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Contemporary
Sixth Edition
Gareth R. JonesTexas A&M University
Jennifer M. GeorgeRice University
McGraw-HillIrwin
Boston Burr Ridge, IL Dubuque, IA New York San Francisco St. LouisBangkok Bogota Caracas Kuala Lumpur Lisbon London Madrid Mexico CityMilan Montreal New Delhi Santiago Seoul Singapore Sydney Taipei Toronto
Chapter One Managers and Managing
Topics
A Manager's ChallengeHow Anne Mulcahy Createda New Xerox 3
OverviewWhat Is Management?
Achieving HighPerformance:A Manager's GoalWhy Study Management?
Essential ManagerialTasks
PlanningOrganizingLeadingControllingPerforming ManagerialTasks: Mintzberg'sTypology u
Levels and Skillsof Managers
Levels of ManagementManagerial Skills
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Recent Changes inManagement Practices
Restructuring andOutsourcingEmpowerment and Self-Managed Teams
Challenges forManagement in aGlobal Environment
Building CompetitiveAdvantageMaintaining Ethical andSocially ResponsibleStandardsManaging a DiverseWorkforceUtilizing IT andE-CommercePracticing Global CrisisManagement
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Chapter Two The Evolution of Management Thought
Topics
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A Manager's ChallengeFinding Better Ways toMake Cars 39
Overview
Scientific ManagementTheory
Job Specialization and theDivision of LaborF. W. Taylor and ScientificManagementThe Gilbreths
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Administrative ManagementTheory
The Theory of BureaucracyFayol's Principles ofManagement
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Behavioral ManagementTheory
The Work of Mary ParkerFollettThe Hawthorne Studies andHuman RelationsTheory X and Theory Y
Management ScienceTheoryOrganizationalEnvironment Theory
The Open-Systems ViewContingency Theory
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Examples Management in Action
Manager as a PersonJoe Coulombe Makes TraderJoe's a Small BusinessSuccess Story 10
Information Technology ByteIBM Creates Global Self-Managed Teams 22
Management InsightSharper Image Is No Longerin Focus
Ethics in ActionHow Not to Run aMeatpacking Plant
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Summary and Review 31
Management in Action 32Topics for Discussion and Action 32Building Management Skills 32Managing Ethically 33Small Group Breakout Exercise 33Exploring the World Wide Web 34Be the Manager 34BusinessWeek Case in the News:Howard Schultz's StarbucksChallenge 34BusinessWeek Case in the News:Making Her Mark at Merck:Margaret McGlynn Is on aFast Track 35
Examples Management in Action
Ethics in ActionFordism in Practice 45
Manager as a PersonAndrew Carnegie Creates theNew Industrial Company 47
Management InsightPeters and Waterman's ExcellentCompanies 54
Managing GloballyTeams, Teams, and MoreTeams at Nokia 64
Summary and Review 65
Management in Action 66Topics for Discussion and Action 66Building Management Skills 66Managing Ethically 67Small Group Breakout Exercise 69Exploring the World Wide Web 69Be the Manager 69BusinessWeek Case in the News:Netflix: Flex to the Max 69BusinessWeek Case in the News:Oticon's No-Cubicle Culture 71
Chapter Three Values, Attitudes, Emotions, and Culture:The Manager as a Person 72
A Manager's ChallengeFtyla Teleservices Stands OutAmong Telemarketers 73
Topics
OverviewEnduring Characteristics:
O
Personality TraitsThe Big Five PersonalityTraitsOther Personality TraitsThat Affect ManagerialBehavior
Values, Attitudes, andMoods and Emotions
Values: Terminal andInstrumental
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AttitudesMoods and Emotions
Emotional Intelligence
Organizational CultureManagers andOrganizational CultureThe Role of Values andNorms in OrganizationalCultureCulture and ManagerialAction
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Chapter Four Ethics and Social Responsibility 108
Topics
A Manager's ChallengeThe Ethics of the GlobalFlower-GrowingBusiness 109
Overview
The Nature of EthicsEthical DilemmasEthics and the LawChanges in Ethics overTime
Stakeholders and EthicsStockholdersManagersEmployeesSuppliers and DistributorsCustomersCommunity, Society, andNationRules for Ethical DecisionMaking
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Why Should ManagersBehave Ethically?
