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. 9
1.3 Pyramid Power: Levels and Areas of Management — p. 11
1.4 Roles Managers Must Play Successfully — p. 15
1.5 The Skills Exceptional Managers Need — p. 19
1.6 Seven Challenges to Being an Exceptional Manager — p. 22
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. 42
2.1 Evolving Viewpoints: How We Got to Today's Management Outlook — p. 44
2.2 Classical Viewpoint: Scientific and Administrative Management — p. 47
2.3 Behavioral Viewpoint: Behaviorism, Human Relations, and Behavioral Science — p. 51
2.4 Quantitative Viewpoints: Management Science and Operations Management — p. 56
2.5 Systems Viewpoint — p. 58
2.6 Contingency Viewpoint — p. 61
2.7 Quality-Management Viewpoint — p. 63
2.8 The Learning Organization in an Era of Accelerated Change — p. 66
2.9 Career Corner: Managing Your Career Readiness — p. 69
PART 2 The Environment of Management
CHAPTER THREE The Manager's Changing Work Environment and Ethical Responsibilities: Doing the Right Thing — p. 76
3.1 The Triple Bottom Line: People, Planet, and Profit — p. 78
3.2 The Community of Stakeholders Inside the Organization — p. 79
3.3 The Community of Stakeholders Outside the Organization — p. 82
3.4 The Ethical Responsibilities Required of You as a Manager — p. 92
3.5 The Social Responsibilities Required of You as a Manager — p. 100
3.6 Corporate Governance — p. 106
3.7 Career Corner: Managing Your Career Readiness — p. 108
CHAPTER FOUR Global Management: Managing across Borders — p. 116
4.1 Globalization: The Collapse of Time and Distance — p. 118
4.2 You and International Management — p. 122
4.3 Why and How Companies Expand Internationally — p. 126
4.4 The World of Free Trade: Regional Economic Cooperation and Competition — p. 131
4.5 The Value of Understanding Cultural Differences — p. 139
4.6 Career Corner: Managing Your Career Readiness — p. 149
PART 3 Planning
CHAPTER FIVE Planning: The Foundation of Successful Management — p. 156
5.1 Planning and Strategy — p. 158
5.2 Fundamentals of Planning — p. 162
5.3 Goals and Plans — p. 169
5.4 Promoting Consistencies in Goals: SMART Goals, Management by Objectives, and Goal Cascading — p. 172
5.5 The Planning/Control Cycle — p. 178
5.6 Career Corner: Managing Your Career Readiness — p. 180
CHAPTER SIX Strategic Management: How Exceptional Managers Realize a Grand Design — p. 188
6.1 Strategic Positioning and Levels of Strategy — p. 190
6.2 The Strategic-Management Process — p. 193
6.3 Assessing the Current Reality — p. 196
6.4 Establishing Corporate-Level Strategy — p. 203
6.5 Establishing Business-Level Strategy — p. 206
6.6 Executing and Controlling Strategy — p. 209
6.7 Career Corner: Managing Your Career Readiness — p. 213
LEARNING MODULE 1: Entrepreneurship — p. 220
LM1.1 Entrepreneurship: Its Foundations and Importance — p. 221
LM1.2 Starting a Business — p. 229
CHAPTER SEVEN Individual and Group Decision Making: How Managers Make Things Happen — p. 238
7.1 Two Kinds of Decision Making: Rational and Nonrational — p. 240
7.2 Making Ethical Decisions — p. 247
7.3 Evidence-Based Decision Making and Analytics — p. 250
7.4 Four General Decision-Making Styles — p. 257
7.5 Decision-Making Biases and the Use of Artificial Intelligence — p. 260
7.6 Group Decision Making: How to Work with Others — p. 265
7.7 Career Corner: Managing Your Career Readiness — p. 272
PART 4 Organizing
CHAPTER EIGHT Organizational Culture, Structure, and Design: Building Blocks of the Organization — p. 280
8.1 Aligning Strategy, Culture, and Structure — p. 282
8.2 What Kind of Organizational Culture Will You Be Operating In? — p. 286
8.3 The Process of Culture Change — p. 293
8.4 Organizational Structure — p. 298
8.5 The Major Elements of an Organization — p. 300
8.6 Basic Types of Organizational Structures — p. 304
8.7 Contingency Design: Factors in Creating the Best Structure — p. 311
8.8 Career Corner: Managing Your Career Readiness — p. 314
CHAPTER NINE Human Resource Management: Getting the Right People for Managerial Success — p. 322
