Management Fundamentals : Concepts, Applications, Skill Development

by Lussier,Robert N.

• ISBN13: 9780324226065
• ISBN10: 0324226063
• Edition: 3rd
• Format: Paperback
• Copyright: 2005-07-14
• Publisher: South-Western College Pub

Summary

Get prepared for the workforce now with MANAGEMENT FUNDAMENTALS: CONCEPTS, APPLICATIONS, SKILL DEVELOPMENT. Thought-provoking applications help you learn management skills fast and easy so you'll be ready for your first job in business. Plus with group exercises, self-assessments and behavioral projects, you'll have lots of different ways to get ready for tests so you can get the grade you need.

Table of Contents

Preface	xv
About the Author	1	(1)
PART 1: MANAGING IN A GLOBAL INTERNET ENVIRONMENT
Managing	2	(35)
Why Study Management?	4	(1)
What is a Manager's Responsibility?	4	(3)
What Does It Take to Be a Successful Manager?	7	(3)
Management Qualities	7	(2)
Management Skills	9	(1)
Supervisory Ability	10	(1)
What Do Managers Do?	10	(5)
Management Functions	11	(1)
Nonmanagement Functions	12	(1)
The Systems Relationship among the Management Functions	12	(1)
Management Roles	13	(2)
Differences among Managers	15	(5)
The Three Levels of Management	15	(1)
Types of Managers	16	(2)
Differences in Management Skills	18	(1)
Differences in Management Functions	18	(1)
Large-Business versus Small-Business Managers	18	(1)
Managers of For-Profit versus Not-for-Profit Organizations	18	(2)
New Workplace Issues and Challenges	20	(5)
Technology and Speed	20	(1)
Globalization and Diversity	21	(1)
Knowledge, Learning, Quality, and Continuous Improvement	21	(1)
Knowledge Management	22	(1)
Change, Creativity, Innovation, and Entrepreneurship	23	(1)
Participative Management, Empowerment, and Teams	23	(1)
Ethics and Social Responsibility	23	(1)
Networking and Boundaryless Relationships	24	(1)
Objectives of the Book	25	(12)
Management Concepts	25	(1)
Application of Management Concepts	26	(1)
Development of Management Skills	26	(1)
Flexibility	26	(1)
Organization of the Book	27	(1)
Chapter Summary	27	(1)
Key Terms	28	(1)
Review and Discussion Questions	28	(1)
Objective Case: Microsoft Corporation	29	(1)
Video Case: Le Meridien	30	(1)
Skill Builder 1: Comparing Management Skills	31	(1)
Skill Builder 2: Management Styles	31	(4)
Skill Builder 3: Getting to Know You	35	(2)
Appendix A A Brief History of Management	37	(148)
Classical Theory	37	(2)
Scientific Management	38	(1)
Administrative Theory	38	(1)
Behavioral Theory	39	(1)
Management Science	40	(1)
Integrative Perspective	40	(2)
Systems Theory	40	(1)
Sociotechnical Theory	41	(1)
Contingency Theory	41	(1)
Comparing Theories	42	(2)
Appendix Summary	42	(1)
Key Terms	43	(1)
Environment: Culture, Ethics, and Social Responsibility	44	(32)
The Internal Environment	46	(4)
Management and Culture	46	(1)
Mission	46	(1)
Resources	47	(1)
Systems Process	47	(2)
Structure	49	(1)
Organizational Culture	50	(4)
Learning the Organization's Culture	50	(1)
Three Levels of Culture	51	(1)
Strong and Weak Cultures	52	(1)
Managing, Changing, and Merging Cultures	52	(1)
Learning Organizations	53	(1)
The External Environment	54	(7)
Customers	54	(1)
Competition	55	(1)
Suppliers	56	(1)
Labor Force	56	(1)
Shareholders	56	(1)
Society	57	(1)
Technology	57	(1)
The Economy	57	(1)
Governments	58	(1)
Chaos and Interactive Management	59	(2)
Business Ethics	61	(7)
Does Ethical Behavior Pay?	62	(1)
How Personality Traits and Attitudes, Moral Development, and the Situation Affect Ethical Behavior	63	(1)