Ethics and SocialResponsibility *
Societal EthicsOccupational EthicsIndividual Ethics
Organizational Ethics
Approaches to SocialResponsibility
Four Different ApproachesWhy Be SociallyResponsible?The Role of OrganizationalCulture
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Examples Management in Action
Manager as a PersonWho Would Have ThoughtDirty Jobs Would Be a Hit? 79
Ethics in Act ionTelling the Truth at Gentle GiantMoving 83
Focus on DiversityChanging Attitudes 85
Manager as a PersonPAETEC's Caring Culture 95
Summary and Review 101
Management in Action 102Topics for Discussion and Action 102Building Management Skills 102Managing Ethically 103Small Group Breakout Exercise 103Exploring the World Wide Web 103Be the Manager 104BusinessWeek Case in the News:The Blogging Czar of Moscow 104BusinessWeek Case in the News:Young and Impatient in India 105
Examples Management in Action
Ethics in Act ion ,The Ethics of Some NonprofitsAre Not So Good 118
Ethics in Act ionWhole Foods Market PracticesWhat It Preaches 120
Ethics in ActionDigital Piracy, Ethics, and Napster 125
Ethics in ActionIs It Right to Use Child Labor? 130
Ethics in Act ionJonathan Reckford RebuildsGoodwill at Habitat for Humanity 134
Ethics in Act ionApple Juice or Sugar Water? 137
Ethics in Act ionJohnson & Johnson's EthicalCulture 140
Summary and Review 141
Management in Action 142Topics for Discussion and Action 142Building Management Skills 142Managing Ethically 143Small Group Breakout Exercise 143Exploring the World Wide Web 143Be the Manager 144BusinessWeek Case in the News:Cleaning Up Boeing 144BusinessWeek Case in the News:Fixing Apple's "Sweatshop" Woes 145
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ontentsChapter Five Managing Diverse Employees in a
Multicultural Environment 148
Topics
A Manager s ChallengeReaping the Benefits ofDiversity 149
OverviewI The Increasing Diversity
of the Workforce and theEnvironment
: Age• Gender
'• Race and Ethnicity
Religion
Capabilities/Disabilities
; Socioeconomic! Background
• Sexual Orientation
Other Kinds of Diversity
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Managers and theEffective Managementof Diversity 159
Critical Managerial Roles 159The Ethical Imperativeto Manage DiversityEffectively 161
Effectively ManagingDiversity Makes GoodBusiness Sense 162
Percept ion 164
Factors That InfluenceManagerial Perception 164
Chapter Six Managing in the Global Environment 186
A Manager's ChallengeNestle's Global Food Empire 187
Topics
OverviewWhat Is the GlobalEnvironment?
