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Understanding Management with infotrac

ISBN: 9780324405712 | 0324405715
Edition: 5th
Format: Paperback
Publisher: Cengage Learning
Pub. Date: 11/15/2005

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SummaryTable of Contents
The primary vision for UNDERSTANDING MANAGEMENT, 5th edition is to provide students with an engaging survey of modern management practice, while providing ample opportunity for enrichment and skill development. UNDERSTANDING MANAGEMENT is unparalleled in its ability to seamlessly weave together classic and contemporary principles into a presentation that is crisp and instantly applicable for students. Examples from small-to-mid sized companies give students insight into the 'local' companies similar to those where many will begin or continue th... MORE
PART 1 INTRODUCTION TO MANAGEMENT
2(42)
The Changing Paradigm of Management & Foundations of Learning Organizations
4(40)
... MORE
7(1)
Organizational Performance
8(1)
Management Skills
9(1)
Management Types
10(5)
When Skills Fail
10(2)
Manager Activities
12(2)
Manager Roles
14(1)
Managing in Small Businesses and Nonprofit Organizations
15(2)
Management and the New Workplace
17(11)
Forces on Organizations
20(1)
New Management Competencies
21(1)
Turbulent Times: Managing Crises and Unexpected Events
22(2)
The Learning Organization
24(1)
Managing the Technology-Driven Workplace
25(3)
Management and Organization
28(1)
Classical Perspective
29(8)
Theory X and Theory Y
33(3)
Total Quality Management (TQM)
36(1)
Manager's Solution
37(1)
Discussion Questions
38(1)
Manager's Workbook
38(2)
Manager's Workshop
40(1)
Management in Practice: Ethical Dilemma
40(1)
Surf the Net
41(1)
Case for Critical Analysis
41(1)
Biz Flix
42(2)
Video Case: Original Penguin Rides Out Turbulence
43(1)
PART 2 THE ENVIRONMENT OF MANAGEMENT
44(110)
The Environment and Corporate Culture
46(36)
The External Environment
48(12)
General Environment
50(6)
Task Environment
56(4)
The Organization-Environment Relationship
60(1)
Environmental Uncertainty
60(1)
Adapting to the Environment
60(1)
The Internal Environment: Corporate Culture
61(6)
Symbols
64(1)
Stories
65(1)
Heroes
66(1)
Slogans
66(1)
Ceremonies
66(1)
Environment and Culture
67(4)
Adaptive Cultures
67(1)
Types of Cultures
68(3)
Shaping Corporate Culture for Innovative Response
71(4)
Managing the High-Performance Culture
71(2)
Cultural Leadership
73(2)
Manager's Solution
75(1)
Discussion Questions
76(1)
Manager's Workbook
76(1)
Manager's Workshop
77(1)
Management in Practice: Ethical Dilemma
78(1)
Surf the Net
78(1)
Case for Critical Analysis
79(1)
Biz Flix
80(2)
Video Case: Lonely Planet Creates an Adventurous Culture
81(1)
Managing in a Global Environment
82(36)
A Borderless World
85(2)
The International Business Environment
87(2)
The Economic Environment
89(4)
Economic Development
89(2)
Infrastructure
91(2)
Resource and Product Markets
93(1)
Exchange Rates
93(1)
The Legal-Political Environment
93(2)
Political Risk and Political Instability
93(1)
Laws and Regulations
94(1)
The Sociocultural Environment
95(7)
Social Values
96(3)
Other Cultural Characteristics
99(3)
International Trade Alliances
102(2)
GATT and the World Trade Organization (WTO)
102(1)
European Union (EU)
102(1)
North American Free Trade Agreement (NAFTA)
103(1)
The Globalization Backlash
104(1)
Getting Started Internationally
104(2)
Outsourcing
104(2)
Exporting
106(1)
Managing in a Global Environment
106(3)
Personal Challenges for Global Managers
106(1)
Managing Cross-Culturally
107(2)
Manager's Solution
109(1)
Discussion Questions
110(1)
Manager's Workbook
110(1)
Manager's Workshop
111(1)
Management in Practice: Ethical Dilemma
112(1)
Surf the Net
113(1)
Case for Critical Analysis
114(2)
Biz Flix
116(2)
Video Case: Lonely Planet Travels the World
117(1)
Managerial Ethics and Corporate Social Responsibility
118(36)
What Is Managerial Ethics?
