book

Management, 11th Edition

Name: Management, 11th Edition
Author: John R. Schermerhorn Jr.
ISBN: 9780470530511

by John R. Schermerhorn Jr.

November 2010

Intermediate to advanced

640 pages

29h 31m

English

Wiley

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About the Author
Preface
MANAGEMENT 11E PHILOSOPHYMANAGEMENT 11E PHILOSOPHYMANAGEMENT 11E PEDAGOGYMANAGEMENT 11E HIGHLIGHTSOrganization and ContentIntegrated Learning ModelReading and StudyingSelf-ReflectionCritical Thinking and Active LearningPractical ApplicationsMANAGEMENT 11E TEACHING AND LEARNING RESOURCESWileyPLUSWhat do students receive with WileyPLUS?What do instructors receive with WileyPLUS?WileyPLUS. Learn More. www.wileyplus.com.
Acknowledgments
Features
1. Introducing Management
1.1. Learning From Others, Smart People Create Their Own Futures1.1.1. do the benchmarking1.2. Learning About Yourself, Self-Awareness1.2.1. get to know yourself better1.3. WORKING TODAY1.3.1. TALENT1.3.2. TECHNOLOGY1.3.3. GLOBALIZATION1.3.4. ETHICS1.3.5. DIVERSITY1.3.6. CAREERS1.4. ORGANIZATIONS IN THE NEW WORKPLACE1.4.1. WHAT IS AN ORGANIZATION?1.4.2. ORGANIZATIONS AS SYSTEMS1.4.3. ORGANIZATIONAL PERFORMANCE1.4.4. CHANGING NATURE OF ORGANIZATIONS1.5. MANAGERS IN THE NEW WORKPLACE1.5.1. WHAT IS A MANAGER?1.5.2. LEVELS OF MANAGERS1.5.3. TYPES OF MANAGERS1.5.4. MANAGERIAL PERFORMANCE1.5.5. CHANGING NATURE OF MANAGERIAL WORK1.6. THE MANAGEMENT PROCESS1.6.1. FUNCTIONS OF MANAGEMENT1.6.1.1. Planning1.6.1.2. Organizing1.6.1.3. Leading1.6.1.4. Controlling1.6.2. MANAGERIAL ROLES AND ACTIVITIES1.6.2.1. Managerial Roles1.6.2.2. Managerial Activities1.6.3. MANAGERIAL AGENDAS AND NETWORKS1.7. LEARNING HOW TO MANAGE1.7.1. ESSENTIAL MANAGERIAL SKILLS1.7.1.1. Technical Skills1.7.1.2. Human and Interpersonal Skills1.7.1.3. Conceptual and Analytical Skills1.7.2. DEVELOPING MANAGERIAL SKILLS AND COMPETENCIES1.8. Management Learning Review1.9. Management Skills and Competencies
2. Management Learning Past to Present
2.1. Learning From Others, There Are Many Pathways to Goal Achievement2.1.1. do the benchmarking2.2. Learning About Yourself, Learning Style2.2.1. get to know yourself better2.3. CLASSICAL MANAGEMENT APPROACHES2.3.1. SCIENTIFIC MANAGEMENT2.3.2. ADMINISTRATIVE PRINCIPLES2.3.3. BUREAUCRATIC ORGANIZATION2.4. BEHAVIORAL MANAGEMENT APPROACHES2.4.1. FOLLETT'S ORGANIZATIONS AS COMMUNITIES2.4.2. THE HAWTHORNE STUDIES2.4.2.1. Social Setting and Human Relations2.4.2.2. Employee Attitudes and Group Processes2.4.2.3. Lessons of the Hawthorne Studies2.4.3. MASLOW'S THEORY OF HUMAN NEEDS2.4.4. MCGREGOR'S THEORY X AND THEORY Y2.4.5. ARGYRIS'S THEORY OF ADULT PERSONALITY2.5. MODERN MANAGEMENT FOUNDATIONS2.5.1. QUANTITATIVE ANALYSIS AND TOOLS2.5.2. ORGANIZATIONS AS SYSTEMS2.5.3. CONTINGENCY THINKING2.5.4. QUALITY MANAGEMENT2.5.5. KNOWLEDGE MANAGEMENT AND ORGANIZATIONAL LEARNING2.5.6. EVIDENCE-BASED MANAGEMENT2.6. Management Learning Review2.7. Management Skills and Competencies
3. Ethics and Social Responsibility
3.1. Learning From Others, Everyone Gains When Our Planet Is a Priority3.1.1. do the benchmarking3.2. Learning About Yourself, Individual Character3.2.1. get to know yourself better3.3. WHAT IS ETHICAL BEHAVIOR?3.3.1. LAWS AND VALUES AS DETERMINANTS OF ETHICAL BEHAVIOR3.3.2. ALTERNATIVE VIEWS OF ETHICS3.3.2.1. Utilitarian View3.3.2.2. Individualism View3.3.2.3. Moral Rights View3.3.2.4. Justice View3.3.2.5. Contrasts and Drawbacks3.3.3. CULTURAL ISSUES IN ETHICAL BEHAVIOR3.4. ETHICS IN THE WORKPLACE3.4.1. ETHICAL DILEMMAS3.4.2. INFLUENCES