Management, 7th Edition
by Danny Samson, Timothy Donnet, Richard L. Daft
C o n t e n t s
Preface XVI
Resources guide XX
Features matrix XXVI
Acknowledgements XXVIII
About the authors XXIX
Chapter 1 the changing world of management 2
Why innovative management matters_____________________6
Current challenges for managers________________________6
Challenges for government 6
Challenges for business 7
Challenges for the individual employee 9
Managers who make a difference__________________________9
The definition of management______________________________10
The four management functions___________________________11
Planning 11
Organising 13
Leading 13
Controlling 14
Organisational performance_______________________________15
Management skills________________________________________________ 17
Conceptual skills 18
Human skills 18
Technical skills 19
When skills fail 20
Management types_________________________________________________21
Vertical differences 22
Horizontal differences 23
What is it like to be a manager?_____________________________ 24
Making the leap: becoming a new manager 24
Manager activities_______________________________________________ 26
Adventures in multitasking 26
Life on speed dial 27
Where does a manager find the time? 28
Manager roles 29
Managing in small businesses and
not-for-profit organisations_____________________________ 32
State-of-the-art management competencies________ 34
Turbulent times: managing crises
and unexpected events________________________________________ 36
Stay calm 36
Be visible 36
Put people before business 36
Tell the truth 36
Know when to get back to business 37
Australia’s managers: improving from
a low base____________________________________________________________ 38
Manager strengths 38
Manager weaknesses 38
Sustainable development: now a core issue
for managers_______________________________________________________41
Discussion questions 43
Ethical challenge 43
»≫ Can management afford to look the other way? 43
Group challenge 44
»≫ Your best and worst managers 44
Case for critical analysis 44
»≫ SharpStyle Salons 44
On the job video case 45
»≫ Camp Bow Wow: Innovative management
for a changing world 45
CourseMate 47
Chapter Case Studies India: A hotbed of competition for mobile phones 12
Extraordinary crisis management 37
Chapter 2 The evolution of management thinking 48
Management and organisation___________________________ 53
Classical perspective___________________________________________ 55
Scientific management 56
Bureaucratic organisations 57
Administrative principles 59
Humanistic perspective_________________________________________61
Early advocates 61
The human relations movement 61
The human resources perspective 63
The behavioural sciences approach 66
Management science 67
Recent historical trends_____________________________________ 69
Systems thinking 69
Contingency view 70
Innovative management thinking for
a changing world________________________________________________72
Contemporary management tools 72
Managing the technology-driven workplace 74
The shifting world of e-business 74
Knowledge management 76
Social media programs 76
Sustainable development and management
thinking_______________________________________________________________ 78
Discussion questions 80
Ethical challenge 80
»≫ The supervisor 80
Group challenge 81
»≫ Turning points on the road to management 81
Case for critical analysis 81
»≫ More hassle from HR? 81
On the job video case 82
»≫ Barcelona Restaurant Group: The evolution of
management thinking 82
CourseMate 84
Chapter Case Studies
Switching to green power 51
Brumby’s Bakeries cooking along 68
Atlassian: supporting collaboration and innovation 75
Enjo: a friend of its customers 77
Continuing case: General Motors Part One:
Introduction to Management______________________________ 85
Chapter 3 T he environment and corporate culture 88
The external environment___________________________________ 92
General environment 93
Task environment 101
The organisation–environment
relationship_______________________________________________________ 105
Environmental uncertainty 105
Adapting to the environment 106
Influencing the environment 110
The internal environment:
corporate culture______________________________________________ 112
Symbols 115
Stories 116
Heroes 116
Slogans 116
Ceremonies 117
Types of culture___________________________________________________118
Adaptability culture 118
Achievement culture 120
Involvement culture 120
Consistency culture 120
Shaping corporate culture
for innovative response______________________________________122
Managing the high-performance culture 122
Cultural leadership 124
Changing and merging corporate cultures 125
Sustainable development and
the business environment____________________________________127
Discussion questions 128
Ethical challenge 129
»≫ Competitive intelligence predicament 129
Group challenge 129
»≫ Should you go global? 129
Case for critical analysis 130
On the job video case 130
»≫ Camp Bow Wow: The environment
and corporate culture 130
CourseMate 133
Chapter Case Studies
Growing a business from scratch: lavender! 102
Green power 114
McDonald’s 119
Chapter 4 M anaging in a global environment 134
