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Brief Contents
Part 1 Introduction 2
Chapter 1 Managers and Management 2
History
Module A Brief History of Management’s Roots 27
Chapter 2 The Management Environment 34
Chapter 3 Integrative Managerial Issues 54

Part 2 Planning 80
Chapter 4 Foundations of Decision Making 80
Quantitative
Module Quantitative Decision-Making Aids 109
Chapter 5 Foundations of Planning 120

Part 3 Organizing 148

Chapter 6 Organizational Structure and Design 148
Chapter 7 Managing Human Resources 180
Career
Module Building Your Career 216
Chapter 8 Managing Change and Innovation 220

Part 4 Leading 246

Chapter 9 Foundations of Individual Behavior 246
Chapter 10 Understanding Groups and Managing Work Teams 278
Chapter 11 Motivating and Rewarding Employees 306
Chapter 12 Leadership and Trust 334
Chapter 13 Managing Communication and Information 362

Part 5 Controlling 388

Chapter 14 Foundations of Control 388
Chapter 15 Operations Management 418
Entrepreneurship
Module Managing Entrepreneurial Ventures 449

Glossary 458
Index 464

vii
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Contents
Content highlighted in blue indicates that it is presented via a visual spread.

Preface xvii
History Module: A Brief History of
Instructor Supplements xix
Management's Roots 27
Student Supplements xx
Early Management 27
About the Authors xxii
Classical Approaches 28
Behavioral Approach 29
Part 1 Introduction 2 Quantitative Approach 30
Contemporary Approaches 31
Chapter 1 Managers and Management 2 Endnotes 33
Who Are Managers and Where Do They Work? 5
What Three Characteristics Do All Organizations Share? 6
How Are Managers Different from Nonmanagerial Chapter 2 The Management Environment 34
Employees? 6
What Is the External Environment and Why Is It
What Titles Do Managers Have? 6
Important? 37
From the Past to the Present 1588–1705–1911–Today 7 How Has the Economy Changed? 38
What Is Management? 8 From the Past to the Present 1981–1987–1991–Today 39
What Role Do Demographics Play? 39
3 Ways to Look at What Managers Do 9
How Does the External Environment Affect Managers? 40
4 Functions Approach 9
Technology and the Manager’s Job | Can Technology
Management Roles Approach 10
Improve the Way Managers Manage? 41
Skills and Competencies 11
A Question of Ethics 43
Is the Manager’s Job Universal? 11
What Is Organizational Culture? 44
And the Survey Says . . . 13
How Can Culture Be Described? 45
Why Study Management? 14
Where Does Culture Come From? 45
A Question of Ethics 14
What Factors Are Reshaping and Redefining How Does Organizational Culture Affect Managers? 46
Management? 15 How Does Culture Affect What Employees Do? 46
Why Are Customers Important to the Manager’s Job? 15 How Does Culture Affect What Managers Do? 46
Technology and the Manager’s Job | Is It Still Managing And the Survey Says . . . 47
When What You’re Managing Are Robots? 16 Review
Why Is Innovation Important to the Manager’s Job? 17 Chapter Summary 48 • Discussion Questions 48 •
Importance of Social Media to the Manager’s Job 17 Management Skill Builder | Understanding Culture 49 •
Importance of Sustainability to the Manager’s Job 18 Experiential Exercise 50 • Case Application 1—Going to
Wrapping It Up . . .   18 Extremes 51 • Case Application 2—Not Sold Out 52 •
Case Application 3—Wild Ride 53 • Endnotes 53
Review
Chapter Summary 19 • Discussion Questions 19 • Chapter 3 Integrative Managerial Issues 54
Management Skill Builder | Political Skill 20 • Experiential
Exercise 22 • Case Application 1—Happier Employees →
What Is Globalization and How Does It Affect
Happier Customers = More Profit? 23 • Case Application Organizations? 57
2—Building a Better Boss 23 • Case Application 3—Saving What Does It Mean to Be “Global”? 58
the World 25 • Endnotes 26 How Do Organizations Go Global? 58

