Management : Challenges for Tomorrow's Leaders (4TH)

Management : Challenges for Tomorrow's Leaders (4TH)

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  • 言語 ENG
  • 商品コード 9780324155570
  • DDC分類 658

Full Description


Managementthe function and role of management in today's organization, presenting current theory, trends, and influences on today's managers and organizations. The text balances theory and practice, providing numerous applications for students to better understand how management concepts are applied. The primary theme of the fourth edition is the role and importance of leadership in today's organization. Throughout the text are discussions and highlighted examples of the impact of leadership and how organizations diffuse responsibility through every level of an organization.

Table of Contents

  PART 1 MEETING THE CHALLENGES OF THE 21ST        1  (112)
CENTURY
Management and Managers: Yesterday, Today, 2 (40)
and Tomorrow
Facing the Challenge: Southwest 4 (1)
Airlines: Surviving the Turbulence in
the Airline Industry
Introduction 4 (1)
Management and Why We Study It 5 (2)
Management Defined 5 (1)
The Organizational Context of Management 6 (1)
The Process of Management 6 (1)
Planning 6 (1)
Organizing 6 (1)
Leading 7 (1)
Controlling 7 (1)
What We Know About Managers 7 (8)
Managerial Roles 8 (1)
Interpersonal Roles 8 (1)
Informational Roles 9 (1)
Decisional Roles 9 (1)
Scope and Levels of Managers 10 (1)
Scope of Responsibility 10 (1)
Levels of Management 10 (4)
Leaders in Action: Flying High at 14 (1)
Southwest Airlines
Managing in the 21st Century 15 (13)
Environmental Trends 17 (1)
Advances in Information Technology 17 (2)
Globalization of the Marketplace 19 (1)
At the Forefront: One Sweet World: 20 (1)
Wal-Mart's Global Strategy for Super
Growth
Increasing Predominance of 20 (1)
Entrepreneurial Firms
The Growing Importance of Intellectual 21 (2)
Capital
Organizational Changes 23 (1)
A New Model of Leadership 23 (2)
From Hierarchy to Collaborative Work 25 (2)
Relationships
Increasing Diversity in the Workplace 27 (1)
A New Organizational Model 27 (1)
The Contemporary Manager 28 (3)
The New Manager Profile 29 (1)
Competencies of Tomorrow's Managers and 29 (2)
Leaders
Implications for Leaders 31 (2)
Now Apply It: Are You Ready to Lead in 32 (1)
the 21st Century?
Meeting the Challenge: Southwest 32 (1)
Airlines: Surviving the Turbulence in
the Airline Industry
Summary 33 (1)
Review Questions 34 (1)
Discussion Questions 34 (1)
Thinking Critically: Debate the Issue 34 (1)
Experiential Exercises 35 (1)
Capturing the Power of Information 36 (1)
Technology
Ethics: Take a Stand 36 (1)
Video Case Management and Managers: 37 (2)
On-Target Supply and Logistics
Case A Day in the Life of Lindsey Clarke 39 (3)
Evolution of Management Thought 42 (34)
Facing the Challenge: For UPS the Old 44 (1)
Practices Don't Always Fit in the New
Era
Introduction 44 (1)
Environmental Factors Influencing 45 (3)
Management Thought
Economic Influences 45 (1)
Social Influences 45 (1)
Political Influences 46 (1)
Technological Influences 47 (1)
Global Influences 47 (1)
Schools of Management Thought 48 (15)
Classical Perspective 48 (1)
Scientific Management 49 (2)
Administrative Management 51 (2)
Bureaucratic Management 53 (2)
Behavioral Perspective 55 (1)
Leaders in Action: Crisis Management at 56 (1)
UPS
Mary Parker Follett 56 (1)
Elton Mayo 57 (1)
Douglas McGregor 57 (1)
Chester Barnard 58 (1)
Now Apply It: Theory X and Theory Y 59 (1)
Quantitative Perspective 59 (1)
Systems Perspective 60 (2)
Contingency Perspective 62 (1)
Information Technology and Management 63 (2)
Style
Future Issues: Diversity, Globalization, 65 (2)
and Quality
At the Forefront: Changing Style Keeps 66 (1)
Harley-Davidson Rolling
Implications for Leaders 67 (2)
Meeting the Challenge: For UPS the Old 68 (1)
