Management

by Hitt, Michael; Black, Stewart; Porter, Lyman W

• ISBN13: 9780130088475
• ISBN10: 0130088471
• Edition: 2nd
• Format: Paperback
• Copyright: 2009-01-01
• Publisher: Prentice Hall

Summary

This book is different from most in that it offers a comprehensive and balanced presentation of strategic management and organizational behavior concepts. It is all about bringing together the micro skills of people management with the macro skills of running a business. Strategy is often portrayed as the province of top-level managers only--the reality is that practicing managers need to know the strategy both in order to address the current challenges they face and to exploit the future opportunities they identify; it is not an either/or choice. The unique but interdependent specialties of the three co-authors not only help to balance the treatment of strategic management and organizational behavior across the chapters but also to integrate these concepts within chapters. Chapter titles include: Managing Change, Evaluating the External Environment, Ethics and Social Responsibility, Strategic Management, Organizational Structure and Design, Planning, Decision Making, Communication and Negotiation, Managing Human Resources, and Organizational Development and Transformation. For anyone in a professional business environment, preparing for a position in management.

Table of Contents

PART ONE YOU AS A MANAGER	2	(72)
Introduction	2	(36)
Managing: Putting It All Together	3	(2)
Managing Effectively in Today's World Three Critical Challenges	5	(3)
Change	6	(1)
Technology	6	(1)
Globalism	6	(1)
Managing Strategically to Meet the Challenges	7	(1)
What Is Management?	8	(17)
Managerial Perspectives Revisited	10	(15)
What Do Managers Do?	25	(7)
Managerial Functions	25	(1)
Managerial Roles	26	(1)
A Week in the Managerial Life of Deb M.	27	(2)
Managerial Job Dimensions	29	(1)
A Week in the Managerial Life of Greg K.	30	(2)
What Skills Do Managers Need?	32	(2)
Plan of the Book	34	(4)
Concluding Comments	35	(1)
key terms	36	(1)
test your comprehension	36	(1)
apply your understanding	36	(2)
Managing Change	38	(36)
Leading Change at LSP	39	(2)
Importance of Understanding Change	41	(3)
Failure of Change Efforts	41	(1)
Nature of Change	42	(1)
Rate of Change	43	(1)
Managerial Competency for Leading Change	43	(1)
Forces for Change	44	(3)
External Forces	44	(1)
Internal Forces	45	(1)
A Manager's Challenge: Change	46	(1)
Process of Change	47	(3)
Phase 1---Unfreezing	47	(1)
Phase 2---Movement	48	(1)
Phase 3---Refreezing	49	(1)
Forces for Failure	50	(6)
Unfreezing: The Failure to See	51	(2)
Movement: Failure to Move	53	(2)
Refreezing: Failure to Finish	55	(1)
Keys to Successful Change	56	(13)
Overcoming the Failure to See	56	(2)
Overcoming the Failure to Move	58	(1)
A Manager's Challenge: Globalization	59	(1)
Overcoming the Failure to Finish	60	(1)
A Manager's Challenge: Change	61	(2)
Managerial Perspectives Revisited	63	(1)
concluding comments	64	(1)
key terms	65	(1)
test your comprehension	65	(1)
apply your understanding	65	(1)
practice your capabilities	66	(1)
Closing Case: Changing the Direction of 3M	66	(3)
Clifford Chance---Update	69	(5)
PART TWO ASSESSING THE ENVIRONMENT	74	(116)
Assessing External Environments	74	(38)
Russia's Black Gold?	75	(2)
What Does the Business Environment Consist of?	77	(1)
General External Environment	78	(12)
Sociocultural Forces	78	(2)
Technology Forces	80	(2)
