Management Fundamentals Concepts, Applications, & Sklll ...

[Pages:8]Management Fundamentals Concepts, Applications, & Sklll Development

Sixth Edition

Robert N. Lussier Springfield College

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-Detailed Contents

Preface

xix

Acknowledgments

xxxi

About the Author

xxxiii

PARTI- THE GLOBAL MANAGEMENT ENVIRONMENT

Managing the Old versus New Workplace 20

Objectives of the Book

21

Management Concepts

21

Application of Management Concepts

21

Development of Management Skills

21

Organization of the Book

22

Chapterl. Management and Its History

1

Why Study Management?

1

What Is a Manager's Responsibility?

2

What Does It Take to Be a Successful

Manager?

5

Management Qualities

5

Management Skills

6

AACSB Competencies

6

Supervisory Ability

7

What Do Managers Do?

7

Management Functions

7

Management Roles

9

The SystemsRelationship Among the

Management Skills, Functions,

and Roles

10

Differences Among Managers

11

The Three Levels of Management

11

Differences in Management Skills and

Functions

14

Differences in Size and Profits

14

A Brief History of Management

16

Classical Theory

16

Behavioral Theory

1 7

Management Science

18

Integrative Perspective

18

Comparing Theories

20

Chapter 2. The Environment:

Culture, Ethics, and

Social Responsibility

34

The Internal Environment

36

Mission, Management, and Culture

36

Resources and Structure

36

Systems Process

37

Organizational Culture

39

Organizational Culture Artifacts,

Levels, and Strengths

39

Managing, Changing, and Merging Cultures 41

Learning Organizations

42

The External Environment

42

External Environmental Factors

42

Dynamic Environments and Interactive

Management

44

Business Ethics

45

Does Ethical Behavior Ray?

47

How Personality Traits and Attitudes, Moral

Development, and the Situation

Affect Ethical Behavior

48

How People Justify Unethical Behavior

48

Simple Guides to Ethical Behavior

50

Managing Ethics

51

Social Responsibility and

Sustainability

51

Social Responsibility toStakeholders

52

Does It Ray to Be Socially Responsible?

52

GLOBE

84

Sustainability

53

International Assignments

84

PART II-FLANNING

Chapter 3. Managing Diversity in a

Global Environment

60

The Global Environment

62

Classifying Businesses in the Global Village 62

Ethnocentrism Is Out and "Made in

America" Is Blurred

63

Foreign Trade

64

Trade Barriere

64

World Trade Organization (WTO)

66

Trade Agreements

66

Exchange Rates and the Balance of

Payments

67

Standard of Living and the Effects of

Foreign Trade

68

Takinga Business Global

69

Global Sourcing

69

Importing and Exporting

70

Licensing and Franchising

70

Contracting

71

Strategie Alliancesand Joint Ventures

72

Direct Investment

73

Global Business Practices

73

Workplace Diversity

76

What Is Diversity?

76

Is Diversity Really Important?

77

Types of Diversity and Managing Diversity

78

Age Diversity and Management

78

Sex Diversity and Management

79

Race and Ethnicity Diversity and

Management

79

Disability Diversity and Management

81

Other Types of Diversity and Management

82

Managing Diversity

82

Global Diversity

83

Hofstede National Cultural Diversity

84

Chapter 4. Creative Problem Solving and

Decision Making

92

Problem Solving and Decision Making:

An Overview

94

Problem Solving and Decision Making

Interrelationships

94

Decision-Making Styles

95

Decision Making in the Global Village

96

The Decision-Making Model

96

Classify and Define the Problem or

Opportunity

97

Classify the Problem

9 7

Decision Making Types

99

Select the Appropriate Level of

Participation

99

Define the Problem

100

Set Objectives and Criteria

102

Generate Creative and Innovative Alternatives 103

Creativity and Innovation

103

Using Groups to Generate Creative

Alternatives

105

Decision Trees

10 7

Analyze Alternatives and Select the

Most Feasible

108

Quantitative Techniques

108

The Kepner-Tregoe Method

110

Cost-Benefit, Pros and Cons, and Intuition 110

Ethics and Social Responsibility

in Decision Making

112

Plan, Implement the Decision, and Control 113

Vroom's Participative Decision-Making Model 113

Using the Participative Decision-Making Model 113

Participation Decision Styles

115

Chapter 5. Strategie and Operational Flanning

Strategie and Operational Flanning Flanning Dimensions Strategie versus Operational Flanning and Strategies The Strategie Flanning Process

