Management: A Practical Introduction, Ninth Edition
By Angelo Kinicki and Brian K. Williams
Contents:
PART 1
Introduction
CHAPTER ONE
The Exceptional Manager: What You Do,
How You Do It 2
1.1 Management: What It Is, What Its Benefits Are 4
The Rise of the Die Maker’s Daughter 4
Key to Career Growth: “Doing Things I’ve Never
Done Before” 4
The Art of Management Defined 5
Why Organizations Value Managers: The Multiplier
Effect 6
The Financial Rewards of Being an Exceptional
Manager 6
What Are the Rewards of Studying and Practicing
Management? 7
1.2 What Managers Do: The Four Principal
Functions 9
Planning: Discussed in Part 3 of This Book 9
Organizing: Discussed in Part 4 of This Book 9
Leading: Discussed in Part 5 of This Book 10
Controlling: Discussed in Part 6 of This Book 10
1.3 Pyramid Power: Levels and Areas of Management 11
The Traditional Management Pyramid: Levels and
Areas 11
Three Levels of Management 11
Areas of Management: Functional Managers versus
General Managers 13
Managers for Three Types of Organizations:
For-
Profit, Nonprofit, Mutual-Benefit 14
Different Organizations, Different Management? 14
1.4 Roles Managers Must Play Successfully 15
The Manager’s Roles: Mintzberg’s Useful Findings 15
Three Types of Managerial Roles: Interpersonal,
Informational, and Decisional 17
1.5 The Skills Exceptional Managers Need 19
Technical Skills—The Ability to Perform a Specific Job 19
Conceptual Skills—The Ability to Think Analytically 19
Human Skills—“Soft Skills,” the Ability to Interact Well with People 20
The Most Valued Traits in Managers 21
1.6 Seven Challenges to Being an Exceptional Manager 22
CHALLENGE #1: Managing for Competitive
Advantage—Staying Ahead of Rivals 23
CHALLENGE #2: Managing for Information
Technology—Dealing with the “New Normal” 24
CHALLENGE #3: Managing for Diversity—The Future
Won’t Resemble the Past 26
CHALLENGE #4: Managing for Globalization—The
Expanding Management Universe 26
CHALLENGE #5: Managing for Ethical Standards 27
CHALLENGE #6: Managing for Sustainability—The
Business of Green 28
CHALLENGE #7: Managing for Happiness and
Meaningfulness 28
How Strong Is Your Motivation to Be a Manager? The
First Self-Assessment 29
1.7 Building Your Career Readiness 30
A Model of Career Readiness 30
Developing Career Readiness 35
Let Us Help 36
1.8 Career Corner: Managing Your Career
Readiness 37
Key Terms Used in This Chapter 38
Key Points 38
Understanding the Chapter: What Do I Know? 39
Management in Action 39
Legal/Ethical Challenge 41
CHAPTER TWO
Management Theory: Essential
Background for the Successful
Manager 42
2.1 Evolving Viewpoints: How We Got to Today’s
Management Outlook 44
Creating Modern Management: The Handbook of
Peter Drucker 44
Six Practical Reasons for Studying This
Chapter 44
Two Overarching Perspectives about Management:
Historical and Contemporary 46
2.2 Classical Viewpoint: Scientific and
Administrative Management 47
Scientific Management: Pioneered by Taylor and the Gilbreths 47
Administrative Management: Pioneered by Spaulding,
Fayol, and Weber 49
The Problem with the Classical Viewpoint:
Too Mechanistic 50
2.3 Behavioral Viewpoint: Behaviorism, Human
Relations, and Behavioral Science 51
Early Behaviorism: Pioneered by Munsterberg, Follett,
and Mayo 51
The Human Relations Movement: Pioneered by Maslow
and McGregor 52
The Behavioral Science Approach 54
2.4 Quantitative Viewpoints: Management Science
and Operations Management 56
Management Science: Using Mathematics to Solve
Management Problems 56
Operations Management: Being More Effective 57
2.5 Systems Viewpoint 58
The Systems Viewpoint 59
The Four Parts of a System 59
2.6 Contingency Viewpoint 61