Practices Don't Always Fit in the New
Era
Summary 69 (1)
Review Questions 69 (1)
Discussion Questions 70 (1)
Thinking Critically: Debate the Issue 70 (1)
Experiential Exercises 70 (1)
Capturing the Power of Information 71 (1)
Technology
Ethics: Take a Stand 71 (1)
Video Case Evolution of Management 72 (2)
Thought: Sunshine Cleaning Systems, JIAN,
and Archway Cookies
Case Growing Green Changes Its Management 74 (2)
Style
Social Responsibility and Ethics 76 (37)
Facing the Challenge: The Rise and Fall 78 (1)
and Rise of Paul Wieand: A Leader's
Journey
Introduction 78 (1)
Organizational Stakeholders in a Global 79 (1)
Environment
Social Responsibility 80 (8)
The Premises of the Social 80 (1)
Responsibility Debate
The Three Perspectives of Social 81 (1)
Responsibility
Economic Responsibility 82 (1)
Public Responsibility 82 (1)
Social Responsiveness 83 (1)
The Four Faces of Social Responsibility 84 (1)
Social Responsibility Strategies 85 (1)
Reaction 86 (1)
Defense 86 (1)
Accommodation 87 (1)
Proaction 87 (1)
Social Responsibility in the New Millenium 88 (3)
At the Forefront: Social Entrepreneurs 89 (2)
Ethics 91 (13)
Understanding Business Ethics 91 (1)
Foundations of Ethics 92 (1)
Leaders in Action: Honesty Is the Best 93 (1)
Policy
Business Ethics 94 (1)
Pressures to Perform 94 (2)
Managerial Guidelines for Ethical 96 (1)
Dilemmas
Utility Approach 96 (1)
Human Rights Approach 97 (1)
Justice Approach 97 (1)
Fostering Improved Business Ethics 98 (1)
Codes of Ethics 99 (2)
Ethics Training Programs 101(1)
Whistleblowing 102(2)
Implications for Leaders 104(1)
Now Apply It: Ethics in the Workplace 104(1)
Meeting the Challenge: The Rise and 105(1)
Fall and Rise of Paul Wieand: A
Leader's Journey
Summary 105(1)
Review Questions 106(1)
Discussion Questions 106(1)
Thinking Critically: Debate the Issue 107(1)
Experiential Exercises 107(1)
Capturing the Power of Information 108(1)
Technology
Ethics: Take a Stand 108(1)
Video Case Social Responsibility and 109(2)
Ethics: Timberland
Case Ford Motor Company Announces Major 111(2)
Restructuring
PART 2 PLANNING CHALLENGES IN THE 21ST CENTURY 113(130)
Planning in the Contemporary Organization 114(32)
Facing the Challenge: Home Depot's 116(1)
``Mr. Fix-It'' Focuses on the Future
Introduction 116(1)
Managerial Planning 116(8)
What Is Planning? 117(1)
Why Should Managers Plan? 117(1)
Benefits of Planning 118(2)
Costs of Planning 120(1)
At the Forefront: Strategic Human 121(1)
Resource Management: Maintaining a
Competitive Edge in the Global
Marketplace
Where Should Planning Begin? 122(2)
Strategic Versus Operational Planning 124(10)
Strategic Planning 124(1)
Levels of Strategic Planning 124(3)
Customizing the Strategic Planning 127(1)
Process
Operational Planning 127(1)
Standing Plans 128(2)
Single-Use Plans 130(1)
Individual Plans 131(3)
Contingency Planning for Changing 134(1)
Environments
Leaders in Action: GM's First Ever CIO 135(1)
Is Betting on Technology as a Strategic
Advantage
The Impact of Information Technology on 135(1)
Planning
Facilitating the Planning Process 136(2)
Barriers to Effective Planning 136(1)
Demands on the Manager's Time 136(1)
Ambiguous and Uncertain Operating 136(1)
Environments
Resistance to Change 136(1)
Overcoming the Barriers to Planning 137(1)
Involve Employees in Decision Making 137(1)
Tolerate a Diversity of Views 137(1)
Encourage Strategic Thinking 137(1)
Implications for Leaders 138(1)
Meeting the Challenge: Home Depot's 138(1)
``Mr. Fix-It'' Focuses on the Future
Summary 139(1)
Review Questions 139(1)
Discussion Questions 140(1)
Thinking Critically: Debate the Issue 140(1)
Experiential Exercises 140(1)
Capturing the Power of Information 141(1)
Technology
Ethics: Take a Stand 141(1)
Video Case Planning in the Contemporary 142(2)
Organization: The Vermont Teddy Bear
Company, Inc.