A borderless world____________________________________________ 139
Globalisation 140
Developing a global mindset 142
Multinational corporations______________________________ 143
Globalisation backlash______________________________________ 145
Serving the bottom of the pyramid (BOP) 145
Getting started internationally_________________________ 148
Exporting 148
Outsourcing 149
Licensing 149
Direct investing 150
The international business
environment_______________________________________________________ 151
The economic environment_________________________________152
Economic development 152
Infrastructure 153
Economic interdependence 153
Resource and product markets 155
Exchange rates 155
Inflation, interest rates and economic growth 155
The legal–political environment________________________ 156
Political risk 156
Political instability 157
Laws and regulations 157
The sociocultural environment_________________________ 158
Social values 158
Communication differences 163
The changing international
landscape___________________________________________________________ 164
China, Inc. 164
India, the service giant 165
Brazil’s growing clout 165
International trade alliances 166
Sustainable development: a global issue and
opportunity_________________________________________________________ 171
Discussion questions 172
Ethical challenge 173
»≫ Quality or closing 173
Group challenge 173
»≫ Considerations for overseas expansion 173
Case for critical analysis 174
»≫ Shui Fabrics 174
On the job video case 175
»≫ H olden Outerware: Managing in a global
environment 175
CourseMate 177
Chapter Case Studies
Shifting international services and jobs 139
The axis of India 142
Globalising from an Australian base 144
LG Electronics 170
Chapter 5 E thics, social responsibility and sustainable development 178
What is managerial ethics?___________________________________181
Ethical management today 183
Ethical dilemmas: what would you do?_______________ 185
Criteria for ethical decision making__________________ 186
Utilitarian approach 186
Individualism approach 187
Moral rights approach 187
Justice approach 187
Practical approach 188
The individual manager and ethical choices______ 189
The organisation 193
What is corporate social responsibility?____________ 194
Organisational stakeholders_____________________________ 195
The green movement___________________________________________ 199
Sustainability and the triple bottom line 200
Evaluating corporate social responsibility_______ 201
Managing company ethics and
social responsibility___________________________________________203
Codes of ethics 205
Ethical structures 206
Whistle-blowing 207
The business case for ethics and
social responsibility __________________________________________207
Managerial ethics and sustainable
development in Australia___________________________________ 210
Organisational sustainable development__________ 210
The ‘why’ of sustainable development 212
The ‘what’ of sustainable development 213
The ‘when’ of sustainable development 214
Taking managerial action on
sustainable development_____________________________________215
Discussion questions 216
Ethical challenge 217
»≫ What is right? 217
Group challenge 218
»≫ Ethics and business costs 218
Case for critical analysis 218
»≫ Too much intelligence? 218
On the job video case 219
»≫ T heo Chocolate: managing ethics and
social responsibility 219
CourseMate 222
Chapter Case Studies Philanthropy goes up a gear 186
Ecomagination 199
A leadership dilemma at Timberland 201
A crisis to milk 209
Chapter 6 T he environment of entrepreneurship and small-business management 224
What is entrepreneurship?__________________________________ 227
Entrepreneurship as an option 229
Entrepreneurship internationally_____________________229
Entrepreneurship and the business environment 231
Impact of entrepreneurial organisations 233
Organisational innovation 235
Who are entrepreneurs? ____________________________________239
Traits of entrepreneurs 240
Social entrepreneurship: an innovative
approach to small business________________________________242
Starting an entrepreneurial firm_______________________245
Start with the new-business idea 245
The business plan 246
Choosing a legal structure 247
Arranging financing 249
Tactics for becoming a business owner 251
Starting an online business 254
Stages of growth________________________________________________ 257
Planning 258
Organising 258
Decision making 259
Leading 259
Controlling 260
Intrapreneurship in a growing business_____________262
Sustainability and the small or start-up
organisation______________________________________________________263
Discussion questions 264
Ethical challenge 264
»≫ To grow or not to grow? 264
Group challenge 265
»≫ What counts? 265
Case for critical analysis 265
»≫ Emma’s Parlour 265
On the job video case 266
»≫ Urban Escapes: managing small business start-ups 266
Chapter Case studies
Cleanevent (division of Spotless Group) 233
Competitive innovation in the mining industry 238
Wesfarmers 239
HealthMastery: entrepreneurship in the NZ health services industry 245
Entrepreneurship in solar energy 250
The high and lows of franchising entrepreneurship 252
Franchises in Australia and New Zealand 253
Entrepreneurship: from ‘sparky’ to CEO 257
