- ISBN: 9781119395775 | 1119395771
- Cover: Loose-leaf
- Copyright: 10/16/2017
Exploring Management supports teaching and learning of core management concepts by presenting material in a straightforward, conversational style with a strong emphasis on application. With a focus on currency, high-interest examples and pedagogy that encourages critical thinking and personal reflection, Exploring Management is the perfect balance between what students need and what instructors want.
1 Managers and the Management Process 1
1.1 What Does It Mean To Be a Manager? 2
Organizations Have Different Types and Levels of Managers. 2
Accountability Is a Foundation of Managerial Performance. 4
Effective Managers Help Others Achieve High Performance and Satisfaction. 4
Managers Are Coaches, Coordinators, and Supporters. 4
1.2 What Do Managers Do, and What Skills Do They Use? 7
Managers Plan, Organize, Lead, and Control. 7
Managers Perform Informational, Interpersonal, and Decisional Roles. 9
Managers Use Networking and Social Capital to Pursue Action Agendas. 9
Managers Use Technical, Human, and Conceptual Skills. 10
Managers Should Learn from Experience. 12
1.3 What Are Some Important Career Issues? 14
Globalization and Job Migration Have Changed the World of Work. 14
Failures of Ethics and Corporate Governance are Troublesome. 15
Respecting Diversity and Eliminating Discrimination Are Top Social Priorities. 16
Talent Is a “Must Have” in a Free-Agent and On-Demand Economy. 16
Self-Management Skills are Essential for Career Success. 17
Personal Career Readiness Must Be Developed and Maintained. 17
2 Management Learning 22
2.1 What Are the Lessons of the Classical Management Approaches? 23
Taylor’s Scientific Management Sought Efficiency in Job Performance. 23
Weber’s Bureaucratic Organization Is Supposed to Be Efficient and Fair. 25
Fayol’s Administrative Principles Describe Managerial Duties and Practices. 26
2.2 What Are the Contributions of the Behavioral Management Approaches? 28
Follett Viewed Organizations As Communities of Cooperative Action. 28
The Hawthorne Studies Focused Attention on the Human Side of Organizations. 29
Maslow Described a Hierarchy of Human Needs with Self-Actualization at the Top. 30
McGregor Believed Managerial Assumptions Create Self-Fulfilling Prophecies. 31
Argyris Suggests That Workers Treated As Adults Will Be More Productive. 31
2.3 What Are the Foundations of Modern Management Thinking? 34
Managers Use Quantitative Analysis and Tools to Solve Complex Problems. 34
Organizations Are Open Systems That Interact with Their Environments. 35
Contingency Thinking Holds That There Is No One Best Way to Manage. 36
Quality Management Focuses Attention on Continuous Improvement. 37
Evidence-Based Management Seeks Hard Facts About What Really Works. 38
3 Ethics and Social Responsibility 42
3.1 How Do Ethics and Ethical Behavior Play Out in the Workplace? 43
Ethical Behavior Is Values Driven. 43
Views Differ on What Constitutes Moral Behavior. 44
What Is Considered Ethical Can Vary Across Cultures. 46
Ethical Dilemmas Are Tests of Personal Ethics and Values. 47
People Have a Tendency to Rationalize Unethical Behavior. 48
3.2 How Can We Maintain High Standards of Ethical Conduct? 50
Personal Character and Moral Development Influence Ethical Decision Making. 50
Managers as Positive Role Models Can Inspire Ethical Conduct. 51
Training in Ethical Decision Making Can Improve Ethical Conduct. 52
Protection of Whistleblowers Can Encourage Ethical Conduct. 52
Formal Codes of Ethics Set Standards for Ethical Conduct. 53
3.3 What Should We Know About the Social Responsibilities of Organizations? 55
Social Responsibility is an Organization’s Obligation to Best Serve Society. 55
Perspectives Diff er on the Importance of Corporate Social Responsibility. 56
Shared Value Integrates Corporate Social Responsibility into Mission and Strategy. 56
Social Businesses and Social Entrepreneurs are Driven by Social Responsibility. 57
Social Responsibility Audits Measure the Social Performance of Organizations. 57
Sustainability Is an Important Social Responsibility Goal. 58
4 Managers as Decision Makers 63
4.1 How Do Managers Use Information to Solve Problems? 64
Managers Use Technological, Informational, and Analytical Competencies to Solve Problems. 64
Managers Deal with Problems Posing Threats and Offering Opportunities. 65
