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Modern Management

by
Edition:
9th
ISBN13:

9780130670892

ISBN10:
0130670898
Format:
Paperback
Pub. Date:
1/1/2003
Publisher(s):
PRENTICE HALL

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Summary

This book provides a comprehensive, flexible approach to the basic skills of business management with an emphasis on skills and applications. It presents traditional concepts, important contemporary issues, and timeless insights into applying management know-how-all toward the goal of achieving organizational success. Built around the concept of " Core Plus" a core of chapters covered in most courses, surrounded by a rich selection of optional chapters enabling flexibility in the way the text is used. Management History, Operations Management, Information Technology in Management, and Creativity and Innovation in Management. For managers at all levels.

Table of Contents

Preface xiii
Part One Introduction to Management 2(44)
Modern Management: A Digital Focus
2(22)
Introductory Case: Lands' End Management Learning How to Use the Web
3(1)
The Importance of Management
4(1)
The Management Task
4(7)
The Role of Management
6(1)
Defining Management
6(1)
The Management Process: Management Functions
7(1)
Management Process and Goal Attainment
7(1)
Management and Organizational Resources
8(3)
The Universality of Management
11(1)
The Theory of Characteristics
11(1)
Management Careers
12(3)
A Definition of Career
12(1)
Career Stages, Life Stages, and Performance
12(1)
Promoting Your Own Career
13(1)
Special Career Issues
14(1)
Modern Management's Digital Focus
15(2)
Defining Digital Dimension
15(1)
Digital Dimensioning and Traditional Management Functions
16(1)
Special Features for the Remaining Chapters
17(3)
Spotlights
17(1)
Across Industries
18(1)
Digital Focus
18(2)
Management Skills Module
20(4)
Managing: History and Current Thinking
24(22)
Introductory Case: A Problem at McDonald's
25(1)
The Classical Approach
26(5)
Lower-Level Management Analysis
27(3)
Comprehensive Analysis of Management
30(1)
Limitations of the Classical Approach
31(1)
The Behavioral Approach
31(3)
The Hawthorne Studies
31(2)
Recognizing the Human Variable
33(1)
The Human Relations Movement
33(1)
The Management Science Approach
34(1)
The Beginning of the Management Science Approach
34(1)
Management Science Today
34(1)
Quality Spotlight: Baldrige Award: Evaluating a Company's Quality
35(1)
Characteristics of Management Science Applications
35(1)
The Contingency Approach
35(1)
Digital Focus: easyEverything Internet Cafe Opens in New York
36(1)
The System Approach
36(3)
Types of Systems
36(1)
Systems and ``Wholeness''
37(1)
The Management System
37(1)
Information for Management System Analysis
38(1)
Learning Organization: A New Approach?
39(1)
People Spotlight: People for a New Learning Organization at Signicast
39(2)
Management Skills Module
41(5)
Part Two Modern Management Challenges 46(76)
Corporate Social Responsibility and Business Ethics
46(26)
Introductory Case: IBM Uses Web Site to Promote Social Responsibility Goals
47(1)
Fundamentals of Social Responsibility
48(2)
The Davis Model of Corporate Social Responsibility
49(1)
Areas of Corporate Social Responsibility
50(1)
Across Industries: Food Processing-Endangered Species Chocolate Company Protects Threatened Animals
50(3)
Varying Opinions on Social Responsibility
50(1)
Conclusions About the Performance of Social Responsibility Activities by Business
51(2)
Global Spotlight: Maxell Sensitive to the Global Environment
53(1)
Social Responsiveness
54(3)
Determining if a Social Responsibility Exists
55(1)