Continuing case: General Motors Part Two:
The environment of management_______________________268
Chapter 7 O rganisational planning and goal setting 270
Goals, plans and performance___________________________ 273
Messages and values contained in goals and plans 274
Goals in organisations_______________________________________ 277
Organisational mission 277
Planning a digital strategy 279
Goals and plans 279
Aligning goals with strategy maps 282
Aligned hierarchy of goals 283
Criteria for effective goals_______________________________285
Management by objectives 287
Single-use and standing plans 291
Benefits and limitations of planning__________________293
Planning in a turbulent environment________________294
Contingency plans 294
Scenario planning 294
Crisis planning___________________________________________________295
Prevention 295
Preparation 295
Containment 297
Planning time horizons______________________________________298
The new planning approach_______________________________299
Traditional approaches to planning 299
Modern approaches to planning 300
Innovative approaches to planning 300
Sustainable development and goal setting_________303
Discussion questions 304
Ethical summary 304
»≫ Repair or replace? 304
Group challenge 305
»≫ Course goal setting 305
Case for critical analysis 305
»≫ HID 305
On the job video case 306
»≫ Modern Shed: managerial planning and goal setting 306
Chapter Case Studies
Planning and implementing an amazing country growth strategy 286
Siemens 289
Chapter 8 S trategy formulation and implementation 308
Thinking strategically_________________________________________ 311
What is strategic management? 312
Purpose of strategy 312
Levels of strategy 317
The strategic management process_____________________320
Strategy formulation versus execution 323
SWOT analysis 323
Formulating corporate-level strategy______________326
The portfolio strategy 326
The BCG matrix 327
Diversification strategy 328
Formulating business-level strategy__________________330
Porter’s competitive forces and strategies 330
Formulating functional-level strategy_____________334
New trends in strategy________________________________________335
Innovation from within 335
Strategic partnerships 336
Global strategy__________________________________________________ 337
Multidomestic strategy 339
Transnational strategy 339
Strategy execution_____________________________________________ 341
Implementing global strategies 343
Testing the quality of strategy 343
Developing a sustainability strategy as part
of business strategy___________________________________________344
Discussion questions 345
Ethical challenge 346
»≫ A great deal for whom? 346
Group challenge 346
»≫ Developing strategy for a small business 346
Case for critical analysis 346
»≫ Starbucks coffee 346
On the job video case 347
»≫ Theo Chocolate: strategy formulation and execution 347
CourseMate 349
Chapter Case Studies
Austal Ltd 315
MYOB 316
Apple Inc.’s strategy: much more than iPod, iPhone, iPad and Mac 319
Chip competition in overdrive 323
Ferragamo: family business or not? 334
Chapter 9 M anagerial decision making 350
Types of decisions and problems_________________________353
Programmed and non-programmed decisions 354
Certainty, risk, uncertainty and ambiguity 356
Decision-making models_____________________________________362
The classical model: rational decision making 362
The administrative model: how managers actually make decisions 363
The political model 365
Decision-making steps_________________________________________ 367
Recognition of decision requirement 367
Diagnosis and analysis of causes 368
Development of alternatives 368
Selection of desired alternative 370
Implementation of chosen alternative 370
Evaluation and feedback 371
Personal decision framework____________________________ 374
Innovative decision making________________________________ 376
Start with brainstorming 376
Engage in rigorous debate 377
Avoid groupthink 378
Know when to pull the plug 378
Sustainable development decisions____________________ 379
Discussion questions 380
Ethical challenge 381
»≫ The unhealthy hospital 381
Group challenge 381
Case for critical analysis 382
»≫ Decisions at Paradox 382
On the job video case 383
»≫ Plant Fantasies: managerial decision making 383
CourseMate 384
Chapter Case Studies
Len Jury Limited, stamp dealer 355
Pepsi-Cola 359
Continuing case: General Motors
Part Three: Planning___________________________________________385
Chapter 10 Fundamentals of organising 388
Organising the vertical structure_____________________392
Work specialisation 393
Chain of command 394
Authority, responsibility and delegation 395
Span of management 397
Centralisation and decentralisation 400
Formalisation 400
Departmentalisation___________________________________________401
Vertical functional approach 402
Divisional approach 405
Matrix approach 408
Hybrid structure 410
Team-based approach 411
Network approach 413
Organising for horizontal coordination_________ 418
The need for Coordination 418
Task forces, teams and project management 419
Relational coordination 420
Factors shaping structure_________________________________423
Structure follows strategy 423
Organising for sustainable development___________425
