كتاب Management - Leading & Collaborating in a Competitive World - 14e
منتدى هندسة الإنتاج والتصميم الميكانيكى
بسم الله الرحمن الرحيم

أهلا وسهلاً بك زائرنا الكريم
نتمنى أن تقضوا معنا أفضل الأوقات
وتسعدونا بالأراء والمساهمات
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أو وإذا كانت هذة زيارتك الأولى للمنتدى فنتشرف بإنضمامك لأسرتنا
وهذا شرح لطريقة التسجيل فى المنتدى بالفيديو :
http://www.eng2010.yoo7.com/t5785-topic
وشرح لطريقة التنزيل من المنتدى بالفيديو:
http://www.eng2010.yoo7.com/t2065-topic
إذا واجهتك مشاكل فى التسجيل أو تفعيل حسابك
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يرجى مراسلتنا على البريد الإلكترونى التالى :

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منتدى هندسة الإنتاج والتصميم الميكانيكى
بسم الله الرحمن الرحيم

أهلا وسهلاً بك زائرنا الكريم
نتمنى أن تقضوا معنا أفضل الأوقات
وتسعدونا بالأراء والمساهمات
إذا كنت أحد أعضائنا يرجى تسجيل الدخول
أو وإذا كانت هذة زيارتك الأولى للمنتدى فنتشرف بإنضمامك لأسرتنا
وهذا شرح لطريقة التسجيل فى المنتدى بالفيديو :
http://www.eng2010.yoo7.com/t5785-topic
وشرح لطريقة التنزيل من المنتدى بالفيديو:
http://www.eng2010.yoo7.com/t2065-topic
إذا واجهتك مشاكل فى التسجيل أو تفعيل حسابك
وإذا نسيت بيانات الدخول للمنتدى
يرجى مراسلتنا على البريد الإلكترونى التالى :

Deabs2010@yahoo.com


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الرئيسيةالبوابةأحدث الصورالتسجيلدخولحملة فيد واستفيدجروب المنتدى

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 كتاب Management - Leading & Collaborating in a Competitive World - 14e

اذهب الى الأسفل 
كاتب الموضوعرسالة
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عدد المساهمات : 18789
التقييم : 34891
تاريخ التسجيل : 01/07/2009
الدولة : مصر
العمل : مدير منتدى هندسة الإنتاج والتصميم الميكانيكى

كتاب Management - Leading & Collaborating in a Competitive World - 14e  Empty
مُساهمةموضوع: كتاب Management - Leading & Collaborating in a Competitive World - 14e    كتاب Management - Leading & Collaborating in a Competitive World - 14e  Emptyالخميس 02 مايو 2024, 1:27 am

أخواني في الله
أحضرت لكم كتاب
Management - Leading & Collaborating in a Competitive World - 14e
Leading & Collaborating in a Competitive World
Thomas S. Bateman
McIntire School of Commerce
University of Virginia
Robert Konopaske
McCoy College of Business
Texas State University
Wang An Qi/Shutterstock

كتاب Management - Leading & Collaborating in a Competitive World - 14e  M_l_a_12
و المحتوى كما يلي :


Chapter 1
• New Inclusiveness Works feature about generational differences in the workplace.
• Updated Management in Action about Mark Zuckerberg
of Facebook.
• New Digital World: “Chatbots: Good for Business?”
• Revised Social Entrepreneurship discussing Bill Drayton
of Ashoka.
• New example of Uber’s new CEO trying to make the
company profitable again.
• Updated list of top five firms in Fortune’s 2018 Global
500 list.
• New example of PepsiCo offering KeVita probiotic nonsoda and Bubly Sparkling Water.
• New example of Rocket Mortgage propelling Quicken
Loans to the top of the mortgage provider market.
• New example in which Patagonia’s Work Wear program makes over 50,000 repairs to customers’ used
clothing.
• New example of using Gallup’s CliftonStrengths assessment to identify core strengths.Preface ix
• New example of Chipotle’s zero-tolerance policy for
food safety violations.
• New example of Salesforce’s 1-1-1 philanthropic model
of doing business.
• New example of AT&T’s acquisition of AlienVault to
help businesses respond to cybersecurity attacks.
Chapter 5
• New Inclusiveness Works feature discussing equitable
pay for all employees.
• Revised Management in Action feature about Ginni
Rometty’s attempts to transform IBM and the world.
• New Digital World: “How Digital Monitoring Helps
Ensure Ethics.”
• Updated Concluding Case: “Oré Earth Skin Care Tries
to Stay Natural.”
• New example of Apple slowing down older iPhones to
encourage upgrades.
• New example of Facebook employees writing 5-star
reviews for the Portal video-chat device on Amazon.
• New example of Starbucks setting a goal of hire 10,000
refugees across 75 countries by 2023.
• New example of a fully sustainable model applying a circular borrow-use-return approach.
Chapter 6
• New Inclusiveness Works: “Bridging Cultural Divides:
Beyond Words.”
• Revised Management in Action: “How Alibaba Is
Becoming a Global Brand.”
• Updated Social Entrepreneurship box about student
entrepreneurs competing for the $1 million Hult Prize.
• Revised Digital World: “Global Email Etiquette.”
• Updated Social Entrepreneurship: “Empowering Latina
Entrepreneurs.”
• New example of Netflix expanding into 190 countries in
just seven years.
• New example predicting that approximately 800 million
jobs worldwide will be lost to automation over the next
decade.
• New example describing China’s growing economic and
political influence.
• New example discussing NAFTA’s replacement, the
U.S.-Mexico-Canada Agreement (USMCA).
Chapter 7
• New Inclusiveness Works feature about start-ups and
diversity.
• Revised Management in Action about Starbucks’s entrepreneurial beginnings.
Chapter 2
• New Inclusiveness Works feature: “Women in Leadership
Roles: A Strategy for Success.”
• Updated Management in Action on Amazon thriving in
any environment.
• Updated Social Entrepreneurship feature about combating climate change.
• New example of the U.S. congressional bill that could
replace the Patient Protection and Affordable Care Act.
• New example in which zSpace’s VR laptop allows users
to see objects as if they were part of the real world.
• New example about Microsoft offering 12 weeks of full
pay for employees who are new mothers and fathers.
• New example of Coca-Cola pledging to reduce the
amount of sugar in its drinks by 2025.
• New example about the Eagle Flight game being a complement of the HTC Vive virtual reality headset.
• New example about Warby Parker, the fashion eyeglasses
retailer, where employees learn the culture by keeping in
mind four ground rules (which the company characterizes as “Nothing crazy”).
Chapter 3
• New Inclusiveness Works feature about the benefits of a
diverse workplace.
• Updated Management in Action about Uber trying to
overcome its poor decisions.
• New Digital World about using predictive analytics to
make better decisions.
• Revised Concluding Case: “Soaring Eagle Skate
Company.”
• New example exploring the uncertainty over Britain’s
departure from the European Union (“Brexit”).
• New example of Netflix using data analytics to retain
customers and inform the creation of original series.
• New examples of data breaches at companies, including
Marriott Starwood Hotels, MyFitnessPal, Cambridge
Analytica, and Facebook.
Chapter 4
• New Inclusiveness Works feature about incorporating
diversity and inclusion into a company’s brand.
• Revised Management in Action: “How Disney Scripts
Its Own Success.”
• Updated Social Entrepreneurship feature discussing
Novo Nordisk’s triple bottom line.
• New Digital World: “Managing Technology’s Impact.”
• New example of General Motors purchasing a $500 billion stake in Lyft.x Preface
Chapter 10
• New Inclusiveness Works about providing feedback
across cultures.