Gary Hamel: Management Ideas Are Not Fixed, They’re
a Process 61
Evidence-Based Management: Facing Hard Facts,
Rejecting Nonsense 62
2.7 Quality-Management Viewpoint 63
Quality Control and Quality Assurance 63
Total Quality Management: Creating an Organization
Dedicated to Continuous Improvement 63
Six Sigma and ISO 9000
2.8 The Learning Organization in an Era of
Accelerated Change 66
The Learning Organization: Handling Knowledge and
Modifying Behavior 66
How to Build a Learning Organization: Three Roles
Managers Play 67
2.9 Career Corner: Managing Your Career
Readiness 69
Key Terms Used in This Chapter 71
Key Points 71
Understanding the Chapter: What Do I Know? 72
Management in Action 73
Legal/Ethical Challenge 74
PART 2
The Environment of
Management
CHAPTER THREE
The Manager’s Changing Work Environment
and Ethical Responsibilities: Doing the Right Thing 76
3.1 The Triple Bottom Line: People, Planet, and Profit 78
The Millennials’ Search for Meaning 78
3.2 The Community of Stakeholders Inside the Organization 79
Internal and External Stakeholders 79
Internal Stakeholders 79
3.3 The Community of Stakeholders Outside the
Organization 82
The Task Environment 82
The General Environment 87
3.4 The Ethical Responsibilities Required of You as a
Manager 92
Defining Ethics and Values 93
Four Approaches to Resolving Ethical Dilemmas 95
White-Collar Crime, SarbOx, and Ethical Training 95
How Organizations Can Promote Ethics 97
3.5 The Social Responsibilities Required of You as a
Manager 100
Corporate Social Responsibility: The Top of the
Pyramid 100
Is Social Responsibility Worthwhile? Opposing and
Supporting Viewpoints 100
One Type of Social Responsibility: Climate Change,
Sustainability, and Natural Capital 103
Another Type of Social Responsibility: Undertaking
Philanthropy, “Not Dying Rich” 104
Does Being Good Pay Off? 104
3.6 Corporate Governance 106
Ethics and Corporate Governance 106
The Need for Trust 106
3.7 Career Corner: Managing Your Career
Readiness 108
Focus on the Greater Good and on Being More Ethical 108
Become an Ethical Consumer 109
Key Terms Used in This Chapter 110
Key Points 110
Understanding the Chapter: What Do I Know? 112
Management in Action 112
Legal/Ethical Challenge 114
CHAPTER FOUR
Global Management: Managing across Borders 116
4.1 Globalization: The Collapse of Time and Distance 118
Competition and Globalization: Who Will Be No. 1 Tomorrow? 118
The Rise of the “Global Village” and Electronic Commerce 119
One Big World Market: The Global Economy 120
Cross-Border Business: The Rise of Both Megamergers
and Minifirms Worldwide 121
4.2 You and International Management 122
Why Learn about International Management? 123
The Successful International Manager: Geocentric,
Not Ethnocentric or Polycentric 124
4.3 Why and How Companies Expand
Internationally 126
Why Companies Expand Internationally 126
How Companies Expand Internationally 127
4.4 The World of Free Trade: Regional Economic
Cooperation and Competition 131
Barriers to International Trade 131
Organizations Promoting International Trade 133
Major Trading Blocs: NAFTA and the EU 134
Most Favored Nation Trading Status 136
Exchange Rates 136
4.5 The Value of Understanding Cultural
Differences 139
The Importance of National Culture 140
Cultural Dimensions: The Hofstede and GLOBE Project
Models 140
Other Cultural Variations: Language, Interpersonal
Space, Communication, Time Orientation, Religion, and
Law and Political Stability 144
U.S. Managers on Foreign Assignments: Why Do They
Fail? 148
4.6 Career Corner: Managing Your Career Readiness 149
Listen and Observe 149
Become Aware of the Context 150
Choose Something Basic 150
Key Terms Used in This Chapter 151
Key Points 151
