Management Leading and Collaborating in A Competitive World 15th Edition by Thomas S Bateman, Robert Konopaske ISBN 9781264124367 1264124368

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ISBN 10: 1264124368
ISBN 13: 9781264124367
Author: Thomas S Bateman, Robert Konopaske

Management Leading and Collaborating in A Competitive World 15th Edition Table of contents:

Chapter 1: Managing and Performing

Introduction

Managing in a Competitive World

Globalization

Technological Change

Knowledge Management

Collaboration

Managing for Competitive Advantage

Innovation

Quality

Service

Speed

Cost Competitiveness

Sustainability

Delivering All Types of Performance

The Functions of Management

Planning: Delivering Strategic Value

Organizing: Building a Dynamic Organization

Leading: Mobilizing People

Controlling: Learning and Changing

Performing All Four Management Functions

Management Levels and Skills

Top-Level Managers

Middle-Level Managers

Frontline Managers

Working Leaders with Broad Responsibilities

Must-Have Management Skills

You and Your Career

Be Both a Specialist and a Generalist

Be Self-Reliant

Connect with People

Actively Manage Your Relationship with Your Organization

Survive and Thrive

Key Terms

Retaining What You Learned

Discussion Questions

Experiential Exercises

1.1 YOUR PERSONAL NETWORK

1.2 Are You An Effective Manager?

1.3 Career Skills Development

Concluding Case

Appendix A

The Evolution of Management

Key Terms

Discussion Questions

Experiential Exercises

A.2 THE UNIVERSITY AS AN OPEN SYSTEM

University System Analysis Worksheet

Chapter 2: The External and Internal Environments

Introduction

The Macroenvironment

The Economy

Technology

Laws and Regulations

Demographics

Sustainability and the Natural Environment

The Competitive Environment

Competitors

New Entrants

Substitutes and Complements

Suppliers

Customers

Environmental Analysis

Environmental Scanning

Scenario Development

Forecasting

Benchmarking

Actively Managing the External Environment

Selecting Your Environment

Influencing Your Environment

Adapting to the Environment: Changing the Organization

Choosing an Approach

The Internal Environment of Organizations: Culture and Climate

Organization Culture

Key Terms

Retaining What You Learned

Discussion Questions

Experiential Exercises

2.1 EXTERNAL ENVIRONMENT ANALYSIS

2.2 CORPORATE CULTURE PREFERENCE SCALE

Concluding Case

Chapter 3: Managerial Decision Making

Introduction

Characteristics of Managerial Decisions

Lack of Structure

Uncertainty

Risk

Conflict

The Phases of Decision Making

Identifying and Diagnosing the Problem

Generating Alternative Solutions

Evaluating Alternatives

Making the Choice

Implementing the Decision

Evaluating the Decision

The Best Decision

Barriers to Effective Decision Making

Psychological Biases

Time Pressures

Social Realities

Decision Making in Groups

Potential Advantages of Using a Group

Potential Problems of Using a Group

Managing Group Decision Making

Leadership

Constructive Disagreement

Encouraging Creativity

Brainstorming

Organizational Decision Making

Constraints on Decision Makers

Organizational Decision Processes

Decision Making in a Crisis

Key Terms

Retaining What You Learned

Discussion Questions

Experiential Exercises

3.1 DECISION MAKING IN ACTION

3.2 Group Problem Solving at a Social Enterprise

Concluding Case

Part One Supporting Case

Facebook’s Mark Zuckerberg: Can He Manage through Turbulent Times?