• Updated Management in Action: “How Google Lands
Top Talent.”
• Revised Concluding Case about HR planning at
Invincibility Systems.
• New Social Entrepreneurship box discussing whether
social enterprise is becoming big business.
• New Digital World feature: “Can Your Social Media
Profile Keep You from Landing a Great Job?”
• New example of companies preferring internal to external recruitment including Gap Inc., Palo Alto Networks,
and Blizzard Entertainment.
• New example of companies being fined for violating U.S.
equal employment laws like UPS paying $4.9 million to
settle a religious discrimination lawsuit.
• New example of why companies use 360-degree performance appraisals.
Chapter 11
• New Inclusiveness Works: “Avoiding Age Discrimination.”
• Updated Management in Action exploring how
Accenture innovates through inclusion.
• New Digital World: “Using AI to Hire a More Diverse
Workforce.”
• New example of companies that have strong commitment to inclusion, including Kaiser Permanente, AT&T,
and New York Life.
• New example of diversity initiatives in companies like
Northrup Grumman employing veterans and Comcast
NBCUniversal using diverse suppliers.
• New example of National Industries for the Blind with
6,000 employees with visual impairments.
• New example of Deloitte and Honeywell monitoring
career progress of women, minorities, and employees
with disabilities.
Chapter 12
• New Inclusiveness Works: “Including the LGBTQ
Community.”
• Updated Management in Action about Merck’s CEO,
Kenneth Frazier, focusing on long-term results.
• New Digital World: “How AI Is Affecting Leadership.”
• Revised Social Entrepreneurship feature about manufacturing disaster-resilient homes.
• New example of a vision in which Richard Branson,
CEO of Virgin Group, foresees the entire world powered
by renewable energy by 2050.
• Updated Concluding Case: “Rolling Out Soft Scroll.”
• New example indicating that e-commerce sales of physical goods in the United States surpassed $500 billion.
• New example of companies engaged in B2B commerce,
including Amazon, Alibaba, Otto, Flipkart, and SAP.
• New example of how most start-ups begin with $5,000 of
less in capitalization.
• New example of peer-to-peer (P2P) loaning platforms
like Credit or Prosper.
Chapter 8
• New Inclusiveness Works feature about hearing all
voices in organizations.
• Revised Management in Action feature about Mary
Barra’s leadership of GM.
• Updated Concluding Case about moving to a cloud system to create efficiencies.
• Updated Digital World: “Will Online Networks Replace
Traditional Hierarchies?”
• New example of PlumSlice Labs creating an advisory
board with executives from Walmart, GlaxoSmithKline,
Workforce Software, SAP, and Retail Consulting.
• New example of Johnson & Johnson’s decentralized
approach to managing its 260 operating companies in
60 countries.
• New example of companies like GoPro, Snap Inc., and
H&M integrating their marketing and communications
functions.
• New example of TTEC integrating more humanity into
digital interactions with customers.
Chapter 9
• New Inclusiveness Works feature about engaging early
career employees.
• Updated Management in Action: “Making Walmart
Agile.”
• New Digital World feature about engaging customers
through social listening.
• Updated Social Entrepreneurship discussing how to
scale social enterprises.
• New example of Coca-Cola, Dr Pepper Snapple Group,
and PepsiCo coming together to cut 20 percent of the
sugar-based calories in their soft drinks by 2025.
• New example of Walmart’s CEO trying to reduce
bureaucracy and revitalize company growth by encouraging employee initiative.
• New example of Banana Republic using predictive data
to open a pop-up discount ad as an online shopper is
about to close the window.
• New example of recent winners of the Malcolm
Baldridge National Quality Award.Preface xi
• New example of companies like Adobe, Gap, and IBM
shifting to frequent, informal employee performance
check-ins.
• New example of the CEO of T-Mobile posting about
company products to more than 5 million followers on
his Twitter account.
• New example of companies like Unisys, Sprint, and
Hewlett-Packard training employees to use social media
productively.
• New example of Vynamic implementing a policy preventing work-related communication among employees
after hours during the week and all weekend long.
Chapter 16
• New Inclusiveness Works: “Making a Measurable
Impact with D&I Initiatives.”
• New Management in Action: “Tracking Employees to
Control Health Care Costs.”
• Revised Social Entrepreneurship discussing better ways
to measure social impact.
• New Digital World feature about technology enabling
timely performance reviews.
• New example of Teco Energy assigning project teams to
prevent problems.
• New example discussing how data-driven visual dashboards allow managers to monitor organizational performance indicators in real time.
• New example of Chipotle rolling out Zenput, a mobile
food safety protocol platform, to prevent future food
safety issues.
Chapter 17
• New Inclusiveness Works discussing how technology
can help remove unconscious bias.
• Revised Management in Action about Elon Musk’s ups
and downs as he pursues technology’s possibilities and
challenges.
• New Concluding Case: “Innovating at Worldwide Games.”
• Updated Digital World about BYOD and BYOA work
policies.
• New example of product innovations like foldable
phones, rollup TVs, and more nature fluid interactions
with voice-activated digital assistants.
• New example discussing how innovative food producers
like Impossible Foods and Beyond Meat are introducing
new “meatless meats” to the market.
• New example describing blockchain’s potential gamechanging impact on the integrity of everything from
online transactions to e-voting.
• New example of Neiman Marcus installing interactive
touch screens in its fitting rooms, allowing customers to
adjust lighting and request clothing sizes and colors.
• New example discussing how advances in automated decision making could dramatically change managers’ roles.
• New example of transformational leaders, including
Mary Barra (CEO of General Motors), Reed Hastings
(CEO of Netflix), Mark Bertolini (CEO of Aetna), and
Shantanu Narayen (CEO of Adobe).
Chapter 13
• New Inclusiveness Works: “Improving D&I Initiatives
with Intrinsic Motivation.”
• Updated Management in Action about SAS being a
great place to work.
• New Digital World about using technology to motivate
employees.
• New example of Notejoy, an organizational collaboration platform, helping its employees set specific and
measurable goals.
• New example of how Ryan LLC, a tax firm, rewards its
employees with four-week paid sabbaticals and subsidies
for health club memberships.
• New example of Blue Cross and Blue Shield of North
Carolina hiring college graduates for its two-year Rotational
Development Program.
• New example of how psychological contracts are changing.
Chapter 14
• New Inclusiveness Works: “Empathy in Teams Helps
Cohesion and Inclusiveness.”
• Revised Management in Action feature discussing teamwork at Whole Foods Market.
• New Concluding Case: “Un-Teamwork at Quadra.”
• Updated Social Entrepreneurship box about social entrepreneurs using co-working spaces.
• New example of Nestlé’s InGenius program encouraging employees and external partners to collaborate to
develop new business ideas.
• New example of virtual teams functioning effectively.
• New example in which Spotify creates “squads” of agile,
self-organized teams to create new products.
• New example of ways to resolve conflict among B2B
commerce partners.
Chapter 15
• New Inclusiveness Works in which organizations use
storytelling to become more inclusive.
• Updated Management in Action: “Communicating,
SoundCloud Style.”
• New Digital World: “Gmail Predicts What You Want to
Say.”
• Revised Concluding Case regarding communicating at
Best Trust Bank.xii Preface
Anne Kelly Hoel, University of Wisconsin–Stout
Eileen Kearney, Montgomery County Community College
Dan Morrell, Middle Tennessee State University
Sherilyn Reynolds, San Jacinto College
Robert Waris, University of Missouri–Kansas City
Tiffany Woodward, East Carolina University
Many individuals contributed directly to our development as textbook authors. Dennis Organ provided one of the
authors with an initial opportunity and guidance in textbook
writing. Jack Ivancevich did the same for Rob Konopaske.