Social Responsiveness and Decision Making
55(1)
Approaches to Meeting Social Responsibilities
56(1)
Diversity Spotlight: Social Responsiveness and the Equal Opportunity Act at Opryland
57(1)
Social Responsibility Activities and Managemnt Functions
58(4)
Planning Social Responsibility Activities
58(2)
Organizing Social Responsibility Activities
60(1)
Influencing Individuals Performing Social Responsibility Activities
60(1)
Controlling Social Responsibility Activities
60(2)
How Society Can Help Business Meet Social Obligations
62(1)
Business Ethics
63(5)
A Definition of Ethics
63(1)
Why Ethics Is a Vital Part of Management Practices
64(1)
A Code of Ethics
64(1)
Creating an Ethical Workplace
65(3)
Management Skills Module
68(4)
Management and Diversity
72(24)
Introductory Case: Advantica Making Great Strides in Building a Diverse Company
73(1)
Defining Diversity
74(1)
The Social Implications of Diversity
74(1)
Advantages of Diversity in Organizations
75(2)
Gaining and Keeping Market Share
75(1)
Cost Savings
75(1)
Increased Productivity and Innovation
75(1)
Better-Quality Management
76(1)
Diversity Spotlight: General Electric Values Global Sensitivity
77(1)
Challenges That Managers Face in Working with Diverse Populations
77(2)
Changing Demographics
77(1)
Ethnocentrism and Other Negative Dynamics
78(1)
Global Spotlight: AT&T Connects the World
79(2)
Negative Dynamics and Specific Groups
79(2)
Strategies for Promoting Diversity in Organizations
81(2)
Hudson Institute's Recommended Strategies
81(2)
Equal Employment and Affirmative Action
83(1)
Digital Focus: EEOC Uses Web Site to Inform Managers About Sexual Harassment
83(4)
Organizational Commitment to Diversity
84(2)
Pluralism
86(1)
The Role of the Manager
87(4)
Planning
87(1)
Organizing
87(1)
Influencing
87(1)
Controlling
88(1)
Management Development and Diversity Training
88(3)
Management Skills Module
91(5)
Managing in the Global Arena
96(26)
Introductory Case: Wal-Mart Goes to Japan
97(1)
Managing Across the Globe: Why?
98(1)
Fundamentals of International Management
98(2)
Categorizing Organizations by International Involvement
100(3)
Domestic Organizations
100(1)
International Organizations
100(1)
Multinational Organizations: The Multinational Corporation
100(1)
Defining the Multinational Corporation
101(1)
Complexities of Managing the Multinational Corporation
101(2)
Diversity Spotlight: IBM Attacks Complexity of Managing Women Abroad
103(4)
Risk and the Multinational Corporation
105(1)
The Workforce of Multinational Corporations
105(1)
Types of Organization Members Found in Multinational Corporations
106(1)
Management Functions and Multinational Corporations
107(6)
Planning in Multinational Corporations
107(3)
Organizing Multinational Corporations
110(2)
Influencing People in Multinational Corporations
112(1)
Controlling Multinational Corporations
112(1)
Across Industries: Automobile Manufacturing-Controlling at Multinational Nissan Motor Company
113(1)
Transnational Organizations
113(1)
International Management: Special Issues
114(2)
Maintaining Ethics in International Management
114(1)
Preparing Expatriates for Foreign Assignments
115(1)
People Spotlight: Helping Expatriates to Adjust
116(1)
Management Skills Module
117(5)
Part Three Planning 122(90)
Principles of Planning
122(22)
Introductory Case: American Airlines Planning to Make the Internet Work
123(1)
General Characteristics of Planning
124(2)
Defining Planning
124(1)
Purposes of Planning
124(1)
Planning: Advantages and Potential Disadvantages
125(1)
Primacy of Planning
125(1)
Ethics Spotlight: Wal-Mart Plans Social Responsibility Activity Very Carefully
126(1)
Steps in the Planning Process