The Task EnvironmentSuppliers
Distributors
Customers
Competitors
The GeneralEnvironment
Economic Forces
Technological Forces
Sociocultural Forces
Demographic Forces
Political and Legal Forces
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The Changing GlobalEnvironment
The Process ofGlobalizationDeclining Barriers to Tradeand Investment
Declining 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
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Examples Management in Action
Perception as a Determinant
of Unfair Treatment 165
Overt Discrimination 169
How to Manage DiversityEffectively
Steps in Managing Diversity
Effectively
Sexual HarassmentForms of SexualHarassment
Steps Managers Can'Taketo Eradicate SexualHarassment
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Focus on DiversityPreventing DiscriminationBased on Sexual Orientation 158
Ethics in Action-Disabled Employees MakeValuable Contributions 166
Managing GloballyWomen Struggle to Advancein Their Careers in Japan 169
Management InsightTop Execs Improve TheirUnderstanding of the Front Line 171
Summary and Review 177
Management in Action 178Topics for Discussion and Action 178Building Management Skills 179Managing Ethically 179Small Group Breakout Exercise 179Exploring the World Wide Web 179Be the Manager 180BusinessWeek Case in theNews: What Works in Women'sNetworks 180BusinessWeek Case in theNews: The Best Places toLaunch a Career" 182
Examples Management in Action
Managing GloballyGlobal Supply Chain Management 192
Ethics in ActionWhy Is Beer and Wine SoExpensive: Powerful Distributors 193
Managing GloballyAmerican Rice Invades Japan 198
Managing GloballyCustomizing Food to the Tastesof Different Cultures 203
Managing GloballyIKEA Is on Top of the FurnitureWorld 205
Managing GloballyA Gaijin Works to Turn AroundSony 212
Managing GloballyNokia Makes a Big Beton Romania 215
Summary and Review 217
Management in Action 218Topics for Discussfon and Action 218Building Management Skills 218Managing Ethically 218Small Group Breakout Exercise 219Exploring the World Wide Web 219Be the Manager 219Business Week Case in the News:A Guide for Multinationals 220BusinessWeek Case in the News:Remade in the USA-Sony Global 221BusinessWeek Case in the News:Nokia Connects 223
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Chapter Seven
A Manager's ChallengeMaking Good Decisions atPUMA 225
Decision Making, Learning, Creativity,and Entrepreneurship 224
Topics
Choose Among Alternatives 239
OverviewThe Nature of Managerial
Decision Makingo
Programmed andNonprogrammed DecisionMakingThe Classical Model
The AdministrativeModelSteps in the Decision-Making Process
Recognize the Need for aDecisionGenerate AlternativesAssess Alternatives
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Implement the ChosenAlternativeLearn from Feedback
Cognitive Biases andDecision Making
Prior-Hypothesis BiasRepresentativeness BiasIllusion of ControlEscalating CommitmentBe Aware of Your Biases
Group Decision MakingThe Perils of GroupthinkDevil's Advocacy andDialectical InquiryDiversity Among Decision
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Makers 245
I Chapter Eight The Manager as a Planner and Strategist 260
i A Manager's ChallengeWhv Does Best Buy
i Outperform Circuit City? 261
Topics
OverviewPlanning and Strategy
The Nature of thePlanning Process
Why Planning Is ImportantLevels of PlanningLevels and Types ofPlanningTime Horizons of PlansStanding Plans andSingle-Use PlansScenario Planning
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Determining theOrganization's Missionand Goals
Defining the BusinessEstablishing Major Goals
Formulating StrategySWOT AnalysisThe Five Forces Model
Formulating Business-Level Strategies
Low-Cost StrategyDifferentiation Strategy
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Examples Management in Action
Organizational Learning
and Creativity 245
Creating a Learning
Organization 245
Promoting Individual
Creativity 246
Promoting Group Creativity 247
Entrepreneurship andCreativity „ 248
Entrepreneurship and New
Ventures 250
Intrapreneurship andOrganizational Learning 251
Focus on DiversityProgrammed Decision Makingat UPS , 229
Manager as a PersonCurbing Overconfidence 231
information Technology ByteRevising Plans at AssociatedBusiness Systems 234
Management InsightDecision Making and Learningfrom Feedback at GarageTek
Ethics in ActionFinding Funding to Do Good
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Summary and Review 252
Management in Action 254Topics for Discussion and Action 254Building Management Skills 254Managing Ethically 255Small Group Breakout Exercise 255Exploring the World Wide Web 255Be the Manager 256BusinessWeek Case in the News:The Icelander Who Wants Saks 256BusinessWeek Case in the News:Bridging the Generation Gap 257