Understanding the Chapter: What Do I Know? 153
Management in Action 153
Legal/Ethical Challenge 154
PART 3
Planning
CHAPTER FIVE
Planning: The Foundation of Successful
Management 156
5.1 Planning and Strategy 158
Planning, Strategy, and Strategic Management 158
Why Planning and Strategic Management Are
Important 159
5.2 Fundamentals of Planning 162
Mission, Vision, and Values Statements 163
Three Types of Planning for Three Levels of
Management: Strategic, Tactical,
and Operational 166
5.3 Goals and Plans 169
Long-Term and Short-Term Goals 169
The Operating Plan and Action Plan 169
Types of Plans: Standing Plans and Single-Use
Plans 171
5.4 Promoting Consistencies in Goals: SMART
Goals, Management by Objectives, and Goal
Cascading 172
SMART Goals 172
Management by Objectives: The Four-Step Process for
Motivating Employees 173
Cascading Goals: Making Lower-Level Goals Align with
Top Goals 176
The Importance of Deadlines 177
5.5 The Planning/Control Cycle 178
5.6 Career Corner: Managing Your Career
Readiness 180
Becoming More Proactive 181
Keeping an Open Mind and Suspending
Judgment 181
Key Terms Used in This Chapter 182
Key Points 182
Understanding the Chapter: What Do I Know? 183
Management in Action 184
Legal/Ethical Challenge 185
CHAPTER SIX
Strategic Management: How Exceptional
Managers Realize a Grand Design 188
6.1 Strategic Positioning and Levels of
Strategy 190
Strategic Positioning and Its Principles 190
Levels of Strategy 191
Does Strategic Management Work for Small as Well as
Large Firms? 192
6.2 The Strategic-Management Process 193
The Five Steps of the Strategic-Management
Process 193
6.3 Assessing the Current Reality 196
SWOT Analysis 196
Using VRIO to Assess Competitive Potential: Value,
Rarity, Imitability, and Organization 199
Forecasting: Predicting the Future 200
Benchmarking: Comparing with the Best 202
6.4. Establishing Corporate-Level Strategy 203
Three Overall Types of Corporate Strategy 203
The BCG Matrix 204
Diversification Strategy 205
6.5 Establishing Business-Level Strategy 206
Porter’s Five Competitive Forces 206
Porter’s Four Competitive Strategies 207
6.6 Executing and Controlling Strategy 209
Executing the Strategy 209
Maintaining Strategic Control 209
Execution: Getting Things Done 209
The Three Core Processes of Business: People,
Strategy, and Operations 210
How Execution Helps Implement and Control
Strategy 211
6.7 Career Corner: Managing Your Career
Readiness 213
Why Is Strategic Thinking Important to New
Graduates? 213
Key Terms Used in This Chapter 215
Key Points 215
Understanding the Chapter: What Do I Know? 217
Management in Action 217
Legal/Ethical Challenge 219
LEARNING MODULE 1: Entrepreneurship 220
LM1.1 Entrepreneurship: Its Foundations and
Importance 221
Entrepreneurship: It’s Not the Same as
Self-Employment 222
Characteristics of Entrepreneurs 224
Entrepreneurship Matters across the Globe 226
LM1.2 Starting a Business 229
Businesses Start with an Idea 229
Writing the Business Plan 230
Choosing a Legal Structure 232
Obtaining Financing 233
Creating the “Right” Organizational Culture and
Design 234
Key Terms Used in This Learning Module 237
Key Points 237
CHAPTER SEVEN
Individual and Group Decision Making: How
Managers Make Things Happen 238
7.1 Two Kinds of Decision Making: Rational and
Nonrational 240
Decision Making in the Real World 241
Rational Decision Making: Managers Should Make
Logical and Optimal Decisions 242
Stage 1: Identify the Problem or Opportunity—
Determining the Actual versus the Desirable 242
Stage 2: Think Up Alternative Solutions—Both the
Obvious and the Creative 242
Stage 3: Evaluate Alternatives and Select a
Solution—Ethics, Feasibility, and Effectiveness 242