John Weimeister has been a friend and adviser from the very
beginning. Thanks also to Christine Scheid for so much good
work on previous editions and for continued friendship.
Enthusiastic gratitude to the entire McGraw-Hill
Education team, starting with director Mike Ablassmeir,
who—and this is more than an aside—spontaneously and
impressively knew Rolling Stone’s top three drummers
of all time. Mike has long provided deep expertise and
an informed perspective, not to mention friendship and
managerial cool in everything we do. Not technically an
author, Mike is most certainly an educator for us and for
the instructors and students who learn from the products
he leads.
Special thanks to teammates without whom the book
would not exist, let alone be such a prideworthy product:
Our sincere appreciation to Kelsey Darin for her expert
guidance and energetic help (not to mention enthusiasm
for older musicians and bands we could relate to), as well as
to Christine Vaughan for her being a tech-savvy, authoring
platform guru.
Debbie Clare: so creative, energetic, always thinking of
unique ideas, and encouraging us to engage in new ways of
sharing how much the 14th edition means to us.
Claire Hunter: positive, patient, easily amused (thankfully), amazingly effective at keeping us on track and focused.
Thomas and Shannon Finn: thoughtful, creative, timely,
and remarkably good at meeting deadlines.
Thanks to you all for getting some of our jokes, for being
polite about the others, and for being fun as well as talented
and dedicated throughout the project.
Finally, we thank our families. Our parents, Jeanine
and Tom Bateman, and Rose and Art Konopaske, provided us with the foundation on which we have built our
careers. They continue to be a source of great support. Our
wives, Mary Jo and Vania, were encouraging, insightful,
and understanding throughout the process. Our children,
Lauren, T.J., and James Bateman; and Nick and Isabella
Konopaske, provided an unending source of inspiration for
our work and our nonwork. Thank you.
Thomas S. Bateman
Chicago, IL
Robert Konopaske
San Marcos, TX
Chapter 18
• New Inclusiveness Works: “Changing for Religious
Inclusion.”
• Revised Management in Action discussing how Shell
Oil and other fossil-fuel companies are beginning to
embrace renewable energies.
• New Social Entrepreneurship: “Leveraging AI to Build a
Better Future.”
• New Digital World: “Tech-Savvy Gen Z Enters the
Workforce.”
• New example discussing Kodak’s decision not to pivot
away from its lucrative film development business into
the disruptive digital camera space.
• New example about using unfreezing to identify performance gaps at different organizational levels.
• New example of Bill Gates’s list of technologies that
will change the world for the better, including affordable
ways to capture carbon dioxide from greenhouse-gas
emissions and energy-efficient toilets functioning without a sewer system.
Brief Contentsxxi
Connect with People 20
Actively Manage Your Relationship with Your
Organization 21
MANAGEMENT IN ACTION ONWARD 22
Survive and Thrive 22
Key Terms 23
Retaining What You Learned 24
Discussion Questions 25
Experiential Exercises 25
CONCLUDING CASE 27
APPENDIX A 32
KEY TERMS 38
DISCUSSION QUESTIONS 39
CHAPTER 2
The External and Internal
Environments 42
MANAGEMENT IN ACTION MANAGER’S BRIEF 43
The Macroenvironment 45
The Economy 45
Technology 46
Laws and Regulations 47
Demographics 47
INCLUSIVENESS WORKS 48
Social Issues 49
SOCIAL ENTREPRENEURSHIP 49
Sustainability and the Natural Environment 50
The Competitive Environment 50
Competitors 51
New Entrants 52
Substitutes and Complements 52
Suppliers 53
Customers 54
Environmental Analysis 55
CHAPTER 1
Managing and Performing 2
MANAGEMENT IN ACTION MANAGER’S BRIEF 3
Managing in a Competitive World 4
Globalization 4
Technological Change 5
Knowledge Management 6
THE DIGITAL WORLD 6
Collaboration across Boundaries 7
INCLUSIVENESS WORKS 7
Managing for Competitive Advantage 8
Innovation 8
Quality 9
Service 9
Speed 10
Cost Competitiveness 11
Sustainability 11
Delivering All Types of Performance 11
The Functions of Management 12
Planning: Delivering Strategic Value 12
SOCIAL ENTREPRENEURSHIP 13
Organizing: Building a Dynamic Organization 13
Leading: Mobilizing People 14
Controlling: Learning and Changing 14
MANAGEMENT IN ACTION PROGRESS REPORT 15
Performing All Four Management Functions 15
Management Levels and Skills 16
Top-Level Managers 16
Middle-Level Managers 16
Frontline Managers 16
Working Leaders with Broad Responsibilities 17
Must-Have Management Skills 18
You and Your Career 19
Be Both a Specialist and a Generalist 19
Be Self-Reliant 20
Contents
PART ONE FOUNDATIONS OF MANAGEMENTxxii Contents
Generating Alternative Solutions 81
Evaluating Alternatives 82
Making the Choice 84
Implementing the Decision 84
Evaluating the Decision 85
The Best Decision 86
Barriers to Effective Decision Making 86
Psychological Biases 86
Time Pressures 87
MANAGEMENT IN ACTION PROGRESS REPORT 88
THE DIGITAL WORLD 89
Social Realities 89
Decision Making in Groups 89
Potential Advantages of Using a Group 90
Potential Problems of Using a Group 90
Managing Group Decision Making 91
Leadership Style 91
INCLUSIVENESS WORKS 92
Constructive Conflict 93
Encouraging Creativity 93
Brainstorming 94
Organizational Decision Making 95
Constraints on Decision Makers 95
Organizational Decision Processes 96
Decision Making in a Crisis 96
MANAGEMENT IN ACTION ONWARD 98
Key Terms 99
Retaining What You Learned 99
Discussion Questions 100
Experiential Exercises 101
CONCLUDING CASE 102
PART ONE SUPPORTING CASE 106
MANAGEMENT IN ACTION PROGRESS REPORT 56
Environmental Scanning 57
Scenario Development 57
Forecasting 58
Benchmarking 58
Actively Managing the External Environment 58
Changing the Environment You Are In 58
Influencing Your Environment 59
Adapting to the Environment: Changing the
Organization 61
Choosing an Approach 62
The Internal Environment of Organizations: Culture and
Climate 63
Organization Culture 63
THE DIGITAL WORLD 64
Organizational Climate 65
MANAGEMENT IN ACTION ONWARD 66
Key Terms 67
Retaining What You Learned 67
Discussion Questions 68
Experiential Exercises 69
CONCLUDING CASE 71
CHAPTER 3
Managerial Decision Making 76
MANAGEMENT IN ACTION MANAGER’S BRIEF 77
Characteristics of Managerial Decisions 78
Lack of Structure 78
Uncertainty and Risk 78
SOCIAL ENTREPRENEURSHIP 80
