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Management, Preliminary Edition New edition [Mīkstie vāki]

  • Formāts: Paperback / softback, 640 pages
  • Izdošanas datums: 16-Jan-2012
  • Izdevniecība: South-Western College Publishing
  • ISBN-10: 113362670X
  • ISBN-13: 9781133626701
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  • Formāts: Paperback / softback, 640 pages
  • Izdošanas datums: 16-Jan-2012
  • Izdevniecība: South-Western College Publishing
  • ISBN-10: 113362670X
  • ISBN-13: 9781133626701
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How are leaders successfully managing competitive companies in the 21st century? Gulati/Mayo/Nohria's MANAGEMENT - PRELIMINARY EDITION, by award-winning instructors and prominent Harvard business experts, addresses the many integrated facets in answering this key question to help you effectively prepare for successful leadership now and in the future. As a manager you will be confronted with challenges and opportunities that are more dynamic and complex than ever before. As a leader in any business role, you need to understand how to harness technological advances, manage and lead a dispersed and diverse workforce, anticipate and react to constant competitive and geopolitical change and uncertainty, compete on a global scale, and operate in a socially responsible and accountable manner. Gulati/Mayo/Nohria's MANAGEMENT - PRELIMINARY EDITION demonstrates the mutual interconnectivity between three key facets of management: strategic positioning, organizational design, and individual leadership. The book presents management from a tangible, integrated, and current perspective, teaching you to visualize how strategy informs leadership and how leaders influence strategic positioning and, ultimately, manage performance.

Recenzijas

PART 1: Introduction to Management. 1. Introduction to Management. PART 2: Strategic Perspective. 2. The Business Environment. 3. Introduction to Strategy. 4. Business-Level Strategy. 5. Corporate-Level Strategy. 6. Competitive Dynamics. 7. Globalization. PART 3: Organizational Perspective. 8. The Organizational Context. 9. Organizational Structure. 10. Organizational Culture. 11. Performance Management. 12. Organizational Change. PART 4: Individual Perspective. 13. Leadership in Organizations. 14. Becoming a Leader: Knowing Yourself. 15. Power and Influence. 16. Decision Making. 17. Conflict and Negotiation. 18. Leading Teams. 19. Motivation. 20. Communication. 21. Networking. 22. Ethics and Corporate Social Responsibility.

Preface xiii
Acknowledgements xvii
About the Authors xxi
PART 1 INTRODUCTION TO MANAGEMENT
1(24)
1 Introduction to Management
2(23)
Introduction
3(4)
Management and Leadership
7(3)
Changing Perspectives of Management
10(2)
Changing Perspectives on the Purpose of Business
12(3)
Stakeholder Approach
15(10)
Stakeholder Mapping
16(1)
Stakeholder Management Processes
16(2)
Managing Uncertainty
18(7)
PART 2 STRATEGIC PERSPECTIVE
25(172)
2 The Business Environment
26(24)
Introduction
27(4)
External Environment
31(10)
General Environment
32(7)
Task Environment
39(2)
Internal Environment
41(3)
Owners
41(1)
Board of Directors
42(1)
Employees
43(1)
Culture
44(1)
Recent Trends in the Business Environment
44(6)
Corporate Social Responsibility
45(1)
Globalization
45(5)
3 Introduction to Strategy
50(30)
Introduction
51(4)
A Brief History of Strategy
55(2)
Strategy and the Organization: A Framework
57(6)
The Purpose of Business
58(1)
Analyzing the Internal and External Environments
59(1)
Vision, Mission, and Objectives
60(2)
Strategy Formulation
62(1)
Defining Strategy: A Business Perspective
63(4)
Choosing a Set of Activities
64(1)
Making Trade-Offs
65(1)
Creating Fit among Activities
66(1)
Business-Level versus Corporate-Level Strategy
67(1)
Business-Level Strategy
67(1)
Corporate-Level Strategy
68(1)
Overview of Industry Profitability
68(7)
Airline Industry
70(2)
Pharmaceutical Industry
72(3)
Who Is Responsible for Strategy?
