contemporary - gbv gareth r. jones ... nestle's global food empire managing globally ikea is on...

JSeventh Edition

Contemporary

Gareth R. JonesMays Business SchoolTexas A&M University

Jennifer M. GeorgeJesse H. Jones Graduate School of BusinessRice University

McGraw-HillIrwin

Chapter 1

T ^ P A MANAGER'SJ E L , CHALLENGE^ K M l What Is High-

Performance

Msnagement / o

Managers and Managing

Topics

OverviewWhat Is Management?

Achieving HighPerformance:A Manager's Goal

Why Study Management?

Essential ManagerialTasks

Planning

Organizing

Leading

Controlling

Performing ManagerialTasks: Mintzberg'sTypology

Levels and Skillsof Managers

Levels of Management

Managerial Skills

5

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6

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12

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15

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16

Recent Changes inManagement Practices

Restructuring andOutsourcingEmpowerment and Self-Managed Teams

Challenges forManagement in aGlobal Environment

Building CompetitiveAdvantage

Maintaining Ethical andSocially Responsible

Managing a DiverseWorkforceUtilizing IT andE-Commerce

Practicing Global CrisisManagement

2

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Chapter 2

A MANAGER'SCHALLENGE

i i i i S s Finding Better Ways toMake Cars 39

The Evolution of Management Thought

Topics

OverviewScientific ManagementTheory

Job Specialization and theDivision of Labor

F. W. Taylor and ScientificManagement

The Gilbreths

AdministrativeManagement Theory

The Theory of BureaucracyFayol's Principles ofManagement

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Behavioral ManagementTheory

The Work of Mary ParkerFollett

The Hawthorne Studiesand Human Relations

Theory X and Theory Y

Management ScienceTheory

OrganizationalEnvironment Theory

The Open-Systems View

Contingency Theory

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Examples Management in Action

Manager as a PersonUrsula Burns "Copies" AnnMulcahy as CEO of Xerox 10

Ethics in Action"What Goes Around ComesAround": How Dishonest TopManagers Can Corrupt AnyOrganization—Even a Court 25

Focus on Diversity:

Accenture's Global DiversityInitiatives J 27

Managing GloballyA Concern for SafetyExplodes at BP 29

Summary and Review 30

Management in Action 32Topics for Discussion and Action 32Building Management Skills 32Managing Ethically 33Small Group Breakout Exercise 33Exploring the World Wide Web 33Be the Manager 33BusinessWeek Case in the News:How Four Rookie CEOs Handledthe Great Recession 34


Ethics in ActionFordism in Practice 45

Manager as a PersonAndrew Carnegie Creates theNew Industrial Company 47

Management InsightPeters and Waterman's ExcellentCompanies 55

Manager as a PersonJoe Coulombe Knows How toMake an Organization Work 60


Management in Action 67Topics for Discussion and Action 67Building Management Skills 67Managing Ethically 67Small Group Breakout Exercise 68Exploring the World Wide Web 68Be the Manager 68The Wall Street Journal Case in theNews: Mr. Edens Profits fromWatching His Workers' Every Move 69

Chapter 3 Values, Attitudes, Emotions, and Culture:The Manager as a Person 72

n A MANAGER'SH J CHALLENGEH ^ H Values of a Founder Live

On at PAETEC 73

Topics

OverviewEnduring Characteristics:Personality Traits

The Big Five PersonalityTraitsOther Personality TraitsThat Affect ManagerialBehavior

Values, Attitudes, andMoods and Emotions

Values: Terminal andInstrumental

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75

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Attitudes

Moods and Emotions

Emotional IntelligenceOrganizational Culture

Managers andOrganizational Culture

The Role of Values andNorms in OrganizationalCultureCulture and ManagerialAction

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Chapter 4

| | A MANAGER'SJ l H I CHALLENGEB B B M L ^ Unethical Managers

and the Perils of Peanut

Butter 105

Ethics and Social Responsibility

Topics

OverviewThe Nature of Ethics

Ethical Dilemmas

Ethics and the Law

Changes in Ethics overTime

Stakeholders and EthicsStockholders

Managers

Ethics and NonprofitOrganizationsEmployeesSuppliers and Distributors

CustomersCommunity, Society, andNation

Rules for Ethical DecisionMaking

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115

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117

Why Should ManagersBehave Ethically?

