Preface |
|
xiii | |
Acknowledgements |
|
xvii | |
About the Authors |
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xxi | |
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PART 1 INTRODUCTION TO MANAGEMENT |
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1 | (24) |
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1 Introduction to Management |
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2 | (23) |
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3 | (4) |
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Management and Leadership |
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7 | (3) |
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Changing Perspectives of Management |
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10 | (2) |
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Changing Perspectives on the Purpose of Business |
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12 | (3) |
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15 | (10) |
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16 | (1) |
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Stakeholder Management Processes |
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16 | (2) |
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18 | (7) |
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PART 2 STRATEGIC PERSPECTIVE |
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25 | (172) |
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2 The Business Environment |
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26 | (24) |
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27 | (4) |
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31 | (10) |
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32 | (7) |
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39 | (2) |
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41 | (3) |
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41 | (1) |
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42 | (1) |
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43 | (1) |
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44 | (1) |
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Recent Trends in the Business Environment |
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44 | (6) |
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Corporate Social Responsibility |
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45 | (1) |
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45 | (5) |
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3 Introduction to Strategy |
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50 | (30) |
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51 | (4) |
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A Brief History of Strategy |
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55 | (2) |
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Strategy and the Organization: A Framework |
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57 | (6) |
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58 | (1) |
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Analyzing the Internal and External Environments |
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59 | (1) |
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Vision, Mission, and Objectives |
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60 | (2) |
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62 | (1) |
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Defining Strategy: A Business Perspective |
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63 | (4) |
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Choosing a Set of Activities |
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64 | (1) |
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65 | (1) |
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Creating Fit among Activities |
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66 | (1) |
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Business-Level versus Corporate-Level Strategy |
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67 | (1) |
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67 | (1) |
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68 | (1) |
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Overview of Industry Profitability |
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68 | (7) |
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70 | (2) |
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72 | (3) |
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Who Is Responsible for Strategy? |
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75 | (5) |
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4 Business-Level Strategy |
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80 | (37) |
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81 | (6) |
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How the External Environment Impacts Industry Attractiveness |
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87 | (9) |
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87 | (1) |
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88 | (3) |
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Bargaining Power of Suppliers |
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91 | (1) |
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92 | (1) |
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Bargaining Power of Customers |
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93 | (1) |
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Rivalry Among Existing Competitors |
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94 | (1) |
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Limits of the 5-Forces Model |
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95 | (1) |
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How a Firm's Internal Environment Impacts Strategy |
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96 | (3) |
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Resource-Based View of the Firm |
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96 | (1) |
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97 | (2) |
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99 | (1) |
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100 | (9) |
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101 | (2) |
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103 | (2) |
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105 | (2) |
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107 | (2) |
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Employees in Generic Strategies |
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109 | (1) |
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The Firm as a Value Chain |
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109 | (8) |
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109 | (1) |
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Primary and Support Activities |
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110 | (1) |
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111 | (6) |
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5 Corporate-Level Strategy |
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117 | (33) |
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118 | (4) |
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122 | (12) |
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Types of Diversification Strategies |
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122 | (1) |
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General Reasons for Diversification Strategies |
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123 | (1) |
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History of Diversification |
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124 | (1) |
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125 | (2) |
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127 | (3) |
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Unrelated Diversification |
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130 | (1) |
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Results of Diversification |
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131 | (3) |
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International Diversification |
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134 | (5) |
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Motives for International Diversification |
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134 | (2) |
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International Strategic Options |
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136 | (1) |
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136 | (3) |
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139 | (11) |
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Types of Vertical Integration |
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139 | (1) |
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Vertical Integration Test |
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140 | (1) |
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Costs Associated with Vertical Integration |
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141 | (1) |
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Alternatives to Vertical Integration |
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142 | (1) |
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143 | (7) |
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150 | (25) |
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151 | (3) |
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154 | (6) |
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155 | (1) |
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155 | (3) |
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158 | (2) |
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Action-Based Model of Competitive Advantage |
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160 | (3) |
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Relative Resource Position |
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161 | (1) |
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161 | (2) |
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Game Theory and Competitive Dynamics |
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163 | (4) |
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163 | (1) |
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Game Theory and Its Components |
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164 | (3) |
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167 | (8) |
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New Market Spaces versus Existing Market Spaces |
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168 | (7) |
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175 | (22) |
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176 | (3) |
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179 | (2) |
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179 | (1) |
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180 | (1) |
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180 | (1) |
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Understanding the Global Business Environment |
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181 | (5) |
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181 | (2) |
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Political/Legal Dimension |
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183 | (1) |
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184 | (2) |
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Strategies for Going Global |
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186 | (2) |
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186 | (1) |
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187 | (1) |
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187 | (1) |
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188 | (1) |
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188 | (3) |
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189 | (1) |
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Licensing and Franchising |
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189 | (1) |
