Exploring management in modules:
Gespeichert in:
| 1. Verfasser: | |
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| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Hoboken, NJ
John Wiley
2007
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| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | Getr. Zählung Ill., graph. Darst. |
| ISBN: | 0471734608 9780471734604 |
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Datensatz im Suchindex
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| adam_text | part i Managers Today
Module 1 Olir New Workplace: This is no time for complacency 2
Module 2 The Management PrOCeSS: Everyone becomes a manager some day 16
Module 3 Management Learning: Good things grow from strong foundations 32
Module 4 EthiCS and Ethical Behavior: Character doesn t stay home when we go to work 48
part 2 Management and Society
Module 5 Social Responsibility and Governance: Organizations have ethics too 64
Module 6 Diversity and Global Cultures: There are new faces in the neighborhood 78
Module 7 Globalization and International BUSineSS: The xuorld isn t just for travelers anymore 94
Module s Entrepreneurship and Small Businesses: it s nice to be your own boss 108
part 3 Management Processes, Structures and Systems
Module 9 Managers as Decision Makers: Decide first, then act 122
Module 10 Plans and PlanningTeChniqueS: Goals and objectives get you there faster 138
Module 11 Controls and Control Systems: What gets measured happens 152
Module 12 Strategic Management: Insights and hard work deliver results 166
Module 13 Organizational Structures: its ail about working together 182
Module 14 Organizational Design and Culture: Adaptability and values set the tone 198
Module 15 Human Resource Management: Nurturing turns potential into performance 212
part 4 Managers in Action
Module 16 Leadership: A leader lives in each of us 226
Module 17 Communication: Listening can be the key to understanding 240
Module 18 Individual Behavior: There s beauty in individual differences 254
Module 19 Motivation: Treat others as you would like to be treated 270
Module 20 Motivational DynamiGS: Money isn t everything, the job counts too 286
Module 21 Teams and Teamwork: Two heads really can be better than one 300
Module 22 Conf Met and Negotiation: A smooth ride isn t always the best ride 316
Module 23 Innovation and Change: Change can be your best friend 330
Part i Managers Today
Module 1 Our New Workplace
This is no time for complacency 2
1.1 What issues and concerns complicate the new workplace? 4
Failures of ethics and corporate governance are troublesome
Globalization and job migration are changing the world of work
Diversity and discrimination are continuing social priorities
Talent and intellectual capital drive high-performance organizations
Career success requires a skills portfolio and capacity for self-management
1.2 What are organizations like as work settings? 9
Mission statements express the purposes of organizations
Organizations are open systems interacting with their environments
Organizations create value for customers and clients
Productivity is a measure of organizational performance
Organizations are changing as society changes
Newsline: Social responsibility begins with building a great workplace 4
Management Tips: New workplace survival skills 7
Pacesetters: At Xerox, Anne Mulcahy s leadership is based on valuing people 12
Self-Assessment: 21st Century Manager 15
Case Snapshot: New Balance: No Heroes, Just Sneakers IS
Module 2 The Management Process
Everyone becomes a manager someday 16
2.1 What does It mean to be a manager? 18
Organizations have different types and levels of managers
Accountability is a cornerstone of managerial performance
Effective managers help others achieve high performance and satisfaction
Managers must meet multiple and changing expectations
2.2 What do managers do? 23
Managerial work is often intense and demanding
Managers plan, organize, lead, and control
Managers enact informational, interpersonal, and decisional roles
Managers pursue action agendas and engage in networking
Managers use a variety of technical, human, and conceptual skills
Managers learn from experience
Pacesetters: I simply love what I do 19
Newsline: Days of the imperial CEO are over 20
Management Tips: Responsibilities of team leaders 21
Self-Assessment: Learning tendencies 30
Case Snapshot: Meg Whitman of eBay: Cautious, conservative, capitalist 31
Module 3 Management Learning
Good things grow from strong foundations 32
3.1 What can we learn from classical management thinking? 34
Taylor s scientific management sought efficiency in job performance
Weber s bureaucratic organization is supposed to be efficient and fair
Administrative principles describe managerial duties and practices
3.2 What is unique about the behavioral management
approaches? 38
The Hawthorne studies focused attention on the human side
of organizations
Maslow described a hierarchy of human needs with self-actualization
at the top
McGregor believed managerial assumptions create self-fulfilling prophesies
Argyris suggests that workers treated as adults will be more productive
3.3 What are the foundations underlying- our modern
management approaches? 43
Organizations operate as complex networks of cooperating subsystems
Contingency thinking recognizes there is no one best way to manage
Learning organizations continually adapt to new circumstances
Management Tips: Scientific management lessons for today s managers 35
Newsline: Positive management style breaks the glass ceiling 40
Pacesetters: Google s founders accept nothing less than excellence 44
Self-Assessment: Managerial assumptions 47
Case Snapshot: Apple Computers: Ripe for the picking 47
Module 4 Ethics and Ethical Behavior
Character doesn t stay home when we go to work 48
4.1 What is ethical behavior? 50
Ethical behavior is value driven
What is considered ethical varies among moral reasoning approaches
What is considered ethical can vary across cultures
4.2 How can organizations maintain high standards
of ethical conduct? 56
Personal and contextual factors influence ethical conduct
Training in ethical decision making may improve ethical conduct
Protection of whistleblowers may encourage ethical conduct
Managers as positive role models may inspire ethical conduct
Formal codes of ethics set standards for ethical conduct
Newsline: Values drive student commitments to social entrepreneurship 56
Management Tips: Checklist for dealing with ethical dilemmas 57
Pacesetters: Living by personal values makes business sense 58
Self-Assessment: Terminal values survey 62
Case Snapshot: Nike: Making and mastering markets 63
part 2 Management and Society
Module 5 Social Responsibility and Governance
Organizations have ethics too 64
5.1 What should we know about organizational
environments and social responsibility? 66
Organizations operate within conditions set by the general environment
The specific environment includes an organization s stakeholders
Social performance by organizations can be evaluated in different ways
Scholars argue cases for and against corporate social responsibility
Organizations follow different social responsibility strategies
5.2 What are current issues in corporate governance? 72
Failures of ethics and social responsibility prompt calls for stronger governance
Weak corporate governance can result in more government regulation
Moral management builds capacities for self-governance in organizations
Pacesetters: Businessman believes Africa can solve its own problems 67
Management Tips: Leadership beliefs guiding socially responsible practices 68
Newsline: Nonprofit supports social accountability worldwide 72
Self-Assessment: Turbulence tolerance 77
Case Snapshot: Burt s Bees: Doing good, doing business 77
Module 6 Diversity and Global Cultures
There are new faces in the neighborhood 78
6.1 What should we know about diversity in the workplace? 80
There is a business case for diversity
Inclusive organizational cultures value and respect diversity
Organizational subcultures can create diversity challenges
Minorities and women suffer diversity bias in many situations
Managing diversity should be top leadership priority
6.2 What should we know about diversity among
global cultures? 85
Culture shock comes from discomfort in cross-cultural situations
Cultural intelligence is the capacity to adapt to foreign cultures
The silent languages of cultures include context, time, and space
Hof stede identifies five value differences among national cultures
Project GLOBE identifies ten country clusters displaying cultural differences
Management Tips: Tips for working with members of different generations 85
Newsline: Muslims and Arab-Americans fighting job bias 86
Pacesetters: Pernille Spiers-Lopez sells a lifestyle at IKEA North America 87
Self-Assessment: Diversity awareness 93
Case Snapshot: MySpace: The kids are online 93
Module 7 Globalization and International Business
The world isn t just for travelers anymore 94
7.1 What is the nature of international business? 96
Globalization creates international business opportunities
International business is done by global sourcing, import/export, licensing,
and franchising
International business is done by joint ventures and wholly owned subsidiaries
International business is complicated by different legal and political systems
7.2 What are multinational corporations and how do they work? 1OO
Multinational corporations do substantial business in many countries
Multinational corporations can be controversial at home and abroad
Multinational corporations face a variety of ethical challenges
Planning and controlling are complicated in multinational corporations
Organizing is complicated in multinational corporations
Leading is complicated in multinational corporations
Newsline: Get ready, your next job may be with a foreign employer 96
Management Tips: Criteria for choosing a partner for successful joint ventures 97
