Preface |
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xi | |
Acknowledgments |
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xv | |
About the Authors |
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xix | |
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PART 1 SETTING THE CONTEXT FOR MANAGEMENT |
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1 | (82) |
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1 Introduction to Management |
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2 | (24) |
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3 | (4) |
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Management and Leadership |
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7 | (4) |
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Changing Perspectives of Management |
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11 | (1) |
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Changing Perspectives on the Purpose of Business |
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12 | (4) |
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16 | (1) |
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16 | (1) |
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Stakeholder Management Processes |
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17 | (2) |
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19 | (7) |
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2 The Global Business Environment |
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26 | (32) |
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27 | (6) |
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33 | (1) |
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34 | (1) |
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World Trade and Free-Trade Associations |
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34 | (4) |
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38 | (1) |
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39 | (9) |
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48 | (2) |
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50 | (1) |
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50 | (1) |
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51 | (1) |
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52 | (1) |
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52 | (6) |
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3 Ethics and Corporate Social Responsibility |
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58 | (25) |
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59 | (3) |
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62 | (1) |
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63 | (1) |
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63 | (1) |
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64 | (1) |
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65 | (2) |
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67 | (1) |
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Common Moral Dilemmas Faced by Organizations |
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67 | (2) |
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The Role of the Individual in Confronting Moral Dilemmas |
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69 | (2) |
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Corporate Social Responsibility |
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71 | (1) |
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Economic, Legal, and Ethical Responsibilities |
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72 | (2) |
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Corporate Social Responsiveness |
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74 | (1) |
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Is Corporate Social Responsibility Good for Business? |
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74 | (1) |
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CSR and Financial Performance |
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74 | (1) |
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CSR and Strategy: Using CSR for a Competitive Advantage |
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75 | (8) |
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PART 2 STRATEGIC PERSPECTIVE |
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83 | (98) |
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4 Introduction to Strategy |
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84 | (28) |
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85 | (4) |
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A Brief History of Strategy |
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89 | (2) |
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Strategy and the Organization: A Framework |
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91 | (1) |
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91 | (1) |
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Analyzing the Internal and External Environments |
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92 | (1) |
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Vision, Mission, and Objectives |
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93 | (1) |
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94 | (3) |
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Defining Strategy: A Business Perspective |
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97 | (1) |
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Choosing a Set of Activities |
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98 | (1) |
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99 | (1) |
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Creating Fit among Activities |
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99 | (1) |
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Business-Level versus Corporate-Level Strategy |
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100 | (1) |
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101 | (1) |
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101 | (1) |
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Strategies for Going Global |
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102 | (1) |
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103 | (1) |
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103 | (1) |
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104 | (1) |
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104 | (1) |
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105 | (1) |
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105 | (1) |
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Licensing and Franchising |
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105 | (1) |
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Joint Ventures and Alliances |
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106 | (1) |
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Wholly Owned Subsidiaries |
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107 | (5) |
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5 Business-Level Strategy |
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112 | (38) |
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113 | (6) |
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How the External Environment Impacts Industry Attractiveness |
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119 | (1) |
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119 | (1) |
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120 | (3) |
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Bargaining Power of Suppliers |
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123 | (2) |
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125 | (1) |
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Bargaining Power of Customers |
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125 | (2) |
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Rivalry Among Existing competitors |
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127 | (1) |
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Limits of the 5-Forces Model |
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128 | (1) |
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How a Firm's Internal Environment Impacts Strategy |
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129 | (1) |
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Resource-Based View of the Firm |
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129 | (1) |
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129 | (2) |
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131 | (1) |
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132 | (1) |
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133 | (2) |
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135 | (2) |
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137 | (3) |
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140 | (2) |
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Employees in Generic Strategies |
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142 | (1) |
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The Firm as a Value Chain |
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142 | (1) |
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Primary and Support Activities |
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142 | (2) |
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144 | (6) |
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6 Corporate-Level Strategy |
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150 | (31) |
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151 | (4) |
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155 | (1) |
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History of Diversification |
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155 | (1) |
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Types of Diversification Strategies |
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156 | (2) |
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Why Firms Pursue Diversification Strategies |
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158 | (1) |
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159 | (3) |
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Unrelated Diversification |
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162 | (1) |
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163 | (1) |
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Results of Diversification |
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164 | (3) |
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International Diversification |
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167 | (1) |
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Motives for International Diversification |
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168 | (1) |
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169 | (3) |
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172 | (1) |
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Costs Associated with Vertical Integration |
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172 | (2) |
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Alternatives to Vertical Integration |
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174 | (7) |
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PART 3 ORGANIZATIONAL PERSPECTIVE |
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181 | (130) |
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182 | (24) |
