Management, Twelfth Canadian Edition

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Note: You are purchasing a standalone product; MyLab Management does not come packaged with this content. Students, if interested in purchasing this title with MyLab Management, ask your instructor for the correct package ISBN and Course ID. Instructors, contact your Pearson representative for more information. Management is a dynamic subject, and a textbook on it should reflect those changes to help prepare students to manage under the current conditions. The twelth Canadian edition of Management has been written to provide students with the best possible understanding of what it means to be a manager confronting change. If you would like to purchase both the physical text and MyLab Management, search for: 0134857968 / 9780134857961 Management, Twelfth Canadian Edition Plus MyManagementLab with Pearson eText -- Access Card Package Package consists of: 0134656873 / 9780134656878 Management, Twelfth Canadian Edition 0134830504 / 9780134830506 MyManagementLab with Pearson eText -- Standalone Access Card -- for Management, Twelfth Canadian Edition Cover Title Page Copyright Page Dedication Brief Contents Contents Preface Acknowledgments About the Authors PART ONE Defining the Manager’s Terrain CHAPTER 1 Introduction to Management and Organizations Why Are Managers Important to an Organization? Who Are Managers and Where Do They Work? Who Is a Manager? Types of Managers Where Do Managers Work? What Are the Functions, Roles, and Skills of Managers? Efficiency and Effectiveness Management Functions Mintzberg’s Managerial Roles and a Contemporary Model of Managing How Is the Manager’s Job Changing? Importance of Customers to the Manager’s Job Importance of Social Media to the Manager’s Job Importance of Innovation to the Manager’s Job Importance of Adaptability to the Manager’s Job Importance of Managing Responsibly Why Study Management? The Universality of Management The Reality of Work Rewards and Challenges of Being a Manager Module 1: Management History Early Management Classical Approach Scientific Management General Administrative Theory Behavioural Approach Quantitative Approach Contemporary Approaches CHAPTER 2 Organizational Culture and the Organizational Environment The Manager: Omnipotent or Symbolic? The Omnipotent View The Symbolic View Reality Suggests a Synthesis The Organization’s Culture What Is Organizational Culture? Strong Cultures Subcultures Where Culture Comes From and How It Continues How Employees Learn Culture How Culture Affects Managers Current Organizational Culture Issues Facing Managers Creating an Ethical Culture Untitled Untitled Creating an Innovative Culture Creating a Customer-Responsive Culture Creating a Culture That Supports Diversity Spirituality and Organizational Culture The Organizational Environment The Economic Environment How the Organizational Environment Affects Managers CHAPTER 3 Managing Diversity Diversity—The Basics What Is Workplace Diversity? Why Is Managing Workforce Diversity So Important? The Changing Workplace Characteristics of the Canadian Population What About Global Workforce Changes? Types of Workplace Diversity Age Gender Race and Ethnicity Disability/Abilities Religion LGBT+: Sexual Orientation and Gender Identity Other Types of Diversity Challenges in Managing Diversity Personal Bias Glass Ceiling Workplace Diversity Initiatives The Legal Aspect of Workplace Diversity Top Management Commitment to Diversity Mentoring Diversity Skills Training Employee Resource Groups CHAPTER 4 Managing in a Global Environment What’s Your Global Perspective? Understanding the Global Environment Regional Trading Alliances Global Trade Mechanisms The World Trade Organization International Monetary Fund and World Bank Group Organisation for Economic Co-operation and Development (OECD) Doing Business Globally Different Types of International Organizations How Organizations Go International Managing in a Global Environment The Legal–Political Environment The Economic Environment The Cultural Environment Global Management in Today’s World CHAPTER 5 Managing Entrepreneurially The Context of Entrepreneurship What Is Entrepreneurship? How Entrepreneurial Ventures Add Value to the Economy The Nature of Opportunities and the Role of Entrepreneurial Managers Why Is Entrepreneurship Important? What Do Entrepreneurs Do? Social Responsibility and Ethical Issues Facing Entrepreneurs The Entrepreneurial Process Start-Up and Planning Issues for an Entrepreneurial Venture Embracing Failure as Learning Researching a Venture’s Feasibility: Generating and Evaluating Ideas Researching a Venture’s Feasibility: Researching Competitors Researching a Venture’s Feasibility: Researching Financing Planning a Venture: Developing a Business Plan Issues