Ethics and SocialResponsibility

Societal Ethics

Occupational Ethics

Individual Ethics

Organizational Ethics

Approaches to SocialResponsibility

Four Different ApproachesWhy Be SociallyResponsible?

The Role of OrganizationalCulture

104

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134


Manager as a PersonWho Would Have ThoughtDirty Jobs Would Be a Hit? 79

Ethics in ActionTelling the Truth at GentleGiant Moving 83

Management InsightJob Satisfaction at Record Lowin the United States - 85

Manager as a PersonA Caring Culture at Ryla 95


Management in Action 101Topics for Discussion and Action 101Building Management Skills 101Managing Ethically 101Small Group Breakout Exercise 102Exploring the World Wide Web 102Be the Manager 102BusinessWeek Case in the News:A Steely Resolve 102


Ethics in Act ionWhole Foods Market PracticesWhat It Preaches 115

Ethics in ActionDigital Piracy, Ethics, and Napster 120

Ethics in Act ionIs It Right to Use Child Labor? 125

Ethics in Act ionHow Unethical New York CityTaxi Drivers Made a Fast Buck

Ethics in ActionJonathan Reckford RebuildsGoodwill at Habitat for Humanity

Ethics in ActionJohnson & Johnson's EthicalCulture

128

130

136


Management in Action 138Topics for Discussion and Action 138Building Management Skills 138Managing Ethically 138Small Group Breakout Exercise 139Exploring the World Wide Web 139Be the Manager 139BusinessWeek Case in the News:America's High-Tech Sweatshops 140

vii

Chapter 5 Managing Diverse Employees in aMulticultural Environment 142

A MANAGER'SCHALLENGEEffectively ManagingDiversity at Sodexoand Principal FinancialGroup 143

Topics

Overview 145

The Increasing Diversityof the Workforce and dieEnvironment 145

Age 146

Gender 147

Race and Ethnicity 148

Religion 149

Capabilities/Disabilities 149

Socioeconomic

Background 150

Sexual Orientation 151

Other Kinds of Diversity 153

Managers and theEffective Managementof Diversity 153

Critical Managerial Roles 153

The Ethical Imperativeto Manage DiversityEffectively 155

Effectively ManagingDiversity Makes GoodBusiness Sense 156

Perception 157Factors That InfluenceManagerial Perception 158

Chapter 6

B S | A MANAGER'SM y CHALLENGEM ^ K B A Turnaround at Sony Is

in the Works 177

Managing in the Global'.

Topics

OverviewWhat Is the GlobalEnvironment?

The Task EnvironmentSuppliers

Distributors

CustomersCompetitors

The GeneralEnvironment

Economic Forces

Technological Forces

Sociocultural Forces

Demographic Forces

Political and Legal Forces

179

179

180

181

184

186186

188

189

189

190

191

191

Environment

The Changing GlobalEnvironment

The Process ofGlobalization

Declining Barriers to Tradeand InvestmentDeclining Barriers ofDistance and Culture

Effects of Free Trade onManagers

The Role of NationalCulture

Cultural Values and Norms

Hofstede's Model ofNational Culture

National Culture andGlobal Management

176

192

194

196

198

198

199

200

200

202

Perception as a Determinantof Unfair Treatment

Overt Discrimination

How to Manage DiversityEffectively

Steps in Managing Diversity

Effectively

Sexual Harassment

Forms of SexualHarassment

Steps Managers Can Taketo Eradicate SexualHarassment

159

162

164

164

169

169

170

Examples

Focus on DiversityPreventing DiscriminationBased on Sexual Orientation

Ethics in ActionDisabled Employees MakeValuable Contributions

Focus on DiversityLayoff Discrimination?