A Manager's Challenge: Technology	82	(1)
Economic Forces	83	(2)
Political and Legal Forces	85	(1)
Global Forces	86	(1)
A Manager's Challenge: Change	87	(1)
A Manager's Challenge: Globalization	88	(1)
The Special Nature of the Global Environment	89	(1)
Pulling Together an Analysis of the General Environment	90	(2)
Task Environment	92	(7)
New Entrants---Potential New Competitors	93	(1)
Substitutes	94	(1)
Customers	94	(1)
Strategic Partners	95	(1)
Labor	95	(1)
Regulators	96	(1)
Task Environment Summary	97	(2)
The Internal Environment	99	(2)
Owners	99	(1)
Board of Directors	99	(1)
Employees	100	(1)
Culture	101	(1)
Environmental Scanning and Response	101	(4)
Define	102	(1)
Recognize	103	(1)
Analyze	103	(1)
Respond	103	(2)
Summary of Environmental Scanning and Response	105	(7)
Managerial Perspectives Revisited	106	(1)
concluding comments	107	(1)
key terms	108	(1)
test your comprehension	108	(1)
apply your understanding	109	(1)
practice your capabilities	109	(1)
Closing Case: KB Home Corp.: Its Business is Building	110	(2)
Managing Within Cultural Contexts	112	(36)
GE Medical's Sick Patient in France	113	(2)
Definition of Culture	115	(1)
Managerial Relevance of Culture	116	(5)
Impact of Culture on Behavior	116	(1)
Cultural Diversity in the Workplace	117	(1)
Culture as a Management Tool	118	(1)
A Manager's Challenge: Ethics	119	(2)
Levels of Culture	121	(9)
Cultural Assumptions	121	(6)
Cultural Values	127	(2)
Cultural Artifacts and Behaviors	129	(1)
Cultural Diversity	130	(1)
Strong and Weak Cultures	131	(4)
A Manager's Challenge: Change	133	(2)
Creating and Changing Organization Culture	135	(4)
A Manager's Challenge: Technology	136	(1)
Selection	136	(1)
Socialization	137	(1)
Performance Appraisal	138	(1)
Rewards and Compensation	138	(1)
Stories and Symbols	138	(1)
International Contexts and Cultures	139	(9)
A Manager's Challenge: Globalization	140	(1)
Managerial Perspectives Revisited	141	(2)
concluding comments	143	(1)
key terms	144	(1)
test your comprehension	144	(1)
apply your understanding	145	(1)
practice your capabilities	145	(1)
Closing Case: Changing the Culture at General Semiconductor	146	(2)
Ethics and Social Responsibility	148	(42)
Nicolo Pignatelli and Gulf Italia	149	(2)
Relevance to You	151	(2)
The Development of Individual Ethics	153	(1)
Understanding Basic Approaches to Ethics	154	(2)
Basic Approaches to Ethical Decision Making	156	(3)
Utilitarian Approach	156	(1)
A Manager's Challenge: Change	157	(1)
Moral Rights Approach	158	(1)
Universal Approach	158	(1)
Justice Approach	158	(1)
Moral Intensity in Ethical Decision Making	159	(4)
A Manager's Challenge: Globalization	162	(1)
Making Ethical Decisions	163	(9)
The Manager	164	(1)
The Organization	164	(6)
The Government	170	(2)
Social Responsibility	172	(13)
The Efficiency Perspective	172	(2)
Social Responsibility Perspective	174	(1)
Comparing the Efficiency and Stakeholder Perspectives	175	(1)
Corporate Responses	176	(2)
A Manager's Challenge: Technology	178	(1)
Managerial Perspectives Revisited	179	(1)
concluding comments	180	(1)
key terms	181	(1)
test your comprehension	182	(1)
apply your understanding	182	(1)
practice your capabilities	182	(1)
Closing Case: P&G: How Low Can You Go?	183	(2)
Xerox People Problems	185	(5)
PART THREE SETTING DIRECTION	190	(156)
Strategic Management	190	(36)
Boeing: Another ``Dream'' Strategy?	191	(3)
Competitive Advantage	194	(3)
Superiority	194	(1)