ON ETHICAL DECISION MAKING3.4.2.1. Personal Factors and Moral Development3.4.2.2. Situational Context and Ethics Intensity3.4.2.3. Organizational Culture3.4.2.4. External Environment, Government Regulation, and Industry Norms3.4.3. RATIONALIZATIONS FOR UNETHICAL BEHAVIOR3.5. MAINTAINING HIGH ETHICAL STANDARDS3.5.1. ETHICS TRAINING3.5.2. CODES OF ETHICAL CONDUCT3.5.3. MORAL MANAGEMENT3.5.4. WHISTLEBLOWER PROTECTION3.6. SOCIAL RESPONSIBILITY AND CORPORATE GOVERNANCE3.6.1. STAKEHOLDER MANAGEMENT3.6.2. PERSPECTIVES ON CORPORATE SOCIAL RESPONSIBILITY3.6.2.1. Classical View3.6.2.2. Socioeconomic View3.6.3. EVALUATING CORPORATE SOCIAL PERFORMANCE3.6.3.1. Criteria for Social Performance3.6.3.2. Social Responsibility Strategies3.6.4. CORPORATE GOVERNANCE3.7. Management Learning Review3.8. Management Skills and Competencies
4. Environment, Sustainability, and Innovation
4.1. Learning From Others, A Keen Eye Will Spot Lots of Opportunities4.1.1. you do the benchmarking4.2. Learning About Yourself, Risk Taking4.2.1. get to know yourself better4.3. ENVIRONMENTS OF ORGANIZATIONS4.3.1. THE GENERAL OR MACROENVIRONMENT4.3.1.1. Economic Conditions4.3.1.2. Legal-Political Conditions4.3.1.3. Technological Conditions4.3.1.4. Sociocultural Conditions4.3.2. NATURAL ENVIRONMENT CONDITIONS4.3.3. THE SPECIFIC OR TASK ENVIRONMENT4.3.3.1. Organizational Stakeholders4.3.3.2. Customers and Suppliers as Stakeholders4.4. ORGANIZATION–ENVIRONMENT RELATIONSHIPS4.4.1. COMPETITIVE ADVANTAGE4.4.2. UNCERTAINTY, COMPLEXITY, AND CHANGE4.4.3. ORGANIZATIONAL EFFECTIVENESS4.5. ENVIRONMENT AND SUSTAINABILITY4.5.1. SUSTAINABILITY GOALS4.5.2. SUSTAINABLE DEVELOPMENT4.5.3. GREEN MANAGEMENT4.5.4. HUMAN SUSTAINABILITY4.6. ENVIRONMENT AND INNOVATION4.6.1. TYPES OF INNOVATIONS4.6.1.1. Business Innovations4.6.1.2. Sustainable Innovations4.6.1.3. Social Business Innovations4.6.2. THE INNOVATION PROCESS4.6.2.1. Commercializing Innovation4.6.3. CHARACTERISTICS OF INNOVATIVE ORGANIZATIONS4.6.3.1. Strategy and Culture4.6.3.2. Structures4.6.3.3. Systems4.6.3.4. Staffing and Management4.7. Management Learning Review4.8. Management Skills and Competencies
5. Global Management and Cultural Diversity
5.1. Learning From Others, With Globalization, Businesses Are World Travelers5.1.1. do the benchmarking5.2. Learning About Yourself, Cultural Awareness5.2.1. get to know yourself better5.3. MANAGEMENT AND GLOBALIZATION5.3.1. GLOBAL MANAGEMENT5.3.2. WHY COMPANIES GO GLOBAL5.3.3. HOW COMPANIES GO GLOBAL5.3.3.1. Global Sourcing5.3.3.2. Exporting and Importing5.3.3.3. Licensing and Franchising5.3.3.4. Joint Ventures and Strategic Alliances5.3.3.5. Foreign Subsidiaries5.3.4. GLOBAL BUSINESS ENVIRONMENTS5.3.4.1. Legal and Political Systems5.3.4.2. Trade Agreements and Trade Barriers5.3.4.3. Regional Economic Alliances5.4. GLOBAL BUSINESSES5.4.1. TYPES OF GLOBAL BUSINESSES5.4.2. PROS AND CONS OF GLOBAL BUSINESSES5.4.2.1. Host-Country Issues5.4.2.2. Home-Country Issues5.4.3. ETHICS CHALLENGES FOR GLOBAL BUSINESSES5.4.3.1. Corruption5.4.3.2. Child Labor and Sweatshops5.5. CULTURE AND GLOBAL DIVERSITY5.5.1. CULTURAL INTELLIGENCE5.5.2. SILENT LANGUAGES OF CULTURE5.5.2.1. Context5.5.2.2. Time5.5.2.3. Space5.5.3. VALUES AND NATIONAL CULTURES5.5.3.1. Power Distance5.5.3.2. Individualism-Collectivism5.5.3.3. Uncertainty Avoidance5.5.3.4. Masculinity–Femininity5.5.3.5. Time Orientation5.6. GLOBAL MANAGEMENT LEARNING5.6.1. ARE MANAGEMENT THEORIES UNIVERSAL?5.6.2. CULTURAL INFLUENCES ON MANAGEMENT5.7. Management Learning Review5.8. Management Skills and Competencies