Stage 4: Implement and Evaluate the Solution
Chosen 243
What’s Wrong with the Rational Model? 244
Nonrational Decision Making: Managers Find It Difficult
to Make Optimal Decisions 244
7.2 Making Ethical Decisions 247
The Dismal Record of Business Ethics 247
Road Map to Ethical Decision Making: A Decision
Tree 248
7.3 Evidence-Based Decision Making and
Analytics 250
Evidence-Based Decision Making 251
In Praise of Analytics 252
“Big Data”: What It Is, How It’s Used 254
7.4 Four General Decision-Making Styles 257
Value Orientation and Tolerance for Ambiguity 257
The Directive Style: Action-Oriented Decision Makers
Who Focus on Facts 258
The Analytical Style: Careful Decision Makers Who
Like Lots of Information and Alternative Choices 258
The Conceptual Style: Decision Makers Who
Rely on Intuition and Have a Long-Term
Perspective 258
The Behavioral Style: The Most People-Oriented
Decision Makers 258
Which Style Do You Have? 259
7.5 Decision-Making Biases and the Use of Artificial
Intelligence 260
Nine Common Decision-Making Biases: Rules of Thumb,
or “Heuristics” 260
The Decision-Making Potential of Artificial
Intelligence 262
Pros and Cons of Artificial Intelligence 263
7.6 Group Decision Making: How to Work with
Others 265
Advantages and Disadvantages of Group Decision
Making 265
Groupthink 266
Characteristics of Group Decision Making 267
Group Problem-Solving Techniques: Reaching for
Consensus 269
More Group Problem-Solving Techniques 269
7.7 Career Corner: Managing Your Career
Readiness 272
Improving Your Critical Thinking and
Problem-Solving Skills 272
Reflect on Past Decisions 272
Key Terms Used in This Chapter 274
Key Points 274
Understanding the Chapter: What Do I Know? 276
Management in Action 276
Legal/Ethical Challenge 278
PART 4
Organizing
CHAPTER EIGHT
Organizational Culture, Structure, and
Design: Building Blocks of the
Organization 280
8.1 Aligning Strategy, Culture, and Structure 282
How an Organization’s Culture and Structure Are Used
to Implement Strategy 282
8.2 What Kind of Organizational Culture Will You Be
Operating In? 286
The Three Levels of Organizational Culture 286
Four Types of Organizational Culture: Clan, Adhocracy,
Market, and Hierarchy 287
How Employees Learn Culture: Symbols, Stories,
Heroes, Rites and Rituals, and Organizational
Socialization 290
The Importance of Culture 291
What Does It Mean to “Fit”? Anticipating a Job
Interview 292
8.3 The Process of Culture Change 293
Formal Statements 293
Slogans and Sayings 293
Rites and Rituals 293
Stories, Legends, and Myths 294
Leader Reactions to Crises 294
Role Modeling, Training, and Coaching 294
Physical Design 294
Rewards, Titles, Promotions, and Bonuses 295
Organizational Goals and Performance Criteria 295
Measurable and Controllable Activities 295
Organizational Structure 296
Organizational Systems and Procedures 296
Don’t Forget about Person–Organization Fit 297
8.4 Organizational Structure 298
The Organization: Three Types 298
The Organization Chart 298
8.5 The Major Elements of an Organization 300
Common Elements of Organizations: Four Proposed by
Edgar Schein 300
Common Elements of Organizations: Three More That
Most Authorities Agree On 301
8.6 Basic Types of Organizational Structures 304
Traditional Designs: Simple, Functional, Divisional,
and Matrix Structures 304
The Horizontal Design: Eliminating Functional Barriers
to Solve Problems 307
Designs That Open Boundaries between Organizations:
Hollow, Modular, and Virtual Structures 309
8.7 Contingency Design: Factors in Creating
the Best Structure 311
Three Factors to Be Considered in Designing an
Organization’s Structure 311
The Environment: Mechanistic versus Organic