Pacesetters: Global woman to watch—Izumi Kobayashi 98
Self-Assessment: Global readiness index 107
Case Snapshot: Toyota: Sometimes money is best left on the table 107
Module s Entrepreneurship and Small Business
It s nice to be your own boss 108
8.1 What is entrepreneurship and who are entrepreneurs? 110
Entrepreneurs are risk takers that spot and pursue opportunities
Entrepreneurs often share similar personal characteristics
Women and minority entrepreneurs are growing in numbers
Social entrepreneurs seek novel solutions to social problems
8.2 What should we know about small business, and
how can you start one? 114
Small businesses are mainstays of the economy
Most small businesses fail within five years
Family-owned businesses can face unique challenges
A small business should start with a sound business plan
There are different forms of small business ownership
There are different ways of financing a small business
Management Tips: Challenging the myths about entrepreneurs 110
Pacesetters: African-American entrepreneurs lead the way 114
Newsline: Chamber of Commerce connects businesses across borders 117
Self-Assessment: Entrepreneurship orientation 121
Case Snapshot: Zappos.com: Steps ahead of the competition 121
Module 9 Managers as Decision Makers
Decide, then act 122
9.1 How do managers use information to make decisions
and solve problems? 124
Managers deal with problems posing threats and offering opportunities
Managers can be problem avoiders, problem solvers, or problem seekers
Managers display systematic and intuitive problem-solving styles
Managers solve problems under conditions of certainty, risk, and uncertainty
Managers solve problems with programmed and nonprogrammed decisions
9.2 What are the steps in the decision-making process? 129
Step 1 is to identify and define the problem
Step 2 is to generate and evaluate alternative courses of action
Step 3 is to decide on a preferred course of action
Step 4 is to implement the decision
Step 5 is to evaluate results
9.3 What are some practicalities in managerial
decision making? 133
Judgmental heuristics and other biases can cause decision-making errors
Group decision making has both advantages and disadvantages
Managers must be prepared for crisis decision making
Managers should always check the ethics of their decisions
Pacesetters: Sometimes a problem can become the opportunity of a lifetime 125
Newsline: Manager meets Hurricane Katrina and gets the job done 127
Management Tips: How to avoid the escalation trap 133
Self-Assessment: Intuitive ability 137
Case Snapshot: Limited Brands, Inc.: A brand for every occasion 137
Module 10 Plans and Planning Techniques
Goals and objectives get you there faster 138
10.1 How and why do managers plan? 14O
Planning is one of the four functions of management
Planning sets objectives and identifies how to achieve them
Planning improves focus and action orientation
Planning improves coordination and control
Planning improves time management
10.2 What types of plans do managers use? 144
Managers use short-range and long-range plans
Managers use strategic and operational plans
Organizational policies and procedures are plans
Plans are an essential part of project management
Budgets are plans that commit resources to activities
10.3 What are some useful planning tools and techniques? 147
Forecasting tries to predict the future
Contingency planning creates back-up plans for when things go wrong
Scenario planning crafts plans for alternative future conditions
Benchmarking identifies best practices used by others
Staff planners provide special expertise in planning
Participatory planning improves implementation capacities
Management Tips: How to manage your time 142
Pacesetters: Things moved a lot faster than planned for Skype s founders 144
Newsline: Cisco is sold on India 147
Self-Assessment: Time management profile 151
Case Snapshot: This phone call brought to you by ... eBay? 151
Module 11 Controls and Control Systems
What gets measured happens 152
11.1 What is important to know about the control process? 154
Controlling is one of the four management functions
Control begins with objectives and standards
Control measures actual performance
Control compares results with objectives and standards
Control takes corrective action as needed
Control focuses on work inputs, throughputs, and outputs
11.2 What are some organizational control systems
and techniques? 159
Management by objectives integrates planning and controlling
Employee discipline is a form of managerial control
Quality control is a foundation for total quality management
Purchasing and inventory controls help save costs
Break-even analysis shows where revenues will equal costs
Newsline: Mumbai s dabbawallas set the pace in control benchmarks 157
Management Tips: Hot stove rules of employee discipline 16O
Self-Assessment: Internal/External control 165
Case Snapshot: Take2lnteractive: How far is too far? 165
Module 12 Strategic Management
Insights and hard work deliver results 166
12.1 What types of strategies are used by organizations?
Strategy is a comprehensive plan for achieving competitive advantage
Organizations use strategy at the corporate, business, and functional levels
Growth and diversification strategies focus on expansion
Restructuring and divestiture strategies focus on consolidation
Global strategies focus on international business initiatives
E-business strategies focus on using the Internet for business transactions
12.2 How are strategies formulated and implemented
in strategic management? 173
Strategy formulation begins with the organization s mission and, objectives
SWOT analysis identifies strengths, weaknesses, opportunities, and threats
Porter s five forces model examines industry attractiveness
Porter s competitive strategies model examines business or product strategies
Portfolio planning examines strategies across multiple businesses or products
Strategic leadership activates organizations for strategy implementation
Pacesetters: eBay Inc. s Meg Whitman has proven to be one of a kind 168
Newsline: It may be American Standard, but it s made in Bulgaria 169
Self-Assessment: Facts and inferences 181
Case Snapshot: Dunkin Donuts: Go West (life is caffeinated there) 181
Module 13 Organizational Structures
It s all about working together 182
13.1 What is organizing as a managerial responsibility? 184
Organizing is one of the management functions
Organization charts describe the formal structures of organizations
Organizations also operate with important informal structures
Informal structures have good points and bad points
13.2 What are the most common types of organization
structures? 188
Functional structures group together people using similar skills
Divisional structures group together people by products, customers, or locations
Matrix structures combine the functional and divisional structures
Team structures use many permanent and temporary teams
Network structures extensively use strategic alliances and outsourcing
Newsline: Organizations can be structured for informal learning 186
Pacesetters: Nonprofit network organization improves rural economic
development 194
Management Tips: Seven deadly sins of outsourcing 194
Self-Assessment: Cosmopolitan/Local 197
Case Snapshot: Mozilla: Browse as you please 197
Module 14 Organizational Design and Culture
Adaptability and values set the tone 198
14.1 What are the trends in organizational design? 200
Organizations are becoming flatter with fewer levels of management
Organizations are increasing decentralization and reducing staff
Organizations are increasing delegation and empowerment
Organizations are becoming more horizontal and adaptive
Organizations are reengineering work processes for greater efficiency
Organizations are using multiple means of subsystems integration
14.2 What is the nature of organizational culture? 206
Organizational culture is the personality of the organization
Successful organizations tend to have strong and positive cultures
The observable culture is what you see and hear as an employee or customer
The core culture is found in the underlying values of the organization
Newsline: Family firm designs for a global future and customer service 201
Management Tips: How to read an organization s culture 206
Pacesetters: A great communicator tries to change the culture at Sears 2O8
Self-Assessment: Organizational design preference 211
Case Snapshot: Virgin Group: The man who would say Yes and the company that
follows him 211
Module 15 Human Resource Management
Nurturing turns potential into performance 212
15.1 What are the purpose and legal context of human
