Fundamentals of Management

by Donnelly, James H.; Gibson, James L.; Ivancevich, John M.

• ISBN13: 9780072457858
• ISBN10: 0072457856
• Format: Paperback
• Copyright: 1999-07-01
• Publisher: McGraw-Hill College

Table of Contents

PART I Management and the Environment
Managers and the Evolution of Management	2	(28)
Why Study Management?	4	(1)
The Evolution of Management as a Field of Study	5	(1)
Foundations of Managing Work and Organizations	5	(4)
The Management of Work	6	(2)
The Management of Organizations	8	(1)
Foundations of Managing People in Organizations	9	(5)
The Human Relations Approach	10	(1)
The Hawthorne Studies	10	(2)
The Behavioral Science Approach	12	(2)
Foundations of Managing Production and Operations	14	(3)
Development of Management Science	14	(2)
Production and Operations Management	16	(1)
Attempts to Integrate the Three Approaches	17	(2)
The Systems Approach	18	(1)
Contingency Approach	18	(1)
The Three Tasks of World Class Managers	19	(1)
Plan for the Book	20	(3)
Summary of Key Points	23	(1)
Discussion and Review Questions	23	(1)
Case 1 -- 1: Goya Foods: Competition and Job Creation	24	(1)
Video Case: The Evolution of Management	24	(2)
Experiential Exercise: Attitudes about Business Organizations	26	(2)
Notes	28	(2)
Managers and Their Environments	30	(26)
Management in Action: Managers Are Experiencing Changes in Their Environments	31	(1)
The External Environment	32	(5)
Direct Forces	32	(5)
Management Focus: What Diverse Employees Want	37	(5)
Indirect Forces	38	(4)
Management Focus: Environmentally Sound Principles of Social Responsibility	42	(1)
Management Focus: Coca-Cola Sees a World of Opportunities	43	(1)
The Internal Environment	44	(7)
Three Management Levels	44	(1)
Types of Managers and Levels of Management	45	(6)
Summary of Key Points	51	(1)
Discussion and Review Questions	51	(1)
Case 2 -- 2: Managers Making Decisions	52	(1)
Video Case: Management Challenge	53	(1)
Experiential Exercise: Profile of an External Environment	54	(1)
Notes	55	(1)
Managing in a Global Environment	56	(28)
Management in Action: Going Global: A Framework That Can Shape Thinking	57	(1)
International Agreements and Economic Alliances	58	(3)
General Agreement on Tariffs and Trade	58	(1)
Economic Alliances	59	(2)
Management Focus: The Pacific Century: An Economic Prediction	61	(1)
The Multinational Company	61	(1)
The MNC Decision	62	(4)
International Market to Be Served	63	(1)
Products or Services to Be Marketed	63	(1)
Mode of Entry	63	(3)
Environment of the Multinational Manager	66	(2)
Culture	66	(2)
Management Focus: Ethics and Doing Business in Other Countries	68	(3)
Economics	68	(1)
Politics	69	(2)
Technology	71	(1)
Management in a Multinational Corporation	71	(5)
Planning Function	71	(1)
Organizing Function	72	(2)
Leading Function	74	(1)
Controlling Function	75	(1)
Managing People in a Multinational Corporation	76	(2)
Summary of Key Points	78	(1)
Discussion and Review Questions	78	(1)
Case 3 -- 1: Invest in Russia: Why?	79	(1)
Experiential Exercise: Launching an International Business	80	(1)
Notes	81	(3)
Social and Ethical Responsibilities of Management	84	(28)
Management in Action: The Growing Green Revolution	85	(1)
The Meanings of Social Responsibility	86	(2)
Social Responsibility as Social Obligation	86	(1)
Social Responsibility as Social Reaction	87	(1)
Social Responsibility as Social Responsiveness	88	(1)
Management Focus: The Socially Responsible Body Shop	88	(2)
A Continuum of Social Responsibility	89	(1)
Specific Socially Responsible Activities	90	(1)
Management Focus: One Company's Commitment to Worker Education	90	(5)
