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• Title Page
• Copyright Page
• Brief Contents
• Contents
• Preface
• About the Authors
• Part 1 Introduction
• Chapter 1 Managing Today
• Who Are Managers and Where Do They Work?
• What Three Characteristics Do All Organizations Share?
• How Are Managers Different from Nonmanagerial Employees?
• What Titles Do Managers Have?
• Classic Concepts in Today’s Workplace
• What Is Management?
• 3 Ways To Look At What Managers Do
• 4 Functions Approach
• Management Roles Approach
• Skills and Competencies
• Is the Manager’s Job Universal?
• Why Study Management?
• Making Ethical Decisions inToday’s Workplace
• What Factors Are Reshaping and Redefining Management?
• Why Are Customers Important to the Manager’s Job?
• Managing Technology In Today’s Workplace Is It Still Managing When What You’re Managing Are Rob
• Why Is Innovation Important to the Manager’s Job?
• Importance of Social Media to the Manager’s Job
• Importance of Sustainability to the Manager’s Job
• What Employability Skills Are Critical for Getting and Keeping a Job?
• Wrapping It Up . . .
• Knowing: Getting Ready for Exams and Quizzes
• Chapter Summary By Learning Outcome
• Discussion Questions
• Applying:Getting Ready for the Workplace
• Management Skill Builder Becoming Politically Adept
• Experiential Exercise
• Case Application #1—Training Better Managers . . . Now at Walmart
• Case Application #2—Managing without Managers
• Case Application #3—Destroying the World
• Endnotes
• History Module: A Brief History of Management’s Roots
• Early Management
• Classical Approaches
• Other Early Twentieth-Century Contributors: A DiversityPerspective
• Behavioral Approach
• Quantitative Approach
• Contemporary Approaches
• Endnotes
• Chapter 2 The Manager as Decision Maker
• How Do Managers Make Decisions?
• What Defines a Decision Problem?
• What Is Relevant in the Decision-making Process?
• How Does the Decision Maker Weight the Criteria and Analyze Alternatives?
• What Determines the Best Choice?
• What Happens in Decision Implementation?
• What Is the Last Step in the Decision Process?
• What Common Errors Are Committed in the Decision-making Process?
• What Are The 3 Approaches Managers Can Use To Make Decisions?
• Rational Model
• Bounded Rationality
• Classic Concepts in Today’s Workplace
• Intuition and Managerial Decision Making
• Managing Technology in Today’s Workplace Making Better Decisions With Technology
• What Types of Decisions and Decision-making Conditions Do Managers Face?
• How Do Problems Differ?
• How Does a Manager Make Programmed Decisions?
• How Do Nonprogrammed Decisions Differ from Programmed Decisions?
• How Are Problems, Types of Decisions, and Organizational Level Integrated?
• What Decision-making Conditions Do Managers Face?
• How Do Groups Make Decisions?
• What Are the Advantages and Disadvantages of Group Decision Making?
• When Are Groups Most Effective?
• Making Ethical Decisions inToday’s Workplace
• How Can You Improve Group Decision Making?
• What Contemporary Decision-making Issues Do Managers Face?
• How Does National Culture Affect Managers’ Decision Making?
• Why Are Creativity and Design Thinking Important in Decision Making?
• How Is Big Data Changing the Way Managers Make Decisions?
• Knowing: Getting Ready for Exams and Quizzes
• Chapter Summary by Learning Outcome
• Discussion Questions
• Applying: Getting Ready for the Workplace
• Management Skill Builder Being A Creative Decision Maker
• Experiential Exercise
• Case Application #1—Big Brown Numbers
• Case Application #2—The Business of Baseball
• Case Application #3—Slicing the Line
• Endnotes
• Quantitative Module: Quantitative Decision-Making Tools
• Payoff Matrices
• Decision Trees
• Break-even Analysis
• Linear Programming
• Queuing Theory
• Economic Order Quantity Model
• Chapter 3 Important Managerial Issues
• What Is Globalization and How Does It Affect Organizations?
• What Does It Mean to Be “global”?
• How Do Organizations Go Global?
• What Are The Different Types Of Global Organizations?
• What Do Managers Need to Know About Managing in a Global Organization?
