Fundamentals of Management: Core Concepts & Applications

by Griffin, Ricky

• ISBN13: 9780618472420
• ISBN10: 0618472428
• Additional ISBN(s): 9780618203390, 9780618917075
• Edition: 4th
• Format: Paperback
• Copyright: 2005-01-01
• Publisher: South-Western College Pub
• More Book Details
• Purchase Benefits

Summary

Fundamentals of Management, 4/e, an abridged version of Management, 8/e, provides up-to-date coverage to key functional areas (planning, organizing, leading, and controlling) plus new research and examples, all in a brief format. From respected author Ricky Griffin, this skills-based text gives instructors the flexibility to integrate their own cases, exercises, and projects while continuing to provide them with a strong theoretical framework. New! Each chapter also contains either a Technology Toolkit, Business of Ethics, or Today\'s Management Issues boxed feature. These are intended to briefly depart from the flow of the chapter to highlight or extend especially interesting or emerging points and issues relating to new technology and its role in management or ethical issues and questions facing managers today. New! Test Preppers, located at the end of every chapter, prompt students with true/false and multiple-choice quizzes to gauge their retention and comprehension of chapter material. The answers are found at the end of the text. New! HM e-Study Student CD-ROM is carefully tailored to supplement and enhance the content of the text, including ACE self-tests, selected videos, chapter outlines, company web links, a glossary, flashcards, learning objectives, ready notes, self-assessment exercises, and chapter summaries. The CD-ROM is free with the text. Knowledgebank Icon in the text refers students to the new Knowledgebank feature on the HM e-Study CD. Here they can find additional information about particular topics in the text. It can also be used to find further management knowledge or for a research project, and it can be found only on HM e-Study CD ROM. Building Management Skills exercises appear throughout the text and are organized around the set of basic management skills introduced in Chapter 1. The Skills Self-Assessment Instrument helps readers learn something about their own approach to management. Finally, an Experiential Exercise provides additional action-oriented learning opportunities, usually for group settings. Pedagogical features that support learning are features throughout the text. In addition to the end-of-the-chapter exercises, every chapter includes important learning objectives, a chapter outline, an opening incident, boldface key terms, a summary of key points, questions for review, questions for analysis, and an end-of-the-chapter case with questions. Eduspace, a flexible, powerful, and customizable e-learning platform, provides instructors with text-specific online courses and content for Management, 4/e, Eduspace permits the instructor to create part or all of their course online using the widely recognized tools of Blackboard and quality text-specific content of Houghton Mifflin (HMCo). Instructors can quickly and easily assign homework exercises, quizzes and tests, tutorials and supplementary study materials. Pre-loaded material can be modified, or instructors can add their own.

Table of Contents

Preface	xiii
part one An Introduction to Management	2	(70)
Understanding the Manager's Job	4	(32)
An Introduction to Management	6	(6)
Kinds of Managers	6	(3)
Basic Management Functions	9	(1)
Fundamental Management Skills	10	(1)
The Science and the Art of Management	11	(1)
The Evolution of Management	12	(8)
The Importance of History and Theory	12	(1)
The Historical Context of Management	13	(1)
