Management Twelfth Edition Learn | Succeed Schermerhorn (Courtney Keating/iStockphoto) MANAGEMENT TWELFTH EDITION JOHN R SCHERMERHORN, JR VICE PRESIDENT & EXECUTIVE PUBLISHER George Hoffman EXECUTIVE EDITOR Lisé Johnson SENIOR PRODUCT DESIGNER Allison Morris EDITORIAL OPERATIONS MANAGER Yana Mermel CONTENT EDITOR Jennifer Manias ASSOCIATE DIRECTOR OF MARKETING Amy Scholz MARKETING MANAGER Kelly Simmons SENIOR CONTENT MANAGER Dorothy Sinclair SENIOR PRODUCTION EDITOR Erin Bascom DESIGN DIRECTOR Harry Nolan PHOTO DEPARTMENT MANAGER Hilary Newman EDITORIAL ASSISTANT Melissa Solarz SENIOR MARKETING ASSISTANT Ashley Tomeck SENIOR MEDIA SPECIALIST Elena Santa Maria PRODUCTION MANAGEMENT SERVICES Ingrao Associates COVER DESIGNER Wendy Lai PHOTO RESEARCHER Susan McLaughlin INTERIOR DESIGN Tom Nery COVER PHOTO ©Simon Ingate/iStockphoto REPEATED DESIGN ELEMENT PHOTO CREDITS (opener blue background) Viktoriya Sukhanova/iStockphoto; (opener GPS navigation screen) pagadesign/iStockphoto; (opener keyboard) tioloco/iStockphoto; (Facts for Analysis) George Diebold/Purestock/SuperStock; (Learning Check Summary, Self-Test, Recommended Reading and Management in Popular Culture) vanias/iStockphoto; (Team Exercise) RelaxFoto.de/iStockphoto; (Career Situations) sweetym/iStockphoto; (Case Study) 123render/iStockphoto This book was set in 11/14 Kepler by Aptara, Inc and printed and bound by Courier/Kendallville The cover was printed by Courier/Kendallville This book is printed on acid free paper ` Founded in 1807, John Wiley & Sons, Inc has been a valued source of knowledge and understanding for more than 200 years, helping people around the world meet their needs and fulfill their aspirations Our company is built on a foundation of principles that include responsibility to the communities we serve and where we live and work In 2008, we launched a Corporate Citizenship Initiative, a global effort to address the environmental, social, economic, and ethical challenges we face in our business Among the issues we are addressing are carbon impact, paper specifications and procurement, ethical conduct within our business and among our vendors, and community and charitable support For more information, please visit ourwebsite: www.wiley.com/go/citizenship Copyright © 2013, 2011, 2010, 2008 John Wiley & Sons, Inc All rights reserved No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning or otherwise, except as permitted under Sections 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc 222 Rosewood Drive, Danvers, MA 01923, website www.copyright.com Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030-5774, (201)748-6011, fax (201)748-6008, website http://www.wiley.com/go/permissions Evaluation copies are provided to qualified academics and professionals for review purposes only, for use in their courses during the next academic year These copies are licensed and may not be sold or transferred to a third party Upon completion of the review period, please return the evaluation copy to Wiley Return instructions and a free of charge return shipping label are available at www.wiley.com/go/returnlabel If you have chosen to adopt this textbook for use in your course, please accept this book as your complimentary desk copy Outside of the United States, please contact your local representative Library of Congress Cataloging in Publication Data: Schermerhorn, John R Management / John R Schermerhorn — 12th ed p cm ISBN 978-1-118-11392-9 (cloth) Management I Title HD31.S3325 2013 658—dc23 978-1-118-11392-9 (Main Book ISBN) 978-1-118-39742-8 (Binder-Ready Version ISBN) Printed in the United States of America 10 To my sons, John Christian and Charles Porter While you played I wrote But always, I was listening and loving you Time has its ways, doesn’t it? Not enough, not enough, I often say Mom loves us, cats and rainy days Nana and Poppy loved us too 1984 1996 2007 It’s later now Don’t worry Time means love shared, by you and me Hurry home when you can Come laughing, sons Tell us your wonderful stories Bookstores, museums, stories, paintings And dreams We travel, we laugh, joined in life 1986 1999 2009 Think of all the fun we have Here, there, everywhere, doing things together Songs riding winds Mimi, Uncle George, Uncle Nelson Whispers and choirs Silence speaks While you work, I’m starting to play again Still listening, and loving you 1989 2002 2011 Home, now and forever, will always be wherever I can be with you On the mountain, by Irish lakes, find beauty and peace Fairies dance there When I was young I never knew you would make dreams come true 1992 2004 2013 About the Author Ohio University named Dr Schermerhorn a University Professor, the university’s highest campus-wide honor for exellence in undergraduate teaching vi Dr John R Schermerhorn, Jr is the Charles G O’Bleness Professor of Management Emeritus in the College of Business at Ohio University, where he teaches graduate and undergraduate courses in management Dr Schermerhorn earned a Ph.D in organizational behavior from Northwestern University, an MBA (with distinction) in management and international business from New York University, and a BS in business administration from the State University of New York at Buffalo He previously taught at Tulane University, the University of Vermont, and Southern Illinois University at Carbondale, where he also served as head of the Department of Management and associate dean of the College of Business Administration International experience adds a unique global dimension to Dr Schermerhorn’s teaching and writing He holds an honorary doctorate from the University of Pécs in Hungary He was a visiting professor of management at the Chinese University of Hong Kong, on-site coordinator of the Ohio University MBA and Executive MBA programs in Malaysia, and Kohei Miura visiting professor at Chubu University in Japan He has served as adjunct professor at the National University of Ireland at Galway and advisor to the Lao-American College in Vientiane, Laos He presently teaches an MBA course at Università Politecnica Delle Marche in Ancona, Italy, and PhD seminars in the Knowledge and Innovation Management doctoral program at Bangkok University, Thailand At Ohio University he has twice been Director of the Center for Southeast Asian Studies A member of the Academy of Management, Dr Schermerhorn was chairperson of the Management Education and Development Division Management educators and students alike know him as author of Exploring Management 3e (Wiley, 2012), Management 12e (Wiley, 2013), and senior co-author of Organizational Behavior 12e (Wiley, 2011) Dr Schermerhorn has also published numerous articles, including ones in the Academy of Management Journal, Academy of Management Review, Academy of Management Executive, Organizational Dynamics, Asia-Pacific Journal of Management, the Journal of Management Development, and the Journal of Management Education Dr Schermerhorn is a popular guest speaker at colleges and universities He is available for student lectures and classroom visits, as well as for faculty workshops on scholarly manuscript development, textbook writing, high engagement teaching, and instructional and curriculum innovations Preface From the beautiful cover of this book to the realities of organizations today, great accomplishments are much like