Principles of Management

Description

Charles Hill and Steve McShane, two of the most successful, well-thought of authors, researchers, teachers and consultants, have come together to write Management. This dynamic duo's progressive text engages students with their exceptional storytelling writing style and great examples to see the big picture/ interconnectivity between the four functions of management and prepares them better for their careers ahead. A unique "Management Portfolio Project" rounds out the student experience. Faculty are supported with a truly integrated support package. Title Table of Contents Part 1 Managers and the Environment 1 Management The Functions of Management Planning and Strategizing Organizing Controlling Leading and Developing Employees Types of Managers Corporate-Level General Managers Business-Level General Managers Functional Managers Frontline Managers Becoming a Manager From Specialist to Manager Mastering the Job Managerial Roles Interpersonal Roles Informational Roles Decisional Roles Some Qualifications Management Competencies: Do You Have What It Takes? Managerial Skills Managerial Values Managerial Motivation In Conclusion: Why Does It Matter? Management Challenges Management Portfolio CLOSING CASE George David 2 The External and Internal Environments The Task Environment The Threat of Entry Bargaining Power of Buyers Bargaining Power of Suppliers The Threat of Substitutes The Intensity of Rivalry A Sixth Force: Complementors Synthesis The General Environment Political and Legal Forces Macroeconomic Forces Demographic Forces Sociocultural Forces Technological Forces International Forces Dynamic Changes in the External Environment Incremental versus Discontinuous Change Environmental Uncertainty The Internal Environment Internal Organization Employees (Human Capital) Resources In Conclusion: Why Does It Matter? Management Challenges Management Portfolio CLOSING CASE The Pharmaceutical Industry 3 Globalization and the Manager The Process of Globalization The Spread of Market-Based Systems Falling Barriers to Trade and Investment Tumbling Communication and Transportation Costs Implications of Globalization The Globalization of Production The Globalization of Markets Technology: The Great Facilitator Constraints on Globalization Protectionist Countertrends National Differences in Consumer Behavior National Differences in Business Systems Differences in Social Culture The Benefits of Going Global Expanding the Market Realizing Scale Economies Realizing Location Economies Global Learning Management Challenges in the Global Enterprise Global Standardization or Local Customization Entry Mode Locating Activities Managing People in the Multinational Firm In Conclusion: Why Does It Matter? Management Challenges Management Portfolio CLOSING CASE Planet Starbucks 4 Stakeholders, Ethics, and Corporate Social Responsibility Stakeholders and Stakeholder Management Stakeholders and the Organization Taking Stakeholders into Account Business Ethics Ethical Issues in Management The Roots of Unethical Behavior Philosophical Approaches to Ethics Behaving Ethically Social Responsibility Arguments for Social Responsibility The Friedman Doctrine In Conclusion: Why Does It Matter? Management Challenges Management Portfolio CLOSING CASE Working Conditions at Wal-Mart Part 2 Strategizing 5 Planning and Decision Making Planning within Organizations Levels of Planning Planning Horizons Single-Use Plans and Standing Plans Contingency Planning Strategic Planning: A Closer Look Setting the Context: Mission, Vision, Values, and Goals External and Internal Analysis SWOT Analysis: Formulating Strategies Action Plans Implementation Review and Adjustments The Benefits and Pitfalls of Planning The Pitfalls of Planning Improving Planning Decision Making The Rational Decision-Making Model Bounded Rationality and Satisficing Decision-Making Heuristics and Cognitive Biases Prospect Theory Groupthink Improving Decision Making In Conclusion: Why Does It Matter? Management Challenges Management Portfolio CLOSING CASE Boom and Bust in Telecommunications 6 Strategy Superior Performance and Competitive Advantage Business-Level Strategy Competitive Theme: Differentiation or Low Cost? Segmenting the Market Choosing Segments to Serve Segmentation and Strategy The Low Cost–Differentiation Frontier Implementing Business-Level Strategy Configuring the Value Chain Competitive Advantage and Strategic Fit Competitive Tactics Tactical Pricing Decisions Tactical Product Decisions Corporate-Level Strategy Focus on a Single Business Vertical