Examples
"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
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Management InsightUps and Downs at Mattel 271
Manager as a PersonDouglas Conant Keeps StirringUp Campbell Soup 274
Management InsightDifferent Ways to Compete inthe Soft-Drink Business 279
Management InsightHow to Make RelatedDiversification Work 285
Managing GloballyHow DHL Entered the U.S.Package Delivery Business 290
Management inAction
Summary and Review 292
Management in Action 293Topics for Discussion and Action 293Building Management Skills 293Managing Ethically 294Small Group Breakout Exercise 294Exploring the World Wide Web 294Be the Manager 295BusinessWeek Case in the News:That Computer Is So You 295BusinessWeek Case in the News:Is the Bloom Off at FTD? 296Business Week Case in the News:Swords to Plowshares and BackAgain at Rockwell Collins 297Appendix H o w to Developa Business F lan 298
Developing a Business Plan 298Writing a Detailed Business Plan 299Developing Your Own BusinessPlan 300
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Chapter Nine Value-Chain Management: FunctionalStrategies for Competitive Advantage 302
A Manager's ChallengeToyota's Approach to BuildingCompetitive Advantage 303
Topics
Overview 305
Functional Strategies,the Value Chain, andCompetitive Advantage 305
Functional Strategies andValue-Chain Management 307
Improving Responsiveness
to Customers 309What Do Customers Want? 309Managing the Value Chainto Increase Responsivenessto Customers 310
Customer RelationshipManagement 311
Improving QualityTotal Quality Management
Improving EfficiencyFacilities Layout, FlexibleManufacturing, andEfficiency
Just-in-Time Inventory andEfficiency
Self-Managed Work Teamsand Efficiency
Process Reengineering andEfficiency
Information Systems, theInternet, and Efficiency
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Chapter Ten Managing Organizational Structureand Culture 342
A Manager's ChallengeLiz Claiborne Reorganizes ItsStructure 343
Topics
OverviewDesigning OrganizationalStructure
The OrganizationalEnvironment
Strategy
Technology
Human Resources
Grouping Tasks into Jobs:
Job DesignJob Enlargement and JobEnrichment
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The Job Characteristics
Model
Groupingjobs intoFunctions and Divisions:Designing OrganizationalStructure
Functional Structure
Divisional Structures:Product, Market, andGeographic
Matrix and Product TeamDesigns
Hybrid Structure
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Examples Management in Action
Improving Innovation 324Two Kinds of Innovation 325Strategies to PromoteInnovation and SpeedProduct Development 325
Managing the Value Chain:Some Remaining Issues 331
Boundary-Spanning Roles 331
Value-Chain ManagementOver Time 333
Ethical Implications 334
Information Technology ByteHow CRM Helped EmpireHealthChoice 312
Management InsightStarwood Uses Six Sigma toImprove Hotel Performance 316
Manager as a PersonPaddy Hopkirk Improves FacilitiesLayout 319
Management InsightUnited Electric's Kanban System 322
Management InsightGoogle Encourages Innovationand Product Development 329
Management InsightToyota Is Not Perfect, But ItContinually Strives to Be 333
Ethics in Act ionThe Human Cost of ImprovingProductivity 334
Summary and Review 335
Management in Action 337Topics for Discussion and Action 337Building Management Skills 337Managing Ethically 338Small Group Breakout Exercise 338Exploring the World Wide Web 338Be the Manager 339BusinessWeek Case in the News:Philips' Norelco 339BusinessWeek Case in the News:No One Does Lean Like theJapanese 340
Examples Management in Action
Coordinating Functionsand Divisions 362
Allocating Authority 362
Integrating and CoordinatingMechanisms 368
Organizational Culture 370Where Does OrganizationalCulture Come From? 372
Strong, Adaptive Culturesversus Weak, Inert Cultures 375
Managing GloballyNokia's Geographic StructureHelps It Conquer the World 357
Managing GloballyHow to Use Empowered Self-Managed Teams 365
Manager as a PersonAvon Is Calling for a NewStructure 367
Manager as a PersonSam Walton and Wal-Mart'sCulture 371
Summary and Review 377
Management in Action 378Topics for Discussion and Action 378Building Management Skills 378Managing Ethically 379Small Group Breakout Exercise 379Exploring the World Wide Web 379Be the Manager 380BusinessWeek Case in the News:Information Technology: Stoppingthe Sprawl at HP 381BusinessWeek Case in the News:The Art of Motivation 382
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Chapter Eleven Organizational Control and Change 384
A Manager's ChallengeWhat is the Best Way to ControlPeople and Resources? 385
Topics
OverviewWhat Is OrganizationalControl?