inspired works of art Whether one is talking about arranging objects or bringing together people and other resources in organizational systems, it is a balancing act But the results are spectacular when goals and talent combine to create a lasting and positive impact Just as artists find inspiration in all the senses that bring our world to life, managers find inspiration in daily experiences, from the insights of management scholars, through relationships with other people, and among the goals that guide organizations in an ever more demanding society And like artists, managers must master many challenges as they strive to create the future from the resources of the present While a beautiful formation of feathers, wood, and stones in the cover art shows balance and harmony in a visual masterpiece, a well-managed workplace can build, mix, and integrate all the beauties of human talent to achieve great things This capacity for positive impact is the goal bound into the pages of Management 12e It is an opportunity to gain knowledge, find inspiration, and learn practices that can help build the organizations we need to forge a better world A well-managed workplace can build, mix, and integrate all the beauties of human talent to achieve great things Management 12e Philosophy Today’s students are tomorrow’s leaders and managers They are our hope for the future When well prepared, they can be major contributors during this time of social transformation But the workplace is rapidly changing, and so too must our teaching and learning environments change from the comforts and successes of days gone by New values and management approaches are appearing; organizations are changing forms and practices; jobs are being redefined and relocated; the age of information is a major force in our lives; and the intricacies of globalization are presenting major organizational and economic challenges Management 12e is designed for this new world of work It is crafted to help students not just explore the essentials of the management discipline, but also to discover their true potential and accept personal responsibilities for developing useful career skills The content, pedagogy, and features of this edition were carefully blended to support management educators who want their courses to: Management 12e is designed to help students discover their true potential and accept personal responsibilities for developing career skills • enhance our students’ career readiness; • make our students more attractive as intern and job candidates; vii viii P REFACE • improve our students’ confidence in critical thinking; • raise our students’ awareness of timely social and organizational issues; • inspire our students to embrace life-long learning for career success Management 12e Pedagogy Our goal as educators should be to make good content choices that set the best possible foundations for lifelong learning The pedagogical foundations of Management 12e are based on four constructive balances that are essential to higher education for business and management • The balance of research insights with formative education As educators we must be willing to make choices when bringing the theories and concepts of our discipline to the attention of the introductory student We cannot everything in one course The goal should be to make good content choices that set the best possible foundations for lifelong learning • The balance of management theory with management practice As educators we must understand the compelling needs of students to learn and appreciate the applications of the material they are reading and thinking about We must continually bring to their attention good, interesting, and recognizable examples • The balance of present understandings with future possibilities As educators we must continually search for the directions in which the real world of management is heading We must select and present materials that can both point students in the right directions and help them develop the confidence and selfrespect needed to best pursue them We are role models we must be willing to take stands on issues such as managerial ethics and social responsibility • The balance of what “can” be done with what is, purely and simply, the “right” thing to As educators we are role models; we set the examples We must be willing to take stands on issues such as managerial ethics and social responsibility We must be careful not to let the concept of “contingency” betray the need for positive “action” and “accountability” in managerial practice Today, more than ever before, our students have pressing needs for direction as well as suggestion They have needs for application as well as information They have needs for integration as well as presentation And they have needs for confidence built upon solid understanding Our instructional approaches and materials must deliver on all of these dimensions and more My goal is to put into your hands and into those of your students a learning resource that can help meet these needs Management 12e and its supporting online resources are my contributions to the future careers of your students and mine Management 12e Highlights Management 12e is written for students seeking career success in today’s challenging and ever-changing work environment It introduces the essentials of management as they apply to organizations and careers in a complex global www.downloadslide.net Name Index Stengel, Casey, 432 Stone, Biz, 458 Strand, Nat, 124 Street, Marc and Vera L., 182 Sullenberger, Chesley, 170–171 Sullivan, Todd, C-11 Sutton, Robert, 49–50, 416 Swartz, Jeffrey, C-8–C-9 Swinmurn, Nick, C-28 Swinson, Mike, C-33 Szaky, Tom, 160 T Tang Chuan, 127 Tata, Ratan N., 252 Taylor, Frederick, 34, 35 Taylor, Jeff, Teerlink, Richard, C-10 Theissen, Mario, C-35 Thomas, R Roosevelt, Jr., 301, 305 Thompson, Don, 196 Thompson, Scott, 254 Thorndike, E L., 417 Tichy, Noel M., 167 Toon, Nigel, 243 Toyoda, Akio, 86, 172 Tutu, Desmond, 58 Twenge, Jean M., 90, 422 U Urzúa, Carlos, 162, 172 V Van der Veer, Jeroen, 206 Van Fleet, Carl, C-12 Van Nistelrooij, Antonie, 313 Vasella, Daniel, 197 Veiga, John F., 13 Voigt, Jean, 433 Vroom, Victor, 364, 365, 412, 416 Williams, Evan, 458 Williams, Robin, 287 Williamson, Robert, C-34 Winfrey, Oprah, 192 Winklevoss, Tyler and Cameron, 70 Wise, John, C-32 Woo, Carolyn Y., 72 Wood, John, 43 Wooden, John, 355 Wozniak, Steve, 96, C-24 Wren, Daniel, 34 Wright, Jennifer, 136 Wurtz, Gary, C-27 W Y Walgreen, Charles R., Sr., C-16 Walsh, Pat, C-27 Walton, Sam, 464 Wandell, Keith E., C-11 Warby Parker, 150 Washington, George, 369 Wasserman, Noam, 146 Wasson, Gregory, C-16, C-17 Weber, Max, 34, 37, 283 Welch, Jack, 195, 307–308, 311 Wexner, Leslie, 106 Whitacre, Ed, 296 Whitman, Meg, 163 Yang, Jerry, 254 Yanofsky, Neal, C-31 Yunus, Mohammad, 95 Z Zennstrom, Niklas, 225 Zhang Ruimin, 110 Ziemer, Jim, C-11 Zollinger, Cindy, 16 Zolten, Amanda, 184 Zuckerberg, Mark, 32, 70, 176, 252, 467, C-36–C-37 NI-4 www.downloadslide.net Subject Index A Absenteeism, 389 Accommodation, 472 Accommodative CSR strategy, 76 Accountability, 15 Achievement-oriented leadership style, 363 Acquired needs theory, 408–409 Active listening, 468 Adaptive organizations, 285 Administrative principles, 34, 36 Administrators, 15 Affirmative action, 305, 325 Africa, regional