Developing the Mission

Analyzing the Environment Situation Analysis Competitive Advantage

Setting Objectives Writing Effective Objectives Criteriafor Objectives Management by Objectives (MBO)

Corporate Strategies Grand Strategy Growth Strategies Portfolio Analysis

Business Strategies Adaptive Strategies Competitive Strategies

Operational Flanning Functional Strategies Standing Plans versus Single-Use and Contingency Plans Time Management Multitasking

Implementing and Controlling Strategies

124 126 126

127 128 129 129 129 132 132 133 134 135 136 136 137 139 139 140 141 142 142

143 145 150

151

Chapter 6. Managing Change, Innovation,

and Entrepreneurship

158

Innovation and Change

160

The Innovation and Change Interrelationship

and Risk

160

Forces for Change Types of Change Forms of Change Managing Innovation Innovative Organizational Structures and

Cultures Managing Innovation D?ring Incremental

and Discontinuous Change Managing Change

Stages in the Change Process Resistance to Change How to Overcome Resistance to Change A Model for Identifying and Overcoming

Resistance toChange Organizational Development

Change Models Organizational Development Interventions Entrepreneurship New Venture Entrepreneurs and

Intrapreneurs Selecting the New Venture and Business

Flanning

PART III-ORGANIZING

Chapter 7. Organizing and Delegating Work

Organization Considerations and Principles Organizational Considerations Principles of Organization

Authority Formal and Informal Authority and Scope and Levels of Authority Centralized and Decentralized Authority Line and Staff Authority

Organizational Design Organization Chart Departmentalization

160 161 162 163 163 165 166 166 16 7 168 169 170 170 172 175 175 178

184

186 186 186 189 189 190 190 191 192 193

Multiple Departmentalization Reengineering Contemporary

Organizational Designs

Job Design Job Simplification Job Expansion Work Teams The Job Characteristics Model

194

Developing Groups Into Teams

231

Training and Team Leadership

231

195

Team Rewards and Recognition

232

197

Managing Meetings

233

198

Flanning Meetings

233

199

Conducting Meetings

235

199

Handling Problem Members

236

200

Organizing Yourself and Delegating

201

Setting Priorities

201

Delegating

205

r

Chapter 8. Managing Team Work

Teams and the Lessons of the Geese

Groups and Teams and Performance Groups and Teams The Group Performance Model

Group Structure Group Types Group Size Group Composition Group Leadership and Objectives

Group Process Group Roles Group Norms Group Cohesiveness Status Within the Group Decision Making and Conflict Resolution

Stages of Group Development and Management Styles Stage 1. Forming-Autocratic Management Style Stage 2. Storming-Consultative Management Style Stage 3. Norming-Participative Management Style Stage 4. Performing-Empowerment Management Style Stage 5. Termination Changes in Group Development and Management Style

214 216 216 217 218 219 219 221 221 222 222 223 224 225 226 227

228

228

229

230

230 230

231

Chapter9. Human Resources Management 248

The Human Resources Management

Process

250

The Human Resources Department

251

The Legal Environment

251

Harassment and Sexual

Harassment

254

Human Resources Flanning

255

Strategie Human Resources Flanning

255

Job Analysis

255

Attracting Employees

256

Recruiting

256

The Selection Process

258

Selection Interviewing

260

Developing Employees

262

Orientation

262

Training and Development

262

Performance Appraisal

265

Retaining and Terminating Employees

268

Compensation

269

Health and Safety

2 71

Unions and Labor Relations

272

Terminating Employees

273

Appendix: Career Management and

Networking

280

Career Management

281

Career Flanning and Development

281

GettingaJob

282

Networking

285

The Importance of Networking

285

The Networking Process

285

PART 4-LEADING

Chapter 10 Organizational Behavior: Power, Politics, Conflict, and Stress

Organizational Behavior (OB) Foundations Personality Perception Attitudes Changing OB Foundations

Power Sources of Power Types of Power and How to Increase Your Power

Organizational Politics Political Behavior Guidelines for Developing Political Skills

Negotiation Negotiating The Negotiation Process

Managing Conflict The Psychological Contract and Functional and Dysfunctional Conflict Conflict Management Styles

Conflict Resolution Initiating Conflict Resolution Responding to and Mediating Conflict Resolution

Stress Job Stress Causesand Management The Stress Tug-of-War

292 294 294 297 299 301 302 302

302 305 305 306 308 308 309 312

312 313 316 316

318 318 319 321

Chapter 11 Motivating for High Performance 330

Motivation and Performance

332

What Is Motivation, and How

Does It Affect Performance?