The Classical Management Perspective	13	(3)
The Behavioral Management Perspective	16	(3)
The Quantitative Management Perspective	19	(1)
Contemporary Management Perspectives	20	(4)
The Systems Perspective	20	(2)
The Contingency Perspective	22	(1)
Contemporary Management Challenges and Opportunities	22	(2)
Summary of Key Points	24	(1)
Discussion Questions	25	(1)
Building Effective Time-Management Skills	26	(1)
Building Effective Conceptual Skills	27	(1)
Building Effective Decision-Making Skills	27	(1)
Skills Self-Assessment Instrument	28	(1)
Experiential Exercise	29	(1)
Chapter Closing Case: Southwest Still Flies High	30	(2)
Test Prepper	32
The Business of Ethics: When Good CEOs Go Bad	8	(28)
The Environments of Organizations and Managers	36	(36)
The Organization's Environments	38	(5)
The General Environment	38	(1)
The Task Environment	39	(3)
The Internal Environment	42	(1)
The Ethical and Social Environment of Management	43	(8)
Individual Ethics in Organizations	43	(5)
Social Responsibility in Organizations	48	(1)
Managing Social Responsibility	49	(2)
The International Environment of Management	51	(7)
Trends in International Business	51	(1)
Levels of International Business Activity	52	(2)
The Context of International Business	54	(4)
The Organization's Culture	58	(2)
The Importance of Organization Culture	58	(1)
Determinants of Organization Culture	59	(1)
Managing Organization Culture	59	(1)
Summary of Key Points	60	(1)
Discussion Questions	61	(1)
Building Effective Diagnostic and Decision-Making Skills	61	(1)
Building Effective Interpersonal Skills	62	(1)
Building Effective Communication Skills	63	(1)
Skills Self-Assessment Instrument	64	(1)
Experiential Exercise	65	(1)
Chapter Closing Case: The Final Frontier?	66	(2)
Test Prepper	68
The Business of Ethics: No Guarantee of Good Behavior	46	(26)
part two Planning	72	(106)
Planning and Strategic Management	74	(36)
Planning and Organizational Goals	76	(3)
Organizational Goals	77	(1)
Kinds of Plans	78	(1)
The Nature of Strategic Management	79	(1)
The Components of Strategy	79	(1)
Types of Strategic Alternatives	79	(1)
Using SWOT Analysis to Formulate Strategy	80	(2)
Evaluating an Organization's Strengths	80	(1)
Evaluating an Organization's Weaknesses	81	(1)
Evaluating an Organization's Opportunities and Threats	81	(1)
Formulating Business-Level Strategies	82	(2)
Porter's Generic Strategies	83	(1)
Strategies Based on the Product Life Cycle	83	(1)
Formulating Corporate-Level Strategies	84	(5)
Single-Product Strategy	85	(1)
Related Diversification	85	(1)
Unrelated Diversification	86	(1)
Managing Diversification	87	(2)
Tactical Planning	89	(2)
Developing Tactical Plans	89	(1)
Executing Tactical Plans	90	(1)
Operational Planning	91	(5)
Single-Use Plans	91	(1)
Standing Plans	92	(2)
Contingency Planning and Crisis Management	94	(2)
Summary of Key Points	96	(1)
Discussion Questions	97	(1)
Building Effective Decision-Making Skills	97	(1)
Building Effective Conceptual Skills	98	(1)
Building Effective Diagnostic Skills	99	(2)
Skills Self-Assessment Instrument	101	(1)
Experiential Exercise	101	(3)
Chapter Closing Case: Toyota Revs Up U.S. Sales	104	(2)
Test Prepper	106
Technology Toolkit: E-Business Grows Up	82	(28)
Managing Decision Making	110	(32)
The Nature of Decision Making	112	(4)
Decision Making Defined	112	(1)
Types of Decisions	113	(1)
Decision-Making Conditions	114	(2)
Rational Perspectives on Decision Making	116	(5)
The Classical Model of Decision Making	116	(1)
Steps in Rational Decision Making	116	(5)
Behavioral Aspects of Decision Making	121	(5)
The Administrative Model	121	(2)
Political Forces in Decision Making	123	(1)
Intuition and Escalation of Commitment	123	(2)