120(3)
Criteria for Ethical Decision Making
123(3)
Utilitarian Approach
124(1)
Individualism Approach
124(1)
Moral Rights Approach
125(1)
Justice Approach
125(1)
Factors Affecting Ethical Choices
126(6)
The Manager
126(3)
The Organization
129(3)
What Is Social Responsibility?
132(1)
Organizational Stakeholders
132(3)
The Ethic of Sustainability and the Natural Environment
135(2)
Evaluating Corporate Social Performance
137(2)
Economic Responsibilities
138(1)
Legal Responsibilities
138(1)
Ethical Responsibilities
138(1)
Discretionary Responsibilities
139(1)
Managing Company Ethics and Social Responsibility
139(6)
Ethical Individuals
140(1)
Ethical Leadership
141(1)
Organizational Structures and Systems
142(3)
Ethical Challenges in Turbulent Times
145(3)
Economic Performance
146(1)
Social Entrepreneurship
147(1)
Manager's Solution
148(1)
Discussion Questions
148(1)
Manager's Workbook
149(1)
Manager's Workshop
149(1)
Management in Practice: Ethical Dilemma
150(1)
Surf the Net
150(1)
Case for Critical Analysis
151(1)
Biz Flix
152(2)
Video Case: Organic Valley Plants the Seeds of Social Responsibility
153(1)
PART 3 PLANNING
154(98)
Organizational Goal Setting and Planning
156(46)
Overview of Goals and Plans
158(3)
Purposes of Goals and Plans
161(2)
Goals in Organizations
163(3)
Organizational Mission
163(1)
Goals and Plans
164(2)
Hierarchy of Goals
166(1)
Criteria for Effective Goals
166(1)
Planning Types
167(4)
Management by Objectives
167(2)
Single-Use and Standing Plans
169(1)
Contingency Plans
170(1)
Planning in a Turbulent Environment
171(4)
Building Scenarios
172(1)
Crisis Management Planning
172(3)
Planning for High Performance
175(3)
Thinking Strategically
178(4)
What Is Strategic Management?
178(1)
Purpose of Strategy
178(4)
The Strategic Management Process
182(4)
Strategy Formulation versus Implementation
182(1)
Situation Analysis
183(3)
Formulating Business-Level Strategy
186(7)
Porter's Competitive Forces and Strategies
186(4)
Partnership Strategies
190(3)
Strategy Implementation and Control
193(3)
Leadership
193(1)
Human Resources
194(1)
Implementation During Turbulent Times
195(1)
Manager's Solution
196(1)
Discussion Questions
196(1)
Manager's Workbook
197(1)
Manager's Workshop
197(1)
Management in Practice: Ethical Dilemma
198(1)
Surf the Net
198(1)
Case for Critical Analysis
199(1)
Biz Flix
200(2)
Video Case: Timbuk2: The Message Is in the Bag
201(1)
Managerial Decision Making and Information Technology
202(50)
Types of Decisions and Problems
205(4)
Programmed and Nonprogrammed Decisions
206(1)
Certainty, Risk, Uncertainty, and Ambiguity
206(3)
Decision-Making Models
209(7)
Classical Model
209(2)
Administrative Model
211(3)
Political Model
214(2)
Decision-Making Steps
216(6)
Recognition of Decision Requirement
216(2)
Diagnosis and Analysis of Causes
218(1)
Development of Alternatives
218(1)
Selection of Desired Alternative
218(2)
Implementation of Chosen Alternative
220(1)
Evaluation and Feedback
221(1)
Personal Decision Framework
222(1)
Increasing Participation in Decision Making
223(8)
The Vroom-Jago Model
223(4)
New Decision Approaches for Turbulent Times
227(4)
Information Technology
231(1)
Data versus Information
231(1)
Characteristics of Useful Information
232(1)
Types of Information Systems
232(4)
Operations and Management Information Systems
233(1)
Management Information Systems
234(2)
The Internet and E-Business
236(4)
E-Business Strategies and E-Marketplaces
238(1)
Customer Relationship Management
239(1)
Knowledge Management
240(1)
Management Implications of Information Technology
240(3)
Improved Employee Effectiveness
240(1)
Increased Efficiency
241(1)
Empowered Employees
241(1)
Information Overload
241(1)
Enhanced Collaboration
242(1)
Information Technology Trends in the New Workplace
243(1)
Wireless Internet
243(1)