Internal Beneficiaries	91	(2)
External Beneficiaries	93	(2)
Changing Expectations for Corporate Performance	95	(1)
The Historical Evolution of Expectations	95	(1)
The Contemporary Expectation for Corporate Social Responsiveness	96	(1)
Managerial Ethics	96	(7)
Ethical Standards	98	(1)
The Organization's Role in Ethical Behavior	99	(3)
Ethics and Social Responsiveness	102	(1)
Summary of Key Points	103	(1)
Discussion and Review Questions	104	(1)
Case 4 -- 1: Building Ethics at General Dynamics	104	(2)
Video Case: The High Bid Dilemma	106	(1)
Experiential Exercise: Ethical Dilemmas	106	(1)
Notes	107	(5)
PART II Managing Work and Organizations
Planning, Organizing, Controlling
Management Decision Making	112	(26)
Management in Action: Decisions---Decisions---Decisions!	113	(1)
Types of Managerial Decisions	114	(1)
Programmed and Nonprogrammed Decisions	114	(1)
Types of Decisions and Level of Management	115	(1)
The Process of Decision Making	115	(2)
Problem Identification	116	(1)
Management Focus: A New Style of Decision Making at AT&T	117	(5)
Developing Alternatives	119	(1)
Evaluating Alternatives	119	(2)
Choosing an Alternative	121	(1)
Implementing the Decision	122	(1)
Control and Evaluation	122	(1)
Individual Decision Making	122	(2)
Values	122	(1)
Personality	123	(1)
Propensity for Risk	123	(1)
Potential for Dissonance	123	(1)
Management Focus: Making Tough Decisions	124	(1)
Group Decision Making	125	(5)
Individual versus Group Decision Making	125	(1)
Creativity in Group Decision Making	126	(1)
Techniques for Stimulating Creativity	126	(4)
Summary of Key Points	130	(1)
Discussion and Review Questions	130	(1)
Case 5 -- 1: One Manager's Tough Decision	131	(1)
Video Case: Decision Making	132	(1)
Experiential Exercise: Lost-at-Sea Decision Making	133	(2)
Notes	135	(3)
The Planning Function	138	(24)
Management in Action: A Plan to Get Back in the Game	139	(1)
The Focus of Planning	140	(1)
The Elements of Planning	140	(1)
Management Focus: A Woman with a Plan	140	(2)
The Importance of Planning	142	(1)
Coordinating Efforts	142	(1)
Preparing for Change	142	(1)
Developing Performance Standards	143	(1)
Developing Managers	143	(1)
Setting Objectives and Priorities	143	(1)
Management Focus: Starbucks---The Power of Vision	144	(6)
Priority of Objectives	144	(1)
Time Frame of Objectives	145	(1)
Conflicts among Objectives	145	(1)
Measurement of Objectives	146	(2)
An Example of Objectives in Planning	148	(2)
Courses of Action	150	(1)
Forecasting Sales Volume	150	(1)
Resources	151	(3)
Implementation of Plans	154	(1)
Authority	154	(1)
Persuasion	154	(1)
Policy	154	(1)
Key Planning Issues	155	(1)
Summary of Key Points	156	(1)
Discussion and Review Questions	157	(1)
Case 6 -- 1: Planning for Change Leads to a Change in Plans	157	(1)
Video Case: Planning and Strategic Management at Ford Motor Company	158	(1)
Experiential Exercise: Using the Elements of Planning in Your Own Life	159	(1)
Notes	160	(2)
Strategic Planning	162	(24)
Management in Action: Strategic Planning Works	163	(1)
The Growth of Strategic Planning	164	(1)
The Strategic Planning Process	165	(2)
Organizational Mission	165	(2)
Management Focus: Strategic Planning at General Electric	167	(6)
Organizational Objectives	168	(3)
Organizational Strategies	171	(2)
Organizational Portfolio Plan	173	(1)
Management Focus: Strategic Mistakes at Borden	173	(3)
Strategic Planning: Using the Process	176	(2)
Relating the Strategic Plan and Operational Plans	176	(1)
Relating Organizational Objectives and Strategies to Operational Objectives and Strategies	177	(1)