economic alliance, 116 Age Discrimination in Employment Act of 1967 (ADEA), 325, 326 Agency theory, 146 Agenda setting, 22 Agreeableness, as Big Five personality trait, 384 Airline Deregulation Act of 1978, C-26 Airline industry boarding passengers, 164 as oligopoly, 248 price fixing, 66–67 strategic alliances, 254–255 SWOT analysis, 247 Alternative dispute resolution, 478 The Amazing Race (TV show), 124, 148 Ambition, 377, 399 Americans with Disabilities Act of 1990 (ADA), 325, 326 Amoral managers, 69 Analytical competency, 163 Analytics, 45, 163, 165, 169, C-32 Anchoring and adjustment bias, 182 Angel investors, 154 Arbitration, 478 Assessment centers, 333 Asset management, 230 Attitudes, 388 Attribution, 380 Authentic leadership, 369–370 Authoritarianism, 386 Authority-and-responsibility principle, 286 Auto racing, 430, 442, 457, C-34–C-35 Autocratic leadership style, 359 Automation, 419–420 SI-1 Automobile industry product organization structures, 275 strategic alliances, 255 two-tier wage contracts, 349, C-26–C-27 wage and benefits issue, 257 Availability bias, 181 Avoidance, 472 B Baby boomers, 39, 89, 90, 422, 463, C-10 Balance sheets, 230 Balanced scorecards, 231–232 Bankruptcy, 253 Bargaining zone, 476 Base compensation, 339 BCG Matrix, 249–250 Behavioral decision model, 178 Behavioral interviews, 332 Behavioral management, 38–44 Behavior-based performance appraisals, 336–338 Benchmarking, 206 Benefit corporations, 148 See also Employee benefits “Best Companies to Work For” polls, 260, 320, 402, 423 Best practices, 206 Biases, 181–182 See also Discrimination Biculturalism, 305 Big Five personality traits, 384–385 Big-C creativity, 183, 184 Biodata methods, 333 Black leaders, 358 The Blind Side (movie), 420 Blogging, 471 Boards of directors corporate governance, 16, 77 defined, 14 gender diversity on, 260, 302 inside versus outside directors, 260 Body language, 464 Bona fide occupational qualifications, 325 Bonus pay, 341 Bosses, 39, 283, 408 See also Managers Bottom-up change, 307–308 Boundaryless organizations, 281–282 Bounded rationality, 178 Brainstorming, 451 Breakeven analysis, 229 Breakeven point, 229 Bribery, 118, 119 Budgets, 202 Bureaucracy, 37–38, 283–284 Bureaucratic control, 222–223 Burnout, 394 Business incubators, 149 Business intelligence, 164, 165 Business model innovation, 94 Business models, 144–145 Business plans, 151–152 Business-level strategy, 243, 256–258 C Calendar-driven planning, 200 Careers challenges of working today, 4, 9–10 electronic job searches, planning, 9–10 survival skills, 10 “Cash Cows,” 250 Centralization, 287 Centralized communication networks, 447 CEOs See Chief executive officers (CEOs) Certain environments, 173 Certification See ISO certification Chain of command, 285 Change See Organizational change Change leaders, 306–307 Changing phase, in planned change, 309 Channels See Communication channels Charismatic leaders, 366, 368 Chief diversity officers (CDOs), 9, 14 Chief executive officers (CEOs), 14, 41, 393 Chief financial officers (CFOs), 14 Chief information officers (CIOs), 14, 166 Chief knowledge officers (CKOs), 166 Chief operating officers (COOs), 14 Chief technology officers (CTOs), 166 Child labor, 62, 119–120 Chilean mine disaster, 162, 172 China Apple Computer in, 223 automobile industry, 203 GM in, 113 Haier appliances, 6, 110, 121 and Harley-Davidson, C-11 and intellectual property, 88, 114 www.downloadslide.net Subject Index international businesses in, 110 Internet censorship, 89 and job migration, as outsourcing destination, 111–112 outsourcing in, 255 privacy and censorship issues, 225 trade barriers, 114 Wal-Mart in, 127 CityVille, 134 Civil Rights Act of 1964, Title VII, 324, 325, 326 Civil Rights Act of 1991, 324, 326 Civil Service Reform Act of 1978, 344 Clan control, 223 Classic entrepreneurs, 137 Classical decision model, 178 Classical view of CSR, 74–75 Climate change, 98 Cloud computing, 84, 259 Coaching, 334 Codes of ethics, 70 Coercive power, 353 Cognitive ability, as leadership trait, 357 Cognitive dissonance, 388 Cognitive styles, 170–171 Cohesiveness, 444–445 Collaboration, 466–470, 473 Collective bargaining, 344 Commitment, Committees, 435–436 Communication barriers, 462–465 credible, 461–462 cross-cultural, 107, 128, 465–466 defined, 460 effective versus efficient, 461 nonverbal, 464–465 persuasive, 461 role in collaboration, 466–470 Communication and networking, 459, 481 Communication channels, 463–464 Communication networks centralized versus decentralized, 446–447 restricted, 447 for teams, 446–447 Communication transparency, 467 Commutative justice, 61 Comparable worth, 327 Comparative management, 126–127 Competency, Competition, 248–249, 473 Competitive advantage, 93, 241 Competitive strategies model, 256–258 Complacency traps, 197 Complexity, 93–94 Compressed workweek, 423 Compromise, 473 Concentration, 252 Conceptual skills, 24 Concurrent controls, 219, 220 Confirmation error, 183 Conflict causes, 471–472 defined, 470 functional versus dysfunctional, 470 management styles, 472–473 structural approaches to managing, 473–474 Conflict resolution, 472, 473 Confucian values, 107, 126 Conscientiousness, 321, 347, 384, 385 Consensus, 449 Constructive stress, 393–394 Contingency planning, 203 Contingency thinking, 47 Contingency workers, 424 Continuous improvement, 47 Continuous reinforcement, 418 Contract hires, 424 Control about, 218–224 tools and techniques, 228–232 types of controls, 219–221 Control equation, 226 Control process, 224–227 Controlling costs, 229 defined, 20, 219 finances, 230–231 as function of management, 17, 20, 219 projects, 228–229 Cooperative strategies, 254–255 Co-opetition, 254–255 Core culture, 299 Core values, 245, 299, 324 Corporate culture See Organizational culture Corporate governance, 16, 77, 259–260 See also Boards of directors Corporate social responsibility (CSR) auditing, 76–77 classical view, 74–75 defined, 71 evaluating performance, 76–77 shared value view, 75–76 socioeconomic view, 75 Corporate-level strategies cooperative strategies, 254–255 defined, 242–243 formulation, 249–255 global strategies, 254 growth and diversification strategies, 252 portfolio planning model, 249–251 retrenchment and restructuring strategies, 253–254 SI-2 Corporation, defined, 152 Corruption, 118–119 Cost controls, 229 Cost leadership strategy, 257, 258 Cost-benefit analysis, 177 Co-working spaces, 424 CPM/PERT, 228–229 Creativity defined, 183 as leadership trait, 357 personal drivers, 184 situational drivers, 185 in team decision making, 451 Credible communication, 461–462 Crisis decisions, 172 Critical path, 229 Critical thinking, 239, 265 Critical-incident technique, 337–338 Cross-cultural communication, 107, 128, 465–466 Cross-functional teams, 279, 436 CSR See Corporate social responsibility (CSR) Cultural awareness, 107, 124, 128, 131 Cultural intelligence, 121 Cultural relativism, 62 Cultural tightness-looseness, 123–124 Culture, defined, 120 Culture shock, 120 Customer organization structures, 275 Cyberspying, 222 D Dashboards, executive, 164–165 Data, defined, 163 Debt financing, 153 Decentralization, 287 Decentralized communication networks, 446 Decision-making process Ajax case, 174–175, 176, 177, 178, 179–180 in certain environments, 173 classical versus behavioral models, 178 conditions for, 173–174 creativity