126(1)
The Planning Subsystem
127(1)
Organizational Objectives: Planning's Foundation
128(2)
Definition of Organizational Objectives
129(1)
Areas for Organizational Objectives
130(1)
Digital Focus: Internet Trend Causes Sega to Alter Objectives: A Classic Example
131(1)
Working with Organizational Objectives
131(2)
Guidelines for Establishing Quality Objectives
133(1)
Management by Objectives (MBO)
133(2)
Factors Necessary for a Successful MBO Program
134(1)
MBO Programs: Advantages and Disadvantages
135(1)
Planning and the Chief Executive
135(1)
Final Responsibility
135(1)
Planning Assistance
136(1)
Quality Spotlight: Including the Right People in Planning Enhances Quality at Sun Microsystems
136(1)
The Planner
137(2)
Qualifications of Planners
137(1)
Evaluation of planners
137(2)
Management Skills Module
139(5)
Making Decisions
144(22)
Introductory Case: Gateway Chief Makes Daring Decisions
145(1)
Fundamentals of Decisions
146(1)
Definition of a Decision
146(1)
Types of Decisions
146(1)
Digital Focus: Nestle USA, Inc. Uses Internet to Speed Up Decisions
147(4)
The Responsibility for Making Organizational Decisions
147(3)
Elements of the Decision Situation
150(1)
Global Spotlight: Decision Makers at Ben & Jerry's Make Decisions About Entering Foreign Markets
151(1)
The Decision-Making Process
152(3)
Identifying an Existing Problem
152(1)
Listing Alternative Solutions
153(1)
Selecting the Most Beneficial Alternative
153(1)
Implementing the Chosen Alternative
154(1)
Gathering Problem-Related Feedback
154(1)
People Spotlight: Decision at Deere & Company: Eliminate Problems by Building Employee Involvement
155(1)
Decision-Making Conditions
155(1)
Complete Certainty Condition
155(1)
Complete Uncertainty Condition
155(1)
Risk Condition
155(1)
Decision-Making Tools
156(2)
Probability Theory
156(1)
Decision Trees
156(2)
Group Decision Making
158(4)
Advantages and Disadvantages of Using Groups to Make Decisions
158(1)
Processes for Making Group Decisions
159(3)
Management Skills Module
162(4)
Strategic Planning
166(24)
Introductory Case: Gillette's New Strategy: Women
167(1)
Strategic Planning
168(7)
Fundamentals of Strategic Planning
168(1)
Strategy Management
169(6)
Ethics Spotlight: McMurry Publishing Values Code Includes Social Responsibility
175(1)
Quality Spotlight: Goodall Rubber Emphasizes Quality in Company Mission Statement
176(5)
Across Industries: Consumer Products-Diversity as a Strategy at S. C. Johnson and Son
181(2)
Tactical Planning
183(1)
Comparing and Coordinating Strategic and Tactical Planning
183(1)
Planning and Levels of Management
184(2)
Management Skills Module
186(4)
Plans and Planning Tools
190(22)
Introductory Case: Ford Plans to Improve the Explorer
191(1)
Plans: A Definition
192(1)
Ethics Spotlight: Toyota Uses Philanthropy Plan to Take Aim at General Motors
192(3)
Dimensions of Plans
192(2)
Types of Plans
194(1)
Digital Focus: Salomon Smith Barney Establishes Rules to Deal with Internet
195(2)
Why Plans Fail
196(1)
Planning Areas: Input Planning
196(1)
Global Spotlight: Shell Picks Global Customer Center Sites
197(3)
Planning Tools
200(7)
Forecasting
200(7)
Management Skills Module
207(5)
Part Four Organizing 212(90)
Fundamentals of Organizing
212(22)
Introductory Case: Lucent Technologies Organizes to Be More Competitive
213(1)
A Definition of Organizing
214(3)
Fayol's Guidelines
214(1)
The Importance of Organizing
214(1)
The Organizing Process
215(1)
The Organizing Subsystem
215(2)
Classical Organizing Theory
217(3)
Weber's Bureaucratic Model
217(1)
Structure
218(2)
Global Spotlight: McDonald's Organizes by Global Territory
220(4)
Division of Labor
223(1)