How People Justify Unethical Behavior	64	(1)
Simple Guides to Ethical Behavior	65	(1)
Managing Ethics	66	(2)
Social Responsibility	68	(8)
Social Responsibility to Stakeholders	68	(1)
Does It Pay to Be Socially Responsible?	69	(2)
Chapter Summary	71	(1)
Key Terms	72	(1)
Review and Discussion Questions	72	(1)
Objective Case: The State of Florida	72	(2)
Video Case: Timberland	74	(1)
Skill Builder 1: The Organizational Environment and Management Practices Analysis	74	(1)
Skill Builder 2: Ethics and Whistle-Blowing	75	(1)
The Global Environment and Entrepreneurship	76	(32)
The Global Environment	78	(6)
Ethnocentrism Is Out and ``Made in America'' Is Blurred	78	(1)
The Role of Technology and the Internet in the Global Village	79	(1)
The Economic Environment	80	(2)
The Government Environment	82	(1)
Classifying Businesses in the Global Village	83	(1)
Taking a Business Global	84	(7)
Global Sourcing	85	(1)
Importing and Exporting	86	(1)
Licensing	86	(1)
Contracting	86	(1)
Joint Venture	86	(1)
Direct Investment	86	(1)
The Role of the Internet in Taking a Business Global	87	(1)
Business Practices of Global Companies	88	(3)
Entrepreneurship	91	(5)
New Venture Entrepreneurs and Intrapreneurs	91	(2)
Contributions of Entrepreneurs	93	(1)
Selecting the New Venture	93	(1)
The Business Plan	94	(2)
Global Diversity	96	(12)
Cultural Diversity	97	(2)
Diversity in Work-Related Values	99	(2)
Diversity in Management Functions	101	(2)
Chapter Summary	103	(1)
Key Terms	104	(1)
Review and Discussion Questions	104	(1)
Objective Case: Claimpower, Inc.	104	(2)
Skill Builder 1: Selecting a New Venture	106	(1)
Skill Builder 2: Cultural Diversity Awareness	106	(2)
PART 2: PLANNING
Creative Problem Solving and Decision Making	108	(38)
Problem Solving and Decision Making: An Overview	110	(4)
The Relationship among Objectives, Problem Solving, and Decision Making	110	(1)
The Relationship among Management Functions, Decision Making, and Problem Solving	110	(1)
The Decision-Making Model	111	(1)
Decision-Making Styles	112	(1)
Decision Making in the Global Village	113	(1)
Classify and Define the Problem	114	(6)
Classify the Problem	114	(2)
Select the Appropriate Level of Participation	116	(3)
Define the Problem	119	(1)
Set Objectives and Criteria	120	(1)
Generate Creative Alternatives	121	(6)
Innovation and Creativity	122	(1)
Using Information and Technology to Generate Alternatives	123	(1)
Using Groups to Generate Creative Alternatives	124	(2)
Decision Trees	126	(1)
Analyze Alternatives and Select the Most Feasible	127	(6)
Quantitative Techniques	128	(1)
The Kepner-Tregoe Method	129	(2)
Cost-Benefit (Pros and Cons) Analysis	131	(1)
Ethics and Social Responsibility in Decision Making	132	(1)
Plan, Implement the Decision, and Control	133	(1)
Vroom's Participative Decision-Making Model	134	(12)
Participation Decision Styles	134	(1)
Questions that Determine the Appropriate Participative Decision Style	135	(1)
Time-Driven versus Development-Driven Model	136	(2)
Chapter Summary	138	(1)
Key Terms	139	(1)
Review and Discussion Questions	140	(1)
Objective Case: Kmart Acquires Sears	140	(1)
Video Case: General Motors	141	(1)
Behavior Modeling: Decision-Making Styles	142	(1)
Skill Builder 1: Making a Decision Using the Decision-Making Model	142	(1)
Skill Builder 2: Using the Vroom Model	143	(3)
The Strategic and Operational Planning Process	146	(39)
Planning Dimensions	148	(1)
Strategic Planning	149	(2)
The Strategic Planning Process	149	(2)
Strategic Levels	151	(1)
Developing the Mission	151	(1)