in, 183–185 defined, 174 errors and traps, 181 ethical, 64–67 and ethical reasoning, 180 programmed versus nonprogrammed decisions, 171–172 in risk environments, 173–174 steps in process, 175–180 in teams, 447–451 types of managerial decisions, 171–172 in uncertain environments, 174 Decisions, defined, 168 Deepwater Horizon oil spill, 204 www.downloadslide.net SI -3 SUBJECT INDEX Defensive CSR strategy, 76 Deficit principle, 41, 405 Delegation, 285–287 Demand legitimacy, 73 Democratic leadership style, 359 Demography, as key force in future of work, 204 Department heads, 15 Design thinking, 184 Destructive stress, 394 Differentiation strategy, 256–257, 258 Digital natives, 89 Directive leadership style, 362, 363 Discrimination defined, laws against, 325–326 in the workplace, 304–305 Dispute resolution managing conflict, 470–474 managing negotiation, 474–477 online, 477 third-party, 478 Disruptive activities, 446 Disruptive innovation, 96 Disseminators, managers as, 21 Distress See Destructive stress Distributed leadership, 445 Distributed teams, 438 Distribution alliances, 254 Distributive justice, 61 Distributive negotiation, 475 Disturbance handlers, managers as, 21 Diversification, 252 Diversity See Multiculturalism; Workforce, diversity Divestiture, 253 Divisional organization structures, 274–277 “Dogs,” 250, 251 Downsizing, 253 Drive, as leadership trait, 357 Dunkin’ Donuts, 267 Dysfunctional conflict, 470 E Early retirement incentive programs, 343 Earthquake, Japan, 91 Eco-capitalism, 160 Ecological fallacy, 125 Economic conditions, general environment, 87 Economic order quantity, 229 Effective communication, 461 Effective managers, 16 Effective negotiation, 475 Effective teams, 439–440 Efficient communication, 461 Electronic grapevine, 468 Electronic waste, 97 “Elsewhere class,” 221 Emoticons, 464, 467 Emotional conflict, 470 Emotional intelligence, 24, 367, 392 Emotional stability, as Big Five personality trait, 384 Emotions, 392 Employee assistance programs, 342 Employee benefits, 339–340, 342, 343 Employee engagement, 390 Employee stock ownership plans, 341 Employment trends, 390 Employment-at-will, 343 Empowerment, 269, 287, 292, 312, 356 Energy resources, as key force in future of work, 204 Engagement, 403, 427 Entrepreneurs attitudes and personal interests, 139–140 background, experiences, and interests, 140–141 characteristics, 139–140 managers as, 21 myths about, 139 Entrepreneurship classic versus serial, 137 defined, 137 firm life cycles, 150–151 necessity-based, 141 nonprofit, 137 social, 142–143 Environmental capital, 98 Environmental uncertainty, 93–94 Equal employment opportunity, 324–325 Equal Pay Act of 1963, 326, 327 Equity financing, 153–154 Equity sensitivity, 411 Equity theory of motivation, 409–411 Equity-based crowd funding, 154 ERG theory, 406–407, 421 Escalating commitment, 183 Escalation, 182, 183 Ethical behavior alternative views, 59–61 codes of conduct, 70 cultural issues, 61–63 defined, 58 determinants, 59 rationalizing lapses, 67–68 role of managers in workplace, 66 stages of moral development, 65 training in organizations, 69 whistleblowers, 70–71 Ethical dilemmas, 63–64, 65 Ethical frameworks, 64–65 Ethical imperialism, 62 Ethics alternative views, 59–61 as challenge of working today, 7–8 codes of conduct, 70 and decision-making process, 180 defined, 7–8, 58 impact of external environment on workplace, 66–67 impact of organizational culture on, 66 influences on decision making, 64–67 issue intensity, 65 maintaining high standards, 69–71 situational context, 65 workplace, 63–68 Ethics intensity, 65 Ethics self-governance, 77 Ethics training, 69 Ethnic subcultures, 303 Ethnocentrism, 120, 302, 466 Euro, 116 Eustress, 393–394 Evidence-based management, 49–50 E-waste, 97 Executive compensation, 90 Executive dashboards, 164–165 Existence needs, 406 Expatriates, 123 Expectancy, 412, 413, 414 Expectancy theory of motivation, 412–414 Expert power, 354 Exporting, 112 External control, 221, 222–223 External job recruitment, 329–330 Extinction, 418 Extraversion, as Big Five personality trait, 384, 385 F Fair trade, 111 Family and Medical Leave Act of 1993 (FMLA), 326 Family business feuds, 147 Family businesses, 145–147 Family-friendly benefits, 342 FarmVille, 134 Feedback, 468–469 Feedback controls, 219, 220–221 Feedforward controls, 219, 220 Figureheads, managers as, 21 Filtering, information, 463 Financial controls, 230–231 Financial ratios, 231 First-line-managers, 15 First-mover advantage, 137 Flat organization structures, 285 Flexibility, as leadership trait, 358 www.downloadslide.net Subject Index Flexible benefits, 342 Flexible working hours, 423 Flextime, 423 Focus strategy, 258 Focused cost leadership strategy, 258 Focused differentiation strategy, 258 Force-coercion strategies, 310–311 Forced distribution, 338 Forecasting, 203 Foreign Corrupt Practices Act (FCPA), 119 Foreign direct investment (FDI), 112 Foreign subsidiaries, 113 Formal groups, 435 Formal organization structure, 271 Framing error, 181 Franchises, 144 Franchising, 112 Free-agent economy, 4, 10 Freelancers, 424 Frustration regression principle, 407 Fukushima Daiichi nuclear power station, 91 Functional chimneys, 274, 436 Functional conflict, 470 Functional managers, 15 Functional organization structures, 273–274 Functional plans, 201 Functional silos problem See Functional chimneys Functional subcultures, 303 Functional-level strategy, 243 Fundamental attribution error, 380 G Gain-sharing plans, 39, 341 Gantt charts, 228 Gender See also Women; Workforce, diversity and comparable worth issue, 327 and leadership, 366–368 and motivation, 414 as subculture, 302–303 Gender similarities hypothesis, 366 Gender subcultures, 302–303 General environment, organizational defined, 86 economic conditions, 87 legal-political conditions, 88–89 natural environment conditions, 91–92 sociocultural conditions, 89–90 technological conditions, 90–91 General managers, 15, 22 Generation X, 39, 90, 422 Generation Y, 89, 90 Generational cohorts, 89, 90, 422 Generational subcultures, 302 Geographical organization structures, 275 Glass ceiling, defined, 304 Glass ceiling effect, 9, 141 Global corporations defined, 117 ethics challenges, 118–120 pros and cons, 117–118 types, 117 Global economy, 108, 109 Global management, 109–110 Global managers, 109–110, 113–116, 128 Global sourcing, 111 Global strategic alliances, 112–113 Global warming, 98 Globalization about, 6–7 as challenge of working today, 4, 6–7 creation of regional economic alliances, 115–116 defined, 6, 108 as key force in future of work, 204 World 3.0 as, 109 Globalization strategy, 254 Goal alignment, 208–209 Goal setting, 48, 207–208 Goals, defined, 195 Goal-setting theory of motivation, 414–415 Golden parachutes, 41 Graphic rating scales, 335 Great Place to Work Trust Index, 260 Green innovation, 98 Green jobs, 92 Greenfield ventures, 113 Group dynamics See Team process Groupthink, 450 Growth needs, 406 Growth strategies, 252 H Halo effects, 381 Hawthorne effect, 41 Hawthorne studies, 38, 40–41 Hersey-Blanchard situational leadership model, 361–362 Heuristics, 181 Hierarchy of goals, 208 Hierarchy of needs, 42, 405–406, 420 Hierarchy of objectives, 208 High-context cultures, 121 Honesty and integrity, as leadership trait, 358 Horizontal organization structures, 278–282 Hostile