Integration Diversification International Expansion In Conclusion: Why Does It Matter? Management Challenges Management Portfolio CLOSING CASE Google’s Quest for Competitive Advantage 7 Managing Operations Productivity and Efficiency Configuring the Production System Traditional Production Systems Production Systems, Flexibility, and Costs New Production Technologies: Mass Customization Optimizing Work Flow: Process Reengineering and Process Innovation Asset Utilization Quality Management Managing Inventory Economic Order Quantity and Setup Time Just-in-Time Inventory Systems Build to Order and Inventory Supply Chain Management and Information Systems Product Development and Productivity In Conclusion: Why Does It Matter? Management Challenges Management Portfolio CLOSING CASE Improving Productivity in the Auto Industry Part 3 Organization Architecture 8 Organizing Organization Architecture Designing Structure: Vertical Differentiation Centralization and Decentralization Tall versus Flat Hierarchies Designing Structure: Horizontal Differentiation Functional Structure Multidivisional Structure Geographic Structure Matrix Structure Designing Structure: Integrating Mechanisms Formal Integrating Mechanisms Informal Integrating Mechanisms: Knowledge Networks Strategy, Coordination, and Integrating Mechanisms In Conclusion: Why Does It Matter? Management Challenges Management Portfolio CLOSING CASE Dow Chemical 9 Control Systems Control Systems Establishing Goals and Standards Measuring Performance Comparing Performance against Goals and Standards Taking Corrective Action Providing Reinforcement Methods of Control Personal Controls Bureaucratic Controls Output Controls Cultural Control Control through Incentives Market Controls Summary Matching Controls to Strategy and Structure Controls in the Single Business Controls in Diversified Firms Choosing Control Metrics: The Balanced Scorecard Backchannel Control Methods In Conclusion: Why Does It Matter? Management Challenges Management Portfolio CLOSING CASE Lincoln Electric 10 Organizational Culture What Is Organizational Culture? Shared Values Shared Assumptions Content of Organizational Culture Organizational Subcultures Deciphering an Organization’s Culture Organizational Stories and Legends Rituals and Ceremonies Organizational Language Physical Structures and Décor Is Organizational Culture Important? Organizational Culture Strength and Fit Corporate Cults and Suppressing Dissent Adaptive Cultures Organizational Culture and Business Ethics How to Change and Strengthen Organizational Culture Actions of Founders and Leaders Aligning Artifacts Introducing Culturally Consistent Rewards Selecting and Socializing Employees Managing Organizational Culture during Mergers Strategies to Merge Different Organizational Cultures In Conclusion: Why Does It Matter? Management Challenges Management Portfolio CLOSING CASE Schwab Acquires U.S. Trust 11 Developing High-Performance Teams Why Rely on Teams? Why People Belong to Informal Groups The Trouble with Teams Social Loafing Types of Teams Self-Directed Teams Virtual Teams A Model of Team Effectiveness Team Design Features Task Characteristics Team Size Team Composition Team Roles Team Processes Team Development Team Norms Team Cohesiveness Team Trust Managing Team Conflict Task versus Relationship Conflict Interpersonal Conflict Management Styles Structural Solutions to Team Conflict In Conclusion: Why Does It Matter? Management Challenges Management Portfolio CLOSING CASE The Shipping Industry Accounting Team Part 4 Leading 12 Staffing and Developing a Diverse Workforce Human Resource Planning: Translating Strategy into Staffing Requirements Step 1: Conduct Job Analysis Step 2: Estimate Human Resource Demand Step 3: Document Current Human Resource Supply Step 4: Estimate Future Internal Human Resource Supply Step 5: Estimate Future External Human Resource Supply Relying on the Contingent Workforce Staffing a Diverse Workforce Surface-Level and Deep-Level Diversity Is Diversity Important? Recruiting Job Applicants Nurturing the Employer Brand Internal versus External Recruitment Choosing Recruiting Channels Recruitment and Diversity Selecting Job Applicants Reliability and Validity of Selection Methods Application Forms, Résumés, and Reference Checks Work Sample Tests Employment Interviews Ability and Personality Tests Selection and Diversity Orienting and Developing Employees Employee Orientation Training Needs Analysis Training Methods Supporting the Training Process In Conclusion: Why Does It Matter? Management Challenges Management