GLOBAL EDITION STEPHEN P. ROBBINS San Diego State University DAVID A. DECENZO Coastal Carolina University MARY COULTER Missouri State University PEARSON Boston Columbus Indianapolis New York San Francisco Upper Saddle River Amsterdam Cape Town Dubai London Madrid Milan Munich Paris Montreal Toronto Delhi Mexico City Sao Paulo Sydney Hong Kong Seoul Singapore Taipei Tokyo A Short Note to Students Preface About the Authors 15 17 23 Contemporary Approaches 47 Endnotes 49 Pool1 H Chapter 1 Managers and Management 24 Who Are Managers and Where Do They Work? 26 What Three Characteristics Do All Organizations Share? 26 How Are Managers Different from Nonmanagerial Employees? 27 What Titles Do Managers Have? 27 Right or Wrong? 27 What Is Management? 28 From the Past to the Present | Origins of managers/ management 29 What Do Managers Do? 30 What Are the Four Management Functions? 30 What Are Management Roles? 31 What Skills and Competencies Do Managers Need? 33 Is the Manager's Job Universal? 34 Technology and the Manager's Job | Is It Still Managing When What You're Managing Are Robots? 34 and the Survey Says... 36 Why Study Management? 37 What Factors Are Reshaping and Redefining Management? 38 Why Are Customers Important to the Manager's Job? 38 Why Is Innovation Important to the Manager's Job? 39 Review Chapter Summary 40 ? Understanding the Chapter 40 ? Endnotes 41 Your Turn to Be a Manager 424 History Module A Brief History of Managements Roots 43 Early Management 43 Classical Approaches 44 Behavioral Approach 45 Quantitative Approach 46 Chapter 2 The Management Environment 50 What Is the External Environment and Why Is It Important? 52 How Has the Economy Changed? 53 From the Past to the Present | Omnipotent/ symbolic views of management 54 What Role Do Demographics Play? 55 Technology and the Manager's Job | Changing and Improving the Way Managers Manage 55 How Does the External Environment Affect Managers? 56 Right or Wrong? 58 What Is Organizational Culture and Why Is It Important? 60 What Is Organizational Culture? -60 How Can Culture Be Assessed? 60 Where Does an Organization's Culture Come From? 61 How Do Employees Learn the Culture? 62 and the Survey Says ... 62 How Does Organizational Culture Affect Managers? 63 How Does Culture Affect What Employees Do? 63 How Does Culture Affect What Managers Do? 63 Review Chapter Summary 65 ? Understanding the Chapter 65 ? Endnotes 66 Your Turn to Be a Manager 428 Chapter 3 Integrative Managerial Issues 68 What Is Globalization and How Does It Affect Organizations? 70 What Does It Mean to Be "Global"? 70 What Are the Different Types of Global Organizations? 71 How Do Organizations Go Global? 72 What Do Managers Need to Know About Managing in a Global Organization? 73 From the Past to the Present | Geert Hofstede's study of cultural environments 74 What Does Society Expect from Organizations and Managers? 76 10 CONTENTS How Can Organizations Demonstrate Socially Responsible Actions? 76 Should Organizations Be Socially Involved? 77 and the Survey Says... 78 What Is Sustainability and Why Is It Important? 78 What Factors Determine Ethical and Unethical Behavior? 78 In What Ways Can Ethics Be Viewed? 79 How Can Managers Encourage Ethical Behavior? 80 What Is Today's Workforce Like and How Does It Affect the Way Organizations Are Managed? 81 What Is Workplace Diversity? 82 What Types of Diversity Are Found in Workplaces? 82 Right or Wrong? 83 How Are Organizations and Managers Adapting to a Changing Workforce? .85 Review Chapter Summary 87 ? Understanding the Chapter 87 ? Endnotes 89 Your Turn to Be a Manager 431 Chapter 4 Foundations of Decision Making 92 How Do Managers Make Decisions? 94 What Defines a Decision Problem? 94 What Is Relevant in the Decision-Making Process? 95 How Does the Decision Maker Weight the Criteria and Analyze Alternatives? 95 What Determines the Best Choice? 96 What Happens in Decision Implementation? 97 What Is the Last Step in the Decision Process? 97 What Common Errors Are Committed in the Decision-Making Process? 97 What Are Three Approaches Managers Can Use to Make Decisions? 99 What Is the Rational Model of Decision Making? 100 - Technology and the Manager's Job | Making Better Decisions with Technology 100 From the Past to the Present | Herbert A. Simon's study of satisficing 101 What Is Bounded Rationality? 101 What Role Does Intuition Play in Managerial Decision Making? 102 What Types of Decisions and Decision-Making Conditions Do Managers Face? 103 How Do Problems Differ? 103 How Does a Manager Make Programmed Decisions-? 103 How Do Nonprogrammed Decisions Differ from Programmed Decisions? 104 How Are Problems, Types of Decisions, and Organizational Level Integrated? 105 and the Survey Says . . . 