work environment, 326 Human capital, 322 Human needs, defined, 41, 404 Human relations leadership style, 359 Human resource management (HRM) defined, 322 legal environment, 324–328 major tasks, 323 strategic, 323–324 Human resource planning, 328–329 Human skills, 24 Human sustainability, 100 Hybrid automobiles, 174 Hygiene factors, 407 Hypercompetition, 248 I IBooks, C-14, C-25 Ideation, 184 IGeneration, 89 Immoral managers, 69 Importing, 112 Impression management, 383 Improvisational change, 310 Income statements, 230 Incremental change, 308 Independent contractors, 327–328 India call centers, 281 Cisco in, 206 privacy and censorship issues, 225 Tata Group, 6, 108, 117, 252 Individual character, 57, 81 Individualism, ethical view, 60, 61 Individualism versus collectivism, 125–126 Informal groups, 435 Informal organization structure, 271–272 Information, defined, 163 Information competency, 163 Information filtering, 463 Information technology, 166–167 Initial public offerings (IPOs), 154 Innovation defined, 94 disruptive, 96 as process, 95–96 reverse, 95 types, 94–95 Input standards, 226 Insourcing, 112 Instrumental values, 59 Instrumentality, 412, 413, 414 Integrative negotiation, 475 Integrity, 351, 355, 369, 373 Intellectual capital, Intellectual capital equation, Intellectual property, 7, 88, 113–114 Intelligence information See Business intelligence; Emotional intelligence Interactional justice, 61 SI-4 www.downloadslide.net SI -5 SUBJECT INDEX Intercultural competencies, 128 Intermittent reinforcement, 418 Internal control, 221, 222 Internal information, 166 Internal job recruitment, 329 International businesses coffee companies as, 110 common forms, 110–113 defined, 110 differences in legal and political systems, 113–114 Internet censorship, 89 Internet entrepreneurship, 145 Interviews, job, 332–333 Intuitive thinking, 169, 171 Inventory control, 229 Invictus (poem), 198 IPad, 94, 96, 111, 241, 250, C-24, C-25 IPhone, 94, 96, 111, 251, C-24, C-25 IPod, 94, 96, 111, 251, C-24 ISO certification, 48 Issue intensity, 65 Issue urgency, 73 J Japan tsunami, 91 Job analysis, 329 Job burnout, 394 Job characteristics model, 420–422 Job descriptions, 329 Job design, 419 Job enlargement, 420 Job enrichment, 420, 421–422 Job interviews, 327, 332–333 Job involvement, 390 Job migration, Job performance See Performance Job rotation, 334, 420 Job satisfaction, 388–391 Job sharing, 423 Job simplification, 419–420 Job specifications, 329 Job turnover, 390 Job-relevant knowledge, as leadership trait, 358 Jobs See also Recruitment, job alternative work schedules, 422–424 challenges of working today, 4, 9–10 role of social media history in recruitment, 68, 327, 467 role of technology, 4, talent as foundation, Johari window, 3, 29 Joint ventures, 112, 113 Justice, ethical view, 60–61 Just-in-time scheduling (JIT), 229 K Kindle, 94, 191, C-14 Knowledge management, 48–49 L Labor contracts, 344, C-26–C-27 Labor unions, 343–344 Lack-of-participation error, 179, 259 Laissez-faire leadership style, 359 Law of contingent reinforcement, 418 Law of effect, 417 Law of immediate reinforcement, 418 Leader-member exchange (LMX) theory, 364 Leaders behaviors, 358–359 Black, 358 charismatic, 366, 368 managers as, 21 ways to make decisions, 365 workers’ attitudes toward, 357 Leadership achievement-oriented style, 363 approaches to diversity, 305 authentic, 369–370 behaviors, 358–359 classic styles, 359 contingency approaches, 359–370 delegating style, 361 directive style, 362, 363 entrepreneurial versus strategic, 151 Ernst & Young example, 19–20 Fiedler contingency model, 359–361 as function of management, 17, 19–20, 352–353 and gender, 366–368 global, 20 Hersey-Blanchard situational model, 361–362 LMX theory, 364 participating style, 361, 362 participative style, 363 path-goal theory, 362–364 PepsiCo example, 19 personal development, 366–370 and power, 353–354 relationship-motivated style, 358, 360, 361 selling style, 361 servant, 355 substitutes for, 363 supportive style, 363 task-motivated style, 358, 360, 361 telling style, 361, 362 traits and behaviors, 357–359 and vision, 354–355 visionary, 354–355 Vroom-Jago model, 364–365 Leadership styles, 359 Leading, as function of management See Leadership Leaking pipeline problem, 304 Learning, defined, 23 Learning organizations, 49 Learning styles, 33, 53 Least-preferred coworker scale, 360 Legal-political conditions, general environment, 88–89 Legitimate power, 354 Leniency, 338 Leverage, 230 Liaisons, managers as, 21 Licensing agreements, 112 Lifelong learning, 23 Limited liability corporations (LLCs), 152–153 Line managers, 15 Line personnel, 288–289 Liquidation, 253 Liquidity, 230 Listening, 468 Little-C creativity, 183, 184 Locus of control, 182, 386 Long-term plans, 199 Loose cultures, 123–124 Lose-lose conflicts, 473 Lost (TV show), 436 Low-context cultures, 121 Luck, 386 M Machiavellianism, 386–387 Macintosh, 96, C-24, C-25 Maintenance activities, 445 Management 3.0, 89 Management by exception, 226–227 Management by objectives (MBO), 209 Management development, 334 Management information systems, 164 Management process, 17–22 See also Controlling, as function of management; Leadership, as function of management; Organizing, as function of management; Planning, as function of management Managers about, 13–17 accountability, 15–16 as agenda setters, 22 amoral, 69 common job titles, 14 defined, 14 effective, 16 essential skills, 23–24 functional, 15 general, 15 www.downloadslide.net Subject Index global, 109–110, 113–116, 128 levels, 14–15 line versus staff, 15 middle, 15, 16 as problem solvers, 168–169 role in ethical workplace, 66 top, 14–15.16 types, 15 worker views, 408 Managing diversity, 305 Manufacturing, and global sourcing, 111–112 Market control, 223–224 Masculinity versus femininity, 126 Matrix organization structures, 277–278 Mechanistic organization designs, 284 Mediation, 478 Meetings, 434–435, 437, 450 Mentoring, 334 Merit pay, 340–341 Microcredit lending, 95, 136–137 Middle managers, 15, 16 Millennials, 39, 89, 90, 279, 422, 463 Minorities, as entrepreneurs, 141, 142 See also Workforce, diversity Mission, 245 Mixed messages, 465 Mompreneurs, 136 Monitors, managers as, 21 Monochronic cultures, 121–122 Mood contagion, 392 Moods, 392–393 Moral absolutism, 62 Moral development See Ethics Moral leadership, 369 Moral managers, 69 Moral overconfidence, 369 Moral rights ethical view, 60, 61 Most favored nation status, 114 Motion study, 36 Motivation acquired needs theory, 408–409 defined, 404 equity theory, 409–411 ERG theory, 406–407 and gender, 414 generational differences, 422 hierarchy of needs theory, 405–406 as leadership trait, 358 needs theories, 404–409 process theories, 409–416 two-factor theory, 407–408, 421 Mount Everest, 179 Multicultural organizations, 301–302 Multiculturalism, 301 Multidimensional thinking, 170 Multidomestic strategy, 254 Multinational corporations (MNCs), 117 Multinational enterprises (MNEs), 117 Multiperson comparisons, 338 Multitasking, 436–437 Myers-Briggs Type Indicator, 385 N National cultures, 124–126 National Labor Relations Act of 1935, 344 National subcultures, 303 Natural capital, 98 Natural environment conditions, general environment, 91–92 Necessity-based entrepreneurship, 141 Need for achievement, 408 Need for affiliation, 409 Need for power, 408–409 