Summary of Key Points	178	(1)
Discussion and Review Questions	179	(1)
Case 7 -- 1: Encouraging Diversity as Part of the Strategic Planning Process	179	(2)
Video Case: A Conversation with Ben and Jerry	181	(1)
Experiential Exercise: The Importance of the Planning Function	182	(1)
Notes	183	(3)
The Organizing Function	186	(30)
Management in Action: Innovations in Organization Structures in Global and Small Organizations	187	(2)
Dimensions of Structure	189	(1)
Formalization	189	(1)
Centralization	189	(1)
Complexity	189	(1)
Division of Labor	190	(3)
Specialization of Labor at the Job Level	191	(1)
The Team Approach to Job Design	192	(1)
Delegation of Authority	193	(4)
Why Delegate Authority?	194	(1)
Why Should Authority Not Be Delegated?	195	(1)
Delegation of Authority in International Settings	195	(1)
Empowerment: Specialization and Delegation	196	(1)
Departmental Bases	197	(1)
Management Focus: Employee Empowerment in Small Companies	197	(9)
Functional Departmentalization	198	(1)
Process Departmentalization	199	(1)
Product Departmentalization	199	(2)
Customer Departmentalization	201	(1)
Geographical Departmentalization	201	(1)
Multiple Departmental Bases	202	(1)
Combined Bases for Departmentalization: The Matrix Organization	202	(2)
Departmentalization in Multinational Corporations	204	(2)
Span of Control	206	(3)
Actual Relationships	207	(1)
Span of Control and Downsizing	207	(2)
Management Focus: The Implications of Downsizing	209	(1)
Summary of Key Points	209	(1)
Discussion and Review Questions	210	(1)
Case 8 -- 1: Organization Structure of Saxe Realty Company	211	(1)
Video Case: The Responsive Organization	212	(1)
Experiential Exercise: Designing the New Organization	213	(1)
Notes	214	(2)
Organization Design	216	(24)
Management in Action: The Virtual Corporation	217	(1)
Universalistic Approach	218	(6)
Classical Organization Design	218	(1)
Bureaucratic Organization Design	218	(1)
Classical School Organization Design	219	(1)
Neoclassical Organization Design	220	(4)
Management Focus: Saturn's Neoclassical Structure	224	(1)
Contingency Approach	224	(6)
Technology and Organization Design	224	(3)
Environment and Organization Design	227	(3)
Management Focus: Example of How Global Firms Cope with Uncertainty	230	(4)
Strategy and Organization Design	231	(3)
Summary of Key Points	234	(1)
Discussion and Review Questions	234	(1)
Case 9 -- 1: General Motors: Its Changing Organization Design	235	(1)
Experiential Exercise: Organizational Design in the Campus Setting	236	(1)
Notes	237	(3)
The Controlling Function	240	(26)
Management in Action: Reengineering at Barr & Stroud	241	(1)
Three Types of Control	242	(2)
Management Focus: Intangibles Do Affect Business Profits	244	(1)
Preliminary Control	244	(6)
Human Resources: Selection and Staffing	246	(1)
Materials	246	(1)
Capital	247	(2)
Financial Resources	249	(1)
Concurrent Control	250	(1)
Feedback Control	251	(1)
Management Focus: Control in the Age of Information	251	(6)
Financial Statement Analysis	251	(2)
Standard Cost Analysis	253	(1)
Quality Control Analysis	254	(2)
Employee Performance Evaluation	256	(1)
Summary of Key Points	257	(1)
Discussion and Review Questions	257	(1)
Case 10 -- 1: Benchmarking Practices at Xerox	258	(1)
Video Case: Organization Control	259	(1)
Experiential Exercise: Paper Plane Corporation	260	(2)
Notes	262	(4)
PART III Managing People in Organizations
Leading
Motivation	266	(38)
Management in Action: Work Ethics, Fairy Tales, and Motivation	267	(1)
What Is Motivation?	267	(1)
The Motivation Process	268	(1)
