Management (Paperback Version)

by Williams, Chuck

• ISBN13: 9780324290943
• ISBN10: 0324290942
• Edition: 3rd
• Format: Paperback
• Copyright: 2004-01-12
• Publisher: South-Western College Pub

Summary

Management, 3rd edition by Chuck Williams presents management theory and applications in an entertaining and engaging narrative not commonly found in textbooks. Williams? unique organization and features focuses on the critical theories and combines them with detailed examples that draw the reader into the reading and clearly show their implications for managers and organizations. Drawing from his experience as an award winning educator, Williams includes innovative features that help readers understand how all the different concepts come together and how they will be personally relevant. The text's unique organization focuses on how managers "make things happen' in modern organizations, exploring the role and impact of management on individuals and organizations. Instructors and readers praised the first two editions for its innovative approaches and tools that make management both relevant and interesting--the third edition continues and improves upon this foundation of innovation.

Table of Contents

PART ONE INTRODUCTION TO MANAGEMENT	1	(102)
Management	2	(32)
What Is Management?	4	(7)
Management Is...	4	(1)
Management Functions	5	(4)
Making Things Happen	9	(1)
Meeting the Competition	9	(1)
Organizing People, Projects, and Processes	10	(1)
Leading	10	(1)
What Do Managers Do?	11	(9)
Kinds of Managers	12	(1)
Top Managers	12	(1)
Middle Managers	13	(1)
First-Line Managers	14	(1)
Team Leaders	15	(1)
Managerial Roles	16	(1)
Interpersonal Roles	16	(1)
Informational Roles	17	(1)
Decisional Roles	18	(2)
What Does It Take to Be a Manager?	20	(6)
What Companies Look for in Managers	21	(1)
Mistakes Managers Make	22	(2)
The Transition to Management: The First Year	24	(2)
Why Management Matters	26	(3)
Competitive Advantage through People	26	(3)
Key Terms	29	(1)
What Would You Do---II?	30	(1)
Management Decision	30	(1)
Management Team Decision	31	(1)
Develop Your Managerial Potential	32	(1)
Take Two	33	(1)
Organizational Environments and Cultures	34	(34)
External Environments	36	(18)
Changing Environments	36	(1)
Environmental Change	36	(2)
Environmental Complexity	38	(1)
Resource Scarcity	39	(1)
Uncertainty	39	(1)
General Environment	40	(1)
Economy	40	(2)
Technological Component	42	(1)
Sociocultural Component	42	(1)
Political/Legal Component	43	(1)
Specific Environment	44	(1)
Customer Component	45	(1)
Competitor Component	46	(1)
Supplier Component	47	(1)
Industry Regulation Component	48	(1)
Advocacy Groups	49	(2)
Making Sense of Changing Environments	51	(1)
Environmental Scanning	51	(1)
Interpreting Environmental Factors	52	(1)
Acting on Threats and Opportunities	52	(2)
Internal Environments	54	(8)
Organizational Cultures: Creation, Success, and Change	55	(1)
Creation and Maintenance of Organizational Cultures	55	(1)
Successful Organizational Cultures	56	(2)
Changing Organizational Cultures	58	(4)
Key Terms	62	(1)
What Would You Do---II?	62	(1)
Management Decision	63	(1)
Management Team Decision	63	(1)
Develop Your Managerial Potential	64	(2)
Take Two	66	(2)
Ethics and Social Responsibility	68	(35)
What Is Ethical and Unethical Workplace Behavior?	70	(7)