ix
x Contents

What Types of Decisions and Decision-Making Conditions

What Are the Different Types of Global
Do Managers Face? 92
Organizations? 59
How Do Problems Differ? 92
What Do Managers Need to Know About Managing in a How Does a Manager Make Programmed
Global Organization? 60 Decisions? 93
From the Past to the Present 1970s–1980s–Today 61 How Do Nonprogrammed Decisions Differ from
What Does Society Expect from Organizations and Programmed Decisions? 94
Managers? 63 And the Survey Says . . . 94
How Can Organizations Demonstrate Socially Responsible How Are Problems, Types of Decisions, and Organizational
Actions? 63 Level Integrated? 94
Should Organizations Be Socially Involved? 64 What Decision-Making Conditions Do Managers Face? 95
What Is Sustainability and Why Is It Important? 65 How Do Groups Make Decisions? 95
And the Survey Says . . . 66 What Are the Advantages and Disadvantages of Group
What Factors Determine Ethical and Unethical Decision Making? 95
Behavior? 66 When Are Groups Most Effective? 96
In What Ways Can Ethics Be Viewed? 67 How Can You Improve Group Decision Making? 97
How Can Managers Encourage Ethical Behavior? 67 A Question of Ethics 97
What Is Today’s Workforce Like and How Does It Affect What Contemporary Decision-Making Issues Do
the Way Organizations Are Managed? 69 Managers Face? 98
What Is Workplace Diversity? 69 How Does National Culture Affect Managers’ Decision
What Types of Diversity Are Found in Workplaces? 70 Making? 98
Why Are Creativity and Design Thinking Important in
A Question of Ethics 72
Decision Making? 99
How Are Organizations and Managers Adapting to a
Review
Changing Workforce? 72
Chapter Summary 102 • Discussion Questions 102 •
Review
Management Skill Builder | Being a Creative Decision
Chapter Summary 74 • Discussion Questions 74 •
Maker 103 • Experiential Exercise 105 •
Management Skill Builder | You→Being Ethical 75 •
Case Application 1—The Business of Baseball 105 •
Experiential Exercise 77 • Case Application 1—Dirty Little
Case Application 2—Tasting Success 106 •
Secret 77 • Case Application 2—Spy Games 77 •
Case Application 3—Lift Off 107 • Endnotes 108
Case Application 3—From Top to Bottom 78 • Endnotes 79

Part 2 Planning 80 Quantitative Module: Quantitative Decision-

Making Aids 109
Chapter 4 Foundations of Decision Making 80 Payoff Matrices 109
How Do Managers Make Decisions? 83 Decision Trees 110
What Defines a Decision Problem? 83 Break-Even Analysis 111
What Is Relevant in the Decision-Making Process? 84 Ratio Analysis 112
How Does the Decision Maker Weight the Criteria and Linear Programming 114
Analyze Alternatives? 84
Queuing Theory 116
What Determines the Best Choice? 86
Economic Order Quantity Model 116
What Happens in Decision Implementation? 86
Endnotes 119
What Is the Last Step in the Decision Process? 86
What Common Errors Are Committed in the Decision-
Making Process? 87 Chapter 5 Foundations of Planning 120
What Are the 3 Approaches Managers What Is Planning and Why Do Managers Need to
Can Use to Make Decisions? 88 Plan? 123
Why Should Managers Formally Plan? 123
Rational Model 88
What Are Some Criticisms of Formal Planning and How
Bounded Rationality 89
Should Managers Respond? 124
From the Past to the Present 1945–1978–Today 90
Does Formal Planning Improve Organizational
Intuition and Managerial Decision Making 90
Performance? 125
Technology and the Manager’s Job | Making Better
What Do Managers Need to Know About Strategic
Decisions with Technology 91
Management? 125
 Cont ent s xi