Case TIX4U.com 144(2)
Strategic Planning in a Global Environment 146(34)
Facing the Challenge: FedEx and UPS: A 148(1)
Strategic Alliance for the Future
Introduction 148(1)
The Importance of Strategic Planning 149(2)
The Benefits of Strategic Planning 149(1)
Strategic Planning as a Process 150(1)
Strategic Analysis: Assessment in a 151(8)
Global Environment
Assessing the Mission of an Organization 152(1)
Conducting an Internal Analysis 152(1)
Conducting an External Environmental 153(1)
Analysis
General Environment 154(3)
Task Environment 157(2)
Strategy Formulation: Achieving a 159(7)
Competitive Advantage
Casting the Vision for the Organization 160(1)
Setting Strategic Goals 160(1)
Now Apply It: Developing a Vision 161(1)
Statement
Identifying Strategic Alternatives 162(1)
Grand Strategies 162(2)
Generic Strategy 164(1)
Evaluating and Choosing Strategy 165(1)
Strategy Implementation: Focusing on 166(4)
Results
Formulating Functional Strategy 166(1)
Institutionalizing Strategy 166(1)
Organizational Structure 167(1)
Organizational Culture 168(1)
Organizational Leadership 169(1)
Strategic Control: Ensuring Quality and 170(1)
Effectiveness
Feedforward Controls 170(1)
Feedback Controls 170(1)
Information Technology and Strategic 171(1)
Planning
Leaders in Action: DuPont: Harnessing 171(1)
the Power of Partnerships
Implications for Leaders 172(1)
Meeting the Challenge: FedEx and UPS: A 173(1)
Strategic Alliance for the Future
Summary 173(1)
Review Questions 174(1)
Discussion Questions 174(1)
Thinking Critically: Debate the Issue 175(1)
Experiential Exercises 175(1)
Capturing the Power of Information 175(1)
Technology
Ethics: Take a Stand 176(1)
Video Case Strategic Planning in a Global 176(2)
Environment: Kropf Fruit Company
Case Developing a Strategic Plan for the 178(2)
Center City Club
Effective Managerial Decision Making 180(28)
Facing the Challenge: Gaylord 182(1)
Entertainment Faces Some Tough Decisions
Introduction 182(1)
Steps in the Decision-Making Process 182(7)
Now Apply It: Assessing Your 183(1)
Decision-Making Skills
Identifying Opportunities and 184(1)
Diagnosing Problems
At the Forefront: BP Connects with the 185(1)
Future
Identifying Objectives 186(1)
Generating Alternatives 186(1)
Evaluating Alternatives 187(1)
Reaching Decisions 187(1)
Choosing Implementation Strategies 187(1)
Monitoring and Evaluating 188(1)
Information Technology and the 189(1)
Decision-Making Process
Models of Decision Making 189(4)
Rational-Economic Decision Model 189(2)
Behavioral Decision Model 191(1)
Bounded Rationality 191(1)
Intuition 191(1)
Leaders in Action: Universal Orlando's 192(1)
President Connects with Workers
Satisficing 192(1)
Escalation of Commitment 192(1)
What Makes a High-Quality Decision? 193(1)
Group Consideration in Decision Making 194(6)
Participative Decision Making 194(1)
Participative Models 194(1)
Group Size 195(1)
Advantages of Group Decision Making 196(1)
Disadvantages of Group Decision Making 197(2)
Techniques for Quality in Group 199(1)
Decision Making
Brainstorming 199(1)
Nominal Group Technique 199(1)
Delphi Technique 200(1)
Devil's Advocacy Approach 200(1)
Dialectical Inquiry 200(1)
Implications for Leaders 200(2)
Meeting the Challenge: Gaylord 201(1)
Entertainment Gets on Course
Summary 202(1)
Review Questions 203(1)
Discussion Questions 203(1)
Thinking Critically: Debate the Issue 203(1)
Experiential Exercises 203(1)
Capturing the Power of Information 204(1)
Technology
Ethics: Take a Stand 204(1)
Video Case Effective Managerial Decision 205(1)
Making: Next Door Food Store
Case Disney Auction Site Arouses Ire 206(2)
Decision-Making Tools and Techniques 208(35)
Facing the Challenge: Tupperware Goes 210(1)
Stale
Introduction 210(1)
Managerial Decision Situations 211(3)
Sources of Organizational and 211(1)
Entrepreneurial Decisions
Classification of Decision Situations 212(1)
At the Forefront: Hard Rock Cafe CEO 213(1)
Goes Back to the Roots
Strategic Decision-Making Tools 214(7)
Strategy Selection: The Strategic 214(1)
Decision-Making Matrix
Evaluation of Portfolios 215(1)
The Growth-Share Matrix 215(2)
Now Apply It: Developing a BCG Matrix 217(1)
for Your College
The Industry Attractiveness/Business 218(3)
Strength Matrix
Operational Decision Making 221(12)
Leaders in Action: 9/11 Stung 222(1)
Entrepreneur Decides to Reinvent His
Business
Applying Structure to the 222(1)
Decision-Making Process
Alternative Courses of Action 222(1)
States of Nature 222(1)
Payoffs 223(1)
Payoff Tables 223(1)
Techniques that Enhance Quality in 223(1)
Decision Making
Decision Making Under Certainty 224(1)
Decision Making Under Risk 224(2)
Decision Making Under Uncertainty 226(1)
Ethical and Social Implications in 227(1)
Decision Making
Quantitative Decision-Making Aids 228(1)
Breakeven Analysis 228(2)
Linear Programming 230(1)
Pert 230(3)
Information Technology and 233(1)
Decision-Making Tools
Implications for Leaders 233(2)
Meeting the Challenge: Tupperware 234(1)
Decisions Respond to Changing Domestic
Demographics
Summary 235(1)
Review Questions 235(1)
Discussion Questions 236(1)
Thinking Critically: Debate the Issue 236(1)
Experiential Exercises 237(1)
Capturing the Power of Information 237(1)
Technology
Ethics: Take a Stand 237(1)
Video Case Decision-Making Tools and 238(2)
Techniques: Machado & Silvetti
Associates, Inc.