Managers Can Be Problem Avoiders, Problem Solvers, or Problem Seekers. 65
Managers Make Programmed and Nonprogrammed Decisions. 66
Managers Use Both Systematic and Intuitive Thinking. 66
Managers Use Different Cognitive Styles to Process Information for Decision Making. 67
Managers Make Decisions under Conditions of Certainty, Risk, and Uncertainty. 67
4.2 What Are Five Steps in the Decision-Making Process? 70
Step 1—Identify and Define the Problem. 70
Step 2—Generate and Evaluate Alternative Courses of Action. 71
Step 3—Decide on a Preferred Course of Action. 71
Step 4—Take Action to Implement the Decision. 72
Step 5—Evaluate Results. 73
Ethical Reasoning Is Important at All Steps in Decision Making. 73
4.3 What Are Current Issues in Managerial Decision Making? 75
Creativity Drives Better Decision Making. 75
Group Decision Making Has Advantages and Disadvantages. 76
Judgmental Heuristics and Other Biases May Cause Decision-Making Errors. 76
Managers Must Prepare for Crisis Decision Making. 78
5 Plans and Planning Techniques 82
5.1 How and Why Do Managers Use the Planning Process? 83
Planning Is One of the Four Functions of Management. 83
Planning Sets Objectives and Identifies How to Achieve Them. 84
Planning Improves Focus and Flexibility. 84
Planning Improves Action Orientation. 85
Planning Improves Coordination and Control. 85
Planning Improves Time Management. 86
5.2 What Types of Plans Do Managers Use? 89
Managers Use Short-Range and Long-Range Plans. 89
Managers Use Strategic and Operational Plans. 89
Organizational Policies and Procedures Are Plans. 90
Budgets Are Plans That Commit Resources to Activities. 90
5.3 What Are Some Useful Planning Tools and Techniques? 93
Forecasting Tries to Predict the Future. 93
Contingency Planning Creates Backup Plans for When Things Go Wrong. 93
Scenario Planning Craft s Plans for Alternative Future Conditions. 94
Benchmarking Identifies Best Practices Used by Others. 94
Goal Setting Aligns Plans and Activities. 95
Goals Can Have Downsides and Must Be
Well Managed. 96
Participatory Planning Builds Implementation Capacities. 97
6 Controls and Control Systems 101
6.1 How and Why Do Managers Use the Control Process? 102
Controlling is One of the Four Functions of Management. 102
Step 1—Control Begins with Objectives and Standards. 103
Step 2—Control Measures Actual Performance. 103
Step 3—Control Compares Results with Objectives and Standards. 104
Step 4—Control Takes Corrective Action as Needed. 104
6.2 What Types of Controls Are Used by Managers? 106
Managers Use Feedforward, Concurrent, and Feedback Controls. 106
Managers Use Both Internal and External Controls. 107
Managing by Objectives Helps Integrate Planning and Controlling. 108
6.3 What Are Some Useful Control Tools and Techniques? 111
Quality Control is a Foundation of Management. 111
Gantt Charts and CPM/PERT Improve Project Management and Control. 112
Inventory Controls Help Save Costs. 113
Breakeven Analysis Shows where Revenues will Equal Costs. 113
Financial Ratios Measure Key Areas of Financial Performance. 114
Balanced Scorecards Keep the Focus on Strategic Control. 115
7 Strategy and Strategic
Management 119
7.1 What Types of Strategies Are Used by Organizations? 120
Strategy Is a Comprehensive Plan for Achieving Competitive Advantage. 120
Organizations Use Corporate, Business, and Functional Strategies. 121
Growth Strategies Focus on Expansion. 122
Restructuring and Divestiture Strategies Focus on Consolidation. 123
Global Strategies Focus on International Business Opportunities. 123
Cooperation Strategies Focus on Alliances and Partnerships. 123
E-Business Strategies Use the Web and Apps for Business Success. 124
7.2 How Do Managers Formulate and Implement Strategies? 127
The Strategic Management Process Formulates and Implements Strategies. 127
SWOT Analysis Identifies Strengths, Weaknesses, Opportunities, and Threats. 128
Porter’s Five Forces Model Analyzes Industry Attractiveness. 129
Porter’s Competitive Strategies Model Identifies Business or Product Strategies. 129
Portfolio Planning Examines Strategies Across Multiple Businesses or Products. 131
Strategic Leadership Ensures Strategy Implementation and Control. 131
8 Organization Structure and Design 136
8.1 What Is Organizing as a Managerial Responsibility? 137
Organizing Is One of the Management Functions. 137