What Is Strategic Management? 126 From the Past to the Present 1965–1967–1984–Present 163
Why Is Strategic Management Important? 126 What Are Some Common Organizational Designs? 164
What Are the Steps in the Strategic Management What Traditional Organizational Designs Can Managers
Process? 127 Use? 164
What Strategic Weapons Do Managers Have? 128 What Contemporary Organizational Designs Can Managers
Technology and the Manager’s Job | IT and Strategy 129 Use? 165
And the Survey Says . . . 167
What Strategies Do Managers Use? 130 What Are Today’s Organizational Design Challenges? 168
Corporate Strategy 130 How Do You Keep Employees Connected? 168
Competitive Strategy 131 How Do Global Differences Affect Organizational
Functional Strategy 131 Structure? 168
Technology and the Manager’s Job | The Changing
A Question of Ethics 133
World of Work 169
How Do Managers Set Goals and Develop Plans? 133
How Do You Build a Learning Organization? 169
What Types of Goals Do Organizations Have and How Do
How Can Managers Design Efficient and Effective Flexible
They Set Those Goals? 133
Work Arrangements? 170
From the Past to the Present 1954–1960s and 1970s–Present 135
Review
What Types of Plans Do Managers Use and How Do They
Chapter Summary 173 • Discussion Questions 173 •
Develop Those Plans? 136
Management Skill Builder | Increasing Your Power 174 •
And the Survey Says . . . 138 Experiential Exercise 176 • Case Application 1—A New
What Contemporary Planning Issues Do Managers Kind of Structure 176 • Case Application 2—Volunteers
Face? 139 Work 177 • Case Application 3—You Work Where? 178 •
How Can Managers Plan Effectively in Dynamic Endnotes 179
Environments? 139
How Can Managers Use Environmental Scanning? 140 Chapter 7 Managing Human Resources 180
Review What Is the Human Resource Management Process and
Chapter Summary 141 • Discussion Questions 141 • What Influences It? 183
Management Skill Builder | Being a Good Goal Setter 142 • What Is the Legal Environment of HRM? 184
Experiential Exercise 144 • Case Application 1—Flip
From the Past to the Present 1913–Present 186
Flop 144 • Case Application 2—Fast Fashion 145 •
A Question of Ethics 187
Case Application 3—Shifting Direction 146 • Endnotes 147
How Do Managers Identify and Select Competent
Employees? 187
Part 3 Organizing 148 1 What Is Employment Planning? 187
2A How Do Organizations Recruit Employees? 189
Chapter 6 Organizational Structure and 2B How Does a Manager Handle Layoffs? 190
Design 148 3 How Do Managers Select Job Applicants? 190
What Are the Six Key Elements in Organizational How Are Employees Provided with Needed Skills and
Design? 151 Knowledge? 194
(1) What Is Work Specialization? 152 How Are New Hires Introduced to the
(2) What Is Departmentalization? 152 Organization? 194
(3) What Are Authority and Responsibility? 154 Technology and the Manager’s Job | Social and
Digital HR 195
(4) What Is Span of Control? 158
What Is Employee Training? 195
(5) How Do Centralization and Decentralization Differ? 159
A Question of Ethics 159 Keeping Great People: 2 Ways
(6) What Is Formalization? 159 Organizations Do This 198
Performance Management System 198
What Contingency Variables Affect
Structural Choice? 160 Should people be compared to one another or against a set of
standards? 198 • Traditional manager-employee perfor-
Mechanistic OR Organic 161 mance evaluation systems may be outdated 200 • When
Strategy → Structure 161 employee’s performance is not up to par 200
Size → Structure 162 Compensating Employees: Pay and Benefits 200
Technology → Structure 162 Compensation—Pay for doing a job 200 • Compensation—
Environment → Structure 162 Employees benefits 202
xii Contents