Discussion questions 427
Ethical challenge 427
»≫ Caught in the middle 427
Group challenge 428
»≫ Family business 428
Case for critical analysis 428
»≫ Abraham’s Grocery 428
On the job video case 429
»≫ Modern Shed: designing adaptive organisations 429
CourseMate 431
Chapter Case Studies
Fonterra’s global management structure 392
Strida Bicycles: a globally networked company 416
Chapter 11 M anaging change and innovation 432
Turbulent times and the changing
workplace__________________________________________________________435
Innovation and the changing workplace__________435
Changing things: new products and
technologies______________________________________________________437
Exploration 438
Cooperation 443
Entrepreneurship and innovation roles 449
Changing people and culture_____________________________ 451
Training and development 453
Organisation development 454
Implementing change__________________________________________458
Need for change 459
Resistance to change 460
Force-field analysis 461
Implementation tactics 464
Implementing sustainable development
in the organisation____________________________________________467
Discussion questions 469
Ethical challenge 469
»≫ Crowdsourcing 469
Group challenge 470
»≫ Are you ready to implement personal change? 470
Case for critical analysis 471
»≫ Malard Manufacturing Company 471
On the job video case 471
»≫ Holden Outerwear: managing change and innovation 471
CourseMate 474
Chapter Case Studies
Building a better mouse . . . 437
General Electric 453
3M 462
A mini crisis of culture and performance 466
Chapter 12 H uman resource management 476
The strategic role of HRM is to drive
organisational performance_____________________________479
The strategic approach 479
Competitive strategy__________________________________________ 480
Building human capital to drive performance 480
External forces 482
The changing nature of careers________________________483
The changing social contract 483
Innovations in HRM 485
Finding the right people_____________________________________486
Human resource planning 487
Recruiting 488
Assessing jobs 488
Selecting 491
Managing talent: developing
an effective workforce_____________________________________496
Training and development 496
Performance appraisal 500
Maintaining an effective workforce_________________ 504
Compensation 504
Benefits 505
Termination 506
Sustainability and people____________________________________509
Discussion questions 510
Ethical challenge 510
»≫ Research for sale 510
Group challenge 511
»≫ Management competencies 511
Case for critical analysis 511
»≫ The right way with employees? 511
On the job video case 512
»≫ Barcelona Restaurant Group: managing
human resources 512
CourseMate 515
Chapter Case Studies
Container Store 491
VIVO Cafe: all in the family … the business is people 503
Biotechnology companies in turbulent environments
and challenging times 507
Chapter 13 M anaging diversity 516
Valuing diversity________________________________________________ 519
Diversity in the corporate world 522
The changing nature of diversity in Australia 522
Diversity on a global scale_________________________________524
Diversity of perspective 525
Inclusion 526
Dividends of workplace diversity 526
Factors shaping personal bias____________________________ 527
Workplace prejudice, discrimination and stereotypes 527
Ethnocentrism 529
Factors affecting women’s careers_____________________531
The glass ceiling 531
The opt-out trend 532
The female advantage 533
The changing workplace____________________________________534
Diversity challenges 534
Implications of a globally diverse workforce___536
Ac hieving cultural competence_________________________538
Current responses to diversity_________________________ 540
Enhancing structures and policies 540
Expanding recruitment efforts 540
Establishing mentor relationships 540
Increasing awareness of sexual harassment 541
Using multicultural teams 542
Positive assistance for women at work in Australia 542
Driving sustainability through effectively
managing diversity_____________________________________________546
Discussion questions 547
Ethical challenge 548
»≫ Sunset prayers 548
Group challenge 548
»≫ Personal diversity 548
Case for critical analysis 549
»≫ Waterway Industries 549
On the job video case 550
»≫ Mitchell Gold 1 Bob Williams:
managing diversity 550
CourseMate 552
Chapter Case Studies
Lenovo Corp. 537
Australian Federal Police on the case 545
Diversity still a big issue, problem and opportunity 546
Continuing case: General Motors
Part Four: Organising_________________________________________553
Chapter 14 I ndividual behaviour in organisations 556
Understanding yourself and others__________________560
The value of knowing yourself 560
Attitudes_____________________________________________________________562
High-performance work attitudes 562
Conflicts among attitudes 566
Perception__________________________________________________________ 567
Attributions________________________________________________________569
Personality and behaviour_________________________________570
Personality traits 570
Attitudes and behaviours influenced by personality 573
Problem-solving styles and the Myers-Briggs Type Indicator 576