Case Capacity Decision Making at the 240(3)
North American Culinary Institute
PART 3 ORGANIZING CHALLENGES IN THE 21ST 243(126)
CENTURY
Organizing for Quality, Productivity, and 244(36)
Job Satisfaction
Facing the Challenge: St. Luke's: 246(1)
Somewhere Between Fear and Safety Lies
Creativity
Introduction 246(1)
What is Organizing? 246(1)
Job Design 247(15)
Core Job Dimensions 248(1)
Skill Variety 248(1)
Task Identity 249(1)
Task Significance 249(1)
Autonomy 249(1)
Feedback 250(1)
Now Apply It: Job Assessment and 251(1)
Redesign
The Evolution of Job Design Theory 252(1)
Mechanistic Approaches: Focus on 252(2)
Efficiency
Behavioral Approaches: Focus on 254(3)
Motivation, Satisfaction, and
Productivity
Participatory Approaches: Focus on 257(3)
Quality
At the Forefront: Paid-Time-Off (PTO) 260(2)
Programs Really Pay Off
Organizational Relationships 262(9)
Chain of Command 262(1)
Span of Control 263(2)
Line and Staff Responsibilities 265(1)
Delegation 265(1)
The Process of Delegation 265(2)
The Benefits of Delegation and 267(1)
Empowerment
Leaders in Action: Employee Ownership: 268(1)
Bringing Empowerment to the Bottom Line
Reasons for Failing to Delegate 269(1)
Learning to Delegate Effectively 269(2)
Implications for Leaders 271(1)
Meeting the Challenge: St. Luke's: 271(1)
Somewhere Between Fear and Safety Lies
Creativity
Summary 272(1)
Review Questions 273(1)
Discussion Questions 273(1)
Thinking Critically: Debate the Issue 273(1)
Experiential Exercises 274(1)
Capturing the Power of Information 274(1)
Technology
Ethics: Take a Stand 274(1)
Video Case Organizing for Quality, 275(2)
Productivity, and Job Satisfaction:
Machado and Silvetti Associates, Inc.
Case Business Process Reengineering at 277(3)
Star Electronics
Designing the Contemporary Organization 280(34)
Facing the Challenge: How EDS Blew Up 282(1)
Its Structure to Change Its Culture
Introduction 282(1)
Organizational Design from a Contingency 282(1)
Perspective
Components of Organizational Design 283(21)
Organization Structure 284(1)
Functional Structure: Enhancing 285(1)
Operational Efficiency
Divisional Structures: Providing Focus 286(3)
Matrix Structure: Providing a Dual Focus 289(2)
Network Structures: The Key to 291(2)
Flexibility
Leaders in Action: Dell Computer's 293(1)
Flexible Structure Creates a
Competitive Advantage
Managing Complexity Through Integration 294(1)
Now Apply it: Assessing Organizational 294(1)
Structure
Interdependence and Integration Needs 295(1)
Integrating Mechanisms 296(4)
Matching Integrating Mechanisms with 300(1)
Coordination Needs
Focus of Decision Making 301(1)
Centralized versus Decentralized 301(1)
Decision Making
Mechanistic versus Organic Systems 302(1)
The Impact of Environmental Stability 303(1)
Organizational Design for a Changing 304(1)
Environment
Implications for Leaders 304(2)
At the Forefront: When Chaos Comes: The 305(1)
Dynamic Nature of Organizational
Structure on U.S. Navy's Aircraft
Carriers
Meeting the Challenge: How EDS Blew Up 306(1)
Its Structure to Change Its Culture
Summary 306(1)
Review Questions 307(1)
Discussion Questions 307(1)
Thinking Critically: Debate the Issue 308(1)
Experiential Exercises 308(2)
Capturing the Power of Information 310(1)
Technology
Ethics: Take a Stand 310(1)
Video Case Designing the Contemporary 311(2)
Organization: JIAN Corporation
Case Growing Pains at Carolina Carpets 313(1)
Strategic Human Resource Management 314(32)
Facing the Challenge: Finding the Right 316(1)
CEO for JC Penney
Introduction 316(1)
Strategic Human Resource Management 316(15)
Job Analysis 316(2)
Forecasting 318(1)
Leaders in Action: John Stanton and the 319(1)