Inimitability	194	(1)
Durability	195	(1)
Nonsubstitutability	195	(1)
Appropriability	196	(1)
Strategic Management Process: Setting Direction	197	(3)
Strategic Intent	197	(1)
Mission	198	(1)
Strategic Objectives	199	(1)
Strategic Management Process: Formulating a Strategy	200	(16)
Generic Strategies for Competitive Advantage	200	(1)
A Manager's Challenge: Technology	201	(3)
Internal and External Analysis	204	(5)
Integrating Internal and External Analyses	209	(3)
A Manager's Challenge: Globalization	212	(4)
Strategic Management Process: Strategy Implementation	216	(3)
Seven S's	216	(1)
A Manager's Challenge: Change	217	(2)
Strategic Management Process: Strategy Evaluation	219	(1)
Strategy as Pattern	219	(7)
Managerial Perspectives Revisited	220	(1)
concluding comments	221	(1)
key terms	222	(1)
test your comprehension	222	(1)
apply your understanding	223	(1)
practicing your capabilities	223	(1)
Closing Case: Blockbuster Fast Forwards for Growth	224	(2)
Organizational Structure and Design	226	(40)
Becton Dickinson Restructuring in Europe	227	(3)
Principles of Organizational Structure	230	(10)
Differentiation	231	(1)
Integration	231	(2)
A Manager's Challenge: Change	233	(1)
Formalization	234	(3)
Informalization	237	(1)
A Manager's Challenge: Technology	238	(1)
Centralization and Decentralization	238	(2)
Common Organizational Structures	240	(7)
Functional Structure	240	(1)
Product Structure	241	(1)
Division Structure	242	(1)
Customer Structure	243	(1)
Geographic/Regional Structure	244	(1)
Matrix Structure	245	(1)
Mixed Organizational Structures	246	(1)
Networking Organizational Structures	247	(3)
Summary Observations	250	(1)
Designing Organizations	250	(16)
External Environment	251	(1)
Environmental Dynamism	252	(1)
Organization Strategy	252	(1)
Moving from Domestic to International Structures	253	(1)
A Manager's Challenge: Globalization	254	(3)
Organizing to Think Globally and Act Locally	257	(2)
Signs of Poor Structure-Environment Fit	259	(1)
Managerial Perspectives Revisited	260	(1)
concluding comments	261	(1)
key terms	262	(1)
test your comprehension	262	(1)
apply your understanding	263	(1)
practicing your capabilities	263	(1)
Closing Case: Restructuring the Organizational Restructure at Kimberly-Clark	264	(2)
Planning	266	(32)
Procter & Gamble in Eastern Europe	267	(3)
An Overview of Planning	270	(5)
Types of Plans	270	(2)
A Manager's Challenge: Technology	272	(1)
Organizational Levels	273	(1)
Interaction Between Plan Types and Levels	274	(1)
The Planning Process	275	(12)
Analyzing the Environment	275	(3)
A Manager's Challenge: Change	278	(1)
Setting Objectives	279	(2)
Determining Requirements	281	(1)
Assessing Resources	281	(1)
A Manager's Challenge: Globalization	282	(1)
Developing Action Plans	283	(1)
Implementing Plans	284	(2)
Monitoring Outcomes	286	(1)
Planning Tools	287	(1)
Budgets	287	(1)
Goal Setting	288	(10)
MBO	291	(1)
Managerial Perspectives Revisited	292	(1)
concluding comments	293	(1)
key terms	294	(1)
test your comprehension	294	(1)
apply your understanding	295	(1)
practice your capabilities	295	(1)
Closing Case: Planning a New Program Launch at LDC	296	(2)
Individual and Group Decision Making	298	(48)
Changing the Course at Acer	299	(2)
Decision-Making Concepts	301	(1)
Individual Decision Making	302	(13)
The Rational/Classical Model	302	(2)
A Manager's Challenge: Diversity	304	(3)
A Manager's Challenge: Technology	307	(1)
The Bounded Rationality Model	308	(2)