Conflict 80
The Phases of Decision Making 81
Identifying and Diagnosing the Problem 81
PART TWO PLANNING: DELIVERING STRATEGIC VALUE
CHAPTER 4
Planning and Strategic
Management 108
MANAGEMENT IN ACTION MANAGER’S BRIEF 109
An Overview of Planning Fundamentals 110
The Basic Planning Process 110
SOCIAL ENTREPRENEURSHIP 113
MANAGEMENT IN ACTION PROGRESS REPORT 114
Levels of Planning 114
Strategic Planning 114
Tactical and Operational Planning 115
Aligning Tactical, Operational, and Strategic
Planning 116
Strategic Planning 118
Step 1: Establishing Mission, Vision, and Goals 119
Step 2: Analyzing External Opportunities and Threats 120Contents xxiii
THE DIGITAL WORLD 122
Step 3: Analyzing Internal Strengths and Weaknesses 122
Step 4: SWOT Analysis and Strategy Formulation 124
INCLUSIVENESS WORKS 126
Step 5: Strategy Implementation 129
Step 6: Strategic Control 130
MANAGEMENT IN ACTION ONWARD 131
Key Terms 132
Retaining What You Learned 132
Discussion Questions 133
Experiential Exercises 134
CONCLUDING CASE 135
CHAPTER 5
Ethics, Corporate Responsibility,
and Sustainability 138
MANAGEMENT IN ACTION MANAGER’S BRIEF 139
It’s a Big Issue 140
It’s a Personal Issue 141
Ethics 142
Ethical Systems 142
Business Ethics 144
The Ethics Environment 145
THE DIGITAL WORLD 147
Ethical Decision Making 149
Courage 150
MANAGEMENT IN ACTION PROGRESS REPORT 151
INCLUSIVENESS WORKS 152
Corporate Social Responsibility 152
Contrasting Views 154
Reconciliation 155
The Natural Environment and Sustainability 155
SOCIAL ENTREPRENEURSHIP 156
A Risk Society 157
Sustainable Growth 157
Environmental Agendas for the Future 158
MANAGEMENT IN ACTION ONWARD 159
Key Terms 160
Retaining What You Learned 160
Discussion Questions 161
Experiential Exercises 162
CONCLUDING CASE 163
CHAPTER 6
International Management 168
MANAGEMENT IN ACTION MANAGER’S BRIEF 169
Managing in Today’s (Global) Economy 170
International Challenges and Opportunities 170
Outsourcing and Jobs 172
The Geography of Business 173
Western Europe 173
Asia: China and India 174
The Americas 175
Africa and the Middle East 176
SOCIAL ENTREPRENEURSHIP 177
Global Strategy 177
Pressures for Global Integration 177
Pressures for Local Responsiveness 178
Choosing a Global Strategy 179
MANAGEMENT IN ACTION PROGRESS REPORT 181
Entry Mode 182
Exporting 182
Licensing 183
Franchising 183
Joint Ventures 184
Wholly Owned Subsidiaries 184
Working Overseas 185
Skills of the Global Manager 186
Understanding Cultural Issues 187
INCLUSIVENESS WORKS 188
THE DIGITAL WORLD 190
Ethical Issues in International Management 190
MANAGEMENT IN ACTION ONWARD 191
Key Terms 191
Retaining What You Learned 192
Discussion Questions 193
Experiential Exercises 193
CONCLUDING CASE 194
CHAPTER 7
Entrepreneurship 198
MANAGEMENT IN ACTION MANAGER’S BRIEF 199
Entrepreneurship 201
Why Become an Entrepreneur? 202
What Does It Take to Succeed? 203
What Business Should You Start? 203
SOCIAL ENTREPRENEURSHIP 207
What Does It Take, Personally? 208
Success and Failure 210
MANAGEMENT IN ACTION PROGRESS REPORT 210
Common Management Challenges 211
THE DIGITAL WORLD 212
Increasing Your Chances of Success 214
INCLUSIVENESS WORKS 217
Corporate Entrepreneurship 219
Building Support for Your Idea 219
Building Intrapreneurship 220
Management Challenges 220
Entrepreneurial Orientation 221xxiv Contents
CHAPTER 8
Organization Structure 236
MANAGEMENT IN ACTION MANAGER’S BRIEF 237
Fundamentals of Organizing 238
Differentiation 238
Integration 239
The Vertical Structure 240
Authority in Organizations 240
Hierarchical Levels 242
Span of Control 242
Delegation 242
Decentralization 245
The Horizontal Structure 246
The Functional Organization 247
SOCIAL ENTREPRENEURSHIP 248
The Divisional Organization 249
MANAGEMENT IN ACTION PROGRESS REPORT 251
The Matrix Organization 251
The Network Organization 254
INCLUSIVENESS WORKS 255
Organizational Integration 256
Coordination by Standardization 256
Coordination by Plan 256
THE DIGITAL WORLD 257
Coordination by Mutual Adjustment 257
Coordination and Communication 258
Looking Ahead 259
MANAGEMENT IN ACTION ONWARD 260
Key Terms 260
Retaining What You Learned 260
Discussion Questions 262
Experiential Exercises 262
CONCLUDING CASE 264
CHAPTER 9
Organizational Agility 268
MANAGEMENT IN ACTION MANAGER’S BRIEF 269
The Responsive Organization 270
Strategy and Organizational Agility 271
Organizing around Core Capabilities 272
Strategic Alliances 272
INCLUSIVENESS WORKS 273
MANAGEMENT IN ACTION PROGRESS REPORT 274
The High-Involvement Organization 275
Organizational Size and Agility 275
The Case for Big 275
The Case for Small 276
Being Big and Small 276
SOCIAL ENTREPRENEURSHIP 277
Customers and the Responsive
Organization 278
Customer Relationship Management 278
THE DIGITAL WORLD 280
Quality Initiatives 280
Technology and Organizational Agility 282
Types of Technology Configurations 282
Organizing for Flexible Manufacturing 283
Organizing for Speed: Time-Based
Competition 286
Final Thoughts on Organizational Agility 287
MANAGEMENT IN ACTION ONWARD 288
Key Terms 288
Retaining What You Learned 289
Discussion Questions 289
Experiential Exercises 290
CONCLUDING CASE 291
PART THREE ORGANIZING: BUILDING A DYNAMIC ORGANIZATION
MANAGEMENT IN ACTION ONWARD 222
Key Terms 222
Retaining What You Learned 223
Discussion Questions 224
Experiential Exercises 225
CONCLUDING CASE 227
PART TWO SUPPORTING CASE 232
APPENDIX B 233Contents xxv
CHAPTER 10
Human Resources
Management 296
MANAGEMENT IN ACTION MANAGER’S BRIEF 297
Strategic Human Resource Management 298
The HR Planning Process 299
SOCIAL ENTREPRENEURSHIP 300
Staffing 302
Recruitment 302
Selection 303
THE DIGITAL WORLD 304
Workforce Reductions 306
Developing the Workforce 309
Training and Development 309
INCLUSIVENESS WORKS 310
MANAGEMENT IN ACTION PROGRESS REPORT 311
Performance Appraisal 311
What Do You Appraise? 312
Who Should Do the Appraisal? 313
How Do You Give Employees Feedback? 314
Designing Reward Systems 315
Pay Decisions 315
Incentive Systems and Variable Pay 316
Executive Pay and Stock Options 317
Employee Benefits 317
Legal Issues in Compensation and Benefits 318
Health and Safety 318
Labor Relations 319
Labor Laws 319
Unionization 320
Collective Bargaining 320
What Does the Future Hold? 321
MANAGEMENT IN ACTION ONWARD 322
Key Terms 322
Retaining What You Learned 323
Discussion Questions 324
Experiential Exercises 325
CONCLUDING CASE 326
CHAPTER 11
Managing Diversity
