Management 3rd Edition

Sự quản lý
Quản lý, Phiên bản thứ ba giới thiệu cho sinh viên các chức năng lập kế hoạch, tổ chức, lãnh đạo và kiểm soát trong quản lý, nhấn mạnh vào cách các nhà quản lý có thể nuôi dưỡng tư duy kinh doanh. Văn bản bao gồm 34 trường hợp lập hồ sơ về nhiều công ty bao gồm Lululemon, Nintendo, Netflix, Trader Joe's và NBA. Các tác giả Christopher P. Neck, Jeffrey D. Houghton và Emma L. Murray sử dụng nhiều ví dụ, ứng dụng và hiểu biết sâu sắc từ các nhà quản lý trong thế giới thực để giúp sinh viên phát triển kiến ​​thức, tư duy và kỹ năng cần thiết để thành công trong thời đại phát triển nhanh chóng ngày nay. nơi làm việc nhịp độ, năng động. Tiêu đề này được kèm theo một gói dạy và học hoàn chỉnh.

Preface
Acknowledgments
About the Authors
Part 1: Introduction
Chapter 1: Management: An Entrepreneurial Mindset
• Learning Objectives
• Case Study: In-N-Out Burger
What Is Management
Managers and the Entrepreneurial Mindset
• Voices of Management: Christine Jones (GoDaddy)
The Four Functions of Management
Planning
Organizing
Leading
Controlling
Management Is Both an Art and a Science
Management Roles
Key Aspects of the Entrepreneurial Mindset
Fixed Mindset and Growth Mindset
How to Change Your Mindset
• Entrepreneurial Manager Mindset
The Entrepreneurial Mindset as a Habit
The Self-Leadership Habit
The Creativity Habit
The Improvisation Habit
Mindset as a Gateway to Action
How Do Managers Make a Difference?
People
Planet
Profit
Managers at Work
Types of Organizations
Start-up Organizations
Multinational Corporations
Growth Companies
Nonprofit Organizations
Student Organizations
Types of Managers
Mission, Vision and Values
Essential Management Skills
Critical Thinking Skills
• Examining the Evidence: Thinking Critically About Evidence-Based Management
In Conclusion
Case Snapshot: Lululemon Athletica
Up for Debate
Key Terms
In Review
Chapter Exercises
Chapter 1S: Supplement: The Evolution of Management
• Learning Objectives
The Historical Foundations of Management
The Quantitative Approach
Contributions of Charles Babbage
Contributions of Frederick W. Taylor
Contributions of Frank B. Gilbreth
Contributions of Lillian M. Gilbreth
Contributions of Henry Gantt
Contributions of Henri Fayol and Max Weber
Henri Fayol
Max Weber
The Behaviorist Approach
Mary Parker Follett
Conflict Resolution
Power With People
Elton Mayo and the Hawthorne Studies
Illumination Study (1924–1927)
Relay-Assembly Test Room Study (1927–1932)
The Interviewing Program (1925–1932)
Douglas McGregor
The Contemporary Perspective
Chester I. Barnard
Jay W. Forrester
Ludwig von Bertalanffy
Quality Management Movement
Edwards Deming and Joseph Juran
Key Terms
In Review
Chapter 2: Ethics and Social Responsibility
• Learning Objectives
• Case Study: Patagonia
What Are Ethics?