105 What Decision-Making Conditions Do Managers Face? 105 How Do Groups Make Decisions? 106 What Are the Advantages of Group Decision Making? 106 What Are the Disadvantages of Group Decision Making? 107 When Are Groups Most Effective? 107 Right or Wrong? 108 How Can You Improve Group Decision Making? 108 What Contemporary Decision-Making Issues Do Managers Face? 109 How Does National Culture Affect Managers' Decision Making? 109 Why Is Creativity Important in Decision Making? 110 Review Chapter Summary 112 ? Understanding the Chapter 113 ? Endnotes 113 Your Turn to Be a Manager 434 Quantitative Module Quantitative Decision-Making Aids 116 Payoff Matrices 116 Decision Trees 117 Break-Even Analysis 118 Ratio Analysis 119 Linear Programming 121 Queuing Theory 122 Economic Order Quantity Model 123 Endnotes 125 Chapter 5 Foundations of Planning 126 What Is Planning and Why Do Managers Need to Plan? 128 Why Should Managers Formally Plan? 128 What Are Some Criticisms of Formal Planning? 129 Does Formal Planning Improve Organizational Performance? 130 What Do Managers Need to Know About Strategic Management? 130 What Is Strategic Management? 130 Why Is Strategic Management Important? 130 What Are the Steps in the Strategic Management Process? 131 CONTENTS 11 What Strategies Do Managers Use? 133 Right or Wrong? 135 What Strategic Weapons Do Managers Have? 137 Technology and the Manager's Job | IT and Strategy 138 How Do Managers Set Goals and Develop Plans? 139 What Types of Goals Do Organizations Have and How Do They Set Those Goals? 139 From the Past to the Present | Peter Drucker and MBO 141 What Types of Plans Do Managers Use and How Do They Develop Those Plans? 142 and the Survey Says ... 144 What Contemporary Planning Issues Do Managers Face? 145 How Can Managers Plan Effectively in Dynamic Environments? 145 How Can Managers Use Environmental Scanning? 146 Review Chapter Summary 147 ? Understanding the Chapter 147 ? Endnotes 148 Your Turn to Be a Manager 438 Chapter 6 Organizational Structure and Design 152 What Are the Six Key Elements in Organizational Design? 154 What Is Work Specialization? 154 What Is Departmentalization? 156 What Are Authority and Responsibility? 157 What Is Span of Control? 161 Right or Wrong? 162 How Do Centralization and Decentralization Differ? 162 What Is Formalization? 162 What Contingency Variables Affect Structural Choice? 163 How Is a Mechanistic Organization Different from an Organic Organization? 163 How Does Strategy Affect Structure? 164 How Does Size Affect Structure? 165 How Does Technology Affect Structure? 165 From the Past to the Present | Joan Woodward's study of technology and structure 165 How Does the Environment Affect Structure? 166 What Are Some Common Organizational Designs? 166 What Traditional Organizational Designs Can Managers Use? 166 What Contemporary Organizational Designs Can Managers Use? 167 and the Survey Says... 170 What Are Today's Organizational Design Challenges? 171 How Do You Keep Employees Connected? 171 How Do Global Differences Affect Organizational Structure? 171 Technology and the Manager's Job | The Changing World of Work 171 How Do You Build a Learning Organization? 172 How Can Managers Design Efficient and Effective Flexible Work Arrangements? 173 Review Chapter Summary 176 ? Understanding the Chapter 176 ? Endnotes 178 Your Turn to Be a Manager 442 Chapter 7 Managing Human Resources 182 What Is the Human Resource Management Process and What Influences it? 184 What Is the Legal Environment of HRM? 185 From the Past to the Present | Hugo Munsterberg and I/O Psychology 187 How Do Managers Identify and Select Competent Employees? 188 What Is Employment Planning? 188 How Do Organizations Recruit Employees? 190 How Does a Manager Handle Layoffs? 190 How Do Managers Select Job Applicants? 191 How Are Employees Provided with Needed Skills and Knowledge? 195 How Are New Hires Introduced to the Organization? 195 Technology and the Manager's Job | Digital H R 195 What Is Employee Training? 196 How Do Organizations Retain Competent, High-Performing Employees? 198 What Is a Performance Management System? 198 What Happens If an Employee's Performance Is Not Up to Par? 200 and the Survey Says ... 200 How Are Employees Compensated? 200 What Contemporary HRM Issues Face Managers? 202 How Can Managers Manage Downsizing? 202 How Can Workforce Diversity Be Managed? 203 Right or Wrong? 204 What Is Sexual Harassment? 204 What Is Workplace Spirituality? 206 How and Why Are Organizations Controlling HR Costs? 207 12 CONTENTS Review Chapter Summary 209 ? Understanding the Chapter 209 ? Endnotes 210 Your Turn to Be a Manager 445 Career Module Building Your Career 215 What Was Career Development Like, Historically? 215 What Is Career Development Like, Now? 215 How Can I Have a Successful Career? 