Peer-to-Peer File Sharing
243(1)
Blogs and Wikis
244(1)
Manager's Solution
244(1)
Discussion Questions
245(1)
Manager's Workbook
246(1)
Manager's Workshop
246(1)
Management in Practice: Ethical Dilemma
247(1)
Surf the Net
248(1)
Case for Critical Analysis
249(1)
Biz Flix
250(2)
Video Case: Timbuk2: CEO Sets a Course
251(1)
PART 4 ORGANIZING
252(116)
Structure and Fundamentals of Organizing
254(36)
Organizing the Vertical Structure
256(7)
Work Specialization
257(1)
Chain of Command
257(3)
Span of Management
260(2)
Centralization and Decentralization
262(1)
Departmentalization
263(7)
Team Approach
265(2)
Virtual Network Approach
267(2)
Advantages and Disadvantages of Each Structure
269(1)
Organizing for Horizontal Coordination
270(5)
The Need for Coordination
270(2)
Task Forces, Teams, and Project Management
272(2)
Reengineering
274(1)
Factors Shaping Structure
275(8)
Structure Follows Strategy
276(1)
Structure Reflects the Environment
277(3)
Structure Fits the Technology
280(3)
Manager's Solution
283(1)
Discussion Questions
284(1)
Manager's Workbook
284(1)
Manager's Workshop
285(1)
Management in Practice: Ethical Dilemma
286(1)
Surf the Net
286(1)
Case for Critical Analysis
287(1)
Biz Flix
288(2)
Video Case: Lonely Planet: Structure That Makes Sense
289(1)
Innovation and Change
290(32)
Turbulent Times and the Changing Workplace
292(1)
Model of Planned Organizational Change
293(3)
Forces for Change
293(3)
Need for Change
296(1)
Initiating Change
296(5)
Search
297(1)
Creativity
297(2)
Idea Champions and New-Venture Teams
299(2)
Open Innovation
301(1)
Implementing Change
301(5)
Resistance to Change
302(1)
Force-Field Analysis
303(1)
Implementation Tactics
303(3)
Types of Planned Change
306(4)
Technology Changes
307(1)
New Product Changes
308(1)
Structural Changes
309(1)
Culture/People Changes
310(5)
Training and Development
310(1)
Organization Development
311(4)
Manager's Solution
315(1)
Discussion Questions
315(1)
Manager's Workbook
316(1)
Manager's Workshop
317(1)
Management in Practice: Ethical Dilemma
318(1)
Surf the Net
318(1)
Case for Critical Analysis
319(1)
Biz Flix
320(2)
Video Case: Original Penguin Spreads its Wings
321(1)
Human Resource Management and Diversity
322(46)
The Strategic Role of Human Resource Management
324(1)
Environmental Influences on HRM
325(3)
Competitive Strategy
325(2)
Federal Legislation
327(1)
The Changing Nature of Careers
328(4)
The Changing Social Contract
328(2)
HR Issues in the New Workplace
330(2)
Attracting an Effective Workforce
332(8)
Human Resource Planning
333(1)
Recruiting
333(4)
Selecting
337(3)
Developing an Effective Workforce
340(5)
Training and Development
340(3)
Performance Appraisal
343(2)
Maintaining an Effective Workforce
345(3)
Compensation
345(1)
Benefits
346(1)
Termination
347(1)
Meeting the Challenge of Diversity
348(1)
Valuing Diversity
349(5)
Attitudes toward Diversity
351(3)
The Changing Workplace
354(3)
Management Challenges
355(2)
Current Debates about Affirmative Action
357(1)
The Glass Ceiling
357(3)
The Opt-Out Trend
358(1)
The Female Advantage
359(1)
Defining New Relationships in Organizations
360(2)
Emotional Intimacy
360(1)
Sexual Harassment
361(1)
Manager's Solution
362(1)
Discussion Questions
362(1)
Manager's Workbook
363(1)
Manager's Workshop
364(1)
Management in Practice: Ethical Dilemma
364(1)
Surf the Net
365(1)
Case for Critical Analysis
365(1)
Biz Flix
366(2)
Video Case: Diversity at PepsiCo
367(1)
PART 5 LEADING
368(192)
Foundations of Behavior in Organizations
370(40)
Organizational Behavior
372(1)
Attitudes
373(6)
Components of Attitudes
373(2)
High-Performance Work Attitudes
375(3)
Conflicts among Attitudes
378(1)
Perception
379(4)
Perceptual Selectivity
379(1)
Perceptual Distortions
380(2)
Attributions
382(1)
Personality and Behavior
383(9)
Personality Traits
383(3)