6. Entrepreneurship and New Ventures
6.1. Learning From Others, Entrepreneurs Are Changing Our World6.1.1. do the benchmarking6.2. Learning About Yourself, Self-Management6.2.1. get to know yourself better6.3. THE NATURE OF ENTREPRENEURSHIP6.3.1. WHO ARE THE ENTREPRENEURS?6.3.2. CHARACTERISTICS OF ENTREPRENEURS6.3.2.1. Attitudes and Personal Interests6.3.2.2. Background, Experiences, and Interests6.3.3. DIVERSITY AND ENTREPRENEURSHIP6.3.4. SOCIAL ENTREPRENEURSHIP6.4. ENTREPRENEURSHIP AND SMALL BUSINESS6.4.1. WHY AND HOW TO GET STARTED6.4.2. INTERNET ENTREPRENEURSHIP6.4.3. FAMILY BUSINESSES6.4.4. WHY SMALL BUSINESSES FAIL6.4.5. SMALL BUSINESS DEVELOPMENT6.5. NEW VENTURE CREATION6.5.1. LIFE CYCLES OF ENTREPRENEURIAL FIRMS6.5.2. WRITING THE BUSINESS PLAN6.5.3. CHOOSING THE FORM OF OWNERSHIP6.5.4. FINANCING THE NEW VENTURE6.6. Management Learning Review6.7. Management Skills and Competencies
7. Information and Decision Making
7.1. Learning From Others, Decisions Turn Potential into Achievement7.1.1. do the benchmarking7.2. Learning About Yourself, Self-Confidence7.2.1. get to know yourself better7.3. INFORMATION, TECHNOLOGY, AND MANAGEMENT7.3.1. WHAT IS USEFUL INFORMATION?7.3.2. IN FORMATION NEEDS IN ORGANIZATIONS7.3.2.1. Information and the External Environment7.3.2.2. Information and the Internal Environment7.3.3. INFORMATION SYSTEMS7.3.4. HOW INFORMATION TECHNOLOGY IS CHANGING ORGANIZATIONS7.4. INFORMATION AND MANAGERIAL DECISIONS7.4.1. MANAGERS AS INFORMATION PROCESSORS7.4.2. MANAGERS AS PROBLEM SOLVERS7.4.2.1. Openness to Problem Solving7.4.2.2. Systematic and Intuitive Thinking7.4.2.3. Multidimensional Thinking7.4.2.4. Cognitive Styles7.4.3. TYPES OF MANAGERIAL DECISIONS7.4.3.1. Programmed and Nonprogrammed Decisions7.4.3.2. Crisis Decisions7.4.4. DECISION CONDITIONS7.4.4.1. Certain Environment7.4.4.2. Risk Environment7.4.4.3. Uncertain Environment7.5. THE DECISION-MAKING PROCESS7.5.1. STEP 1—IDENTIFY AND DEFINE THE PROBLEM7.5.2. STEP 2—GENERATE AND EVALUATE ALTERNATIVE COURSES OF ACTION7.5.3. STEP 3—DECIDE ON A PREFERRED COURSE OF ACTION7.5.3.1. Classical Decision Model7.5.3.2. Behavioral Decision Model7.5.4. STEP 4—IMPLEMENT THE DECISION7.5.5. STEP 5—EVALUATE RESULTS7.5.6. AT ALL STEPS—CHECK ETHICAL REASONING7.6. ISSUES IN MANAGERIAL DECISION MAKING7.6.1. DECISION ERRORS AND TRAPS7.6.1.1. Availability Bias7.6.1.2. Representativeness Bias7.6.1.3. Anchoring and Adjustment Bias7.6.1.4. Framing Error7.6.1.5. Confirmation Error7.6.1.6. Escalating Commitment7.6.2. CREATIVITY IN DECISION MAKING7.6.2.1. Personal Creativity Drivers7.6.2.2. Situational Creativity Drivers7.7. Management Learning Review7.8. Management Skills and Competencies
8. Planning Processes and Techniques
8.1. Learning From Others, Think Now and Embrace the Future8.1.1. do the benchmarking8.2. Learning About Yourself, Time Management8.2.1. get to know yourself better8.3. WHY AND HOW MANAGERS PLAN8.3.1. IMPORTANCE OF PLANNING8.3.2. THE PLANNING PROCESS8.3.3. BENEFITS OF PLANNING8.3.3.1. Planning Improves Focus and Flexibility8.3.3.2. Planning Improves Action Orientation8.3.3.3. Planning Improves Coordination and Control8.3.4. PLANNING AND TIME MANAGEMENT8.4. TYPES OF PLANS USED BY MANAGERS8.4.1. LONG-RANGE AND SHORT-RANGE PLANS8.4.2. STRATEGIC AND TACTICAL PLANS8.4.2.1. Strategic Plans8.4.2.2. Tactical Plans8.4.3. OPERATIONAL PLANS8.4.3.1. Policies and Procedures8.4.3.2. Budgets8.5. PLANNING TOOLS AND TECHNIQUES8.5.1. FORECASTING8.5.2. CONTINGENCY PLANNING8.5.3. SCENARIO PLANNING8.5.4. BENCHMARKING8.5.5. USE OF STAFF PLANNERS8.6. IMPLEMENTING PLANS TO ACHIEVE RESULTS8.6.1. GOAL SETTING8.6.2. GOAL ALIGNMENT8.6.3. PARTICIPATION AND INVOLVEMENT8.7. Management Learning Review8.8. Management Skills and Competencies