resource management? 214
Human resource management attracts, develops, and maintains a talented
workforce
Government legislation protects workers against employment discrimination
Employee rights and other issues complicate the legal environment of work
Labor relations and collective bargaining are closely governed by law
15.2 What are the essential human resource management
practices? 219
Human resource planning matches staffing with organizational needs
Recruitment and selection attract and hire qualified job applicants
Socialization and orientation integrate new employees into the organization
Training continually improves employee skills and capabilities
Performance management techniques appraise individual accomplishments
Retention and career development provide career paths and options
Newsline: Many employers work hard to retain services of older workers 216
Management Tips: How to succeed in a telephone interview 220
Pacesetters: Visits to factory floor reflect people-oriented management style 222
Self-Assessment: Performance appraisal assumptions 225
Case Snapshot: GM: A former giant treads lightly 225
Part 4 Managers in Action
Module 16 Leadership
A leader lives in each of us 226
16.1 What are the foundations for effective leadership? 228
Leadership is one of the four functions of management
Leadership relies on use of position power and personal power
Leadership traits and styles can influence leadership effectiveness
Fiedler s contingency model matches leadership styles with situational differences
House s path-goal theory matches leadership styles with task and follower
characteristics
16.2 What are current issues and directions in leadership
development? 233
Transformational leadership inspires enthusiasm and extraordinary performance
Emotionally intelligent leadership handles emotions and relationships well
Interactive leadership emphasizes communication, listening, and participation
Moral leadership builds trust from a foundation of personal integrity
Servant leadership is follower centered and empowering
Pacesetters: The Monroe Doctrine helps make visions happen 234
Management Tips: How to empower others 235
Newsline: Why Peter Drucker s leadership advice still matters 236
Self-Assessment: T-f leadership questionnaire 239
Case Snapshot: Richard Branson: Man on a mission 239
Module 17 Communication
Listening can be the key to understanding 240
17.1 What is communication and when is it effective? 242
Communication is a process of sending and receiving messages with
meanings attached
Communication is effective when the receiver understands the sender s message
Communication is persuasive when the receiver acts as the sender intends
Poor use of communication channels makes it hard to communicate effectively
Information filtering can bias communication between lower and higher levels
17,2 How can we improve communication with people at work? 247
Active listening helps people say what they really mean
Constructive feedback is specific, timely, and relevant
Open communication channels build trust and improve upward communication
Office spaces can be designed to encourage interaction and communication
Appropriate technology can facilitate more and better communication
Sensitivity and etiquette can improve cross-cultural communication
Newsline: Layout and design can be a big boost in communicating for innovation 244
Management Tips: How to manage your e-mail 249
Pacesetters: Top posts in foreign companies a real challenge for American CEOs 250
Self-Assessment: Assertiveness 253
Case Snapshot: Anderson DeWolfe of MySpace: From rock n roll to pot of gold 253
Module is Individual Behavior
There s beauty in individual differences 254
18.1 How do personalities influence individual behavior? 256
The Big Five Personality traits describe work-related individual differences
Additional personality traits can also influence work behavior
People with Type A personalities tend to stress themselves
Stress has consequences for work performance and personal health
18.2 How do perceptions influence individual behavior? 261
Perceptual distortions can obscure individual differences
Perception sometimes causes attribution errors as we explain events
and problems
Impression management is a way of influencing how others perceive us
18.3 How do attitudes influence individual behavior? 265
Attitudes predispose people to act in certain ways
Job satisfaction is a positive attitude toward one s job and work experiences
Job satisfaction can predict absenteeism, turnover, and
organizational leadership
Job satisfaction has a complex relationship with job performance
Pacesetters: At Panera the recipe for success is a positive attitude 262
Newsline: Determination pays in the face of crisis 263
Self-Assessment: Stress test 269
Case Snapshot: Electronic arts: Fantasy sports 269
Module 19 Motivation
Treat others as you would like to be treated 27O
19.1 How do human needs influence motivation to work? 272
Maslow described a hierarchy of needs topped by self-actualization
Alderfer s ERG theory focuses on existence, relatedness, and growth needs
Herzberg s two-factor theory focuses on higher-order need satisfaction
McClelland identified acquired needs for achievement, power, and affiliation
19.2 How do thought processes and decisions affect motivation
to work? 277
Equity theory explains how social comparisons can motivate individual behavior
Expectancy theory considers motivation = expectancy X instrumentality X
valence
Goal-setting theory says that well chosen and well set goals can be motivating
19.3 What role does reinforcement play in motivation? 281
Operant conditioning influences behavior by controlling its consequences
Positive reinforcement connects desirable behavior with pleasant consequences
Punishment connects undesirable behavior with unpleasant consequences
Newsline: A company that tries to protect workers from burnout 275
Management Tips: How to make goal setting work for you 279
Pacesetters: Entrepreneur s ideas about hard work just too good to fail 282
Management Tips: Guidelines for positive reinforcement. . . and punishment 282
Self-Assessment: Student engagement survey 285
Case Snapshot:The Red Cross: But can they help themselves? 285
Module 20 Motivational Dynamics
Money isn t everything; the job counts too 286
20.1 What is the link between motivation, performance,
and rewards? 288
Motivation is influenced by both extrinsic and intrinsic rewards
Merit pay has pros and cons as a pay-for-performance system
Bonuses and profit sharing plans link pay with performance
Employee stock ownership ties financial rewards to firm performance
20.2 How do job designs and work schedules influence
motivation? 292
Job simplification builds narrow, routine, and repetitive jobs
Job rotation and job enlargement increase task variety in job content
Job enrichment expands job content with self-management responsibilities
Self-managing teams are a form of job enrichment for groups
Alternative work schedules offer flexibility in job context
Contingency and part-time work has pluses and minuses
Newsline: Does pay-for-performance pay off? 289
Pacesetters: Meet the craftswomen of the world 293
Management Tips: How to make telecommuting work for you 296
Self-Assessment: Work-life balance 299
Case Snapshot: Starbucks: Gigantic . . . and getting bigger every day 299
Module 21 Teams and Teamwork
Two heads can be better than one 300
21.1 Why is understanding: of teams so important? 302
Formal and informal groups are building blocks of organizations
Organizations use a variety of committees, task forces, and cross-functional
teams
Virtual teams are increasingly common in organizations
Teams offer synergy and other benefits to their members and the organization
Teams can also suffer from common performance problems
21.2 What are the foundations for successful teamwork? 306
Teams need the right members and inputs to be effective
Teams must use the right processes to be effective
Teams move through different stages of development
Team performance is affected by norms and cohesiveness
Team performance is affected by task and maintenance roles
Team performance is affected by use of communication networks
Team performance is affected by use of decision-making methods
Team performance suffers when groupthink leads to bad decisions
Management Tips: Seven sins of deadly meetings 3O3
Newsline: Working through the Web can supercharge group work 3O4
Pacesetters: The real power of any group is in the mix of members 308
Self-Assessment: Team leader skills 315
Case Snapshot: Steve Jobs: Creative control 315