Management InsightTop Execs Improve TheirUnderstanding of the Front Line

Examples

Managing GloballyWhy Nokia Makes Cell Phonesin Romaniaii i nui i IQI net

Ethics in ActionWhy Beer and Wine Are SoExpensive: Powerful Distributors

Managing GloballyNestle's Global Food Empire

Managing GloballyIKEA Is on Top of the FurnitureWorld

Information Technology ByteGlobal Self-Managed Teams GiveIBM a Competitive Advantage

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183

185

192

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203

Management in Action

Summary and Review

Management in ActionTopics for Discussion and ActionBuilding Management SkillsManaging EthicallySmall Group Breakout ExerciseExploring the World Wide Web

DC LMC IVIdllcuJcfBusinessWeek Case in the News:A Historic Succession at Xerox


Summary and Review

Management in ActionTopics for Discussion and ActionBuilding Management SkillsManaging EthicallySmall Group Breakout ExerciseExploring the World Wide WebBe the ManagerBusinessWeek Case in the News:The Transformer: Why VW Is theCar Giant to Watch

171

17217217217217317317*3I / O

174

204

205205205205206206206

207

ix

Chapter 7 Decision Making, Learning, Creativity,and Entrepreneurship 210

• H A MANAGER'S• E J CHALLENGEEf laHJ Decision Making in

Response to Threatsand Opportunities atPUMA 2111 ^J 1 V If 1 ^B 1 1

-

Topics

OverviewThe Nature of Managerial

Decision MakingProgrammed andNonprogrammed DecisionMaking

The Classical Model

The AdministrativeModel

Steps in the Decision-Making Process

Recognize the Need for aDecision

Generate AlternativesAssess Alternatives

Choose among Alternatives

213

213

214

218

218

222

222

223223

225

Implement the Chosen

Alternative

Learn from Feedback

Cognitive Biases andDecision Making

Prior-Hypothesis Bias

Representativeness Bias

Illusion of Control

Escalating Commitment

Be Aware of Your Biases

Group Decision MakingThe Perils of Groupthink

Devil's Advocacy andDialectical Inquiry

Diversity among DecisionMakers

225

225

227

227

227

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228

228

229

229

230

230

Chapter 8 The Manager as a Planner and Strategist 244

H & P A MANAGER'S| P 5 | CHALLENGErSjdl Cisco Systems'

Strategy? New Productsand New Customers 245

Topics

OverviewPlanning and Strategy

The Nature of thePlanning Process

Why Planning Is Important

Levels of Planning

Levels and Types ofPlanning

Time Horizons of PlansStanding Plans andSingle-Use Plans

Scenario Planning

247

247

248

248

249

249

251

252

252

Determining theOrganization's Missionand Goals

Defining the Business

Establishing Major Goals

Formulating StrategySWOT Analysis

The Five Forces Model

Formulating Business-Level Strategies

Low-Cost Strategy

Differentiation Strategy

253

253

255

256

256

259

260

261

261

Organizational Learningand Creativity

Creating a LearningOrganizationT-J . • T J ' * J 1

Promoting Individual

Creativity

Promoting Group Creativity

Entrepreneurship andCreativity

Entrepreneurship and NewVentures

Intrapreneurship andOrganizational Learning

"Stuck in the Middle"

Focused Low-Cost andFocused DifferentiationStrategies

Formulating Corporate-Level Strategies

Concentration on a SingleIndustry

Vertical Integration

Diversification

International Expansion

Planning andImplementing Strategy

231

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234

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237

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262

264

265

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275

Examples

Focus on DiversityProgrammed Decision Makingat 1 IDQEU U r u

Manager as a PersonCurbing Overconfidence

Information Technology ByteRevising Plans at AssociatedBusiness Systems

Management InsightDecision Making and Learningfrom Feedback at GarageTek

Ethics in ActionFinding Funding to Do Good

-

Examples

Management InsightHas Mattel's Barbie Won the WarAgainst the Bratz Doll?

