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Management : Leading and Collaborating in a Competitive World,9780072923308
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Management : Leading and Collaborating in a Competitive World

by
Edition:
7th
ISBN13:

9780072923308

ISBN10:
007292330X
Media:
Hardcover
Pub. Date:
1/1/2005
Publisher(s):
MCGRAW-HILL
List Price: $149.00
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Table of Contents

Part 1 Foundations of Management
2(112)
Managing
4(40)
Prologue: Ed Catmull and Pixar
5(1)
Managing in the New Competitive Landscape
6(5)
Globalization
6(1)
Technological Change
7(2)
Knowledge Management
9(1)
Collaboration across ``Boundaries''
9(2)
Managing for Competitive Advantage
11(5)
Innovation
12(1)
Quality
12(1)
Speed
13(1)
Cost Competitiveness
14(1)
Delivering All Four
15(1)
The Functions of Management
16(2)
Planning: Delivering Strategic Value
16(1)
Organizing: Building a Dynamic Organization
17(1)
Leading: Mobilizing People
17(1)
Controlling: Learning and Changing
18(1)
Performing All Four Management Functions
18(1)
Management Levels and Skills
18(4)
Top-Level Managers
19(1)
Middle-Level Managers
19(1)
Frontline Managers
19(1)
Working Leaders with Broad Responsibilities
20(1)
Management Skills
21(1)
You and Your Career
22(5)
Be Both a Specialist and a Generalist
23(1)
Be Self-Reliant
23(1)
Be Connected
24(1)
Actively Manage Your Relationship with Your Organization
24(1)
Survive and Thrive
25(2)
Epilogue
27(1)
Key Terms
27(1)
Summary of Learning Objectives
27(1)
Discussion Questions
28(1)
Concluding Case: The New Recruit---You!
28(1)
Experiential Exercises
29(6)
Appendix A: The Evolution of Management
35(9)
The External Environment and Organizational Culture
44(32)
Prologue: Telecom Managers Fight for Market Share
45(1)
A Look Ahead
46(1)
The Macroenvironment
46(6)
Law and Regulations
46(2)
The Economy
48(1)
Technology
49(1)
Demographics
50(1)
Social Issues and the Natural Environment
51(1)
The Competitive Environment
52(7)
Competitors
52(1)
Threat of New Entrants
53(1)
Threat of Substitutes
54(1)
Suppliers
55(3)
Customers
58(1)
Environmental Analysis
59(2)
Environmental Scanning
59(1)
Scenario Development
60(1)
Forecasting
60(1)
Benchmarking
61(1)
Responding to the Environment
61(5)
Adapting to the Environment: Changing Yourself
61(2)
Influencing Your Environment
63(1)
Changing the Environment You Are In
64(1)
Choosing a Response Approach
65(1)
Culture and the Internal Environment of Organizations
66(4)
Diagnosing Culture
67(1)
Managing Culture
68(2)
Epilogue
70(1)
Key Terms
70(1)
Summary of Learning Objectives
71(1)
Discussion Questions
71(1)
Concluding Case: Butch's Box Shop: A Dying Business
72(1)
Experiential Exercises
73(3)
Managerial Decision Making
76(38)
Prologue: Merck and Vioxx
77(1)
Characteristics of Managerial Decisions
78(3)
Lack of Structure
78(1)
Uncertainty and Risk
79(2)
Conflict
81(1)
The Stages of Decision Making
81(5)
Identifying and Diagnosing the Problem
81(1)
Generating Alternative Solutions
82(1)
Evaluating Alternatives
83(1)
Making the Choice
84(1)
Implementing the Decision
84(1)
Evaluating the Decision
85(1)
The Best Decision
86(1)
Barriers to Effective Decision Making
87(2)
Psychological Biases
87(2)
Time Pressures
89(1)
Social Realities
89(1)
Decision Making in Groups
89(2)
Potential Advantages of Using a Group
90(1)
Potential Problems of Using a Group
90(1)
Managing Group Decision Making
91(4)
Leadership Style
91(1)
Constructive Conflict
91(2)
Encouraging Creativity
93(1)
Brainstorming
94(1)
Organizational Decision Making
95(4)
Constraints on Decision Makers
95(1)
Models of Organizational Decision Processes