Module 22 Conflict and Negotiation
Working together isn t always easy 316 ¦
22.1 What should we know about dealing with conflict? 318 W
Conflicts can occur over substantive or emotional issues
Conflicts can be both functional and dysfunctional
Organizations have many sources of potential conflict
People use different interpersonal conflict management styles
Managers can use structural approaches to deal with conflicts in organizations
22.2 How can we negotiate successfully? 324
Negotiation is a process of reaching agreement
Negotiation can be approached in distributive or integrative ways
Integrative agreements require commitment, trust, and information
Successful negotiation should meet high ethical standards
Negotiators should guard against common negotiation pitfalls
Mediation and arbitration are forms of third-party negotiations
Management Tips: When to use conflict management styles 321
Newsline: International agency promotes labor rights worldwide 322
Pacesetters: Conflict and negotiation are center stage when nations meet 326
Self-Assessment: Conflict management styles 329
Case Snapshot: Research in motion/Blackberry: From growing tall to nearly
squashed: The rise and almost fall of RIM 329
Module 23 Innovation and Change
Change can be your best friend 33O
23.1 What are the roles of innovation and change in organizations? 332
Creativity and innovation can be sources of competitive advantage
Innovative organizations share many common characteristics
Organizations pursue both transformational and incremental changes
Change in organizations can move from top down, bottom up, or both
23.2 How do managers lead the processes of organizational change? 337
Adaptive organizations need change leaders, not status quo managers
Unfreezing, changing, and refreezing are three phases of planned change
Managers use force-coercion, rational persuasion, and shared power change
strategies
Change leaders identify and deal positively with resistance to change
Organization development is a way of building sustainable capacities for change
Newsline: Creativity abounds, but not all businesses take advantage 332
Management Tips: How to lead transformational change 334
Pacesetters: Head of Google s idea factory tries to out-think rivals 335
Self-Assessment: Empowering others 345
Case Snapshot: Kate Spade, Inc.: From bags to riches 345
Test Prep Answers AN-1-AN-14
Glossary G-1-G-9
Endnotes EN-1-EN-20
Photo Credits PC-1-PC-2
Name Index NI-1-NI-2
Subject Index SI-1-SI-6
Organization Index OI-1-OI-2
Pacesetters
At Xerox, Anne Mulcahy s high-performance leadership is based on valuing people, 12
/ simply love what I do, 19
Google s founders accept nothing less than excellence, 44
Living by personal values makes business sense, 58
Businessman believes Africa can solve its own problems, 67
Pernille Spiers-Lopez sells a lifestyle at IKEA North America, 87
Global woman to watch—Izumi Kobayashi, 98
African-American entrepreneurs lead the way, 114
Sometimes a problem can become the opportunity of a lifetime, 125
Things moved a lot faster than planned for Skype s founders, 144
eBay Inc. s Meg Whitman has proven to be one of a kind, 168
Nonprofit network organization improves rural economic development, 194
A great communicator tries to change the culture at Sears, 208
Visits to factory floor reflect people-oriented management style, 111
The Monroe Doctrine helps make visions happen, 234
Top posts in foreign companies a real challenge to American CEOs, 250
AtPanera the recipe for success is a positive attitude, 262
Entrepreneurs ideas about hard work just too good to fail, 1%1
Meet the craftswomen of the world, 293
The real power of any group is in the mix of members, 308
Conflict and negotiation are center stage when nations meet, 326
Head of Google s idea factory tries to out-think rivals, 335
Management Tips
New workplace survival skills, 7
Responsibilities of team leaders, 21
Scientific management lessons for today s managers, 35
Checklist for dealing with ethical dilemmas, 57
Leadership beliefs guiding socially responsible practices, 68
Tips for working with members of different generations, 85
Criteria for choosing a partner for successful joint ventures, 97
Challenging the myths about entrepreneurs, 110
How to avoid the escalation trap, 133
How to manage your time, 142
Hot stove rules of employee discipline, 160
Seven deadly sins of outsourcing 194
How to read an organization s culture, 206
How to succeed in a telephone interview, 220
How to empower others, 235
How to manage your e-mail, 249
How to make goal setting work for you, 279
How to make telecommuting work for you, 296
Seven sins of deadly meetings, 303
When to use conflict management styles, 321
How to lead transformational change, 334
Newsline
Social responsibility begins with building a great workplace, 4
Days of the imperial CEO are over, 20
Positive management style breaks the glass ceiling, 40
Values drive student commitments to social entrepreneurship, 56
Nonprofit supports social accountability worldwide, 72
Muslims and Arab-Americans fight job bias, 86
Get ready, your next job may be with a foreign employer, 96
Chamber of Commerce connects businesses across borders, 117
Manager meets Hurricane Katrina and gets the job done, 127
Cisco is sold on India, 147
Mumbai s dabbawallas set the pace in control benchmarks, 157
It may be American Standard, but it s made in Bulgaria, 169
Organizations can be structured for informal learning, 186
Family firm designs for a global future and customer service, 201
Many employers work hard to retain services of older workers, 216
Why Peter Drucker s leadership advice still matters, 236
Layout and design can be a big boost in communicating for innovation, 244
Determination pays in the face of crisis, 2(A
A company that tries to protect workers from burnout, 275
Does pay-for-performancepay off? 289
Working through the Web can supercharge group work, 304
International agency promotes labor rights worldwide, 322
Creativity abounds, but not all businesses take advantage, 332
Self-Assessment
21st Century Manager, 15
Learning tendencies, 30
Managerial assumptions, 47
Terminal values survey, 62
Turbulence tolerance, 11
Diversity awareness, 93
Global readiness index, 107
Entrepreneurship orientation, 121
Intuitive ability, 137
Time management profile, 151
Internal/External control, 165
Facts and inferences, 181
Cosmopolitan/Local, 197
Organizational design preference, 211
Performance appraisal assumptions, 225
T-T Leadership questionnaire, 239
Assertiveness, 253
Stress Test, 269
Work-life balance, 299
Student engagement survey, 285
Team leader skills, 315
Conflict management styles, 329
Empowering others, 345
Case Snapshot
New Balance: No Heroes, Just Sneakers, 15
Meg Whitman of eBay: Cautious, Conservative, Capitalist, 31
Apple Computers: Ripe for the Picking, 47
Nike: Making and Mastering Markets, 63
Burt s Bees: Doing Good, Doing Business, 77
MySpace: The Kids Are Online, 93
Toyota: Sometimes Money is Best Left on the Table, 107
Zappos. com: Steps Ahead of the Competition, 121
Limited Brands, Inc.: A Brand for Every Occasion, 137
This phone call brought to you by. . . eBay?, 151
Take2lnteractive: How Far is Too Far?, 165
Dunkin Donuts: Go West (Life is Caffeinated There), 181
Mozilla: Browse As You Please, 197
Virgin Group: The Man Who Would Say Yes and the Company That Follows Him, 211
GM: A Former Giant Treads Lightly, 225
Richard Branson: Man on a Mission, 239
Electronic Arts: Fantasy Sports, 269
Red Cross: But Can They Help Themselves?, 285
Starbucks: Gigantic. .. And Getting Bigger Every Day, 299
Steve Jobs: Creative control, 315
Research in Motion: From Growing Tall to Nearly Squashed: The Rise and Almost
Fall of RIM, 329
Kate Spade: From Bags to Riches, 345
|
| adam_txt |
part i Managers Today
Module 1 Olir New Workplace: This is no time for complacency 2
Module 2 The Management PrOCeSS: Everyone becomes a manager some day 16
Module 3 Management Learning: Good things grow from strong foundations 32
Module 4 EthiCS and Ethical Behavior: Character doesn't stay home when we go to work 48
part 2 Management and Society
Module 5 Social Responsibility and Governance: Organizations have ethics too 64
Module 6 Diversity and Global Cultures: There are new faces in the neighborhood 78
Module 7 Globalization and International BUSineSS: The xuorld isn't just for travelers anymore 94
Module s Entrepreneurship and Small Businesses: it's nice to be your own boss 108
part 3 Management Processes, Structures and Systems
Module 9 Managers as Decision Makers: Decide first, then act 122