216 Chapter 8 Managing Change and Innovation 220 What Is Change and How Do Managers Deal with It? 222 Why Do Organizations Need to Change? 223 Who Initiates Organizational Change? 224 How Does Organizational Change Happen? 224 From the Past to the Present | Kurt Lewin's study of change 226 * How Do Managers Manage Resistance to Change? 228 Why Do People Resist Organizational Change? 228 and the Survey S a y s . . . 228 What Are Some Techniques for Reducing Resistance to Organizational Change? 228 What Reaction Do Employees Have to Organizational Change? 229 What Is Stress? 230 What Are the Symptoms of Stress? 230 What Causes Stress? 230 Right or Wrong? 232 How Can Stress Be Reduced? 232 How Can Managers Encourage Innovation in an Organization? 233 How Are Creativity and Innovation Related? 233 What's Involved in Innovation? 234 How Can a Manager Foster Innovation? 234 Review Chapter Summary 237 ? Understanding the Chapter. 237 ? Endnotes 239 Your Turn to Be a Manager 448 Chapter g Foundations of Individual Behavior 242 What Are the Focus and Goals of Organizational Behavior? 244 What Is the Focus of OB? 244 What Are the Goals of Organizational Behavior? 245 What Role Do Attitudes Play in Job Performance? 246 What Are the Three Components of an Attitude? 246 What Attitudes Might Employees Hold? 246 Do Individuals' Attitudes and Behaviors Need to Be Consistent? 247 What Is Cognitive Dissonance Theory? 247 and the Survey Says . . . 248 How Can an Understanding of Attitudes Help Managers Be More Effective? 248 What Do Managers Need to Know About Personality? 249 Can Personality Predict Behavior? 249 Right or Wrong? 252 Can Personality Traits Predict Practical Work-Related Behaviors? 252 How Do We Match Personalities and Jobs? 253 Do Personality Attributes Differ Across Cultures? 253 How Can an Understanding of Personality Help Managers Be More Effective? 255 What Is Perception and What Influences It? 255 What Influences Perception? 255 How Do Managers Judge Employees? 256 How Can an Understanding of Perception Help Managers Be More Effective? 258 How Do Learning Theories Explain Behavior? 259 What Is Operant Conditioning? 259 From the Past to the Present | Classical and operant conditioning 260 What Is Social Learning Theory? 260 How Can Managers Shape Behavior? 261 How Can an Understanding of Learning Help Managers Be More Effective? 261 What Contemporary OB Issues Face Managers? 262 How Do Generational Differences Affect the Workplace? 262 How Do Managers Deal with Negative Behavior in the Workplace? 263 Review Chapter Summary 264 ? Understanding the Chapter 265 ? Endnotes 265 Your Turn to Be a Manager 453 Chapter 1O Understanding Groups and Managing Work Teams 270 What Is a Group and What Stages of Development Do Groups Go Through? 272 What Is a Group? 272 What Are the Stages of Group Development? 273 and the Survey Says... 274 What Are the Major Concepts of Group Behavior? 274 CONTENTS 13 What Are Roles? 274 Right or Wrong? 275 How Do Norms and Conformity Affect Group Behavior? 275 From the Past to the Present | Solomon Asch's study of conformity 276 What Is Status and Why Is It Important? 276 Does Group Size Affect Group Behavior? 277 Are Cohesive Groups More Effective? 277 How Are Groups Turned into Effective Teams? 278 Are Work Groups and Work Teams the Same? 278 What Are the Different Types of Work Teams? 279 Technology and the Manager's Job | IT and Teams 280 What Makes a Team Effective? 281 How Can a Manager Shape Team Behavior? 284 What Current Issues Do Managers Face in Managing Teams? 285 What's Involved with Managing Global Teams? 285 When Are Teams Not the Answer? 287 Review Chapter Summary 288 ? Understanding the Chapter 289 ? Endnotes 289 Your Turn to Be a Manager 458 Chapter 11 Motivating and Rewarding Employees 294 , What Is Motivation? 296 and the Survey Says... 296 What Do the Early Theories of Motivation Say? 297 What Is Maslow's Hierarchy of Needs Theory? 297 What Are McGregor's Theory X and Theory Y? 298 What Is Herzberg's Two-Factor Theory? 298 From the Past to the Present | Frederick Herzberg and job design 300 What Is McClelland's Three-Needs Theory? 300 How Do the Contemporary Theories Explain Motivation? 301 What Is Goal-Setting Theory? 301 How Does Job Design Influence Motivation? 302 What Is Equity Theory? 304 Right or Wrong? 305 How Does Expectancy Theory Explain Motivation? 305 How Can We Integrate Contemporary Motivation Theories? 307 What Current Motivation Issues Do Managers Face? 308 How Can Managers Motivate Employees When the Economy Stinks? 308 How Does Country Culture Affect Motivation Efforts? 309 How Can Managers Motivate Unique Groups of Workers? 310 How Can Managers Design Appropriate Rewards Programs? 