75(5)
4 Business-Level Strategy
80(37)
Introduction
81(6)
How the External Environment Impacts Industry Attractiveness
87(9)
Porter's 5-Forces Model
87(1)
Threat of New Entrants
88(3)
Bargaining Power of Suppliers
91(1)
Threat of Substitutes
92(1)
Bargaining Power of Customers
93(1)
Rivalry Among Existing Competitors
94(1)
Limits of the 5-Forces Model
95(1)
How a Firm's Internal Environment Impacts Strategy
96(3)
Resource-Based View of the Firm
96(1)
Company Resources
97(2)
SWOT Analysis
99(1)
Competitive Advantage
100(9)
Cost Leadership
101(2)
Differentiation
103(2)
Focus
105(2)
Stuck in the Middle
107(2)
Employees in Generic Strategies
109(1)
The Firm as a Value Chain
109(8)
Sustainable Competencies
109(1)
Primary and Support Activities
110(1)
Value Systems
111(6)
5 Corporate-Level Strategy
117(33)
Introduction
118(4)
Diversification Strategy
122(12)
Types of Diversification Strategies
122(1)
General Reasons for Diversification Strategies
123(1)
History of Diversification
124(1)
The Diversification Test
125(2)
Related Diversification
127(3)
Unrelated Diversification
130(1)
Results of Diversification
131(3)
International Diversification
134(5)
Motives for International Diversification
134(2)
International Strategic Options
136(1)
International Scope Test
136(3)
Vertical Integration
139(11)
Types of Vertical Integration
139(1)
Vertical Integration Test
140(1)
Costs Associated with Vertical Integration
141(1)
Alternatives to Vertical Integration
142(1)
The Outsourcing Trend
143(7)
6 Competitive Dynamics
150(25)
Introduction
151(3)
Competitive Dynamics
154(6)
Competitive Action
155(1)
Competitive Response
155(3)
Response Positions
158(2)
Action-Based Model of Competitive Advantage
160(3)
Relative Resource Position
161(1)
Competitive Actions
161(2)
Game Theory and Competitive Dynamics
163(4)
The Value Net
163(1)
Game Theory and Its Components
164(3)
Avoiding Competition
167(8)
New Market Spaces versus Existing Market Spaces
168(7)
7 Globalization
175(22)
Introduction
176(3)
Globalization
179(2)
GATT and the WTO
179(1)
The European Union
180(1)
NAFTA
180(1)
Understanding the Global Business Environment
181(5)
Economic Dimension
181(2)
Political/Legal Dimension
183(1)
Socio-Cultural Dimension
184(2)
Strategies for Going Global
186(2)
Multinational Strategy
186(1)
Global Strategy
187(1)
International Strategy
187(1)
Transnational Strategy
188(1)
Market Entry Strategies
188(3)
Exporting
189(1)
Licensing and Franchising
189(1)
Joint Ventures and Alliances
189(1)
Wholly-Owned Subsidiaries
190(1)
General Rules for Market Entry
191(1)
Recent Trends in Global Business
191(6)
Outsourcing and Offshoring
191(6)
PART 3 ORGANIZATIONAL PERSPECTIVE
197(116)
8 The Organizational Context
198(21)
Introduction
199(3)
From Strategy to Structure
202(5)
Coordination and Control
203(2)
Centralization and Decentralization
205(2)
Support and Performance
207(1)
Organizational Design Decisions
207(4)
Division of Labor
207(1)
Coordinating Mechanisms
208(1)
Distribution of Decision Rights
209(1)
Organizational Boundaries
210(1)
Informal Structure
210(1)
Political Structure
210(1)
Legitimate Basis of Authority
211(1)
Organizational Design and the Life-Cycle of a Firm
211(2)
The Role of Leadership
211(1)
Organizational Flexibility
212(1)
Recent Trends in Organizational Design
213(6)
From Reengineering to Customer-Centricity
213(1)
Breaking Organizational Silos
214(5)
9 Organizational Structure
219(23)
Introduction
220(3)
Organizational Structure--Basic Forms
223(7)
Functional Form
223(2)
Divisional Form
225(1)
Matrix Form
226(2)
Network Form
228(2)
Tensions in Designing the Organization
230(2)
Strategy and Structure Tension
230(1)
Accountability versus Adaptability Tension
230(1)
Vertical versus Horizontal Tension
231(1)
Self-Interest versus Mission Success Tension
231(1)
Levers of Organizational Design
232(10)
Unit Structure
233(2)
Diagnostic Control Systems
235(2)
Interactive Networks
237(1)
Shared Responsibilities
237(5)
10 Organizational Culture
242(23)
Introduction
243(3)
What Is Culture?