Module 10 Plans and PlanningTeChniqueS: Goals and objectives get you there faster 138
Module 11 Controls and Control Systems: What gets measured happens 152
Module 12 Strategic Management: Insights and hard work deliver results 166
Module 13 Organizational Structures: its ail about working together 182
Module 14 Organizational Design and Culture: Adaptability and values set the tone 198
Module 15 Human Resource Management: Nurturing turns potential into performance 212
part 4 Managers in Action
Module 16 Leadership: A leader lives in each of us 226
Module 17 Communication: Listening can be the key to understanding 240
Module 18 Individual Behavior: There's beauty in individual differences 254
Module 19 Motivation: Treat others as you would like to be treated 270
Module 20 Motivational DynamiGS: Money isn't everything, the job counts too 286
Module 21 Teams and Teamwork: Two heads really can be better than one 300
Module 22 Conf Met and Negotiation: A smooth ride isn't always the best ride 316
Module 23 Innovation and Change: Change can be your best friend 330
Part i Managers Today
Module 1 Our New Workplace
This is no time for complacency 2
1.1 What issues and concerns complicate the new workplace? 4
Failures of ethics and corporate governance are troublesome
Globalization and job migration are changing the world of work
Diversity and discrimination are continuing social priorities
Talent and intellectual capital drive high-performance organizations
Career success requires a skills portfolio and capacity for self-management
1.2 What are organizations like as work settings? 9
Mission statements express the purposes of organizations
Organizations are open systems interacting with their environments
Organizations create value for customers and clients
Productivity is a measure of organizational performance
Organizations are changing as society changes
Newsline: Social responsibility begins with building a great workplace 4
Management Tips: New workplace survival skills 7
Pacesetters: At Xerox, Anne Mulcahy's leadership is based on valuing people 12
Self-Assessment: 21st Century Manager 15
Case Snapshot: New Balance: No Heroes, Just Sneakers IS
Module 2 The Management Process
Everyone becomes a manager someday 16
2.1 What does It mean to be a manager? 18
Organizations have different types and levels of managers
Accountability is a cornerstone of managerial performance
Effective managers help others achieve high performance and satisfaction
Managers must meet multiple and changing expectations
2.2 What do managers do? 23
Managerial work is often intense and demanding
Managers plan, organize, lead, and control
Managers enact informational, interpersonal, and decisional roles
Managers pursue action agendas and engage in networking
Managers use a variety of technical, human, and conceptual skills
Managers learn from experience
Pacesetters: I simply love what I do 19
Newsline: Days of the "imperial" CEO are over 20
Management Tips: Responsibilities of team leaders 21
Self-Assessment: Learning tendencies 30
Case Snapshot: Meg Whitman of eBay: Cautious, conservative, capitalist 31
Module 3 Management Learning
Good things grow from strong foundations 32
3.1 What can we learn from classical management thinking? 34
Taylor's scientific management sought efficiency in job performance
Weber's bureaucratic organization is supposed to be efficient and fair
Administrative principles describe managerial duties and practices
3.2 What is unique about the behavioral management
approaches? 38
The Hawthorne studies focused attention on the human side
of organizations
Maslow described a hierarchy of human needs with self-actualization
at the top
McGregor believed managerial assumptions create self-fulfilling prophesies
Argyris suggests that workers treated as adults will be more productive
3.3 What are the foundations underlying- our modern
management approaches? 43
Organizations operate as complex networks of cooperating subsystems
Contingency thinking recognizes there is no one best way to manage
Learning organizations continually adapt to new circumstances
Management Tips: Scientific management lessons for today's managers 35
Newsline: Positive management style breaks the glass ceiling 40
Pacesetters: Google's founders accept nothing less than excellence 44
Self-Assessment: Managerial assumptions 47
Case Snapshot: Apple Computers: Ripe for the picking 47
Module 4 Ethics and Ethical Behavior
Character doesn 't stay home when we go to work 48
4.1 What is ethical behavior? 50
Ethical behavior is value driven
What is considered ethical varies among moral reasoning approaches
What is considered ethical can vary across cultures
4.2 How can organizations maintain high standards
of ethical conduct? 56
Personal and contextual factors influence ethical conduct
Training in ethical decision making may improve ethical conduct
Protection of whistleblowers may encourage ethical conduct
Managers as positive role models may inspire ethical conduct
Formal codes of ethics set standards for ethical conduct
Newsline: Values drive student commitments to social entrepreneurship 56
Management Tips: Checklist for dealing with ethical dilemmas 57
Pacesetters: Living by personal values makes business sense 58
Self-Assessment: Terminal values survey 62
Case Snapshot: Nike: Making and mastering markets 63
part 2 Management and Society
Module 5 Social Responsibility and Governance
Organizations have ethics too 64
5.1 What should we know about organizational
environments and social responsibility? 66
Organizations operate within conditions set by the general environment
The specific environment includes an organization's stakeholders
Social performance by organizations can be evaluated in different ways
Scholars argue cases for and against corporate social responsibility
Organizations follow different social responsibility strategies
5.2 What are current issues in corporate governance? 72
Failures of ethics and social responsibility prompt calls for stronger governance
Weak corporate governance can result in more government regulation
Moral management builds capacities for self-governance in organizations
Pacesetters: Businessman believes Africa can solve its own problems 67
Management Tips: Leadership beliefs guiding socially responsible practices 68
Newsline: Nonprofit supports social accountability worldwide 72
Self-Assessment: Turbulence tolerance 77
Case Snapshot: Burt's Bees: Doing good, doing business 77
Module 6 Diversity and Global Cultures
There are new faces in the neighborhood 78
6.1 What should we know about diversity in the workplace? 80
There is a business case for diversity
Inclusive organizational cultures value and respect diversity
Organizational subcultures can create diversity challenges
Minorities and women suffer diversity bias in many situations
Managing diversity should be top leadership priority
6.2 What should we know about diversity among
global cultures? 85
Culture shock comes from discomfort in cross-cultural situations
Cultural intelligence is the capacity to adapt to foreign cultures
The "silent" languages of cultures include context, time, and space
Hof stede identifies five value differences among national cultures
Project GLOBE identifies ten country clusters displaying cultural differences
Management Tips: Tips for working with members of different generations 85
Newsline: Muslims and Arab-Americans fighting job bias 86
Pacesetters: Pernille Spiers-Lopez sells a lifestyle at IKEA North America 87
Self-Assessment: Diversity awareness 93
Case Snapshot: MySpace: The kids are online 93
Module 7 Globalization and International Business
The world isn 't just for travelers anymore 94
7.1 What is the nature of international business? 96
Globalization creates international business opportunities
International business is done by global sourcing, import/export, licensing,
and franchising
International business is done by joint ventures and wholly owned subsidiaries
International business is complicated by different legal and political systems
7.2 What are multinational corporations and how do they work? 1OO
Multinational corporations do substantial business in many countries
Multinational corporations can be controversial at home and abroad
Multinational corporations face a variety of ethical challenges
Planning and controlling are complicated in multinational corporations
Organizing is complicated in multinational corporations
Leading is complicated in multinational corporations
Newsline: Get ready, your next job may be with a foreign employer 96
Management Tips: Criteria for choosing a partner for successful joint ventures 97