The Retrospective Decision Model	310	(1)
Types of Decisions	311	(1)
Influences on Effective Decision Making	312	(1)
Making Better Decisions	313	(2)
Group Decision Making	315	(3)
A Manager's Challenge: Globalization	316	(1)
Impact of Groups on Decision Making	317	(1)
Contingency Model of Participative Decision Making	318	(2)
Participative Decision Makers	318	(1)
Participative Decision-Making Process	319	(1)
Decision Speed and Quality	320	(3)
A Manager's Challenge: Change	321	(2)
Problems in Group Decision Making	323	(5)
Groupthink	323	(3)
Escalating Commitment to a Decision	326	(2)
Cultural Dimensions of Decision Making	328	(2)
Strategies for Improving Decision Making	330	(10)
Improving Problem Formulation	330	(1)
Improving Problem Solution	331	(1)
The Role of Technology	332	(1)
Managerial Perspectives Revisited	333	(2)
concluding comments	335	(1)
key terms	335	(1)
test your comprehension	336	(1)
apply your understanding	336	(1)
practice your capabilities	336	(1)
Closing Case: Schwab Trades Security for Uncertainty Online	337	(3)
Paragon Information Systems	340	(6)
PART FOUR IMPLEMENTING THROUGH PEOPLE	346	(218)
Leadership I: Basic Concepts and Processes	346	(30)
Abraham Lincoln: Leadership Model for Yesterday and Today	347	(3)
What Is Leadership?	350	(2)
Leadership and Power	352	(9)
Types and Sources of Power	352	(3)
A Manager's Challenge: Technology	355	(2)
A Manager's Challenge: Change	357	(1)
Using Power	358	(3)
Leaders and the Leadership Process	361	(4)
Leader's Traits	361	(2)
Leader's Skills and Competencies	363	(1)
Leader's Behaviors	364	(1)
Followers and the Leadership Process	365	(4)
A Manager's Challenge: Globalization	366	(1)
What Followers Bring to the Process	367	(1)
Effects of Followers' Behavior	367	(1)
The Leader-Follower Relationship	368	(1)
Situations and the Leadership Process	369	(7)
Tasks	369	(1)
Organizational Context	369	(1)
Managerial Perspectives Revisited	370	(1)
concluding comments	371	(1)
key terms	372	(1)
test your comprehension	372	(1)
apply your understanding	372	(1)
practice your capabilities	373	(1)
Closing Case: The New Supervisor	373	(3)
Leadership II: Approaches and Issues	376	(32)
Dealing with Disaster	377	(3)
Different Approaches to Understanding Leadership	380	(9)
Blake and Mouton's ``Managerial Grid''	380	(2)
Hersey and Blanchard's Situational Leadership Model	382	(1)
Fiedler's Leadership Contingency Theory	383	(2)
House's Path--Goal Theory	385	(1)
Vroom and Yetton's Normative Decision Model	386	(1)
Substitutes for Leadership	387	(2)
Contemporary Leadership Issues	389	(11)
Leading and Managing: The Same or Different?	389	(1)
A Manager's Challenge: Change	390	(1)
Charismatic Leadership	391	(2)
Transformational Leadership	393	(2)
A Manager's Challenge: Globalization	395	(1)
E-age Leadership	396	(1)
Leadership Across Different National Cultures	397	(1)
A Manager's Challenge: Technology	398	(2)
Improving Your Own Leadership Capabilities	400	(8)
Assess	401	(1)
Act	402	(1)
Reassess and Change	403	(1)
Managerial Perspectives Revisited	403	(1)
concluding comments	404	(1)
key terms	405	(1)
test your comprehension	405	(1)
apply your understanding	406	(1)
practice your capabilities	406	(1)
Closing Case: Ethics on the Line at Baxter International	406	(2)
Motivation	408	(38)
Motivation Works Stitch by Stitch	409	(3)
What Is Motivation?	412	(1)
Sources of Motivation	412	(2)
Motivation Theories Applicable to Work Situations	414	(16)