• Classic Concepts in Today’s Workplace
• What Does Society Expect from Organizations and Managers?
• How Can Organizations Demonstrate Socially Responsible Actions?
• Should Organizations Be Socially Involved?
• What Is Sustainability and Why Is It Important?
• Making Ethical Decisions in Today’sWorkplace
• What Factors Determine Ethical and Unethical Behavior?
• In What Ways Can Ethics Be Viewed?
• How Can Managers Encourage Ethical Behavior?
• Managing Technology in Today’s Workplace The Ethics of Data Analytics
• Knowing: Getting Ready for Exams and Quizzes
• Chapter Summary by Learning Outcome
• Discussion Questions
• Applying: Getting Ready for the Workplace
• Management Skill Builder Building High Ethical Standards
• Experiential Exercise
• Case Application #1—Global Control
• Case Application #2—Serious About Sustainability?
• Case Application #3—Flagrant Foul
• Endnotes
• Part 2 Planning
• Chapter 4 The Management Environment
• What Is the External Environment and Why Is It Important?
• What Is the Economy Like Today?
• Classic Concepts in Today’s Workplace
• What Role Do Demographics Play?
• How Does the External Environment Affect Managers?
• Managing Technology in Today’s Workplace Can Technology Improve the Way Managers Manage?
• Making Ethical Decisions inToday’s Workplace
• What Is Organizational Culture?
• Dimensions of Organizational Culture
• How Does Organizational Culture Affect Managers?
• How Does Culture Affect What Employees Do?
• How Does Culture Affect What Managers Do?
• What Are Current Issues in Organizational Culture?
• Creating a Customer-responsive Culture
• Creating an Innovative Culture
• Creating a Sustainability Culture
• Creating an Ethical Culture
• Creating a Learning Culture
• Knowing: Getting Ready for Exams and Quizzes
• Chapter Summary by Learning Outcome
• Discussion Questions
• Applying: Getting Ready for the Workplace
• Management Skill Builder Understanding Culture
• Experiential Exercise
• Case Application #1—Bad Ride. Bumpy Ride.
• Case Application #2—Not Sold Out
• Case Application #3—Extreme Openness
• Endnotes
• Chapter 5 Managing Change and Innovation
• What Is Change and How Do Managers Deal with It?
• Why Do Organizations Need to Change?
• Who Initiates Organizational Change?
• How Does Organizational Change Happen?
• Classic Concepts in Today’s Workplace
• How Do Managers Manage Resistance to Change?
• Why Do People Resist Organizational Change?
• What Are Some Techniques for Reducing Resistance to Organizational Change?
• What Reaction Do Employees Have To Organizational Change?
• What Is Stress?
• What Causes Stress?
• How Can Managers Encourage Innovation in an Organization?
• How Are Creativity and Innovation Related?
• What’s Involved in Innovation?
• Managing Technology In Today’s Workplace Helping Innovation Flourish
• How Can a Manager Foster Innovation?
• How Does Design Thinking Influence Innovation?
• What Is Disruptive Innovation and Why Is Managing It So Important?
• Making Ethical Decisions in Today’sWorkplace
• What Is Disruptive Innovation?
• Why Is Disruptive Innovation Important?
• What Are the Implications of Disruptive Innovation?
• Knowing: Getting Ready for Exams and Quizzes
• Chapter Summary By Learning Outcome
• Discussion Questions
• Applying: Getting Ready for the Workplace
• Management Skill Builder Stress Management
• Experiential Exercise
• Case Application #1—Defeating The System
• Case Application #2—The Next Big Thing
• Case Application #3—Time To Change?
• Endnotes
• Entrepreneurship Module: Managing Entrepreneurial Ventures
• What Is the Context of Entrepreneurship and Why Is It Important?
• What Is Entrepreneurship?
• Is Entrepreneurship Different from Self-employment?
• Classic Concepts in Today’s Workplace
• Who’s Starting Entrepreneurial Ventures?
• Why Is Entrepreneurship Important?
• What Do Entrepreneurs Do?
• What Happens In The Entrepreneurial Process?
• Exploring the Entrepreneurial Context
• Identifying Opportunities and Possible Competitive Advantages
• Starting the Venture
• Managing the Venture
• What Social Responsibility and Ethics Issues Face Entrepreneurs?