Manager as a PersonDouglas Conant Keeps StirringUp Campbell Soup

Management InsightDifferent Ways to Compete inthe Soft Drink Business

Management InsightHow to Make RelatedDiversification Work

Managing GloballyHow Samsung Became a GlobalTechnology Leader

c. 1 O

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235

254

258

262

268

274


Summary and Review

Management in ActionTopics for Discussion and ActionBuilding Management SkillsManaging EthicallySmall Group Breakout ExerciseExploring the World Wide WebBe the ManagerBusinessWeek Case in the News:Dell's Do-Over


Summary and Review

Management in ActionTopics for Discussion and ActionBuilding Management SkillsManaging EthicallySmall Group Breakout ExerciseExploring the World Wide Web

Be the ManagerBusinessWeek Case in the News:How Procter & Gamble Plans toClean Up

238

239239239239240240240

241

275

277277277277278278

278

278

xi

Chapter 9 Value Chain Management: FunctionalStrategies for Competitive Advantage 280

K H A MANAGER'SB H P CHALLENGE• 9 H Dell Is Battling with HP

and Apple to CreateValue for Customers 281

Topics

OverviewFunctional Strategies,the Value Chain, andCompetitive Advantage

Functional Strategies andValue Chain Management

283

283

284

Improving Responsivenessto Customers

What Do Customers Want?

Managing the Value Chainto Increase Responsivenessto Customers

Customer RelationshipManagement

Improving QualityTotal Quality Management

286

287

287

289

290

291

Improving EfficiencyFacilities Layout, FlexibleManufacturing, andEfficiencyJust-in-Time Inventory andEfficiency

Self-Managed Work Teamsand Efficiency

Process Reengineering andEfficiency

Information Systems, theInternet, and Efficiency

Improving InnovationTwo Kinds of Innovation

Strategies to PromoteInnovation and SpeedProduct Development

295

295

298

299

300

301

301

301

302

Chapter 10 Managing Organizational Structureand Culture 312

• N ' i | A MANAGER'Si ^ l CHALLENGEI l i S i Andrea Jung

Reorganizes Avon'sGlobal Structure 313

Topics

OverviewDesigning OrganizationalStructure

The OrganizationalEnvironment

StrategyTechnology

Human Resources

Grouping Tasks into Jobs:Job Design

Job Enlargement and JobEnrichment

315

315

316

317317

318

318

319

The Job CharacteristicsModel

Grouping Jobs intoFunctions and Divisions:Designing OrganizationalStructure

Functional Structure

Divisional Structures:Product, Market, and

GeographicMatrix and Product TeamDesigns

320

321

321

323

328


Management InsightFirst Global Xpress DeliversPackages Faster, Cheaper, andGreener 288

Management InsightHow Starwood Uses Six Sigmato Improve Hotel Performance 293

Manager as a PersonPaddy Hopkirk ImprovesFacilities Layout 296

Management InsightUnited Electric's Kanban System 299

Management InsightInnovation and ProductDevelopment Are Google's MajorImperative 306


Management in Action 309Topics for Discussion and Action 309Building Management Skills 309Managing Ethically 309Small Group Breakout Exercise 310Exploring the World Wide Web 310Be the Manager 310BusinessWeek Case in the News:Customer Service in a ShrinkingEconomy • 310

Coordinating Funct ionsand Divisions 331

Allocating Authority 331

Integrating and Coordinating

Mechanisms

Organizational CultureWhere Does Organizational

Culture Come From?

Strong, Adaptive Cultures

versus Weak, Inert Cultures

337

339

341

344

Examples

Management InsightA School District Moves from aGeographic to a Market Structure 328

Managing GloballyEmpowered Self-Managed TeamsCan Help Many Companies 334

Management InsightTo Decentralize and Centralize:Union Pacific and Yahoo! 336

Manager as a PersonAlan Mulally Transforms Ford'sCulture 340



Management in Action 347Topics for Discussion and Action 347Building Management Skills 347Managing Ethically 348Small Group Breakout Exercise 348Exploring the World Wide Web 349Be the Manager 349BusinessWeek Case in the News:GSK and Pfizer Create New HIVCompany 350

xii i

Chapter 11 Organizational Control and Change 352

K H A MANAGER'SH 9 J CHALLENGEBBMHH Toyota Needs a Major

Fix to Its Quality Control

System 353

Topics

OverviewWhat Is OrganizationalControl?

