Management: 01/02

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ISBN: 9780072433401 | 007243340X
Cover: Paperback
Copyright: 11/1/2000

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This reader of public press articles explores the dynamics of management in today's business environment; planning; organizing; directing; controlling; staffing and human resources; and perspectives and trends.

To the Reader

Topic Guide

(2)

Selected World Wide Web Sites

(2)

UNIT 1 Managers, Performance, and the Environment

The four articls in this section examine some of the dynamics of management in today's business environment.

Overview

(2)

A. MANAGEMENT CLASSIC

The Manager's Job: Folklore and Fact

(11)

Henry Mintzberg

This classic essay by Henry Mintzberg replaces the traditional view of management functions--to plan, to coordinate, to organize, and to control--with a look at what managers really do. The true functions of management are interpersonal, informational, and decisional, and require the ability and talent to integrate them.

B. MANAGERS AND MANAGEMENT

The New Frontier: Transformation of Management for the New Millennium

(7)

Michael A. Hitt

Management will be different in the coming century. Stability is a thing of the past and managers are going to have to learn to deal with very rapid change.

C. MANAGEMENT SKILLS, ROLES, AND PERFORMANCE

Organizational Repairs

(7)

Joshua Klayman

Richard P. Larrick

Getting managers to think clearly is now more important than it was in the past, and will be more important in the future than it is today. Addressing ways to get clear thinking from managers is the subject of this article.

D. THE ENVIRONMENT

What Keeps You Up at Night?

(9)

Andy Cohen

Businesses are made up of people and are only as good as those people. Getting and keeping good people, taking advantage of new technology, anticipating new trends in the market, and having more direct contact with customers are just some of the things that contribute to a successful business.

Robin Hood

(1)

Managerial Development

(1)

UNIT 2 Planning

Five articles in this section discuss the elements of decision making, strategic analysis, and strategic management.

Overview

(2)

A. MANAGEMENT CLASSIC

A New Look at Managerial Decision Making

(12)

Victor H. Vroom

There are many ways to make decisions. Selecting the most appropriate is the topic of this classic essay by Victor Vroom.

DECISION SUPPORT SYSTEMS

Throw Out Your Old Business Model

(2)

Heather Green

The watchword for tomorrow's businesses may be to think outside of the traditional business models. As shown here, it is starting in companies that do business online, but it could easily spread to others.

C. STRATEGIC ANALYSIS

Reinventing Intel

(6)

Elizabeth Corcoran

Intel dominates the microchip business, but the future is going to change. The question is, what direction will Intel take?

Timing--The Bedrock of Anticipatory Management

(9)

Stephen C. Harper

When asked why he had been so successful against superior forces during his compaigns in the Civil War, General Forrest, of the Confederate Army, is said to have replied, ``I gets there firstest, with the mostest!'' It still applies, as this article points out.

D. STRATEGIC MANAGEMENT

The Greening of Corporate America

(9)

Harvey Meyer

Reducing pollution and enhancing the environment can be profitable and responsible strategies for organizations. But the really difficult work lies ahead.

The Fairfax County Social Welfare Agency

(1)

NASA Exercise

(1)

UNIT 3 Organizing

In this section, four selections examine how organization impacts on the job of managing. Topics discussed include elements of organization, job design, and what is needed to fundamentally change a business.

Overview

(2)

A. MANAGEMENT CLASSIC

Classifying the Elements of Work

(11)

Frank B. Gilbreth

Lillian M. Gilbreth

Time and motion studies were among the earliest results of Frederick W. Taylor's work. In this selection, two of the pioneers in these studies discuss the ideas upon which time and motion studies are based.

B. ELEMENTS OF ORGANIZATION

Amazon vs. Everybody

(4)

Katrina Brooker

A few years ago, Amazon.com did not exist, but it is now the largest retailer on the Net. It has big plans for further expansion, but the question is, ``When will it make money?''

C. JOB DESIGN

The End of the Job as We Know It

(3)

Caitlin P. Williams

The nature of jobs is changing, perhaps to the point where there simply won't be any more jobs, just things that need to get done and people who will do them, often outside the business.

D. DESIGNING AND CHANGING THE ORGANIZATION

Companies That Get It

(4)

There are companies that have used the Net to great advantage. Here are 10 of them that have been highly successful.

Resistance to Change

101

(1)

Organizing

101

UNIT 4 Directing

The four selections in this section examine how the elements of leadership, performance, and communication contribute to the art of directing a business organization.

Overview

100

(2)

A. MANAGEMENT CLASSIC

The Abilene Paradox: The Management of Agreement

102

(14)

Jerry B. Harvey

Many people in organizations have found themselves in situations in which, because they did not say what they meant, they became caught in the web of the Abilene paradox. Jerry Harvey presents various aspects of this paradox.

B. LEADERSHIP

The New Leadership Development

116

(6)

Jack Zenger

Dave Ulrich

Norm Smallwood

What is needed in leadership development are two things: (1) a focus on achieving results, and (2) accountability. Without them, leadership programs are not really teaching leadership.

C. PERFORMANCE

3M: The Heat Is on the Boss

122

(3)

What happens when a major organization like 3M starts to disappoint people? Drama in the executive suite.

D. COMMUNICATION

Why Won't They Follow Simple Directions?

125

(9)

Gary Klein

There are many reasons why people don't follow simple directions. One is that directions are sometimes not that simple and a second one is that people don't give them very well.