311 Review Chapter Summary 314 ? Understanding the Chapter 315 ? Endnotes 315 Your Turn to Be a Manager 463 Chapter 12 Leadership and Trust 320 Who Are Leaders, and What Is Leadership? 322 What Do Early Leadership Theories Tell Us About Leadership? 322 What Traits Do Leaders Have? 322 What Behaviors Do Leaders Exhibit? 323 From the Past to the Present | Ohio State and Michigan studies of leader behavior 325 What Is the Managerial Grid? 326 What Do the Contingency Theories of Leadership Tell Us? 326 What Was the First Comprehensive Contingency Model? 326 How Do Followers' Willingness and Ability Influence Leaders? 328 and the Survey Says ... 330 How Participative Should a Leader Be? 330 How Do Leaders Help Followers? 330 What Is Leadership Like Today? 332 What Do the Four Contemporary Views of Leadership Tell Us? 332 Right or Wrong? 335 What Issues Do Today's Leaders Face? 336 Technology and the Manager's Job | Virtual Leadership 337 Why Is Trust the Essence of Leadership? 339 A Final Thought Regarding Leadership 340 Review Chapter Summary 341 ? Understanding the Chapter 342 ? Endnotes 342 Your Turn to Be a Manager 467 Chapter 13 Managing Communication and Information 348 How Do Managers Communicate Effectively? 350 How Does the Communication Process Work? 350 Are Written Communications More Effective Than Verbal Ones? 352 Is the Grapevine an Effective Way to Communicate? 352 How Do Nonverbal Cues Affect Communication?" 352 From the Past to the Present | Keith Davis and the grapevine 353 What Barriers Keep Communication from Being Effective? 353 How Can Managers Overcome Communication Barriers? 356 14 CONTENTS Right or Wrong? 357 How Is Technology Affecting Managerial Communication? 358 What Are Networked Communication Capabilities? 358 How Have Wireless Capabilities Affected Communication? 359 Technology and the Manager's Job | FYEO: Decoding Communication Jargon 359 How Does Knowledge Management Affect Communication? 360 What Communication Issues Do Managers Face Today? 360 Managing Communication in an Internet World 361 and the Survey Says ... 361 Managing the Organization's Knowledge Resources 362 The Role of Communication in Customer Service 362 Getting Employee Input 363 Communicating Ethically 364 Review Chapter Summary 365 ? Understanding the Chapter 365 ? Endnotes 366 Your Turn to Be a Manager 471 Chapter 14 Foundations of Control 368 What Is Control and Why Is It Important? 370 What Is Control? 370 Right or Wrong? 370 Why Is Control Important? 370 What Takes Place as Managers Control? 371 What Is Measuring? 372 From the Past to the Present | Benchmarking 374 How Do Managers Compare Actual Performance to Planned Goals? 374 and the Survey Says... 376 What Managerial Action Can Be Taken? 376 What Should Managers Control? 376 When Does Control Take Place? 376 In What Areas Might Managers Need Controls? 378 What Contemporary Control Issues Do Managers Confront? 380 Do Controls Need to Be Adjusted for Cultural Differences? 381 Technology and the Manager's Job | Monitoring Employees 381 What Challenges Do Managers Face in Controlling the Workplace? 382 Review Chapter Summary 386 ? Understanding the Chapter 386 ? Endnotes 387 Your Turn to Be a Manager 474 Chapter 15 Operations Management 390 Why Is Operations Management Important to Organizations? 392 What Is Operations Management? 392 How Do Service and Manufacturing Firms Differ? 393 How Do Businesses Improve Productivity? 393 From the Past to the Present | W. E. Deming and management productivity 394 What Role Does Operations Management Play in a Company's Strategy? 395 What Is Value Chain Management and Why Is It Important? 395 What Is Value Chain Management? 396 What Are the Goals of Value Chain Management? 397 Right or Wrong? 397 How Does Value Chain Management Benefit Businesses? 397 How Is Value Chain Management Done? 398 What Are the Requirements for Successful Value Chain Management? 398 and the Survey Says ... 399 What Are the Obstacles to Value Chain Management? 401 What Contemporary Issues Do Managers Face in Managing Operations? 402 What Role Does Technology Play in Operations Management? 402 Technology and the Manager's Job | Welcome to the Factory of the Future! 403 How Do Managers Control Quality? 404 How Are Projects Managed? 406 Review Chapter Summary 411 ? Understanding the Chapter 411 ? Endnotes 412 Your Turn to Be a Manager 479 Entrepreneurship Module Managing Entrepreneurial Ventures 414 What Is Entrepreneurship? 414 Who's Starting Entrepreneurial Ventures? 414 What Do Entrepreneurs Do? 415 What Planning Do Entrepreneurs Need to Do? 415 What Issues Are Involved in Organizing an Entrepreneurial Venture? 417 What Issues Do Entrepreneurs Face in Leading an Entrepreneurial Venture? 419 What Controlling Issues Do Entrepreneurs Face? 421 Name/Organization Index 483 Glindex 487