Emotions_____________________________________________________________ 579
Positive and negative emotions 579
Emotional intelligence_______________________________________580
Managing yourself_____________________________________________582
Basic principles for self-management 583
A step-by-step guide for managing your time 583
Stress and stress management____________________________586
Challenge stress and threat stress 587
Type A and Type B behaviour 587
Causes of work stress 588
Innovative responses to stress management 589
Sustainability and organisational behaviour_____594
Discussion questions 595
Ethical challenge 596
»≫ Should I fudge the numbers? 596
Group challenge 596
»≫ Personality role play 596
Case for critical analysis 597
»≫ Volkswagen’s Ferdinand Piëch 597
On the job video case 598
»≫ Mitchell Gold 1 Bob Williams: understanding
individual behaviour 598
CourseMate 601
Chapter Case StudY
The Carlson companies 575
Chapter 15 LEADING IN ORGANISATIONS 602
The nature of leadership____________________________________605
Contemporary leadership__________________________________605
Level 5 leadership 606
Servant leadership 607
Authentic leadership 608
Gender differences 609
From management to leadership_________________________ 611
Leadership traits 612
Behavioural approaches 613
Task versus people 613
The Leadership Grid 614
Contingency approaches___________________________________ 616
The situational model of leadership 616
Fiedler’s contingency theory 618
Situational substitutes for leadership_________________621
Charismatic and transformational
leadership__________________________________________________________623
Charismatic leadership 624
Transformational versus transactional leadership 625
Followership______________________________________________________ 627
Power and influence__________________________________________629
Position power 630
Personal power 630
Other sources of power 631
Interpersonal influence tactics 632
Contemporary leaders_______________________________________634
Leadership of sustainable development______________638
Discussion questions 639
Ethical challenge 640
»≫ Does wage reform start at the top? 640
Group challenge 640
»≫ Which leadership styles are more effective? 640
Case for critical analysis 640
»≫ DGL International 640
On the job video case 641
»≫ Camp Bow Wow: Leadership 641
Chapter Case Studies
News Corporation 615
In the hands of a matador 625
Asea Brown Boveri 626
Chapter 16 M otivating employees 644
The concept of motivation_________________________________647
Individual needs and motivation 647
Managers as motivators 650
Content perspectives on motivation___________________650
The hierarchy of needs 650
ERG theory 653
A two-factor approach to motivation 654
Acquired needs theory 656
Process perspectives on motivation___________________658
Goal setting 658
Equity theory 660
Expectancy theory 661
Reinforcement perspective on motivation_________664
Direct reinforcement 664
Social learning theory 666
Job design for motivation__________________________________ 667
Job enrichment 668
Job characteristics model 668
Innovative ideas for motivating_________________________670
Building a thriving workforce 671
Empowering people to meet higher needs 671
Giving meaning to work through engagement 672
Keeping staff motivated in Australia and
New Zealand_______________________________________________________ 675
Motivation for sustainability_____________________________ 677
Discussion questions 678
Ethical challenge 679
»≫ Compensation showdown 679
Group challenge 679
»≫ Should, need, like, love 679
Case for critical analysis 680
»≫ Lauren’s balancing act 680
On the job video case 681
»≫ Urban Escapes: motivating employees 681
CourseMate 683
Chapter Case Studies
Managing motivation at Degussa Peroxide Ltd 647
ACER Group Computers: coping with fierce competition
in the world’s PC market 652
Outback Steakhouse 657
Hilcorp Energy 672
Chapter 17 Communication in organisations 684
Communication is the manager’s Job___________________687
What is communication? 688
A model of communication 688
Communicating among people____________________________690
Open communication climate 690
Communication channels 692
Communicating to persuade and influence others 695
Communicating with candour 695
Asking questions 698
Listening 699
Non-verbal communication 700
Organisational communication_________________________702
Formal communication channels 702
Personal communication channels 706
Workplace communication________________________________ 710
Social media 710
Listening to customers 711
Communicating to customers 711
Connecting employees 711
Crisis communication 712
Communications and sustainability_____________________717
Discussion questions 718
Ethical challenge 719
»≫ The voice of authority 719
Group challenge 719
»≫ Listen like a professional 719
Case for critical analysis 720
»≫ WA manufacturing 720
On the job video case 720
»≫ Plant Fantasies: managing communication 720
CourseMate 722
Chapter Case Studies
General Electric 696
Susan Williams 705
Rhonda White achieved her vision 707
Chapter 18 T eamwork in organisations 724
The value of teams______________________________________________ 727
What is a team? 728