• What’s Involved in Planning New Ventures?
• What Initial Efforts Must Entrepreneurs Make?
• How Should Entrepreneurs Research the Venture’s Feasibility?
• What Planning Do Entrepreneurs Need to Do?
• What Additional Planning Considerations Do Entrepreneurs Need to Address?
• What’s Involved in Organizing an Entrepreneurial Venture?
• What Are the Legal Forms of Organization for Entrepreneurial Ventures?
• What Type of Organizational Structure Should Entrepreneurial Ventures Use?
• What Human Resource Management Issues Do Entrepreneurs Face?
• Managing Technology In Today’s Workplace Startup Ideas: Cashing in on Technology
• What’s Involved in Leading an Entrepreneurial Venture?
• What Type of Personality Characteristics Do Entrepreneurs Have?
• How Can Entrepreneurs Motivate Employees?
• How Can Entrepreneurs Be Leaders?
• Making Ethical Decisions inToday’s Workplace
• What’s Involved in Controlling an Entrepreneurial Venture?
• How Is Growth Managed?
• How Are Downturns Managed?
• What’s Involved with Exiting the Venture?
• Why Is It Important to Think About Managing Personal Challenges as an Entrepreneur?
• Experiential Exercise
• Endnotes
• Chapter 6 Planning and Goal Setting
• What Is Planning and Why Do Managers Need to Plan?
• Why Should Managers Formally Plan?
• What Are Some Criticisms of Formal Planning and How Should Managers Respond?
• Does Formal Planning Improve Organizational Performance?
• What Do Managers Need to Know About Strategic Management?
• What Is Strategic Management?
• Why Is Strategic Management Important?
• What Are the Steps in the Strategic Management Process?
• What Strategies Do Managers Use?
• Corporate Strategy
• Competitive Strategy
• Functional Strategy
• What Strategic Weapons Do Managers Have?
• Making Ethical Decisions in Today’sWorkplace
• How Do Managers Set Goals and Develop Plans?
• What Types of Goals Do Organizations Have and How Do They SetThose Goals?
• Classic Concepts in Today’s Workplace
• What Types of Plans Do Managers Use and How Do They Develop Those Plans?
• What Contemporary Planning Issues Do Managers Face?
• How Can Managers Plan Effectively in Dynamic Environments and in Crisis Situations?
• How Can Managers Use Environmental Scanning?
• Managing Technology in Today’s Workplace Using Social Media for Environmental Scanning
• Knowing: Getting Ready for Exams and Quizzes
• Chapter Summary by Learning Outcome
• Discussion Questions
• Applying: Getting Ready for the Workplace
• Management Skill Builder Being A Good Goal Setter
• Experiential Exercise
• Case Application #1—Fast Fashion
• Case Application #2—Mapping a New Direction
• Case Application #3—Using Tech to Sell Pizza
• Discussion Questions
• Endnotes
• Part 3 Organizing
• Chapter 7 Structuring and Designing Organizations
• What Are the Six Key Elements in Organizational Design?
• 1 What Is Work Specialization?
• 2 What Is Departmentalization?
• 3 What Are Authority and Responsibility?
• 4 What Is Span of Control?
• 5 How Do Centralization and Decentralization Differ?
• 6 What Is Formalization?
• What Contingency Variables Affect Structural Choice?
• Mechanistic or Organic
• Strategy → Structure
• Size → Structure
• Technology → Structure
• Environment → Structure
• Classic Concepts in Today’s Workplace
• What Are Some Common Organizational Designs?
• What Traditional Organizational Designs Can Managers Use?
• What Contemporary Organizational Designs Can Managers Use?
• What Are Today’s Organizational Design Challenges?
• How Do You Keep Employees Connected?
• How Do Global Differences Affect Organizational Structure?
• Making Ethical Decisions in Today’sWorkplace
• How Do You Build a Learning Organization?
• How Can Managers Design Efficient and Effective Flexible Work Arrangements?