What Contemporary Hrm Issues Face Managers? 202 How Can Managers Encourage Innovation in an
How Can Managers Manage Downsizing? 202 Organization? 234
And the Survey Says . . . 203 How Are Creativity and Innovation Related? 235
How Can Workforce Diversity Be Managed? 203 What’s Involved in Innovation? 235
What Is Sexual Harassment? 204 How Can a Manager Foster Innovation? 236
What Is Workplace Spirituality? 205 How Does Design Thinking Influence Innovation? 238
How and Why Are Organizations Controlling HR Costs? 207 Review
Review Chapter Summary 239 • Discussion Questions 239 •
Chapter Summary 209 • Discussion Questions 209 • Management Skill Builder | Controlling Workplace Stress 240 •
Management Skill Builder | Being An Effective Interviewer 210 • Experiential Exercise 242 • Case Application 1—The Next Big
Experiential Exercise 212 • Case Application 1— Thing 242 • Case Application 2—GM’s Latest Model 243 •
Stopping Traffic 212 • Case Application 2—Résumé Case Application 3—Stress Kills 244 • Endnotes 245
Regrets 213 • Case Application 3—Thinking Outside the
Box 214 • Endnotes 215
Part 4 Leading 246
Career Module: Building Your Career 216
Chapter 9 Foundations of Individual
What Was Career Development Like, Historically? 216 Behavior 246
What Is Career Development Like, Now? 216 What are the Focus and Goals of Organizational
How Can I Have a Successful Career? 217 Behavior? 249
Assess Your Personal Strengths and Weaknesses 217 What Is the Focus of OB? 250
Identify Market Opportunities 217 What Are the Goals of Organizational Behavior? 250
Take Responsibility for Managing Your Own Career 217 What Role Do Attitudes Play in Job Performance? 251
Develop Your Interpersonal Skills 217 What Are the Three Components of an Attitude? 251
Practice Makes Perfect 217 What Attitudes Might Employees Hold? 251
Stay Up to Date 218 Do Individuals’ Attitudes and Behaviors Need to Be
Network 218 Consistent? 252
Stay Visible 218 What Is Cognitive Dissonance Theory? 252
Seek a Mentor 218 And the Survey Says . . . 253
Leverage Your Competitive Advantage 218 How Can an Understanding of Attitudes Help Managers Be
Don’t Shun Risks 218 More Effective? 253
It’s OK to Change Jobs 219 What Do Managers Need to Know About
Opportunities, Preparation, and Luck = Success 219 Personality? 254
How Can We Best Describe Personality? 254
Can Personality Traits Predict Practical Work-Related
Chapter 8 Managing Change and Innovation 220 Behaviors? 256
What Is Change and How Do Managers Deal with It? 223 A Question of Ethics 257
Why Do Organizations Need to Change? 224 How Do We Match Personalities and Jobs? 258
Who Initiates Organizational Change? 225 Do Personality Attributes Differ Across Cultures? 259
How Does Organizational Change Happen? 225 How Can an Understanding of Personality Help Managers
From the Past to the Present 1943–1944–1947–Present 226 Be More Effective? 259
How Do Managers Manage Resistance to Change? 228 What Is Perception and What Influences It? 260
Why Do People Resist Organizational Change? 229 What Influences Perception? 260
And the Survey Says . . . 229 How Do Managers Judge Employees? 261
What Are Some Techniques for Reducing Resistance to How Can an Understanding of Perception Help Managers
Organizational Change? 229 Be More Effective? 263
From the Past to the Present 1927–1971–Present 263
What Reaction Do Employees Have to
Organizational Change? 230 How Do Learning Theories Explain
What Is Stress? 230 Behavior? 263
What are the symptoms of stress? 231 Operant Conditioning 264
What Causes Stress? 231 Social Learning Theory 265
Job-related factors 231 • Personal factors 232 Shaping Behavior 265
A Question of Ethics 232 How Can an Understanding of Learning Help Managers Be More
How Can Stress Be Reduced? 233 Effective? 266
 Cont ent s xiii

