Management: A Global, Innovative, and Entrepreneurial Perspective

Title
Contents
Part 1 The Basis of Global Management Theory and Practice
	1. Management: Science, Theory, and Practice
		Definition of Management: Its Nature and Purpose
		Managing: Science or Art?
		The Evolution of Management Thought
		History of Selected Managerial Innovations
		Patterns of Management Analysis: A Management Theory Jungle?
		The Systems Approach to the Management Process
		The Functions of Managers
		Three Management Perspectives: Global, Innovative, and Entrepreneurial
		The Systems Model of Management and the Organization of This Book
		Summary
		Key Ideas and Concepts for Review
		For Discussion
		Exercises/Action Steps
		Internet Research
		Innovation Case: Apple’s iPad 2: The Tablet to Beat? – Yes, by the New iPad (iPad 3)
		References
	2. Management and Society: The External Environment, Social Responsibility, and Ethics
		Operating in a Pluralistic Society
		The Technological and Innovative Environments
		The Ecological Environment
		The Social Responsibility of Managers
		Ethics in Managing: An Integrative Approach
		Ethical Theories
		Trust as the Basis for Change Management
		Summary
		Key Ideas and Concepts for Review
		For Discussion
		Exercises/Action Steps
		Internet Research
		Global Case: Spirituality in the Workplace
		References
	3. Global, Comparative, and Quality Management
		International Management and Multinational Corporations
		Country Alliances and Economic Blocs
		International Management: Cultural and Country Differences
		Porter’s Competitive Advantage of Nations
		Global Innovation Indexes
		Gaining a Global Competitive Advantage through Quality Management
		Summary
		Key Ideas and Concepts for Review
		For Discussion
		Exercise/Action Steps
		Internet Research
		Global Case: Starbucks–Quality plus Social Conscious Sells Around the World
		References
	Part 1 Closing: The Basis of Global and Entrepreneurial Management
Part 2 Planning
	4. Essentials of Planning and Managing by Objectives
		Types of Plans
		Steps in Planning
		Objectives
		Evolving Concepts in Management by Objectives
		Summary
		Key Ideas and Concepts for Review
		For Discussion
		Exercise/Action Steps
		Internet Research
		Global Case: Developing Verifiable Goals
		References
	5. Strategies, Policies, and Planning Premises
		The Nature and Purpose of Strategies and Policies
		The Strategic Planning Process
		The TOWS Matrix: A Modern Tool for Analysis of the Situation
		Blue Ocean Strategy: In Pursuit of Opportunities in an Uncontested Market
		The Portfolio Matrix: A Tool for Allocating Resources
		Major Kinds of Strategies and Policies
		Hierarchy of Company Strategies
		Porter’s Industry Analysis and Generic Competitive Strategies
		Premising and Forecasting
		Summary
		Key Ideas and Concepts for Review
		For Discussion
		Exercises/Action Steps
		Internet Research
		Innovation Case: TATA’s Nano $2,500 Car – A Revolution or Failure?
		References
	6. Decision-Making
		The Importance and Limitations of Rational Decision-Making
		Development of Alternatives and the Limiting Factor
		Heuristics in Decision-Making
		Evaluation of Alternatives
		Selecting an Alternative: Three Approaches
		Programmed and Nonprogrammed Decisions
		Decision-Making under Certainty, Uncertainty, and Risk
		Creativity and Innovation
		Summary
		Key Ideas and Concepts for Review
		For Discussion
		Exercise/Action Steps
		Internet Research
		International Case: Carrefour – Which Way to Go?