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183 | (3) |
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From Strategy to Organizational Design |
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186 | (1) |
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187 | (1) |
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187 | (2) |
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Organizational Design: Formal Structures |
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189 | (1) |
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189 | (1) |
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190 | (2) |
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192 | (2) |
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194 | (2) |
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Organizational Design Levers |
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196 | (1) |
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196 | (1) |
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197 | (1) |
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Organizational Design and the Life Cycle of a Firm |
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198 | (1) |
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Organizational Flexibility |
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198 | (1) |
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Recent Trends in Organizational Design |
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199 | (7) |
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206 | (22) |
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207 | (3) |
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210 | (1) |
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Levels of Organizational Culture |
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211 | (1) |
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212 | (1) |
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212 | (1) |
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212 | (2) |
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How Does Culture Develop? |
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214 | (1) |
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214 | (1) |
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Role of Organizational Leaders |
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214 | (1) |
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215 | (1) |
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215 | (3) |
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How Does Culture Affect Performance? |
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218 | (2) |
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Culture and Crucial Moments |
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220 | (1) |
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Evaluating Culture in Mergers and Acquisitions |
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220 | (1) |
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Adapting Culture to a New Contextual Landscape |
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221 | (7) |
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228 | (36) |
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229 | (4) |
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233 | (2) |
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235 | (1) |
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236 | (1) |
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237 | (1) |
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238 | (1) |
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Training and Developing Employees |
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238 | (3) |
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Feedback and Performance Reviews |
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241 | (2) |
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243 | (2) |
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Managing a Multigenerational Workforce |
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245 | (2) |
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247 | (2) |
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Contextual Forces Impacting Human Capital |
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249 | (1) |
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249 | (1) |
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250 | (2) |
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252 | (1) |
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Managing Your Own Human Capital |
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253 | (1) |
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Driving Success in Your Career |
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254 | (10) |
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10 Performance Management |
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264 | (22) |
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265 | (4) |
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269 | (1) |
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269 | (5) |
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Linking Vision and Strategy to Measurements |
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274 | (1) |
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Implementing the Balanced Scorecard |
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274 | (1) |
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Setting Performance Targets |
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275 | (1) |
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275 | (1) |
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275 | (1) |
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Monitoring and Measuring Performance |
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276 | (1) |
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276 | (1) |
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277 | (1) |
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277 | (1) |
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278 | (1) |
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279 | (1) |
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279 | (7) |
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286 | (25) |
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287 | (3) |
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290 | (1) |
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Change Driven by the External Environment |
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291 | (4) |
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Change Driven by the Internal Environment |
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295 | (1) |
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Approaches to Organizational Change |
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296 | (1) |
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Planned versus Organic Change |
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296 | (1) |
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Reactive versus Proactive Change |
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297 | (1) |
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Incremental versus Transformative Change |
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298 | (1) |
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299 | (1) |
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299 | (1) |
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Developing a New Model for the Future |
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300 | (1) |
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The Implementation Process |
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301 | (2) |
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Costs of and Resistance to Change |
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303 | (1) |
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Combating Resistance to Change |
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304 | (1) |
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Engaging Hearts and Minds |
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304 | (1) |
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Characteristics of Change Leaders |
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305 | (6) |
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PART 4 INDIVIDUAL PERSPECTIVE |
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311 | (228) |
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12 Leadership in Organizations |
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312 | (28) |
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313 | (3) |
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316 | (1) |
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Who Is a Leader? Traits and Skills |
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316 | (2) |
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What Does a Leader Do? Behaviors |
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318 | (2) |
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320 | (2) |
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The Leader and the Followers |
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322 | (1) |
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Transformational Leadership Theory |
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322 | (1) |
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Transactional Leadership Theory |
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323 | (2) |
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Leader-Member Exchange Theory |
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325 | (2) |
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The Leader, the Followers, and the Situation |
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327 | (1) |
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Fiedler's Contingency Model |
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328 | (1) |
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Hersey and Blanchard's Situational Theory |
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328 | (2) |
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330 | |
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Leadership Substitutes and Neutralizers |
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33 | (307) |
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13 Becoming a Leader: Knowing Yourself |
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340 | (24) |
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341 | (3) |
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344 | (1) |
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345 | (1) |
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346 | (1) |
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Triarchic Theory of Intelligence |
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347 | (1) |
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348 | (1) |
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348 | (3) |
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Understanding Your Personality |
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351 | (1) |
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352 | (2) |
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354 | (1) |
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355 | (2) |
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357 | (1) |
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358 | (6) |
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364 | (22) |