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Joint Ventures and Alliances |
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189 | (1) |
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Wholly-Owned Subsidiaries |
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190 | (1) |
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General Rules for Market Entry |
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191 | (1) |
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Recent Trends in Global Business |
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191 | (6) |
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Outsourcing and Offshoring |
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191 | (6) |
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PART 3 ORGANIZATIONAL PERSPECTIVE |
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197 | (116) |
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8 The Organizational Context |
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198 | (21) |
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199 | (3) |
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From Strategy to Structure |
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202 | (5) |
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203 | (2) |
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Centralization and Decentralization |
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205 | (2) |
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207 | (1) |
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Organizational Design Decisions |
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207 | (4) |
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207 | (1) |
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208 | (1) |
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Distribution of Decision Rights |
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209 | (1) |
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Organizational Boundaries |
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210 | (1) |
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210 | (1) |
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210 | (1) |
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Legitimate Basis of Authority |
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211 | (1) |
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Organizational Design and the Life-Cycle of a Firm |
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211 | (2) |
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211 | (1) |
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Organizational Flexibility |
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212 | (1) |
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Recent Trends in Organizational Design |
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213 | (6) |
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From Reengineering to Customer-Centricity |
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213 | (1) |
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Breaking Organizational Silos |
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214 | (5) |
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9 Organizational Structure |
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219 | (23) |
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220 | (3) |
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Organizational Structure--Basic Forms |
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223 | (7) |
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223 | (2) |
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225 | (1) |
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226 | (2) |
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228 | (2) |
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Tensions in Designing the Organization |
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230 | (2) |
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Strategy and Structure Tension |
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230 | (1) |
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Accountability versus Adaptability Tension |
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230 | (1) |
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Vertical versus Horizontal Tension |
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231 | (1) |
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Self-Interest versus Mission Success Tension |
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231 | (1) |
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Levers of Organizational Design |
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232 | (10) |
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233 | (2) |
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Diagnostic Control Systems |
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235 | (2) |
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237 | (1) |
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237 | (5) |
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10 Organizational Culture |
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242 | (23) |
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243 | (3) |
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246 | (1) |
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Levels of Organizational Culture |
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247 | (3) |
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248 | (1) |
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248 | (1) |
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249 | (1) |
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How Does Culture Develop? |
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250 | (5) |
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251 | (1) |
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Role of Teams in Developing Culture |
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251 | (1) |
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252 | (3) |
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How Does Culture Affect Performance? |
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255 | (1) |
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How Do/Should Leaders Affect Culture? |
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256 | (1) |
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Culture and Crucial Moments |
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257 | (8) |
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Evaluating Culture in Mergers and Acquisitions |
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257 | (1) |
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258 | (7) |
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11 Performance Management |
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265 | (24) |
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266 | (4) |
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270 | (5) |
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|
270 | (5) |
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Implementing the Balanced Scorecard |
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275 | (1) |
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Setting Performance Targets |
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275 | (4) |
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276 | (1) |
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276 | (1) |
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|
277 | (2) |
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Monitoring and Measuring Performance |
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279 | (2) |
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279 | (1) |
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280 | (1) |
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|
280 | (1) |
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281 | (8) |
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282 | (1) |
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282 | (1) |
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Interactive Control Systems |
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282 | (7) |
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289 | (24) |
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291 | (3) |
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294 | (4) |
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Change Driven by the External Environment |
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294 | (3) |
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Change Driven by the Internal Environment |
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297 | (1) |
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Types of Organizational Change |
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298 | (4) |
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Planned versus Organic Change |
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298 | (2) |
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Reactive versus Proactive Change |
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300 | (1) |
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Incremental versus Transformative Change |
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301 | (1) |
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302 | (5) |
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|
302 | (1) |
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Developing a New Model for the Future |
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303 | (1) |
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The Implementation Process |
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304 | (2) |
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Costs of and Resistance to Change |
|
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306 | (1) |
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Combating Resistance to Change |
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|
307 | (6) |
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Engaging Hearts and Minds |
|
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307 | (1) |
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Characteristics of Change Leaders |
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|
308 | (5) |
|
PART 4 INDIVIDUAL PERSPECTIVE |
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|
313 | (252) |
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13 Leadership in Organizations |
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314 | (29) |
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315 | (3) |
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318 | (7) |
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Who Is a Leader? Traits and Skills |
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318 | (3) |
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What Does a Leader Do? Behaviors |
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|
321 | (3) |
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324 | (1) |
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The Leader and the Followers |
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|
325 | (6) |
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Transformational Leadership Theory |
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325 | (1) |
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Transactional Leadership Theory |
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326 | (2) |
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Leader-Member Exchange Theory |
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328 | (3) |
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The Leader, the Followers, and the Situation |
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331 | (12) |
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Fiedler's Contingency Model |
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331 | (1) |
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Hersey and Blanchard's Situational Theory |
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332 | (1) |
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333 | (1) |
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334 | (9) |