9. Strategy and Strategic Management
9.1. Learning From Others, Get and Stay Ahead With Strategy9.1.1. do the benchmarking9.2. Learning About Yourself, Critical Thinking9.2.1. get to know yourself better9.3. STRATEGIC MANAGEMENT9.3.1. COMPETITIVE ADVANTAGE9.3.2. STRATEGY AND STRATEGIC INTENT9.3.3. LEVELS OF STRATEGIES9.3.3.1. Corporate-Level Strategy9.3.3.2. Business-Level Strategy9.3.3.3. Functional Strategy9.3.4. THE STRATEGIC MANAGEMENT PROCESS9.4. ESSENTIALS OF STRATEGIC ANALYSIS9.4.1. ANALYSIS OF MISSION, VALUES, AND OBJECTIVES9.4.1.1. Mission and Stakeholders9.4.1.2. Core Values9.4.1.3. Objectives9.4.2. SWOT ANALYSIS OF ORGANIZATION AND ENVIRONMENT9.4.2.1. Organizational Strengths and Weaknesses9.4.2.2. Environmental Opportunities and Threats9.4.3. FIVE FORCES ANALYSIS OF INDUSTRY ATTRACTIVENESS9.5. CORPORATE-LEVEL STRATEGY FORMULATION9.5.1. PORTFOLIO PLANNING MODEL9.5.2. GROWTH AND DIVERSIFICATION STRATEGIES9.5.3. RETRENCHMENT AND RESTRUCTURING STRATEGIES9.5.4. GLOBAL STRATEGIES9.5.5. COOPERATIVE STRATEGIES9.6. BUSINESS-LEVEL STRATEGY FORMULATION9.6.1. COMPETITIVE STRATEGIES MODEL9.6.2. DIFFERENTIATION STRATEGY9.6.3. COST LEADERSHIP STRATEGY9.6.4. FOCUS STRATEGY9.7. STRATEGY IMPLEMENTATION9.7.1. MANAGEMENT PRACTICES AND SYSTEMS9.7.2. CORPORATE GOVERNANCE9.7.3. STRATEGIC CONTROL9.7.4. STRATEGIC LEADERSHIP9.8. Management Learning Review9.9. Management Skills and Competencies
10. Organization Structures and Design
10.1. Learning From Others, It's All About How You Put The Pieces Together10.1.1. do the benchmarking10.2. Learning About Yourself, Empowerment10.2.1. get to know yourself better10.3. ORGANIZING AS A MANAGEMENT FUNCTION10.3.1. WHAT IS ORGANIZATION STRUCTURE?10.3.2. FORMAL STRUCTURES10.3.3. INFORMAL STRUCTURES10.4. TRADITIONAL ORGANIZATION STRUCTURES10.4.1. FUNCTIONAL STRUCTURES10.4.1.1. Advantages of Functional Structures10.4.1.2. Disadvantages of Functional Structures10.4.2. DIVISIONAL STRUCTURES10.4.2.1. Product Structures10.4.2.2. Geographical Structures10.4.2.3. Customer Structures10.4.2.4. Process Structures10.4.2.5. Advantages and Disadvantages of Divisional Structures10.4.3. MATRIX STRUCTURES10.4.3.1. Advantages and Disadvantages of Matrix Structures10.5. HORIZONTAL ORGANIZATION STRUCTURES10.5.1. TEAM STRUCTURES10.5.1.1. Advantages and Disadvantages of Team Structures10.5.2. NETWORK STRUCTURES10.5.2.1. Advantages and Disadvantages of Network Structures10.5.3. BOUNDARYLESS STRUCTURES10.6. ORGANIZATIONAL DESIGNS10.6.1. CONTINGENCY IN ORGANIZATIONAL DESIGN10.6.2. MECHANISTIC AND ORGANIC DESIGNS10.6.3. TRENDS IN ORGANIZATIONAL DESIGNS10.6.3.1. Fewer Levels of Management10.6.3.2. More Delegation and Empowerment10.6.3.3. Decentralization with Centralization10.6.3.4. Reduced Use of Staff10.7. Management Learning Review10.8. Management Skills and Competencies
11. Organization Culture and Change
11.1. Learning From Others, New Thinking Thrives in the Right Culture11.1.1. do the benchmarking11.2. Learning About Yourself, Tolerance for Ambiguity11.2.1. get to know yourself better11.3. ORGANIZATIONAL CULTURES11.3.1. UNDERSTANDING ORGANIZATIONAL CULTURE11.3.2. THE OBSERVABLE CULTURE OF ORGANIZATIONS11.3.3. VALUES AND THE CORE CULTURE OF ORGANIZATIONS11.3.3.1. Value-Based Management11.3.3.2. Symbolic Leadership11.3.3.3. Workplace Spirituality11.4. MULTICULTURAL ORGANIZATIONS11.4.1. MULTICULTURAL ORGANIZATIONS AND PERFORMANCE11.4.2. ORGANIZATIONAL SUBCULTURES11.4.2.1. Occupations and Functions11.4.2.2. Ethnicity and National Cultures11.4.2.3. Gender