The Importance ofOrganizational ControlControl Systems and ITThe Control Process
Output ControlFinancial Measures ofPerformance
Organizational Goals
Operating Budgets
Problems with OutputControl
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Behavior ControlDirect Supervision
Management by ObjectivesBureaucratic Control
Problems with BureaucraticControl
Clan ControlOrganizational Change
Lewin's Force-Field Theoryof Change
Evolutionary andRevolutionary Change
Managing Change
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Chapter Twelve Hurnan Resource Management 420
A Manager's ChallengeTreating Employees Well Leads toSatisfied Customers 421
Topics
Overview
Strategic HumanResource Management
Overview of theComponents of HRM
The Legal Environment
of HRMRecruitment andSelection
Human Resource Planning
Job Analysis
External and InternalRecruitment
The Selection Process
Training andDevelopment
Types of Training
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Types of Development
Transfer of Training andDevelopment
Performance Appraisaland Feedback
Types of PerformanceAppraisal
Who AppraisesPerformance?
Effective PerformanceFeedback
Pay and BenefitsPay Level
Pay Structure
Benefits
Labor RelationsUnions
Collective Bargaining
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Examples Management in Action
Management InsightMaking the Financial FiguresCome Alive 395
Managing GloballyWal-Mart Uses Output Control toExpand Internationally 397
Management InsightMicrosoft Has Problems Controllingand Evaluating Its Employees 401
Manager as a PersonBob Iger's Big Changes at WaltDisney - 405
Management InsightJames Casey Creates a Culturefor UPS 407
Manager as a PersonPfizer's Big Push to CreateBlockbuster Drugs 412
Summary and Review 413
Management in Action 415Topics for Discussion and Action 415Building Management Skills 415Managing Ethically 416Small Group Breakout Exercise 416Exploring the World Wide Web 416Be the Manager 417BusinessWeek Case in the News:Cracking the Whip at Wyeth 417BusinessWeek Case in the News:How Failure Breeds Success 418
Examples Management in Action
Managing GloballyManaging Human Resourcesat Semco 426
Focus on DiversityIs It Age Discrimination? 428
Information Technology ByteFog Creek Software's Approachto Recruiting 433
Focus on DiversityFamily-Friendly Benefits atGuerra DeBerry Coody * 449
Summary and Review 452
Management in Action 454Topics for Discussion and Action 454Building Management Skills 454Managing Ethically 455Small Group Breakout Exercise 455Exploring the World Wide Web 455Be the Manager 456BusinessWeek Case in the News:How to Make a Microserf Smile 456BusinessWeek Case in the News:Guess Who's Hiring in America 459
Chapter Thirteen Motivation and Performance 460
A Manager's ChallengeMotivating Employees at EnterpriseRent-A-Car 461
Topics
OverviewThe Nature of Motivation
Expectancy TheoryExpectancyInstrumentalityValenceBringing It All Together
Need TheoriesMaslow's Hierarchy ofNeedsAlderfer's ERG Theory
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rierzberg s Motivator-Hygiene TheoryMcClelland's Needs forAchievement, Affiliation,and PowerOther Needs
Equity TheoryEquityInequityWays to Restore Equity
Goal-Setting Theory
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! Chapter Fourteen Leadership 494
i A Manager's Challenge; Judy McGrath LeadsI MTV Networks 495
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 ContingencyModel
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House's Path-GoarTheoryThe Leader SubstitutesModelBringing It All Together
TransformationalLeadership
Being a CharismaticLeaderStimulating SubordinatesIntellectuallyEngaging in DevelopmentalConsiderationThe Distinction BetweenTransformational andTransactional Leadership
Gender and Leadership
Emotional Intelligenceand Leadership
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Examples Management in Action
Learning Theories, 480Operant ConditioningTheory 480Social Learning Theory 483