The Importance ofOrganizational ControlControl Systems and ITThe Control Process

Output ControlFinancial Measures ofPerformanceOrganizational GoalsOperating BudgetsProblems with OutputControl

355

355

356

357

358

361

361

364

365

365

Behavior ControlDirect SupervisionManagement by ObjectivesBureaucratic ControlProblems with BureaucraticControl

Clan ControlOrganizational Change

Lewin's Force-Field Theoryof ChangeEvolutionary andRevolutionary ChangeManaging Change

366

366

367

369

371

374

376

377

378

378

Chapter 12

B | A MANAGER'SMM CHALLENGEHfflwffiffl Happy Employees

Provide ExceptionalService at Zappos 389

Human Resource Management

Topics

OverviewStrategic HumanResource Management

Overview of theComponents of HRM

The Legal Environmentof HRM

Recruitment andSelection

Human Resource PlanningJob AnalysisExternal and InternalRecruitmentThe Selection Process

Training andDevelopment

Types of Training

391

391

392

395

396

396

398

398

401

404

404

Types of DevelopmentTransfer of Training andDevelopment

Performance Appraisaland Feedback

Types of PerformanceAppraisalWho AppraisesPerformance?Effective PerformanceFeedback

Pay and BenefitsPay Level

J

Pay StructureBenefits

Labor RelationsUnionsCollective Bargaining

388

406

407

407

407

410

411

413

413

415

415

417

417

419

Examples

Management InsightMaking the Financial Figuresf)Amp Ali\/P•—"Jl 1 IG f i l l V C

Management InsightMicrosoft Has ProblemsEvaluating Its Employees

Ethics in ActionHow Does Apple Enforce Its Rulesfor Product Secrecy against ItsRules for Employee'.WorkingConditions?

Manager as a PersonJames Casey and Sam WaltonCreate Cultures That Live On

Manager as a PersonPfizer's Big Push to CreateBlockbuster Drugs

Examples

Managing GloballyManaging Human Resources

CtL OCl 1 \\AJ

Information Technology ByteFog Creek Software's Approachto Recruiting

Management InsightTreating Employees Well Leadsto Satisfied Customers

Focus on DiversityFamily-Friendly Benefits atGuerra DeBerry Coody

363

368

373

375

380

399

413

416


Summary and Review

Management in ActionTopics for Discussion and ActionBuilding Management SkillsManaging EthicallySmall Group Breakout ExerciseExploring the World Wide WebBe the ManagerBusinessWeek Case in the News:Hospitals; Redical Cost Surgery


Summary and Review

Management in ActionTopics for Discussion and ActionBuilding Management SkillsManaging EthicallySmall Group Breakout ExerciseExploring the World Wide WebBe the ManagerBusinessWeek Case in the News:The Best Places to Launch aCareer

382

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XV

Chapter 13

11111 A MANAGER'SMJWM CHALLENGEs ^ S H i Keeping Employees

Highly Motivated atSAS 427

Motivation and Performance

Topics

Overview 429

The Nature of Motivation 430

Expectancy TheoryExpectancyInstrumentalityValenceBringing It All Together

Need TheoriesMaslow's Hierarchy ofNeeds

Alderfer's ERG Theory

432

433

433

434

435

437

437

439

Herzberg's Motivator-Hygiene TheoryMcClelland's Needs forAchievement, Affiliation,and PowerOther Needs

Equity TheoryEquityInequityWays to Restore Equity

Goal-Setting Theory

426

439

440

440

441

441

442

442

443

»

Chapter 14

mm A MANAGER'SB B CHALLENGE• M ^ ^ H Judy McGrath Leads

MTV Networks 461

Leadership

Topics

OverviewThe Nature of Leadership

Personal Leadership Styleand Managerial TasksLeadership Styles acrossCulturesPower: The Key toLeadershipEmpowerment: AnIngredient in ModernManagement