and Generations11.4.3. DIVERSITY AND ORGANIZATIONAL SUBCULTURES11.4.3.1. Glass Ceilings11.4.3.2. Harassment and Discrimination11.4.3.3. Diversity Leadership11.5. ORGANIZATIONAL CHANGE11.5.1. MODELS OF CHANGE LEADERSHIP11.5.1.1. Top-Down Change11.5.1.2. Bottom-Up Change11.5.2. INCREMENTAL AND TRANSFORMATIONAL CHANGE11.5.3. PHASES OF PLANNED CHANGE11.5.3.1. Unfreezing11.5.3.2. Changing11.5.3.3. Refreezing11.5.3.4. Improvising11.5.4. CHANGE STRATEGIES11.5.4.1. Force-Coercion Strategies11.5.4.2. Rational Persuasion Strategies11.5.4.3. Shared Power Strategies11.5.5. RESISTANCE TO CHANGE11.5.5.1. Why People Resist Change11.5.5.2. Dealing with Resistance to Change11.6. Management Learning Review11.7. Management Skills and Competencies
12. Human Resource Management
12.1. Learning From Others, Great Employers Respect Diversity and Value People12.1.1. do the benchmarking12.2. Learning About Yourself, Professionalism12.2.1. get to know yourself better12.3. HUMAN RESOURCE MANAGEMENT12.3.1. HUMAN RESOURCE MANAGEMENT PROCESS12.3.2. STRATEGIC HUMAN RESOURCE MANAGEMENT12.3.3. LEGAL ENVIRONMENT OF HUMAN RESOURCE MANAGEMENT12.3.3.1. Laws against Employment Discrimination12.3.3.2. Equal Employment Opportunity12.3.3.3. Current Legal Issues12.4. ATTRACTING A QUALITY WORKFORCE12.4.1. HUMAN RESOURCE PLANNING12.4.2. RECRUITING TECHNIQUES12.4.2.1. External and Internal Recruitment12.4.2.2. Realistic Job Previews12.4.3. SELECTION TECHNIQUES12.4.3.1. Interviews12.4.3.2. Employment Tests12.5. DEVELOPING A QUALITY WORKFORCE12.5.1. ORIENTATION AND SOCIALIZATION12.5.2. TRAINING AND DEVELOPMENT12.5.3. PERFORMANCE MANAGEMENT12.5.3.1. Trait-Based Performance Appraisals12.5.3.2. Behavior-Based Performance Appraisals12.5.3.3. Results-Based Performance Appraisals12.5.3.4. 360-Degree Feedback12.6. MAINTAINING A QUALITY WORKFORCE12.6.1. FLEXIBILITY AND WORK–LIFE BALANCE12.6.2. COMPENSATION AND BENEFITS12.6.2.1. Merit Pay Systems12.6.2.2. Bonuses and Profit-Sharing Plans12.6.2.3. Stock Ownership and Stock Options12.6.2.4. Benefits12.6.3. RETENTION AND TURNOVER12.6.4. LABOR–MANAGEMENT RELATIONS12.7. Management Learning Review12.8. Management Skills and Competencies
13. Leading and Leadership Development
13.1. Learning From Others, Leaders Provide the Roadmaps13.1.1. do the benchmarking13.2. Learning About Yourself, Integrity13.2.1. get to know yourself better13.3. THE NATURE OF LEADERSHIP13.3.1. LEADERSHIP AND POWER13.3.1.1. Position power13.3.1.2. Personal Power13.3.2. LEADERSHIP AND VISION13.3.3. LEADERSHIP AS SERVICE13.4. LEADERSHIP TRAITS AND BEHAVIORS13.4.1. LEADERSHIP TRAITS13.4.2. LEADERSHIP BEHAVIORS13.4.3. CLASSIC LEADERSHIP STYLES13.5. CONTINGENCY APPROACHES TO LEADERSHIP13.5.1. FIEDLER'S CONTINGENCY MODEL13.5.1.1. Understanding Leadership Style13.5.1.2. Understanding Leadership Situations13.5.1.3. Matching Leadership Style and Situation13.6. HERSEY-BLANCHARD SITUATIONAL LEADERSHIP MODEL13.6.1. PATH-GOAL LEADERSHIP THEORY13.6.1.1. Path-Goal Contingencies13.6.1.2. Substitutes for Leadership13.6.2. LEADER-MEMBER EXCHANGE THEORY13.6.3. LEADER-PARTICIPATION MODEL13.7. PERSONAL LEADERSHIP DEVELOPMENT13.7.1. CHARISMATIC AND TRANSFORMATIONAL LEADERSHIP13.7.2. EMOTIONAL INTELLIGENCE AND LEADERSHIP13.7.3. GENDER AND LEADERSHIP13.7.4. MORAL LEADERSHIP13.7.5. DRUCKER'S "OLD-FASHIONED" LEADERSHIP13.8. Management Learning Review13.9. Management Skills and Competencies
14. Individual Behavior