Quality Spotlight: DaimlerChrysler Improves Coordination to Improve Product Quality
224(3)
Span of Management
224(2)
Scalar Relationships
226(1)
Across Industries: Health Care-Circular Organization Chart at Our Lady of the Way Hospital
227(2)
Management Skills Module
229(5)
Responsibility, Authority, and Delegation
234(22)
Introductory Case: Organizing P&G's New Internet Push
235(1)
Responsibility
236(1)
The Job Description
236(1)
Digital Focus: Information Systems Job Descriptions Focus More on Internet
237(3)
Dividing Job Activities
237(1)
Clarifying Job Activities of Managers
238(2)
Authority
240(3)
Authority on the Job
240(1)
Acceptance of Authority
241(1)
Types of Authority
241(2)
Ethics Spotlight: General Electric Staff Organizes Renovation
243(2)
Accountability
244(1)
Delegation
245(3)
Steps in the Delegation Process
245(1)
Obstacles to the Delegation Process
246(1)
Eliminating Obstacles to the Delegation Process
246(1)
Centralization and Decentralization
247(1)
People Spotlight: Security One Systems Uses Bonus to Support Decentralization
248(3)
Management Skills Module
251(5)
Managing Human Resources
256(22)
Introductory Case: Northwestern Mutual Life Focuses on Recruitment
257(1)
Defining Appropriate Human Resources
258(1)
Steps in Providing Human Resources
258(10)
Recruitment
259(5)
Selection
264(3)
Training
267(1)
People Spotlight: Training at The Container Store Stresses Employees Caring for Each Other
268(3)
Across Industries: Furniture Manufacturing---Training Is Critical at Keller Manufacturing
271(1)
Performance Appraisal
271(1)
Diversity Spotlight: Coca-Cola Uses Performance Appraisal to Tie Pay to Diversity
272(2)
Management Skills Module
274(4)
Organizational Change and Stress
278(24)
Introductory Case: AT & T Changes Where and How People Work
279(1)
Fundamentals of Changing an Organization
280(2)
Defining Changing an Organization
280(1)
Change Versus Stability
281(1)
Factors to Consider When Changing an Organization
282(1)
The Change Agent
282(1)
Determining What Should Be Changed
283(1)
Ethics Spotlight: Social Responsibility Slowing Mazda's Production Change
283(4)
The Kind of Change to Make
284(3)
Diversity Spotlight: McDonald's Corporation Is Changing the Way Employees Think About Disabled Workers
287(4)
Individuals Affected by the Change
289(1)
Evaluation of the Change
290(1)
Change and Stress
291(3)
Defining Stress
291(1)
The Importance of Studying Stress
291(1)
Managing Stress in Organizations
292(2)
Virtuality
294(1)
Defining a Virtual Organization
294(1)
Degrees of Virtuality
294(1)
Digital Focus: Go Train Provides Virtual Training for Organizations
295(3)
The Virtual Office
295(3)
Management Skills Module
298(4)
Part Five Influencing 302(118)
Fundamentals of Influencing and Communication
302(22)
Introductory Case: Eaton Managers Concentrate on Influencing People
303(1)
Fundamentals of Influencing
304(2)
Defining Influencing
304(1)
The Influencing Subsystem
305(1)
Communication
306(1)
People Spotlight: Joe Torre---A Yankee Success by Influencing People
307(8)
Interpersonal Communication
307(7)
Interpersonal Communication in Organizations
314(1)
Across Industries: Local Government---How David Bell Communicates with City Employees
315(2)
Quality Spotlight: Enhanced Formal Communication Contributes to Improving Quality at Holiday Inn
317(3)
Management Skills Module
320(4)
Leadership
324(28)
Introductory Case: The President of H. J. Heinz Company Sends a Letter
325(1)
Defining Leadership
326(1)
Leader Versus Manager
327(1)
Ethics Spotlight: Ford Motor Company Trains Leaders in Social Responsibility
327(1)
The Trait Approach to Leadership
328(1)