Pacesetters: Global woman to watch—Izumi Kobayashi 98
Self-Assessment: Global readiness index 107
Case Snapshot: Toyota: Sometimes money is best left on the table 107
Module s Entrepreneurship and Small Business
It's nice to be your own boss 108
8.1 What is entrepreneurship and who are entrepreneurs? 110
Entrepreneurs are risk takers that spot and pursue opportunities
Entrepreneurs often share similar personal characteristics
Women and minority entrepreneurs are growing in numbers
Social entrepreneurs seek novel solutions to social problems
8.2 What should we know about small business, and
how can you start one? 114
Small businesses are mainstays of the economy
Most small businesses fail within five years
Family-owned businesses can face unique challenges
A small business should start with a sound business plan
There are different forms of small business ownership
There are different ways of financing a small business
Management Tips: Challenging the myths about entrepreneurs 110
Pacesetters: African-American entrepreneurs lead the way 114
Newsline: Chamber of Commerce connects businesses across borders 117
Self-Assessment: Entrepreneurship orientation 121
Case Snapshot: Zappos.com: Steps ahead of the competition 121
Module 9 Managers as Decision Makers
Decide, then act 122
9.1 How do managers use information to make decisions
and solve problems? 124
Managers deal with problems posing threats and offering opportunities
Managers can be problem avoiders, problem solvers, or problem seekers
Managers display systematic and intuitive problem-solving styles
Managers solve problems under conditions of certainty, risk, and uncertainty
Managers solve problems with programmed and nonprogrammed decisions
9.2 What are the steps in the decision-making process? 129
Step 1 is to identify and define the problem
Step 2 is to generate and evaluate alternative courses of action
Step 3 is to decide on a preferred course of action
Step 4 is to implement the decision
Step 5 is to evaluate results
9.3 What are some practicalities in managerial
decision making? 133
Judgmental heuristics and other biases can cause decision-making errors
Group decision making has both advantages and disadvantages
Managers must be prepared for crisis decision making
Managers should always check the ethics of their decisions
Pacesetters: Sometimes a problem can become the opportunity of a lifetime 125
Newsline: Manager meets Hurricane Katrina and gets the job done 127
Management Tips: How to avoid the escalation trap 133
Self-Assessment: Intuitive ability 137
Case Snapshot: Limited Brands, Inc.: A brand for every occasion 137
Module 10 Plans and Planning Techniques
Goals and objectives get you there faster 138
10.1 How and why do managers plan? 14O
Planning is one of the four functions of management
Planning sets objectives and identifies how to achieve them
Planning improves focus and action orientation
Planning improves coordination and control
Planning improves time management
10.2 What types of plans do managers use? 144
Managers use short-range and long-range plans
Managers use strategic and operational plans
Organizational policies and procedures are plans
Plans are an essential part of project management
Budgets are plans that commit resources to activities
10.3 What are some useful planning tools and techniques? 147
Forecasting tries to predict the future
Contingency planning creates back-up plans for when things go wrong
Scenario planning crafts plans for alternative future conditions
Benchmarking identifies best practices used by others
Staff planners provide special expertise in planning
Participatory planning improves implementation capacities
Management Tips: How to manage your time 142
Pacesetters: Things moved a lot faster than planned for Skype's founders 144
Newsline: Cisco is sold on India 147
Self-Assessment: Time management profile 151
Case Snapshot: This phone call brought to you by . eBay? 151
Module 11 Controls and Control Systems
What gets measured happens 152
11.1 What is important to know about the control process? 154
Controlling is one of the four management functions
Control begins with objectives and standards
Control measures actual performance
Control compares results with objectives and standards
Control takes corrective action as needed
Control focuses on work inputs, throughputs, and outputs
11.2 What are some organizational control systems
and techniques? 159
Management by objectives integrates planning and controlling
Employee discipline is a form of managerial control
Quality control is a foundation for total quality management
Purchasing and inventory controls help save costs
Break-even analysis shows where revenues will equal costs
Newsline: Mumbai's "dabbawallas" set the pace in control benchmarks 157
Management Tips: "Hot stove rules" of employee discipline 16O
Self-Assessment: Internal/External control 165
Case Snapshot: Take2lnteractive: How far is too far? 165
Module 12 Strategic Management
Insights and hard work deliver results 166
12.1 What types of strategies are used by organizations?
Strategy is a comprehensive plan for achieving competitive advantage
Organizations use strategy at the corporate, business, and functional levels
Growth and diversification strategies focus on expansion
Restructuring and divestiture strategies focus on consolidation
Global strategies focus on international business initiatives
E-business strategies focus on using the Internet for business transactions
12.2 How are strategies formulated and implemented
in strategic management? 173
Strategy formulation begins with the organization's mission and, objectives
SWOT analysis identifies strengths, weaknesses, opportunities, and threats
Porter's five forces model examines industry attractiveness
Porter's competitive strategies model examines business or product strategies
Portfolio planning examines strategies across multiple businesses or products
Strategic leadership activates organizations for strategy implementation
Pacesetters: eBay Inc.'s Meg Whitman has proven to be one of a kind 168
Newsline: It may be American Standard, but it's made in Bulgaria 169
Self-Assessment: Facts and inferences 181
Case Snapshot: Dunkin Donuts: Go West (life is caffeinated there) 181
Module 13 Organizational Structures
It's all about working together 182
13.1 What is organizing as a managerial responsibility? 184
Organizing is one of the management functions
Organization charts describe the formal structures of organizations
Organizations also operate with important informal structures
Informal structures have good points and bad points
13.2 What are the most common types of organization
structures? 188
Functional structures group together people using similar skills
Divisional structures group together people by products, customers, or locations
Matrix structures combine the functional and divisional structures
Team structures use many permanent and temporary teams
Network structures extensively use strategic alliances and outsourcing
Newsline: Organizations can be structured for informal learning 186
Pacesetters: Nonprofit network organization improves rural economic
development 194
Management Tips: Seven deadly sins of outsourcing 194
Self-Assessment: Cosmopolitan/Local 197
Case Snapshot: Mozilla: Browse as you please 197
Module 14 Organizational Design and Culture
Adaptability and values set the tone 198
14.1 What are the trends in organizational design? 200
Organizations are becoming flatter with fewer levels of management
Organizations are increasing decentralization and reducing staff
Organizations are increasing delegation and empowerment
Organizations are becoming more horizontal and adaptive
Organizations are reengineering work processes for greater efficiency
Organizations are using multiple means of subsystems integration
14.2 What is the nature of organizational culture? 206
Organizational culture is the personality of the organization
Successful organizations tend to have strong and positive cultures
The observable culture is what you see and hear as an employee or customer
The core culture is found in the underlying values of the organization
Newsline: Family firm designs for a global future and customer service 201
Management Tips: How to read an organization's culture 206