What Contemporary OB Issues Face

4 Early Theories of Motivation  310
Managers? 267
How Do Generational Differences Affect the Maslow’s Hierarchy of Needs Theory 310
Workplace? 267 McGregor's Theory X and Theory Y  311
How Do Managers Deal with Negative Behavior in the Herzberg’s Two-Factor Theory 311
Workplace? 268 McClelland’s Three-Needs Theory 313
Review
How Do the Contemporary Theories Explain
Chapter Summary 269 • Discussion Questions 270 •
Motivation? 314
Management Skill Builder | Understanding Employee
Emotions 270 • Management Skill Builder | Understanding What Is Goal-Setting Theory? 314
Employee Personality 271 • Experiential Exercise 274 • From the Past to the Present → 1959–1977–Today 315
Case Application 1—Great Place to Work 275 • How Does Job Design Influence Motivation? 316
Case Application 2—Odd Couples 275 • Case Application What Is Equity Theory? 317
3—Employees First 276 • Endnotes 277 A Question of Ethics 318
How Does Expectancy Theory Explain Motivation? 319
Chapter 10 Understanding Groups and Managing How Can We Integrate Contemporary Motivation
Work Teams 278 Theories? 320
What Is a Group and What Stages of Development Do What Current Motivation Issues do Managers
Groups Go Through? 281 Face? 321
What Is a Group? 281 How Can Managers Motivate Employees When the
What Are the Stages of Group Development? 282 Economy Stinks? 322
And the Survey Says . . . 282 How Does Country Culture Affect Motivation
A Question of Ethics 283 Efforts? 322
How Can Managers Motivate Unique Groups of
5 Major Concepts of Group Behavior 284 Workers? 323
Roles 284 How Can Managers Design Appropriate Rewards
Programs? 324
Norms 284
Review
Conformity 285
Chapter Summary 327 • Discussion Questions 327 •
Status Systems 285
Management Skill Builder | Being a Good
Group Size 286 Motivator 328 • Experiential Exercise 331 •
Group Cohesiveness 286 Case Application 1—Passionate Pursuits 331 • Case
Application 2—Best Practices at Best Buy 332 • Case
From the Past to the Present 1951–Today 288 Application 3—Searching For? 333 • Endnotes 333
How are Groups Turned into Effective Teams? 288
Are Work Groups and Work Teams the Same? 289
What Are the Different Types of Work Teams? 289 Chapter 12 Leadership and Trust 334
Technology and the Manager’s Job | IT and Teams 291 Who Are Leaders, and What Is Leadership? 337
What Makes a Team Effective? 291 From the Past to the Present 1951–1960–Today 337
How Can a Manager Shape Team Behavior? 294
What Current Issues Do Managers Face in Managing What Do Early Leadership Theories Tell Us
Teams? 295 About Leadership? 338
What’s Involved with Managing Global Teams? 295 The Leader: What Traits Do Leaders Have? 338
When Are Teams Not the Answer? 297 The Behaviors: What Behaviors Do Leaders Exhibit? 340
Review University of Iowa studies 340
Chapter Summary 298 • Discussion Questions 298 • Ohio State studies 340
Management Skill Builder | Understanding How Teams University of Michigan studies 340
Work 299 • Management Skill Builder | Understanding Managerial Grid 340
Conflict Resolution 301 • Experiential Exercise 303 •
Case Application 1—Teaming Up for Take Off 303 • Case What Do The Contingency Theories of Leadership
Application 2—Toyota’s Teams 304 • Case Application 3— Tell Us? 341
Intel Inside . . . and Far Away 304 • Endnotes 305 What Was the First Comprehensive Contingency Model? 341
How Do Followers’ Willingness and Ability Influence
Chapter 11 Motivating and Rewarding Leaders? 342
Employees 306 And the Survey Says . . . 344
What Is Motivation? 309 How Participative Should a Leader Be? 344
And the Survey Says . . . 309 How Do Leaders Help Followers? 345
xiv Contents