and Inclusiveness 332
MANAGEMENT IN ACTION MANAGER’S BRIEF 333
Diversity: A Brief History 334
Diversity Today 335
The Changing Workforce 335
Understanding Diversity and Inclusion 341
INCLUSIVENESS WORKS 342
Advantage through Diversity and Inclusion 343
Managing Diversity and Inclusion 343
SOCIAL ENTREPRENEURSHIP 344
MANAGEMENT IN ACTION PROGRESS REPORT 347
Multicultural Organizations 347
Cultivating Inclusiveness 348
Top Management’s Leadership and Commitment 348
Organizational Assessment 349
Attracting Employees 349
Training Employees 350
THE DIGITAL WORLD 351
Retaining Employees 351
MANAGEMENT IN ACTION ONWARD 353
Key Terms 353
Retaining What You Learned 353
Discussion Questions 355
Experiential Exercises 355
CONCLUDING CASE 357
PART THREE SUPPORTING CASE 361
PART FOUR LEADING: MOBILIZING PEOPLE
CHAPTER 12
Leadership 364
MANAGEMENT IN ACTION MANAGER’S BRIEF 365
What Do We Want from Our Leaders? 366
INCLUSIVENESS WORKS 367
Vision 367
MANAGEMENT IN ACTION PROGRESS REPORT 369
Leading and Managing 370
Leading and Following 370
Power and Leadership 371
Sources of Power 371xxvi Contents
Traditional Approaches to Understanding Leadership 373
Leader Traits 373
Leader Behaviors 374
The Effects of Leader Behavior 376
Situational Approaches to Leadership 378
Contemporary Perspectives on Leadership 382
Charismatic Leadership 382
Transformational Leadership 383
Many Opportunities to Lead 385
SOCIAL ENTREPRENEURSHIP 386
A Note on Courage 386
Developing Your Leadership Skills 387
How Do I Start? 387
THE DIGITAL WORLD 388
What Are the Keys? 388
MANAGEMENT IN ACTION ONWARD 389
Key Terms 389
Retaining What You Learned 390
Discussion Questions 391
Experiential Exercises 391
CONCLUDING CASE 392
CHAPTER 13
Motivating for Performance 398
MANAGEMENT IN ACTION MANAGER’S BRIEF 399
Motivating for Performance 400
Setting Goals 401
Goals That Motivate 401
Stretch Goals 402
Limitations of Goal Setting 402
Set Your Own Goals 403
Reinforcing Performance 403
(Mis)Managing Rewards and Punishments 404
Managing Mistakes 405
Providing Feedback 405
Performance-Related Beliefs 406
The Effort-to-Performance Link 406
The Performance-to-Outcome Link 407
Impact on Motivation 407
Managerial Implications of Expectancy Theory 407
MANAGEMENT IN ACTION PROGRESS REPORT 408
Understanding People’s Needs 409
Maslow’s Needs 409
Alderfer’s ERG Theory 410
McClelland’s Needs 411
Don’t Forget: People Can Differ 411
Designing Motivating Jobs 411
SOCIAL ENTREPRENEURSHIP 412
Job Rotation, Enlargement, and Enrichment 413
Herzberg’s Two-Factor Theory 413
The Hackman and Oldham Model of Job Design 414
Empowerment and Engagement 415
INCLUSIVENESS WORKS 416
Achieving Fairness 416
Assessing Equity 417
Restoring Equity 418
Procedural Justice 418
Employee Satisfaction and Well-Being 419
Quality of Work Life 419
THE DIGITAL WORLD 420
Psychological Contracts 420
MANAGEMENT IN ACTION ONWARD 421
Key Terms 422
Retaining What You Learned 422
Discussion Questions 423
Experiential Exercises 424
CONCLUDING CASE 426
CHAPTER 14
Teamwork 432
MANAGEMENT IN ACTION MANAGER’S BRIEF 433
The Contributions of Teams 434
Types of Teams 434
INCLUSIVENESS WORKS 436
Self-Managed Teams 436
MANAGEMENT IN ACTION PROGRESS REPORT 437
How Groups Become Real Teams 438
Group Processes 438
Critical Periods 439
Teaming Challenges 440
Why Groups Sometimes Fail 440
THE DIGITAL WORLD 440
Building Effective Teams 441
Performance Focus 441
Motivating Teamwork 442
SOCIAL ENTREPRENEURSHIP 443
Member Contributions 443
Norms 443
Roles 444
Cohesiveness 445
Building Cohesiveness and High-Performance Norms 446
Managing Lateral Relationships 447
Managing Outward 447
Lateral Role Relationships 447
Managing Conflict 448
Conflict Styles 449
Being a Mediator 450
Virtual and E-conflict 451Contents xxvii
PART FIVE CONTROLLING: LEARNING AND CHANGING
CHAPTER 16
Managerial Control 492
MANAGEMENT IN ACTION MANAGER’S BRIEF 493
Bureaucratic Control Systems 495
The Control Cycle 495
SOCIAL ENTREPRENEURSHIP 496
THE DIGITAL WORLD 497
Approaches to Bureaucratic Control 499
INCLUSIVENESS WORKS 501
Management Audits 502
Budgetary Controls 503
Financial Controls 505
Problems with Bureaucratic Control 508
MANAGEMENT IN ACTION PROGRESS REPORT 509
Designing Effective Control Systems 510
The Other Controls: Markets and Clans 513
Market Control 513
Clan Control: Roles for Empowerment and Culture 515
MANAGEMENT IN ACTION ONWARD 516
Key Terms 516
Retaining What You Learned 516
Discussion Questions 517
Experiential Exercises 518
CONCLUDING CASE 520
CHAPTER 17
Managing Technology
and Innovation 524
MANAGEMENT IN ACTION MANAGER’S BRIEF 525
Technology and Innovation 526
Technology Life Cycle 527
INCLUSIVENESS WORKS 528
Diffusion of Technological Innovations 529
SOCIAL ENTREPRENEURSHIP 530
Technology Leadership and Followership 530
Technology Leadership 531
Technology Followership 533
Assessing Technology Needs 534
Measuring Current Technologies 534
Assessing External Technological Trends 534
MANAGEMENT IN ACTION ONWARD 452
Key Terms 452
Retaining What You Learned 453
Discussion Questions 454
Experiential Exercises 454
CONCLUDING CASE 455
CHAPTER 15
Communicating 460
MANAGEMENT IN ACTION MANAGER’S BRIEF 461
Interpersonal Communication 462
One-Way versus Two-Way Communication 462
Communication Pitfalls 463
INCLUSIVENESS WORKS 463
Oral and Written Channels 464
Digital Communication and Social Media 465
THE DIGITAL WORLD 468
Media Richness 468
MANAGEMENT IN ACTION PROGRESS REPORT 469
Improving Communication Skills 469
Improving Sender Skills 469
Improving Receiver Skills 472
SOCIAL ENTREPRENEURSHIP 473
Organizational Communication 475
Downward Communication 475
Upward Communication 477
Horizontal Communication 478
Informal Communication 479
Transparency 479
MANAGEMENT IN ACTION ONWARD 480
Key Terms 481
Retaining What You Learned 481
Discussion Questions 482
Experiential Exercises 482
CONCLUDING CASE 485
PART FOUR SUPPORTING CASE 489xxviii Contents
Making Technology Decisions 535
Anticipated Market Receptiveness 535
Technological Feasibility 536
Economic Viability 536
Anticipated Capability Development 537
Organizational Suitability 537
Sourcing and Acquiring New Technologies 538
MANAGEMENT IN ACTION PROGRESS REPORT 539
Internal Development 539
Purchase 540
Contracted Development 540
Licensing 540
Technology Trading 540
Research Partnerships and Joint Ventures 540
THE DIGITAL WORLD 541
Acquiring a Technology Owner 541