Ethics and the Nature of Management Jobs	71	(1)
Workplace Deviance	72	(2)
U.S. Sentencing Commission Guidelines for Organizations	74	(1)
Who, What, and Why?	74	(1)
Determining the Punishment	74	(3)
How Do You Make Ethical Decisions?	77	(11)
Influences on Ethical Decision Making	77	(1)
Ethical Intensity of the Decision	77	(1)
Moral Development	78	(1)
Principles of Ethical Decision Making	79	(2)
Practical Steps to Ethical Decision Making	81	(1)
Selecting and Hiring Ethical Employees	81	(1)
Codes of Ethics	82	(2)
Ethics Training	84	(1)
Ethical Climate	85	(3)
What Is Social Responsibility?	88	(10)
To Whom Are Organizations Socially Responsible?	89	(3)
For What Are Organizations Socially Responsible?	92	(2)
Responses to Demands for Social Responsibility	94	(2)
Social Responsibility and Economic Performance	96	(2)
Key Terms	98	(1)
What Would You Do---II?	98	(1)
Management Decision	99	(1)
Management Team Decision	99	(1)
Develop Your Managerial Potential	100	(1)
Take Two	101	(2)
PART TWO MAKING THINGS HAPPEN	103	(136)
Planning	104	(32)
Planning	106	(10)
Costs and Benefits of Planning	106	(1)
Benefits of Planning	106	(2)
Planning Pitfalls	108	(2)
How to Make a Plan That Works	110	(1)
Setting Goals	111	(1)
Developing Commitment to Goals	111	(1)
Developing Effective Action Plans	112	(1)
Tracking Progress	113	(1)
Maintaining Flexibility	114	(2)
Kinds of Plans	116	(16)
Planning from Top to Bottom	116	(1)
Starting at the Top	117	(2)
Bending in the Middle	119	(1)
Finishing at the Bottom	120	(3)
Special-Purpose Plans	123	(1)
Planning for Change	123	(1)
Planning for Contingencies	124	(3)
Planning for Product Development	127	(5)
Key Terms	132	(1)
What Would You Do---II?	132	(1)
Management Decision	133	(1)
Management Team Decision	133	(1)
Develop Your Managerial Potential	134	(1)
Take Two	135	(1)
Managing Information	136	(30)
Why Information Matters	138	(7)
Strategic Importance of Information	139	(1)
First-Mover Advantage	139	(1)
Sustaining a Competitive Advantage	140	(1)
Characteristics and Costs of Useful Information	141	(1)
Accurate Information	142	(1)
Complete Information	142	(1)
Relevant Information	142	(1)
Timely Information	142	(1)
Acquisition Costs	143	(1)
Processing Costs	143	(1)
Storage Costs	143	(1)
Retrieval Costs	144	(1)
Communication Costs	145	(1)
Getting and Sharing Information	145	(14)
Capturing, Processing, and Protecting Information	146	(1)
Capturing Information	146	(1)
Processing Information	147	(2)
Protecting Information	149	(4)
Accessing and Sharing Information and Knowledge	153	(1)
Internal Access and Sharing	153	(2)
External Access and Sharing	155	(3)
Sharing Knowledge and Expertise	158	(1)
Key Terms	159	(1)
What Would You Do---II?	160	(1)
Management Decision	161	(1)
Management Team Decision	162	(1)
Develop Your Managerial Potential	163	(2)
Take Two	165	(1)
Decision Making	166	(36)
What Is Rational Decision Making?	168	(14)
Steps to Rational Decision Making	170	(1)
Define the Problem	170	(1)
Identify Decision Criteria	171	(1)
Weight the Criteria	171	(1)
Generate Alternative Courses of Action	172	(1)
Evaluate Each Alternative	173	(1)
Compute the Optimal Decision	173	(3)
Limits to Rational Decision Making	176	(1)
Bounded Rationality	177	(1)
Risk and Decision Making under Risky Conditions	178	(2)
Common Decision-Making Mistakes	180	(2)
Improving Decision Making	182	(13)