Needs defined, 41, 404 lower-order versus higher-order, 405 motivational theories, 404–409 Negative reinforcement, 417–418 Negotiation, 474–476 Negotiators, managers as, 21 Network structures, 280–281 Networking, 22 New ventures, 149–154 See also Entrepreneurship Nike, 94, 110, 218, 293 Nobel Peace Prize, 89 Noise, defined, 463 Nominal group technique, 451 Nonprogrammed decisions, 171–172 Nontariff barriers, 114 Nonverbal communication, 464–465 Normative control, 223 Normative-reductive strategies, 312 Norms, 444 O Objectives, defined, 195, 246 Observable cultures, 298–299 Obstructionist CSR strategy, 76 Occupational Health and Safety Act of 1970, 326 Occupational subcultures, 303 The Office (TV show), 324 Office romances, 201 Offshoring, 87 Oligopoly, 248 Ombudsperson, 478 Online dispute resolution, 477 Open book management, 467 Open systems, 11 Openness to experience, as Big Five personality trait, 384, 385 SI-6 Operant conditioning, 417 Operating objectives, 246 Operational plans, 201 Optimizing decisions, 178 Organic organization designs, 284–285 Organization charts, 271 Organization structures defined, 271 divisional, 274–277 formal versus informal, 271–272 functional, 273–274 horizontal, 278–282 traditional, 272–278 Organizational behavior, defined, 38 Organizational change about, 13, 305–306 bottom-up, 307–308 hidden agendas in, 306 incremental versus transformational, 308 leadership models, 306–308 resistance to, 312–314 strategies, 310–312 top-down, 307 Organizational citizenship, 391 Organizational commitment, 390 Organizational culture defined, 246, 296 diversity issues, 303–305 and human resource management, 324 observable, 298–299 strong, 297 types, 297 Organizational designs bureaucratic, 283–284 defined, 283 mechanistic, 284 organic, 284–285 in schools, 288 trends in, 285–289 Organizational subcultures defined, 302 ethnic, 303 functional, 303 gender, 302–303 generational, 302 national, 303 occupational, 303 Organizations about, 11–13 assessing performance, 12–13 changing nature, 13, 305–314 as communities, 39 defined, 11 general environment, 86–92 impact of culture and values on workplace ethics, 66 innovation in, 94–97 as networks of teams, 435 as open systems, 46–47 pyramid structure, 15–16, 17 www.downloadslide.net SI -7 SUBJECT INDEX Organizations (continued) as systems, 11–12, 46–47 task environment, 92–94 types of plans, 198–202 Organizing, as function of management, 17, 18–19, 270, 271–272 Orientation, 334 Output standards, 224–225 Outsourcing, 254, 255, 280, 281 Over-reward inequity, 410 P P’s of organizational performance, 73, 98 Participative leadership style, 361, 362, 363 Participatory planning, 209 Partnerships, 152 Part-time workers, 327–328, 424 Patch Adams (movie), 287 Patents, 88 Path-goal leadership theory, 362–364 Perception defined, 379 selective, 382 tendencies and distortions, 381–383 Perception management, as intercultural competency, 128 Performance and job satisfaction, 391 managerial, 15–16 organizational, 12–13 Performance appraisals behavior-based, 336–338 defined, 335 racial bias in, 336 results-based, 338 360-degree, 338 trait-based, 335 Performance coaching, 335 Performance effectiveness, 12 Performance efficiency, 13 Performance management systems, 335 Performance opportunity, 168 Performance reviews, 469 Performance threats, 168 Permatemps, 328 Personal goal setting, 48 Personal integrity, 351, 355, 369, 373 Personal power, 354, 409 Personal wellness, 395 Personality, 383, 384–385 Personality testing, 384 Person-job fit, 323 Person-organization fit, 323 Persuasive communication, 461 Planned change, 308–310 Planning basic steps in process, 195 benefits, 196–197 calendar-driven, 200 contingency, 203–204 defined, 18, 194 as function of management, 17, 18, 194 importance, 194–195 involvement in, 209–210 participation in, 209–210 scenario, 204–206 by staff planners, 206 and time management, 197–198 tools and techniques, 203–207 Plans defined, 195 functional, 201 long-range, 199 operational, 201 short-range, 199 strategic, 200 tactical, 201 types used by managers, 198–202 Pluralism, 301 Policies, 201 Political risk, 114 Political-risk analysis, 114 Ponzi schemes, 67 Portfolio planning model, 249–250 Position power, 353–354, 360 Positive reinforcement, 417, 418–419, 420 Power as acquired need, 408–409 defined, 353 expert, 354 and leadership, 353–354 legitimate, 354 personal, 354 personal versus social, 409 position, 353–354, 360 referent, 354 Power distance, 125 Pregnancy Discrimination Act of 1978, 326 Prejudice, See also Discrimination Presidents, as top managers, 14 Price fixing, 66–67 Principled negotiation, 475 Privacy, 467–468 Proactive CSR strategy, 76–77 Problem avoiders, 168 Problem seeking, 168–169 Problem solving, 162, 168–169 Procedural justice, 60–61 Procedures, 202 Process innovation, 94 Process organization structures, 276 Product innovation, 94 Product organization structures, 275 Productivity, 12 Profit sharing, 39 Profitability, 230 Profit-sharing plans, 341 Programmed decisions, 171 Progression principle, 42, 405 Project management, 228 Project teams, 279, 436 Projection, 382–383 Projection errors, 383 Projects, 228 Protectionism, 114, 115 Prototyping, 184 Proxemics, 122, 469–470 Psychological contracts, 379–380 Public information, 165 Punishment, 418, 419 Pyramids, organizational, 15, 17 Q Quality management, 47 Quality of work life (QWL), 16 Quantitative analysis, 45–46 “Question Marks,” 250–251 R Rally car racing, C-35 Rank ordering, 338 Ratings See Performance appraisals Rational persuasion strategies, 311–312 Ratios, financial, 231 Realistic job previews, 330 Recency bias, 337 Recruitment, job and conscientiousness, 321 external versus internal, 329–330 personality testing, 384 realistic job previews, 330 role of social media history, 68, 327, 467 selection techniques, 331–333 traditional, 330 Referent power, 354 Refreezing, 309–310 Regional economic alliances, 115–116 Reinforcement theory of motivation, 417–419 Relatedness needs, 406 Relationship goals, 475 Relationship management, as intercultural competency, 128 Reliability, 331 Representativeness bias, 181–182 Reshoring, 87 Resiliency, 217, 235 Resource allocators, managers as, 21 Restating financial performance, 232 Results-based performance appraisals, 338 Résumés, 333 Retirement, 343 www.downloadslide.net Subject Index Retrenchment and restructuring strategies, 253–254 Reusable packaging, 160 Reward power, 353 Risk environments, 173–174 Risk taking, 85, 103 S Sarbanes-Oxley Act of 2002, 66, 77, 223 Satisfaction See Job satisfaction Satisficing decisions, 178 Satisfier factors, 407 Saudi Arabia, 120 Scenario planning, 204–206 Schools, organizational design in, 288 Scientific management, 34, 35–36 Selective perception, 382 Self-management, as intercultural competency, 128 Self-awareness, 3, 29 Self-confidence, 161, 189, 357 Self-control, 221–222 Self-efficacy theory of motivation, 415–416, 420 Self-fulfilling prophecies, 44 Self-management, 10, 135, 153, 157 Self-managing work teams, 436–437 Self-monitoring, 387 Self-serving bias, 380 Selling leadership style, 361, 362 Sensation feelers, 171 Sensation thinkers, 171 Serial entrepreneurs, 137 Servant leadership, 355–356 Sexual harassment, 201–202, 222–223, 304, 326 Shamrock organizations, 10 Shaping, 418 Shared power strategies, 312, 313 Shared values, 