Cover
Management: Leading & Collaborating in a Competitive World
Dedication
About the Authors
Preface
Acknowledgments
Brief Contents
Contents
Part One: Foundation of Management
Chapter 1: Managing and Performing
Management in Action MANAGERÕS BRIEF
Managing in a Competitive World
Globalization
Technological Change
Knowledge Management
Spotlight on . . . : Making Decisions with Technology
Collaboration
Managing for Competitive Advantage
Innovation
Quality
Service
Speed
Cost Competitiveness
Sustainability
Delivering All Types of Performance
The Functions of Management
SPOTLIGHT ON . . . : Business for the Better
Planning: Delivering Strategic Value
Organizing: Building a Dynamic Organization
Leading: Mobilizing People
Controlling: Learning and Changing
Management in Action PROGRESS REPORT
Performing All Four Management Functions
Management Levels and Skills
Top-Level Managers
Middle-Level Managers
Frontline Managers
Working Leaders with Broad Responsibilities
Must-Have Management Skills
You and Your Career
Be Both a Specialist and a Generalist
Be Self-Reliant
Connect with People
Actively Manage Your Relationship with Your Organization
Survive and Thrive
Management in Action ONWARD
Key Terms
Retaining What You Learned
Discussion Questions
Experiential Exercises
Concluding Case
APPENDIX A
DISCUSSION QUESTIONS
Experiential Exercises
University System Analysis Worksheet
Chapter 2: The External and Internal Environments
Management in Action MANAGERÕS BRIEF
The Macroenvironment
The Economy
Technology
Laws and Regulations
Demographics
Spotlight on . . . : Combating Climate Change
Sustainability and the Natural Environment
The Competitive Environment
Competitors
New Entrants
Substitutes and Complements
Suppliers
Customers
Management in Action PROGRESS REPORT
Environmental Analysis
Environmental Scanning
Scenario Development
Forecasting
Benchmarking
Actively Managing the External Environment
Selecting Your Environment
Influencing Your Environment
Adapting to the Environment: Changing the Organization
Choosing an Approach
The Internal Environment: Your OrganizationÕs Culture
Organization Culture
Take Charge of Your Career
Management in Action ONWARD
Key Terms
Retaining What You Learned
Discussion Questions
Experiential Exercises
Concluding Case
Chapter 3: Managerial Decision Making
Management in Action MANAGER'S BRIEF
Characteristics of Managerial Decisions
Lack of Structure
Uncertainty
Risk
Take Charge of Your Career
Conflict
The Phases of Decision Making
Identifying and Diagnosing the Problem
Generating Alternative Solutions
Evaluating Alternatives
Making the Choice
Implementing the Decision
Evaluating the Decision
The Best Decision
Barriers to Effective Decision Making
Psychological Biases
Time Pressures
Social Realities
SPOTLIGHT ON . . . : Predictive Analytics: Helping Businesses Make Decisions
Management in Action PROGRESS REPORT
Decision Making in Groups
Potential Advantages of Using a Group
Potential Problems of Using a Group
Managing Group Decision Making
Leadership
Constructive Disagreement
Encouraging Creativity
Brainstorming
Organizational Decision Making
Constraints on Decision Makers
Organizational Decision Processes
Decision Making in a Crisis
Management in Action ONWARD
Key Terms
Retaining What You Learned
Discussion Questions
Experiential Exercises
Concluding Case
PART ONE SUPPORTING CASE
Part Two: Planning: Delivering Strategic Value
Chapter 4: Planning and Strategic Management
Management in Action MANAGER'S BRIEF
An Overview of Planning Fundamentals
The Basic Planning Process
Spotlight on . . . : Novo Nordisk Monitors Progress with Its Triple Bottom Line
Management in Action PROGRESS REPORT
Levels of Planning
Strategic Planning
Tactical and Operational Planning
Aligning Tactical, Operational, and Strategic Planning
Strategic Planning
Step 1: Establishing Mission, Vision, and Goals
Step 2: Analyzing External Opportunities and Threats
Step 3: Analyzing Internal Strengths and Weaknesses
Spotlight on . . . : Managing TechnologyÕs Impact
Step 4: SWOT Analysis and Strategy Formulation
Step 5: Strategy Implementation
Management in Action Onward
Step 6: Strategic Control
Key Terms
Retaining What You Learned
Discussion Questions
Experiential Exercises
Concluding Case
Chapter 5: Ethics, Corporate Responsibility, and Sustainability
Management in Action MANAGER'S BRIEF
ItÕs a Big Issue
ItÕs a Personal Issue
Ethics
Ethical Systems
Business Ethics