		References
	Part 2 Closing: Global and Entrepreneurial Planning
Part 3 Organizing
	7. The Nature of Organizing, Entrepreneuring, and Reengineering
		Formal and Informal Organization
		Organizational Division: The Department
		Organizational Levels and the Span of Management
		An Organizational Environment for Entrepreneuring and Intrapreneuring
		Reengineering the Organization
		The Structure and Process of Organizing
		Basic Questions for Effective Organizing
		Summary
		Key Ideas and Concepts for Review
		For Discussion
		Exercises/Action Steps
		Internet Research
		Entrepreneurial Case: Expanding a Venture Capital Firm from Silicon Valley to Bangalore
		References
	8. Organization Structure: Departmentation
		Departmentation by Enterprise Function
		Departmentation by Territory or Geography
		Departmentation by Customer Group
		Departmentation by Product
		Matrix Organization
		Strategic Business Units
		Organization Structures for the Global Environment
		The Virtual Organization
		The Boundaryless Organization
		Choosing the Pattern of Departmentation
		Summary
		Key Ideas and Concepts for Review
		For Discussion
		Exercises/Action Steps
		Internet Research
		Global Case: GM: General Motors, Generous Motors, Government Motors
		References
	9. Line/Staff Authority, Empowerment, and Decentralization
		Authority and Power
		Empowerment
		Line/Staff Concepts and Functional Authority
		Decentralization of Authority
		Delegation of Authority
		The Art of Delegation
		Recentralization of Authority and Balance as the Key to Decentralization
		Summary
		Key Ideas and Concepts for Review
		For Discussion
		Exercises/Action Steps
		Internet Research
		Global Car Company Case: How the Lexus Was Born — and Continued Its Success in the United States, but Had Limited Global Success
		References
	10. Effective Organizing and Organization Culture
		Avoiding Mistakes in Organizing by Planning
		Avoiding Organizational Inflexibility
		Making Staff Work Effective
		Avoiding Conflict by Clarification
		Ensuring Understanding of Organizing
		Promoting an Appropriate Organization Culture
		Summary
		Key Ideas and Concepts for Review
		For Discussion
		Exercise/Action Steps
		Internet Research
		Global Car Company Case: Restructuring at Korea’s Daewoo
		References
	Part 3 Closing: Global and Entrepreneurial Organizing
Part 4 Staffing
	11. Human Resource Management and Selection
		Definition of Staffing
		The Systems Approach to Human Resource Management: An Overview of the Staffing Function
		Situational Factors Affecting Staffing
		Selection: Matching the Person with the Job
		The Systems Approach to Selection: An Overview
		Position Requirements and Job Design
		Skills and Personal Characteristics Needed in Managers
		Matching Qualifications with Position Requirements
		Selection Process, Techniques, and Instruments
		Orienting and Socializing New Employees
		Managing Human Resources While Moving Toward 2020
		Summary
		Key Ideas and Concepts for Review
		For Discussion
		Exercises/Action Steps
		Internet Research
		Global Case: Recruiting Talent at Infosys
		References
	12. Performance Appraisal and Career Strategy
		Choosing Appraisal Criteria
		Appraising Managers against Verifiable Objectives
		Appraising Managers as Managers: A Suggested Program
		A Team Evaluation Approach
		Application of Performance Review Software
		Rewards and Stress of Managing
		Formulating the Career Strategy
		Summary
		Key Ideas and Concepts For Review
		For Discussion
		Exercises/Action Steps
		Internet Research
		Global Case: Female CEO Manages by the Textbook
		References
	13. Managing Change through Manager and Organization Development
		Manager Development Process and Training
		Approaches to Manager Development: On-the-Job Training
		Approaches to Manager Development: Internal and External Training
		Evaluation and Relevance of Training Programs
		Managing Change
		Organizational Conflict
		Organization Development
		The Learning Organization
		Summary
		Key Ideas and Concepts for Review
		For Discussion
		Exercises/Action Steps
		Internet Research
		Global Case: Jack Welch Leading Organizational Change at GE
		References
	Part 4 Closing: Global and Entrepreneurial Staffing
Part 5 Leading
	14. Human Factors and Motivation
		Human Factors in Managing
		Motivation
		An Early Behavioral Model: McGregor’s Theory X and Theory Y
		Maslow’s Hierarchy of Needs Theory
		Alderfer’s ERG Theory
		Herzberg’s Motivation–Hygiene Theory
		The Expectancy Theory of Motivation
		Equity Theory
		Goal Setting Theory of Motivation
		Skinner’s Reinforcement Theory
		McClelland’s Needs Theory of Motivation
		Special Motivational Techniques
		Job Enrichment
		A Systems and Contingency Approach to Motivation
		Summary
		Key Ideas and Concepts for Review
		For Discussion
		Exercises/Action Steps
		Internet Research
		Innovative Perspective: How Does Google Motivate Its Employees?