332

An Overview of Three Major Classes of Motivation Theories

Content Motivation Theories Hierarchy of Needs Theory ERG Theory Two-Factor Theory Acquired Needs Theory

Process Motivation Theories Equity Theory Goal-Setting Theory Expectancy Theory

Reinforcement Theory Types of Reinforcement Schedules of Reinforcement

Combining the Motivation Process and Motivation Theories

Motivating Employees With Rewards and Recognition How Each of the Motivation Theories Uses Rewards and Recognition Reward and Recognition Programs Giving Praise

Do Motivation Theories Apply Globally? Individualistic versus Collective Cultures and Motivation

Chapter 12 Leading With Influence Leadership and Trait Theory Leadership and Trust Leaders versus Managers An Overview of Four Major Classes of Leadership Theories Leadership Trait Theory Behavioral Leadership Theories Basic Leadership Styles Two-Dimensional Leadership Styles The Leadership Grid? Situational Leadership Theories Contingency Leadership Model Leadership Continuum Model Path-Goal Model

334 334 335 335 336 337 340 340 341 342 342 343 344

346

346

347 348 349 350

350

356 358 358 358

359 360 361 361 362 363 365 365 366 367

Normative Leadership Model

369

Dealing With Emotions

403

Situational Leadership" Model

369

Criticism

405

Comparing Leadership Models Leadership SubstitutesTheory

370

Information Systems and Networks

405

371

Types of Information Systems

405

Contemporary Leadership Theories

371

Information Networks

406

Visionary Leaders

371

Charismatic Leaders Transformational Leaders

371 371

PART 5- CONTROLLING

Handling Complaints Handling Employee Complaints Handling Customer Complaints

372 r

373

374

I i

Chapter munication and Information Technology

Organizational Communication and Information Technology Vertical Communication Horizontal Communication Grapevine Communication

Information Technology

The Interpersonal Communication Process and Communication Barriers The Interpersonal Communication Process Communication Barriers

Message Transmission Channels Oral Communication Nonverbal Communication Written Communication Combining Channels Selecting the Message Transmission Channel

Sending Messages Flanning the Message The Message-Sending Process Checking Understanding: Feedback

Receiving Messages The Message-Receiving Process

Responding to Messages Response Styles

382

384 384 384 385 386

388

389 390 392 392 393 394 395

395 396 396 396

397 398 398 400 400

Chapter 14. Managing Control Systems,

Finances, and People

416

Organizational and Functional Area Control

Systems

418

Organizational Systems Control

418

Functional Area/Department Control

Systems

419

Establishing Control Systems

421

The Control Systems Process

421

Control Frequency and Methods

424

Financial Controls: The Master Budgeting

Process

426

Operating Budgets

427

Capital Expenditures Budget

427

Financial Budgets and Statements

428

Personal Finance

431

Managing People

431

Coaching

431

Management by Walking Around

434

Counseling

434

Disciplining

435

Chapter 15. Operations, Quality, and

Productivity

446

Time-Based Competition and Operations 447

Classifying Operations Systems

448

Tangibility of Products

448

Level of Customer Involvement

449

Operations Flexibility

449

Resources and Technology

Management

451

Multiple Classifications

451

Designing Operations Systems

Product Mix and Design

4^2

Facility' ayout

453

Fac;l: ocation and Capacity Flanning

454

Mansgng OperationsSystems and the

-uppiy Chain

455

Flanning Schedules and Project

Management

455

Inventory Control

459

Materials Requirement Flanning (MRP)

460

Supply Chain Management

461

Quality Control

462

Productivity and the Balanced Scorecard

466

Measuring and Increasing Productivity

466

The Balanced Scorecard

468

Glossary

477

Endnotes

483

Author Index

504

Subject Index

505

Company Index

515

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