Five Domains of Ethical Behavior
Inpiduals
Organizations
Stakeholders
Governments
• Entrepreneurial Manager Mindset
Global Community
Organizational Ethics
Principles of Ethics
Codes of Conduct
Managing Responsibly Today
Building an Ethical Culture
Ethical Decision-Making Framework
• Voices of Management: David Williams (Make-A-Wish Foundation)
Ethics Training
Training Characteristics
Needs Assessment
Training Transfer
Evaluation
Social Responsibility
Approaches to Social Responsibility
Social Responsibility and Climate Change
Social Entrepreneurship
• Examining the Evidence: Corporate Social Responsibility and CEO Narcissism
Types of Social Entrepreneurship
Social Purpose Ventures
Social Consequence Ventures
Enterprising Nonprofits
In Conclusion
Case Snapshot: Ethics and Social Responsibility at IKEA
Up for Debate
Key Terms
In Review
Chapter Exercises
Part 2: The Context of Management
Chapter 3: Organizational Environment and Culture
• Learning Objectives
• Case Study: New Belgium Brewery
Internal and External Environments
Internal Environment
External Environment
Specific Environment
Customers
• Entrepreneurial Manager Mindset
Talent
Advocacy
Suppliers
Regulation
Government Activism
Competitors
General External Environment
• Voices of Management: Shelley Smith (Premier Rapport)
Politics and Laws
Resources
Food
Energy
Water
Technology
Sociocultural Forces
Economy
Internal Environment
Dominant Culture, Subculture, and Counterculture
Strong and Weak Cultures
Artifacts of Organizational Culture
Slogans and Stories
Rituals and Ceremonies
Types of Organizational Culture
Clan Culture
Hierarchy Culture
Market Culture
Adhocracy Culture
• Examining the Evidence: Faking a Cultural Fit? Applicant Organizational Culture Adaptive Strategies
In Conclusion
Case Snapshot: Cheniere Energy
Up for Debate
Key Terms
In Review
Chapter Exercise
Chapter 4: Diversity in a Global Economy
• Learning Objectives
• Case Study: Nixon Peabody
Diversity and Inclusion in the Workplace
Different Levels of Diversity
Age and Generational Diversity
Race and Ethnicity
Gender
• Voices of Management: Julia LaRosa
Sexual Orientation
Physical and Mental Ability
Legal Framework for Diversity
Promoting Diversity and Inclusivity
Positive Ways to Promote Diversity and Inclusion
Cultural Diversity
• Entrepreneurial Manager Mindset
Cultural Competence
Cultural Differences
Hofstede Model of Cultural Dimensions
GLOBE Studies
• Examining the Evidence: A Diversity Advantage Through Participative Strategies
Approaches to Cultural Differences
In Conclusion
Case Snapshot: PepsiCo
Up for Debate
Key Terms
In Review
Chapter Exercises
Chapter 5: The Entrepreneurial Manager
• Learning Objectives
• Case Study: Anavate Partners
How Entrepreneurship Makes a Difference
Types of Entrepreneurial Managers
Corporate Entrepreneurial Managers
• Voices of Management: Franklin Yancey (WME Entertainment, Yancey Realty)
Entrepreneurial Managers Inside
Social Entrepreneurship
Family Enterprise Managers
Serial Entrepreneurship Managers
The Entrepreneurship Method
• Entrepreneurial Manager Mindset
Opportunities and Challenges for Entrepreneurs
Growth Accelerants
Challenges to Growth
• Examining the Evidence: Entrepreneurial Management
Learning From Failure
The Importance of Grit
Courage
Conscientiousness
Perseverance
Resilience
Excellence
In Conclusion
Case Snapshot: Trust & Will
Up for Debate
Key Terms
In Review
Chapter Exercise
Part 3: Planning
Chapter 6: Making Effective Decisions
• Learning Objectives
• Case Study: Alan Mulally’s Excellent Decision-Making Skills as Ford’s CEO
Decisions That Make a Difference
Types of Decisions
• Voices of Management: Samantha Mahon (PepsiCo)
The Classical Model of Decision-Making
Disadvantages of the Classical Model
Decision-Making Styles
• Entrepreneurial Manager Mindset
