Summary and Review
    • The Nature of Leadership
    • Trait and Behavior Models of Leadership
    • Contingency Models of Leadership
    • Transformational Leadership
    • Gender and Leadership
    • Emotional Intelligence and Leadership
  • Management in Action
    • Topics for Discussion and Action
    • Building Management Skills
    • Managing Ethically [LO 10-1]
    • Be the Manager [LO 10-1, 10-2, 10-3, 10-4, 10-5]
  • Endnotes
• Chapter 11: Effective Team Management
  • Introduction
    • Overview
  • Groups, Teams, and Organizational Effectiveness
    • 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
    • Virtual Teams
    • Friendship Groups
    • Interest Groups
  • Group Dynamics
    • Group Size and Roles
    • Group Leadership
    • Group Development over Time
    • Group Norms
    • Group Cohesiveness
  • Managing Groups and Teams for High Performance
    • Motivating Group Members to Achieve Organizational Goals
    • Reducing Social Loafing in Groups
  • Summary and Review
    • Groups, Teams, and Organizational Effectiveness
    • Types of Groups and Teams
    • Group Dynamics
    • Managing Groups and Teams for High Performance
  • Management in Action
    • Topics for Discussion and Action
    • Building Management Skills
    • Managing Ethically [LO 11-1, 11-2, 11-3, 11-4, 11-5]
    • Be the Manager [LO 11-1, 11-2, 11-3, 11-4, 11-5]
  • Endnotes
• Chapter 12: Building and Managing Human Resources
  • Introduction
    • Overview
  • Strategic Human Resource Management
    • Overview of the Components of HRM
  • The Legal Environment of HRM
  • Recruitment and Selection
    • Human Resource Planning
    • Job Analysis
    • External and Internal Recruitment
    • The Selection Process
  • 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
    • Pay Structure
    • Benefits
  • Labor Relations
    • Unions
    • Collective Bargaining
  • Summary and Review
    • Strategic Human Resource Management
    • Recruitment and Selection
    • Training and Development
    • Performance Appraisal and Feedback
    • Pay and Benefits
    • Labor Relations
  • Management in Action
    • Topics for Discussion and Action
    • Building Management Skills
    • Managing Ethically [LO 12-4, 12-5]
    • Be the Manager [LO 12-4]
  • Endnotes
• Chapter 13: Effective Communication
  • Introduction
    • Overview
  • Communication and Management
    • The Importance of Good Communication
  • The Communication Process
    • The Dangers of Ineffective Communication
  • Information Richness and Communication Media
    • Face-to-Face Communication
    • Spoken Communication Transmitted Electronically
    • Personally Addressed Written Communication
    • Impersonal Written Communication
  • Communication Networks
    • Internal Communication Networks
    • External Communication Networks
  • Communication Skills for Managers
    • Communication Skills for Managers as Senders
    • Communication Skills for Managers as Receivers
  • Summary and Review
    • Communication and Management
    • The Communication Process
    • Information Richness and Communication Media
    • Communication Networks
    • Communication Skills for Managers
  • Management in Action
    • Topics for Discussion and Action
    • Building Management Skills
    • Managing Ethically [LO 13-1, 13-2, 13-3]
    • Be the Manager [LO 13-1, 13-2, 13-3]
  • Endnotes
• Chapter 14: Operations Management: Managing Operations and Processes
  • Introduction
    • Overview
  • Operations Management and Competitive Advantage
  • Information and the Manager’s Job
    • Attributes of Useful Information
    • What Is Information Technology?
    • Information and Decisions
    • Information and Control
    • Information and Coordination
  • Improving Responsiveness to Customers
    • What Do Customers Want?
    • Designing Production Systems to Be Responsive to Customers
    • Customer Relationship Management
  • Improving Quality
  • Improving Efficiency
    • Facilities Layout, Flexible Manufacturing, and Efficiency
    • Just-in-Time Inventory and Efficiency
    • Self-Managed Work Teams and Efficiency
    • Process Reengineering and Efficiency
  • Operations Management: Some Remaining Issues
  • Summary and Review
    • Operations Management and Competitive Advantage
    • Information and The Manager’s Job
    • Improving Responsiveness to Customers
    • Improving Quality
    • Improving Efficiency
  • Management in Action
    • Topics for Discussion and Action
    • Building Management Skills
    • Managing Ethically [LO 14-1, LO 14-5]
    • Be the Manager [LO 14-1, 14-4]
  • Endnotes
• Glossary/Subject Index
  • Glossary/Subject Index
    • A
    • B
    • C
    • D
    • E
    • F
    • G
    • H
    • I
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    • L
    • M
    • N
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    • P
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    • R
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    • V
    • W
• Name Index
  • Name Index
    • A
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    • D
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    • F
    • G
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• Company Index
  • Company Index
    • A
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    • H
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    • L
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