Organizations—the Burns and Stalker Model 311
The Environment: Differentiation versus Integration—
the Lawrence and Lorsch Model 313
Linking Strategy, Culture, and Structure 313
8.8 Career Corner: Managing Your Career
Readiness 314
Understanding the Business and Where You “Fit” In 314
Becoming More Adaptable 315
Key Terms Used in This Chapter 316
Key Points 316
Understanding the Chapter: What Do I Know? 318
Management in Action 318
Legal/Ethical Challenge 320
CHAPTER NINE
Human Resource Management: Getting the
Right People for Managerial Success 322
9.1 Strategic Human Resource Management 324
Human Resource Management: Managing an
Organization’s Most Important Resource 324
Planning the Human Resources Needed 326
9.2 Recruitment and Selection: Putting the Right
People into the Right Jobs 329
Recruitment: How to Attract Qualified Applicants 329
Selection: How to Choose the Best Person for the
Job 333
9.3 Managing an Effective Workforce: Compensation
and Benefits 339
Wages or Salaries 339
Incentives 339
Benefits 339
9.4 Orientation and Learning and Development 340
Orientation: Helping Newcomers Learn the Ropes 340
Learning and Development: Helping People Perform
Better 341
9.5 Performance Appraisal 344
Performance Management in Human Resources 344
Performance Appraisals: Are They Worthwhile? 345
Two Kinds of Performance Appraisal: Objective and
Subjective 346
Who Should Make Performance Appraisals? 347
Effective Performance Feedback 348
9.6 Managing Promotions, Transfers, Disciplining,
and Dismissals 350
Promotion: Moving Upward 350
Transfer: Moving Sideways 351
Disciplining and Demotion: The Threat of Moving
Downward 351
Dismissal: Moving Out of the Organization 351
9.7 The Legal Requirements of Human Resource
Management 354
Labor Relations 354
Compensation and Benefits 354
Health and Safety 354
Equal Employment Opportunity 356
Workplace Discrimination, Affirmative Action, Sexual
Harassment, and Bullying 356
9.8 Labor–Management Issues 361
How Workers Organize 361
How Unions and Management Negotiate a Contract 362
The Issues Unions and Management Negotiate
About 362
Settling Labor–Management Disputes 364
9.10 Career Corner: Managing Your Career
Readiness 366
Becoming a Better Receiver 366
Key Terms Used in This Chapter 368
Key Points 368
Understanding the Chapter: What Do I Know? 371
Management in Action 371
Legal/Ethical Challenge 373
CHAPTER TEN
Organizational Change and Innovation:
Lifelong Challenges for the Exceptional
Manager 374
10.1 The Nature of Change in Organizations 376
Fundamental Change: What Will You Be Called
On to Deal With? 376
Two Types of Change: Reactive and Proactive 378
The Forces for Change Outside and Inside the
Organization 380
10.2 Types and Models of Change 383
Three Kinds of Change: From Least Threatening
to Most Threatening 383
Lewin’s Change Model: Unfreezing, Changing, and
Refreezing 384
A Systems Approach to Change 385
10.3 Organizational Development: What It Is,
What It Can Do 389
What Can OD Be Used For? 389
How OD Works 390
The Effectiveness of OD 391
10.4 Organizational Innovation 392
Approaches to Innovation 392
An Innovation System: The Supporting Forces for
Innovation 394
10.5 The Threat of Change: Managing Employee
Fear and Resistance 399
The Causes of Resistance to Change 399
Ten Reasons Employees Resist Change 400
10.6 Career Corner: Managing Your Career
Readiness 402
Applying Self-Affirmation Theory 402
Practicing Self-Compassion 403
Key Terms Used in This Chapter 404
Key Points 404
Understanding the Chapter: What Do I Know? 405
Management in Action 405
Legal/Ethical Challenge 407
PART 5 Leading
CHAPTER ELEVEN
Managing Individual Differences and