Improving Individual Decision Making	182	(1)
Decision Rules	183	(1)
Multivariable Testing	183	(2)
Staying Rational: Decision Software	185	(1)
After the Decision: Avoiding Escalation or Commitment	185	(2)
Using Groups to Improve Decision Making	187	(1)
Advantages and Pitfalls of Group Decision Making	188	(1)
Structured Conflict	189	(2)
Nominal Group Technique	191	(1)
Delphi Technique	191	(2)
Stepladder Technique	193	(1)
Electronic Brainstorming	194	(1)
Key Terms	195	(1)
What Would You Do---II?	196	(1)
Management Decision	197	(1)
Management Team Decision	198	(1)
Develop Your Managerial Potential	199	(2)
Take Two	201	(1)
Control	202	(37)
Basics of Control	204	(9)
The Control Process	204	(1)
Standards	205	(1)
Comparison to Standards	205	(1)
Corrective Action	206	(1)
Dynamic, Cybernetic Process	206	(1)
Feedback, Concurrent, and Feedforward Control	207	(1)
Is Control Necessary or Possible?	208	(1)
Is More Control Necessary?	209	(1)
Is More Control Possible?	210	(1)
Quasi-Control: When Control Isn't Possible	211	(2)
How and What to Control	213	(21)
Control Methods	213	(1)
Bureaucratic Control	213	(2)
Objective Control	215	(1)
Normative Control	216	(1)
Concertive Control	217	(1)
Self-Control	218	(1)
What to Control?	219	(1)
The Balanced Scorecard	220	(2)
The Financial Perspective: Controlling Budgets, Cash Flows, and Economic Value Added	222	(5)
The Customer Perspective: Controlling Customer Defections	227	(2)
The Internal Perspective: Controlling Quality	229	(1)
The Innovation and Learning Perspective: Controlling Waste and Pollution	230	(4)
Key Terms	234	(1)
What Would You Do---II?	234	(1)
Management Decision	235	(1)
Management Team Decision	235	(1)
Develop Your Managerial Potential	236	(2)
Take Two	238	(1)
PART THREE MEETING THE COMPETITION	239	(152)
Global Management	240	(36)
What Is Global Business?	242	(9)
Impact of Global Business	242	(1)
``Foreigners'' Are Buying up American Companies at an Astounding Rate and Now Control a Large Part of Our Economy	243	(1)
American Companies Are No Longer Competitive in the World Market, Especially in High-Tech Industries	244	(1)
If Given a Choice, Americans Will Buy American-Made Goods Rather Than Foreign-Made Goods	245	(1)
Trade Rules and Agreements	246	(1)
Trade Barriers	246	(1)
Trade Agreements	247	(4)
Consumers, Trade Barriers, and Trade Agreements	251	(1)
How to Go Global?	251	(8)
Consistency or Adaptation?	252	(1)
Forms for Global Business	253	(1)
Exporting	253	(1)
Cooperative Contracts	254	(3)
Strategic Alliances	257	(1)
Wholly Owned Affiliates (Build or Buy)	258	(1)
Global New Ventures	258	(1)
Where to Go Global?	259	(11)
Finding the Best Business Climate	259	(1)
Growing Markets	259	(1)
Choosing an Office/Manufacturing Location	260	(1)
Minimizing Political Risk	261	(3)
Becoming Aware of Cultural Differences	264	(2)
Preparing for an International Assignment	266	(1)
Language and Cross-Cultural Training	267	(1)
Spouse, Family, and Dual-Career Issues	267	(3)
Key Terms	270	(1)
What Would You Do---II?	270	(1)
Management Decision	271	(1)
Management Team Decision	272	(1)
Develop Your Managerial Potential	273	(2)
Take Two	275	(1)
Organizational Strategy	276	(38)
Basics of Organizational Strategy	278	(11)
Sustainable Competitive Advantage	278	(4)
Strategy-Making Process	282	(1)
Assessing the Need for Strategic Change	282	(2)