14.1. Learning From Others: There Are Personalities Behind Those Faces14.1.1. do the benchmarking14.2. Learning About Yourself: Ambition14.2.1. get to know yourself better14.3. PERCEPTION14.3.1. PERCEPTION AND PSYCHOLOGICAL CONTRACTS14.3.2. PERCEPTION AND ATTRIBUTION14.3.3. PERCEPTION TENDENCIES AND DISTORTIONS14.3.3.1. Stereotypes14.3.3.2. Halo Effects14.3.3.3. Selective Perception14.3.3.4. Projection14.3.4. PERCEPTION AND IMPRESSION MANAGEMENT14.4. PERSONALITY14.4.1. BIG FIVE PERSONALITY DIMENSIONS14.4.2. MYERS-BRIGGS TYPE INDICATOR14.4.3. PERSONAL CONCEPTION AND EMOTIONAL ADJUSTMENT TRAITS14.4.3.1. Locus of Control14.4.3.2. Authoritarianism14.4.3.3. Machiavellianism14.4.3.4. Self-Monitoring14.4.3.5. Type A Personality14.5. ATTITUDES14.5.1. WHAT IS AN ATTITUDE?14.5.2. WHAT IS JOB SATISFACTION?14.5.2.1. Components of Job Satisfaction14.5.2.2. Job Satisfaction Trends14.5.3. JOB SATISFACTION AND ITS OUTCOMES14.5.3.1. Job Satisfaction and Withdrawal Behaviors14.5.3.2. Job Satisfaction and Employee Engagement14.5.3.3. Job Satisfaction and Organizational Citizenship14.5.3.4. Job Satisfaction and Performance14.6. EMOTIONS, MOODS, AND STRESS14.6.1. EMOTIONS14.6.2. MOODS14.6.3. STRESS14.6.4. SOURCES OF STRESS14.6.4.1. Constructive Stress14.6.4.2. Destructive Stress14.6.4.3. Stress Management14.7. Management Learning Review14.8. Management Skills and Competencies
15. Motivation Theory and Practice
15.1. Learning From Others: Make People Your Top Priority15.1.1. do the benchmarking15.2. Learning About Yourself: Engagement15.2.1. get to know yourself better15.3. INDIVIDUAL NEEDS AND MOTIVATION15.3.1. HIERARCHY OF NEEDS THEORY15.3.2. ERG THEORY15.3.3. TWO-FACTOR THEORY15.3.4. ACQUIRED NEEDS THEORY15.4. PROCESS THEORIES OF MOTIVATION15.4.1. EQUITY THEORY15.4.1.1. Equity and Social Comparison15.4.1.2. Equity Dynamics and Insights15.4.2. EXPECTANCY THEORY15.4.2.1. Motivation = Expectancy × Instrumentality × Valence15.4.2.2. Expectancy Theory Applications15.4.3. GOAL-SETTING THEORY15.4.3.1. Goal-Setting Essentials15.4.3.2. Goal Setting and Participation15.4.4. SELF-EFFICACY THEORY15.5. REINFORCEMENT THEORY15.5.1. REINFORCEMENT STRATEGIES15.5.2. POSITIVE REINFORCEMENT15.5.3. PUNISHMENT15.6. MOTIVATION AND JOB DESIGN15.6.1. JOB SIMPLIFICATION15.6.2. JOB ROTATION AND JOB ENLARGEMENT15.6.3. JOB ENRICHMENT15.6.3.1. Job Characteristics Model15.6.3.2. Improving Job Characteristics15.6.4. ALTERNATIVE WORK SCHEDULES15.6.4.1. Flexible Working Hours15.6.4.2. Compressed Workweek15.6.4.3. Job Sharing15.6.4.4. Telecommuting15.6.4.5. Contingency and Part-Time Work15.7. Management Learning Review15.8. Management Skills and Competencies
16. Teams and Teamwork
16.1. Learning From Others: The Beauty Is in the Teamwork16.1.1. do the benchmarking16.2. Learning About Yourself: Team Contributions16.2.1. get to know yourself better16.3. TEAMS IN ORGANIZATIONS16.3.1. WHAT IS TEAMWORK?16.3.2. TEAMWORK PROS16.3.3. TEAMWORK CONS16.3.4. MEETINGS, MEETINGS, MEETINGS16.3.5. FORMAL TEAMS AND INFORMAL GROUPS16.4. TRENDS IN THE USE OF TEAMS16.4.1. COMMITTEES, PROJECT TEAMS, AND TASK FORCES16.4.2. CROSS-FUNCTIONAL TEAMS16.4.3. VIRTUAL TEAMS16.4.4. SELF-MANAGING TEAMS16.4.5. TEAM BUILDING16.5. HOW TEAMS WORK16.5.1. TEAM INPUTS16.5.1.1. Resources and Setting16.5.1.2. Nature of the Task16.5.1.3. Team Size16.5.1.4. Membership Characteristics16.5.2. STAGES OF TEAM DEVELOPMENT16.5.2.1. Forming Stage16.5.2.2. Storming Stage16.5.2.3. Norming Stage16.5.2.4. Performing Stage16.5.2.5. Adjourning Stage16.5.3. NORMS AND COHESIVENESS16.5.3.1. Managing Team Norms16.5.3.2. Managing Team Cohesiveness16.5.4. TASK AND MAINTENANCE ROLES16.5.5. COMMUNICATION NETWORKS16.6. DECISION MAKING IN TEAMS16.6.1. WAYS TEAMS MAKE DECISIONS16.6.2. ADVANTAGES AND DISADVANTAGES OF TEAM DECISIONS16.6.3. GROUPTHINK16.6.4. CREATIVITY IN TEAM DECISION MAKING16.7. Management Learning Review16.7.1. Study Questions Summary16.8. Management Skills and Competencies