Emotional Intelligence
386(1)
Attitudes and Behaviors Influenced by Personality
387(4)
Person-Job Fit
391(1)
Learning
392(4)
The Learning Process
392(1)
Learning Styles
393(1)
Continuous Learning
394(2)
Stress and Stress Management
396(4)
Type A and Type B Behaviors
396(1)
Causes of Work Stress
397(2)
Stress Management
399(1)
Manager's Solution
400(1)
Discussion Questions
401(1)
Manager's Workbook
401(4)
Manager's Workshop
405(1)
Management in Practice: Ethical Dilemma
405(1)
Surf the Net
406(1)
Case for Critical Analysis
407(1)
Biz Flix
408(2)
Video Case: P.F. Chang Serves Its Workers Well
409(1)
Leadership in Organizations
410(34)
The Nature of Leadership
412(1)
Leadership versus Management
412(1)
Leadership Traits
413(1)
Behavioral Approaches
413(4)
Ohio State Studies
415(1)
Michigan Studies
415(1)
The Leadership Grid
415(2)
Contingency Approaches
417(10)
Fiedler's Contingency Theory
417(4)
Hersey and Blanchard's Situational Theory
421(1)
Path-Goal Theory
422(4)
Substitutes for Leadership
426(1)
Leading Change
427(4)
Charismatic and Visionary Leadership
428(2)
Transformational Leaders
430(1)
Using Power and Influence
431(2)
Position Power
432(1)
Personal Power
432(1)
Post-Heroic Leadership for Turbulent Times
433(5)
Servant Leadership
434(1)
Level 5 Leadership
434(2)
Interactive Leadership
436(1)
E-Leadership
437(1)
Moral Leadership
438(1)
Manager's Solution
438(1)
Discussion Questions
439(1)
Manager's Workbook
439(2)
Manager's Workshop
441(1)
Management in Practice: Ethical Dilemma
441(1)
Surf the Net
441(1)
Case for Critical Analysis
442(1)
Biz Flix
442(2)
Video Case: Leadership at P.F. Chang's
Motivation in Organizations
444(40)
The Concept of Motivation
447(1)
Foundations of Motivation
448(2)
Traditional Approach
448(1)
Human Relations Approach
448(1)
Human Resource Approach
449(1)
Contemporary Approach
449(1)
Content Perspectives on Motivation
450(9)
Hierarchy of Needs Theory
450(1)
ERG Theory
451(2)
Two-Factor Theory
453(3)
Acquired Needs Theory
456(3)
Process Perspectives on Motivation
459(5)
Equity Theory
459(1)
Expectancy Theory
460(2)
Goal-Setting Theory
462(2)
Reinforcement Perspective on Motivation
464(5)
Reinforcement Tools
464(2)
Schedules of Reinforcement
466(3)
Job Design for Motivation
469(4)
Job Simplification
469(1)
Job Rotation
469(1)
Job Enlargement
470(1)
Job Enrichment
470(1)
Job Characteristics Model
471(2)
Motivational Ideas for Turbulent Times
473(5)
Empowering People to Meet Higher Needs
474(2)
Giving Meaning to Work
476(2)
Manager's Solution
478(1)
Discussion Questions
478(1)
Manager's Workbook
479(1)
Manager's Workshop
480(1)
Management in Practice: Ethical Dilemma
480(1)
Surf the Net
481(1)
Case for Critical Analysis
481(1)
Biz Flix
482(2)
Video Case: P.F. Chang's Employees Taste the Fruits of Motivation
483(1)
Communicating in Organizations
484(38)
Communication and the Manager's Job
487(4)
What Is Communication?
489(1)
The Communication Process
489(2)
Communicating among People
491(10)
Communication Channels
491(4)
Communicating to Persuade and Influence Others
495(4)
Nonverbal Communication
499(1)
Listening
500(1)
Organizational Communication
501(9)
Formal Communication Channels
501(5)
Team Communication Channels
506(1)
Personal Communication Channels
507(3)
Communicating during Turbulent Times
510(3)
Open Communication
510(1)
Dialogue
510(1)
Crisis Communication
511(1)
Feedback and Learning
512(1)
Managing Organizational Communication
513(3)
Barriers to Communication
513(2)
Overcoming Communication Barriers
515(1)
Manager's Solution
516(1)
Discussion Questions
517(1)
Manager's Workbook
517(1)
Manager's Workshop
518(1)
Management in Practice: Ethical Dilemma
519(1)
Surf the Net
519(1)
Case for Critical Analysis
520(1)
Biz Flix
520(2)
Teamwork in Organizations
522(38)
Teams at Work
524(2)
What Is a Team?