Technology and Managerial Roles 542
Organizing for Innovation 543
Unleashing Creativity 544
Bureaucracy Busting 544
Design Thinking 545
Implementing Development Projects 546
Technology, Job Design, and Human Resources 546
MANAGEMENT IN ACTION ONWARD 547
Key Terms 547
Retaining What You Learned 547
Discussion Questions 549
Experiential Exercises 549
CONCLUDING CASE 550
CHAPTER 18
Creating and Leading Change 554
MANAGEMENT IN ACTION MANAGER’S BRIEF 555
Becoming World Class 556
Sustainable, Great Futures 556
The Tyranny of the Or 557
The Genius of the And 558
Achieving Sustained Greatness 558
Organization Development 559
Managing Change 559
Motivating People to Change 560
INCLUSIVENESS WORKS 561
A General Model for Managing Resistance 562
Enlisting Cooperation 563
Harmonizing Multiple Changes 565
MANAGEMENT IN ACTION PROGRESS REPORT 566
Leading Change 567
Shaping the Future 569
Thinking about the Future 569
THE DIGITAL WORLD 570
Creating the Future 570
SOCIAL ENTREPRENEURSHIP 571
Shaping Your Own Future 573
Learning and Leading: Leaning into the Future 574
A Collaborative, Sustainable Future? 575
MANAGEMENT IN ACTION ONWARD 576
Key Terms 576
Retaining What You Learned 577
Discussion Questions 577
Experiential Exercises 578
CONCLUDING CASE 579
PART FIVE SUPPORTING CASE 583
Glossary/Subject Index 585
Name Index 611
585
A
Abbvie, 336
ABC. See Activity-based costing (ABC)
ABC (network), 131
ABC Supply, 211
ABI/Inform, 233
Ability, 381
Academy of Management (Sanchez/Spector/
Cooper), 185
Accenture, 124, 172, 336–338, 534
Accenture North America, 333, 347, 353, 501
Accommodation A style of dealing
with conflict involving cooperation on
behalf of the other party but not being
assertive about one’s own interests,
449, 451
Accountability The expectation
that employees will perform a job, take
corrective action when necessary, and
report upward on the status and
quality of their performance, 243,
244, 352
Accounting audits Procedures
used to verify accounting reports and
statements, 504
Achievement-oriented leadership, 381
Acquisition One firm buying another,
59, 63–65, 128, 538–542
Active learning, 573
Activity-based costing (ABC) A
method of cost accounting designed to
identify streams of activity and then to
allocate costs across particular business
processes according to the amount of time
employees devote to particular activities,
504–505
Act learning cycle, 574
ADAAA. See Americans with Disabilities Act
Amendments Act (ADAAA)
Adafruit Industries, 204
Adapters Companies that take
the current industry structure and its
evolution as givens, and choose where to
compete, 570
ADDA, 287
Adecco, 62
Adelante, 207
Adidas, 60, 280
Administrative management A
classical management approach that
attempted to identify major principles
and functions that managers could
use to achieve superior organizational
performance, 32, 35, 38
Administrator, 203, 224
ADM. See Archer Daniels Midland (ADM)
Adobe, 152, 206, 384, 463, 497
Adopter. See Technology
Advanced Energy Technology Inc., 234
Adverse, 309
Adverse impact When a seemingly
neutral employment practice has a
disproportionately negative effect on a
protected group, 309
Advertising, 55
Advisory board, 219
Advisory relationships, 448
Aetna, 18, 384
Affective conflict Emotional
disagreement directed toward other
people, 93
Affiliation, need for, 411
Affirmative action Special efforts
to recruit and hire qualified members
of groups that have been discriminated
against in the past, 341
Affordable Care Act, 365
Africa
Edom Nutritional Solutions, 208
encouraging entrepreneurship in, 80
ethical issues, 190
independent strategies, 59
international management, 176
Merck and drug to eradicate spread of
Ebola, 369
African American Forum, 349
African Americans, 335, 339–340
See also Diversity
African Americans. See Diversity
After-action review A frank and
open-minded discussion of four
basic questions aimed at continuous
improvement, 499
Age discrimination, 341–342
Age Discrimination in Employment Act (1973),
308
Agility. See Organizational agility
AI-powered chatbot, 6. See also Artificial
intelligence (AI)
Airbnb, 89, 126, 179, 465
Airbus, 531
Alcoa, 275
Alderfer’s ERG theory A human
needs theory postulating that people have
three basic sets of needs that can operate
simultaneously, 409, 410, 411
Alexa, 6
Alibaba, 169–170, 191, 206
AlienVault, 128
Alliance, 272–275, 277
Alliance to End Plastic, 159
Allstar Electronics, 227
Alphabet, 59, 205, 301, 337
Alphabet/Google, 537
Alternative Board, The, 241
Amazon, 6, 8, 52–53, 55–56, 59, 64, 82, 89,
122–123, 131, 135, 142, 169, 181, 201,
206, 232, 274, 277, 383–384, 434, 446,
451, 465, 480, 547
Amazon Book, 43
Amazon.com, 537
Amazon Go, 288
Amazon Web Services (AWS), 56, 78
Ambidextrous organization An
organization that is simultaneously
good at exploitation and exploration,
270, 544
AMC, 170
AMC Theatres, 247
America. See United States
American Customer Satisfaction Index, 276
American Express, 175, 556–557
American FactFinder, 233
American Health Care Act, 318
American-Made Index, 171
American Management Association’s
Operation Enterprise, 340
American Superconductor (AMSC), 184
Americans with Disabilities Act, 149
Americans with Disabilities Act Amendments
Act (ADAAA), 308, 340
Americas, 175–176
AMSC. See American Superconductor
(AMSC)
Amtrak, 6
Analog devices, 268
Analytical (critical) thinking, 573
Analyzer firm, 538
Android, 528
Angel investor, 212
AngelList, 215
Anheuser-Busch, 408
Anthem, 337
Anytime Fitness, 204
APEC. See Asia-Pacific Economic Cooperation
(APEC)
Apex Parks, 89
Appirio, 493
AppIt Ventures, 171
Apple, 9, 52–53, 60, 140, 152, 174–175, 217,
232, 244, 480, 531, 539, 544, 549
Apple Watch, 212
Application, job, 303
Applied Materials, 478–479
Appraisal. See Performance appraisal (PA)
Arbitration The use of a neutral third
party to resolve a labor dispute, 321
Archer Daniels Midland (ADM), 54
Argentina, 175
Arm & Hammer, 126
Artificial intelligence (AI), 22, 204,
206, 351
at Amazon, 123
to analyze and mine data, 89
and cybersecurity, 97
digital aids, 46
and leadership, 388
and leadership substitutes, 382
leveraging, for better future, 571
research regarding, 15
Smart Compose, 468
and unconscious biases, 528
ASEAN. See Association of Southeast Asian
Nations (ASEAN)
Asia
corporate ethical standards, 147
ethical issues in, 190
global environment, 174–176
impoverished women in, 206
GLOSSARY / SUBJECTS586 Glossary / Subjects
Asia—Cont.