Risk Propensity and Decision Making	125	(1)
Ethics and Decision Making	125	(1)
Group and Team Decision Making in Organizations	126	(4)
Forms of Group and Team Decision Making	126	(2)
Advantages of Group and Team Decision Making	128	(1)
Disadvantages of Group and Team Decision Making	128	(1)
Managing Group and Team Decision-Making Processes	129	(1)
Summary of Key Points	130	(1)
Discussion Questions	130	(1)
Building Effective Conceptual Skills	131	(1)
Building Effective Decision-Making Skills	132	(1)
Building Effective Technical Skills	133	(1)
Skills Self-Assessment Instrument	134	(1)
Experiential Exercise	134	(2)
Chapter Closing Case: Exploding the Myth of the Superhero CEO	136	(2)
Test Prepper	138
Technology Toolkit: The Low-Tech Solution to High-Tech Difficulties	124	(18)
Entrepreneurship and New Venture Management	142	(36)
The Nature of Entrepreneurship	144	(1)
The Role of Entrepreneurship in Society	144	(4)
Job Creation	146	(1)
Innovation	147	(1)
Importance to Big Business	148	(1)
Strategy for Entrepreneurial Organizations	148	(7)
Choosing an Industry	148	(4)
Emphasizing Distinctive Competencies	152	(2)
Writing a Business Plan	154	(1)
Entrepreneurship and International Management	154	(1)
Structure of Entrepreneurial Organizations	155	(7)
Starting the New Business	155	(1)
Financing the New Business	156	(3)
Sources of Management Advice	159	(1)
Franchising	160	(2)
The Performance of Entrepreneurial Organizations	162	(6)
Trends in Small-Business Start-ups	163	(3)
Reasons for Failure	166	(1)
Reasons for Success	167	(1)
Summary of Key Points	168	(1)
Discussion Questions	168	(1)
Building Effective Diagnostic Skills	169	(1)
Building Effective Interpersonal Skills	170	(1)
Building Effective Conceptual Skills	171	(1)
Skills Self-Assessment Instrument	171	(1)
Experiential Exercise	172	(1)
Chapter Closing Case: Laughing All the Way to the Bank	173	(2)
Test Prepper	175
The Business of Ethics: Ethical E-mailing	164	(14)
part three Organizing	178	(106)
Organization Structure and Design	180	(36)
The Basic Elements of Organizing	182	(10)
Job Specialization	183	(1)
Alternatives to Specialization	183	(3)
Grouping Jobs: Departmentalization	186	(1)
Establishing Reporting Relationships	187	(2)
Distributing Authority	189	(1)
Coordinating Activities	190	(2)
The Bureaucratic Model of Organization Design	192	(1)
Situational Influences on Organization Design	193	(4)
Core Technology	193	(2)
Environment	195	(1)
Organizational Size and Life Cycle	196	(1)
Basic Forms of Organization Design	197	(5)
Functional (U-Form) Design	197	(1)
Conglomerate (H-Form) Design	198	(1)
Divisional (M-Form) Design	199	(1)
Matrix Design	200	(2)
Hybrid Designs	202	(1)
Emerging Issues in Organization Design	202	(2)
The Team Organization	202	(1)
The Virtual Organization	203	(1)
The Learning Organization	203	(1)
Summary of Key Points	204	(1)
Discussion Questions	204	(1)
Building Effective Conceptual Skills	205	(1)
Building Effective Technical Skills	206	(1)
Building Effective Decision-Making Skills	206	(1)
Skills Self-Assessment Instrument	207	(3)
Experiential Exercise	210	(1)
Chapter Closing Case: Customers Say ``Yum!''	210	(2)
Test Prepper	212
Technology Toolkit: Flexible FedEx	194	(22)
Organization Change and Innovation	216	(32)
The Nature of Organization Change	218	(2)
Forces for Change	218	(1)
Planned versus Reactive Change	219	(1)
Managing Change in Organizations	220	(4)
Steps in the Change Process	220	(1)
Understanding Resistance to Change	221	(2)
Overcoming Resistance to Change	223	(1)
Areas of Organization Change	224	(6)
Changing Organization Structure and Design	224	(1)
Changing Technology and Operations	225	(1)
Changing People, Attitudes, and Behaviors	226	(1)
