PART 1 Introduction
CHAPTER ONE The Exceptional Manager: What You Do, How You Do It — p. 2
1.1 Management: What It Is, What Its Benefits Are — p. 4
1.2 What Managers Do: The Four Principal Functions — p. 8
1.3 Pyramid Power: Levels and Areas of Management — p. 10
1.4 Roles Managers Must Play Successfully — p. 14
1.5 The Skills Exceptional Managers Need — p. 18
1.6 Seven Challenges to Being an Exceptional Manager — p. 21
1.7 Building Your Career Readiness — p. 30
1.8 Career Corner: Managing Your Career Readiness — p. 37
CHAPTER TWO Management Theory: Essential Background for the Successful Manager — p. 44
2.1 Evolving Viewpoints: How We Got to Today’s Management Outlook — p. 46
2.2 Classical Viewpoint: Scientific and Administrative Management — p. 48
2.3 Behavioral Viewpoint: Behaviorism, Human Relations, and Behavioral Science — p. 52
2.4 Quantitative Viewpoints: Operations Management and Evidence-Based Management — p. 56
2.5 Systems Viewpoint — p. 58
2.6 Contingency Viewpoint — p. 60
2.7 Contemporary Approaches: The Learning Organization, High-Performance Work Practices, and Shared Value and Sustainable Development — p. 61
2.8 Career Corner: Managing Your Career Readiness — p. 65
PART 2 The Environment of Management
CHAPTER THREE The Manager’s Changing Work Environment and Ethical Responsibilities: Doing the Right Thing — p. 74
3.1 The Goals of Business: More Than Making Money — p. 76
3.2 The Community of Stakeholders inside the Organization — p. 77
3.3 The Community of Stakeholders outside the Organization — p. 80
3.4 The Ethical Responsibilities Required of You as a Manager — p. 89
3.5 The Social Responsibilities Required of You as a Manager — p. 99
3.6 Corporate Governance — p. 105
3.7 Career Corner: Managing Your Career Readiness — p. 107
LEARNING MODULE 1: Shared Value and Sustainable Development: A New Way to Think about Leading and Managing — p. 116
1.1 From Corporate Social Responsibility to Creating Shared Value — p. 117
1.2 The Roles of Various Stakeholders in CSV — p. 125
1.3 Progress, Challenges, and Recommendations for CSV — p. 132
CHAPTER FOUR Global Management: Managing across Borders — p. 140
4.1 Globalization: The Collapse of Time and Distance — p. 142
4.2 You and International Management — p. 145
4.3 Why and How Companies Expand Internationally — p. 149
4.4 The World of Free Trade: Regional Economic Cooperation and Competition — p. 153
4.5 The Value of Understanding Cultural Differences — p. 161
4.6 Career Corner: Managing Your Career Readiness — p. 170
PART 3 Planning
CHAPTER FIVE Planning: The Foundation of Successful Management — p. 178
5.1 Planning and Strategy — p. 180
5.2 Fundamentals of Planning — p. 184
5.3 Goals and Plans — p. 190
5.4 Promoting Consistencies in Goals: SMART Goals, Management by Objectives, and Goal Cascading — p. 192
5.5 The Planning/Control Cycle — p. 198
5.6 Career Corner: Managing Your Career Readiness — p. 200
CHAPTER SIX Strategic Management: How Exceptional Managers Realize a Grand Design — p. 208
6.1 Strategic Positioning and Levels of Strategy — p. 210
6.2 The Strategic-Management Process — p. 213
6.3 Assessing the Current Reality — p. 216
6.4 Establishing Corporate-Level Strategy — p. 223
6.5 Establishing Business-Level Strategy — p. 226
6.6 Strategic Implementation: Creating, Executing, and Controlling Functional-Level Strategies — p. 230
6.7 Career Corner: Managing Your Career Readiness — p. 235
LEARNING MODULE 2: Entrepreneurship — p. 244
2.1 Entrepreneurship: Its Foundations and Importance — p. 246
2.2 Starting a Business — p. 254
CHAPTER SEVEN Individual and Group Decision Making: How Managers Make Things Happen — p. 266
7.1 Two Kinds of Decision Making: Rational and Nonrational — p. 268
7.2 Making Ethical Decisions — p. 275
7.3 Evidence-Based Decision Making and Data Analytics — p. 279
7.4 Artificial Intelligence Is a Powerful Decision-Making Resource — p. 286
7.5 Four General Decision-Making Styles — p. 291
7.6 Decision-Making Biases — p. 294
7.7 Group Decision Making: How to Work with Others — p. 297
7.8 Career Corner: Managing Your Career Readiness — p. 304
PART 4 Organizing
CHAPTER EIGHT Organizational Culture and Structure: Drivers of Strategic Implementation — p. 312
8.1 Aligning Culture, Structure, and Human Resource (HR) Practices to Support Strategy — p. 314