The Situational Approach to Leadership: A Focus on Leader Behavior
328(3)
Leadership Situations and Decisions
329(2)
Digital Focus: Cisco Uses Online Learning to Influence ``Forces in Managers''
331(10)
Leadership Behaviors
334(7)
Leadership Today
341(4)
Transformational Leadership
342(1)
Coaching
343(1)
Superleadership
343(1)
Entrepreneurial Leadership
344(1)
Current Topics in Leadership
345(1)
Substitutes for Leadership
345(1)
Women as Leaders
345(1)
Ways Women Lead
345(1)
Diversity Spotlight: For James G. Kaiser of Corning, Being Employee-Centered Includes a Focus on Diversity
346(1)
Management Skills Module
347(5)
Motivation
352(22)
Introductory Case: Bristol-Myers Squibb Stresses Motivation in Internet Implementation
353(1)
The Motivation Process
354(3)
Defining Motivation
354(1)
Process theories of Motivation
354(3)
People Spotlight: Xerox Makes Extrinsic Commission Reward Harder for Salespeople to Earn
357(4)
Content Theories of Motivation: Human Needs
358(3)
Motivating Organization Members
361(3)
The Importance of Motivating Organization Members
361(1)
Strategies for Motivating Organization Members
361(3)
Across Industries: Pharmaceuticals: Eli Lilly and Company Benefits from Job Rotation
364(3)
Diversity Spotlight: Positive Reinforcement Impacts Diversity at Raffa and Associates
367(3)
Management Skills Module
370(4)
Groups, Teams, and Corporate Culture
374(24)
Introductory Case: Teamwork Builds Success at Xerox
375(1)
Groups
376(1)
Kinds of Groups in Organizations
376(7)
Formal Groups
376(6)
Informal Groups
382(1)
Managing Work Groups
383(3)
Determining Group Existence
383(1)
Understanding the Evolution of Informal Groups
384(2)
Teams
386(1)
Groups Versus Teams
386(1)
Types of Teams in Organizations
386(1)
Quality Spotlight: Problem-Solving Teams Focus on Improving Quality at Weyerhaeuser Insurance Department
386(1)
Across Industries: Motorcycle Manufacturing---Cross-Functional Teams Design New Products at Harley-Davidson
387(1)
Diversity Spotlight: Building Diverse Flight Teams Benefits Continental Airlines
388(3)
Stages of Team Development
388(2)
Team Effectiveness
390(1)
Trust and Effective Teams
391(1)
Corporate Culture
391(3)
Status Symbols
391(1)
Traditions and History
392(1)
Physical Environment
392(1)
The Significance of Corporate Culture
392(2)
Management Skills Module
394(4)
Understanding People: Attitudes, Perception, and Learning
398(22)
Introductory Case: Where Was the People Focus at Webvan?
399(1)
What Are Attitudes?
400(2)
How Beliefs and Values Create Attitudes
401(1)
Attitude Surveys
402(1)
Digital Focus: H.T.E. Uses the Internet to Study Employee Attitudes
402(3)
Quality Spotlight: Nucor Steel
405(1)
Perception
406(3)
Perception and the Perceptual Process
406(1)
Attribution Theory: Interpreting the Behavior of Others
407(1)
Perceptual Distortions
408(1)
Global Spotlight: The Wide, Wide World of Cultural Perceptions
409(2)
Perceptions of Procedural Justice
409(2)
Learning
411(4)
Operant Learning
411(1)
Cognitive Learning
412(1)
Learning Strategies
413(2)
Management Skills Module
415(5)
Part Six Controlling 420(78)
Principles of Controlling
420(20)
Introductory Case: DaimlerChrysler Controls by Initiating Web-Based FastCar
421(1)
The Fundamentals of Controlling
422(3)
Defining Control
422(1)
Defining Controlling
422(3)
Across Industries: Hotels---Marriott Hotels Set Performance Standards Through the First Ten Program
425(3)
People Spotlight: Lubys Takes Corrective Action by Providing Incentives
428(1)
Types of Control
428(1)
Diversity Spotlight: Best Western Uses Feedback Control for Diversity
429(1)
The Controller and Control
429(2)
The Job of the Controller
429(1)
How Much Control Is Needed?