95(1)
Decision Making in a Crisis
96(3)
Epilogue
99(1)
Key Terms
99(1)
Summary of Learning Objectives
99(1)
Discussion Questions
100(1)
Concluding Case: The Wallingford Bowling Center
101(1)
Experiential Exercises
101(2)
Part I Supporting Case: SSS Software In-Basket Exercise
103(10)
Critical Incidents
113(1)
Part 2 Planning: Delivering Strategic Value
114(142)
Planning and Strategic Management
116(32)
Prologue: Delta Air Lines Goes for Broke
117(1)
An Overview of Planning Fundamentals
118(4)
The Basic Planning Process
118(4)
Levels of Planning
122(3)
Strategic Planning
122(1)
Tactical and Operational Planning
123(1)
Aligning Tactical, Operational, and Strategic Planning
123(2)
Strategic Planning
125(17)
Step 1: Establishment of Mission, Vision, and Goals
126(3)
Step 2: Analysis of External Opportunities and Threats
129(2)
Step 3: Analysis of Internal Strengths and Weaknesses
131(3)
Step 4: SWOT Analysis and Strategy Formulation
134(6)
Step 5: Strategy Implementation
140(1)
Step 6: Strategic Control
141(1)
Epilogue
142(1)
Key Terms
142(1)
Summary of Learning Objectives
142(1)
Discussion Questions
143(1)
Concluding Case: The Computer Guru: A One-Man Show or an Empire?
143(1)
Experiential Exercises
144(4)
Ethics and Corporate Responsibility
148(38)
Prologue: Ethics at Citigroup
149(2)
It's a Big Issue
150(1)
It's a Personal Issue
151(1)
Ethics
151(11)
Ethical Systems
152(2)
Business Ethics
154(1)
The Ethics Environment
155(4)
Ethical Decision Making
159(2)
Courage
161(1)
Corporate Social Responsibility
162(4)
Contrasting Views
163(1)
Reconciliation
164(2)
The Natural Environment
166(3)
A Risk Society
167(1)
Ecocentric Management
167(1)
Environmental Agendas for the Future
168(1)
Epilogue
169(1)
Key Terms
169(1)
Summary of Learning Objectives
170(1)
Discussion Questions
170(1)
Concluding Case: J & G Garden Center: Lawn Care Services Division
171(1)
Experiential Exercises
172(3)
Appendix B: The Caux Round Table Principles of Ethics
175(2)
Appendix C: Managing in Our Natural Environment
177(9)
International Management
186(36)
Prologue: Starbucks Brews Overseas Expansion
187(1)
The Global Environment
188(6)
European Unification
188(2)
China and the Pacific Rim
190(2)
North America
192(1)
The Rest of the World
192(2)
Consequences of a Global Economy
194(6)
The Role of Outsourcing
197(3)
Global Strategy
200(6)
Pressures for Global Integration
200(1)
Pressures for Local Responsiveness
201(1)
Choosing a Global Strategy
202(4)
Entry Mode
206(3)
Exporting
206(1)
Licensing
207(1)
Franchising
207(1)
Joint Ventures
208(1)
Wholly Owned Subsidiaries
208(1)
Managing across Borders
209(8)
Skills of the Global Manager
210(2)
Understanding Cultural Issues
212(3)
Ethical Issues in International Management
215(2)
Epilogue
217(1)
Key Terms
217(1)
Summary of Learning Objectives
217(1)
Discussion Questions
218(1)
Concluding Case: Gordy Goes Global
218(1)
Experiential Exercises
219(3)
Entrepreneurship
222(34)
Prologue: Jeff Bezos and Amazon.com
223(3)
Entrepreneurship
226(18)
Why Become an Entrepreneur?
227(1)
What Does It Take to Succeed?
228(1)
What Business Should You Start?
229(3)
What Does It Take, Personally?
232(3)
Success and Failure
235(5)
Increasing Your Chances of Success
240(4)
Intrapreneurship
244(3)
Building Support for Your Idea
244(1)
Building Intrapreneurship
245(1)
Management Challenges
246(1)
Entrepreneurial Orientation
246(1)
Epilogue
247(1)
Key Terms
248(1)
Summary of Learning Objectives
248(1)
Discussion Questions
249(1)
Concluding Case: Teachers Turning to Entrepreneurship
249(1)
Experiential Exercises
250(2)
Part 2 Supporting Case: Merck's Vioxx: A Matter of Ethics?