Cub Scout Pack 81

130

(1)

Listening

131

(1)

UNIT 5 Controlling

Six articles in this section consider what makes up effective control of the business organization.

Overview

132

(2)

A. MANAGEMENT CLASSIC

The Meaning of Control

134

(4)

Douglas S. Sherwin

Control is one of the functions of management. But what do we mean when we say ``control''? The answer may interest you.

B. THE ELEMENTS OF CONTROL

Process Redesign: Is It Worth It?

138

(5)

Jeffrey P. Selander

Kelvin F. Cross

As organizations strive to become more effective and efficient, it eventually becomes necessary to redesign the processes that the company uses.

C. FINANCIAL CONTROL

The Changing Audit

143

(3)

Michael G. Stevens

The audit has been a backwater for many accounting firms, considered a necessary evil. But, no more! The audit can be a valuable tool for both management and the accounting firm.

D. SECURITY

Workplace Violence: How You Can Avoid Being Hit With a Lawsuit

146

(2)

Phillip M. Perry

Violence has been increasing in the workplace. Here are some things you can do if your organization faces these problems.

E. TOTAL QUALITY MANAGEMENT/PRODUCTION

Managing the Chain: Managing the Value Chain for Growth

148

(5)

John H. Sheridan

It is not just the distribution chain anymore, but the value chain. What is that? How you can add value to the products your customers buy.

Beyond Teams and Empowerment: A Counterpoint to Two Common Precepts in TQM

153

(11)

Appa Rao Korukonda

John G. Watson

T. M. Rajkumar

Employee empowerment, an individualistic approach, and teams, a group approach, can often be in conflict, as this article demonstrates.

Evaluation of Organizational Effectiveness

160

(1)

Win as Much as You Can!

160

(2)

UNIT 6 Staffing and Human Resources

This section's five selections examine the elements necessarily considered when a workforce is developed.

Overview

162

(2)

A. MANAGEMENT CLASSIC

Management Women and the New Facts of Life

164

(9)

Felice N. Schwartz

This is the article that started all the discussion of the ``Mommy Track'' and the ``Daddy Track'' for employees and was first published in 1989.

B. DEVELOPING HUMAN RESOURCES

Training Supervisors to Manage Teleworkers

173

(3)

Lin Grensing-Pophal

Many organizations are still tied into the concept of ``face time,'' time spent on the job in front of the manager. But, telecommuting makes face time irrelevant and counterproductive. It also means that managers must become more skilled in working with employees who are not seated directly in front of them.

Taking Your Seat `At the Table

176

(2)

Lin Grensing-Pophal

If HR professionals are to be effective in helping to develop the stratetic plan of their organization, then they are going to have to develop a strategy to get there.

C. ORGANIZED LABOR

What's Happening Inside U.S. Unions: Democracy and Union Politics

178

(9)

George Strauss

The internal workings of labor unions in the United States have historically been less than democratic. That, however, may be changing as new ideas and new people arise to take on fresh challenges.

D. MAINTAINING AN EFFECTIVE WORKFORCE

Get Ready for the Net Generation

187

(5)

Mark L. Alch

Forget the baby boomers! Forget the Gen Xers! The newest generational group is the ``Net Generation,'' raised on the Web and with some different ideas and attitudes of their own.

The ``Homes'' is Where the Union is

189

(1)

Assumptions About People at Work

189

(1)

UNIT 7 Perspectives and Trends

The Seven articles in this section examine some of the current and future challenges that businesses face. Topics include the Multinational enterprise, small business management, corporate culture, ethics, social responsibility, and e-business

Overview

190

(2)

A. MANAGEMENT CLASSIC

Social Responsibility in Future Worlds

192

(3)

Derek C. Bok

This reading, based on the baccalaureate speech by Harvard University president Derek C. Bok in June 1982, discusses the importance of careers that contribute to the welfare of others.

B. THE MULTINATIONAL CORPORATION

The Changing Corporate Climate in Japan

195

(5)

Ito Shuichi

``Japan Inc.'' is starting to crack, and that is going to mean big changes in the way Japanese corporations do business with non-Japanese firms and with each other.

C. SMALL BUSINESS MANAGEMENT

2001: An Entrepreneurial Odyssey

200

(4)

Geoff Williams

In the next century, the world will belong to entrepreneurs who are willing to take risks and build businesses of their own, not someone else's.

D. CORPORATE CULTURE

Advancing Women in Business

204

(4)

Sheila Wellington

Women have come a long way in business, but they still have a long way to go. The ``glass ceiling'' is still there, even though there may now be a few cracks in it.

Managing Social Capital

208

(4)

Lovemore Mbigi

The African Spirit Hierarchy can serve as a model of modern management. It has lessons that can apply to managing an organization's cultural resources.

E. ETHICS AND SOCIAL RESPONSIBILITY

Profits From Principle: Five Forces Redefining

212

(6)

Bennett Daviss

Does ethical behavior on the part of a company affect the bottom line in a positive way? This article suggests that it does.

F. E-BUSINESS

Big Business Meets the e-World

218

(7)

Eryn Brown

Large Fortune 500 corporations are getting involved in selling on the Internet, including such traditional retailers as Sears.

What to Do?

222

(1)

Career Strategy

222

(3)

Index

225

(3)

Test Your Knowledge Form

228

(1)

Article Rating Form

229

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Management: 01/02

Summary

Table of Contents

Supplemental Materials