430(1)
Power and Control
431(2)
A Definition of Power
432(1)
Total Power of a Manager
432(1)
Steps for Increasing Total Power
432(1)
Performing the Control Function
433(3)
Potential Barriers to Successful Controlling
433(1)
Making Controlling Successful
434(2)
Management Skills Module
436(4)
Production Management and Control
440(28)
Introductory Case: USAir Focuses on Turnaround to Build Productivity
441(1)
Production
442(1)
Defining Production
442(1)
Productivity
442(1)
Digital Focus: Sallie Mae Uses the Internet to Improve Productivity
443(1)
Quality and Productivity
443(1)
Ethics Spotlight: Bridgestone/Firestone and Ford: Product Quality Triggers Social Responsibility Debate
444(3)
Quality Spotlight: Focusing on Quality at Adidas USA
447(1)
Automation
447(1)
Strategies, Systems, and Processes
448(1)
Operations Management
448(5)
Defining Operations Management
448(1)
Operation Management Considerations
448(5)
Operations Control
453(5)
Just-in-Time Inventory Control
453(1)
Maintenance Control
454(1)
Cost Control
454(1)
Budgetary Control
455(1)
Ratio Analysis
456(1)
Materials Control
457(1)
Selected Operations Control Tools
458(7)
Using Control Tools to Control Organizations
458(1)
Inspection
459(1)
Management by Exception
459(1)
Management by Objectives
459(1)
Break-even Analysis
460(3)
Other Broad Operations Control Tools
463(2)
Management Skills Module
465(3)
Information Technology and the Internet
468(30)
Introductory Case: Making Changes Without the Right Information at Sunbeam?
469(1)
Essentials of Information
470(4)
Factors Influencing the Value of Information
470(1)
Information Appropriateness
471(1)
Information Quality
472(1)
Information Timeliness
472(1)
Evaluating Information
472(2)
The Management Information System (MIS)
474(1)
Global Spotlight: Pohang Iron & Steel Company Needs a Complex MIS
474(1)
Describing the MIS
474(1)
Diversity Spotlight: Target's MIS Focuses on Hispanic Workers
475(6)
Establishing an MIS
478(3)
Information Technology
481(3)
Computer Assistance in Using Information
481(3)
The Management Decision Support System (MDSS)
484(2)
Computer Networks
486(5)
The Local Area Network
486(1)
The Internet
486(5)
Across Industries: Accounting---Technical Glitch at Arthur Andersen Renders E-Mail Useless
491(2)
Management Skills Module
493(5)
Part Seven Topics for Special Emphasis 498(44)
Competitiveness: Quality and Innovation
498(24)
Introductory Case: LEGO's MindStorms Market Research Causes Problem
499(1)
Fundamentals of Quality
500(1)
Defining Total Quality Management
500(1)
Quality Spotlight: ``Quality Is Job 1'' at Ford
500(6)
The Importance of Quality
501(1)
Established Quality Awards
501(2)
Achieving Quality
503(3)
Quality Through Strategic Planning
506(4)
Environmental Analysis and Quality
506(1)
Establishing Organizational Direction and Quality
506(1)
Strategy Formulation and Quality
507(1)
Strategy Implementation and Quality
508(1)
Strategic Control and Quality
509(1)
The Quality Improvement Process
510(2)
The Incremental Improvement Process
510(2)
People Spotlight: Keeping People Involved in Incremental Improvement: Bearings, Inc.
512(2)
Reengineering Improvements
512(2)
Innovation and Creativity
514(1)
Digital Focus: Siemens Uses ShareNet to Encourage Innovation
514(3)
Creativity in Individuals
514(2)
Encouraging Creativity in Organization Members
516(1)
Management Skills Module
517(5)
Management's Digital Dimension
522(20)
Introductory Case: Office Depot Recognized for Digital Excellence
523(1)
Defining Digital Dimensioning
524(1)
Ethics Spotlight: IBM Helps Developing Nations Bridge the Digital Divide
524(1)
The Digital Dimensioning Process
525(2)
Enlisting Digital Expertise
525(2)
Analyzing Digital Environment
527(1)
Across Industries: Electric Utilities Industry---CMS Energy Corporation Focuses on Digital Environment
527(2)
Establishing Digital Direction
529(1)
Quality Spotlight: SMA's Digital Direction Reflects Quality Goal
529(3)
Formulating Digital Strategy
530(1)
Implementing Digital Strategy
530(1)
Controlling Digital Dimensioning
531(1)
Digital Dimensioning and Strategic Planning
532(2)
Digital Dimensioning: The Manager's Whole Job?
534(4)
Digital Dimensioning and Planning
535(1)
Digital Dimensioning and Organizing
536(1)
Digital Dimensioning and Influencing
536(1)
Digital Dimensioning and Controlling
537(1)
Management Skills Module
538(4)
Endnotes 542(23)
Credits 565(7)
Glossary 572(10)
Name Index 582(4)
Subject Index 586


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