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14 Becoming a Leader: Knowing Yourself |
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343 | (22) |
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344 | (3) |
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347 | (7) |
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349 | (1) |
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350 | (1) |
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Triarchic Theory of Intelligence |
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350 | (1) |
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351 | (1) |
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352 | (2) |
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Understanding Your Personality |
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354 | (5) |
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355 | (2) |
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357 | (1) |
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358 | (1) |
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359 | (6) |
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360 | (5) |
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365 | (23) |
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366 | (2) |
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368 | (7) |
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Forms of Interpersonal Power |
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368 | (2) |
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Positional and Personal Power |
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370 | (2) |
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372 | (1) |
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Challenges of Interpersonal Power |
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373 | (2) |
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Power and Politics in Organizations |
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375 | (4) |
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|
376 | (1) |
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|
377 | (1) |
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Power for the Early Career Professional |
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|
377 | (1) |
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377 | (2) |
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379 | (2) |
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379 | (1) |
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|
380 | (1) |
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|
380 | (1) |
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|
381 | (1) |
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|
381 | (7) |
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Organizational Considerations |
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|
384 | (4) |
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388 | (23) |
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|
389 | (3) |
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|
392 | (2) |
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How Managers Make Decisions |
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394 | (1) |
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How Biases Impact Decision Making |
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395 | (3) |
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|
395 | (2) |
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|
397 | (1) |
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The Role of Emotions, Intuition, and Social Situations on Decision Making |
|
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398 | (5) |
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398 | (2) |
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|
400 | (1) |
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|
401 | (2) |
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Decision Making in Organizations |
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|
403 | (2) |
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Programmed versus Nonprogrammed Decisions |
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|
403 | (1) |
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Models of Organizational Decision Making |
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|
404 | (1) |
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Improving Decision-Making Skills |
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|
405 | (6) |
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|
406 | (1) |
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Preparing for Tough Calls |
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|
406 | (5) |
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17 Conflict and Negotiation |
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411 | (25) |
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412 | (3) |
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415 | (2) |
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415 | (1) |
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415 | (2) |
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417 | (2) |
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|
417 | (1) |
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418 | (1) |
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|
419 | (2) |
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Diagnosing the Disagreement |
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|
420 | (1) |
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Resolving the Disagreement |
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|
421 | (1) |
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|
421 | (3) |
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Distributive Negotiations |
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421 | (2) |
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423 | (1) |
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|
424 | (6) |
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|
424 | (3) |
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427 | (2) |
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|
429 | (1) |
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Knowing When to Exercise Your BATNA |
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|
429 | (1) |
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|
430 | (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 | (2) |
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|
439 | (2) |
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Teams versus Individual Work Groups |
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|
440 | (1) |
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441 | (4) |
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Team Composition and Size |
|
|
442 | (1) |
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Manager-Led versus Self-Directed Teams |
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|
442 | (1) |
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443 | (2) |
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|
445 | (1) |
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Geographically Distributed Teams |
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|
445 | (1) |
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|
446 | (1) |
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|
446 | (3) |
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|
447 | (1) |
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|
448 | (1) |
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|
449 | (1) |
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|
449 | (3) |
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Purposeful and Rigorous Decision Making |
|
|
450 | (1) |
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Effective Participation and Meaningful Influence |
|
|
451 | (1) |
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|
452 | (1) |
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|
452 | (8) |
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|
453 | (1) |
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Strategies for Team Leaders |
|
|
454 | (2) |
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Leading Geographically Distributed, or Virtual, Teams |
|
|
456 | (4) |
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460 | (29) |
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|
461 | (4) |
|
Content Theories of Motivation |
|
|
465 | (7) |
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Hierarchy of Needs Theory |
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|
466 | (1) |
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|
467 | (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 | (5) |
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|
472 | (2) |
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|
474 | (1) |
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|
475 | (2) |
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|
477 | (5) |
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|
478 | (2) |
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Engagement and Empowerment |
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|
480 | (1) |
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|
481 | (1) |
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Generational Differences and Similarities |
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|
482 | (7) |
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|
483 | (6) |
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|
489 | (26) |
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|
490 | (3) |
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Interpersonal Communication |
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|
493 | (8) |
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Verbal and Nonverbal Communication |
|
|
494 | (2) |
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|
496 | (2) |
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Gender Differences in Communication |
|
|
498 | (1) |
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Communication Perceptions |
|
|
499 | (2) |
|
Using Communication to Persuade |
|
|
501 | (2) |
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|
503 | (1) |
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Organizational Communication |
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|
503 | (7) |
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|
504 | (2) |
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|
506 | (2) |
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|
508 | (1) |
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|
509 | (1) |
|
Cross-Cultural Communication |
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|
510 | (5) |
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|
515 | (22) |
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|
516 | (3) |
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|
519 | (4) |
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|
520 | (1) |
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|
520 | (1) |
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|
520 | (3) |
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|
523 | (3) |
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|
523 | (1) |
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|
524 | (2) |
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|
526 | (2) |
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|
527 | (1) |
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|
528 | (1) |
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|
528 | (9) |
|
Building Internal Networks |
|
|
529 | (2) |
|
Building External Networks |
|
|
531 | (6) |
|
22 Ethics and Corporate Social Responsibility |
|
|
537 | (28) |
|
|
538 | (3) |
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|
541 | (6) |
|
|
541 | (1) |
|
Kantianism (Moral Obligations) and Moral Rights |
|
|
542 | (2) |
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|
544 | (1) |
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|
545 | (2) |
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|
547 | (4) |
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|
547 | (2) |
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|
549 | (2) |
|
|
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 | |