		References
	15. Leadership
		Defining Leadership
		Ingredients of Leadership
		Trait Approaches to Leadership
		Charismatic Leadership Approach
		Leadership Behavior and Styles
		Situational, or Contingency, Approaches to Leadership
		Transactional and Transformational Leadership
		Other Leadership Theories and Approaches
		Summary
		Key Ideas and Concepts for Review
		For Discussion
		Exercises/Action Steps
		Internet Research
		Innovation Case: Profiles of Two Visionaries: Bill Gates and Steve Jobs
		References
	16. Committees, Teams, and Group Decision-Making
		The Nature of Committees and Groups
		Reasons for Using Committees and Groups
		Disadvantages and Misuse of Committees
		Successful Operation of Committees and Groups
		Additional Group Concepts
		Teams
		Conflict in Committees, Groups, and Teams
		Summary
		Key Ideas and Concepts for Review
		For Discussion
		Exercises/Action Steps
		Internet Research
		Global Case: To Merge or Not to Merge: That Is the Question for HP, Compaq, and CEO Fiorina
		References
	17. Communication
		The Purpose of Communication
		The Communication Process
		Communication in the Organization
		Barriers and Breakdowns in Communication
		Toward Effective Communication
		Electronic Media in Communication
		Summary
		Key Ideas and Concepts for Review
		For Discussion
		Exercises/Action Steps
		Internet Research
		Global Case: Could the Challenger Accident Have Been Avoided?
		References
	Part 5 Closing: Global and Entrepreneurial Leading
Part 6 Controlling
	18. The System and Process of Controlling
		The Basic Control Process
		Business Analytics
		Critical Control Points, Standards, and Benchmarking
		Control as a Feedback System
		Real-Time Information and Control
		Feedforward, or Preventive, Control
		Control of Overall Performance
		Profit and Loss Control
		Control through Return on Investment
		Management Audits and Accounting Firms
		Bureaucratic and Clan Control
		Requirements for Effective Controls
		Summary
		Key Ideas and Concepts for Review
		For Discussion
		Exercises/Action Steps
		Internet Research
		Global Case: Walmart in America and around the Globe
		References
	19. Control Techniques and Information Technology
		The Budget as a Control Device
		Traditional Nonbudgetary Control Devices
		Time–Event Network Analyses
		The Balanced Scorecard
		Information Technology
		Opportunities and Challenges Created by Information Technology
		The Digital Economy, E-Commerce, and M-Commerce
		Summary
		Key Ideas and Concepts for Review
		For Discussion
		Exercises/Action Steps
		Internet Research
		Innovative Case: Amazon.com — America’s Biggest Online Retailer
		References
	20. Productivity, Operations Management, and Total Quality Management
		Productivity Problems and Measurement
		Production and Operations Management: Manufacturing and Service
		Quality Measurement in the Information Age
		The Operations Management System
		Tools and Techniques for Improving Productivity
		Supply Chain and Value Chain Management
		Integration of the Value Chain with the Managerial Actions
		Summary
		Key Ideas and Concepts for Review
		For Discussion
		Exercises/Action Steps
		Internet Research
		Global Car Industry Case: Toyota’s Global Production Strategy
		References
	Part 6 Closing: Global Controlling and Challenges and Entrepreneurial Controlling
Appendix A: Summary of Major Principles or Guides for the Managerial Functions of Planning, Organizing, Staffing, Leading, and Controlling
Appendix B: Management Excellence Survey
Name Index
Subject Index