246(1)
Levels of Organizational Culture
247(3)
Artifacts
248(1)
Beliefs and Values
248(1)
Assumptions
249(1)
How Does Culture Develop?
250(5)
Role of Founder
251(1)
Role of Teams in Developing Culture
251(1)
Cultural Socialization
252(3)
How Does Culture Affect Performance?
255(1)
How Do/Should Leaders Affect Culture?
256(1)
Culture and Crucial Moments
257(8)
Evaluating Culture in Mergers and Acquisitions
257(1)
Strategic Change
258(7)
11 Performance Management
265(24)
Introduction
266(4)
Identifying Measures
270(5)
The Balanced Scorecard
270(5)
Implementing the Balanced Scorecard
275(1)
Setting Performance Targets
275(4)
Benchmarking
276(1)
Budgets
276(1)
Management by Objectives
277(2)
Monitoring and Measuring Performance
279(2)
Total Quality Management
279(1)
Six Sigma
280(1)
ISO 9000
280(1)
Taking Corrective Action
281(8)
Aligning People
282(1)
Validating the Strategy
282(1)
Interactive Control Systems
282(7)
12 Organizational Change
289(24)
Introduction
291(3)
The Case for Change
294(4)
Change Driven by the External Environment
294(3)
Change Driven by the Internal Environment
297(1)
Types of Organizational Change
298(4)
Planned versus Organic Change
298(2)
Reactive versus Proactive Change
300(1)
Incremental versus Transformative Change
301(1)
The Change Process
302(5)
Creating Dissatisfaction
302(1)
Developing a New Model for the Future
303(1)
The Implementation Process
304(2)
Costs of and Resistance to Change
306(1)
Combating Resistance to Change
307(6)
Engaging Hearts and Minds
307(1)
Characteristics of Change Leaders
308(5)
PART 4 INDIVIDUAL PERSPECTIVE
313(252)
13 Leadership in Organizations
314(29)
Introduction
315(3)
The Leader
318(7)
Who Is a Leader? Traits and Skills
318(3)
What Does a Leader Do? Behaviors
321(3)
The Charismatic Leader
324(1)
The Leader and the Followers
325(6)
Transformational Leadership Theory
325(1)
Transactional Leadership Theory
326(2)
Leader-Member Exchange Theory
328(3)
The Leader, the Followers, and the Situation
331(12)
Fiedler's Contingency Model
331(1)
Hersey and Blanchard's Situational Theory
332(1)
House's Path-Goal Theory
333(1)
Leadership Substitutes
334(9)
14 Becoming a Leader: Knowing Yourself
343(22)
Introduction
344(3)
Forms of Intelligence
347(7)
Multiple Intelligences
349(1)
Creativity
350(1)
Triarchic Theory of Intelligence
350(1)
Cultural Intelligence
351(1)
Emotional Intelligence
352(2)
Understanding Your Personality
354(5)
Personality Assessment
355(2)
Locus of Control
357(1)
Managing Adversity
358(1)
Self-Monitoring
359(6)
Managing Oneself
360(5)
15 Power and Influence
365(23)
Introduction
366(2)
Interpersonal Power
368(7)
Forms of Interpersonal Power
368(2)
Positional and Personal Power
370(2)
Relational Power
372(1)
Challenges of Interpersonal Power
373(2)
Power and Politics in Organizations
375(4)
Power at the Top
376(1)
Power in the Middle
377(1)
Power for the Early Career Professional
377(1)
Reactions to Power
377(2)
Power and Conflict
379(2)
Interdependence
379(1)
Resource Scarcity
380(1)
Disagreement
380(1)
Level of Importance
381(1)
Using Influence
381(7)
Organizational Considerations
384(4)
16 Decision Making
388(23)
Introduction
389(3)
Rational Decision Making
392(2)
How Managers Make Decisions
394(1)
How Biases Impact Decision Making
395(3)
Cognitive Heuristics
395(2)
Framing
397(1)
The Role of Emotions, Intuition, and Social Situations on Decision Making
398(5)
Emotional Commitment
398(2)
Intuition
400(1)
Social Influences
401(2)
Decision Making in Organizations
403(2)
Programmed versus Nonprogrammed Decisions
403(1)
Models of Organizational Decision Making
404(1)
Improving Decision-Making Skills
405(6)
Managing Your Biases
406(1)
Preparing for Tough Calls
406(5)
17 Conflict and Negotiation
411(25)
Introduction
412(3)
Levels of Conflict
415(2)
Interpersonal Conflict
415(1)
Intergroup Conflict
415(2)
Sources of Conflict
417(2)
Affective Conflict
417(1)
Cognitive Conflict
418(1)
Managing Conflict
419(2)
Diagnosing the Disagreement
420(1)
Resolving the Disagreement
421(1)
Types of Negotiations
421(3)
Distributive Negotiations
421(2)
Integrative Negotiations
423(1)
Negotiating Effectively
424(6)
Preparing to Negotiate
424(3)
Reaching an Agreement
427(2)
Avoiding Common Mistakes
429(1)
Knowing When to Exercise Your BATNA
429(1)
Escalating Negotiation
430(1)
Negotiating Across Cultures
430(6)
18 Leading Teams
436(24)
Introduction
437(2)
What Is a Team?
