Management, Twelfth Canadian Edition

✍ Scribed by Stephen P. Robbins; Mary Coulter; Nancy Langton; Ed Leach; Mary Kilfoil

• Year: 2018
• Tongue: English
• Leaves: 605
• Series: Canadian Edition
• Edition: 12
• Category: Library

✦ Synopsis

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

✦ Table of Contents

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
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X
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List of Canadian Companies by Province
List of International Companies by Country
Glossary/Subject Index
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D
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M
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