Trait and BehaviorModels of Leadership

The Trait ModelThe Behavior Model

Contingency Models ofLeadership

Fiedler's Contingency Model

463

463

464

464

466

469

470

470

471

473

474

House's Path-Goal TheoryThe Leader SubstitutesModelBringing It All Together

TransformationalLeadership

Being a CharismaticLeaderStimulating SubordinatesIntellectually

Engaging in DevelopmentalConsiderationThe Distinction betweenTransformational andTransactional Leadership

Gender and Leadership

Emotional Intelligenceand Leadership

460

476

477

478

479

480

480

481

481

481

483


Learning Theories 444Operant Conditioning

Theory 445

Social Learning Theory 448

Pay and Motivation 450Basing Merit Pay on

Individual, Group, or

Organizational Performance 451

Salary Increase or-Bonus? 452

Examples of Merit Pay

Plans 453

Management InsightMotivating and RetainingEmployees at the Container Store 434

Management InsightMotivating Employees atEnterprise Rent-A-Car 436

Information Technology ByteTough Times Spur Learning 445

Management InsightRecognizing Top Performers inTough Economic Times 450


Management in Action 455Topics for Discussion and Action 455Building Management Skills 455Managing Ethically 455Small Group Breakout Exercise 456Exploring the World Wide Web 456Be the Manager 456BusinessWeek Case in the News:Customer Service Champs:USAA's Battle Plan 457


Ethics in Act ionServant Leadership atZingerman's 465

Manager as a PersonLiane Pelletier Uses Her ExpertPower in Alaska 468

Ethics in Act ionConsideration at Costco 472

Focus on DiversityAdmitting a Mistake HelpsSmall Business Leader 483


Management in Action 486Topics for Discussion and Action 486Building Management Skills 486Managing Ethically 486Small Group Breakout Exercise 487Exploring the World Wide Web 487Be the Manager 487BusinessWeek Case in the News:Kraft's Sugar Rush 488

XVII

Chapter 15

• B A MANAGER'Si J CHALLENGE• • i H Teams Innovate at

Cisco 493

Effective Groups

Topics

OverviewGroups, Teams, and

OrganizationalEffectiveness

Groups and Teams asPerformance EnhancersGroups, Teams, andResponsiveness toCustomersTeams and InnovationGroups and Teams asMotivators

Types of Groups andTeams

The Top ManagementTeam

and Teams

495

495

495

496

497

498

499

499

Research and DevelopmentTeamsCommand GroupsTask ForcesSelf-Managed Work TeamsVirtual Teams

Friendship GroupsInterest Groups

Group DynamicsGroup Size, Tasks, andRolesGroup LeadershipGroup Developmentover Time

Group NormsGroup Cohesiveness

492

500

500500

500

503

504

504

504

504

507

509

510

513

Chapter 16

OL, , ' A MANAGER'S\£T''\ CHALLENGEflfiy x a Managers in Diverse

Industries NeedFeedback fromEmployees 527

Promoting Effective

Topics

OverviewCommunication andManagement

The Importance of GoodCommunicationThe CommunicationProcessThe Role of Perception inCommunicationThe Dangers of IneffectiveCommunication

Information Richness andCommunication Media

Face-to-FaceCommunication

Communication

529

529

530

531

532

533

534

535

Spoken CommunicationElectronically TransmittedPersonally AddressedWritten CommunicationImpersonal WrittenCommunication

CommunicationNetworks

CommunicationNetworks in Groups andTeamsOrganizationalCommunication NetworksExternal Networks

526

537

537

540

541

541

543

544


Managing Groups andTeams for High

Performance 516Motivating Group Membersto Achieve OrganizationalGoals 516

Reducing Social Loafing in

Groups 517

Helping Groups to ManageConflict Effectiy.ely 519

Information Technology BytePizza Teams Innovate at Amazon 497

Management InsightSelf-Managed Teams at LouisVuitton and Nucor Corporation 501

Ethics in ActionLeadership in Teams at ICUMedical 508

Management InsightTeams Benefit from Devianceand Conformity at IDEO 512


Management in Action 521Topics for Discussion and Action 521Building Management Skills 521Managing Ethically 521Small Group Breakout Exercise 522Exploring the World Wide Web 522Be the Manager 522BusinessWeek Case in the News:Putting Ford on Fast-Forward 523