The Four Styles of Decision-Making
The Directive Style
The Analytical Style
The Conceptual Style
The Behavioral Style
Decision-Making in the Real World
Bounded Rationality and Satisficing
Intuition
Heuristics
Biases and Errors
Barriers to Decision-Making
• Examining the Evidence: Intuitive and Analytical at the Same Time? A Parallel-Competitive View of Decision-Making
Removing Barriers to Decision-Making
Group Decision-Making
Sequential Decision-Making
Groupthink
Group Decision-Making Techniques
Brainstorming
The Delphi Technique
Nominal Group Technique (NGT)
In Conclusion
Case Snapshot: Best Buy
Up for Debate
Key Terms
In Review
Chapter Exercises
Chapter 7: Setting Goals
• Learning Objectives
• Case Study: Qwick
Setting Goals
When Goals Go Wrong
• Voices of Management: Michael Trejo
Goals and Plans
Different Types of Goals
Plans
Standing Plans
Single-Use Plans
Other Types of Plans
Principles of Goal Setting
Clarity
Challenge
Commitment
Feedback
Task Complexity
• Examining the Evidence: Using Goals to Increase Productivity
SMART Goals
When SMART Goals May Not Be So Smart
The Evolution of Goals
How Managers Can Harness the Power of Goal Setting
Goal Setting Approaches
Results-Centered Approaches
• Entrepreneurial Manager Mindset
Process-Centered Approaches
Contingency Model of Goal Setting
How Managers Track Progress
The Balanced Scorecard (BSC)
In Conclusion
Case Snapshot: Anaplan
Up for Debate
Key Terms
In Review
Chapter Exercises
Chapter 8: Designing Strategies
• Learning Objectives
• Case Study: LinkedIn
How Managers Plan to Make a Difference
Competitive Advantage
• Entrepreneurial Manager Mindset
Different Levels of Strategy
The Miles-Snow Typology
• Examining the Evidence: Strategic Orientation and Optimal Employee Pay
Industry and Competitive Analysis
Bargaining Power of Suppliers
Bargaining Power of Buyers (Customers)
Threat of Substitute Products and Services
Threat of New Entrants
Rivalry Among Existing Competitors
Barriers to Entry
The Sixth Force
Organizational Position and Capacity
Company Position
• Voices of Management: Vishwas Karve (Viavi Solutions)
Limitations of BCG Matrix
Blue Ocean Strategy
The Blue Ocean Mindset
SWOT Analysis
Capabilities and Resources
Strategies for Personal Performance and Growth
Porter’s Four Competitive Strategies
Stuck in the Middle
In Conclusion
Case Snapshot: Salesforce
Up for Debate
Key Terms
In Review
Chapter Exercises
Chapter 9: Managing Change and Innovation
• Learning Objectives
• Case Study: Managing Change and Innovation at Amazon
How Managers Change Organizations
The DADA Process
Lewin’s Basic Change Model
Unfreezing
Changing
• Entrepreneurial Manager Mindset
Refreezing
Lewin’s Force Field Analysis
Forces Driving Change
External Forces for Change
Demographic Characteristics
Technological Advancements
Customer and Market Changes
Social and Political Pressures
Generational Changes
Internal Forces for Change
Management Change
Organizational Restructuring
Positive Disruptors
Resistance to Change
Why People Resist Change
Personal Threat
Uncertainty and Mistrust
Fear and Doubt About Abilities
Clashing Perspectives
Strategies to Reduce Resistance to Change
Education and Communication
Participation
Negotiation
Manipulation
Coercion
Leading Change
• Examining the Evidence: Negative Emotions and Resistance to Change
The Creative Process
Three Types of Support for Creativity
Organizational Support for Creativity
Supervisory Support for Creativity
Work Group Support for Creativity
A Creative Mind
Inpidual Creativity
Eight Conditions for Flow in the Workplace
Innovation
The Innovation Process
Idea Generation
• Voices of Management: Jazmine Valencia (JV Agency)
Problem Solving
Implementation and Diffusion
Types of Innovation in Organizations
In Conclusion
Case Snapshot: Arizona State University
Up for Debate
Key Terms