Chapter 4: Planning and Strategic Management

Introduction

An Overview of Planning Fundamentals

The Basic Planning Process

Levels of Planning

Strategic Planning

Tactical and Operational Planning

Aligning Tactical, Operational, and Strategic Planning

Strategic Planning

Step 1: Establishing Mission, Vision, and Goals

Step 2: Analyzing External Opportunities and Threats

Step 3: Analyzing Internal Strengths and Weaknesses

Step 4: SWOT Analysis and Strategy Formulation

Step 5: Strategy Implementation

Step 6: Strategic Control

Key Terms

Retaining What You Learned

Discussion Questions

Experiential Exercises

4.1 BUSINESS STRATEGIES NEED ADJUSTING

Concluding Case

Chapter 5: Ethics, Corporate Responsibility, and Sustainability

Introduction

It’s a Big Issue

It’s a Personal Issue

Ethics

Ethical Systems

Business Ethics

The Ethics Environment

Ethical Decision Making

Courage

Corporate Social Responsibility

Contrasting Views

Reconciliation

The Natural Environment and Sustainability

A Risk Society

Sustainable Growth

Environmental Agendas for the Future

Key Terms

Retaining What You Learned

Discussion Questions

Experiential Exercises

5.1 MEASURING YOUR ETHICAL WORK BEHAVIOR

5.2 ETHICAL STANCE

Concluding Case

Chapter 6: International Management

Introduction

Managing in Our Global Economy

International Challenges and Opportunities

Outsourcing and Jobs

The Geography of Business

Western Europe

Asia: China and India

The Americas

Africa and the Middle East

Global Strategy

Pressures for Global Integration

Pressures for Local Responsiveness

Choosing a Global Strategy

Entry Mode

Exporting

Licensing

Franchising

Joint Ventures

Wholly Owned Subsidiaries

Working Overseas

Skills of the Global Manager

Understanding Cultural Issues

LessonsfromGlobalResearch

Mutual Adjustments

Ethical Challenges in International Management

Key Terms

Retaining What You Learned

Discussion Questions

Experiential Exercises

6.1 GLOBAL INTEGRATION—LOCAL RESPONSIVENESS WORKSHEET

6.2 CROSS-CULTURAL ANTHROPOLOGIST

Concluding Case

Chapter 7: Entrepreneurship

Introduction

Entrepreneurship

Why Become an Entrepreneur?

What Does It Take to Succeed?

What Business Should You Start?

What Does It Take, Personally?

Success and Failure

Common Management Challenges

Increasing Your Chances of Success

Corporate Entrepreneurship

Building Support for Your Idea

Building Intrapreneurship

Management Challenges

Entrepreneurial Orientation

Key Terms

Retaining What You Learned

Discussion Questions

Experiential Exercises

7.1 TAKE AN ENTREPRENEUR TO DINNER

7.2 STARTING A NEW BUSINESS

Concluding Case

Part Two Supporting Case

Will Foxconn Remain Apple’s Top Supplier of iGadgets?

Appendix B

Information for Entrepreneurs

Chapter 8: Organization Structure

Introduction

Fundamentals of Organizing

Differentiation

Integration

The Vertical Structure

Authority in Organizations

Span of Control

Delegation

The High-Involvement Organization

The Horizontal Structure

The Functional Organization

The Divisional Organization

The Matrix Organization

The Network Organization

Organizational Integration

Coordination by Standardization

Coordination by Plan

Coordination by Mutual Adjustment

Coordination and Communication

Looking Ahead

Key Terms

Retaining What You Learned

Discussion Questions

Experiential Exercises

8.1 YOUR SCHOOL’S ORGANIZATION CHART

8.2 STUDENT-RUN ORGANIZATION OFFERING COMMUNITY SERVICES

Concluding Case

Chapter 9: The Adaptive Organization

Introduction

The Responsive Organization

Adaptive Strategy

Organizing around Core Capabilities

Strategic Alliances

Decentralization

Organizational Size and Agility

The Case for Big

The Case for Small

Being Big and Small

Downsizing

Customers and the Responsive Organization

Customer Relationship Management

Quality Initiatives

Technology and Organizational Agility

Technology Configurations

Flexible Manufacturing

Organizing for Speed: Time-Based Competition

Final Thoughts on Organizational Agility

Key Terms

Retaining What You Learned

Discussion Questions

Experiential Exercises

9.1 MECHANISTIC AND ORGANIC STRUCTURES

9.2 THE WOODS MANUFACTURING COMPANY

9.3 WHEN SHOULD A COMPANY DECENTRALIZE?

Concluding Case

Chapter 10: Human Resource Management

Introduction

Strategic Human Resource Management

The HR Planning Process

Job Analysis

Staffing

Recruitment

Selection

Workforce Reductions

Developing the Workforce

Training and Development

Overview of the Training Process

Types of Training

Performance Appraisal

What Do You Appraise?

Who Should Do the Appraisal?

How Should You Give People Feedback?

Designing Reward Systems

Pay Decisions

Incentive Systems

Executive Pay and Stock Options

Employee Benefits

Equal Pay and Comparable Worth

Health and Safety

Labor Relations

Labor Laws

Unionization

What Does the Future Hold?