Pacesetters: A great communicator tries to change the culture at Sears 2O8
Self-Assessment: Organizational design preference 211
Case Snapshot: Virgin Group: The man who would say "Yes" and the company that
follows him 211
Module 15 Human Resource Management
Nurturing turns potential into performance 212
15.1 What are the purpose and legal context of human
resource management? 214
Human resource management attracts, develops, and maintains a talented
workforce
Government legislation protects workers against employment discrimination
Employee rights and other issues complicate the legal environment of work
Labor relations and collective bargaining are closely governed by law
15.2 What are the essential human resource management
practices? 219
Human resource planning matches staffing with organizational needs
Recruitment and selection attract and hire qualified job applicants
Socialization and orientation integrate new employees into the organization
Training continually improves employee skills and capabilities
Performance management techniques appraise individual accomplishments
Retention and career development provide career paths and options
Newsline: Many employers work hard to retain services of older workers 216
Management Tips: How to succeed in a telephone interview 220
Pacesetters: Visits to factory floor reflect people-oriented management style 222
Self-Assessment: Performance appraisal assumptions 225
Case Snapshot: GM: A former giant treads lightly 225
Part 4 Managers in Action
Module 16 Leadership
A leader lives in each of us 226
16.1 What are the foundations for effective leadership? 228
Leadership is one of the four functions of management
Leadership relies on use of position power and personal power
Leadership traits and styles can influence leadership effectiveness
Fiedler's contingency model matches leadership styles with situational differences
House's path-goal theory matches leadership styles with task and follower
characteristics
16.2 What are current issues and directions in leadership
development? 233
Transformational leadership inspires enthusiasm and extraordinary performance
Emotionally intelligent leadership handles emotions and relationships well
Interactive leadership emphasizes communication, listening, and participation
Moral leadership builds trust from a foundation of personal integrity
Servant leadership is follower centered and empowering
Pacesetters: The "Monroe Doctrine" helps make visions happen 234
Management Tips: How to empower others 235
Newsline: Why Peter Drucker's leadership advice still matters 236
Self-Assessment: "T-f" leadership questionnaire 239
Case Snapshot: Richard Branson: Man on a mission 239
Module 17 Communication
Listening can be the key to understanding 240
17.1 What is communication and when is it effective? 242
Communication is a process of sending and receiving messages with
meanings attached
Communication is effective when the receiver understands the sender's message
Communication is persuasive when the receiver acts as the sender intends
Poor use of communication channels makes it hard to communicate effectively
Information filtering can bias communication between lower and higher levels
17,2 How can we improve communication with people at work? 247
Active listening helps people say what they really mean
Constructive feedback is specific, timely, and relevant
Open communication channels build trust and improve upward communication
Office spaces can be designed to encourage interaction and communication
Appropriate technology can facilitate more and better communication
Sensitivity and etiquette can improve cross-cultural communication
Newsline: Layout and design can be a big boost in communicating for innovation 244
Management Tips: How to manage your e-mail 249
Pacesetters: Top posts in foreign companies a real challenge for American CEOs 250
Self-Assessment: Assertiveness 253
Case Snapshot: Anderson DeWolfe of MySpace: From rock 'n' roll to pot of gold 253
Module is Individual Behavior
There's beauty in individual differences 254
18.1 How do personalities influence individual behavior? 256
The Big Five Personality traits describe work-related individual differences
Additional personality traits can also influence work behavior
People with Type A personalities tend to stress themselves
Stress has consequences for work performance and personal health
18.2 How do perceptions influence individual behavior? 261
Perceptual distortions can obscure individual differences
Perception sometimes causes attribution errors as we explain events
and problems
Impression management is a way of influencing how others perceive us
18.3 How do attitudes influence individual behavior? 265
Attitudes predispose people to act in certain ways
Job satisfaction is a positive attitude toward one's job and work experiences
Job satisfaction can predict absenteeism, turnover, and
organizational leadership
Job satisfaction has a complex relationship with job performance
Pacesetters: At Panera the recipe for success is a positive attitude 262
Newsline: Determination pays in the face of crisis 263
Self-Assessment: Stress test 269
Case Snapshot: Electronic arts: Fantasy sports 269
Module 19 Motivation
Treat others as you would like to be treated 27O
19.1 How do human needs influence motivation to work? 272
Maslow described a hierarchy of needs topped by self-actualization
Alderfer's ERG theory focuses on existence, relatedness, and growth needs
Herzberg's two-factor theory focuses on higher-order need satisfaction
McClelland identified acquired needs for achievement, power, and affiliation
19.2 How do thought processes and decisions affect motivation
to work? 277
Equity theory explains how social comparisons can motivate individual behavior
Expectancy theory considers motivation = expectancy X instrumentality X
valence
Goal-setting theory says that well chosen and well set goals can be motivating
19.3 What role does reinforcement play in motivation? 281
Operant conditioning influences behavior by controlling its consequences
Positive reinforcement connects desirable behavior with pleasant consequences
Punishment connects undesirable behavior with unpleasant consequences
Newsline: A company that tries to protect workers from burnout 275
Management Tips: How to make goal setting work for you 279
Pacesetters: Entrepreneur's ideas about hard work just too good to fail 282
Management Tips: Guidelines for positive reinforcement. . . and punishment 282
Self-Assessment: Student engagement survey 285
Case Snapshot:The Red Cross: But can they help themselves? 285
Module 20 Motivational Dynamics
Money isn 't everything; the job counts too 286
20.1 What is the link between motivation, performance,
and rewards? 288
Motivation is influenced by both extrinsic and intrinsic rewards
Merit pay has pros and cons as a pay-for-performance system
Bonuses and profit sharing plans link pay with performance
Employee stock ownership ties financial rewards to firm performance
20.2 How do job designs and work schedules influence
motivation? 292
Job simplification builds narrow, routine, and repetitive jobs
Job rotation and job enlargement increase task variety in job content
Job enrichment expands job content with self-management responsibilities
Self-managing teams are a form of job enrichment for groups
Alternative work schedules offer flexibility in job context
Contingency and part-time work has pluses and minuses
Newsline: Does pay-for-performance pay off? 289
Pacesetters: Meet the craftswomen of the world 293
Management Tips: How to make telecommuting work for you 296
Self-Assessment: Work-life balance 299
Case Snapshot: Starbucks: Gigantic . . . and getting bigger every day 299
Module 21 Teams and Teamwork
Two heads can be better than one 300
21.1 Why is understanding: of teams so important? 302
Formal and informal groups are building blocks of organizations
Organizations use a variety of committees, task forces, and cross-functional
teams
Virtual teams are increasingly common in organizations
Teams offer synergy and other benefits to their members and the organization
Teams can also suffer from common performance problems
21.2 What are the foundations for successful teamwork? 306
Teams need the right members and inputs to be effective