75–76 Shark Tank (TV show), 153 Short-term plans, 199 Silent languages, 121–122 Situational interviews, 332 Skills, 23–24 Slumdog Millionaire (movie), 153 Small Business Development Centers (SBDCs), 149 Small businesses defined, 144 developing, 149 reasons for failure, 147–148 starting, 144–145 Smartphones, 91 Social business innovation, 95 Social capital, 22, 460 Social enterprises, 142 Social entrepreneurship, 43, 142–143 Social learning theory See Self-efficacy theory Social loafing, 433, 434 Social media, role in organizations, 68, 90–91, 165–166, 327, 330, 467–468 The Social Network (movie), 70, C-37 Social network analysis, 272 Social power, 409 Social responsibility, 71–77 Social responsibility audits, 76 Social values, 276 Socialization, 297, 334 Society, as key force in future of work, 204 Sociocultural conditions, general environment, 89–90 Socioeconomic view of CSR, 75 Soft drink industry, 258 Sole proprietorship, 152 Space design, 469–470 Span of control, 285 Specific environment, 92 Spokespersons, managers as, 21 Spotlight questions, 180 Staff managers, 15 Staff positions, 288–289 Stakeholder power, 73, 74 Stakeholders defined, 73, 92, 245 legitimacy of demands, 73, 74 managers as stewards of interests, 77 prioritizing, 74 urgency of issues, 73, 74 and value creation, 92–93 “Stars,” 250 Startups, 145 Steering controls, 220 Stereotypes, 381 Stewardship, 72–73, 77, 146 Stock options, 341 Strategic alliances, 112–113, 254, 280–281 Strategic analysis, 244–249 Strategic business units (SBUs), 243 Strategic control, 259 Strategic human resource management, 323–324 Strategic intent, 241 Strategic leadership, 261 Strategic management, 243–244 Strategic opportunism, 170 Strategic plans, 200 Strategies, 241 Strategy formulation, 244 Strategy implementation, 244 Stress, 393–394 Stressors, 393 Stretch goals, 195 Structured problems, 171 Subcultures See Organizational subcultures SI-8 Subgroups, 441, 447 Substance goals, 475 Substantive conflict, 470 Substitutes for leadership, 363 Subsystems, 46 Succession plans, 147 Succession problems, 147 Sunk-cost fallacy, 183 Supervisors, 15 Supplier alliances, 254, 280–281 Supportive leadership style, 363 Sustainability, 71, 76, 97–100, 160 Sustainable businesses, 98–99 Sustainable competitive advantage, 241 Sustainable development, 98 Sustainable innovation, 98 Sweatshops, 120 SWOT analysis, 246–247 Synergy, 433 Systematic thinking, 169 Systems, defined, 46–47 T Tactical plans, 201 Taft-Hartley Act, 344 Tall organization structures, 285 Tariffs, 114 Task activities, 445 Task environment, 92 Task forces, 436 Team building, 438–439 Team contributions, 431, 455 Team diversity, 440–441 Team Effectiveness Equation, 440 Team leaders, 15, 17 Team organization structures, 279–280 Team process, 442 Teams communication networks for, 446–447 creativity in decision making, 451 cross-functional, 279, 436 decision making, 447–451 defined, 432 developing norms, 444 disbanding, 443–444 input characteristics, 440–442 managing cohesiveness, 444–445 optimum size, 442 project, 279 role in organizations, 435 stages of development, 442–444 task versus maintenance roles, 445–446 temporary, 436 Teamwork, 432, 433–435 Tech IQ, Technical skills, defined, 23 www.downloadslide.net SI -9 SUBJECT INDEX Technological competency, 163 Technological conditions, general environment, 90–91 Technology, as key force in future of work, 4, 6, 204 Telecommuting, 423, 424 Temporary workers, 328, 424 Terminal values, 59 Termination, 343 Theory X, 38, 42–44 Theory Y, 38, 42–44 360-degree appraisals, 338 Tight cultures, 123 Time management, 193, 197–198, 213 Time orientation, 126 Time study, 35 See also Scientific management Tolerance for ambiguity, 295, 317 Top managers, 14–15, 16, 357 Top-down change, 307, 313 Total quality management (TQM), 47 Toy Story (movie), 96 Traditional job recruitment, 330 Training, 334 Trait-based performance appraisals, 335 Transformational change, 308 Transformational leadership, 366 Transforming Leadership (Burns), 369 Transnational corporations, 117 Transnational strategy, 254 Triple bottom line, 73, 98 Trustees See Boards of directors T-shirt, as global economy example, 109 Tsunami, Japan, 91 Turnaround, 253 Turnover, 390 Two-factor theory of motivation, 407–408 Two-tier wage contracts, 349, C-26–C-27 Type A personality, 387, 393 U U.N Global compact, 72 Uncertain environments, 93–94, 174 Underemployment, 342 Under-reward inequity, 411 Unethical behavior, rationalizing, 67–68 Unfreezing, 308–309 Universal Declaration of Human Rights, 60 Unstructured interviews, 332 Unstructured problems, 171 Upcycling, 160 Upside-down pyramids, 17 U.S Airways Flight 1549, 170 U.S Foreign Corrupt Practices Act, 67 Utilitarian ethical view, 60, 61 V Valence, 412, 413, 414 Validity, 331 Value-based management, 300 Values, defined, 59 See also Core values Venture capitalists, 154 Vertical integration, 252 Vice presidents, as top managers, 14 Video games, as decision-making tool, 170 Virtual offices, 423 Virtual organizations, 282 Virtual teams, 438 Virtuous circle, 75–76 Vision, 200, 354 Visionary leadership, 354–355 Volunteer work, 42 Vroom-Jago leader-participation model, 364–365 Wellness, 395 Whistleblowers, 70–71 Win-lose conflicts, 473 Win-win conflicts, 473 Withdrawal behaviors, 389–390 Women See also Gender on corporate boards, 260, 302 as entrepreneurs, 141 as Nobel Peace Prize winners, 89 and workforce diversity, 9, 302–303 Work processes, 276 Work sampling, 333 Workforce alternative work schedules, 422–424 attitudes toward leaders and top managers, 357 benefits, 339–340, 342, 343 compensation, 339–342 differences across generational cohorts, 89, 90, 302, 422 diversity, 9, 10, 227, 303–305 employment contradictions, 10 hiring, 328–333 lack of job alternatives, 88 online diversionary pastimes, 91 orientation, 334 performance management, 335–338 retention, 343 socialization, 334 talent as foundation, training and development, 334 Work-life balance, 136, 222, 303, 320, 339 Workplace privacy, 328 Workplace rage, 394 Workplace spirituality, 301 World 3.0, 108–109 Wrongful discharge, 343 W Z Wagner Act, 344 Web-based business models, 145 Zero-based budgets, 202 www.downloadslide.net www.downloadslide.net Wisdom Insight Learning From Others Learning About Yourself Smart People Create Their Own Futures There Are Many Pathways to Goal Achievement Everyone Gains When Our Planet Is a Priority A Keen Eye Will Spot Lots of Opportunities Globalization Makes Businesses World Travelers Entrepreneurs Are Changing Our World Decisions Turn Potential into Achievement Think Now and Embrace the Future Control Leaves No Room for Complacency 10 Passion and Values Make for Strategic Success Critical Thinking 11 It’s All About How You Put the Pieces Together Empowerment 12 Healthy Living Sets a Positive Tone 13 Great Employers Respect Diversity and Value People 14 Leaders Provide the Roadmaps 15 There Are Personalities Behind Those Faces 16 Great Employers Bring Out the Best in Us 17 The Beauty Is in the Teamwork 18 Impact Is Just a Tweet Away Self-Awareness Learning Style Individual Character Risk Taking Cultural Awareness Self-Management Self-Confidence Time Management Resiliency Tolerance for Ambiguity Conscientiousness Integrity Ambition Engagement Team Contributions Communication and Networking www.downloadslide.net Brief