The Ethics Environment
SPOTLIGHT ON . . . : Digital Monitoring Can Help Ensure Ethics
Ethical Decision Making
Courage
Management in Action PROGRESS REPORT
Corporate Social Responsibility
Contrasting Views
Take Charge of Your Career
Reconciliation
The Natural Environment and Sustainability
SPOTLIGHT ON . . . : A College Built by and for the Poor
A Risk Society
Sustainable Growth
Environmental Agendas for the Future
Management in Action ONWARD
Key Terms
Retaining What You Learned
Discussion Questions
Experiential Exercises
Concluding Case
Chapter 6: International Management
Management in Action MANAGER'S BRIEF
Managing in Our Global Economy
International Challenges and Opportunities
Outsourcing and Jobs
The Geography of Business
Western Europe
Asia: China and India
The Americas
Africa and the Middle East
Global Strategy
Pressures for Global Integration
Pressures for Local Responsiveness
Choosing a Global Strategy
Management in Action PROGRESS REPORT
Entry Mode
Exporting
Licensing
Franchising
Joint Ventures
Wholly Owned Subsidiaries
Working Overseas
Skills of the Global Manager
Understanding Cultural Issues
Lessons from Global Research
Mutual Adjustments
Take Charge of Your Career
SPOTLIGHT ON . . . : Global Email Etiquette
Ethical Challenges in International Management
Management in Action ONWARD
Key Terms
Retaining What You Learned
Discussion Questions
Experiential Exercises
Concluding Case
Chapter 7: Entrepreneurship
Management in Action MANAGER'S BRIEF
Entrepreneurship
Why Become an Entrepreneur?
What Does It Take to Succeed?
What Business Should You Start?
Spotlight on . . . : Entrepreneurship in Senegal Fights Poverty
Spotlight on . . . : Worldwide Competition for Student Social Entrepreneurs
What Does It Take, Personally?
Success and Failure
Management in Action PROGRESS REPORT
Spotlight on . . . : Crowdfunding
Common Management Challenges
Take Charge of Your Career
Increasing Your Chances of Success
Spotlight on . . . : Tech Start-Ups
Corporate Entrepreneurship
Building Support for Your Idea
Building Intrapreneurship
Management Challenges
Entrepreneurial Orientation
MANAGEMENT IN ACTION ONWARD
Key Terms
Retaining What You Learned
Discussion Questions
Experiential Exercises
Concluding Case
PART TWO SUPPORTING CASE
APPENDIX B
Part Three: Organizing: Building a Dynamic Organization
Chapter 8: Organization Structure
Management in Action MANAGER'S BRIEF
Fundamentals of Organizing
Differentiation
Integration
The Vertical Structure
Authority in Organizations
Hierarchical Levels
Span of Control
Delegation
The High-Involvement Organization
The Horizontal Structure
The Functional Organization
SPOTLIGHT ON . . . : KivaÕs Functional Structure
The Divisional Organization
Management in Action PROGRESS REPORT
The Matrix Organization
The Network Organization
Take Charge of Your Career
Organizational Integration
Coordination by Standardization
Coordination by Plan
Coordination by Mutual Adjustment
Coordination and Communication
Looking Ahead
Management in Action ONWARD
Key Terms
Retaining What You Learned
Discussion Questions
Experiential Exercises
Concluding Case
Chapter 9: The Adaptive Organization
Management in Action MANAGER'S BRIEF
The Responsive Organization
Adaptive Strategy
Organizing around Core Capabilities
Strategic Alliances
Management in Action PROGRESS REPORT
Decentralization
Organizational Size and Agility
The Case for Big
The Case for Small
Being Big and Small
Spotlight on . . . : Scaling and Increasing the Impact of Social Enterprises
Downsizing
Customers and the Responsive Organization
Customer Relationship Management
Quality Initiatives
Spotlight on . . . : Social CRM
Technology and Organizational Agility
Technology Configurations
Flexible Manufacturing
Organizing for Speed: Time-Based Competition
Final Thoughts on Organizational Agility
Management in Action ONWARD
Key Terms
Retaining What You Learned
Discussion Questions
Experiential Exercises
Concluding Case
Chapter 10: Human Resource Management
Management in Action MANAGER'S BRIEF
Strategic Human Resource Management
The HR Planning Process
Spotlight on . . . : Social Consciousness: A Recruiting Strategy
Job Analysis
Staffing
Recruitment
Selection
Spotlight on . . . : Care with Social Media
Workforce Reductions
Developing the Workforce
Training and Development
Overview of the Training Process
Types of Training
Performance Appraisal
Management in Action PROGRESS REPORT
What Do You Appraise?