Pay and Motivation 485Basing Merit Pay onIndividual, Group, orOrganizational Performance 485Salary Increase or Bonus? 486Examples of Merit PayPlans . 487
Ethics in ActionMcDonough Protects the Planet 465
Management InsightManaging and RetainingEmployees at the Container Store 469
information Technology ByteBoosting Motivation andRetention at Protus IP Solutions 471
information Technology ByteHigh Motivation Rules at theSAS Institute 475
Summary and Review 487
Management in Action 489Topics for Discussion and Action 489Building Management Skills 489Managing Ethically 490Small Group Breakout Exercise 490Exploring the World Wide Web 490Be the Manager 491BusinessWeek Case in the News:Why Settle for Just One Line ofWork? 491BusinessWeek Case in the News:Nokia's New Home in Romania 492
Examples Management in Action
Ethics in Act ionServant Leadership atZingerman's 498
Manager as a PersonLiane Pelletier Uses HerExpert Power in Alaska 502
Ethics in Act ionConsideration at Costco 505
Focus on DiversityAdmitting a Mistake HelpsSmall-Business Leader 517
Summary and Review 518
Management in Action 520Topics for Discussion and Action 520Building Management Skills 520Managing Ethically 521Small Group Breakout Exercise 521Exploring the World Wide Web 522Be the Manager 522BusinessWeek Case in the News:Big Blue Goes for the Big Win 522BusinessWeek Case in the News:When CEO's Aren't Leaders 523
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Contents'J Chapter Fifteen Effective Groups and Teams 526
jfc.' A Manager's ChallengeJEjj* ] Employees Form Teams at£ l~' ICU Medical 527
S.I
j '
Topicsr
OverviewGroups, Teams, andOrganizationalEffectiveness
Groups and Teams asPerformance Enhancers
Groups, Teams, andResponsiveness toCustomersTeams and InnovationGroups and Teams asMotivators
Types of Groups andTeams -
The Top-ManagementTeam
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Research and DevelopmentTeamsCommand GroupsTask ForcesSelf-Managed Work TeamsVirtual TeamsFriendship GroupsInterest Groups
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Group DynamicsGroup Size, Tasks, andRolesGroup LeadershipGroup Developmentover Time
Group NormsGroup Cohesiveness
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Chapter Sixteen
A Manager's ChallengeManaaers Need Feedbackfrom Employees 565
Promoting Effective
Topics
Overview
Communication and
ManagementThe Importance of GoodCommunicationThe CommunicationProcessThe Role of Perception in .CommunicationThe Dangers of IneffectiveCommunication
Information Richness andCommunication Media
Face-to-FaceCommunication
Communication
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Spoken CommunicfationElectronically TransmittedPersonally AddressedWritten CommunicationImpersonal WrittenCommunication
CommunicationNetworks
CommunicationNetworks in Groups andTeamsOrganizationalCommunication NetworksExternal Networks
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Examples Management in Action
Managing Groups andTeams for HighPerformance 551
Motivating Group Membersto Achieve OrganizationalGoals 551
Reducing Social Loafing inGroups 553
Helping Groups to ManageConflict Effectively 554
Information Technology ByteTechnology Helps Teams AchieveSynergies by Identifying Expertise 531
Information Technology BytePizza Teams Innovate at Amazon 533
Management InsightSelf-Managed Teams at LouisVuitton and Nucor Corporation 537
Management InsightTeams Benefit from Devianceand Conformity at IDEO 547
Summary and Review 554
Management in Action 556Topics for Discussion and Action 556Building Management Skills 556Managing Ethically 557Small Group Breakout Exercise 557Exploring the World Wide Web 557Be the Manager 558BusinessWeek Case in the News:Managing the New Workforce 558BusinessWeek Case in the News:International Isn't Just IBM's FirstName 560
Examples Management in Action
Information Technology
and Communication 582
The Internet 582
Intranets 582