17. Communication and Collaboration
17.1. Learning From Others: Impact Begins with Communication and Collaboration17.1.1. do the benchmarking17.2. Learning About Yourself: Communication and Networking17.2.1. get to know yourself better17.3. THE COMMUNICATION PROCESS17.3.1. EFFECTIVE COMMUNICATION17.3.2. PERSUASION AND CREDIBILITY IN COMMUNICATION17.3.3. COMMUNICATION BARRIERS17.3.3.1. Information Filtering17.3.3.2. Poor Choice of Channels17.3.3.3. Poor Written or Oral Expression17.3.3.4. Failure to Recognize Nonverbal Signals17.3.3.5. Physical Distractions17.3.4. CROSS-CULTURAL COMMUNICATION17.4. IMPROVING COLLABORATION THROUGH COMMUNICATION17.4.1. TRANSPARENCY AND OPENNESS17.4.2. INTERACTIVE MANAGEMENT17.4.3. USE OF ELECTRONIC MEDIA17.4.4. ACTIVE LISTENING17.4.5. CONSTRUCTIVE FEEDBACK17.4.6. SPACE DESIGN17.5. MANAGING CONFLICT17.5.1. FUNCTIONAL AND DYSFUNCTIONAL CONFLICT17.5.2. CAUSES OF CONFLICT17.5.3. CONFLICT RESOLUTION17.5.4. CONFLICT MANAGEMENT STYLES17.5.5. STRUCTURAL APPROACHES TO CONFLICT MANAGEMENT17.6. MANAGING NEGOTIATION17.6.1. NEGOTIATION GOALS AND APPROACHES17.6.2. GAINING INTEGRATIVE AGREEMENTS17.6.3. NEGOTIATION PITFALLS17.6.4. THIRD-PARTY DISPUTE RESOLUTION17.7. Management Learning Review17.8. Management Skills and Competencies
18. Control Processes and Systems
18.1. Learning From Others, Control Leaves No Room for Complacency18.1.1. do the benchmarking18.2. Learning About Yourself, Resiliency18.2.1. get to know yourself better18.3. WHY AND HOW MANAGERS CONTROL18.3.1. IMPORTANCE OF CONTROLLING18.3.2. TYPES OF CONTROLS18.3.2.1. Feedforward Controls18.3.2.2. Concurrent Controls18.3.2.3. Feedback Controls18.3.3. INTERNAL AND EXTERNAL CONTROL18.3.3.1. Self-Control18.3.3.2. Bureaucratic Control18.3.3.3. Clan Control18.3.3.4. Market Control18.4. THE CONTROL PROCESS18.4.1. STEP 1: ESTABLISH OBJECTIVES AND STANDARDS18.4.1.1. Output Standards18.4.1.2. Input Standards18.4.2. STEP 2: MEASURE PERFORMANCE RESULTS18.4.3. STEP 3: COMPARE RESULTS WITH OBJECTIVES AND STANDARDS18.4.4. STEP 4: TAKE CORRECTIVE ACTION18.5. CONTROL TOOLS AND TECHNIQUES18.5.1. EMPLOYEE DISCIPLINE SYSTEMS18.5.2. PROJECT MANAGEMENT AND CONTROL18.5.2.1. Gantt Charts18.5.2.2. CPM/PERT Techniques18.5.3. FINANCIAL CONTROLS18.5.4. BALANCED SCORECARDS18.6. Management Learning Review18.7. Management Skills and Competencies
19. Operations and Services Management
19.1. Learning From Others, Speed and Flexibility Rule Global Competition19.1.1. do the benchmarking19.2. Learning About Yourself, Strength and Energy19.2.1. get to know yourself better19.3. OPERATIONS MANAGEMENT ESSENTIALS19.3.1. PRODUCTIVITY AND COMPETITIVE ADVANTAGE19.3.1.1. Productivity19.3.1.2. Competitive Advantage19.3.2. OPERATIONS TECHNOLOGIES19.3.2.1. Manufacturing Technology19.3.2.2. Service Technology19.4. VALUE CHAIN MANAGEMENT19.4.1. VALUE CHAIN ANALYSIS19.4.2. SUPPLY CHAIN MANAGEMENT19.4.3. INVENTORY MANAGEMENT19.4.3.1. Economic Order Quantity19.4.3.2. Just-in-Time Systems19.4.4. BREAK-EVEN ANALYSIS19.5. SERVICE AND PRODUCT QUALITY19.5.1. CUSTOMER RELATIONSHIP MANAGEMENT19.5.1.1. Essentials of CRM19.5.1.2. External and Internal Customers19.5.2. QUALITY MANAGEMENT19.5.3. STATISTICAL QUALITY CONTROL19.6. WORK PROCESSES19.6.1. WORK PROCESS ANALYSIS19.6.2. PROCESS REENGINEERING19.7. Management Learning Review19.8. Management Skills and Competencies
Management Cases for Critical Thinking
I. Part I Chapter Cases
II. Part II Greensburg, Kansas, Running Video Case
Case Endnotes
Part II Case Ednotes
Self-Test Answers
Glossary
Endnotes