in Organizing an Entrepreneurial Venture Organizational Design and Structure Human Resource Management How to Stimulate and Make Changes The Importance of Continuing Innovation Issues in Leading an Entrepreneurial Venture The Entrepreneur as Leader Issues in Controlling an Entrepreneurial Venture Managing Growth Managing Downturns Exiting the Venture CHAPTER 6 Managing Responsibly and Ethically What Is Meant by Socially Responsible Management? From Obligations to Responsiveness to Responsibility The Evolution of Socially Responsible Management Corporate Social Responsibility and Economic Performance Green Management and Sustainability Global Environmental Problems How Organizations Go Green Evaluating Sustainable Management Values-Based Management Purposes of Shared Values Managerial Ethics Factors That Affect Employee Ethics Ethics in an International Context Encouraging Ethical Behaviour CHAPTER 7 Innovation and Adaptability The Context of Innovation and Adaptability Why Build an Adaptable Organization? Innovation Adaptability Forces for Change External Forces Internal Forces Two Views of the Change Process The Calm Waters Metaphor The White-Water Rapids Metaphor Putting the Two Views in Perspective Managing Organizational Change What Is Organizational Change? Types of Change Global Organizational Development Managing Resistance to Change Stimulating Innovation and Adaptability Creativity vs. Innovation Stimulating and Nurturing Innovation and Adaptability Adaptive Organizations Innovation and Design Thinking Changing Organizational Culture Part One: Continuing Case: Starbucks PART TWO Planning CHAPTER 8 Decision Making The Decision-Making Process Step 1: Identify a Problem Step 2: Identify Decision Criteria Step 3: Allocate Weights to Criteria Step 4: Develop Alternatives Step 5: Analyze Alternatives Step 6: Select an Alternative Step 7: Implement the Alternative Step 8: Evaluate Decision Effectiveness The Manager as Decision Maker Making Decisions: Rationality Making Decisions: Bounded Rationality Making Decisions: The Role of Intuition Making Decisions: The Role of Evidence-Based Management Types of Decisions and Decision-Making Conditions Types of Decisions Decision-Making Conditions Decision-Making Styles Linear–Nonlinear Thinking Style Profile Decision-Making Biases and Errors Summing Up Managerial Decision Making Effective Decision Making for Today’s World Guidelines for Effective Decision Making Design Thinking and Decision Making CHAPTER 9 Foundations of Planning The What and Why of Planning What Is Planning? Why Do Managers Plan? Planning and Performance How Do Managers Plan? Goals and Plans Types of Goals Types of Plans Setting Goals and Developing Plans Approaches to Setting Goals Developing Plans Approaches to Planning Contemporary Issues in Planning How Can Managers Plan Effectively in Dynamic Environments? How Can Managers Use Environmental Scanning? CHAPTER 10 Managing Strategically The Importance of Strategic Management What Is Strategic Management? Why Is Strategic Management Important? The Strategic Management Process Step 1: Identify the Organization’s Current Mission, Goals, and Strategies Step 2: Conduct an External Analysis Step 3: Conduct an Internal Analysis Step 4: Formulate Strategies Step 5: Implement Strategies Step 6: Evaluate Results Types of Organizational Strategies Corporate Strategy How Are Corporate Strategies Managed? Creating Strategic Competitive Advantage The Role of Competitive Advantage Competitive Strategies Current Strategic Management Issues The Need for Strategic Leadership The Need for Strategic Flexibility Important Organizational Strategies for Today’s Environment Module 2: Planning and Control Techniques Techniques for Assessing the Environment Environmental Scanning Forecasting Benchmarking Techniques for Allocating Resources Budgeting Scheduling Gantt Charts Breakeven Analysis Linear Programming Contemporary Planning and Control Techniques Project Management Scenario Planning Part Two: Continuing Case: Starbucks PART THREE Organizing CHAPTER 11 Designing Organizational Structure Designing Organizational Structure Work Specialization Departmentalization Chain of Command Span of Control Centralization and Decentralization Formalization Mechanistic and Organic Structures Contingency Factors Affecting Structural Choice Strategy and Structure Size and Structure Technology and Structure Environmental Uncertainty and Structure Traditional Organizational Designs Simple Structure Functional Structure Divisional Structure Contemporary Organizational Designs Team Structures Matrix and Project Structures The Boundaryless Organization Learning Organizations CHAPTER 12 Managers and Communication Understanding Communication What Is Communication? Functions of Communication Methods of Interpersonal Communication