Groupware andCollaboration Software
Communication Skillsfor Managers
Communication Skills for
Managers as Senders
Communication Skills for
Managers as Receivers
Understanding Linguistic
Styles
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Managing GloballyGlobal Communication EnablesGlobal Innovation 568
Management InsightWhen Face-to-FaceCommunication Is Called For 573
Ethics in Act ionMonitoring E-mail and InternetUsage 577
Information Technology ByteCollaborating with Wikis 585
Summary and Review 593
Management in Action 595Topics for Discussion and Action 595Building Management Skills 595Managing Ethically 596Small Group Breakout Exercise 596Exploring the World Wide Web 597Be the Manager 597BusinessWeek Case in theNews: The Water Cooler Is Nowon the Web 597BusinessWeek Case in the News:It's All About the Face-to-Face 599
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ontentsChapter Seventeen Managing Conflict, Politics, and Negotiation 602
A Manager's ChallengeRavi Kant Effectively ManagesConflict 603
Topics
Overview 604
Organizational Conflict 605Types of Conflict 605
Sources of Conflict 607
Conflict ManagementStrategies 609
Negotiation 613
Distributive Negotiationand Integrative Bargaining 613
Strategies to EncourageIntegrative Bargaining 613
Organizational Politics 615The Importance ofOrganizational Politics 616Political Strategies forGaining and Maintaining
Power 616
Political Strategies forExercising Power 619
Chapter Eighteen Using Advanced Information Technologyto Increase Performance 632
A Manager's ChallengeNow B&M Retailers Use ITto Attract Customers 633
Topics
Overview
Information and theManager's Job
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635
Attributes of UsefulInformation 636
What Is InformationTechnology? 637
Information and Decisions 638Information and Control 638Information andCoordination 640
Glossary
Credits
Index
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679
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The IT Revolution 640The Effects of Advancing IT 641
IT and the Product LifeCycle 641
Computer Networks 643
Types of ManagementInformation Systems 646
The OrganizationalHierarchy: The TraditionalInformation System 646
Transaction-ProcessingSystems 647
Operations InformationSystems 647
Decision Support Systems 648
Examples Management in Action
Managing GloballyXplane Integrates Operationsin Spain 610
Focus on DiversityIndra Nooyi Builds Alliances 618
Ethics in ActionEl Faro Benefits MultipleStakeholders 621
Summary and Review 622
Management in Action 624Topics for Discussion and Action' 624Building Management Skills 624Managing Ethically 625Small Group Breakout Exercise 625Exploring the World Wide Web 625Be the Manager 626BusinessWeek Case in the News:My Way or the Highway atHyundai 626BusinessWeek Case in the News:A Town Torn Apart by Nestle 628
Examples Management in Action
Artificial Intelligence andExpert Systems 649
Enterprise ResourcePlanning Systems 650
E-Commerce Systems 653
The Impact andLimitations of InformationTechnology 654
Strategic Alliances, B2BNetwork Structures, and IT 654
Flatter Structures andHorizontal Information
Flows 656
Limitations of IT 659
Management InsightHerman Miller's Office of theFuture 639
Management InsightIBM's "Business-on-Demand" IT 644
Manager as a PersonHow Judy Lewent Became Oneof the Most Powerful Women inCorporate America 648
Information Technology ByteSAP's ERP System 651
information Technology ByteInformation Flows at Tel Co.and Soft Co. 657
Management InsightThe Star Wars Studio Reorganizes 659
Summary and Review 661
Management in Action 662Topics for Discussion and Action 662Building Management Skills 662Managing Ethically 663Small Group Breakout Exercise 663Exploring the World Wide Web 663Be the Manager 664BusinessWeek Case in the News:The Quickening at Nissan 664BusinessWeek Case in the News:FedEx: Taking Off Like "a RocketShip" 665
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