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GLOBAL EDITION STEPHEN P. ROBBINS San Diego State University DAVID A. DECENZO Coastal Carolina University MARY COULTER Missouri State University PEARSON Boston Columbus Indianapolis New York San Francisco Upper Saddle River Amsterdam Cape Town Dubai London Madrid Milan Munich Paris Montreal Toronto Delhi Mexico City Sao Paulo Sydney Hong Kong Seoul Singapore Taipei Tokyo A Short Note to Students Preface About the Authors 15 17 23 Contemporary Approaches 47 Endnotes 49 Pool1 H Chapter 1 Managers and Management 24 Who Are Managers and Where Do They Work? 26 What Three Characteristics Do All Organizations Share? 26 How Are Managers Different from Nonmanagerial Employees? 27 What Titles Do Managers Have? 27 Right or Wrong? 27 What Is Management? 28 From the Past to the Present | Origins of managers/ management 29 What Do Managers Do? 30 What Are the Four Management Functions? 30 What Are Management Roles? 31 What Skills and Competencies Do Managers Need? 33 Is the Manager's Job Universal? 34 Technology and the Manager's Job | Is It Still Managing When What You're Managing Are Robots? 34 and the Survey Says... 36 Why Study Management? 37 What Factors Are Reshaping and Redefining Management? 38 Why Are Customers Important to the Manager's Job? 38 Why Is Innovation Important to the Manager's Job? 39 Review Chapter Summary 40 ? Understanding the Chapter 40 ? Endnotes 41 Your Turn to Be a Manager 424 History Module A Brief History of Managements Roots 43 Early Management 43 Classical Approaches 44 Behavioral Approach 45 Quantitative Approach 46 Chapter 2 The Management Environment 50 What Is the External Environment and Why Is It Important? 52 How Has the Economy Changed? 53 From the Past to the Present | Omnipotent/ symbolic views of management 54 What Role Do Demographics Play? 55 Technology and the Manager's Job | Changing and Improving the Way Managers Manage 55 How Does the External Environment Affect Managers? 56 Right or Wrong? 58 What Is Organizational Culture and Why Is It Important? 60 What Is Organizational Culture? -60 How Can Culture Be Assessed? 60 Where Does an Organization's Culture Come From? 61 How Do Employees Learn the Culture? 62 and the Survey Says ... 62 How Does Organizational Culture Affect Managers? 63 How Does Culture Affect What Employees Do? 63 How Does Culture Affect What Managers Do? 63 Review Chapter Summary 65 ? Understanding the Chapter 65 ? Endnotes 66 Your Turn to Be a Manager 428 Chapter 3 Integrative Managerial Issues 68 What Is Globalization and How Does It Affect Organizations? 70 What Does It Mean to Be "Global"? 70 What Are the Different Types of Global Organizations? 71 How Do Organizations Go Global? 72 What Do Managers Need to Know About Managing in a Global Organization? 73 From the Past to the Present | Geert Hofstede's study of cultural environments 74 What Does Society Expect from Organizations and Managers? 76 10 CONTENTS How Can Organizations Demonstrate Socially Responsible Actions? 76 Should Organizations Be Socially Involved? 77 and the Survey Says... 78 What Is Sustainability and Why Is It Important? 78 What Factors Determine Ethical and Unethical Behavior? 78 In What Ways Can Ethics Be Viewed? 79 How Can Managers Encourage Ethical Behavior? 80 What Is Today's Workforce Like and How Does It Affect the Way Organizations Are Managed? 81 What Is Workplace Diversity? 82 What Types of Diversity Are Found in Workplaces? 82 Right or Wrong? 83 How Are Organizations and Managers Adapting to a Changing Workforce? .85 Review Chapter Summary 87 ? Understanding the Chapter 87 ? Endnotes 89 Your Turn to Be a Manager 431 Chapter 4 Foundations of Decision Making 92 How Do Managers Make Decisions? 94 What Defines a Decision Problem? 94 What Is Relevant in the Decision-Making Process? 95 How Does the Decision Maker Weight the Criteria and Analyze Alternatives? 95 What Determines the Best Choice? 96 What Happens in Decision Implementation? 97 What Is the Last Step in the Decision Process? 97 What Common Errors Are Committed in the Decision-Making Process? 97 What Are Three Approaches Managers Can Use to Make Decisions? 99 What Is the Rational Model of Decision Making? 100 - Technology and the Manager's Job | Making Better Decisions with Technology 100 From the Past to the Present | Herbert A. Simon's study of satisficing 101 What Is Bounded Rationality? 101 What Role Does Intuition Play in Managerial Decision Making? 102 What Types of Decisions and Decision-Making Conditions Do Managers Face? 103 How Do Problems Differ? 103 How Does a Manager Make Programmed Decisions-? 103 How Do Nonprogrammed Decisions Differ from Programmed Decisions? 104 How Are Problems, Types of Decisions, and Organizational Level Integrated? 105 and the Survey Says . . . 