Running Room
Recruitment Issues 319(2)
Now Apply It: Search for a Job on the 321(1)
Internet
Selection Methods 321(1)
Application Forms and Resumes 322(1)
Tests 322(2)
Interviews 324(1)
Physical Exams and Drug Tests 325(1)
Training 326(1)
Types of Training 326(1)
The Role of Performance Appraisal 327(1)
Rating Performance 328(1)
Problems with Performance Appraisal 329(1)
Rewards 329(1)
Direct Compensation: Base Pay and 330(1)
Incentives
Indirect Compensation: Benefits 330(1)
Designing Equitable Reward Systems 331(1)
Legal Environment of Strategic Human 331(4)
Resource Management
Important Laws 332(1)
Affirmative Action 333(1)
Workforce Diversity 334(1)
Sexual Harassment 334(1)
Labor-Management Relations 335(1)
Challenges of SHRM in the Multinational 336(1)
Organization
Implications for Leaders 337(1)
Meeting the Challenge: Finding the 338(1)
Right CEO for JC Penney
Summary 338(1)
Review Questions 339(1)
Discussion Questions 339(1)
Thinking Critically: Debate the Issue 340(1)
Experiential Exercises 340(1)
Capturing the Power of Information 340(1)
Technology
Ethics: Take a Stand 340(1)
At the Forefront: ``Change Agents'' Are 341(1)
Redefining the Modern Workplace
Video Case Strategic Human Resource 341(2)
Management: Fannie Mae
Case Should C.J. Be Hired? 343(3)
Organizational Culture, Change, and 346(23)
Development
Facing the Challenge: Olive Garden: 348(1)
Changing for the Better
Introduction 348(1)
Foundations of Organizational Culture 349(1)
At the Forefront: Hire for Attitude; 349(1)
Train for Skill
Components of an Organization's Culture 350(2)
Examining Culture Through 350(1)
Organizational Artifacts
Rites, Rituals, and Ceremonies 350(1)
Language, Metaphors, and Symbols 351(1)
Stories and Sagas 352(1)
The Impact of Culture on the Organization 352(3)
Leaders in Action: Leader of the ``Best 353(1)
Corporate Culture''
Aligning Culture to Maximize Technology 354(1)
Changing Organizational Culture 355(1)
The Challenge of Organizational Change 356(1)
Targets for Change 356(1)
Managing Organizational Change 357(1)
A Framework for Change 357(3)
Steps for Planned Change 357(1)
Creating a Vision 358(2)
Communicating and Sharing Information 360(1)
Empowering Others to Act on the Vision 360(1)
Institutionalizing or Refreezing the 361(1)
New Approaches
Evaluation 361(1)
Implications for Leaders 361(2)
Now Apply It: Needed: A Culture to 362(1)
Support the Mission
Meeting the Challenge: Olive Garden: 363(1)
Changing for the Better
Summary 363(1)
Review Questions 364(1)
Discussion Questions 364(1)
Thinking Critically: Debate the Issue 365(1)
Experiential Exercises 365(1)
Capturing the Power of Information 365(1)
Technology
Ethics: Take a Stand 365(1)
Video Case Organizational Culture, 366(2)
Change, and Development: Peter Pan Bus
Lines
Case Is the Culture Right? 368(1)
PART 4 LEADERSHIP CHALLENGES IN THE 21ST 369(118)
CENTURY
Communicating Effectively Within Diverse 370(30)
Organizations
Facing the Challenge: Communicating at 372(1)
Hanes: One Voice or Three?
Introduction 372(1)
Communication Complexity 372(1)
Defining Communication and Achieving 373(1)
Quality
Components of the Communication Process 374(2)
Social Context: Global, Diversity, and 374(1)
Technology Impact
Sender 375(1)
Message 375(1)
Channel 375(1)
Receiver 376(1)
Feedback 376(1)
Noise 376(1)
Categories of Interpersonal Communication 376(5)
Oral Communication 376(1)
Written Communication 377(1)
Nonverbal Communication 377(1)
Now Apply It: Test Your Awareness of 378(1)
Nonverbal Communication
Technological Communication 379(2)
At the Forefront: To do, or not to 381(1)
do...instant messaging...