Key Terms

Retaining What You Learned

Discussion Questions

Experiential Exercises

10.1 THE LEGAL INTERVIEW

10.2 THE PAY RAISE

Concluding Case

Chapter 11: Cultivating Diversity and Inclusiveness

Introduction

Diversity: A Brief History

Multicultural Organizations

A Changing Workforce

Advantage through Diversity

Attracting, Motivating, and Retaining Employees

Understanding Differentiated Markets

Creative Problem Solving

Organizational Flexibility

Diversity Challenges

Cultivating Inclusiveness

Top Management’s Commitment and Leadership

Organizational Assessment

Key Terms

Retaining What You Learned

Discussion Questions

Experiential Exercises

11.1 BEING DIFFERENT

11.2 VIEWS ON GENDER

Concluding Case

Part Three Supporting Case

Zappos

Chapter 12: Leadership

Introduction

What Do We Want from Our Leaders?

Vision

Leading and Managing

Leading and Following

Power and Leadership

Sources of Power

Traditional Approaches to Understanding Leadership

Leader Traits

Leader Behaviors

The Effects of Leader Behavior

Situational Approaches to Leadership

Contemporary Perspectives on Leadership

Charismatic Leadership

Transformational Leadership

Many Opportunities to Lead

A Note on Courage

Developing Your Leadership Skills

How Do I Start?

What Are the Keys?

Key Terms

Retaining What You Learned

Discussion Questions

Experiential Exercises

12.1 Using the Five Sources of Power at Work

Concluding Case

Chapter 13: Motivating for Performance

Introduction

Motivating for Performance

Setting Goals

Goals That Motivate

Stretch Goals

Limitations of Goal Setting

Set Your Own Goals

Reinforcing Performance

(Mis)Managing Rewards and Punishments

Managing Mistakes

Providing Feedback

Performance-Related Beliefs

The Effort-to-Performance Link

The Performance-to-Outcome Link

Impact on Motivation

Managerial Implications of Expectancy Theory

Understanding People’s Needs

Maslow’s Needs

Alderfer’s ERG Theory

McClelland’s Needs

Don’t Forget: People Can Differ

Designing Motivating Jobs

Job Rotation, Enlargement, and Enrichment

Herzberg’s Two-Factor Theory

The Hackman and Oldham Model of Job Design

Empowerment and Engagement

Achieving Fairness

Assessing Equity

Restoring Equity

Procedural Justice

Employee Satisfaction and Well-Being

Quality of Work Life

Psychological Contracts

Key Terms

Retaining What You Learned

Discussion Questions

Experiential Exercises

13.1 ASSESSING YOURSELF

13.2 PERSONAL GOAL SETTING

13.3 What Do Students Want from Their Jobs?

Concluding Case

Chapter 14: Teamwork

Introduction

The Contributions of Teams

Types of Teams

Self-Managed Teams

How Groups Become Real Teams

Group Processes

Critical Periods

Teaming Challenges

Why Groups Sometimes Fail

Building Effective Teams

Performance Focus

Motivating Teamwork

Member Contributions

Norms

Roles

Cohesiveness

Building Cohesiveness and High-Performance Norms

Managing Lateral Relationships

Managing Conflict

Conflict Styles

Virtual and E-conflict

Being a Mediator

Key Terms

Retaining What You Learned

Discussion Questions

Experiential Exercises

14.1 STUDENT PROJECT GROUP DEVELOPMENT

14.2 WHICH STYLE OF CONFLICT RESOLUTION WOULD YOU USE?

Concluding Case

Chapter 15: Communicating

Introduction

Interpersonal Communication

One-Way versus Two-Way Communication

Communication Pitfalls

Verbal and Written Channels

Digital Communication and Social Media

Media Richness

Improving Communication Skills

Improving Sender Skills

Improving Receiver Skills

Organizational Communication

Downward Communication

Upward Communication

Horizontal Communication

Informal Communication

Transparency

Key Terms

Retaining What You Learned

Discussion Questions

Experiential Exercises

15.1 INTERPRETING NONVERBAL COMMUNICATION

15.2 LISTENING SKILLS SURVEY

15.3 ACTIVE LISTENING

Concluding Case

Part Four Supporting Case

Leading and Motivating When Disaster Strikes: Magna Exteriors and Interiors

Chapter 16: Managerial Control

Introduction

Bureaucratic Control Systems

The Control Cycle

Approaches to Bureaucratic Control

Management Audits

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Tags: Thomas S Bateman, Robert Konopaske, Management Leading, Collaborating, Competitive World