105 What Decision-Making Conditions Do Managers Face? 105 How Do Groups Make Decisions? 106 What Are the Advantages of Group Decision Making? 106 What Are the Disadvantages of Group Decision Making? 107 When Are Groups Most Effective? 107 Right or Wrong? 108 How Can You Improve Group Decision Making? 108 What Contemporary Decision-Making Issues Do Managers Face? 109 How Does National Culture Affect Managers' Decision Making? 109 Why Is Creativity Important in Decision Making? 110 Review Chapter Summary 112 ? Understanding the Chapter 113 ? Endnotes 113 Your Turn to Be a Manager 434 Quantitative Module Quantitative Decision-Making Aids 116 Payoff Matrices 116 Decision Trees 117 Break-Even Analysis 118 Ratio Analysis 119 Linear Programming 121 Queuing Theory 122 Economic Order Quantity Model 123 Endnotes 125 Chapter 5 Foundations of Planning 126 What Is Planning and Why Do Managers Need to Plan? 128 Why Should Managers Formally Plan? 128 What Are Some Criticisms of Formal Planning? 129 Does Formal Planning Improve Organizational Performance? 130 What Do Managers Need to Know About Strategic Management? 130 What Is Strategic Management? 130 Why Is Strategic Management Important? 130 What Are the Steps in the Strategic Management Process? 131 CONTENTS 11 What Strategies Do Managers Use? 133 Right or Wrong? 135 What Strategic Weapons Do Managers Have? 137 Technology and the Manager's Job | IT and Strategy 138 How Do Managers Set Goals and Develop Plans? 139 What Types of Goals Do Organizations Have and How Do They Set Those Goals? 139 From the Past to the Present | Peter Drucker and MBO 141 What Types of Plans Do Managers Use and How Do They Develop Those Plans? 142 and the Survey Says ... 144 What Contemporary Planning Issues Do Managers Face? 145 How Can Managers Plan Effectively in Dynamic Environments? 145 How Can Managers Use Environmental Scanning? 146 Review Chapter Summary 147 ? Understanding the Chapter 147 ? Endnotes 148 Your Turn to Be a Manager 438 Chapter 6 Organizational Structure and Design 152 What Are the Six Key Elements in Organizational Design? 154 What Is Work Specialization? 154 What Is Departmentalization? 156 What Are Authority and Responsibility? 157 What Is Span of Control? 161 Right or Wrong? 162 How Do Centralization and Decentralization Differ? 162 What Is Formalization? 162 What Contingency Variables Affect Structural Choice? 163 How Is a Mechanistic Organization Different from an Organic Organization? 163 How Does Strategy Affect Structure? 164 How Does Size Affect Structure? 165 How Does Technology Affect Structure? 165 From the Past to the Present | Joan Woodward's study of technology and structure 165 How Does the Environment Affect Structure? 166 What Are Some Common Organizational Designs? 166 What Traditional Organizational Designs Can Managers Use? 166 What Contemporary Organizational Designs Can Managers Use? 167 and the Survey Says... 170 What Are Today's Organizational Design Challenges? 171 How Do You Keep Employees Connected? 171 How Do Global Differences Affect Organizational Structure? 171 Technology and the Manager's Job | The Changing World of Work 171 How Do You Build a Learning Organization? 172 How Can Managers Design Efficient and Effective Flexible Work Arrangements? 173 Review Chapter Summary 176 ? Understanding the Chapter 176 ? Endnotes 178 Your Turn to Be a Manager 442 Chapter 7 Managing Human Resources 182 What Is the Human Resource Management Process and What Influences it? 184 What Is the Legal Environment of HRM? 185 From the Past to the Present | Hugo Munsterberg and I/O Psychology 187 How Do Managers Identify and Select Competent Employees? 188 What Is Employment Planning? 188 How Do Organizations Recruit Employees? 190 How Does a Manager Handle Layoffs? 190 How Do Managers Select Job Applicants? 191 How Are Employees Provided with Needed Skills and Knowledge? 195 How Are New Hires Introduced to the Organization? 195 Technology and the Manager's Job | Digital H R 195 What Is Employee Training? 196 How Do Organizations Retain Competent, High-Performing Employees? 198 What Is a Performance Management System? 198 What Happens If an Employee's Performance Is Not Up to Par? 200 and the Survey Says ... 200 How Are Employees Compensated? 200 What Contemporary HRM Issues Face Managers? 202 How Can Managers Manage Downsizing? 202 How Can Workforce Diversity Be Managed? 203 Right or Wrong? 204 What Is Sexual Harassment? 204 What Is Workplace Spirituality? 206 How and Why Are Organizations Controlling HR Costs? 207 12 CONTENTS Review Chapter Summary 209 ? Understanding the Chapter 209 ? Endnotes 210 Your Turn to Be a Manager 445 Career Module Building Your Career 215 What Was Career Development Like, Historically? 215 What Is Career Development Like, Now? 215 How Can I Have a Successful Career? 