Why Managers Communicate 381(1)
Barriers to Effective Communication 382(3)
Cross-Cultural Diversity 382(1)
Trust and Credibility 383(1)
Information Overload 383(1)
Language Characteristics 384(1)
Gender Differences 384(1)
Other Factors 385(1)
Communication Channels 385(4)
Formal Communication Channels 385(1)
Vertical Communication 386(2)
Horizontal Communication 388(1)
Spontaneous Communication Channels 388(1)
Communication Competency Challenges 389(2)
Develop Feedback Skills 390(1)
Advanced Listening Skills 390(1)
Implications for Leaders 391(2)
Leaders in Action: Mitch Meyers of 392(1)
Zipatoni
Meeting the Challenge: Communicating at 393(1)
Hanes: One Voice or Three?
Summary 393(1)
Review Questions 394(1)
Discussion Questions 394(1)
Thinking Critically: Debate the Issue 395(1)
Experiential Exercises 395(1)
Capturing the Power of Information 395(1)
Technology
Ethics: Take a Stand 396(1)
Video Case Communicating Effectively 396(2)
within Diverse Organizations: Le Meridien
Hotels and Resorts Ltd.
Case A Performance Review 398(2)
Leading in a Dynamic Environment 400(24)
Facing the Challenge: The Globetrotters 402(1)
Are Back!
Introduction 402(1)
Leadership Significance 402(1)
Leader-Centered Approaches 403(5)
Trait Focus 403(1)
Behavior Focus 404(1)
At the Forefront: Can Only CEOs Be 405(1)
Leaders?
Power Focus 406(1)
Position Power 406(1)
Personal Power 407(1)
Follower-Centered Approaches 408(3)
Self-Leadership Focus 408(1)
Leaders in Action: New Leader at 409(1)
Alberto-Culver North America
Leadership Substitutes 410(1)
Interactive Approaches 411(3)
Situational Leadership Model 411(1)
Empowerment 412(1)
Transformational Leadership 413(1)
A New Model of Leadership 414(1)
Women as Leaders 414(1)
Leaders of the Future 415(1)
Now Apply It: Finding a Good Leader 416(1)
Implications for Leaders 416(2)
Meeting the Challenge: The 417(1)
Globetrotters Are Back!
Summary 418(1)
Review Questions 418(1)
Discussion Questions 418(1)
Thinking Critically: Debate the Issue 419(1)
Experiential Exercises 419(1)
Capturing the Power of Information 420(1)
Technology
Ethics: Take a Stand 420(1)
Video Case Leading in a Dynamic 420(2)
Environment: The Buffalo Zoo
Case Steve Ballmer at Microsoft 422(2)
Exploring Individual Differences and Team 424(34)
Dynamics
Facing the Challenge: Teamwork at 426(1)
United Technologies
Introduction 426(1)
Appreciating Individual Differences 427(4)
Personality Characteristics 427(1)
Self-Esteem 427(1)
Locus of Control 427(1)
Now Apply It: Measuring Your Locus of 428(1)
Control
Type A and B Personalities 429(1)
Resilience 430(1)
Self-Monitoring 430(1)
Authoritarianism 430(1)
Myers-Briggs Type Indicator 431(2)
The ``Big Five'' Personality Traits 433(1)
Matching Personalities with Jobs 433(5)
Perception 434(1)
Perceptual Process 435(1)
Stereotyping 435(1)
Halo-and-Horn Effect 435(1)
Selective Perception 436(1)
Reducing Perceptual Errors 436(1)
Attitudes 436(1)
Relationship between Satisfaction and 437(1)
Performance
Ability 438(1)
Key Inputs for Designing Effective Teams 438(7)
Leaders in Action: Keith Alper: Leader 439(1)
of Team Leaders
Group Categories 440(1)
Formal Groups 440(1)
Informal Groups 440(1)
Membership Composition 441(1)
Roles 441(1)
Member Characteristics 442(1)
Diversity 443(1)
Size 443(1)
Team Goals 444(1)
At the Forefront: Best Practice: 444(1)
Creating Learning Teams
Processes for Team Effectiveness 445(3)
Team Development 446(1)
Forming 446(1)
Storming 446(1)
Norming 446(2)
Performing 448(1)
Adjourning 448(1)
Implications for Leaders 448(1)
Meeting the Challenge: Teamwork at 449(1)
United Technologies
Summary 449(1)
Review Questions 450(1)
Discussion Questions 450(1)
Thinking Critically: Debate the Issue 451(1)
Experiential Exercises 451(1)
Capturing the Power of Information 452(1)
Technology
Ethics: Take a Stand 453(1)
Video Case Exploring Individual 453(2)
Differences and Team Dynamics: Cannondale
I: Teamwork
Case Building a Team at Altrec 455(3)
Motivating Organizational Members 458(29)
Facing the Challenge: Nucor Steel 460(1)
Corporation
Introduction 460(1)
Basic Motivation Process 460(1)
Motivational Approaches 461(1)
Needs-Based Approaches of Employee 462(4)
Motivation
Maslow's Hierarchy of Needs 462(1)
Physiological Needs 462(1)