Understanding Motivation: The Use of Theories	269	(1)
Management Focus: Hitting the Motivation Wall	270	(1)
Content Theories of Motivation	271	(6)
Maslow's Hierarchy of Needs	271	(3)
Herzberg's Two-Factor Theory	274	(3)
Management Focus: Mary Kay Ash: A Motivator Who Understands Women	277	(1)
Comparing Herzberg's and Maslow's Models	278	(1)
Process Theories of Motivation	278	(8)
Equity Theory	279	(1)
Vroom's Expectancy Theory	280	(4)
Reinforcement Theory	284	(2)
An Integrating Model of Motivation	286	(2)
Porter-Lawler Model	286	(1)
Using the Model	287	(1)
Motivation, Cultural Diversity, and Cross-Cultural Issues	288	(2)
A New Management Approach	288	(1)
Cross-Cultural Motivation	288	(2)
Management Strategies for Increasing Motivation	290	(6)
Job Enrichment	290	(2)
Relating Pay to Job Performance	292	(2)
Employee Stock Ownership Plans (ESOPs)	294	(1)
Flexible Working Hours	295	(1)
Summary of Key Points	296	(1)
Discussion and Review Questions	297	(1)
Case 11 -- 1: Executive Pay: Worth It or a Disgrace?	297	(2)
Video Case: Employee Motivation at Tellabs, Inc.	299	(1)
Experiential Exercise: Your Job Preferences Compared with Others'	300	(1)
Notes	301	(3)
Managing Work Groups	304	(32)
Management in Action: Individualism and Teamwork: It Works at Bell Labs	305	(1)
Classification of Work Groups	306	(1)
Formation of Work Groups	307	(1)
Physical Reasons	307	(1)
Economic Reasons	307	(1)
Sociopsychological Reasons	307	(1)
Specific Types of Groups in an Organization	308	(7)
Command Groups/Teams	309	(1)
Task Groups/Teams	309	(1)
Interest Groups	309	(1)
Friendship Groups	309	(1)
Committees: Special Kinds of Groups	310	(1)
Quality Circles: An Action-Oriented Group Approach	311	(2)
Self-Managed Teams	313	(1)
Multicultural Work Groups: Managing Diversity	314	(1)
Development of Work Groups	315	(2)
Characteristics of Work Groups	317	(2)
Group Structure and Roles	317	(1)
Group Goals	318	(1)
Leadership	318	(1)
Management Focus: The Ingredients for Superteams	319	(7)
Norms and Control	320	(1)
Cohesiveness	321	(2)
Size	323	(1)
Intragroup Conflict	323	(1)
Intergroup Conflict	324	(2)
Consequences of Group Membership	326	(1)
Member Satisfaction	326	(1)
Management Focus: Labor-Management Conflict Reduction	327	(2)
Group Decision-Making Effectiveness	328	(1)
Summary of Key Points	329	(1)
Discussion and Review Questions	330	(1)
Case 12 -- 1: San Diego Zoo's Team Approach	330	(1)
Video Case: Quality Teamwork at the University of Michigan Hospitals	331	(2)
Experiential Exercise: Group Brainstorming in Action	333	(1)
Notes	334	(2)
Leading People in Organizations	336	(36)
Management in Action: Leaders: Similarities and Differences	337	(1)
What Is Leadership?	338	(2)
The Leadership Job: A Mutual-Sharing View	340	(1)
Leader Attitudes: Important Assumptions	341	(1)
Women versus Men as Leaders	341	(1)
Management Focus: Empowerment at Hampton Inn	342	(2)
The Leader as Coach	343	(1)
Management Focus: Gender Bias: Stop the Nonsense	344	(1)
Trait Theories of Leadership	345	(1)
Personal-Behavior Theories	346	(4)
A Continuum of Leadership	346	(1)
Michigan Studies: Job-Centered and Employee-Centered Leaders	347	(1)
Ohio State Studies: Two-Dimensional Theory	347	(1)
Managerial Grid Theory	348	(1)
Synopsis of the Personal-Behavioral Approach	349	(1)
Situational Theories of Leadership	350	(8)
Contingency Theory	350	(3)
Path-Goal Theory	353	(1)
Leader-Style Theory	353	(3)
Tridimensional Leader-Effectiveness Theory	356	(2)
Comparison	358	(1)
Transformational Leadership	358	(1)
Selected Factors Influencing Leadership	359	(1)
Perceptual Accuracy	359	(1)