Changing Business Processes	226	(1)
Organization Development	227	(3)
Organizational Innovation	230	(6)
The Innovation Process	230	(2)
Forms of Innovation	232	(1)
The Failure to Innovate	233	(1)
Promoting Innovation in Organizations	233	(3)
Summary of Key Points	236	(1)
Discussion Questions	237	(1)
Building Effective Time-Management Skills	238	(1)
Building Effective Decision-Making Skills	239	(1)
Building Effective Diagnostic Skills	239	(1)
Skills Self-Assessment Instrument	240	(1)
Experiential Exercise	241	(1)
Chapter Closing Case: Changing Cargill	242	(2)
Test Prepper	244
Today's Management Issues: Do Deviants Drive Change?	234	(14)
Managing Human Resources	248	(36)
The Environmental Context of Human Resource Management	250	(5)
The Strategic Importance of HRM	250	(1)
The Legal Environment of HRM	251	(4)
Attracting Human Resources	255	(4)
Human Resource Planning	255	(2)
Recruiting Human Resources	257	(1)
Selecting Human Resources	258	(1)
Developing Human Resources	259	(5)
Training and Development	259	(2)
Performance Appraisal	261	(2)
Performance Feedback	263	(1)
Maintaining Human Resources	264	(2)
Determining Compensation	264	(1)
Determining Benefits	265	(1)
Managing Workforce Diversity	266	(2)
The Meaning of Diversity	266	(1)
The Impact of Diversity	266	(1)
Managing Diversity in Organizations	267	(1)
Managing Labor Relations	268	(2)
How Employees Form Unions	268	(2)
Collective Bargaining	270	(1)
New Challenges in the Changing Workplace	270	(3)
Managing Knowledge Workers	270	(1)
Contingent and Temporary Workers	271	(2)
Summary of Key Points	273	(1)
Discussion Questions	273	(1)
Building Effective Decision-Making Skills	274	(1)
Building Effective Communication Skills	275	(1)
Building Effective Technical Skills	276	(1)
Skills Self-Assessment Instrument	277	(1)
Experiential Exercise	278	(1)
Chapter Closing Case: The Retirement That Isn't	279	(2)
Test Prepper	281
Today's Management Issues: A Fair Day's Pay for a Fair Day's Work?	254	(30)
part four Leading	284	(176)
Managing Individual Behavior	286	(36)
Understanding Individuals in Organizations	288	(3)
The Psychological Contract	288	(1)
The Person-Job Fit	289	(1)
The Nature of Individual Differences	290	(1)
Personality and Individual Behavior	291	(4)
The ``Big Five'' Personality Traits	291	(2)
The Myers-Briggs Framework	293	(1)
Other Personality Traits at Work	293	(2)
Emotional Intelligence	295	(1)
Attitudes and Individual Behavior	295	(3)
Work-Related Attitudes	296	(1)
Affect and Mood in Organizations	297	(1)
Perception and Individual Behavior	298	(3)
Basic Perceptual Processes	298	(2)
Perception and Attribution	300	(1)
Stress and Individual Behavior	301	(5)
Causes and Consequences of Stress	302	(2)
Managing Stress	304	(2)
Creativity in Organizations	306	(2)
The Creative Individual	306	(1)
The Creative Process	307	(1)
Enhancing Creativity in Organizations	308	(1)
Types of Workplace Behavior	308	(3)
Performance Behaviors	309	(1)
Withdrawal Behaviors	309	(1)
Organizational Citizenship	310	(1)
Dysfunctional Behaviors	310	(1)
Summary of Key points	311	(1)
Discussion Questions	311	(1)
Building Effective Interpersonal Skills	312	(1)
Building Effective Conceptual Skills	313	(1)
Building Effective Time-Management Skills	314	(1)
Skills Self-Assessment Instrument	314	(1)
Experiential Exercise	315	(1)
Chapter Closing Case: Too Much Character Building?	316	(2)
Test Prepper	318
The Business of Ethics: No Longer ``The Sweetest Place on Earth''	299	(23)
Motivating Employee Performance	322	(36)
The Nature of Motivation	324	(1)
Content Perspectives on Motivation	325	(5)
The Needs Hierarchy Approach	325	(3)
The Two-Factor Theory	328	(1)
Individual Human Needs	329	(1)