Channels for Interpersonal Communication Techniques Effective Interpersonal Communication How Distortions Can Happen in Interpersonal Communication Barriers to Effective Interpersonal Communication Overcoming Barriers to Communication Organizational Communication Formal versus Informal Communication Direction of Communication Flow Organizational Communication Networks Workplace Design and Communication Information Technology and Communication How Information Technology Affects Organizations Privacy Issues Communication Issues in Today’s Organizations Managing Communication in an Internet World Managing the Organization’s Knowledge Resources The Role of Communication in Customer Service Getting Employee Input Communicating Ethically CHAPTER 13 Managing Human Resources The Human Resource Management Process Why Human Resource Management Is Important Human Resources for Non–Human Resource Managers External Factors That Affect the HRM Process Identifying and Selecting Competent Employees Human Resource Planning Recruitment and Decruitment Selection Providing Employees with Needed Skills and Knowledge Employee Orientation Employee Training Retaining Competent and High-Performance Employees Employee Performance Management What Happens When Performance Falls Short? Compensation and Benefits Career Development Contemporary Issues in Managing Human Resources Workforce Diversity Managing Downsizing Managing Sexual Harassment Managing Work–Life Balance Controlling HR Costs Part Three: Continuing Case: Starbucks PART FOUR Leading CHAPTER 14 Leadership Who Are Leaders, and What Is Leadership? Early Leadership Theories Trait Theories Behavioural Theories Contingency Theories of Leadership The Fiedler Model Hersey and Blanchard’s Situational Leadership® Theory Path–Goal Theory Contemporary Views of Leadership Leader–Member Exchange (LMX) Theory Transformational versus Transactional Leadership Charismatic–Visionary Leadership Team Leadership Leadership Issues in the Twenty-First Century Managing Power Developing Trust Providing Ethical Leadership Empowering Employees Leading Across Cultures Becoming an Effective Leader CHAPTER 15 Motivating Employees What Is Motivation? Early Theories of Motivation Maslow’s Hierarchy of Needs Theory McGregor’s Theory X and Theory Y Herzberg’s Two-Factor Theory McClelland’s Three-Needs Theory Contemporary Theories of Motivation Goal-Setting Theory Reinforcement Theory Designing Motivating Jobs Equity Theory Expectancy Theory Integrating Contemporary Theories of Motivation Current Issues in Motivation Motivating in Tough Economic Circumstances Managing Cross-Cultural Motivational Challenges Motivating Unique Groups of Workers Designing Effective Rewards Programs CHAPTER 16 Managing Groups and Teams Groups and Group Development What Is a Group? Stages of Group Development Work Group Performance and Satisfaction External Conditions Imposed on the Group Group Member Resources Group Structure Group Tasks Turning Groups into Effective Teams What Is a Work Team? Types of Work Teams Creating Effective Work Teams Current Challenges in Managing Teams Managing Global Teams Building Team Skills Understanding Social Networks Part Four: Continuing Case: Starbucks PART FIVE Controlling CHAPTER 17 Managerial Controls: Evidence-Based Decision Making What Is Controlling, and Why Is It Important? Why Is Control Important? The Control Process Step 1: Measuring Performance Step 2: Comparing Performance against Standard Summary of Managerial Decisions Controlling for Organizational and Employee Performance Performance Standards Measures of Organizational Performance Tools for Measuring Organizational Performance Feed-Forward Control Concurrent Control Feedback Control Financial Controls Information Controls Balanced Scorecard Contemporary Issues in Control Controlling Customer Interactions Organizational Governance Adjusting Controls for Cross-Cultural Differences and Global Turmoil Emerging Workplace Concerns Module 3: Managing Operations The Role of Operations Management Services and Manufacturing Managing Productivity Strategic Role of Operations Management What Is Value Chain Management, and Why Is It Important? What Is Value Chain Management? Goal of Value Chain Management Benefits of Value Chain Management Managing Operations by Using Value Chain Management Requirements of Value Chain Management Obstacles to Value Chain Management Current Issues in Managing Operations Technology’s Role in Operations Management Quality Initiatives Quality Goals Mass Customization and Lean Organization Part Five: Continuing Case: Starbucks Endnotes Name and Organization Index A B C D E F G H I J K L M N O P Q R S T U V W X Y Z List of Canadian Companies by Province List of International Companies by Country Glossary/Subject Index A B C D E F G H I J L M N O P Q R S T U V W