439(2)
Teams versus Individual Work Groups
440(1)
Team Characteristics
441(4)
Team Composition and Size
442(1)
Manager-Led versus Self-Directed Teams
442(1)
Leveraging Diversity
443(2)
Types of Teams
445(1)
Geographically Distributed Teams
445(1)
Project Teams
446(1)
Team Development
446(3)
Stages of Development
447(1)
Team Norms
448(1)
Promoting Team Learning
449(1)
Team Process
449(3)
Purposeful and Rigorous Decision Making
450(1)
Effective Participation and Meaningful Influence
451(1)
Constructive Conflict
452(1)
Team Effectiveness
452(8)
Role of Team Leader
453(1)
Strategies for Team Leaders
454(2)
Leading Geographically Distributed, or Virtual, Teams
456(4)
19 Motivation
460(29)
Introduction
461(4)
Content Theories of Motivation
465(7)
Hierarchy of Needs Theory
466(1)
ERG Theory
467(1)
Two-Factor Theory
467(1)
Acquired Needs Theory
468(2)
Four-Drive Theory
470(2)
Process Theories of Motivation
472(5)
Goal-Setting Theory
472(2)
Expectancy Theory
474(1)
Equity Theory
475(2)
Reinforcing Motivation
477(5)
Work Design
478(2)
Engagement and Empowerment
480(1)
Reinforcing Strengths
481(1)
Generational Differences and Similarities
482(7)
Flexible Work Options
483(6)
20 Communication
489(26)
Introduction
490(3)
Interpersonal Communication
493(8)
Verbal and Nonverbal Communication
494(2)
Communication Styles
496(2)
Gender Differences in Communication
498(1)
Communication Perceptions
499(2)
Using Communication to Persuade
501(2)
Storytelling
503(1)
Organizational Communication
503(7)
Communication Media
504(2)
Communication Channels
506(2)
Communication Networks
508(1)
Communication Breakdowns
509(1)
Cross-Cultural Communication
510(5)
21 Networking
515(22)
Introduction
516(3)
Interpersonal Networks
519(4)
Advice Networks
520(1)
Communication Networks
520(1)
Trust Networks
520(3)
Network Breadth
523(3)
Centrality
523(1)
Brokerage
524(2)
Strength of Ties
526(2)
Strong Ties
527(1)
Weak Ties
528(1)
Building Useful Networks
528(9)
Building Internal Networks
529(2)
Building External Networks
531(6)
22 Ethics and Corporate Social Responsibility
537(28)
Introduction
538(3)
Ethical Frameworks
541(6)
Utilitarianism
541(1)
Kantianism (Moral Obligations) and Moral Rights
542(2)
Virtues and Character
544(1)
Justice
545(2)
Moral Dilemmas
547(4)
Internal Relationships
547(2)
External Relationships
549(2)
Whistle-Blowing
551(1)
Corporate Social Responsibility
551(3)
Economic, Legal, and Ethical Responsibilities
552(2)
Corporate Social Responsiveness
554(1)
Is Corporate Social Responsibility Good for Business?