Content Theories	414	(2)
A Manager's Challenge: Technology	416	(7)
Process Theories	423	(6)
A Manager's Challenge: Globalization	429	(1)
The Role of Reinforcements and Consequences	430	(4)
Reinforcement Approaches	430	(1)
A Manager's Challenge: Change	431	(2)
Planned Programs of Positive Reinforcement	433	(1)
Social Influences on Motivation	434	(2)
Influence of the Immediate Workgroup	434	(1)
Influence of Supervisors and Subordinates	435	(1)
Influence of the Organization's Culture	435	(1)
Influence of Values and Attitudes Toward Work	436	(10)
Values	436	(1)
A Manager's Challenge: Ethics	437	(1)
Attitudes Toward Work	438	(1)
Managerial Perspectives Revisited	439	(1)
concluding comments	440	(1)
key terms	441	(1)
test your comprehension	441	(1)
apply your understanding	442	(1)
practice your capabilities	442	(1)
Closing Case: Motivating Leo Henkelman	443	(3)
Groups and Teams	446	(42)
And May the Best Team Win	447	(3)
Basic Types of Groups	450	(5)
Formal Groups	451	(1)
A Manager's Challenge: Technology	452	(2)
Informal Groups	454	(1)
Characteristics of Groups and Teams	455	(9)
Structural Characteristics	455	(4)
Behavioral Characteristics	459	(1)
Norms	459	(3)
Cohesion	462	(2)
Formation and Development of Groups and Teams	464	(4)
Influences on the Formation of Groups and Teams	464	(1)
A Manager's Challenge: Change	465	(1)
Stages of Group Development	466	(2)
Examples of Prominent Groups and Teams in Today's Organizations	468	(3)
Self-Managing Workgroups (Teams)	469	(1)
Cross-Functional New Products (Services) Groups	469	(1)
Global Teams	470	(1)
Virtual Teams	471	(1)
Building and Managing Groups and Teams	471	(17)
Developing Team Competencies	471	(3)
Dealing with Team Conflict	474	(2)
Improving Group and Team Effectiveness	476	(2)
A Manager's Challenge: Globalization	478	(2)
Managerial Perspectives Revisited	480	(1)
concluding comments	481	(1)
key terms	482	(1)
test your comprehension	482	(1)
apply your understanding	483	(1)
practice your capabilities	483	(1)
Closing Case: The Team That Wasn't	484	(4)
Communication and Negotiation	488	(34)
A Communication Collision	489	(3)
Basic Model of Communication	492	(1)
Modes of Communication	493	(2)
Verbal Communication	493	(1)
Nonverbal Communication	494	(1)
Media of Communication	495	(1)
The Organizational Context of Communication	496	(7)
A Manager's Challenge: Technology	497	(1)
Directions of Communication Within Organizations	498	(1)
Channels of Communication Within Organizations	499	(1)
Patterns of Organizational Communication	500	(2)
A Manager's Challenge: Change	502	(1)
Barriers to Communication	503	(4)
Interpersonal Barriers	503	(1)
Organizational Barriers	504	(1)
Cultural Barriers	505	(2)
Improving Communication	507	(4)
Improving Listening Skills	508	(1)
Improving Sending Skills	509	(1)
Organization-Level Improvements in Communication	510	(1)
Communication and Negotiation	511	(11)
The Importance of Negotiation to Managers	511	(1)
Achieving More Effective Negotiations	511	(1)
Key Factors in Cross-National Negotiations	512	(3)
A Manager's Challenge: Globalization	515	(1)
Managerial Perspectives Revisited	516	(1)
concluding comments	517	(1)
key terms	518	(1)
test your comprehension	518	(1)
apply your understanding	519	(1)
practice your capabilities	519	(1)
Closing Case: How One Company Tackled a Major Communication Problem	520	(2)
Managing Human Resources	522	(42)
Brunswick's Global Human Resource Challenge	523	(3)