9.1 Strategic Human Resource Management — p. 324
9.2 Recruitment and Selection: Putting the Right People into the Right Jobs — p. 329
9.3 Managing an Effective Workforce: Compensation and Benefits — p. 339
9.4 Orientation and Learning and Development — p. 340
9.5 Performance Appraisal — p. 344
9.6 Managing Promotions, Transfers, Disciplining, and Dismissals — p. 350
9.7 The Legal Requirements of Human Resource Management — p. 354
9.8 Labor–Management Issues — p. 361
9.10 Career Corner: Managing Your Career Readiness — p. 366
CHAPTER TEN Organizational Change and Innovation: Lifelong Challenges for the Exceptional Manager — p. 374
10.1 The Nature of Change in Organizations — p. 376
10.2 Types and Models of Change — p. 383
10.3 Organizational Development: What It Is, What It Can Do — p. 389
10.4 Organizational Innovation — p. 392
10.5 The Threat of Change: Managing Employee Fear and Resistance — p. 399
10.6 Career Corner: Managing Your Career Readiness — p. 402
PART 5 Leading
CHAPTER ELEVEN Managing Individual Differences and Behavior: Supervising People as People — p. 408
11.1 Personality and Individual Behavior — p. 410
11.2 Values, Attitudes, and Behavior — p. 416
11.3 Perception and Individual Behavior — p. 420
11.4 Work-Related Attitudes and Behaviors Managers Need to Deal With — p. 426
11.5 The New Diversified Workforce — p. 431
11.6 Understanding Stress and Individual Behavior — p. 441
11.7 Career Corner: Managing Your Career Readiness — p. 448
CHAPTER TWELVE Motivating Employees: Achieving Superior Performance in the Workplace — p. 456
12.1 Motivating for Performance — p. 458
12.2 Content Perspectives on Employee Motivation — p. 461
12.3 Process Perspectives on Employee Motivation — p. 469
12.4 Job Design Perspectives on Motivation — p. 478
12.5 Reinforcement Perspectives on Motivation — p. 483
12.6 Using Compensation, Nonmonetary Incentives, and Other Rewards to Motivate: In Search of the Positive Work Environment — p. 487
12.7 Career Corner: Managing Your Career Readiness — p. 494
CHAPTER THIRTEEN Groups and Teams: Increasing Cooperation, Reducing Conflict — p. 502
13.1 Groups versus Teams — p. 504
13.2 Stages of Group and Team Development — p. 510
13.3 Building Effective Teams — p. 513
13.4 Managing Conflict — p. 521
13.5 Career Corner: Managing Your Career Readiness — p. 528
CHAPTER FOURTEEN Power, Influence, and Leadership: From Becoming a Manager to Becoming a Leader — p. 534
14.1 The Nature of Leadership: The Role of Power and Influence — p. 536
14.2 Trait Approaches: Do Leaders Have Distinctive Traits and Personal Characteristics? — p. 544
14.3 Behavioral Approaches: Do Leaders Show Distinctive Patterns of Behavior? — p. 550
14.4 Situational Approaches: Does Leadership Vary with the Situation? — p. 557
14.5 The Uses of Transformational Leadership — p. 563
14.6 Three Additional Perspectives — p. 568
14.7 Career Corner: Managing Your Career Readiness — p. 572
CHAPTER FIFTEEN Interpersonal and Organizational Communication: Mastering the Exchange of Information — p. 580
15.1 The Communication Process: What It Is, How It Works — p. 582
15.2 How Managers Fit into the Communication Process — p. 588
15.3 Barriers to Communication — p. 592
15.4 Social Media and Management — p. 600
15.5 Improving Communication Effectiveness — p. 615
15.6 Career Corner: Managing Your Career Readiness — p. 623
PART 6 Controlling
CHAPTER SIXTEEN Control Systems and Quality Management: Techniques for Enhancing Organizational Effectiveness — p. 630
16.1 Control: When Managers Monitor Performance — p. 632
16.2 Levels and Areas of Control — p. 641
16.3 The Balanced Scorecard and Strategy Maps — p. 645
16.4 Some Financial Tools for Control — p. 650
16.5 Total Quality Management — p. 654
16.6 Managing Control Effectively — p. 664
16.7 Managing for Productivity — p. 667
16.8 Career Corner: Managing Your Career Readiness — p. 671
LEARNING MODULE 2: The Project Planner's Toolkit: Flowcharts, Gantt Charts, and Break-Even Analysis — p. 681