Analyzing the Environment	152	(5)
Industry and Competitive Situation Analysis	152	(1)
Company Situation Analysis	153	(3)
Competitive Advantage	156	(1)
Setting Objectives	157	(4)
Goals and Objectives	157	(1)
Writing Effective Objectives	157	(1)
Criteria for Objectives	158	(2)
Management by Objectives (MBO)	160	(1)
Corporate-Level Strategy	161	(6)
Grand Strategy	161	(1)
Corporate Growth Strategies	162	(3)
Portfolio Analysis	165	(2)
Business-Level Strategy	167	(6)
Adaptive Strategies	168	(2)
Competitive Strategies	170	(1)
Product Life Cycle	171	(2)
Functional-Level (Operational) Strategies	173	(1)
Marketing Strategy	173	(1)
Operations Strategy	174	(1)
Human Resources Strategy	174	(1)
Finance Strategy	174	(1)
Other Functional-Level Strategies	174	(1)
Operational Planning	174	(3)
Standing Plans versus Single-Use Plans	175	(1)
Contingency Plans	176	(1)
Implementing and Controlling Strategies	177	(8)
Chapter Summary	178	(1)
Key Terms	179	(1)
Review and Discussion Questions	180	(1)
Objective Case: Krispy Kreme	180	(2)
Skill Builder 1: Writing Objectives	182	(1)
Skill Builder 2: Entrepreneurial Strategic Planning	183	(2)
Appendix B Time Management	185	(110)
Analyzing Time Use	185	(2)
The Time Log	186	(1)
Analyzing Time Logs	186	(1)
A Time Management System	187	(3)
Time Management Techniques	190	(4)
Appendix Summary	192	(1)
Key Terms	193	(1)
Skill Builder: Time Management	193	(1)
PART 3: ORGANIZING
Organizing and Delegating Work	194	(34)
Principles of Organization	196	(4)
Unity of Command and Direction	196	(1)
Chain of Command	197	(1)
Span of Management	197	(1)
Division of Labor	197	(1)
Coordination	197	(1)
Balanced Responsibility and Authority	198	(1)
Delegation	199	(1)
Flexibility	199	(1)
Authority	200	(4)
Formal and Informal Authority	200	(1)
Levels of Authority	200	(1)
Line and Staff Authority	201	(1)
Centralized and Decentralized Authority	202	(2)
Organizational Design	204	(6)
Organization Chart	204	(1)
Departmentalization	205	(2)
Multiple Departmentalization	207	(1)
New Approaches to Departmentalization	208	(2)
Job Design	210	(4)
Job Simplification	210	(1)
Job Expansion	211	(1)
Work Teams	211	(1)
The Job Characteristics Model	212	(2)
Organizing Yourself and Delegating	214	(14)
Setting Priorities	215	(2)
Delegation	217	(1)
Delegation Decisions	218	(1)
The Delegation Process	218	(2)
Chapter Summary	220	(2)
Key Terms	222	(1)
Review and Discussion Questions	222	(1)
Objective Case: Hitachi	222	(2)
Skill Builder 1: Setting Priorities	224	(1)
Behavior Modeling: Delegating	225	(1)
Skill Builder 2: Delegating Authority	226	(2)
Managing Change: Innovation and Diversity	228	(30)
Change	230	(4)
Forces for Change	230
Types of Change	30	(202)
Forms of Change	232	(2)
Managing Change	234	(4)
Stages in the Change Process	234	(1)
Resistance to Change	235	(1)
How to Overcome Resistance to Change	236	(1)
A Model for Identifying and Overcoming Resistance to Change	237	(1)
Innovation	238	(4)
Innovative Organizational Structures	238	(2)
Innovative Organizational Cultures	240	(2)
Diversity	242	(5)
What Is Diversity, and Is It Really Important?	242	(1)
Diversity and Organizational Culture	243	(1)
Valuing Diversity versus Managing Diversity	243	(1)
Gender Diversity	244	(2)
Mentoring	246	(1)
The Learning Organization and Diversity	246	(1)
Organizational Development	247	(11)
Change Models	247	(1)
Organizational Development Interventions	248	(5)
Chapter Summary	253	(1)
Key Terms	254	(1)
Review and Discussion Questions	254	(1)
Objective Case: Kraft Foods	254	(2)