• Managing Technology in Today’s Workplace The Changing World of Work
• Knowing: Getting Ready for Exams and Quizzes
• Chapter Summary by Learning Outcome
• Discussion Questions
• Applying: Getting Ready for the Workplace
• Management Skill Builder Increasing Your Power
• Experiential Exercise
• Case Application #1—Turbulence At United Air
• Case Application #2—Lift Off
• Case Application #3—A New Kind Of Structure
• Endnotes
• Chapter 8 Managing Human Resources and Diversity
• What Is the Human Resource Management Process and What Influences It?
• What Is the Legal Environment of Hrm?
• Classic Concepts in Today’s Workplace
• How Do Managers Identify and Select Competent Employees?
• Making Ethical Decisions in Today’sWorkplace
• 1 What Is Employment Planning?
• 2a How Do Organizations Recruit Employees?
• 2b How Does a Manager Handle Layoffs?
• 3 How Do Managers Select Job Applicants?
• How Are Employees Provided with Needed Skills and Knowledge?
• How Are New Hires Introduced to the Organization?
• Managing Technology in Today’s Workplace Social and Digital Hr
• What Is Employee Training?
• Keeping Great People: Two Ways Organizations Do This
• Performance Management System
• Compensating Employees: Pay and Benefits
• What Contemporary Hrm Issues Face Managers?
• How Can Managers Manage Downsizing?
• What Is Sexual Harassment?
• How Are Organizations and Managers Adapting to a Changing Workforce?
• How Can Workforce Diversity and Inclusion Be Managed?
• What Is Workforce Diversity?
• What Types of Diversity Are Found in Workplaces?
• How Does Workforce Diversity and Inclusion Affect Hrm?
• What About Inclusion?
• Knowing: Getting Ready for Exams and Quizzes
• Chapter Summary By Learning Outcome
• Discussion Questions
• Applying: Getting Ready for the Workplace
• Management Skill Builder Providing Good Feedback
• Experiential Exercise
• Case Application #1—Race Relations
• Case Application #2—Résumé Regrets
• Case Application #3—Spotting Talent
• Endnotes
• Professionalism Module: Professionalism and Employability
• What Is Professionalism?
• How Can I Show My Professionalism?
• How Can I Have a Successful Career?
• Assess Your Personal Strengths and Weaknesses
• Identify Market Opportunities
• Take Responsibility for Managing Your Own Career
• Develop Your Interpersonal Skills
• Practice Makes Perfect
• Stay Up to Date
• Network
• Stay Visible
• Seek a Mentor
• Leverage Your Competitive Advantage
• Don’t Shun Risks
• It’s Ok to Change Jobs
• Opportunities, Preparation, and Luck = Success
• Endnotes
• Chapter 9 Managing Work Groups and Work Teams
• What Is a Group and What Stages of Development Do Groups Go Through?
• What Is a Group?
• What Are the Stages of Group Development?
• Making Ethical Decisions in Today’s Workplace
• 5 Major Concepts Of Group Behavior
• 1 Roles
• 2a Norms
• 2b Conformity
• 3 Status Systems
• 4 Group Size
• 5 Group Cohesiveness
• Classic Concepts in Today’s Workplace
• How Are Groups Turned into Effective Teams?
• Are Work Groups and Work Teams the Same?
• What Are the Different Types of Work Teams?
• What Makes a Team Effective?
• Managing Technology in Today’s Workplace Keeping Connected: It and Teams
• How Can a Manager Shape Team Behavior?
• What Current Issues Do Managers Face in Managing Teams?
• What’s Involved with Managing Global Teams?
• When Are Teams Not the Answer?
• Knowing: Getting Ready for Exams and Quizzes
• Chapter Summary by Learning Outcome
• Discussion Questions
• Applying: Getting Ready for the Workplace
• Management Skill Builder Developing Your Coaching Skills
• Experiential Exercise
• Case Application #1—Rx: Teamwork
• Case Application #2—Building Better Software Build Teams
• Case Application #3— Employees Managing Themselves—Good Idea Or Not?
• Endnotes
• Part 4 Leading
• Chapter 10 Understanding Individual Behavior
• What Are the Focus and Goals of Organizational Behavior?
• What Is the Focus of Ob?
• What Are the Goals of Organizational Behavior?
• What Role Do Attitudes Play in Job Performance?
• What Are the Three Components of an Attitude?