524(1)
Model of Work Team Effectiveness
525(1)
Types of Teams
526(6)
Formal Teams
526(2)
Self-Directed Teams
528(2)
Teams in the New Workplace
530(2)
Team Characteristics
532(3)
Size
532(1)
Diversity
533(1)
Member Roles
534(1)
Team Processes
535(7)
Stages of Team Development
535(3)
Team Cohesiveness
538(2)
Team Norms
540(2)
Managing Team Conflict
542(5)
Balancing Conflict and Cooperation
543(1)
Causes of Conflict
544(1)
Styles to Handle Conflict
544(3)
Teamwork in a Turbulent World
547(2)
Multicultural Teams
547(1)
Employee Network Groups
547(2)
Benefits and Costs of Teams
549(5)
Potential Benefits of Teams
549(1)
Potential Costs of Teams
550(4)
Manager's Solution
554(1)
Discussion Questions
554(1)
Manager's Workbook
555(1)
Manager's Workshop
556(1)
Management in Practice: Ethical Dilemma
556(1)
Surf the Net
557(1)
Case for Critical Analysis
557(1)
Biz Flix
558(2)
Video Case: The NEADS Team: People and Dogs
559(1)
PART 6 CONTROLLING
560
Productivity through Management and Quality Control Systems
562
The Meaning of Control
564(1)
Organizational Control Focus
565(4)
Feedforward Control
566(1)
Concurrent Control
567(1)
Feedback Control
568(1)
Feedback Control Model
569(5)
Steps of Feedback Control
569(3)
Application to Budgeting
572(2)
The Changing Philosophy of Control
574(2)
Managing Productivity
576(1)
Lean Manufacturing
576(1)
Measuring Productivity
576(1)
Total Quality Management (TQM)
577(4)
TQM Techniques
577(3)
TQM Success Factors
580(1)
Trends in Quality Control
581(1)
International Quality Standards
581(1)
Control Systems for Turbulent Times
582(4)
Open-Book Management
582(1)
The Balanced Scorecard
583(2)
New Workplace Concerns
585(1)
Manager's Solution
586(1)
Discussion Questions
586(1)
Manager's Workbook
587(1)
Manager's Workshop
587(1)
Management in Practice: Ethical Dilemma
588(1)
Surf the Net
589(1)
Case for Critical Analysis
589(1)
Biz Flix
590
Video Case: Control Is Key to Peapod's Online Grocery Service
591
Appendix A Continuing Case
1(1)
Once Upon a Time at Disney
1(1)
A Disney America: No Happily Ever After
2(1)
Plugging in the Disney Magic
3(1)
Disney: The Global Kingdom
4(1)
Disney Leadership Grows a Tin Ear
5(1)
Controlling Disney's Global Magic Kingdom
6
Appendix B Entrepreneurship and Small Business Management
1(1)
What Is Entrepreneurship?
1(1)
Entrepreneurship and the Environment
2(3)
Entrepreneurship Today
3(1)
Definition of Small Business
3(1)
Impact of Entrepreneurial Companies
4(1)
Who Are Entrepreneurs?
5(2)
Diversity of Entrepreneurs
5(1)
Personality Traits
6(1)
Starting an Entrepreneurial Firm
7(4)
New-Business Idea
7(1)
The Business Plan
7(1)
Legal Form
8(2)
Financial Resources
10(1)
Tactics
10(1)
Launching a High-Tech Start-Up
11(3)
Managing a Growing Business
14(2)
Stages of Growth
14(1)
Planning
15(1)
Organizing
16(1)
Leading
16(1)
Controlling
16(1)
Manager's Solution
16(1)
Discussion Questions
17(1)
Manager's Workbook
17(1)
Manager's Workshop
18(1)
Management in Practice: Ethical Dilemma
18(1)
Surf the Net
19(1)
Case for Critical Analysis
19
Appendix C Answers to Manager's Workbook Exercises
1
Glossary
End Notes
Name Index
Company Index
Subject Index

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