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365 | (2) |
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367 | (1) |
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Forms of Interpersonal Power |
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367 | (2) |
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Positional and Personal Power |
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369 | (2) |
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371 | (1) |
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Challenges of Interpersonal Power |
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372 | (2) |
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Power and Politics in Organizations |
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374 | (1) |
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374 | (1) |
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374 | (1) |
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Power for the Early Career Professional |
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375 | (1) |
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375 | (2) |
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377 | (1) |
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378 | (1) |
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378 | (1) |
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379 | (1) |
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379 | (1) |
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379 | (3) |
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Conducting an Organizational Power Audit |
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382 | (4) |
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386 | (24) |
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387 | (3) |
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390 | (2) |
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How Managers Make Decisions |
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392 | (1) |
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393 | (2) |
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How Biases Impact Decision Making |
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395 | (1) |
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395 | (2) |
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397 | (1) |
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397 | (1) |
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397 | (1) |
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The Impact of Emotions and Social Situations on Decision Making |
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398 | (1) |
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399 | (1) |
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399 | (2) |
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Decision Making in Organizations |
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401 | (1) |
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Programmed versus Nonprogrammed Decisions |
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401 | (1) |
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Models of Organizational Decision Making |
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402 | (1) |
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Improving Decision-Making Skills |
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403 | (1) |
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404 | (1) |
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Preparing for Tough Calls |
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404 | (6) |
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16 Conflict and Negotiation |
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410 | (26) |
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411 | (3) |
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414 | (1) |
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414 | (1) |
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414 | (2) |
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416 | (1) |
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416 | (1) |
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417 | (1) |
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418 | (1) |
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Diagnosing the Disagreement |
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419 | (1) |
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Resolving the Disagreement |
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420 | (1) |
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420 | (1) |
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Distributive Negotiations |
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421 | (1) |
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422 | (2) |
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424 | (1) |
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424 | (2) |
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426 | (2) |
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428 | (1) |
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Knowing When to Exercise Your BATNA |
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429 | (1) |
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Mediation and Arbitration |
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429 | (1) |
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Negotiating Across Cultures |
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430 | (6) |
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436 | (24) |
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437 | (3) |
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440 | (1) |
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Teams versus Individual Work Groups |
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440 | (1) |
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441 | (1) |
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Team Composition and Size |
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442 | (1) |
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Manager-Led versus Self-Directed Teams |
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443 | (1) |
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Collocated and Geographically Distributed Teams |
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444 | (1) |
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444 | (2) |
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446 | (1) |
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446 | (1) |
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447 | (1) |
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448 | (1) |
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Purposeful and Rigorous Decision Making |
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448 | (1) |
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Effective Participation and Meaningful Influence |
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448 | (2) |
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450 | (1) |
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450 | (1) |
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451 | (1) |
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452 | (2) |
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454 | (1) |
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Leading Geographically Distributed or Virtual Teams |
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455 | (5) |
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460 | (26) |
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461 | (3) |
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Content Theories of Motivation |
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464 | (1) |
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Hierarchy of Needs Theory |
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465 | (1) |
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466 | (1) |
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467 | (1) |
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468 | (2) |
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470 | (2) |
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Process Theories of Motivation |
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472 | (1) |
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472 | (1) |
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473 | (2) |
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475 | (1) |
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476 | (2) |
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478 | (3) |
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481 | (5) |
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486 | (28) |
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487 | (3) |
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Interpersonal Communication |
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490 | (1) |
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Verbal and Nonverbal Communication |
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491 | (2) |
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493 | (2) |
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Gender Differences in Communication |
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495 | (1) |
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Improving Interpersonal Communication |
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496 | (2) |
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Using Communication to Persuade |
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498 | (2) |
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500 | (1) |
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Organizational Communication |
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501 | (1) |
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502 | (2) |
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504 | (2) |
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506 | (1) |
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507 | (1) |
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Cross-Cultural Communication |
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508 | (6) |
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514 | (25) |
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515 | (3) |
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518 | (1) |
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519 | (1) |
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520 | (1) |
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520 | (3) |
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523 | (2) |
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525 | (2) |
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527 | (1) |
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527 | (1) |
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528 | (1) |
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529 | (1) |
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Building Internal Networks |
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530 | (2) |
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Building External Networks |
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532 | (7) |
Glossary |
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539 | (10) |
Name Index |
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549 | (8) |
Organization Index |
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557 | (4) |
Subject Index |
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561 | |