Information Technologyand Communication 544

The Internet 544

Intranets 544

Groupware andCollaboration Software

Communication Skills

for ManagersCommunication Skills for

Managers as Senders

Communication Skills for

Managers as Receivers

Understanding Linguistic

Styles

545

548

549

551

552

Managing GloballyGlobal Communication forGlobal Innovation 530

Management InsightWhen Face-to-FaceCommunication Is Called For 535

Ethics in Act ionMonitoring E-mail and Internet Use 539

Information Technology ByteCollaborating with Wikis 547


Management in Action 557Topics for Discussion and Action 557Building Management Skills 557Managing Ethically 557Small Group Breakout Exercise 558Exploring the World Wide Web 558Be the Manager 558BusinessWeek Case in the News:A Method to the Madness 559

xix

Chapter 17

Hyft* A MANAGER'Snmt CHALLENGEI J ^ H H K Bart Becht Effectively

Manages Conflict at

Reckitt Benckiser 563

Managing Conflict, Politics, and Negotiation

Topics

OverviewOrganizational Conflict

oTypes of ConflictSources of ConflictConflict ManagementStrategies

NegotiationDistributive Negotiationand Integrative Bargaining

565

565

567

568

569

574

575

Strategies to EncourageIntegrative Bargaining

Organizational PoliticsThe Importance ofOrganizational Politics

Political Strategies forGaining and MaintainingPowerPolitical Strategies forExercising Power

562

575

577

577

578

581

Chapter 18. Using Advanced Information Technologyto Increase Performance 590

U m A MANAGER'S 'P ^ l CHALLENGEfig|g||jJ| C l o u d Computing,JHgBkJ Bricks and Mortar,

and Mobile ContainerData Center StorageSolutions 591

Topics

OverviewInformation and theManager's Job

Attributes of UsefulInformationWhat Is InformationTechnology?Information and DecisionsInformation and ControlInformation andCoordination

The IT RevolutionThe Effects of Advancing IT

593

594

594

595

596

596

598

599

599

IT and the Product LifeCycleThe Network ofComputing Power

Types of ManagementInformation Systems

The OrganizationalHierarchy: The TraditionalInformation SystemTransaction-ProcessingSystemsOperations InformationSvstemsDecision Support Systems

600 v

602

604

604

605

605

606

CREDITS

INDEX

NAMES

ORGANIZATIONS

GLOSSARY/SUBJECTS

620

660

660

669

672


Managing GloballyRavi Kant Excels at Collaboration

Managing GloballyXplane Integrates Operationsin Spain

Focus on DiversityIndra Nooyi Builds Alliances

Ethics in ActionEl Faro Benefits MultipleStakeholders

570

572

580

583

Summary and Review

Management in ActionTopics for Discussion and ActionBuilding Management SkillsManaging EthicallySmall Group Breakout ExerciseExploring the World Wide WebBe the ManagerBusinessWeek Case in the News:Tough Love at Chrysler

584

586586586586587587587

588


Artificial Intelligence andExpert Systems 608

Enterprise ResourcePlanning Systems 608

E-Commerce Systems 611

The Impact and

Limitations of Information

Technology 612

Strategic Alliances, B2BNetwork Structures, and IT 612

Flatter Structures andHorizontal InformationFlows 614

Management InsightHerman Miller's Office of theFuture 597

Information Technology ByteeBay Uses IT to Develop NewWays to Sell Out-of-FashionClothing 601

Manager as a PersonHow Judy Lewent Became Oneof the Most Powerful Women inCorporate America 606

Information Technology ByteSAP's ERP System 609

Management InsightThe Star Wars Studio Reorganizes 615


Management in Action 617Topics for Discussion and Action 617Building Management Skills 617Managing Ethically 617Small Group Breakout Exercise 618Exploring the World Wide Web 618Be the Manager 618Case in the News: How B&MRetailers Use IT to AttractCustomers 618

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contemporary - gbv gareth r. jones ... nestle's global food empire managing globally ikea is on...

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