Video Case: Peter Pan Bus Lines	256	(1)
Skill Builder 1: Identifying Resistance to Change	256	(1)
Skill Builder 2: Diversity Training	257	(1)
Human Resources Management: Staffing	258	(37)
The Human Resources Management Process	260	(5)
The Legal Environment	261	(3)
The Human Resources Department	264	(1)
Human Resources Planning	265	(2)
Strategic Human Resources Planning	265	(1)
Job Analysis	265	(2)
Attracting Employees	267	(8)
Recruiting	267	(2)
The Selection Process	269	(2)
Selection Interviewing	271	(4)
Developing Employees	275	(9)
Orientation	276	(1)
Training and Development	276	(1)
Training Methods	277	(2)
Performance Appraisal	279	(3)
The Evaluative Performance Appraisal Interview	282	(1)
The Developmental Performance Appraisal Review	283	(1)
Retaining Employees	284	(4)
Compensation	284	(2)
Health and Safety	286	(1)
Labor Relations	287	(1)
Loss of Employees	288	(7)
Chapter Summary	289	(1)
Key Terms	290	(1)
Review and Discussion Questions	290	(1)
Objective Case: American Airlines	291	(1)
Behavior Modeling 1: Employment Interviewing	292	(1)
Skill Builder 1: Selecting A Tennis Coach	292	(1)
Skill Builder 2: Job Instructional Training	293	(1)
Behavior Modeling 2: Job Instructional Training	293	(2)
Appendix C Career Management and Networking	295	(127)
Career Management	295	(3)
Career Planning and Development	295	(2)
Getting a Job	297	(1)
Networking	298	(6)
The Importance of Networking	298	(1)
The Networking Process	299	(2)
Appendix Summary	301	(1)
Key Terms	302	(1)
Skill Builder 1: Career Planning	302	(1)
Skill Builder 2: Resume	302	(1)
Skill Builder 3: Networking Skills	303	(1)
PART 4: LEADING
Organizational Behavior: Power, Politics, Conflict, and Stress	304	(44)
Organizational Behavior	306	(1)
Personality	306	(3)
Single Traits of Personality	307	(1)
The Big Five Personality Dimensions	308	(1)
Perception	309	(3)
The Perception Process	310	(1)
Bias in Perception	311	(1)
Attitudes	312	(3)
Attitude Formation	312	(1)
Attitudes and Behavior	313	(1)
How Managers' Attitudes Affect Performance	313	(1)
Attitudes and Job Satisfaction	313	(2)
Power	315	(4)
Organizational Power	315	(1)
Types of Power and How to Increase Your Power	316	(3)
Organizational Politics	319	(4)
The Nature of Organizational Politics	319	(1)
Political Behavior	320	(1)
Guidelines for Developing Political Skills	321	(2)
Managing Conflict	323	(5)
The Psychological Contract	323	(1)
Functional and Dysfunctional Conflict	324	(1)
Conflict Management Styles	324	(4)
Negotiation, Collaboration, and Mediation	328	(6)
Negotiating	328	(1)
The Negotiating Process	328	(4)
Initiating Conflict Resolution through Collaboration	332	(1)
Responding to Collaborative Conflict Resolution	333	(1)
Mediation as Conflict Resolution	334	(1)
Stress	334	(14)
Functional and Dysfunctional Stress	334	(1)
Causes of Job Stress	335	(1)
Stress Management	336	(3)
The Stress Tug-of-War	339	(1)
Chapter Summary	340	(2)
Key Terms	342	(1)
Review and Discussion Questions	342	(1)
Objective Case: Political Behavior of College Faculty Members	342	(2)
Video Case: Cannondale Corporation	344	(1)
Skill Builder 1: Car Dealer Negotiation	345	(1)
Behavior Modeling 1: Initiating Conflict Resolution	346	(1)
Skill Builder 2: Initiating Conflict Resolution	346	(1)
Behavior Modeling 2: Mediating Conflict Resolution	347	(1)
Skill Builder 3: Improving Personality Traits	347	(1)
Team Leadership	348	(34)
The Lessons of the Geese	350	(1)
Groups and Teams and Performance	350	(3)
Groups and Teams	350	(1)
The Group Performance Model	351	(2)