Background, Experience, and Personality	360	(1)
Superior's Expectations and Style	360	(1)
Task Understanding	360	(1)
Peer Expectations	361	(1)
Integrating Influence Factors	361	(1)
Multicultural Leadership	362	(2)
Summary of Key Points	364	(1)
Discussion and Review Questions	364	(1)
Case 13 -- 1: Harley-Davidson: A Leader on a Motorcycle	364	(2)
Video Case: Motivation and Leadership at Bernard Welding Equipment Company	366	(2)
Experiential Exercise: Are You a Transformational Leader?	368	(1)
Notes	369	(3)
Communication and Negotiation	372	(30)
Management in Action: Communicating in a Diverse Organization	373	(1)
The Importance of Communication	374	(1)
Management Focus: Communicating with the Customer Yields a High Payoff	375	(1)
Understanding the Process of Communication	375	(4)
Elements of Communication	376	(3)
Information Technology and Communications	379	(2)
Internet	379	(2)
Communication in Organizations	381	(2)
Downward Communication	381	(1)
Upward Communication	382	(1)
Lateral Communication	382	(1)
Diagonal Communication	382	(1)
Management Focus: Upward Feedback: An Old but Effective Communication Tool	383	(1)
Interpersonal Communications	383	(3)
Regions of Information	383	(1)
Improvement Strategies	384	(1)
Management Styles	385	(1)
Why Communications Break Down	386	(4)
Differing Frames of Reference	386	(1)
Selective Perception	387	(1)
Poor Listening Skills	387	(1)
Value Judgments	387	(1)
Source Credibility	388	(1)
Semantic Problems	388	(1)
Filtering	389	(1)
Time Pressures	389	(1)
Communication Overload	389	(1)
Improving Communication in Organizations	390	(3)
Following Up	390	(1)
Regulating Information Flow	390	(1)
Utilizing Feedback	390	(1)
Empathy	391	(1)
Simplifying the Language	392	(1)
Effective Listening	392	(1)
Utilizing the Grapevine: Informal Communication Systems	392	(1)
Improving Group Communication through Negotiation	393	(2)
Group Negotiations	393	(1)
Prenegotiation Tasks	393	(1)
Negotiation Tactics	394	(1)
The Impact of Personalities on the Negotiation Process	395	(1)
The Role of Trust in Negotiations	395	(1)
Summary of Key Points	395	(1)
Discussion and Review Questions	396	(1)
Case 14 -- 1: Do You Know What I Like about You?	396	(1)
Experiential Exercise: Perceptual Differences	397	(1)
Notes	398	(4)
Human Resource Management	402	(36)
Management in Action: Managing Culturally Diverse Employees	403	(1)
Human Resource Management Function	404	(1)
Management Focus: Hallmark	405	(5)
Sexual Harassment	408	(2)
Employment Activity	410	(6)
Recruitment	411	(2)
Employee Selection and Placement	413	(3)
Management Focus: Even Honesty Tests Do Not Help a Flawed Investigation	416	(1)
Training and Development	416	(6)
Training Programs	416	(1)
Developmental Methods	417	(1)
Performance Appraisal	417	(5)
Wage and Salary Management	422	(2)
Employee Compensation	422	(2)
Benefits and Services	424	(1)
Labor Relations	425	(3)
Collective Bargaining	426	(1)
The Bargaining Issues	427	(1)
Conflict Resolution	427	(1)
Summary of Key Points	428	(1)
Discussion and Review Questions	429	(1)
Case 15 -- 1: Pinkerton: A Screening Lesson	429	(2)
Video Case: Southwest Airlines: Competing through People	431	(3)
Experiential Exercise: A Control Procedure: Your Personal Performance Appraisal	434	(1)
Notes	434	(4)
Organization Change, Development, and Innovation	438	(38)
Management in Action: New Management Styles to Manage Diversity	439	(1)
Resistance to Change	440	(2)
Why Do People Resist Change?	441	(1)
Minimizing Resistance to Change	441	(1)
A Model for Managing Change	442	(2)
Step 1: Stimuli---Forces for Change	444	(1)