What Is Leadership Like Today? 346 Review

What Do the Four Contemporary Views of Leadership Chapter Summary 381 • Discussion Questions 381 •
Tell Us? 346 Management Skill Builder | Being a Good Listener 382 •
A Question of Ethics 349 Experiential Exercise 384 • Case Application 1—Social
Benefit or Social Disaster? 384 • Case Application 2—
What Issues Do Today’s Leaders Face? 349
Banning E-Mail 385 • Case Application 3—Pizza, Politics,
Technology and the Manager’s Job | Virtual
and Papa 386 • Endnotes 387
Leadership 350
Why Is Trust the Essence of Leadership? 353
A Final Thought Regarding Leadership 354
Part 5 Controlling 388
Review
Chapter Summary 355 • Discussion Questions 356 • Chapter 14 Foundations of Control 388
Management Skill Builder | Being a Good Leader 356 • What Is Control and Why Is It Important? 391
Experiential Exercise 358 • Case Application 1— What Is Control? 391
Growing Leaders 358 • Case Application 2—Serving Why Is Control Important? 391
Up Leaders 359 • Case Application 3—Leadership
A Question of Ethics 391
Legacy 360 • Endnotes 361
What Takes Place as Managers Control? 393
1 What Is Measuring? 393
Chapter 13 Managing Communication and From the Past to the Present 1911–1913–1979–Today 395
Information 362 2 How Do Managers Compare Actual Performance to
How Do Managers Communicate Effectively? 365 Planned Goals? 396
How Does the Communication Process Work? 365 3 What Managerial Action Can Be Taken? 397
Are Written Communications More Effective Than Verbal And the Survey Says . . . 397
Ones? 367
What Should Managers Control? 397
Is the Grapevine an Effective Way to Communicate? 367
When Does Control Take Place? 398
How Do Nonverbal Cues Affect Communication? 367
From the Past to the Present → 1953–2009–Today 368 Keeping Track: What Gets Controlled? 399
What Barriers Keep Communication from Being Keeping Track of Organization’s Finances 399
Effective? 369
How Can Managers Overcome Communication Keeping Track of Organization’s Information 400
Barriers? 371 Keeping Track of Employee Performance 401
A Question of Ethics 372
Keeping Track Using a Balanced Scorecard Approach 402
Technology and Managerial What Contemporary Control Issues Do Managers
Communication 373
Confront? 403
Networked Communication 373 Do Controls Need to Be Adjusted for Cultural
Networked communication applications 374 Differences? 403
Wireless Communication 375 Technology and the Manager’s Job | Monitoring
Wireless communication applications 375 Employees 404
What Challenges Do Managers Face in Controlling the
Technology and the Manager’s Job | FYEO: Decoding
Workplace? 405
Communication Jargon 376
Review
What Communication Issues Do Managers Face
Chapter Summary 409 • Discussion Questions 409 •
Today? 376
Management Skill Builder | Being a Good Disciplinarian 410 •
How Do We Manage Communication in an Internet Management Skill Builder | Providing Good Feedback 412 •
World? 376 Experiential Exercise 413 • Case Application 1—
And the Survey Says . . . 377 Top Secret 414 • Case Application 2—Deepwater in Deep
How Does Knowledge Management Affect Trouble 415 • Case Application 3—Baggage Blunders and
Communication? 377 Wonders 416 • Endnotes 417
What’s Involved with Managing the Organization’s
Knowledge Resources? 378 Chapter 15 Operations Management 418
What Role Does Communication Play in Customer Why Is Operations Management Important to
Service? 378 Organizations? 421
How Can We Get Employee Input and Why Should We? 379 What Is Operations Management? 421
Why Should Managers Be Concerned with Communicating 1 How Do Service and Manufacturing
Ethically? 380 Firms Differ? 422
 Cont ent s xv

2 How Do Businesses Improve Productivity? 422

From the Past to the Present → 1950–1981/1982–Today 424 Entrepreneurship Module: Managing
3 What Role Does Operations Management Play in a Entrepreneurial Ventures 449
Company’s Strategy? 424
What Is Entrepreneurship? 449
What Is Value Chain Management and Why Who’s Starting Entrepreneurial Ventures? 449
Is It Important? 425 What Do Entrepreneurs Do? 450
What Is Value Chain Management? 425 What Planning Do Entrepreneurs Need to Do? 450
Who has power in the value chain? 426 What’s in a Full Business Plan? 451
Goals of value chain management 427 What Issues Are Involved in Organizing an Entrepreneurial
How Does Value Chain Management Benefit Businesses? 427 Venture? 452
What Are the Legal Forms of Organization for Entrepreneurial
How Is Value Chain Management Done? 428 Ventures? 452
What Are the Requirements for Successful Value Chain What Type of Organizational Structure Should Entrepreneurial
Management? 428 Ventures Use? 452
And the Survey Says . . . 429 What Human Resource Management (HRM) Issues Do
What Are the Obstacles to Value Chain Entrepreneurs Face? 453
Management? 431 What Issues Do Entrepreneurs Face in Leading an
A Question of Ethics 432 Entrepreneurial Venture? 453
What Contemporary Issues Do Managers Face in What Type of Personality Do Entrepreneurs Have? 454
Managing Operations? 432 How Can Entrepreneurs Motivate Employees? 454
1 What Role Does Technology Play in Operations How Can Entrepreneurs Be Leaders? 455
Management? 433
What Controlling Issues Do Entrepreneurs Face? 455
Technology and the Manager’s Job | Welcome to the
How Is Growth Managed? 456
Factory of the Future! 433
How Are Downturns Managed? 456
2 How Do Managers Control Quality? 434
What’s Involved with Exiting the Venture? 456
How Are Projects Managed? 436
Why Is It Important to Think About Managing Personal Challenges
Review
as an Entrepreneur? 456
Chapter Summary 442 • Discussion Questions 442 •
Endnotes 457
Management Skill Builder | Being a Good Project
Manager 443 • Experiential Exercise 444 •
Case Application 1—Tragedy in Fashion 445 •
Case Application 2—Dreamliner Nightmare 446 • Glossary 458
Case Application 3—Stirring Things Up 447 • Index 464
Endnotes 448
This page intentionally left blank
 Preface
Welcome to the Ninth Edition of Fundamentals of Management! Although much has changed
in the world since FOM was first published in 1994, we haven’t changed our commitment to
providing you with the most engaging and up-to-date introduction to management paperback
on the market. And how do we do this? By covering the essential concepts of management;
providing a sound foundation for understanding the key issues; offering a strong, practical
focus, including the latest research on what works for managers and what doesn’t; and doing
these with a writing style that you and your students will find interesting and straightforward.
This edition introduces a new and exciting design. We love the way it looks and the way
management concepts are presented! And we hope you do, too! It’s a self-contained learning
package. In addition to the end-of-chapter summaries and review questions, you can choose
from the chapter self-assessments, skills modules, hands-on manager’s inbox exercises, and
case applications. In addition, the text is supported by the most comprehensive Web site and
supplement package, although your students will find the essential elements they need to
understand and apply management concepts within the text itself. You have the choice about
how best to use the materials: text only, online only, or text and online. It’s your decision!