Contributions of teams 728
Types of teams 729
The dilemma of teams__________________________________________ 732
Model of team effectiveness 734
Virtual teams 736
Team characteristics__________________________________________ 739
Size 739
Diversity 739
Member roles 739
Team processes___________________________________________________ 742
Stages of team development 742
Team cohesiveness 744
Team norms 745
Managing team conflict_____________________________________ 747
Types of conflict 747
Balancing conflict and cooperation 747
Causes of conflict 748
Styles to handle conflict 748
Negotiation________________________________________________________ 749
Types of negotiation 750
Rules for reaching a win-win solution 751
Implementing sustainable development
through teamwork____________________________________________ 752
Discussion questions 753
Ethical challenge 753
»≫ Consumer safety or team commitment? 753
Group challenge 754
»≫ Feedback exercise 754
Case for critical analysis 754
»≫ Are we a team? 754
On the job video case 755
»≫ Holden Outerware: leading teams 755
CourseMate 757
Chapter Case Studies
The team’s the thing 727
The Aconex team in Melbourne 738
Transport Corporation of India (TCI) 740
Continuing case: General Motors
Part Five: Leading________________________________________________758
Chapter 19 M anagerial and quality control 760
The meaning of control_____________________________________ 763
Feedback control model____________________________________764
Steps of feedback control 764
The balanced scorecard 767
Budgetary control_____________________________________________ 769
Expense budget 770
Revenue budget 770
Cash budget 770
Capital budget 771
Zero-based budget 771
Financial control______________________________________________ 772
Financial statements 772
Financial analysis: interpreting the numbers 774
The changing philosophy of control_________________ 777
Hierarchical versus decentralised approaches 777
Open-book management 779
Total quality management (TQM )_________________________782
TQM techniques 783
TQM success factors 786
Trends in quality and financial control____________788
International quality standards 788
Corporate governance 789
Qualities of effective control systems_______________790
Sustainable development and
management control_________________________________________ 792
Discussion questions 793
Ethical challenge 794
»≫ The wages of sin? 794
Group challenge 794
»≫ Create a group control system 794
Case for critical analysis 795
»≫ Lincoln Electric 795
On the job video case 796
»≫ Barcelona Restaurant Group: managing
quality and performance 796
CourseMate 797
Chapter Case Studies
Semco’s open-book policy 781
A lesson in quality from China 782
The honeybee style 784
Chapter 20 M anaging the value chain, information technology and e-business 798
The organisation as a value chain______________________802
Service and manufacturing operations 804
Supply chain management 805
Facilities layout__________________________________________________806
Process layout 808
Product layout 809
Cellular layout 809
Fixed-position layout 810
Technology automation_____________________________________ 810
Radio-frequency identification (RFID) 810
Digital manufacturing systems 811
Lean thinking 812
Inventory management_______________________________________ 813
The importance of inventory 814
Just-in-time inventory 815
Operations deliver outcomes_____________________________ 816
Information technology has transformed
management________________________________________________________817
Boundaries dissolve; collaboration reigns 817
Knowledge management and Web 2.0 818
Enterprise resource planning systems 821
The Internet and e-business_________________________________822
e-business strategy: market expansion 824
e-business strategy: increasing efficiency 824
Operations management, information
and sustainable development_____________________________826
Discussion questions 828
Ethical challenge 829
»≫ Manipulative or not? 829
Group challenge 829
»≫ Developing an online strategy 829
Case for critical analysis 830
»≫ SunBright Outdoor Furniture, Inc. 830
CourseMate 833
Chapter Case Studies
Managing the professional services firm 803
IKEA 813
Profiting in a depressed smoke stack industry 815
NTT DoCoMo: the leading edge of the mobile phone business 818
Harvest FreshCuts 827
Continuing case: General Motors Part Six:
Controlling_______________________________________________________834
Capstone Chapter M aking effective management happen 836
Fundamental practices common
to winning organisations__________________________________839
Leadership practices 840
People management practices 844
Customer focus practices 848
Quality management practices 849
Innovation practices 851
Knowledge management practices 852
Deeper principles common to the world’s
best organisations_____________________________________________853
Putting it all together: the organisation
as a system__________________________________________________________857
Discussion questions 858
Group challenge 859
»≫ Understanding how an organisation works 859
CourseMate 859
Chapter Case Studies
Google: a great place to search – and work 847
Values can come from Mars 856
Glossary 860
Name index 872
Subject index 879