Teams must use the right processes to be effective
Teams move through different stages of development
Team performance is affected by norms and cohesiveness
Team performance is affected by task and maintenance roles
Team performance is affected by use of communication networks
Team performance is affected by use of decision-making methods
Team performance suffers when groupthink leads to bad decisions
Management Tips: Seven sins of deadly meetings 3O3
Newsline: Working through the Web can supercharge group work 3O4
Pacesetters: The real power of any group is in the mix of members 308
Self-Assessment: Team leader skills 315
Case Snapshot: Steve Jobs: Creative control 315
Module 22 Conflict and Negotiation
Working together isn 't always easy 316 ¦
22.1 What should we know about dealing with conflict? 318 W
Conflicts can occur over substantive or emotional issues
Conflicts can be both functional and dysfunctional
Organizations have many sources of potential conflict
People use different interpersonal conflict management styles
Managers can use structural approaches to deal with conflicts in organizations
22.2 How can we negotiate successfully? 324
Negotiation is a process of reaching agreement
Negotiation can be approached in distributive or integrative ways
Integrative agreements require commitment, trust, and information
Successful negotiation should meet high ethical standards
Negotiators should guard against common negotiation pitfalls
Mediation and arbitration are forms of third-party negotiations
Management Tips: When to use conflict management styles 321
Newsline: International agency promotes labor rights worldwide 322
Pacesetters: Conflict and negotiation are center stage when nations meet 326
Self-Assessment: Conflict management styles 329
Case Snapshot: Research in motion/Blackberry: From growing tall to nearly
squashed: The rise and almost fall of RIM 329
Module 23 Innovation and Change
Change can be your best friend 33O
23.1 What are the roles of innovation and change in organizations? 332
Creativity and innovation can be sources of competitive advantage
Innovative organizations share many common characteristics
Organizations pursue both transformational and incremental changes
Change in organizations can move from top down, bottom up, or both
23.2 How do managers lead the processes of organizational change? 337
Adaptive organizations need change leaders, not status quo managers
Unfreezing, changing, and refreezing are three phases of planned change
Managers use force-coercion, rational persuasion, and shared power change
strategies
Change leaders identify and deal positively with resistance to change
Organization development is a way of building sustainable capacities for change
Newsline: Creativity abounds, but not all businesses take advantage 332
Management Tips: How to lead transformational change 334
Pacesetters: Head of Google's idea factory tries to out-think rivals 335
Self-Assessment: Empowering others 345
Case Snapshot: Kate Spade, Inc.: From bags to riches 345
Test Prep Answers AN-1-AN-14
Glossary G-1-G-9
Endnotes EN-1-EN-20
Photo Credits PC-1-PC-2
Name Index NI-1-NI-2
Subject Index SI-1-SI-6
Organization Index OI-1-OI-2
Pacesetters
At Xerox, Anne Mulcahy's high-performance leadership is based on valuing people, 12
/ simply love what I do, 19
Google's founders accept nothing less than excellence, 44
Living by personal values makes business sense, 58
Businessman believes Africa can solve its own problems, 67
Pernille Spiers-Lopez sells a lifestyle at IKEA North America, 87
Global woman to watch—Izumi Kobayashi, 98
African-American entrepreneurs lead the way, 114
Sometimes a problem can become the opportunity of a lifetime, 125
Things moved a lot faster than planned for Skype's founders, 144
eBay Inc. s Meg Whitman has proven to be one of a kind, 168
Nonprofit network organization improves rural economic development, 194
A great communicator tries to change the culture at Sears, 208
Visits to factory floor reflect people-oriented management style, 111
The "Monroe Doctrine" helps make visions happen, 234
Top posts in foreign companies a real challenge to American CEOs, 250
AtPanera the recipe for success is a positive attitude, 262
Entrepreneurs ideas about hard work just too good to fail, 1%1
Meet the craftswomen of the world, 293
The real power of any group is in the mix of members, 308
Conflict and negotiation are center stage when nations meet, 326
Head of Google's idea factory tries to out-think rivals, 335
Management Tips
New workplace survival skills, 7
Responsibilities of team leaders, 21
Scientific management lessons for today's managers, 35
Checklist for dealing with ethical dilemmas, 57
Leadership beliefs guiding socially responsible practices, 68
Tips for working with members of different generations, 85
Criteria for choosing a partner for successful joint ventures, 97
Challenging the myths about entrepreneurs, 110
How to avoid the escalation trap, 133
How to manage your time, 142
"Hot stove rules" of employee discipline, 160
Seven deadly sins of outsourcing 194
How to read an organization's culture, 206
How to succeed in a telephone interview, 220
How to empower others, 235
How to manage your e-mail, 249
How to make goal setting work for you, 279
How to make telecommuting work for you, 296
Seven sins of deadly meetings, 303
When to use conflict management styles, 321
How to lead transformational change, 334
Newsline
Social responsibility begins with building a great workplace, 4
Days of the "imperial" CEO are over, 20
Positive management style breaks the glass ceiling, 40
Values drive student commitments to social entrepreneurship, 56
Nonprofit supports social accountability worldwide, 72
Muslims and Arab-Americans fight job bias, 86
Get ready, your next job may be with a foreign employer, 96
Chamber of Commerce connects businesses across borders, 117
Manager meets Hurricane Katrina and gets the job done, 127
Cisco is sold on India, 147
Mumbai's "dabbawallas"set the pace in control benchmarks, 157
It may be American Standard, but it's made in Bulgaria, 169
Organizations can be structured for informal learning, 186
Family firm designs for a global future and customer service, 201
Many employers work hard to retain services of older workers, 216
Why Peter Drucker's leadership advice still matters, 236
Layout and design can be a big boost in communicating for innovation, 244
Determination pays in the face of crisis, 2(A
A company that tries to protect workers from burnout, 275
Does pay-for-performancepay off? 289
Working through the Web can supercharge group work, 304
International agency promotes labor rights worldwide, 322
Creativity abounds, but not all businesses take advantage, 332
Self-Assessment
21st Century Manager, 15
Learning tendencies, 30
Managerial assumptions, 47
Terminal values survey, 62
Turbulence tolerance, 11
Diversity awareness, 93
Global readiness index, 107
Entrepreneurship orientation, 121
Intuitive ability, 137
Time management profile, 151
Internal/External control, 165
Facts and inferences, 181
Cosmopolitan/Local, 197
Organizational design preference, 211
Performance appraisal assumptions, 225
"T-T"Leadership questionnaire, 239
Assertiveness, 253
Stress Test, 269
Work-life balance, 299
Student engagement survey, 285
Team leader skills, 315
Conflict management styles, 329
Empowering others, 345
Case Snapshot
New Balance: No Heroes, Just Sneakers, 15
Meg Whitman of eBay: Cautious, Conservative, Capitalist, 31
Apple Computers: Ripe for the Picking, 47
Nike: Making and Mastering Markets, 63
Burt's Bees: Doing Good, Doing Business, 77
MySpace: The Kids Are Online, 93
Toyota: Sometimes Money is Best Left on the Table, 107
Zappos. com: Steps Ahead of the Competition, 121
Limited Brands, Inc.: A Brand for Every Occasion, 137
This phone call brought to you by. . . eBay?, 151
Take2lnteractive: How Far is Too Far?, 165
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| index_date | 2024-07-02T21:05:58Z |
| indexdate | 2024-07-09T21:16:39Z |
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| isbn | 0471734608 9780471734604 |
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| topic | Management Executive ability Industrial management |
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