Content preview from Management, 11th Edition

Chapter 4. Environment, Sustainability, and Innovation

Chapter 4 Study Questions

What is in the environment of organizations?
What are key issues in organization–environment relationships?
What are the emerging challenges of sustainability and the environment?
How do organizations accomplish innovation?

Learning From Others, A Keen Eye Will Spot Lots of Opportunities

Who would have predicted that something called "cloud computing" would challenge the way software firms traditionally serve business customers? Marc Benioff did. He saw the great potential of offering software services through the Internet and started Salesforce.com, now a powerhouse in business-to-business computing. It sells online services that allow firms to track sales, update accounts, bill customers, and handle an expanding variety of customer relationship functions.

Cloud computing frees users from costly in-house hardware and software ownership. Instead, they basically "rent" services delivered from remote servers maintained by firms such as Salesforce.com. Benioff's genius in anticipating this market scored a bull's eye. His business model of on-demand computer services quickly moved from the fashion-forward stage to dead center in a popular and increasingly competitive industry.

Forward looking and confident in taking risk, Benioff recognized the opportunity in leading a shift away from selling business software as a product and toward selling it as a service. The Wall Street Journal now calls Salesforce.com "the ...

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Cloud Computing

Data Engineering

Data Science

AI & ML

Programming Languages

Software Architecture

IT/Ops

Security

Design

Business

Soft Skills

Management, 11th Edition

by John R. Schermerhorn Jr.

Chapter 4. Environment, Sustainability, and Innovation

Learning From Others, A Keen Eye Will Spot Lots of Opportunities

Become an O’Reilly member and get unlimited access to this title plus top books and audiobooks from O’Reilly and nearly 200 top publishers, thousands of courses curated by job role, 150+ live events each month,
and much more.