External Forces	444	(1)
Internal Forces	444	(1)
Step 1: Reaction---Recognition of the Need for Change	445	(1)
Step 2: Reaction---Diagnosis of the Problem	446	(1)
Step 3: Stimuli---Alternative Change Techniques	446	(2)
Management Focus: Managing Change in the Banking Industry	448	(5)
People Change	452	(1)
Management Focus: Bell Atlantic's Change Agent	453	(5)
Technological Change	457	(1)
Step 3: Reaction---Recognition of Limiting Conditions	458	(2)
Step 4: Reaction---The Strategy for Change	460	(1)
Step 5: Reaction---Implementation and Evaluation	460	(2)
Summary of Key Points	462	(1)
Discussion and Review Questions	462	(1)
Case 16 -- 1: Implementing Total Quality Management at Thiokol Corporation	463	(5)
Video Case: Managing Change and Developing Organizations at Marshall Industries	468	(2)
Experiential Exercise: Are You Receptive to Change?	470	(2)
Notes	472	(4)
PART IV Managing Production and Operations
Planning, Organizing, Leading, Controlling
Production and Operations Management	476	(24)
Management in Action: US Companies Improve Competitiveness through the Implementation of Total Quality Management	477	(1)
The Nature of Production and Operations Management	478	(2)
A Systems View	478	(1)
Goods and Services	479	(1)
Managing the Transformation Process	480	(2)
Design	480	(1)
Scheduling	481	(1)
Operation	481	(1)
Control	481	(1)
Effective Management of the Transformation Process	482	(1)
The Management of Product and Service Quality	482	(1)
Management Focus: The Meaning of Quality in Different Cultures	483	(2)
Management Focus: The Japanese Raise the Ante Again	485	(2)
Factors That Affect Quality	487	(1)
Policy	487	(1)
Information	487	(1)
Engineering and Design	487	(1)
Materials	488	(1)
Equipment	488	(1)
People	488	(1)
Field Support	488	(1)
The Basic Elements of a Quality Management System	488	(3)
Develop Quality Characteristics	488	(1)
Establish Quality Standards	489	(1)
Develop a Quality Review Program	489	(1)
Build Quality Commitment	490	(1)
Design Reporting Systems	490	(1)
Total Quality Management	491	(2)
Total Quality Management at Corning	492	(1)
Post-Total Quality Management at Xerox	492	(1)
Looking Ahead	493	(1)
Summary of Key Points	493	(1)
Discussion and Review Questions	494	(1)
Case 17 -- 1: A Visit to Burger King	494	(2)
Video Case: The Production Process at Washburn Guitars	496	(1)
Experiential Exercise: Diversity of Quality Control Systems	497	(1)
Notes	497	(3)
Production and Inventory Planning and Control	500	(24)
Management in Action: Linear Programming Saves Money for Montreal's Urban Transport System	501	(1)
Production Planning	501	(1)
Planning Repetitive Production: Linear Programming	502	(2)
Specific Applications of Linear Programming	502	(1)
The Value of Linear Programming	503	(1)
Management Focus: Linear Programming in a Small North Carolina Textile Mill	504	(1)
Planning Nonrepetitive Production: PERT	505	(2)
Specific Applications of PERT	505	(2)
Inventory Control	507	(1)
Inventory Management as a Strategic Factor	507	(1)
Types of Inventories	508	(2)
Raw Materials	508	(1)
Supplies	509	(1)
Work in Process	509	(1)
Finished Goods	509	(1)
EOQ Method	510	(1)
Cost Factors in Inventory Control	510	(1)
Limitations of the EOQ Model	510	(1)
Material Requirements Planning	511	(4)
The Basics of MRP	512	(1)
The Complete MRP System	513	(2)
Manufacturing Resource Planning (MRP II)	515	(1)
Just-in-Time Inventory Control	515	(2)
The Basic Elements of JIT	515	(2)
Management Focus: JIT and TQM: Variations on an Idea	517	(1)
Some Problems and Limitations of JIT	517	(1)
Summary of Key Points	518	(1)