Process Perspectives on Motivation	330	(6)
Expectancy Theory	330	(3)
Equity Theory	333	(1)
Goal-Setting Theory	334	(2)
Reinforcement Perspectives on Motivation	336	(1)
Kinds of Reinforcement in Organizations	336	(1)
Providing Reinforcement in Organizations	337	(1)
Popular Motivational Strategies	337	(3)
Empowerment and Participation	338	(1)
Alternative Forms of Work Arrangements	338	(2)
Using Reward Systems to Motivate Performance	340	(6)
Merit Reward Systems	340	(1)
Incentive Reward Systems	340	(2)
Team and Group Incentive Reward Systems	342	(1)
Executive Compensation	343	(3)
New Approaches to Performance-Based Rewards	346	(1)
Summary of Key Points	346	(1)
Discussion Questions	347	(1)
Building Effective Interpersonal and Communication Skills	348	(1)
Building Effective Decision-Making Skills	348	(1)
Building Effective Conceptual and Diagnostic Skills	349	(1)
Skills Self-Assessment Instrument	350	(1)
Experiential Exercise	350	(2)
Chapter Closing Case: You've Got to Love This Job	352	(2)
Test Prepper	354
Today's Management Issues: Does It Pay to Work?	326	(32)
Leadership and Influence Processes	358	(36)
The Nature of Leadership	360	(3)
The Meaning of Leadership	360	(1)
Leadership and Management	361	(1)
Leadership and Power	362	(1)
Generic Approaches to Leadership	363	(3)
Leadership Traits	363	(1)
Leadership Behaviors	364	(2)
Situational Approaches to Leadership	366	(9)
LPC Theory	367	(2)
Path-Goal Theory	369	(2)
Vroom's Decision Tree Approach	371	(3)
The Leader-Member Exchange Approach	374	(1)
Related Approaches to Leadership	375	(2)
Substitutes for Leadership	375	(1)
Charismatic Leadership	376	(1)
Transformational Leadership	376	(1)
Emerging Approaches to Leadership	377	(2)
Strategic Leadership	377	(1)
Cross-Cultural Leadership	378	(1)
Ethical Leadership	378	(1)
Political Behavior in Organizations	379	(3)
Common Political Behaviors	380	(1)
Impression Management	380	(1)
Managing Political Behavior	381	(1)
Summary of Key Points	382	(1)
Discussion Questions	382	(1)
Building Effective Diagnostic Skills	383	(1)
Building Effective Decision-Making Skills	384	(1)
Building Effective Conceptual Skills	385	(1)
Skills Self-Assessment Instrument	386	(1)
Experiential Exercise	387	(1)
Chapter Closing Case: The ``New and Improved'' Procter & Gamble	388	(2)
Test Prepper	390
The Business of Ethics: ``Mamas, Don't Let Your Babies Grow Up to Be CEOs''	379	(15)
Communication in Organizations	394	(32)
Communication and the Manager's Job	396	(4)
A Definition of Communication	396	(1)
Characteristics of Useful Information	397	(1)
The Communication Process	398	(2)
Forms of Communication in Organizations	400	(4)
Interpersonal Communication	400	(1)
Communication in Networks and Work Teams	401	(1)
Organizational Communication	402	(2)
Electronic Communication	404	(4)
Information Systems	404	(3)
Personal Electronic Technology	407	(1)
Informal Communication in Organizations	408	(3)
The Grapevine	408	(2)
Management by Wandering Around	410	(1)
Nonverbal Communication	410	(1)
Managing Organizational Communication	411	(5)
Barriers to Communication	411	(3)
Improving Communication Effectiveness	414	(2)
Summary of Key Points	416	(1)
Discussion Questions	417	(1)
Building Effective Technical Skills	418	(1)
Building Effective Interpersonal Skills	418	(1)
Building Effective Communication Skills	419	(1)
Skills Self-Assessment Instrument	420	(1)
Experiential Exercise	421	(1)
Chapter Closing Case: Communicating the Truth about Smoking	421	(2)
Test Prepper	423
Today's Management Issues: ``Sorry'' Seems to Be the Hardest Word	399	(27)
Managing Groups and Teams	426	(34)
Groups and Teams in Organizations	428	(7)
Types of Groups and Teams	429	(3)
Why People Join Groups and Teams	432	(2)