Contents Part One Management Part Two Environment Part Three Planning and Controlling Part Four Organizing Part Five Leading Management Cases for Critical Thinking Introducing Management 2 Management Learning Past to Present 32 Ethics and Social Responsibility 56 Environment, Innovation, and Sustainability 84 Global Management and Cultural Diversity 106 Entrepreneurship and New Ventures 134 Information and Decision Making 160 Planning Processes and Techniques 192 Control Processes and Systems 216 10 Strategy and Strategic Management 238 11 Organization Structures and Design 268 12 Organization Culture and Change 294 13 Human Resource Management 320 14 Leading and Leadership Development 350 15 Individual Behavior 376 16 Motivation Theory and Practice 402 17 Teams and Teamwork 430 18 Communication and Collaboration 458 Chapter Cases C-1 Self-Test Answers AN-1 Glossary G-1 Endnotes EN-1 Organizational Index OI-1 Name Index NI-1 Subject Index SI-1 www.downloadslide.net ETHICS ON THE LINE Access to Coke’s Secret Formula Is a Tantalizer CEO Golden Parachutes Fly in Face of Public Outrage Your Social Media History Might Be a Job Hurdle Offshore E-Waste Graveyards Bury a Problem When Nationalism Meets Protectionism, Who Wins? Entrepreneurship Meets Caring Capitalism Meets Big Business Climber Left to Die on Mt Everest What Really Works When Fighting World Poverty? Firms Find Global Traveling Rough on Privacy and Censorship Life and Death at an Outsourcing Factory Flattened into Exhaustion Hidden Agendas in Organizational Change Are Employers Checking Your Facebook Page? Would You Put Your Boss Above Your Organization? Is Personality Testing in Your Future? Information Goldmine Creates Equity Dilemma Social Loafing Is Getting in the Way Blogging Is Easy, But Bloggers Should Beware FACTS FOR ANALYSIS Employment Contradictions in Workforce Diversity Generations Differ When Rating Their Bosses Behavior of Managers Key to Ethical Workplace Workers May Be Unhappy, But They Aren’t Changing Jobs Corruption and Bribes Haunt Global Business Minority Entrepreneurs Lead the Way Intelligent Enterprises Show How to Win with Data Policies on Office Romances Vary Widely Corporate Thieves Thrive on Sticky Hands and Cyberheists Wage and Benefits as a Competitive Issue in the Auto Industry Bosses May Be Overestimating Their Managing Skills Organization Cultures Must Face Up to Emerging Work–Life Trends Underemployment Affects One-fifth of U.S Workers Workers Report Shortcomings of Managers Job Satisfaction Trends Gender Differences in Motivation Unproductive Meetings Are Major Time Wasters Performance Reviews Get Increasing Scrutiny RESEARCH BRIEF Worldwide Study Identifies Success Factors in Global Leadership Setting Personal Goals Improves Academic Performance Prioritizing Stakeholders for Organizational Action Generations Show Differences on Important Values Personality Traits, Behavioral Competencies, and Expatriate Effectiveness Do Founders of New Ventures Take Less Compensation than Other Senior Managers in Their Firms? Escalation Increases Risk of Unethical Decisions You’ve Got to Move Beyond Planning by the Calendar Restating Corporate Financial Performance Foreshadows Significant Executive Turnover Female Directors on Corporate Boards Linked with Positive Management Practices Making Schools Work Better with Organizational Design Top Management Must Get—and Stay—Committed for Shared Power to Work in Tandem with Top-Down Change Racial Bias May Exist in Supervisor Ratings of Workers Charismatic Leaders Display Positive Emotions That Followers Find Contagious Business Students More Satisfied with Lives Perform Better Generational Differences in Work Values Demographic Faultlines Pose Implications for Managing Teams Words Affect Outcomes in Online Dispute Resolution FOLLOW THE STORY Indra Nooyi Pushes Pepsi Toward Responsibility and Sustainability Former Microsoft Executive Finds Fulfillment Fighting Illiteracy Business School Students Challenged to Serve the Greater Good Disruptive Innovation the Steve Jobs Way (1955–2011) Wal-Mart Holds a Chinese Tiger by the Tail Entrepreneurs Find Rural Setting Fuels Solar Power No at Facebook a Good Fit for Sheryl Sandberg Don Thompson Sets Goals for Winning Role at McDonald’s Roger Ferguson Provides Strategic Leadership for Retirement Security Ursula Burns Sets Strategic Directions for Xerox Dancing Deer Baking Sweetens Growth with Values Alan Mulally Makes His Mark on Ford’s Culture Tony Hsieh Taps HRM to Keep Zappos One Step Ahead Educator’s Leadership Turns Vision into Inspiration Little Things Are Big Things at Life Is Good The King of Coffee Brews for Engagement Teams and Teamwork Help Put the Lift into Boeing’s New Planes The Limited’s Linda Heasley Gives Others Reasons to Work with Her www.downloadslide.net Further Reflection Self-Assessment Self-Awareness Learning Style Individual Character Risk Taking Cultural Awareness Self-Management Self-Confidence Time Management Resiliency Critical Thinking Empowerment Tolerance for Ambiguity Conscientiousness Integrity Ambition Engagement Team Contributions Communication and Networking Career Readiness Managerial Assumptions Terminal Values Tolerance for Ambiguity Global Intelligence Entrepreneurial Orientation Inventory Cognitive Style Time Management Profile Internal/External Control Intuitive Ability Empowering Others Change Leadership IQ Performance Appraisal Assumptions Least-Preferred Coworker Scale Internal/External Control Student Engagement Survey Team Leader Skills Conflict Management Strategies Team Exercises My Best Manager Evidence-Based Management Quiz Confronting Ethical Dilemmas Organizational Commitment to Sustainability Scorecard American Football Entrepreneurs Among Us Lost at Sea The Future Workplace After-Meeting/Project Remorse Strategic Scenarios Designing a Network University Force-Field Analysis Upward Appraisal Leading by Participation Job Satisfaction Preferences Why We Work Work Team Dynamics Feedback Sensitivities Case Studies Trader Joe’s—Keeping a Cool Edge Zara International—Fashion at the Speed of Light Patagonia—Leading a Green Revolution Timberland—From Bootmaker to Earthkeeper Harley-Davidson—Style and Strategy Have a Global Reach In-N-Out Burger—Building a Better Burger Amazon.com—One E-Store to Rule Them All Walgreens—Staying One Step Ahead Electronic Arts—Inside Fantasy Sports Dunkin’ Donuts—Betting Dollars on Donuts Nike—Spreading Out to Win the Race Apple Inc.—People and Design Create the Future Two-Tier Wages—Same Job, Different Pay Zappos—They Did It with Humor Panera Bread—Growing a Company with Personality SAS—Success Starts on the Inside Auto Racing—When the Driver Takes a Back Seat Facebook—Making the World More Open ... managerial work LEARNING CHECK LEARNING CHECK LEARNING CHECK LEARNING CHECK LEARNING CHECK Welcome to Management 12/e and its themes of personal development and career readiness We live and work in... Motivation Theory and Practice, Teams and Teamwork, and Communication and Collaboration Learning Model Management 12e is written with a learning model that helps students read, study, reflect, and use... Part 1: Management Three chapters introducing management in terms of present-day dynamics and historical foundations—Introducing Management, Management Learning Past to Present, and Ethics and Social