Who Should Do the Appraisal?
How Should You Give People Feedback?
Designing Reward Systems
Pay Decisions
Incentive Systems
Executive Pay and Stock Options
Employee Benefits
Equal Pay and Comparable Worth
Health and Safety
Take Charge of Your Career
Labor Relations
Labor Laws
Unionization
What Does the Future Hold?
Management in Action onward
Key Terms
Retaining What You Learned
Discussion Questions
Experiential Exercises
Concluding Case
Chapter 11: Cultivating Diversity and Inclusiveness
Management in Action MANAGER'S BRIEF
Diversity: A Brief History
Multicultural Organizations
A Changing Workforce
Advantage through Diversity
Attracting, Motivating, and Retaining Employees
Understanding Differentiated Markets
Creative Problem Solving
Organizational Flexibility
Diversity Challenges
Management in Action progress report
Cultivating Inclusiveness
Top ManagementÕs Commitment and Leadership
Organizational Assessment
Spotlight on . . . : Using Ai to Increase Diversity
Take Charge of Your Career
Management in Action ONWARD
Key Terms
Retaining What You Learned
Discussion Questions
Experiential Exercises
Concluding Case
PART THREE SUPPORTING CASE
Part Four: Leading: Mobilizing People
Chapter 12: Leadership
Management in Action MANAGER'S BRIEF
What Do We Want from Our Leaders?
Vision
Management in Action PROGRESS REPORT
Leading and Managing
Leading and Following
Power and Leadership
Sources of Power
Traditional Approaches to Understanding Leadership
Leader Traits
Leader Behaviors
The Effects of Leader Behavior
Situational Approaches to Leadership
Contemporary Perspectives on Leadership
Charismatic Leadership
Transformational Leadership
Many Opportunities to Lead
Spotlight on . . . : Disaster-Resilient Homes
A Note on Courage
Developing Your Leadership Skills
How Do I Start?
Spotlight on . . . : How AI Affects Leadership
What Are the Keys?
Take Charge of Your Career
Management in Action ONWARD
Key Terms
Retaining What You Learned
Discussion Questions
Experiential Exercises
Concluding Case
Chapter 13: Motivating for Performance
Management in Action MANAGER'S BRIEF
Motivating for Performance
Setting Goals
Goals That Motivate
Stretch Goals
Limitations of Goal Setting
Set Your Own Goals
Reinforcing Performance
(Mis)Managing Rewards and Punishments
Managing Mistakes
Providing Feedback
Performance-Related Beliefs
The Effort-to-Performance Link
The Performance-to-Outcome Link
Impact on Motivation
Managerial Implications of Expectancy Theory
Management in Action PROGRESS REPORT
Understanding PeopleÕs Needs
MaslowÕs Needs
AlderferÕs ERG Theory
McClellandÕs Needs
DonÕt Forget: People Can Differ
Designing Motivating Jobs
SPOTLIGHT ON . . . : Using Duty as a Source of Motivation
Job Rotation, Enlargement, and Enrichment
HerzbergÕs Two-Factor Theory
The Hackman and Oldham Model of Job Design
Take Charge of Your Career
Empowerment and Engagement
Achieving Fairness
Assessing Equity
Restoring Equity
Procedural Justice
SPOTLIGHT ON . . . : Using Technology to Motivate
Employee Satisfaction and Well-Being
Quality of Work Life
Psychological Contracts
Management in Action Onward
Key Terms
Retaining What You Learned
Discussion Questions
Experiential Exercises
Concluding Case
Chapter 14: Teamwork
Management in Action MANAGER'S BRIEF
The Contributions of Teams
Types of Teams
Self-Managed Teams
Management in Action PROGRESS REPORT
How Groups Become Real Teams
Group Processes
Critical Periods
SPOTLIGHT ON . . . : Global Virtual Teamwork
Teaming Challenges
Why Groups Sometimes Fail
Building Effective Teams
Performance Focus
Take Charge of Your Career
Motivating Teamwork
SPOTLIGHT ON . . . : Co-workingÑIs it Here to Stay?