Stages of Group and Team Development	434	(1)
Characteristics of Groups and Teams	435	(6)
Role Structure	435	(2)
Behavioral Norms	437	(1)
Cohesiveness	438	(2)
Formal and Informal Leadership	440	(1)
Interpersonal and Intergroup Conflict	441	(3)
The Nature of Conflict	441	(1)
Causes of Conflict	442	(2)
Managing Conflict in Organizations	444	(3)
Stimulating Conflict	444	(2)
Controlling Conflict	446	(1)
Resolving and Eliminating Conflict	446	(1)
Summary of Key Points	447	(1)
Discussion Questions	448	(1)
Building Effective Decision-Making Skills	449	(2)
Building Effective Conceptual Skills	451	(1)
Building Effective Communication Skills	451	(1)
Skills Self-Assessment Instrument	452	(1)
Experiential Exercise	453	(1)
Chapter Closing Case: No Teamwork at Disney?	454	(2)
Test Prepper	456
Technology Toolkit: The Reality of Virtual Teams	432	(28)
part five Controlling	460	(70)
Managing the Control Process	462	(34)
The Nature of Control	464	(7)
The Purposes of Control	464	(3)
Types of Control	467	(2)
Steps in the Control Process	469	(2)
Operations Control	471	(2)
Preliminary Control	471	(1)
Screening Control	472	(1)
Postaction Control	472	(1)
Financial Control	473	(5)
Budgetary Control	473	(3)
Other Tools for Financial Control	476	(2)
Structural Control	478	(2)
Bureaucratic Control	478	(1)
Decentralized Control	479	(1)
Strategic Control	480	(1)
Integrating Strategy and Control	480	(1)
International Strategic Control	481	(1)
Managing Control in Organizations	481	(4)
Characteristics of Effective Control	482	(1)
Resistance to Control	483	(2)
Overcoming Resistance to Control	485	(1)
Summary of Key Points	485	(1)
Discussion Questions	486	(1)
Building Effective Time-Management Skills	487	(1)
Building Effective Decision-Making and Diagnostic Skills	488	(1)
Building Effective Technical Skills	489	(1)
Skills Self-Assessment Instrument	489	(1)
Experiential Exercise	490	(1)
Chapter Closing Case: Wake up, ``Zombies''!	491	(2)
Test Prepper	493
Today's Management Issues: ``One of the Most Inefficient Organizations in the Federal Government''	466	(30)
Managing Operations, Quality, and Productivity	496	(34)
The Nature of Operations Management	498	(2)
The Importance of Operations	498	(1)
Manufacturing and Production Operations	499	(1)
Service Operations	499	(1)
The Role of Operations in Organizational Strategy	500	(1)
Designing Operations Systems	500	(3)
Determining Product-Service Mix	501	(1)
Capacity Decisions	501	(1)
Facilities Decisions	501	(2)
Organizational Technologies	503	(4)
Manufacturing Technology	503	(3)
Service Technology	506	(1)
Implementing Operations Systems Through Supply Chain Management	507	(2)
Operations Management as Control	507	(1)
Purchasing Management	508	(1)
Inventory Management	508	(1)
Managing Total Quality	509	(7)
The Meaning of Quality	510	(1)
The Importance of Quality	511	(1)
Total Quality Management	511	(2)
TQM Tools and Techniques	513	(3)
Managing Productivity	516	(4)
The Meaning of Productivity	517	(1)
The Importance of Productivity	517	(1)
Productivity Trends	518	(1)
Improving Productivity	518	(2)
Summary of Key Points	520	(1)
Discussion Questions	520	(1)
Building Effective Communication Skills	521	(1)
Building Effective Diagnostic Skills	522	(1)
Building Effective Conceptual Skills	522	(1)
Skills Self-Assessment Instrument	523	(1)
Experiential Exercise	524	(1)
Chapter Closing Case: America's (Civilian) Military	525	(2)
Test Prepper	527
Technology Toolkit: Is an Ounce of Prevention Really Worth a Pound of Cure?	514	(16)
appendix Interpretations of Skills Self-Assessment Instruments	530	(10)
Answer to Test Prepper	540	(1)
Name Index	541	(7)
Organization and Product Index	548	(3)
Subject Index	551