Organization Charts Describe Formal Structures of Organizations. 138
Organizations Also Have Informal Structures. 138
Informal Structures Have Good Points and Bad Points. 139
8.2 What Are the Most Common Organization Structures? 141
Functional Structures Group Together People Using Similar Skills. 141
Divisional Structures Group Together People by Products, Customers, or Locations. 142
Matrix Structures Combine the Functional and Divisional Structures. 144
Team Structures Make Extensive Use of Permanent and Temporary Teams. 145
Network Structures Make Extensive Use of Strategic Alliances and Outsourcing. 145
8.3 What Are the Trends in Organizational Design? 149
Organizations Are Becoming Flatter and Using Fewer Levels of Management. 149
Organizations Are Increasing Decentralization. 149
Organizations Are Increasing Delegation and Empowerment. 150
Organizations Are Becoming More Horizontal and Adaptive. 151
Organizations Are Using More Alternative Work Schedules. 152
9 Organizational Cultures, Innovation, and Change 157
9.1 What Is the Nature of Organizational Culture? 158
Organizational Culture Is the Personality of the Organization. 158
Organizational Culture Shapes Behavior and Influences Performance. 159
Not All Organizational Cultures Are Alike. 159
The Observable Culture Is What You See and Hear As an Employee or Customer. 160
The Core Culture Is Found in the Underlying Values of the Organization. 161
Value-Based Management Supports a Strong Organizational Culture. 162
9.2 How Do Organizations Support and Achieve Innovation? 164
Organizations Pursue Process, Product, and Business Model Innovations. 164
Green Innovations Advance the Goals of Sustainability. 164
Social Innovations Seek Solutions to Important Societal Problems. 165
Commercializing Innovation Turns New Ideas into Salable Products. 165
Disruptive Innovation Uses New Technologies to Displace Existing Practices. 166
Innovative Organizations Share Many Common Characteristics. 166
9.3 How Do Managers Lead the Processes of Organizational Change? 168
Organizations and Teams Need Change Leaders. 168
Organizational Change Can Be Transformational or Incremental. 168
Three Phases of Planned Change Are Unfreezing, Changing, and Refreezing. 169
Times of Complexity Require Improvising in the Change Process. 170
Managers Use Force-Coercion, Rational Persuasion, and Shared Power Change Strategies. 171
Change Leaders Identify and Deal Positively with Resistance to Change. 172
10 Human Resource Management 177
10.1 What Are the Purpose and Legal Context of Human Resource Management? 178
Human Resource Management Attracts, Develops, and Maintains a Talented Workforce. 178
Strategic Human Resource Management Aligns Human Capital with Organizational Strategies. 179
Laws Protect Against Employment Discrimination. 179
Laws Can’t Guarantee That Employment Discrimination Will Never Happen. 180
10.2 What Are the Essentials of Human Resource Management? 183
Psychological Contracts Set the Exchange of Value Between Individuals and Organizations. 183
Recruitment Attracts Qualified Job Applicants. 184
Selection Makes Decisions to Hire Qualified Job Applicants. 185
Onboarding Introduces New Hires to the Organization. 186
Training Develops Employee Skills and Capabilities. 186
Performance Reviews Assess Work Accomplishments. 187
Career Development Provides for Retention and Career Paths. 188
10.3 What Are Current Issues in Human Resource Management? 190
Demands Are Increasing for Job Flexibility and Work–Life Balance. 190
More People Are Working as Independent Contractors and Contingency Workers. 190
Compensation Plans Influence Recruitment and Retention. 191
Fringe Benefits Are an Important Part of Compensation. 192
Labor Relations and Collective Bargaining Are Closely Governed by Law. 193
11 Leadership 198
11.1 What Are the Foundations of Effective Leadership? 199
Leadership is One of The Four Functions of Management. 199
Leaders Use Power to Achieve Influence. 200
Leaders Bring Vision to Teams and Organizations 201
Leaders Display Different Traits in the Quest for Effectiveness. 202
Leaders Display Different Styles in the Quest for Effectiveness. 202
11.2 What Can We Learn from the Contingency Leadership Theories? 205
Fiedler’s Contingency Model Matches Leadership Styles with Situational Differences. 205