Group Structure	353	(5)
Group Types	354	(2)
Group Size	356	(1)
Group Composition	356	(1)
Group Leadership and Objectives	357	(1)
Group Process	358	(6)
Group Roles	358	(1)
Group Norms	359	(1)
Group Cohesiveness	360	(2)
Status within the Group	362	(1)
Decision Making and Conflict Resolution	362	(2)
Stages of Group Development and Styles of Leadership	364	(3)
Stage 1. Orientation	364	(1)
Stage 2. Dissatisfaction	364	(1)
Stage 3. Resolution	365	(1)
Stage 4. Production	365	(1)
Stage 5. Termination	366	(1)
Changes in Group Development and Leadership Style	366	(1)
Developing Groups into Teams	367	(1)
Training	367	(1)
The Management Functions	368	(1)
Leadership Skills for Meetings	368	(14)
Planning Meetings	369	(1)
Conducting Meetings	370	(1)
Handling Problem Members	371	(3)
Chapter Summary	374	(1)
Key Terms	375	(1)
Review and Discussion Questions	375	(1)
Objective Case: The Lincoln Electric Company	375	(2)
Skill Builder 1: Leadership Styles in Group Situations	377	(3)
Skill Builder 2: Group Performance	380	(2)
Communicating and Information Technology	382	(40)
Organizational Communication and Information Technology	384	(5)
Vertical Communication	384	(1)
Horizontal Communication	385	(1)
Grapevine Communication	386	(1)
Information Technology	386	(3)
The Interpersonal Communication Process and Communication Barriers	389	(3)
Stage 1. The Sender Encodes the Message and Selects the Transmission Channel	389	(1)
Stage 2. The Sender Transmits the Message	389	(1)
Stage 3. The Receiver Decodes the Message and Decides If Feedback Is Needed	390	(1)
Stage 4. Feedback: A Response or a New Message May Be Transmitted	390	(1)
Communication Barriers	390	(2)
Message Transmission Channels	392	(5)
Oral Communication	392	(2)
Nonverbal Communication	394	(1)
Written Communication	394	(1)
Combining Channels	395	(1)
Selecting the Message Transmission Channel	396	(1)
Sending Messages	397	(4)
Planning the Message	397	(1)
The Message-Sending Process	398	(1)
Checking Understanding: Feedback	399	(2)
Receiving Messages	401	(3)
Listening Skills	401	(1)
The Message-Receiving Process	402	(2)
Responding to Messages	404	(5)
Response Styles	404	(2)
Dealing with Emotional People	406	(3)
Criticism	409	(1)
Information Systems	409	(13)
Types of Information Systems	409	(2)
Information Networks	411	(2)
Chapter Summary	413	(1)
Key Terms	414	(1)
Review and Discussion Questions	414	(1)
Objective Case: Mobil Credit Card	414	(2)
Skill Builder 1: Giving Instructions	416	(1)
Behavior Modeling: Situational Communications	417	(1)
Skill Builder 2: Analyzing Communication Styles	417	(5)
Appendix D Written Communication	422	(144)
Grammar	422	(1)
Syntax	423	(1)
Rhetoric	423	(1)
Editing	423	(1)
Punctuation	423	(3)
Appendix Summary	425	(1)
Motivating for High Performance	426	(30)
Motivation and Performance	428	(2)
What is Motivation, and Why Is It Important?	428	(1)
The Role of Expectations in Motivation and Performance	429	(1)
How Motivation Affects Performance	429	(1)
An Overview of Three Major Classes of Motivation Theories	430	(1)
Content Motivation Theories	430	(8)
Hierarchy of Needs Theory	431	(1)
ERG Theory	432	(1)
Two-Factor Theory	433	(2)
Acquired Needs Theory	435	(3)
Process Motivation Theories	438	(4)
Equity Theory	438	(1)
Goal-Setting Theory	439	(2)
Expectancy Theory	441	(1)
Reinforcement Theory	442	(6)
Types of Reinforcement	442	(2)
Schedules of Reinforcement	444	(1)
Motivating with Reinforcement	445	(1)
Giving Praise	446	(2)
Combining The Motivation Process and Motivation Theories	448	(1)