Behavior: Supervising People as People 408
11.1 Personality and Individual Behavior 410
The Big Five Personality Dimensions 410
Core Self-Evaluations 411
Emotional Intelligence: Understanding Your Emotions
and the Emotions of Others 414
11.2 Values, Attitudes, and Behavior 416
Organizational Behavior: Trying to Explain and Predict
Workplace Behavior 416
Values: What Are Your Consistent Beliefs and Feelings
about All Things? 416
Attitudes: What Are Your Consistent Beliefs and Feelings
about Specific Things? 416
Behavior: How Values and Attitudes Affect People’s
Actions and Judgments 419
11.3 Perception and Individual Behavior 420
The Four Steps in the Perceptual Process 420
Five Distortions in Perception 420
The Self-Fulfilling Prophecy, or Pygmalion Effect 424
11.4 Work-Related Attitudes and Behaviors Managers
Need to Deal With 426
Employee Engagement: How Connected Are You to Your Work? 426
Job Satisfaction: How Much Do You Like or Dislike Your Job? 428
Organizational Commitment: How Much Do You
Identify with Your Organization? 428
Important Workplace Behaviors 429
11.5 The New Diversified Workforce 431
How to Think about Diversity: Which Differences Are
Important? 431
Trends in Workforce Diversity 433
Barriers to Diversity 437
11.6 Understanding Stress and Individual
Behavior 441
The Toll of Workplace Stress 441
How Does Stress Work? 442
The Sources of Job-Related Stress 442
Reducing Stressors in the Organization 445
11.7 Career Corner: Managing Your Career
Readiness 448
Fostering a Positive Approach 448
Self-Managing Your Emotions 449
Key Terms Used in This Chapter 450
Key Points 450
Understanding the Chapter: What Do I Know? 452
Management in Action 452
Legal/Ethical Challenge 454
CHAPTER TWELVE
Motivating Employees: Achieving Superior
Performance in the Workplace 456
12.1 Motivating for Performance 458
Motivation: What It Is, Why It’s Important 458
The Four Major Perspectives on Motivation:
An Overview 460
12.2 Content Perspectives on Employee
Motivation 461
Maslow’s Hierarchy of Needs Theory: Five Levels 461
McClelland’s Acquired Needs Theory: Achievement,
Affiliation, and Power 463
Deci and Ryan’s Self-Determination Theory:
Competence, Autonomy, and Relatedness 464
Herzberg’s Two-Factor Theory: From Dissatisfying
Factors to Satisfying Factors 466
12.3 Process Perspectives on Employee
Motivation 469
Equity/Justice Theory: How Fairly Do You Think You’re
Being Treated in Relation to Others? 469
Expectancy Theory: How Much Do You Want and How
Likely Are You to Get It? 473
Goal-Setting Theory: Objectives Should Be Specific and
Challenging but Achievable 475
12.4 Job Design Perspectives on Motivation 478
Fitting People to Jobs 478
Fitting Jobs to People 478
The Job Characteristics Model: Five Job Attributes for
Better Work Outcomes 479
12.5 Reinforcement Perspectives on Motivation 483
The Four Types of Reinforcement: Positive, Negative,
Extinction, and Punishment 483
Using Reinforcement to Motivate Employees 484
12.6 Using Compensation, Nonmonetary Incentives,
and Other Rewards to Motivate: In Search of the
Positive Work Environment 487
Is Money the Best Motivator? 487
Motivation and Compensation 487
Nonmonetary Ways of Motivating Employees 489
12.7 Career Corner: Managing Your Career Readiness 494
Identify Your “Wildly Important” Long-Term Goal 494
Break Your Wildly Important Goal into
Short-Term Goals 495
Create a “To-Do” List for Accomplishing Your Short-Term Goals 495
Prioritize the Tasks 495
Create a Time Schedule 495
Work the Plan, Reward Yourself, and Adjust as Needed 495
Key Terms Used in This Chapter 496
Key Points 496
Understanding the Chapter: What Do I Know? 498
Management in Action 498
Legal/Ethical Challenge 500