language variances by culture, 471
multinational model, 180
psychological biases, 87
and Roshni Rides, 177
Asian Americans, 335, 339–340
and Google workforce, 311
See also Diversity
Asia-Pacific Economic Cooperation (APEC),
51, 175, 183
Assessment, 388, 411
Assessment center A managerial
performance test in which candidates
participate in a variety of exercises and
situations, 305
Assets The values of the various items
the corporation owns, 505
Assimilation The use of a neutral
third party to resolve a labor
dispute, 335
Assistant manager, 16
Association of Southeast Asian Nations
(ASEAN), 175
Astra Merck Group, 365
Astroturfing, 142
Athena Health, 280
AT&T, 123, 128, 152, 184, 187, 274, 305, 336,
338–339, 385
Audit relationships, 448
Authentic leadership A style in which
the leader is true to himself or herself while
leading, 384–385
Authoritarianism, 381
Authority The legitimate right to make
decisions and to tell other people what to
do, 35, 240
board of directors, 240–241
chief executive officer (CEO), 241
in vertical organization structure, 240–242
Autocratic leadership A form of
leadership in which the leader makes
decisions on his or her own and then
announces those decisions to the
group, 376
Automakers, 178, 239, 249, 280
Automation, 172, 321
Automattic, 467
Automobiles, 62
Autonomous work groups Groups
that control decisions about and execution
of a complete range of tasks, 437
Autonomy, 414–415
Avastin, 532
Avoidance A reaction to conflict that
involves ignoring the problem by doing
nothing at all or deemphasizing the
disagreement, 449–451
Awareness building, 350–351
AWS. See Amazon Web Services (AWS)
B
Baby Boomer, 7, 257, 301, 541
Baccarat, 497
Background check, 304–305
BAE Systems, 366
Balanced scorecard Control system
combining four sets of performance
measures: financial, customer satisfaction,
business processes, and learning and
growth, 117, 512
Balance sheet A report that shows the
financial picture of a company at a given
time and itemizes assets, liabilities, and
stockholders’ equity, 505
Banana Republic, 278
Banco do Brasil, 11
Bank of America, 59, 338, 493
Bankruptcy, 111
Barclays, 493
Barefoot College (India), 156
Barnes & Noble, 52
Barrier Break, 208
Barriers to entry Conditions that
prevent new companies from entering an
industry, 52, 57
BARS. See Behaviorally anchored rating scale
(BARS)
Basecamp (formerly 37 signals), 64, 212
Base technologies, 534
Baskin-Robbins, 183
Batesville Casket Company, 540
B&B Tool Company, 282
BCG matrix, 127–128
Beats, 59
Bechtel, 186
Behavior, 404
Behavioral appraisal, 312
Behavioral approach A leadership
perspective that attempts to identify what
good leaders do—that is, what behaviors
they exhibit, 374, 375–376
Behavioral description interview, 303
Behaviorally anchored rating scale (BARS), 312
Beijing Institute of Technology, 184
Beloit Corporation, 211
Benchmarking The process of
comparing an organization’s practices
and technologies with those of other
companies, 58, 123–124, 535
Berkshire Hathaway, 171
Berkshire Hathaway Energy, 124
Best Trust Bank, 485
Beyond Meat, 531
Bias
psychological decision, 86–87
unconscious, 528
BIA. See B Impact Assessment (BIA)
Big Bison Resorts, 426–in 427
Big data, 278. See also Customer relationship
management
B Impact Assessment (BIA), 496
BIM. See Building information model (BIM)
Biomedical innovation, 537
Biotechnology, 204
Bitcoin, 571
B-Lab, 496
Black voting rights, 334
Blake and Mouton’s Leadership Grid, 377
Bleeding edge, 533
Blizzard Entertainment, 302
Blockbuster, 8, 52, 122
Blockchain, 535
Blockchain technology, 571
Blogs, 142
Bloomberg Database, 233
Bloomin’ Brands, 129
Blue Cross and Blue Shield of North Carolina,
414
BMW, 536, 539
BodeTree, 19
Body Shop, The, 158
Boeing, 123, 175, 187, 434
Bonobos, 387
Bootlegging Informal work on projects,
other than those officially assigned, of
employees’ own choosing and initiative,
220
Boring Company, 525
Boston Consulting Group, 127–128, 543
Boundaryless organization 
Organization in which there are few
barriers to information flow, 480
Boundary-spanning Interacting with
people in other groups, thus creating
linkages between groups, 447
Bounded rationality A less-thanperfect form of rationality in which decision
makers cannot be perfectly rational
because decisions are complex and
complete information is unavailable or
cannot be fully processed, 96
BP, 171
BP Deepwater Horizon, 50
Brainstorming A process in which
group members generate as many ideas
about a problem as they can; criticism
is withheld until all ideas have been
proposed, 94–95
Brainwriting, 95
Brand identification, 52, 126
Brazil
cultural issues in, 188
franchises in, 183
and international management, 175–176
Quadra Drilling Systems in, 455
Brexit (British Exit), 174
Bribery, 47, 144, 146, 190
Bring your own app (BYOA), 541
Bring your own device (BYOD) policy, 541
Broker A person who assembles and
coordinates participants in a network, 255
Brown v. Board of Education (1954), 335
B Team, The, 61Glossary / Subjects 587
Budget and reward system, 113
Budgetary control, 503–505
Budgeting The process of investigating
what is being done and comparing the
results with the corresponding budget
data to verify accomplishments or remedy
differences; also called budgetary
controlling, 503
Budget types, 504
Buffering Creating supplies of excess
resources in case of unpredictable needs,
61–62
Building information model (BIM), 287
Built to Last (Collins/Porras), 556–557
Bureaucracy A classical management
approach emphasizing a structured,
formal network of relationships among
specialized positions in the organization,
36, 38
in evolution of management thought, 32,
36–38, 61
and technological innovation, 544–545
Bureaucratic control The use of
rules, regulations, and authority to guide
performance, 494. See also Managerial
control, bureaucratic control systems
Bureau of Labor Statistics, 233, 341
Burt’s Bees, 158
Business
geography of, 177
Africa and Middle East, 176
Americas, 175–176
China and India, 174–175
key aspects of global environment, 174
Western Europe, 173–174
leader knowledge of, 373–374
Business accelerator Organization
that provides support and advice to help
young businesses grow, 211
Business ethics The moral principles
and standards that guide behavior in the
world of business, 142, 144–145. See
also Ethics
Business Gateway site, of Business.gov, 234
Business incubators Protected
environments for new, small
businesses, 211
Business model innovation, 526–527
Business plan A formal planning step
that focuses on the entire venture and
describes all the elements involved in
starting it, 214–215
Business practice, 64
Business Roundtable, 60
Business strategy The major actions
by which a business competes in a
particular industry or market, 128–129
Business-to-business (B2B) e-commerce, 451
Business-to-business (B2B) model, 206
Business-to-business (B2B) selling, 54
Buyers, 44, 68
BYOA. See Bring your own app (BYOA)
BYOD. See Bring your own device (BYOD)
policy
C
Cadillac, 59, 175
Cafeteria benefit program An
employee benefit program in which
employees choose from a menu of options
to create a benefit package tailored to their
needs, 318
CAFTA-DR. See Central America-Dominican
Republic Free Trade Agreement
(CAFTA-DR)
Calamities, 204
Cambridge Analytica, 97, 140
Campfire, 64
Canada, 176
Canadian North, 213
Capability development, and technology,
537–538
Capital budget, 504
Capitalism, 154
Capital requirement, 52
Capterra, 81–82, 84–85
Carbon emissions, 158
Carbon footprint The output of
carbon dioxide and other greenhouse
gases, 157
CareerBuilder, 303
Career development
being accountable, 22–23
be self-reliance, 20
connecting with people, 20–21
continuous learning, 574
critical skills, 573–574
emotional intelligence, 19
expert advice, 20
generalist, 19
learning and leading, 574–575
learning cycle, 574
Level 5 hierarchy, 574–575
lifelong learning, 574–575
and promotions, 352
relationship with organization, 21
specialist, 19
Career path, 246
Career Solvers, 473
Carlo’s Bake Shop, 123
Carnival Corporation, 339
Cases
Best Trust Bank, 485
Big Bison Resorts, 426–427
DIY Stores, 291–292
Invincibility Systems, 327–328
Niche Hotel Group (NHG), 357–358