Do Motivation Theories Apply Globally?	448	(8)
Chapter Summary	450	(1)
Key Terms	451	(1)
Review and Discussion Questions	451	(1)
Objective Case: Friedman's Microwave Ovens	452	(1)
Video Case: The Buffalo Zoo	453	(1)
Behavior Modeling: Giving Praise	454	(1)
Skill Builder 1: Giving Praise	454	(1)
Skill Builder 2: Self-Motivation	455	(1)
Leading with Influence	456	(30)
Leadership and Trait Theory	458	(4)
Leadership	458	(1)
Leaders versus Managers	459	(1)
Leadership Trait Theory	460	(2)
Behavioral Leadership Theories	462	(7)
Basic Leadership Styles	463	(1)
Two-Dimensional Leadership Styles	464	(1)
The Leadership Grid®	465	(1)
Contemporary Perspectives	466	(3)
Situational Approaches to Leadership	469	(9)
Contingency Leadership Model	469	(2)
Leadership Continuum Model	471	(1)
Path-Goal Model	472	(2)
Normative Leadership Model	474	(1)
Situational Leadership® Model	474	(2)
Comparing Leadership Models	476	(1)
Leadership Substitutes Theory	476	(2)
Handling Complaints	478	(8)
Handling Employee Complaints	478	(1)
Handling Customer Complaints	479	(1)
Chapter Summary	480	(1)
Key Terms	481	(1)
Review and Discussion Questions	481	(1)
Objective Case: Wilson Sporting Goods	482	(1)
Skill Builder 1: The Situational Leadership® Model	483	(1)
Behavior Modeling	484	(1)
Skill Builder 2: Handling Complaints	484	(2)
PART 5: CONTROLLING
Control Systems: Financial and Human	486	(38)
Organizational and Functional Area Control Systems	488	(5)
Organizational Systems Control	488	(2)
Functional Area/Department Control Systems	490	(3)
Establishing Control Systems	493	(7)
The Control Systems Process	493	(4)
Control Frequency and Methods	497	(3)
Financial Controls: The Master Budgeting Process	500	(5)
Operating Budgets	502	(1)
Capital Expenditures Budget	503	(1)
Financial Budgets and Statements	504	(1)
Human Controls	505	(19)
Coaching	505	(3)
Management by Walking Around	508	(1)
Counseling	509	(2)
Disciplining	511	(3)
Chapter Summary	514	(1)
Key Terms	515	(1)
Review and Discussion Questions	516	(1)
Objective Case: Rodriguez Clothes Manufacturing	516	(2)
Skill Builder 1: Bolton Control System	518	(2)
Behavior Modeling 1: Coaching	520	(1)
Skill Builder 2: Coaching	520	(1)
Behavior Modeling 2: Discipline	521	(1)
Skill Builder 3: Disciplining	522	(2)
Operations, Quality, and Productivity	524	(42)
Time-Based Competition and Operation	526	(1)
Classifying Operations Systems	527	(5)
Tangibility of Products	527	(1)
Level of Customer Involvement	527	(1)
Operations Flexibility	528	(2)
Resources and Technology Management	530	(2)
Difficulty of Classification	532	(1)
Designing Operations Systems	532	(6)
Product Mix and Design	533	(1)
Facility Layout	534	(1)
Facility Location	535	(3)
Capacity Planning	538	(1)
Managing Operations Systems and the Supply Chain	538	(14)
Planning Schedules and Project Management	539	(4)
Inventory Control	543	(1)
Materials Requirement Planning (MRP)	544	(2)
Supply Chain Management	546	(1)
Quality Control	547	(5)
Productivity and the Balanced Scorecard	552	(14)
Measuring Productivity	552	(2)
Increasing Productivity	554	(1)
Productivity Measures for the Functional Areas	554	(1)
The Balanced Scorecard	555	(5)
Chapter Summary	560	(1)
Key Terms	561	(1)
Review and Discussion Questions	561	(1)
Objective Case: The Retail Grocery Industry	562	(2)
Skill Builder 1: Developing a Plan to Open a Music Shop	564	(1)
Skill Builder 2: Economic Order Quantity	565	(1)
Skill Builder 3: Job Instructional Training	565	(1)
Endnotes	566	(35)
Glossary	601	(8)
Index	609