252(2)
Appendix D: Information for Entrepreneurs
254(2)
Part 3 Organizing: Building a Dynamic Organization
256(134)
Organization Structure
258(31)
Prologue: Sony Organizes for Convergence
259(1)
Fundamentals of Organizing
260(2)
Differentiation
261(1)
Integration
262(1)
The Vertical Structure
262(9)
Authority in Organizations
264(1)
Hierarchical Levels
265(1)
Span of Control
266(1)
Delegation
266(3)
Decentralization
269(2)
The Horizontal Structure
271(9)
The Functional Organization
271(1)
The Divisional Organization
272(3)
The Matrix Organization
275(3)
The Network Organization
278(2)
Organizational Integration
280(3)
Coordination by Standardization
280(1)
Coordination by Plan
280(1)
Coordination by Mutual Adjustment
281(1)
Coordination and Communication
281(2)
Looking Ahead
283(1)
Epilogue
284(1)
Key Terms
284(1)
Summary of Learning Objectives
284(1)
Discussion Questions
285(1)
Concluding Case: Down East Spud Busters
285(1)
Experiential Exercises
286(3)
Organizational Agility
289(29)
Prologue: Can America's Carmakers Catch Toyota?
290(1)
The Responsive Organization
291(1)
Strategy and Organizational Agility
292(5)
Organizing around Core Competencies
292(2)
Strategic Alliances
294(3)
The Learning Organization
297(1)
The High-Involvement Organization
297(1)
Organizational Size and Agility
297(3)
The Case for Big
297(1)
The Case for Small
298(1)
Being Big and Small
298(2)
Customers and the Responsive Organization
300(6)
Customer Relationship Management
300(2)
Total Quality Management
302(3)
ISO 9000
305(1)
Reengineering
305(1)
Technology and Organizational Agility
306(7)
Types of Technology Configurations
306(1)
Organizing for Flexible Manufacturing
307(4)
Organizing for Speed: Time-Based Competition
311(2)
Final Thoughts on Organizational Agility
313(1)
Epilogue
314(1)
Key Terms
314(1)
Summary of Learning Objectives
314(1)
Discussion Questions
315(1)
Concluding Case: United Trainers, Inc.
315(1)
Experiential Exercises
316(2)
Human Resources Management
318(37)
Prologue: HR and Strategy at GE
319(1)
Strategic Human Resources Management
320(4)
The HR Planning Process
322(2)
Staffing the Organization
324(9)
Recruitment
324(2)
Selection
326(4)
Workforce Reductions
330(3)
Developing the Workforce
333(5)
Training and Development
335(3)
Performance Appraisal
338(4)
What Do You Appraise?
338(2)
Who Should Do the Appraisal?
340(1)
How Do You Give Employees Feedback?
341(1)
Designing Reward Systems
342(5)
Pay Decisions
342(1)
Incentive Systems and Variable Pay
343(1)
Executive Pay and Stock Options
344(1)
Employee Benefits
345(1)
Legal Issues in Compensation and Benefits
345(1)
Health and Safety
346(1)
Labor Relations
347(3)
Labor Laws
347(1)
Unionization
347(1)
Collective Bargaining
348(1)
What Does the Future Hold?
349(1)
Epilogue
350(1)
Key Terms
350(1)
Summary of Learning Objectives
350(1)
Discussion Questions
351(1)
Concluding Case: The University of Dissension
352(1)
Experiential Exercises
352(3)
Managing the Diverse Workforce
355(35)
Prologue: Everyone Knows Women Can't Play as Well as Men
356(2)
Diversity: A Brief History
358(1)
Diversity Today
359(12)
The Size of the Workforce
360(1)
The Workers of the Future
361(8)
The Age of the Workforce
369(2)
Managing Diversity versus Affirmative Action
371(4)
Competitive Advantage through Diversity
372(2)
Challenges of a Diverse Workforce
374(1)
Multicultural Organizations
375(2)
How Organizations Can Cultivate a Diverse Workforce
377(7)
Top Management Leadership and Commitment
377(1)
Organizational Assessment
378(1)
Attracting Employees
378(3)
Training Employees
381(2)
Retaining Employees
383(1)
Epilogue
384(1)
Key Terms
384(1)
Summary of Learning Objectives
385(1)
Discussion Questions
385(1)
Concluding Case: The New Guys Take Over
385(1)
Experiential Exercises
386(3)
Part 3 Supporting Case: Pension Benefits Guaranty Corporation to the Rescue: Is It Time for Pension Reform?