216 Chapter 8 Managing Change and Innovation 220 What Is Change and How Do Managers Deal with It? 222 Why Do Organizations Need to Change? 223 Who Initiates Organizational Change? 224 How Does Organizational Change Happen? 224 From the Past to the Present | Kurt Lewin's study of change 226 * How Do Managers Manage Resistance to Change? 228 Why Do People Resist Organizational Change? 228 and the Survey S a y s . . . 228 What Are Some Techniques for Reducing Resistance to Organizational Change? 228 What Reaction Do Employees Have to Organizational Change? 229 What Is Stress? 230 What Are the Symptoms of Stress? 230 What Causes Stress? 230 Right or Wrong? 232 How Can Stress Be Reduced? 232 How Can Managers Encourage Innovation in an Organization? 233 How Are Creativity and Innovation Related? 233 What's Involved in Innovation? 234 How Can a Manager Foster Innovation? 234 Review Chapter Summary 237 ? Understanding the Chapter. 237 ? Endnotes 239 Your Turn to Be a Manager 448 Chapter g Foundations of Individual Behavior 242 What Are the Focus and Goals of Organizational Behavior? 244 What Is the Focus of OB? 244 What Are the Goals of Organizational Behavior? 245 What Role Do Attitudes Play in Job Performance? 246 What Are the Three Components of an Attitude? 246 What Attitudes Might Employees Hold? 246 Do Individuals' Attitudes and Behaviors Need to Be Consistent? 247 What Is Cognitive Dissonance Theory? 247 and the Survey Says . . . 248 How Can an Understanding of Attitudes Help Managers Be More Effective? 248 What Do Managers Need to Know About Personality? 249 Can Personality Predict Behavior? 249 Right or Wrong? 252 Can Personality Traits Predict Practical Work-Related Behaviors? 252 How Do We Match Personalities and Jobs? 253 Do Personality Attributes Differ Across Cultures? 253 How Can an Understanding of Personality Help Managers Be More Effective? 255 What Is Perception and What Influences It? 255 What Influences Perception? 255 How Do Managers Judge Employees? 256 How Can an Understanding of Perception Help Managers Be More Effective? 258 How Do Learning Theories Explain Behavior? 259 What Is Operant Conditioning? 259 From the Past to the Present | Classical and operant conditioning 260 What Is Social Learning Theory? 260 How Can Managers Shape Behavior? 261 How Can an Understanding of Learning Help Managers Be More Effective? 261 What Contemporary OB Issues Face Managers? 262 How Do Generational Differences Affect the Workplace? 262 How Do Managers Deal with Negative Behavior in the Workplace? 263 Review Chapter Summary 264 ? Understanding the Chapter 265 ? Endnotes 265 Your Turn to Be a Manager 453 Chapter 1O Understanding Groups and Managing Work Teams 270 What Is a Group and What Stages of Development Do Groups Go Through? 272 What Is a Group? 272 What Are the Stages of Group Development? 273 and the Survey Says... 274 What Are the Major Concepts of Group Behavior? 274 CONTENTS 13 What Are Roles? 274 Right or Wrong? 275 How Do Norms and Conformity Affect Group Behavior? 275 From the Past to the Present | Solomon Asch's study of conformity 276 What Is Status and Why Is It Important? 276 Does Group Size Affect Group Behavior? 277 Are Cohesive Groups More Effective? 277 How Are Groups Turned into Effective Teams? 278 Are Work Groups and Work Teams the Same? 278 What Are the Different Types of Work Teams? 279 Technology and the Manager's Job | IT and Teams 280 What Makes a Team Effective? 281 How Can a Manager Shape Team Behavior? 284 What Current Issues Do Managers Face in Managing Teams? 285 What's Involved with Managing Global Teams? 285 When Are Teams Not the Answer? 287 Review Chapter Summary 288 ? Understanding the Chapter 289 ? Endnotes 289 Your Turn to Be a Manager 458 Chapter 11 Motivating and Rewarding Employees 294 , What Is Motivation? 296 and the Survey Says... 296 What Do the Early Theories of Motivation Say? 297 What Is Maslow's Hierarchy of Needs Theory? 297 What Are McGregor's Theory X and Theory Y? 298 What Is Herzberg's Two-Factor Theory? 298 From the Past to the Present | Frederick Herzberg and job design 300 What Is McClelland's Three-Needs Theory? 300 How Do the Contemporary Theories Explain Motivation? 301 What Is Goal-Setting Theory? 301 How Does Job Design Influence Motivation? 302 What Is Equity Theory? 304 Right or Wrong? 305 How Does Expectancy Theory Explain Motivation? 305 How Can We Integrate Contemporary Motivation Theories? 307 What Current Motivation Issues Do Managers Face? 308 How Can Managers Motivate Employees When the Economy Stinks? 308 How Does Country Culture Affect Motivation Efforts? 309 How Can Managers Motivate Unique Groups of Workers? 310 How Can Managers Design Appropriate Rewards Programs? 