The Strategic Role of Human Resource Management	526	(1)
HR and Strategy Formulation	526	(1)
HR and Strategy Implementation	527	(1)
Human Resource Management Activities That Get the Right People	527	(8)
Planning	528	(1)
Job Analysis	529	(1)
Recruiting	529	(2)
A Manager's Challenge: Technology	531	(1)
Selecting	532	(3)
Human Resource Management Activities That Maximize Performance	535	(12)
Socialization and Training	536	(2)
Job Design	538	(1)
Performance Appraisal	539	(4)
A Manager's Challenge: Globalization	543	(1)
Compensation	543	(2)
Career Systems and Development	545	(2)
Labor Relations	547	(1)
Laws and Regulations Affecting HRM	547	(12)
Sexual Harassment	550	(1)
Workplace Diversity	550	(2)
Globalization	552	(1)
A Manager's Challenge: Change	553	(1)
Managerial Perspectives Revisited	554	(1)
concluding comments	555	(1)
key terms	556	(1)
test your comprehension	556	(1)
apply your understanding	556	(1)
practice your capabilities	557	(1)
Closing Case: Alliant Energizes Diversity Training	557	(2)
Ste. Basil Hotel-Moscow: Struggling With Values in a Post-Communist State	559	(5)
PART FIVE MONITORING AND RENEWING	564	(84)
Control	564	(38)
How Much Control Is Enough?	565	(3)
The Control Function in Management	568	(2)
A Manager's Challenge: Change	569	(1)
The Basic Control Process	570	(7)
Establish Standards	570	(3)
Measure Performance	573	(1)
Compare Performance Against Standards	574	(1)
Evaluate Results and Take Action	575	(2)
Scope of Control in the Organization	577	(13)
Strategic Control	577	(3)
A Manager's Challenge: Globalization	580	(1)
Tactical Control	580	(8)
Operational Control	588	(2)
Factors in Control Effectiveness	590	(12)
Focus of Control	591	(1)
Amount of Control	592	(1)
A Manager's Challenge: Technology	593	(1)
Quality of Information	594	(1)
Flexibility	595	(1)
Favorable Cost-Benefit Ratio	595	(1)
Sources	595	(1)
Managerial Perspectives Revisited	596	(1)
concluding comments	597	(1)
key terms	598	(1)
test your comprehension	598	(1)
apply your understanding	598	(1)
practice your capabilities	599	(1)
Closing Case: Ford Slams the Brakes on Costs	600	(2)
Organizational Development and Transformation	602	(46)
The Softer Side of Microsoft	603	(3)
Forces for Change	606	(5)
Forces Outside the Organization	607	(1)
Forces Inside the Organization	608	(1)
A Manager's Challenge: Technology	609	(2)
Focus of Organizational Changes	611	(5)
Technology	611	(1)
A Manager's Challenge: Change	612	(1)
Shared Values and Culture	613	(1)
Strategy	614	(1)
Structure	615	(1)
Systems	615	(1)
Staff	616	(1)
Evaluating the Need for Change	616	(2)
Recognizing and Assessing the Need for Change	616	(1)
Diagnosing Problems	617	(1)
The Change Process	618	(12)
Planning and Preparation for Change	618	(3)
Implementation Choices	621	(3)
A Manager's Challenge: Globalization	624	(1)
Resistance to Change	625	(4)
Evaluation of Change Outcomes	629	(1)
Specific Approaches to Planned Change	630	(13)
The Organizational Development (OD) Approach to Change	631	(2)
Process Redesign (Reengineering)	633	(1)
Organizational Learning	634	(3)
Managerial Perspectives Revisited	637	(1)
concluding comments	638	(1)
key terms	639	(1)
test your comprehension	639	(1)
apply your understanding	639	(1)
practice your capabilities	640	(1)
Closing Case: Telefonica Calls for Change	640	(3)
HR Restructuring---the Coca-Cola & Dabur Way	643	(5)
References	648	(24)
Credits	672	(1)
Glossary	673	(7)
Name Index	680	(4)
Subject Index	684