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| موضوع: كتاب Management - Leading & Collaborating in a Competitive World - 14e الخميس 02 مايو 2024, 1:27 am | |
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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
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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