In Review
Part 4: Organizing
Chapter 10: Structuring Organizations
• Learning Objectives
• Case Study: Bridgewater Associates
Organizational Structure
Organizational Charts
• Entrepreneurial Manager Mindset
Elements of Organizational Structure
Work Specialization and Division of Labor
Departmentalization
Chain of Command
Span of Control
Authority, Responsibility, and Delegation
Authority
Responsibility
Delegation
Centralization and Decentralization
Formalization
Traditional Organizational Structure
Simple Structure
Functional Structure
Divisional Structure
Vertical Organizational Structure
Horizontal Organizational Structure
• Voices of Management: Ken Hill (Dorco Razors)
Contemporary Organizational Structures
Matrix Organizations
Flatter Organizational Structure
Flatarchies
Holacratic Organizational Structure
Boundaryless Organizational Structure
Virtual Organizational Structure
• Examining the Evidence: Organizational Hierarchies and Team Effectiveness
Primary Factors in Determining Structural Type
Environment
The Mechanistic Model
The Organic Model
Environmental Stability
Strategy
Technology
Size
Financial Condition
In Conclusion
Case Snapshot: Zappos
Up for Debate
Key Terms
In Review
Chapter Exercise
Chapter 11: The Human Side of Management
• Learning Objectives
• Case Study: The Big 8
Human Resource Management
Main Challenges for HR
Rapid Increase in Employee Turnover
Increasingly Diverse Workforce
Rise in Flexible Working
The Strategic Role of Human Resources Management
• Entrepreneurial Manager Mindset
Identifying Talent
• Voices of Management: Stephen Parker (Pharmacovigilance Artificial Intelligence)
Defining and Planning Human Resource Needs
Internal and External Recruiting
Internal Recruitment
External Recruitment
Selection
Application Form
Selection Tests
Job Interviews
Onboarding
Training Strategies in Organizations
The ADDIE Training Model
• Examining the Evidence: Planning to Be Engaged: Planning Type and Employee Engagement
Performance Management
Types of Performance Reviews
Agile Approach to Performance Management
In Conclusion
Case Snapshot: Berkshire Hathaway
Up for Debate
Key Terms
In Review
Chapter Exercise
Chapter 12: Managing Team Performance
• Learning Objectives
• Case Study: Trader Joe’s
The Importance of Teams
The Difference Between Teams and Groups
Types of Teams
• Voices of Management: Gautam Mahtani
• Entrepreneurial Manager Mindset
The Roles Within Teams
Stages of Team Development
Forming
Storming
Norming
Performing
Adjourning
Punctuated Equilibrium
Team Norms
Effective Teams
Psychological Safety
How to Build an Effective Team
• Examining the Evidence: Team Cohesion and Team Decision-Making: Too Much of a Good Thing?
Managing Conflict
Types of Conflict
Conflict Management Strategies
In Conclusion
Case Snapshot: Costco Wholesale
Up for Debate
Key Terms
In Review
Chapter Exercises
Part 5: Leading
Chapter 13: Managers as Leaders
• Learning Objectives
• Case Study: Anjali Sud of Vimeo
Managers as Leaders
Management Versus Leadership
Leadership and Power
Positional Power
Personal Power
Types of Leaders
• Voices of Management: Sandra Watson (Arizona Commerce Authority)
The Progression of Leadership
The Trait Leadership Perspective
Men and Women Leadership Traits
The Dark Triad
Emotional Intelligence
The Behavioral Leadership Perspective
Ohio State University Studies
University of Michigan Studies
The Blake-Mouton Leadership Grid
The Contingency Leadership Perspective
Hersey and Blanchard’s Situational Leadership Model
House’s Path-Goal Leadership Theory
Beyond Traditional Leadership
Transformational Leadership
Laissez-Faire Leadership
Charismatic Leadership
Power-Distributing Leadership Theories
Empowering Leadership
Shared Leadership
• Examining the Evidence: Empowering Leadership, Sleep, and Proactivity
Self-Leadership