The Hersey-Blanchard Situational Model Matches Leadership Styles with the Maturity of Followers. 206
House’s Path-Goal Theory Matches Leadership Styles with Task and Follower Characteristics. 207
Leader–Member Exchange Theory Describes How Leaders Treat In-Group and Out-Group Followers. 208
The Vroom-Jago Model Describes How Leaders Use Alternative Decision-Making Methods. 208
11.3 What Are Current Issues and Directions in Leadership Development? 211
Transformational Leadership Inspires Enthusiasm and Great Performance. 211
Emotionally Intelligent Leadership Handles Emotions and Relationships Well. 212
Interactive Leadership Emphasizes Communication, Listening, and Participation. 213
Moral Leadership Builds Trust Through Personal Integrity. 214
Servant Leadership Is Follower Centered and Empowering. 215
12 Individual Behavior 219
12.1 How Do Perceptions Influence Individual Behavior? 220
Perception Filters Information Received From Our Environment. 220
Perceptual Distortions Can Hide Individual Differences. 220
Perception Can Cause Attribution Errors. 221
Impression Management Influences How Others Perceive Us. 222
12.2 How Do Personalities Influence Individual Behavior? 225
The Big Five Personality Traits Describe Important Individual Differences. 225
The Myers-Briggs Type Indicator Is a Popular Approach to Personality Assessment. 226
Personalities Vary on Personal Conception Traits. 226
People with Type A Personalities Tend to Stress Themselves. 227
Stress Has Consequences for Performance and Health. 228
12.3 How Do Attitudes, Emotions, and Moods Influence Individual Behavior? 230
Attitudes Predispose People to Act in Certain Ways. 230
Job Satisfaction Is a Positive Attitude Toward One’s Job and Work Experiences. 231
Job Satisfaction Influences Work Behaviors. 231
Job Satisfaction Has a Complex Relationship with Job Performance. 232
Emotions and Moods Are States of Mind that Influence Behavior. 232
13 Motivation 237
13.1 How Do Human Needs Influence Motivation to Work? 238
Maslow Describes a Hierarchy of Needs Topped by Self-Actualization. 238
Alderfer’s ERG Theory Discusses Existence, Relatedness, and Growth Needs. 239
McClelland Identifies Acquired Needs for Achievement, Power, and Affiliation. 240
Herzberg’s Two-Factor Theory Focuses on Higher-Order Need Satisfaction. 241
The Core Characteristics Model Integrates Motivation and Job Design. 242
13.2 How Do Thoughts and Decisions Affect Motivation to Work? 245
Equity Theory Explains How Social Comparisons Motivate Individual Behavior. 245
Expectancy Theory Focuses on the Decision to Work Hard, or Not. 246
Goal-Setting Theory Shows that the Right Goals can be Motivating. 248
13.3 How Does Reinforcement Influence Motivation to Work? 251
Operant Conditioning Influences Behavior by Controlling its Consequences. 251
Operant Conditioning Uses Four Reinforcement Strategies 252
Positive Reinforcement Connects Desirable Behavior with Pleasant Consequences. 253
Punishment Connects Undesirable Behavior with Unpleasant Consequences. 254
14 Teams and Teamwork 258
14.1 Why Is It Important to Understand Teams and Teamwork? 259
Teams Offer Synergy and Other Benefits. 259
Teams Can Suffer from Performance Problems. 260
Organizations Are Networks of Formal Teams and Informal Groups. 260
Organizations Use Committees, Task Forces, and Cross-Functional Teams. 261
Virtual Teams Use Technology to Bridge Distances. 262
Self-Managing Teams Are a Form of Job Enrichment for Groups. 263
14.2 What Are the Building Blocks of Successful Teamwork? 265
Teams Need the Right Members to Be Effective. 266
Teams Need the Right Setting and Size to be Effective. 267
Teams Need the Right Processes to be Effective. 267
Teams Move Through Different Stages of Development. 268
Team Performance Is Influenced By Norms. 270
Team Performance is Influenced by Cohesiveness. 270
Team Performance is Influenced by Task and Maintenance Activities. 271
Team Performance is Influenced by Communication Networks. 272
14.3 How Can Managers Create and Lead High-Performance Teams? 275
Team Building Can Improve Teamwork and Performance. 275
Teams Benefit When They Use the Right Decision Methods. 275
Teams Suffer When Groupthink Leads to Bad Decisions. 276
Teams Benefit When Conflicts Are Well Managed. 277
15 Communication 282
15.1 What Is Communication, and When Is It Effective? 283
Communication Helps to Build Social Capital. 283