Situational Analysis	284	(3)
Choosing Strategic Alternatives	287	(2)
Corporate, Industry, and Firm-Level Strategies	289	(20)
Corporate-Level Strategies	290	(1)
Portfolio Strategy	290	(5)
Grand Strategies	295	(3)
Industry-Level Strategies	298	(1)
Five Industry Forces	299	(2)
Positioning Strategies	301	(1)
Adaptive Strategies	302	(1)
Firm-Level Strategies	303	(1)
Direct Competition	304	(1)
Strategic Moves of Direct Competition	305	(1)
Entrepreneurship and Intrapreneurship	306	(3)
Key Terms	309	(1)
What Would You Do---II?	309	(1)
Management Decision	310	(1)
Management Team Decision	311	(1)
Develop Your Managerial Potential	312	(1)
Take Two	313	(1)
Innovation and Change	314	(38)
Organizational Innovation	316	(14)
Why Innovation Matters	317	(1)
Technology Cycles	317	(2)
Innovation Streams	319	(4)
Managing Innovation	323	(1)
Managing Sources of Innovation	323	(2)
Managing Innovation during Discontinuous Change	325	(3)
Managing Innovation during Incremental Change	328	(2)
Organizational Change	330	(16)
Why Change Occurs and Why It Matters	331	(1)
Change Forces and Resistance Forces	331	(1)
Organizational Decline: The Risk of Not Changing	332	(2)
Managing Change	334	(1)
Managing Resistance to Change	335	(1)
Change Tools and Techniques	336	(4)
What Not to Do When Leading Change	340	(6)
Key Terms	346	(1)
What Would You Do---II?	346	(1)
Management Decision	347	(1)
Management Team Decision	348	(1)
Develop Your Managerial Potential	348	(3)
Take Two	351	(1)
Designing Adaptive Organizations	352	(39)
Designing Organizational Structures	356	(18)
Departmentalization	356	(1)
Functional Departmentalization	356	(1)
Product Departmentalization	357	(1)
Customer Departmentalization	358	(1)
Geographic Departmentalization	359	(3)
Matrix Departmentalization	362	(2)
Organizational Authority	364	(1)
Chain of Command	364	(1)
Line versus Staff Authority	365	(1)
Delegation of Authority	365	(1)
Degree of Centralization	366	(2)
Job Design	368	(1)
Job Specialization	368	(1)
Job Rotation, Enlargement, and Enrichment	369	(1)
Job Characteristics Model	370	(4)
Designing Organizational Processes	374	(11)
Intraorganizational Processes	375	(1)
Reengineering	375	(2)
Empowerment	377	(1)
Behavioral Informality	378	(3)
Interorganizational Processes	381	(1)
Modular Organizations	381	(2)
Virtual Organizations	383	(1)
Boundaryless Organizations	384	(1)
Key Terms	385	(1)
What Would You Do---II?	386	(1)
Management Decision	387	(1)
Management Team Decision	387	(1)
Develop Your Managerial Potential	388	(2)
Take Two	390	(1)
PART FOUR ORGANIZING PEOPLE, PROJECTS, AND PROCESSES	391	(156)
Managing Individuals and a Diverse Work Force	392	(34)
Diversity and Why It Matters	395	(5)
Diversity: Differences That Matter	395	(1)
Diversity Is Not Affirmative Action	395	(2)
Diversity Makes Good Business Sense	397	(3)
Diversity and Individual Differences	400	(15)
Surface-Level Diversity	401	(1)
Age	402	(1)
Gender	403	(2)
Race/Ethnicity	405	(1)
Mental or Physical Disabilities	406	(2)
Deep-Level Diversity	408	(1)
Big Five Dimensions of Personality	409	(2)
Work-Related Personality Dimensions	411	(4)
How Can Diversity Be Managed?	415	(6)
Managing Diversity	415	(1)
Diversity Paradigms	415	(3)
Diversity Principles	418	(1)
Diversity Training and Practices	419	(2)
Key Terms	421	(1)
What Would You Do---II?	421	(1)
Management Decision	422	(1)