• What Attitudes Might Employees Hold?
• Do Individuals’ Attitudes and Behaviors Need to Be Consistent?
• What Is Cognitive Dissonance Theory?
• Making Ethical Decisions inToday’s Workplace
• How Can an Understanding of Attitudes Help Managers Be More Effective?
• What Do Managers Need to Know About Personality?
• How Can We Best Describe Personality?
• Managing Technology in Today’s Workplace Increased Reliance on Emotional Intelligence
• Can Personality Traits Predict Practical Work-related Behaviors?
• How Do We Match Personalities and Jobs?
• Do Personality Attributes Differ Across Cultures?
• How Can an Understanding of Personality Help Managers Be More Effective?
• What Is Perception and What Influences It?
• What Influences Perception?
• How Do Managers Judge Employees?
• How Can an Understanding of Perception Help Managers Be More Effective?
• How Do Learning Theories Explain Behavior?
• Operant conditioning
• Social learning theory
• Shaping Behavior
• Classic Concepts in Today’s Workplace
• What Contemporary Ob Issues Face Managers?
• How Do Generational Differences Affect the Workplace?
• How Do Managers Deal with Negative Behavior in the Workplace?
• Knowing: Getting Ready for Exams and Quizzes
• Chapter Summary by Learning Outcome
• Discussion Questions
• Applying: Getting Ready for the Workplace
• Management Skill Builder | Understanding Employee Emotions
• Experiential Exercise
• Case Application #1—Alibaba: Motivation for the Long Haul
• Case Application #2 —Putting Customers Second
• Case Application #3—Adobe’s Advantage
• Discussion Questions
• Endnotes
• Chapter 11 Motivating and Rewarding Employees
• What Is Motivation?
• 4 Early Theories Of Motivation (1950s & 1960s)
• 1 Maslow’s Hierarchy of Needs Theory
• 2 McGregor’s Theory X and Theory Y
• 3 Herzberg’s Two-Factor Theory
• 4 McClelland’s Three-Needs Theory
• How Do the Contemporary Theories Explain Motivation?
• What Is Goal-setting Theory?
• How Does Job Design Influence Motivation?
• Classic Concepts in Today’s Workplace
• What Is Equity Theory?
• How Does Expectancy Theory Explain Motivation?
• How Can We Integrate Contemporary Motivation Theories?
• What Current Motivation Issues Do Managers Face?
• How Can Managers Motivate Employees When the Economy Stinks?
• How Does Country Culture Affect Motivation Efforts?
• How Can Managers Motivate Unique Groups of Workers?
• Making Ethical Decisions in Today’sWorkplace
• How Can Managers Design Appropriate Rewards Programs?
• Managing Technology in Today’s Workplace Individualized Rewards
• Knowing: Getting Ready for Exams and Quizzes
• Chapter Summary by Learning Outcome
• Discussion Questions
• Applying: Getting Ready for the Workplace
• Management Skill Builder Being a Good Motivator
• Experiential Exercise
• Case Application #1—One for the Money . . .
• Case Application #2—Unlimited Vacation Time? Really?
• Case Application #3—Passionate Pursuits
• Endnotes
• Chapter 12 Understanding Leadership
• Who Are Leaders, and What Is Leadership?
• Classic Concepts in Today’s Workplace
• What Do Early Leadership Theories Tell Us About Leadership?
• The Leader What Traits Do Leaders Have?
• The Behaviors What Behaviors Do Leaders Exhibit?
• University Of Iowa
• Ohio State
• University Of Michigan
• Managerial Grid
• What Do the Contingency Theories of Leadership Tell Us?
• What Was the First Comprehensive Contingency Model?
• How Do Followers’ Willingness and Ability Influence Leaders?
• How Participative Should a Leader Be?
• How Do Leaders Help Followers?
• What Is Leadership Like Today?
• What Do the Four Contemporary Views of Leadership Tell Us?
• Making Ethical Decisions in Today’sWorkplace
• What Issues Do Today’s Leaders Face?
• Managing Technology in Today’s Workplace Virtual Leadership
• Why Is Trust the Essence of Leadership?