CHAPTER THIRTEEN
Groups and Teams: Increasing Cooperation,
Reducing Conflict 502
13.1 Groups versus Teams 504
Groups and Teams: How Do They Differ? 505
Formal versus Informal Groups 506
Types of Teams 507
13.2 Stages of Group and Team Development 510
Tuckman’s Five-Stage Model 510
Punctuated Equilibrium 512
13.3 Building Effective Teams 513
Collaboration—the Foundation of Teamwork 513
Trust: “We Need to Have Reciprocal Faith in Each Other” 514
Performance Goals and Feedback 515
Motivation through Mutual Accountability and Interdependence 516
Team Composition 516
Roles: How Team Members Are Expected to Behave 517
Norms: Unwritten Rules for Team Members 518
Effective Team Processes 520
Putting It All Together 520
13.4 Managing Conflict 521
The Nature of Conflict: Disagreement Is Normal 521
Can Too Little or Too Much Conflict Affect
Performance? 522
Three Kinds of Conflict: Personality, Intergroup, and
Cross-Cultural 523
How to Stimulate Constructive Conflict 524
Five Basic Behaviors to Help You Better Handle
Conflict 526
Dealing with Disagreements: Five Conflict-Handling
Styles 526
13.5 Career Corner: Managing Your Career
Readiness 528
Become a More Effective Team Member 528
Become a More Effective Collaborator 529
Key Terms Used in This Chapter 530
Key Points 530
Understanding the Chapter: What Do I Know? 531
Management in Action 531
Legal/Ethical Challenge 533
CHAPTER FOURTEEN
Power, Influence, and Leadership: From
Becoming a Manager to Becoming a
Leader 534
14.1 The Nature of Leadership: The Role of Power
and Influence 536
What Is the Difference between Leading and
Managing? 536
Managerial Leadership: Can You Be Both a Manager and
a Leader? 537
Coping with Complexity versus Coping with Change:
The Thoughts of John Kotter 538
Five Sources of Power 538
Common Influence Tactics 540
Match Tactics to Influence Outcomes 542
An Integrated Model of Leadership 542
14.2 Trait Approaches: Do Leaders Have Distinctive
Traits and Personal Characteristics? 544
Positive Task-Oriented Traits and Positive/Negative
Interpersonal Attributes 544
What Do We Know about Gender and Leadership? 545
Are Knowledge and Skills Important? 548
So What Do We Know about Leadership Traits? 548
14.3 Behavioral Approaches: Do Leaders Show
Distinctive Patterns of Behavior? 550
Task-Oriented Leader Behaviors: Initiating-Structure
Leadership and Transactional Leadership 550
Relationship-Oriented Leader Behavior: Consideration,
Empowerment, Ethical Leadership, and Servant
Leadership 551
Passive Leadership: The Lack of Leadership Skills 555
So What Do We Know about the Behavioral
Approaches? 556
14.4 Situational Approaches: Does Leadership Vary
with the Situation? 557
The Contingency Leadership Model: Fiedler’s Approach 557
The Path–Goal Leadership Model: House’s Approach 559
So What Do We Know about the Situational
Approaches? 561
14.5 The Uses of Transformational Leadership 563
Transformational Leaders 563
The Best Leaders Are Both Transactional and
Transformational 563
Four Key Behaviors of Transformational
Leaders 564
So What Do We Know about Transformational
Leadership? 567
14.6 Three Additional Perspectives 568
Leader–Member Exchange Leadership: Having
Different Relationships with Different
Subordinates 568
The Power of Humility 569
Followers: What Do They Want, How Can They
Help? 570
14.7 Career Corner: Managing Your Career
Readiness 572
Becoming More Self-Aware 572
Key Terms Used in This Chapter 574
Key Points 574
Understanding the Chapter: What Do I Know? 576
Management in Action 576
Legal/Ethical Challenge 578
CHAPTER FIFTEEN
Interpersonal and Organizational
Communication: Mastering the Exchange of
Information 580
15.1 The Communication Process: What It Is, How It Works 582