Management Team Decision	423	(1)
Develop Your Managerial Potential	423	(2)
Take Two	425	(1)
Managing Teams	426	(36)
Why Work Teams?	428	(15)
The Good and Bad of Using Teams	429	(1)
The Advantages of Teams	429	(2)
The Disadvantages of Teams	431	(3)
When to Use Teams	434	(3)
Kinds of Teams	437	(1)
Autonomy, the Key Dimension	437	(4)
Special Kinds of Teams	441	(2)
Managing Work Teams	443	(14)
Work Team Characteristics	443	(1)
Team Norms	443	(1)
Team Cohesiveness	444	(2)
Team Size	446	(1)
Team Conflict	446	(2)
Stages of Team Development	448	(2)
Enhancing Work Team Effectiveness	450	(1)
Setting Team Goals and Priorities	450	(1)
Selecting People for Teamwork	451	(3)
Team Training	454	(1)
Team Compensation and Recognition	455	(2)
Key Terms	457	(1)
What Would You Do---II?	457	(1)
Management Decision	458	(1)
Management Team Decision	459	(1)
Develop Your Managerial Potential	460	(1)
Take Two	461	(1)
Managing Human Resource Systems	462	(48)
Determining Human Resource Needs	464	(11)
Human Resource Planning	465	(1)
Forecasting Demand and Supply	466	(2)
Human Resource Information Systems	468	(2)
Employment Legislation	470	(1)
Federal Employment Laws	471	(1)
Adverse Impact and Employment Discrimination	472	(1)
Sexual Harassment	473	(2)
Finding Qualified Workers	475	(12)
Recruiting	475	(1)
Job Analysis and Recruiting	475	(1)
Internal Recruiting	476	(1)
External Recruiting	477	(2)
Selection	479	(1)
Application Forms and Resumes	479	(2)
References and Background Checks	481	(1)
Selection Tests	482	(2)
Interviews	484	(3)
Developing Well Qualified Workers	487	(8)
Training	488	(1)
Determining Training Needs	488	(1)
Training Methods	489	(2)
Evaluating Training	491	(1)
Performance Appraisal	491	(1)
Accurately Measuring Job Performance	492	(2)
Sharing Performance Feedback	494	(1)
Keeping Qualifies Workers	495	(8)
Compensation	496	(1)
Compensation Decisions	496	(2)
Employment Benefits	498	(1)
Employee Separations	499	(1)
Terminating Employees	499	(1)
Downsizing	500	(2)
Retirement	502	(1)
Employee Turnover	503	(1)
Key Terms	503	(1)
What Would You Do---II?	504	(1)
Management Decision 1	505	(1)
Management Decision 2	505	(1)
Management Team Decision	506	(1)
Develop Your Managerial Potential	507	(2)
Take Two	509	(1)
Managing Service and Manufacturing Operations	510	(37)
Managing for Productivity and Quality	512	(12)
Productivity	513	(1)
Why Productivity Matters	513	(1)
Kinds of Productivity	514	(2)
Quality	516	(1)
Quality-Related Product Characteristics	517	(1)
Quality-Related Service Characteristics	518	(2)
ISO 9000	520	(1)
Baldrige National Quality Award	520	(2)
Total Quality Management	522	(2)
Managing Operations	524	(18)
Service Operations	524	(1)
The Service-Profit Chain	525	(2)
Service Recovery and Empowerment	527	(2)
Manufacturing Operations	529	(1)
Amount of Processing in Manufacturing Operations	530	(1)
Flexibility of Manufacturing Operations	531	(2)
Inventory	533	(1)
Types of Inventory	533	(1)
Measuring Inventory	534	(3)
Costs of Maintaining an Inventory	537	(1)
Managing Inventory	538	(4)
Key Terms	542	(1)
What Would You Do---II?	542	(1)
Management Decision	543	(1)
Management Team Decision	544	(1)
Develop Your Managerial Potential	545	(1)
Take Two	546	(1)
PART FIVE LEADING	547	(117)
Motivation	548	(38)
What Is Motivation?	550	(8)
Basics of Motivation	550	(1)
Effort and Performance	551	(1)