Security Needs 463(1)
Affiliation Needs 463(1)
Esteem Needs 463(1)
Self-Actualization Needs 463(1)
Two-Factor Model 463(1)
Motivator Factors 464(1)
Hygiene Factors 464(1)
Acquired-Needs Model 465(1)
Need for Achievement 465(1)
Need for Power 465(1)
Need for Affiliation 465(1)
Process Approaches to Employee Motivation 466(8)
Expectancy Model 466(1)
Expectancy 466(1)
Instrumentality 466(1)
Valence 466(1)
Equity Model 467(2)
Goal Setting 469(1)
Reinforcement Theory 470(1)
Positive Reinforcement 470(1)
Negative Reinforcement 470(1)
Extinction 470(1)
Punishment 471(1)
Schedules of Reinforcement 472(1)
Using Behavior Modification 473(1)
Leaders in Action: Sallie Krawcheck 474(1)
Rewards, and Gets, Accurate Analysis
Criticisms of Behavior Modification 474(1)
Contemporary Motivational Approaches 474(3)
Money as a Motivator 475(1)
Employee Ownership as a Motivator 476(1)
Rewarding Team Performance 476(1)
At the Forefront: Successful Senior 477(1)
Executives Under 40
International Perspectives 477(1)
Implications for Leaders 478(2)
Now Apply It: What Is Your Motivation 479(1)
Related to Goals?
Meeting the Challenge: Nucor Steel 480(1)
Corporation
Summary 480(1)
Review Questions 481(1)
Discussion Questions 482(1)
Thinking Critically: Debate the Issue 482(1)
Experiential Exercises 482(1)
Capturing the Power of Information 482(1)
Technology
Ethics: Take a Stand 483(1)
Video Case Motivating Organizational 483(2)
Members: Buffalo Zoological Gardens
Case How's My [Teenage] Driving? 485(2)
PART 5 CONTROL CHALLENGES IN THE 21ST CENTURY 487(110)
Organizational Control in a Complex 488(34)
Business Environment
Facing the Challenge: Karlee Company's 490(1)
Quest to Break Away from the Pack
Introduction 490(1)
A Process of Control for Diverse and 491(5)
Multinational Organizations
Setting Standards of Performance 491(1)
Leaders in Action: Culinary 492(1)
Concepts/Chef Creations
Measuring Actual Performance 493(1)
Comparing Actual Performance with 494(1)
Standards
Responding to Deviation 494(1)
At the Forefront: Federal Aviation 495(1)
Administration Updates Its Control
Systems
Designing Quality and Effectiveness Into 496(11)
the Control System
Design Factors Affecting Control System 496(1)
Quality
Amount of Variety in the Control System 496(2)
Ability to Anticipate Problems 498(1)
Sensitivity of the Measuring Device 499(1)
Composition of Feedback Reports 499(1)
Criteria for Effective Control 499(1)
Is Related to Organizational Strategy 500(1)
Utilizes All Steps in the Control 500(1)
Process
Is Composed of Objective and Subjective 500(1)
Measures
Incorporates Timeliness in Feedback 500(1)
Reporting
Is Acceptable to a Diverse Work Force 501(1)
Selecting the Proper Amount of Control 501(1)
Now Apply It: Checklist for Designing 502(1)
Effective Control Systems
Costs in Control Systems 502(1)
Reliability of the System 503(1)
Importance of the Process Being 504(1)
Controlled
Selecting the Focal Point for Control 504(1)
Preventive Control 504(2)
Concurrent Control 506(1)
Corrective Control 506(1)
Multiple Focal Points 506(1)
Control Philosophies for Leaders 507(2)
Bureaucratic Control 507(1)
Organic Control 507(1)
Selecting a Control Style in Today's 508(1)
Diverse and Multinational Organizations
Impact of Information Technology on 509(1)
Organizational Control
Mechanisms for Financial Control 510(2)
Financial Statements 510(1)
Balance Sheet 510(1)
Income Statement 510(1)
Financial Ratios 511(1)
Liquidity Ratios 512(1)
Profitability Ratios 512(1)
Debt Ratios 512(1)
Activity Ratios 512(1)
Ethical Issues in the Control of a 512(2)
Diverse Work Force
Drug Testing 513(1)
Undercover Surveillance 513(1)
Computer Monitoring 514(1)
Implications for Leaders 514(2)
Meeting the Challenge: Karlee Company 515(1)
Breaks from the Pack
Summary 516(1)
Review Questions 516(1)
Discussion Questions 517(1)
Thinking Critically: Debate the Issue 517(1)
Experiential Exercises 517(1)
Capturing the Power of Information 518(1)
Technology
Ethics: Take a Stand 518(1)
Video Case Organizational Control in a 518(2)
Complex Business Environment: Cannondale
Case Motorola's Control of Quality 520(2)
Productivity and Quality in Operations 522(36)
Facing the Challenge: Operational 524(1)
Changes Needed at Clarke American
Checks, Inc.