389(1)
Part 4 Leading: Mobilizing People
390(126)
Leadership
392(33)
Prologue: Andrea Jung and Avon's Extreme Makeover
393(1)
What Do We Want from Our Leaders?
394(1)
Vision
394(1)
Leading and Managing
395(1)
Leading and Following
396(2)
Power and Leadership
398(1)
Sources of Power
398(1)
Traditional Approaches to Understanding Leadership
399(11)
Leader Traits
399(2)
Leader Behaviors
401(3)
Situational Approaches to Leadership
404(6)
Contemporary Perspectives on Leadership
410(4)
Charismatic Leadership
410(1)
Transformational Leadership
411(1)
Authenticity
412(1)
Opportunities for Leaders
412(1)
A Note on Courage
413(1)
Developing Your Leadership Skills
414(2)
How Do I Start?
415(1)
What Are the Keys?
415(1)
Epilogue
416(1)
Key Terms
416(1)
Summary of Learning Objectives
416(1)
Discussion Questions
417(1)
Concluding Case: The Law Offices of Jeter, Jackson, Guidry and Boyer
417(2)
Experiential Exercises
419(4)
Appendix E: Classic Contingency Models of Leadership
423(2)
Motivating for Performance
425(33)
Prologue: Rocky Flats
426(1)
Motivating for Performance
427(1)
Setting Goals
427(3)
Goals That Motivate
428(1)
Stretch Goals
428(1)
Limitations of Goal Setting
429(1)
Set Your Own Goals
430(1)
Reinforcing Performance
430(4)
(Mis)Managing Rewards and Punishments
431(1)
Managing Mistakes
432(1)
Providing Feedback
433(1)
Performance-Related Beliefs
434(2)
The Effort-to-Performance Link
434(1)
The Performance-to-Outcome Link
434(1)
Impact on Motivation
435(1)
Managerial Implications of Expectancy Theory
435(1)
Understanding People's Needs
436(3)
Maslow's Need Hierarchy
436(1)
Alderfer's ERG Theory
437(1)
McClelland's Needs
438(1)
Need Theories: International Perspectives
438(1)
Designing Motivating Jobs
439(5)
Job Rotation, Enlargement, and Enrichment
439(1)
Herzberg's Two-Factor Theory
440(1)
The Hackman and Oldham Model of Job Design
441(2)
Empowerment
443(1)
Achieving Fairness
444(4)
Assessing Equity
445(1)
Restoring Equity
446(1)
Procedural Justice
446(2)
Job Satisfaction
448(3)
Quality of Work Life
449(1)
Psychological Contracts
449(2)
Epilogue
451(1)
Key Terms
451(1)
Summary of Learning Objectives
451(1)
Discussion Questions
452(1)
Concluding Case: Big Ray's Custom Chairs
452(2)
Experiential Exercises
454(4)
Teamwork
458(26)
Prologue: John Mackey and Whole Foods
459(1)
The Contributions of Teams
460(1)
The New Team Environment
461(3)
Types of Teams
462(1)
Self-Managed Teams
463(1)
How Groups Become Real Teams
464(3)
Group Activities
464(1)
The Passage of Time
465(1)
A Developmental Sequence: From Group to Team
465(1)
Why Groups Sometimes Fail
466(1)
Building Effective Teams
467(8)
A Performance Focus
467(1)
Motivating Teamwork
468(1)
Member Contributions
469(1)
Norms
470(1)
Roles
471(1)
Cohesiveness
471(2)
Building Cohesiveness and High Performance Norms
473(2)
Managing Lateral Relationships
475(4)
Managing Outward
475(1)
Lateral Role Relationships
475(1)
Managing Conflict
476(1)
Conflict Styles
476(2)
Being a Mediator
478(1)
Electronic and Virtual Conflict
479(1)
Epilogue
479(1)
Key Terms
479(1)
Summary of Learning Objectives
480(1)
Discussion Questions
480(1)
Concluding Case: Rocky Gagnon, General Contractor
481(1)
Experiential Exercises
482(2)
Communicating
484(32)
Prologue: David Neeleman of JetBlue
485(1)
Interpersonal Communication
486(9)
One-Way versus Two-Way Communication
486(1)
Communication Pitfalls
487(2)
Mixed Signals and Misperception
489(2)
Oral and Written Channels
491(1)
Electronic Media
491(3)
Media Richness
494(1)
Improving Communication Skills
495(7)
Improving Sender Skills
495(4)
Nonverbal Skills
499(1)
Improving Receiver Skills
500(2)
Organizational Communication
502(8)
Downward Communication
502(4)
Upward Communication
506(1)
Horizontal Communication
507(1)
Informal Communication
508(1)
Boundarylessness
509(1)
Epilogue
510(1)
Key Terms
510(1)
Summary of Learning Objectives
510(1)
Discussion Questions
511(1)
Concluding Case: Rock On
511(1)
Experiential Exercises
512(3)
Part 4 Supporting Case: Leadership at AIG: Does Style Matter?