311 Review Chapter Summary 314 ? Understanding the Chapter 315 ? Endnotes 315 Your Turn to Be a Manager 463 Chapter 12 Leadership and Trust 320 Who Are Leaders, and What Is Leadership? 322 What Do Early Leadership Theories Tell Us About Leadership? 322 What Traits Do Leaders Have? 322 What Behaviors Do Leaders Exhibit? 323 From the Past to the Present | Ohio State and Michigan studies of leader behavior 325 What Is the Managerial Grid? 326 What Do the Contingency Theories of Leadership Tell Us? 326 What Was the First Comprehensive Contingency Model? 326 How Do Followers' Willingness and Ability Influence Leaders? 328 and the Survey Says ... 330 How Participative Should a Leader Be? 330 How Do Leaders Help Followers? 330 What Is Leadership Like Today? 332 What Do the Four Contemporary Views of Leadership Tell Us? 332 Right or Wrong? 335 What Issues Do Today's Leaders Face? 336 Technology and the Manager's Job | Virtual Leadership 337 Why Is Trust the Essence of Leadership? 339 A Final Thought Regarding Leadership 340 Review Chapter Summary 341 ? Understanding the Chapter 342 ? Endnotes 342 Your Turn to Be a Manager 467 Chapter 13 Managing Communication and Information 348 How Do Managers Communicate Effectively? 350 How Does the Communication Process Work? 350 Are Written Communications More Effective Than Verbal Ones? 352 Is the Grapevine an Effective Way to Communicate? 352 How Do Nonverbal Cues Affect Communication?" 352 From the Past to the Present | Keith Davis and the grapevine 353 What Barriers Keep Communication from Being Effective? 353 How Can Managers Overcome Communication Barriers? 356 14 CONTENTS Right or Wrong? 357 How Is Technology Affecting Managerial Communication? 358 What Are Networked Communication Capabilities? 358 How Have Wireless Capabilities Affected Communication? 359 Technology and the Manager's Job | FYEO: Decoding Communication Jargon 359 How Does Knowledge Management Affect Communication? 360 What Communication Issues Do Managers Face Today? 360 Managing Communication in an Internet World 361 and the Survey Says ... 361 Managing the Organization's Knowledge Resources 362 The Role of Communication in Customer Service 362 Getting Employee Input 363 Communicating Ethically 364 Review Chapter Summary 365 ? Understanding the Chapter 365 ? Endnotes 366 Your Turn to Be a Manager 471 Chapter 14 Foundations of Control 368 What Is Control and Why Is It Important? 370 What Is Control? 370 Right or Wrong? 370 Why Is Control Important? 370 What Takes Place as Managers Control? 371 What Is Measuring? 372 From the Past to the Present | Benchmarking 374 How Do Managers Compare Actual Performance to Planned Goals? 374 and the Survey Says... 376 What Managerial Action Can Be Taken? 376 What Should Managers Control? 376 When Does Control Take Place? 376 In What Areas Might Managers Need Controls? 378 What Contemporary Control Issues Do Managers Confront? 380 Do Controls Need to Be Adjusted for Cultural Differences? 381 Technology and the Manager's Job | Monitoring Employees 381 What Challenges Do Managers Face in Controlling the Workplace? 382 Review Chapter Summary 386 ? Understanding the Chapter 386 ? Endnotes 387 Your Turn to Be a Manager 474 Chapter 15 Operations Management 390 Why Is Operations Management Important to Organizations? 392 What Is Operations Management? 392 How Do Service and Manufacturing Firms Differ? 393 How Do Businesses Improve Productivity? 393 From the Past to the Present | W. E. Deming and management productivity 394 What Role Does Operations Management Play in a Company's Strategy? 395 What Is Value Chain Management and Why Is It Important? 395 What Is Value Chain Management? 396 What Are the Goals of Value Chain Management? 397 Right or Wrong? 397 How Does Value Chain Management Benefit Businesses? 397 How Is Value Chain Management Done? 398 What Are the Requirements for Successful Value Chain Management? 398 and the Survey Says ... 399 What Are the Obstacles to Value Chain Management? 401 What Contemporary Issues Do Managers Face in Managing Operations? 402 What Role Does Technology Play in Operations Management? 402 Technology and the Manager's Job | Welcome to the Factory of the Future! 403 How Do Managers Control Quality? 404 How Are Projects Managed? 406 Review Chapter Summary 411 ? Understanding the Chapter 411 ? Endnotes 412 Your Turn to Be a Manager 479 Entrepreneurship Module Managing Entrepreneurial Ventures 414 What Is Entrepreneurship? 414 Who's Starting Entrepreneurial Ventures? 414 What Do Entrepreneurs Do? 415 What Planning Do Entrepreneurs Need to Do? 415 What Issues Are Involved in Organizing an Entrepreneurial Venture? 417 What Issues Do Entrepreneurs Face in Leading an Entrepreneurial Venture? 419 What Controlling Issues Do Entrepreneurs Face? 421 Name/Organization Index 483 Glindex 487