Discussion and Review Questions	519	(1)
Case 18 -- 1: Just-in-Time Inventory Control at the Toyota Truck Plant	519	(1)
Experiential Exercise: Applications of Inventory Control	520	(1)
Notes	521	(3)
Managing Information for Decision Making	524	(22)
Management in Action: Without Appropriate Information, Quality Management Is Impossible: An Australian Approach	525	(1)
Sources of Information	526	(2)
External Information Flows	527	(1)
Intraorganization Flows	527	(1)
Managing Information for Better Decision Making	528	(1)
The Importance of Information in Decision Making	528	(1)
Mismanagement of Current Information	528	(1)
The Increased Use of Personal Computers	529	(1)
Management Focus: Managing Information Overload in a Sales Force	529	(1)
The Need for Decision Support Systems	530	(2)
The Needs of Managers	530	(1)
Need for Specific Information for Specific Decisions	531	(1)
Management Focus: Bell Canada Develops a DSS System to Integrate Activities	532	(1)
The Functions of a Decision Support System	533	(2)
Determination of Information Needs	533	(1)
Information Gathering and Processing	534	(1)
Information Utilization	535	(1)
Designing a Decision Support System	535	(2)
The Central Data Bank	535	(1)
The Information Center	535	(2)
Information as an Organizational Resource	537	(1)
Summary of Key Points	537	(1)
Discussion and Review Questions	538	(1)
Case 19 -- 1: Information Systems Development to Compete for the Baldrige Award	538	(2)
Video Case: Information for Managers	540	(2)
Experiential Exercise: DSS Design in a Campus Bookstore	542	(1)
Notes	542	(4)
PART V Special Management Topics
Entrepreneurship	546	(26)
Management in Action: Women who Mean Business	547	(1)
The Entrepreneur	548	(3)
Risks	549	(1)
Motivations	549	(2)
Management Focus: Building an Entrepreneurial Spirit in Large Organizations	551	(1)
Characteristics	552	(1)
The Entrepreneur's Tasks	552	(6)
Planning	4	(554)
Management Focus: International Franchising Opportunities	558	(4)
Organizing	559	(1)
Controlling	560	(1)
Managing People in the Small Business	560	(2)
Special Challenges of Entrepreneurship	562	(2)
Growth of the Enterprise	562	(1)
Entrepreneurial Stress	563	(1)
Selling the Company	563	(1)
The Future of Entrepreneurship	564	(1)
Summary of Key Points	564	(1)
Discussion and Review Questions	565	(1)
Case 20 -- 1: Will This Business Succeed?	565	(2)
Experiential Exercise: Portrait of an Entrepreneur	567	(1)
Notes	568	(4)
Careers in Management	572	(21)
Management in Action: To Be or Not to Be a Manager	573	(1)
Management Careers	573	(1)
Career Effectiveness	574	(1)
Performance	574	(1)
Attitudes	575	(1)
Management Focus: Career Development for the New Age Career Global Corporation	575	(1)
Adaptability	576	(1)
Identity	576	(1)
Career Stages	576	(3)
Establishing a Career	577	(1)
Advancing a Career	577	(1)
Maintaining a Career	577	(1)
Withdrawing from a Career	578	(1)
Management Focus: The Benefits of Mentoring: Does Being a Woman Make a Difference?	579	(1)
Career Paths	579	(4)
Plateaus	581	(1)
Zigzag Career Paths	581	(1)
Dual Career Paths	582	(1)
The Mommy Track	582	(1)
Management as a Career	583	(5)
Who Should Pursue Management as a Career?	584	(1)
What are the Characteristics of Effective Managers?	585	(1)
How Does One Plan a Management Career?	585	(3)
Summary of Key Points	588	(1)
Discussion and Review Questions	589	(1)
Case 21 -- 1: Career Development as a Personal Responsibility	589	(1)
Experiential Exercise: Career Planning the TQM Way	590	(1)
Notes	591	(2)
Internet Appendix	593	(13)
Glossary	606	(12)
Name/Company Name Index	618	(7)
Subject Index	625