515(1)
Part 5 Controlling: Learning and Changing
516
Managerial Control
518(30)
Prologue: The Environment Was Ripe for Abuse
519(2)
Bureaucratic Control Systems
521(18)
The Control Cycle
522(3)
Approaches to Bureaucratic Control
525(3)
Management Audits
528(1)
Budgetary Controls
528(3)
Financial Controls
531(3)
The Downside of Bureaucratic Control
534(3)
Designing Effective Control Systems
537(2)
The Other Controls: Markets and Clans
539(4)
Market Control
539(3)
Clan Control: The Role of Empowerment and Culture
542(1)
Epilogue
543(1)
Key Terms
544(1)
Summary of Learning Objectives
544(1)
Discussion Questions
545(1)
Concluding Case: Parker Mountain Products, Inc.
545(1)
Experiential Exercises
546(2)
Managing Technology and Innovation
548(39)
Prologue: Taking Aim at iPod
549(1)
Technology and Innovation
550(5)
The Technology Life Cycle
551(2)
The Diffusion of Technological Innovations
553(2)
Technological Innovation in a Competitive Environment
555(3)
Technology Leadership
555(2)
Technology Followership
557(1)
Assessing Technology Needs
558(2)
Measuring Current Technologies
558(1)
Assessing External Technological Trends
559(1)
Key Factors to Consider in Technology Decisions
560(5)
Anticipated Market Receptiveness
561(1)
Technological Feasibility
562(1)
Economic Viability
563(1)
Anticipated Competency Development
564(1)
Organizational Suitability
564(1)
Sourcing and Acquiring New Technologies
565(3)
Internal Development
566(1)
Purchase
566(1)
Contracted Development
566(1)
Licensing
566(1)
Technology Trading
566(1)
Research Partnerships and Joint Ventures
567(1)
Acquisition of an Owner of the Technology
567(1)
Technology and Managerial Roles
568(1)
Organizing for Innovation
569(4)
Unleashing Creativity
569(1)
Bureaucracy Busting
570(1)
Implementing Development Projects
571(1)
Technology, Job Design, and Human Resources
572(1)
Epilogue
573(1)
Key Terms
573(1)
Summary of Learning Objectives
573(1)
Discussion Questions
574(1)
Concluding Case: S & Z East Coast Importers
574(2)
Experiential Exercises
576(1)
Appendix F: Operations Management in the New Economy
577(10)
Creating and Managing Change
587
Prologue: GE and Jeffrey Immelt
588(1)
Becoming World Class
589(4)
Sustainable, Great Futures
589(2)
The Tyranny of the ``Or''
591(1)
The Genius of the ``And''
591(1)
Organizational Development
591(1)
Achieving Greatness
592(1)
Managing Change
593(12)
Motivating People to Change
593(3)
A General Model for Managing Resistance
596(2)
Specific Approaches to Enlist Cooperation
598(2)
Harmonizing Multiple Changes
600(1)
Leading Change
601(4)
Shaping the Future
605(8)
Thinking about the Future
605(1)
Creating the Future
606(3)
Shaping Your Own Future
609(2)
Learning and Leading
611(2)
Epilogue
613(1)
Key Terms
613(1)
Summary of Learning Objectives
613(1)
Discussion Questions
614(1)
Concluding Case: Barbara's World of Windows, Fabrics, and Accessories---Home Consultant Division
614(2)
Experiential Exercises
616(3)
Part 5 Supporting Case: The Transformation at General Electric
619
Glossary 1(1)
Notes 1(1)
Photo Credits 1(1)
Name Index 1(10)
Subject Index 11


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