• Entrepreneurial Manager Mindset
Values-Based Leadership Perspectives
Authentic Leadership
Servant Leadership
Ethical Leadership
In Conclusion
Case Snapshot: Managers as Leaders: MuleSoft
Up for Debate
Key Terms
In Review
Chapter Exercises
Chapter 14: Understanding Inpidual Behavior
• Learning Objectives
• Case Study: National Basketball Association (NBA)
How Inpiduals Make a Difference
The Power of Perception and a Positive Approach
Positive Psychology
Myers-Briggs Type Indicator
• Entrepreneurial Manager Mindset
The 16 Myers-Briggs Types
The Big Five Model
• Examining the Evidence: Personality and Job Performance
Core Self-Evaluations
Other Personality Attributes
Self-Monitoring
Proactive Personality
Type A and Type B Orientation
The Impact of Inpidual Behavior on the Workplace
Stress and Inpidual Behavior
• Voices of Management: Jill Kohler (Penrose Academy)
Stressors
Consequences of Stress
Managing Stress
Stress Reduction Techniques
Wellness Programs
In Conclusion
Case Snapshot: Hilton
Up for Debate
Key Terms
In Review
Chapter Exercise
Chapter 15: Motivating Others
• Learning Objectives
• Case Study: Netflix
The Motivation Process
Needs Theories
Content Theories
• Voices of Management: Joe Shoen (AMERCO, the Holding Company of U-Haul)
Maslow’s Hierarchy of Needs
ERG Theory of Motivation
Herzberg’s Two-Factor Theory
McClelland’s Acquired Needs Theory
Money as a Motivator
Process Theories
Equity Theory
Organizational Justice
Expectancy Theory
Goal-Setting Theory
• Entrepreneurial Manager Mindset
Intrinsic and Extrinsic Motivation
• Examining the Evidence: A Dark Side to Intrinsic Motivation?
Types of Extrinsic Rewards
Seniority-Based Pay
Job Content–Based Pay
Skill-Based Pay
Performance-Based Pay
Motivation Through Job Design
Reinforcement and Its Impact on Motivation
In Conclusion
Case Snapshot: Dell
Up for Debate
Key Terms
In Review
Chapter Exercise
Chapter 16: Communicating
• Learning Objectives
• Case Study: Google
The Communication Model
• Voices of Management: Brian Learst (QuintEvents)
Types of Communication Channels
Oral Communication
Advantages and Disadvantages
Written Communication
Advantages and Disadvantages
Electronic Communication
Advantages and Disadvantages
Nonverbal Communication
Advantages and Disadvantages
Channel Richness
• Entrepreneurial Manager Mindset
Barriers to Communication
Filtering
Emotions
Information Overload
Differing Perceptions
Active Listening
Communicating in Organizations
Information Flow
Communication Networks
Cross-Cultural Communication
• Examining the Evidence: Gossip Isn’t Always Bad
Barriers to Cross-Cultural Communication
Other Complicating Factors
Overcoming Barriers to Cross-Cultural Communication
In Conclusion
Case Snapshot: Facebook
Up for Debate
Key Terms
In Review
Chapter Exercise
Part 6: Controlling
Chapter 17: Controlling Information and Operations
• Learning Objectives
• Case Study: Chick-fil-A
How Controls Make a Difference
The Control Process
Types of Controls
Feedforward Control
Concurrent Control
Feedback Control
Information Technology
• Entrepreneurial Manager Mindset
Cloud Computing
Data Analytics
Artificial Intelligence (AI)
Machine Learning
• Voices of Management: Jeff Torczon (InfinityHR)
Information Systems
Financial Tools for Control
Budgeting
Financial Statements
Audits
Cybersecurity Audit
Types of Cybersecurity Threats
• Examining the Evidence: Cybersecurity Decision-Making Capabilities
How Performance Development Makes a Difference
Lean Manufacturing
Purchasing and Inventory Management
Supply Chain Management
Total Quality Management (TQM)
Statistical Quality Control (SQC)
Deming Management
Six Sigma and Lean Six Sigma
ISO 9000 and ISO 14000
Kaizen
Malcolm Baldrige Award
In Conclusion
Case Snapshot: Nintendo
Up for Debate
Key Terms
In Review
Chapter Exercise
Glossary
Notes
Index