Introduction 524(1)
What is Operations Management? 525(12)
Manufacturing versus Service Operating 525(2)
Systems
Now Apply It: Checklist for 527(1)
Manufacturing/Service Classification
Structural Differences Among Operating 527(1)
Systems
Types of Manufacturing Systems 527(2)
Types of Service Systems 529(1)
Operations Management Decision Areas 529(1)
Long-Term System Design Decisions 529(4)
Short-Term Operating and Control 533(3)
Decisions
At the Forefront: From Just-in-Case to 536(1)
Just-in-Time at State Industries
The Role of Productivity and Quality in 537(11)
Operations
Fundamentals of Productivity 538(1)
Improving Productivity 539(1)
Fundamentals of Quality 540(1)
Leaders in Action: Conway's BBQ 541(1)
Launches New Venture
Factors for Assessing Quality 542(1)
Cost of Quality 542(2)
Total Quality Management as a Tool for 544(1)
Global Competitiveness
Customer-Driven Standards 544(1)
Management and Labor Commitment 545(1)
Organization and Coordination of Efforts 545(1)
Employee Participation 545(1)
Prominent Quality Management 546(2)
Philosophers
Impact of Information Technology on 548(1)
Productivity and Quality
Implications for Leaders 549(2)
Meeting the Challenge: Clarke American 550(1)
Responds with Operational Changes
Summary 551(1)
Review Questions 551(1)
Discussion Questions 552(1)
Thinking Critically: Debate the Issue 552(1)
Experiential Exercises 553(1)
Capturing the Power of Information 553(1)
Technology
Ethics: Take a Stand 553(1)
Video Case Productivity and Quality in 554(1)
Operations: PING Golf Clubs
Case Inventory Decision Making at 555(3)
ArtSource
Information Technology and Control 558(39)
Facing the Challenge: What Kind of 560(1)
Information Systems Are Needed to Run
the Olympic Winter Games?
Introduction 560(1)
Organizational Foundations of Information 561(8)
Systems
The Changing Business Environment 561(1)
Increasing Globalization 562(1)
Shifting Economies 562(1)
Flattening of Organizations 562(1)
Emerging Technology-Driven Innovations 563(1)
Types of Information Systems 563(2)
Operational-Level Information Systems 565(1)
Knowledge-Level Information Systems 565(1)
Management-Level Information Systems 566(1)
Strategic-Level Information Systems 567(1)
Integration of Systems 567(1)
Leaders in Action: Hughes Supply 568(1)
Streamlines Operations
Technical Foundations of Information 569(9)
Systems
Information System Components 569(1)
Input 570(1)
Processing 570(1)
Output 570(1)
Hardware 570(1)
Software 570(1)
Database 571(1)
Information versus Data 571(1)
Characteristics of Useful Information 572(1)
Quality 572(1)
Timeliness 573(1)
Completeness 573(1)
Steps in the Development of 574(1)
High-Quality Information Systems
Investigation 574(1)
Systems Analysis 574(1)
Systems Design 575(1)
Systems Implementation 575(1)
Systems Maintenance 576(1)
Attributes of Successful Information 577(1)
Systems
Feasibility 577(1)
Ability to Meet Needs of Diverse Users 577(1)
Now Apply It: Checklist for Successful 578(1)
Information System Design
The New Technologies 578(7)
Telecommunications and Networking 579(2)
At the Forefront: It Prevents Pfizer 581(1)
and the FDA from Drowning in a Sea of
Paper
Electronic Commerce 582(2)
Artificial Intelligence 584(1)
Expert Systems 584(1)
Robotics 584(1)
Impact of Information Technology on 585(1)
Dynamic Organizations
Limitations of Computer-Based Information 586(1)
Systems
Implications for Leaders 587(2)
Meeting the Challenge: Building the 588(1)
Information Systems Needed to Run the
Olympic Winter Games
Summary 589(1)
Review Questions 590(1)
Discussion Questions 590(1)
Thinking Critically: Debate the Issue 591(1)
Experiential Exercises 591(1)
Capturing the Power of Information 592(1)
Technology
Ethics: Take a Stand 592(1)
Video Case Cannondale III: IT 593(2)
Case Safe Haven House 595(2)
Glossary 597(10)
Endnotes 607
Name Index 1 (1)
Company Index 1 (1)
Subject Index 1