Communication Defined: The Transfer of Information
and Understanding 582
How the Communication Process Works 583
Selecting the Right Medium for Effective
Communication 586
15.2 How Managers Fit into the Communication Process 588
Formal Communication Channels: Up, Down, Sideways,
and Outward 588
Informal Communication Channels 589
15.3 Barriers to Communication 592
Physical Barriers: Sound, Time, Space 592
Personal Barriers: Individual Attributes That Hinder Communication 593
Cross-Cultural Barriers 595
Nonverbal Communication: How Unwritten and Unspoken Messages May Mislead 596
Gender Differences 598
15.4 Social Media and Management 600
Social Media Has Changed the Fabric of Our Lives 600
Social Media and Managerial and Organizational
Effectiveness 601
Downsides of Social Media 608
Managerial Implications of Texting 611
Managerial Considerations in Creating Social Media
Policies 612
15.5 Improving Communication Effectiveness 615
Nondefensive Communication 615
Using Empathy 617
Being an Effective Listener 618
Being an Effective Writer 619
Being an Effective Speaker 620
15.6 Career Corner: Managing Your Career
Readiness 623
Improve Your Face-to-Face Networking Skills 623
Key Terms Used in This Chapter 625
Key Points 625
Understanding the Chapter: What Do I Know? 626
Management in Action 627
Legal/Ethical Challenge 628
PART 6
Controlling
CHAPTER SIXTEEN
Control Systems and Quality Management:
Techniques for Enhancing Organizational
Effectiveness 630
16.1 Control: When Managers Monitor
Performance 632
Why Is Control Needed? 632
Steps in the Control Process 635
Types of Controls 639
16.2 Levels and Areas of Control 641
Levels of Control: Strategic, Tactical, and
Operational 641
Six Areas of Control 641
Controlling the Supply Chain 643
Control in Service Firms 644
16.3 The Balanced Scorecard and Strategy
Maps 645
The Balanced Scorecard: A Dashboard-like View of the
Organization 645
Strategy Mapping: Visual Representation of the Path to
Organizational Effectiveness 648
16.4 Some Financial Tools for Control 650
Budgets: Formal Financial Projections 650
Financial Statements: Summarizing the Organization’s
Financial Status 651
Audits: External versus Internal 652
16.5 Total Quality Management 654
Deming Management: The Contributions of W. Edwards
Deming to Improved Quality 655
Core TQM Principles: Deliver Customer Value and Strive
for Continuous Improvement 655
Applying TQM to Services 659
Some TQM Tools, Techniques, and Standards 661
Takeaways from TQM Research 663
16.6 Managing Control Effectively 664
The Keys to Successful Control Systems 664
Barriers to Control Success 665
16.7 Managing for Productivity 667
What Is Productivity? 667
Why Is Increasing Productivity Important? 668
What Processes Can I Use to Increase Productivity? 669
Managing Individual Productivity 670
16.8 Career Corner: Managing Your Career
Readiness 671
- Make Every Day Count 672
- Stay Informed and Network 672
- Promote Yourself 672
- Roll with Change and Disruption 673
- Small Things Matter during Interviews 673
Epilogue: The Keys to Your Managerial Success 674
Key Terms Used in This Chapter 676
Key Points 676
Understanding the Chapter: What Do I Know? 678
Management in Action 678
Legal/Ethical Challenge 680
LEARNING MODULE 2: The Project Planner’s
Toolkit: Flowcharts, Gantt Charts, and
Break-Even Analysis 681
Tool #1: Flowcharts—for Showing Event Sequences and
Alternate Decision Scenarios 681
Tool #2: Gantt Charts—Visual Time Schedules for Work
Tasks 683
Tool #3: Break-Even Analysis—How Many Items Must
You Sell to Turn a Profit? 684
CHAPTER NOTES CN-1
NAME INDEX IND-1
ORGANIZATION INDEX IND-5
GLOSSARY/SUBJECT INDEX IND-11