Need Satisfaction	552	(2)
Extrinsic and Intrinsic Rewards	554	(2)
Motivating with the Basics	556	(2)
How Perceptions and Expectations Affect Motivation	558	(10)
Equity Theory	558	(1)
Components of Equity Theory	559	(2)
How People React to Perceived Inequity	561	(2)
Motivating with Equity Theory	563	(2)
Expectancy Theory	565	(1)
Components of Expectancy Theory	565	(2)
Motivating with Expectancy Theory	567	(1)
How Rewards and Goals Affect Motivation	568	(13)
Reinforcement Theory	569	(1)
Components of Reinforcement Theory	569	(3)
Schedules for Delivering Reinforcement	572	(2)
Motivating with Reinforcement Theory	574	(3)
Goal-Setting Theory	577	(1)
Components of Goal-Setting Theory	577	(1)
Motivating with Goal-Setting Theory	578	(2)
Motivating with the Integrated Model	580	(1)
Key Terms	581	(1)
What Would You Do---II?	581	(1)
Management Decision	582	(1)
Management Team Decision	583	(1)
Develop Your Managerial Potential	583	(2)
Take Two	585	(1)
Leadership	586	(38)
What Is Leadership?	588	(11)
Leadership	588	(1)
Leaders versus Managers	589	(1)
Substitutes for Leadership: Do Leaders Always Matter?	590	(2)
Who Leaders Are and What Leaders Do	592	(1)
Leadership Traits	593	(2)
Leadership Behaviors	595	(4)
Situational Approaches to Leadership	599	(14)
Putting Leaders in the Right Situation: Fiedler's Contingency Theory	599	(1)
Leadership Style: Least Preferred Coworker	600	(1)
Situational Favorableness	600	(1)
Matching Leadership Styles to Situations	601	(2)
Adapting Leader Behavior: Path-Goal Theory	603	(1)
Leadership Styles	604	(1)
Subordinate and Environmental Contingencies	605	(1)
Outcomes	606	(1)
Adapting Leader Behavior: Hersey and Blanchard's Situational Leadership® Theory	607	(1)
Worker Readiness	607	(1)
Leadership Styles	608	(1)
Adapting Leader Behavior: Normative Decision Theory	609	(1)
Decision Styles	609	(1)
Decision Quality and Acceptance	610	(3)
Strategic Leadership	613	(6)
Visionary Leadership	614	(1)
Charismatic Leadership	614	(2)
Transformational Leadership	616	(3)
Key Terms	619	(1)
What Would You Do---II?	620	(1)
Management Decision	620	(1)
Management Team Decision	621	(1)
Develop Your Managerial Potential	622	(1)
Take Two	623	(1)
Managing Communication	624	(40)
What Is Communication?	626	(15)
Perception and Communication Problems	626	(2)
Basic Perception Process	628	(1)
Perception Problems	629	(1)
Perceptions of Others	630	(1)
Self-Perception	631	(1)
Kinds of Communication	632	(1)
The Communication Process	632	(2)
Formal Communication Channels	634	(2)
Informal Communication Channels	636	(2)
Coaching and Counseling: One-on-One Communication	638	(1)
Nonverbal Communication	639	(2)
How to Improve Communication	641	(18)
Managing One-on-One Communication	641	(1)
Choosing the Right Communication Medium	641	(2)
Listening	643	(2)
Giving Feedback	645	(1)
Improving Cross-Cultural Communication	646	(6)
Managing Organization-Wide Communication	652	(1)
Improving Transmission: Getting the Message Out	652	(2)
Improving Reception: Hearing What Others Feel and Think	654	(1)
Managing Conversations to Promote Change	655	(4)
Key Terms	659	(1)
What Would You Do---II?	659	(1)
Management Decision	660	(1)
Management Team Decision	661	(1)
Develop Your Managerial Potential	661	(2)
Take Two	663	(1)
Endnotes	664	(43)
Glossary	707	(14)
Subject Index	721	(6)
Name and Organization Index	727