• A Final Thought Regarding Leadership
• Knowing: Getting Ready for Exams and Quizzes
• Chapter Summary by Learning Outcome
• Discussion Questions
• Applying: Getting Ready for the Workplace
• Management Skill Builder Being A Good Leader
• Experiential Exercise
• Case Application #1—“Success Theater” at General Electric
• Case Application #2—Developing Gen Y Leaders
• Case Application #3—Investing in Leadership
• Endnotes
• Chapter 13 Managing Organizational and Interpersonal Communication
• How Do Managers Communicate Effectively?
• How Does the Communication Process Work?
• Are Written Communications More Effective Than Verbal Ones?
• Is the Grapevine an Effective Way to Communicate?
• How Do Nonverbal Cues Affect Communication?
• Classic Concepts in Today’s Workplace
• What Barriers Keep Communication from Being Effective?
• How Can Managers Overcome Communication Barriers?
• Technology And Managerial Communication
• Networked Communication
• Mobile Communication
• Managing Technology in Today’s Workplace Office of Tomorrow
• What Communication Issues Do Managers Face Today?
• How Do We Manage Communication in an Internet World?
• How Does Knowledge Management Affect Communication?
• What Role Does Communication Play in Customer Service?
• How Can We Get Employee Input and Why Should We?
• Making Ethical Decisions in Today’sWorkplace
• How Do We Have Civil Conversations in the Workplace?
• How Does Workplace Design Affect Communication?
• Why Should Managers Be Concerned with Communicating Ethically?
• Knowing: Getting Ready for Exams and Quizzes
• Chapter Summary by Learning Outcome
• Discussion Questions
• Applying: Getting Ready for the Workplace
• Management Skill Builder Being A Good Listener
• Experiential Exercise
• Case Application #1—#AthletesusingTwitter
• Case Application #2—Banning E-Mail. Banning Voice Mail.
• Case Application #3—Using Social Media for Workplace Communication
• Endnotes
• Part 5 Controlling
• 14 Controlling Work and Organizational Processes
• What Is Control and Why Is It Important?
• What Is Control?
• Why Is Control Important?
• What Takes Place as Managers Control?
• 1 What Is Measuring?
• Making Ethical Decisions inToday’s Workplace
• Classic Concepts in Today’s Workplace
• 2 How Do Managers Compare Actual Performance to Planned Goals?
• 3 What Managerial Action Can Be Taken?
• What Should Managers Control?
• When Does Control Take Place?
• Keeping Track: What Gets Controlled?
• Keeping Track of An Organization’s Finances
• Keeping Track of Organization’s Information
• Keeping Track of Employee Performance
• Keeping Track Using a Balanced Scorecard Approach
• What Contemporary Control Issues Do Managers Confront?
• Do Controls Need to Be Adjusted for Cultural Differences?
• Managing Technology In Today’s Workplace Monitoring Employees
• What Challenges Do Managers Face in Controlling the Workplace?
• Knowing: Getting Ready for Exams and Quizzes
• Chapter Summary by Learning Outcome
• Discussion Questions
• Applying: Getting Ready for the Workplace
• Management Skill Builder Disciplining Difficult Employees
• Experiential Exercise
• Case Application #1—Healthyfast Food?
• Case Application #2—If You Can’t Say Something Nice, Don’t Say Anything At All
• Case Application #3—Goals And Controls
• Endnotes
• Operations Module: Managing Operations
• What Do I Need to Know About Operations Management?
• What Is Operations Management?
• 1 How Do Service and Manufacturing Firms Differ?
• 2 How Do Businesses Improve Productivity?
• 3 What Role Does Operations Management Play in a Company’s Strategy?
• What Is Value Chain Management and Why Is It Important?
• What Is Value Chain Management?
• What Are the Goals of Value Chain Management?
• How Does Value Chain Management Benefit Businesses?
• How Is Value Chain Management Done?
• What Are the Requirements for Successful Value Chain Management?
• What Are the Obstacles to Value Chain Management?
• What Contemporary Issues Do Managers Face in Managing Operations?
• 1 What Role Does Technology Play in Operations Management?
• 2 How Do Managers Control Quality?
• 3 How Are Projects Managed?
• Final Thoughts on Managing Operations
• Endnotes
• Glossary
• Index