8.2 What Kind of Organizational Culture Will You Be Operating In? — p. 319
8.3 The Process of Culture Change — p. 330
8.4 The Major Features of an Organization — p. 337
8.5 Eight Types of Organizational Structure — p. 343
8.6 Career Corner: Managing Your Career Readiness — p. 351
CHAPTER NINE Human Resource Management: Getting the Right People for Managerial Success — p. 360
9.1 Strategic Human Resource Management — p. 362
9.2 Recruitment and Selection: Putting the Right People into the Right Jobs — p. 368
9.3 Managing an Effective Workforce: Compensation and Benefits — p. 378
9.4 Onboarding and Learning and Development — p. 379
9.5 Performance Management — p. 385
9.6 Managing Promotions, Transfers, Disciplining, and Dismissals — p. 392
9.7 The Legal Requirements of Human Resource Management — p. 395
9.8 Labor–Management Issues — p. 403
9.9 Career Corner: Managing Your Career Readiness — p. 408
CHAPTER TEN Organizational Change and Innovation: Lifelong Challenges for the Exceptional Manager — p. 416
10.1 The Nature of Change in Organizations — p. 418
10.2 Forms and Models of Change — p. 427
10.3 Organizational Development: What It Is, What It Can Do — p. 434
10.4 Organizational Innovation — p. 438
10.5 The Threat of Change: Managing Employee Fear and Resistance — p. 445
10.6 Career Corner: Managing Your Career Readiness — p. 448
PART 5 Leading
CHAPTER ELEVEN Managing Individual Differences and Behavior: Supervising People as People — p. 456
11.1 Personality and Individual Behavior — p. 458
11.2 Values, Attitudes, and Behavior — p. 464
11.3 Perception and Individual Behavior — p. 468
11.4 Work-Related Attitudes and Behaviors Managers Need to Deal With — p. 475
11.5 The New Diversified Workforce — p. 484
11.6 Understanding Stress and Individual Behavior — p. 495
11-7 Career Corner: Managing Your Career Readiness — p. 502
CHAPTER TWELVE Motivating Employees: Achieving Superior Performance in the Workplace — p. 510
12.1 Motivating for Performance — p. 512
12.2 Content Perspectives on Employee Motivation — p. 516
12.3 Process Perspectives on Employee Motivation — p. 524
12.4 Job Design Perspectives on Motivation — p. 537
12.5 Reinforcement Perspectives on Motivation — p. 542
12.6 Using Compensation, Nonmonetary Incentives, and Other Rewards to Motivate: In Search of the Positive Work Environment — p. 545
12.7 Career Corner: Managing Your Career Readiness — p. 553
CHAPTER THIRTEEN Groups and Teams: Increasing Cooperation, Reducing Conflict — p. 562
13.1 Groups versus Teams — p. 564
13.2 Stages of Group and Team Development — p. 570
13.3 Building Effective Teams — p. 574
13.4 Managing Conflict — p. 581
13.5 Career Corner: Managing Your Career Readiness — p. 588
CHAPTER FOURTEEN Power, Influence, and Leadership: From Becoming a Manager to Becoming a Leader — p. 596
14.1 The Nature of Leadership: The Role of Power and Influence — p. 598
14.2 Trait Approaches: Do Leaders Have Distinctive Traits and Personal Characteristics? — p. 605
14.3 Behavioral Approaches: Do Leaders Show Distinctive Patterns of Behavior? — p. 611
14.4 Situational Approaches: Does Leadership Vary with the Situation? — p. 613
14.5 The Full-Range Model: Using Transactional and Transformational Leadership — p. 619
14.6 Contemporary Perspectives and Concepts — p. 624
14.7 Career Corner: Managing Your Career Readiness — p. 632
CHAPTER FIFTEEN Interpersonal and Organizational Communication: Mastering the Exchange of Information — p. 640
15.1 The Communication Process: What It Is, How It Works — p. 642
15.2 How Managers Fit into the Communication Process — p. 648
15.3 Barriers to Communication — p. 653
15.4 Social Media and Management — p. 660
15.5 Improving Communication Effectiveness — p. 678
15.6 Career Corner: Managing Your Career Readiness — p. 686
PART 6 Controlling
CHAPTER SIXTEEN Control Systems and Quality Management: Techniques for Enhancing Organizational Effectiveness — p. 694
16.1 Control: When Managers Monitor Performance — p. 696
16.2 The Control Process and Types of Control — p. 699
16.3 What Should Managers Control? — p. 705
16.4 Total Quality Management — p. 717
16.5 Contemporary Control Issues — p. 727
16.6 Career Corner: Managing Your Career Readiness — p. 731