Oré Earth Skin Care, 163–164
Quadra Drilling Systems, 455–456
Soaring Eagle Skate Company, 102–103
Soft Scroll, 227
Stanley Lynch Investment Group, 264
Tata Motors, 71–72
Treasure Cup, 194
Wish You Wood Toy Store, 135
Worldwide Games, 550
Cash budget, 504
Cash cow, in BCG matrix, 127–128
Caterpillar, 179, 251, 349
Caux Principles A regenerative,
collaborative economic system that
contrasts with the linear economy
described earlier by minimizing input,
waste, emissions, and energy
leakage, 143
Cement companies, 239
Centennials, 570
Center for Generational Kinetics, 570
Central America-Dominican Republic Free
Trade Agreement (CAFTA-DR), 176
Centralization, 35
Centralized organization An
organization in which high-level executives
make most decisions and pass them down
to lower levels for implementation, 245
CEO pay, as ethical issue, 145
CEO. See Chief executive officer (CEO)
Ceremony, 65
Certainty The state that exists when
decision makers have accurate and
comprehensive information, 78
Challenge, 388
Change and change management
achieving sustained greatness,
558–559
anchor new approaches in culture, 569
becoming world class, 556–559
consolidate gains and produce more, 569
creating and leading, 1
education and communication, 563–564
enlisting cooperation, 563–565
explicit and implicit coercion, 564–565
facilitation and support, 564–565
genius of the and, 558
harmonizing multiple changes, 565–567
leading, 559–560, 567–569
managing resistance, 560–565
manipulation and cooptation, 564–565
motivating people, 560–562
moving, 563
negotiation and rewards, 564–565
organizational development, 559
participation and involvement, 564
refreezing, 563
sustainable, great futures, 556–557
tyranny of the or, 557
unfreezing, 562–563
See also Shaping the future
Change vision, communication, 568
ChanZuckerberg Initiative, 22
Charismatic leader A person who is
dominant, self-confident, convinced of the
moral righteousness of his or her beliefs,588 Glossary / Subjects
and able to arouse a sense of excitement
and adventure in followers, 383
Chatbot, 6
Chevrolet, 539
Chevron, 187
Chevy, 53
Chick-fil-A, 53, 123, 401
Chief executive officer (CEO), 16, 119,
241–242, 247
Chief information officer
(CIO) Executive in charge of information
technology strategy and development, 16,
242, 542
Chief innovation officer, 542
Chief operating officer (COO), 16
Chief technology officer (CTO), 542
Child labor provisions, 318
Chile, 176
Chi-Med, 540
China, 274
charismatic leaders from, 383
companies outsourcing jobs to, 172
disaster-resilient homes in, 386
Disney theme park in, 131
doing business via joint ventures, 184
environmental problems in, 157
feedback to employees in, 310
Foxconn as employer in, 232
and inexpensive labor force, 51
and international licensing, 183
and international management, 174–175
lack of qualified executives, 185
pressures for local responsiveness, 178–179
problems with counterfeits, 191
Quadra Drilling Systems in, 455
socializing with boss, 465
substitutes for leadership, 382
tech-savvy shoppers in, 169
top global firms in, 171
trade war with, 4
transnational model, 181
China National Petroleum (China), 4, 171
Chipotle, 53, 283, 498
Chipotle Mexican Grill, 116
Chrysler, 489
Church & Dwight Company, 126
Cigna Group, 59
CIM. See Computer-integrated manufacturing
(CIM)
CIO. See Chief information (or technology, or
knowledge) officer (CIO)
Circle Internet Financial, 571
Circular economy A regenerative,
collaborative economic system that
contrasts with the linear economy
described earlier by minimizing input,
waste, emissions, and energy leakage, 159
Cisco, 434, 443, 466, 570
Cisco Foundation, 277
Cisco WebEx, 46
Citibank, 152
Citigroup, 306
Civil aspiration, 154
Civil Rights Act (1964), 334–335, 338
Civil Rights Act (1991), 308
Civil Rights Act (1964), Title VII of, 308
Clairol, 126
Clan control Control based on the
norms, values, shared goals, and trust
among group members, 494–495
Classical approaches, to management, 32–33
CliftonStrengths assessment, 20
Climate, 44, 68
company responsibility of impact on, 145
organizational, 65–66
Climate change, 49, 61, 158, 204, 555
Clinton Global Initiative, 177
Closeness of supervision, 375
Cloud computing, 531
CM. See Crisis management (CM)
Coaching Dialogue with a goal of
helping another be more effective and
achieve his or her full potential on the job,
310, 476
Coalition, 60–61, 568
Coalition model Model of
organizational decision making in which
groups with differing preferences use
power and negotiation to influence
decisions, 96
Coal mining, 319
Coal-mining technologies, 546
Coca-Cola, 5, 49, 51–52, 54, 152, 155, 187,
207, 273
Cocheco Company, 33
Coercion, for managing resistance to change,
564–565
Coercive power, 372
Cognitive ability test, 305
Cognitive conflict Issue-based
differences in perspectives or
judgments, 93
Cohesiveness The degree to which
a group is attractive to its members,
members are motivated to remain in
the group, and members influence one
another, 445–448, 451–452
Coinbase, 571
Cold Stone Creamery, 183, 309
Colgate, 186
Colgate-Palmolive, 158
Collaboration A style of dealing with
conflict emphasizing both cooperation and
assertiveness to maximize both parties’
satisfaction, 7–8, 240, 450, 452, 545,
575–576
Collective bargaining, 320–321
Collectivism. See Individualism/collectivism
Colombia, 176
Comcast NBCUniversal, 336, 366
Communicating, 1
encouraging open, 511
general model of, 462
improving skills, 469–475
interpersonal, 462–469
for managing resistance to change, 563–564
media richness, 468
one-way versus two-way, 462–463
oral and written channels, 464
organizational, 475–480
pitfalls of, 463–464
SoundCloud, 461
See also entries for specific types of
communication
Communication The transmission of
information and meaning from one party
to another through the use of shared
symbols, 462
Communitarian entrepreneurial identity, 208
Comparable worth Principle of
equal pay for different jobs of equal
worth, 318
Compassion, 190
Compensation and benefits, legal issues in,
316, 318
Competence skills of workforce, 117
Competing A style of dealing with
conflict involving strong focus on one’s
own goals and little or no concern for the
other person’s goals, 450
Competition, 217, 446
Competitive action, 62
Competitive advantage, 62
Competitive aggression, 59–60, 221
Competitive environment The
immediate environment surrounding a firm;
includes suppliers, customers, rivals, and
the like, 44
competitors, 51–52, 68
customers, 54–55, 68
new entrants, 52, 68
opportunities and threats in, 124–125
substitutes and complements, 52–53, 68
suppliers, 53–54, 68
Competitive intelligence Information
that helps managers determine how to
compete better, 57
Competitive landscape
collaboration across boundaries, 7–8
globalization, 4–5
knowledge management, 6–7
technological change, 5–6
Competitive pacification, 59
Competitor analysis, 121
Competitors (rival firms), 50–52, 57, 68
Complement, 52–53
Compliance-based ethics program 
Company mechanisms typically designed
by corporate counsel to prevent, detect,
and punish legal violations, 149
Compromise A style of dealing with
conflict involving moderate attention to
both parties’ concerns, 449
Computer-aided design, 284
Computer-aided manufacturing, 284
Computer chip, 534Glossary / Subjects 589
Computer-integrated manufacturing
(CIM) The use of computer-aided
design and computer-aided manufacturing
to sequence and optimize a number of
production processes, 284
Concentration A strategy an
organization uses to operate a single
business and compete in a single industry,
126–127
Concentric diversification A strategy
used to add new businesses that produce
related products or are involved in related
markets and activities, 127
Conceptual and decision skill Skill
pertaining to abilities that help to identify
and resolve problems for the benefit of the
organization and its members, 18
Concern for people, 375, 377
Concern for production, 375, 377
Concurrent control The control
process used while plans are being carried
out, including directing, monitoring, and
fine-tuning activities as they are performed,


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