Member Contributions
Norms
Roles
Cohesiveness
Building Cohesiveness and High-Performance Norms
Managing Lateral Relationships
Lateral Role Relationships
Managing Conflict
Conflict Styles
Virtual and E-conflict
Being a Mediator
Management in Action ONWARD
Key Terms
Retaining What You Learned
Discussion Questions
Experiential Exercises
CONCLUDING CASE
Chapter 15: Communicating
Management in Action MANAGER'S BRIEF
Interpersonal Communication
One-Way versus Two-Way Communication
Communication Pitfalls
Verbal and Written Channels
Digital Communication and Social Media
SPOTLIGHT ON . . . : AI: Help or Hindrance in Communicating?
Media Richness
Management in Action PROGRESS REPORT
Improving Communication Skills
Improving Sender Skills
Take Charge of Your Career
SPOTLIGHT ON . . . : Communicating to Create Change
Improving Receiver Skills
Organizational Communication
Downward Communication
Upward Communication
Horizontal Communication
Informal Communication
Transparency
Management in Action ONWARD
Key Terms
Retaining What You Learned
Discussion Questions
Experiential Exercises
Concluding Case
PART FOUR SUPPORTING CASE
Part Five: Controlling: Learning and Changing
Chapter 16: Managerial Control
Management in Action MANAGER'S BRIEF
Bureaucratic Control Systems
The Control Cycle
SPOTLIGHT ON . . . : Measuring Social Impact
SPOTLIGHT ON . . . : More Thorough and Timely Performance Reviews
Take Charge of Your Career
Approaches to Bureaucratic Control
Management Audits
Budgetary Controls
Financial Controls
Problems with Bureaucratic Control
Management in Action PROGRESS REPORT
Designing Effective Control Systems
The Other Controls: Markets and Clans
Market Control
Clan Control: Empowerment and Culture
Management in Action ONWARD
Key Terms
Retaining What You Learned
Discussion Questions
Experiential Exercises
Concluding Case
Chapter 17: Managing Technology and Innovation
Management in Action MANAGER'S BRIEF
Technology and Innovation
Technology Life Cycle
SPOTLIGHT ON . . . : Technologies vs Unconscious Biases
Diffusion of Technological Innovations
SPOTLIGHT ON . . . : Providing Clean Water via ÒWater ATMsÓ
Technology Leadership and Followership
Technology Leadership
Technology Followership
Assessing Technology Needs
Measuring Current Technologies
Assessing External Technological Trends
Making Technology Decisions
Anticipated Market Receptiveness
Technological Feasibility
Economic Viability
Anticipated Capability Development
Organizational Suitability
Management in Action PROGRESS REPORT
Sourcing and Acquiring New Technologies
Internal Development
Purchase
Contracted Development
Licensing
Technology Trading
Research Partnerships and Joint Ventures
Acquiring Ownership
SPOTLIGHT ON . . . : Science + Business = Limitless Possibilities?
Organizing for Innovation
C-Level Executives
Innovation Culture
Management in Action ONWARD
Development Projects
Key Terms
Retaining What You Learned
Discussion Questions
Experiential Exercises
Concluding Case
Chapter 18: Creating and Leading Change
Management in Action MANAGER'S BRIEF
Achieving Excellence
Sustainable, Great Futures
The Tyranny of the Or
The Genius of the And
Sustaining Greatness
Organization Development
Managing Change
Motivating People to Change
A General Model for Managing Resistance
Enlisting Cooperation
Management in Action PROGRESS REPORT
Harmonizing Multiple Changes
Leading Change
Shaping the Future
Thinking about the Future
Creating the Future
SPOTLIGHT ON . . . : Leveraging AI to Build a Better Future
Growth Opportunities
Shaping Your Own Future
Learning and Leading: Leaning into the Future
A Collaborative, Sustainable Future?
Management in Action ONWARD
Key Terms
Retaining What You Learned
Discussion Questions
Experiential Exercises
Concluding Case
PART FIVE SUPPORTING CASE
Glossary/Subject Index
Name Index