Communication Is a Process of Sending and Receiving Messages With Meanings Attached. 283
Communication Is Effective When the Receiver Understands the Sender’s Messages. 284
Communication Is Efficient When it Is Delivered at Low Cost to the Sender. 285
Communication Is Persuasive When the Receiver Acts as the Sender Intends. 285
15.2 What Are the Major Barriers to Effective Communication? 288
Poor Use of Channels Makes It Difficult to Communicate Effectively. 288
Poor Written or Oral Expression Makes It Difficult to Communicate Effectively. 289
Failure to Spot Nonverbal Signals Makes It Difficult to Communicate Effectively. 290
Information Filtering Makes It Difficult to Communicate Effectively. 290
Overloads and Distractions Make It Difficult to Communicate Effectively. 291
15.3 How Can We Improve Communication With People at Work? 293
Active Listening Helps Others to Say What They Really Mean. 293
Constructive Feedback Is Specific, Timely, and Relevant. 294
Office Designs Can Encourage Interaction and Communication. 295
Transparency and Openness Build Trust in Communication. 295
Appropriate Online Behavior Is a Communication Essential. 296
Sensitivity and Etiquette Improve Cross-Cultural Communication. 296
16 Diversity and Global Cultures 301
16.1 What Should We Know About Diversity in the Workplace? 302
Inclusion Drives the Business Case for Diversity. 302
Multicultural Organizations Value and Support Diversity. 303
Diversity Bias Exists in Many Situations. 303
Organizational Subcultures Create Diversity Challenges. 305
Managing Diversity Is a Leadership Priority. 306
16.2 What Should We Know About Diversity Among Global Cultures? 308
Culture Shock Is Discomfort in Cross-Cultural Situations. 308
Cultural Intelligence Is an Ability to Adapt to Different Cultures. 308
The “Silent” Languages of Cultures Include Context, Time, and Space. 309
Cultural Tightness and Looseness Varies Around the World. 311
Hofstede’s Model Identifies Value Differences Among National Cultures. 311
Intercultural Competencies Are Essential Career Skills. 313
17 Globalization and International Business 318
17.1 How Does Globalization Affect International Business? 319
Globalization Increases Interdependence of the World’s Economies. 320
Globalization Creates International Business Opportunities. 321
Global Sourcing Is a Common International Business Activity. 321
Export/Import, Licensing, and Franchising Are Market Entry Forms of International Business. 322
Joint Ventures and Wholly Owned Subsidiaries Are Direct Investment Forms of International Business. 323
International Business Is Complicated by Different Legal and Political Systems. 323
International Businesses Deal with Regional Economic Alliances. 324
17.2 What Are Global Corporations, and How Do They Work? 327
Global Corporations Have Extensive Operations in Many Countries. 327
The Actions of Global Corporations Can Be Controversial. 327
Managers of Global Corporations Face Ethics Challenges. 328
Planning and Controlling Are Complicated in Global Corporations. 330
Organizing Can Be Difficult in Global Corporations. 330
Leading Is Challenging in Global Corporations. 331
18 Entrepreneurship and Small Business 335
18.1 What Is Entrepreneurship, and Who Are Entrepreneurs? 336
Entrepreneurs Are Risk Takers Who Spot and Pursue Opportunities. 336
Entrepreneurs Often Share Similar Characteristics and Backgrounds. 338
Entrepreneurs Often Share Similar Personality Traits. 338
Women and Minority Entrepreneurs Are Growing in Numbers. 339
Social Entrepreneurs Seek Novel Solutions to Pressing Social Problems. 340
18.2 What Should We Know About Small Businesses and How To Start One? 343
Small Businesses Are Mainstays of the Economy. 343
Small Businesses Must Master Three Life-Cycle Stages. 343
Family-Owned Businesses Face Unique Challenges. 344
Many Small Businesses Fail Within 5 Years. 345
Assistance Is Available to Help Small Businesses to Get Started. 346
A Small Business Should Start With a Sound Business Plan. 346
There Are Different Forms of Small Business Ownership. 347
There Are Different Ways of Financing a Small Business. 348
Skill-Building Portfolio / Cases for Critical Thinking / Case References / Test Prep Answers / Glossary / Endnotes / Name Index /Organization Index / Subject Index
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