Portfolio CLOSING CASE Rebranding McJobs 13 Motivating and Rewarding Employee Performance MARS Model of Individual Behavior and Results Motivation Ability Role Perceptions Situational Factors Using MARS to Diagnose Employee Disengagement Motivating Employees: A Three-Part Process Part 1: Managing Motivation through Drives and Needs Maslow’s Needs Hierarchy Theory Learned Needs Theory Four-Drive Theory Part 2: Managing Motivation through Goals, Expectations, and Feedback Goal Setting and Feedback Expectancy Theory of Motivation Part 3: Managing Motivation through Extrinsic and Intrinsic Rewards Motivating Employees through Extrinsic Rewards Membership- and Seniority-Based Rewards Job Status–Based Rewards Competency-Based Rewards Performance-Based Rewards Nonfinancial Rewards Improving Performance Appraisals Rewarding Employees Equitably Motivating Employees through Intrinsic Rewards Job Characteristics Model Motivating Employees through Job Enrichment Motivating Employees through Empowerment In Conclusion: Why Does It Matter? Management Challenges Management Portfolio CLOSING CASE Buddy’s Snack Company 14 Managing Employee Attitudes and Well-Being Emotions in the Workplace Emotions, Attitudes, and Behavior Cognitive Dissonance Job Satisfaction Job Satisfaction and Work Behavior Job Satisfaction and Performance Job Satisfaction and Customer Satisfaction Organizational Commitment Watch Out for Continuance Commitment! Building Organizational Commitment Work-Related Stress and Its Management General Adaptation Syndrome Consequences of Distress Stressors: The Sources of Stress Managing Work-Related Stress Work–Life Balance Personality Effects on Attitudes and Well-Being The Big Five Personality Dimensions Effects of Personality on Emotions and Attitudes Effects of Personality on Stress and Well-Being Effects of Personality on Performance Effects of Personality on Career Satisfaction In Conclusion: Why Does It Matter? Management Challenges Management Portfolio CLOSING CASE Rough Seas on the LINK650 15 Managing through Power, Influence, and Negotiation Power in Organizations Sources of Power Formal Hierarchical Position Expertise Control over Information Networks of Allies Individual Attributes Contingencies of Power Influence Influence Tactics Consequences and Contingencies Negotiation: The Art of Conflict Resolution Bargaining Zone Model of Negotiations Negotiating Effectively In Conclusion: Why Does It Matter? Management Challenges Management Portfolio CLOSING CASE The Rise and Fall of Mike Sears 16 Effective Leadership Managing and Leading What Makes an Effective Leader? The Power–Influence Perspective The Competency (Trait) Perspective Strategic Thinking Achievement Motivation Power Motivation Charisma Emotional Intelligence Limitations and Implications The Behavior Perspective The Contingency Perspective Fiedler’s Contingency Theory Path–Goal Theory Leadership Substitutes Transformational Leadership Elements of Transformational Leadership Evaluating Transformational Leadership Gender Differences in Leadership In Conclusion: Why Does It Matter? Management Challenges Management Portfolio CLOSING CASE A.G. Lafley 17 Communication The Communication Process Communication Channels Verbal Communication Nonverbal Communication Selecting the Best Communication Channel Organizational Communication Formal Communication Channels Informal Communication Channels Communication Barriers and Breakdowns (Noise) Perceptions Filtering Language Barriers Information Overload Cultural Differences Gender Differences Improving Communication Match Media to Messages Reduce Information Overload Get Your Message Across Engage in Active Listening Proactively Use the Grapevine Communicate Directly with Employees Facilitate Communication through Workspace Design In Conclusion: Why Does It Matter? Management Challenges Management Portfolio CLOSING CASE The Challenger Disaster Part 5 Change 18 Managing Innovation and Change Paradigm Shifts Natural Limits to Technology Disruptive Technology New Business Model Punctuated Equilibrium Organizational Inertia Cognitive Schemata Internal Political Constraints Organizational Culture Commitments and Capabilities External Institutional Constraints Organizational Change Leadership Committed to Change Unfreezing the Organization Moving the Organization Refreezing the Organization Failed Change Efforts and the Secret of Success Driving Innovation New Product Failures Generating Successful Innovations In Conclusion: Why Does It Matter? Management Challenges Management Portfolio CLOSING CASE Transforming Reuters Glossary Index