554(11)
CSR and Financial Performance
554(1)
CSR and Strategy: Using CSR for a Competitive Advantage
555(10)
Glossary 565(16)
Name Index 581(10)
Organization Index 591(4)
Subject Index 595
Dr. Gulati is Jaime and Josefina Chua Tiampo Professor at the Harvard Business School. An expert on leadership, strategy, and organizational issues in firms today, his recent work explores leadership and strategic challenges for building high growth organizations in turbulent markets. Prior work has focused on the enablers and implications of within-firm and inter-firm collaboration. Dr. Gulati has examined both when and how firms should leverage greater connectivity within and across their boundaries to enhance performance. Dr. Gulati teaches courses in Harvard Business School's MBA, AMP, and Executive Education programs. He has directed several executive programs on topics such as Building and Leading Customer Centric Organizations, Managing Customer Relationships, Managing Strategic Alliances, Mergers & Acquisitions, and Sustaining Competitive Advantage in Turbulent Markets. He is also active in custom executive education. He has received numerous awards for his teaching, including the Best Professor Award for his teaching in the MBA and executive MBA programs at the Kellogg School, where he was on the faculty prior to coming to Harvard. Dr. Gulati has been a frequent guest on CNBC and has been a panelist for series on the Business of Innovation, Collaboration, and Leadership Vision. He holds a Ph.D. from Harvard University, a Master's Degree in Management from M.I.T.'s Sloan School of Management, and two Bachelor's Degrees in Computer Science and Economics from Washington State University and St. Stephens College, New Delhi, respectively. He lives in Newton, Massachusetts with his wife Anuradha and their two children, Varoun and Shivani. Dr. Anthony Mayo is the Thomas S. Murphy Senior Lecturer of Business Administration in the Organizational Behavior Unit of Harvard Business School. He teaches FIELD (Field Immersion and Experiential Leadership Development), a new required experiential, field-based course in the first year of the MBA Program. Previously, he co-created and taught the course "Great Business Leaders: The Importance of Contextual Intelligence". Dr. Mayo also teaches extensively in leadership-based executive education programs. He co-authored In Their Time: The Greatest Business Leaders of the 20th Century, which has been translated into five languages and two corresponding books in the series that profile business leaders. These books are derived from the development of the Great American Business Leaders database that co-authors Dr. Nohria and Dr. Mayo created. Dr. Mayo also serves as the director of the HBS Leadership Initiative, an interdisciplinary center that serves as a catalyst for cutting-edge research and course development on leaders and leadership. As director, Dr. Mayo oversees comprehensive research projects on emerging, global, and legacy leadership and manages a number of executive education programs on leadership development. He co-created the High Potentials Leadership Development and the Leadership Best Practices programs and has been a principal contributor to a number of custom leadership development programs. He designed and currently oversees the executive coaching component of Harvard Business School's Program for Leadership Development.Dr. Mayo completed his MBA from Harvard Business School and received his bachelor's degree, summa cum laude, from Boston College. He lives in Needham, MA with his wife, Denise, and their three children, Hannah, Alex, and Jacob. Dr. Nitin Nohria serves as the 10th dean of Harvard Business School. He previously served as co-chair of the Leadership Initiative, Senior Associate Dean of Faculty Development, and head of the Organizational Behavior unit. His intellectual interests center on human motivation, leadership, corporate transformation and accountability, and sustainable economic and human performance. A prolific author, Dr. Nohria has co-authored or co-edited 16 books, including a recent Handbook Of Leadership Theory and Practice, a compendium dedicated to advancing research on leadership. He also recently co-authored a book chronicling how leaders from various backgrounds rose to power in American businesses, which joins two others in the series that detail the greatest business leaders in the 20th century and offers historic leadership profiles. In addition, he recently collaborated to develop a video designed to generate discussion of the value and importance of leadership in addressing some of society's most pressing problems. He also co-launched a Harvard Business Review six-week blog on how leadership might look in the future. Dean Nohria has taught courses across Harvard Business School's MBA, Ph.D., and Executive Education programs. He also served as a visiting faculty member at the London Business School in 1996. Prior to joining the Harvard Business School faculty in July 1988, Dr. Nohria received his Ph.D. in Management from the Sloan School of Management, Massachusetts Institute of Technology, and a B. Tech. in Chemical Engineering from the Indian Institute of Technology, Bombay (which honored him as a Distinguished Alumnus in 2007). He and his wife live in the Boston area with their two daughters.