What Key Changes Have We Made in the Ninth Edition?

You might think that there wouldn’t be much new information to put in a book . . . especially
a Ninth Edition! But that’s the great thing about a book that discusses managers and manage-
ment! It’s always easy to find new material just by paying attention to what’s happening in
the news! New issues and ideas are always confronting managers and we’ve made sure to
cover hot topics such as social media, big data, and design thinking, to name a few.
Our biggest change in this edition is our brand new, exciting, and innovative chapter
openers—a common Management Myth and how this myth is just that . . . a myth! Students
often think that they already know a lot about management . . . after all, it’s just common sense,
right? But management isn’t just common sense! When it comes to managing, much of what
passes for common sense is just plain wrong. So our new chapter openers grab students’ atten-
tion by introducing common Management Myths and then debunking them. We think you’ll
like the student discussion these “myths” and “debunking” will generate!
Another key change affects our end-of-chapter material. After listening to what you were
telling us, we decided to provide you with three (yes, you read that right, THREE!) Case Applica-
tions and we’ve moved them back to the end of the chapter. These Case Applications are a great
way to tell a current story about managers, management, and organizations and to involve students
in assessing a situation and answering questions about “how” and “why” and “what would you
do.” These Case Applications cover the gamut from Google and Yahoo! to Zara and Starbucks.
Also, based on feedback you gave us, we retained our complete, self-contained section on
developing management skills but moved the skills material to the relevant chapters. It’s one
thing to know something. It’s another to be able to use that knowledge. The skill-building ex-
ercises included at the end of each chapter help you apply and use management concepts. We
chose these 18 skills (some chapters have more than one) because of their relevance to devel-
oping management competence and their linkage to one or more of the topic areas in this book.
Finally, we’ve taken one section in each chapter and given it a completely new contem-
porary and visually appealing look. The design of this selected material will reinforce key

xvii
xviii Pr e fa c e

topics and ideas and make it easy for students to read and to know what’s important from that
particular chapter section. We hope you like these! They were a lot of fun for us to develop and
design! Also, because today’s students are accustomed to visually rich environments, we’ve
included additional visual presentations of material throughout the chapters to help engage
students with the material.
In addition to all these major changes, here is a chapter-by-chapter list of the topic addi-
tions and changes in the Ninth Edition:

Chapter 1—Managers and Management • Special features highlighting important chapter material and
providing visual interest
• New chapter opener—Management Myth/Debunked • 3 Case Applications —2 new
• Streamlined material in From the Past to the Present box to
better focus on key concepts
• New presentation of material in section on What Managers Do Chapter 5—Foundations of Planning
• New A Question of Ethics box
• New section on Importance of Social Media to the Manager’s • New chapter opener—Management Myth/Debunked
Job • New presentation of material in section on What Are Some
• Special features highlighting important chapter material and Criticisms of Formal Planning and How Should Managers
providing visual interest Respond?
• 3 Case Applications—2 are new • New material on social media as a strategic weapon
• New material on big data as a strategic weapon
• Streamlined material in From the Past to the Present box
Chapter 2—The Management Environment • Special features highlighting important chapter material and
providing visual interest
• New chapter opener—Management Myth/Debunked • 3 Case Applications —2 new
• New presentation of material in the From the Past to the
Present box feature
• Updated information on economic component of external Chapter 6—Organizational Structure
environment and Design
• Revised Technology and the Manager’s Job box
• New A Question of Ethics box • New chapter opener—Management Myth/Debunked
• New presentation of material in section on What Is • Clarified presentation of material on six key elements of
Organizational Culture? organizational design
• Special features highlighting important chapter material and • New A Question of Ethics box
providing visual interest • New presentation of material on What Contingency Variables
• 3 Case Applications—2 are new Affect Structural Choice?
• Streamlined material in From the Past to the Present box
• Special features highlighting important chapter material and
Chapter 3—Integrative Managerial Issues providing visual interest
• 3 Case Applications—2 new
• New chapter opener—Management Myth/Debunked
• New presentation of material in section on What Are the
Different Types of Global Organizations? Chapter 7—Managing Human Resources
• New A Question of Ethics box
• Special features highlighting important chapter material and • New chapter opener—Management Myth/Debunked
providing visual interest • Streamlined discussion of global HRM laws
• 3 Case Applications—all new • New material on use of social media in HR
• Special features highlighting important chapter material and
providing visual interest
Chapter 4—Foundations of Decision Making • 3 Case Applications—2 new

• New chapter opener—Management Myth/Debunked

• New presentation of material in section on What Are the 3 Chapter 8—Managing Change and Innovation
Approaches Managers Use to Make Decisions?
• New A Question of Ethics box • New chapter opener—Management Myth/Debunked
• New material on design thinking • New presentation of material in From the Past to the
• New material on big data Present box
 Pr eface xix

• New presentation of material on What Reactions Do Chapter 12—Leadership and Trust

Employees Have to Organizational Change?
• Added “Think About” questions to boxes • New chapter opener—Management Myth/Debunked
• New material on design thinking and innovation • New presentation of material on What Do Early Leadership
• Special features highlighting important chapter material and Theories Tell Us About Leadership?
providing visual interest • Special features highlighting important chapter material and
• 3 Case Applications—2 new providing visual interest
• 3 Case Applications—all new

Chapter 9—Foundations of Individual

Behavior Chapter 13—Managing Communication
and Information
• New chapter opener—Management Myth/Debunked
• New presentation of material on How Do Learning Theories • New chapter opener—Management Myth/Debunked
Explain Behavior? • New presentation of material on Technology and Managerial
• Special features highlighting important chapter material and Communication
providing visual interest • Special features highlighting important chapter material and
• 3 Case Applications—2 new providing visual interest
• 3 Case Applications—all new

Chapter 10—Understanding Groups and

Managing Work Teams Chapter 14—Foundations of Control
• New chapter opener—Management Myth/Debunked
• New chapter opener—Management Myth/Debunked
• New presentation of material on Keeping Track: What Gets
• New presentation of material on 5 Major Concepts of Group
Controlled?
Behavior
• Special features highlighting important chapter material and
• Special features highlighting important chapter material and
providing visual interest
providing visual interest
• 3 Case Applications—2 new
• 3 Case Applications—2 new

Chapter 11—Motivating and Rewarding Chapter 15—Operations Management

Employees • New chapter opener—Management Myth/Debunked
• New presentation of material on What Is Value Chain
• New chapter opener—Management Myth/Debunked Management and Why Is It Important?
• New presentation of material on 4 Early Theories of • Special features highlighting important chapter material and
Motivation providing visual interest
• New A Question of Ethics box • 3 Case Applications—2 new
• Special features highlighting important chapter material and
providing visual interest
• 3 Case Applications—2 new

Instructor Supplements
At the Instructor Resource Center, www.pearsonhighered.com/irc, instructors can access a
variety of digital and presentation resources available with this text.
Registration is simple; contact your Pearson Sales Representative who will assign you
your login information. As a registered faculty member, you can download resource files and
receive immediate access to and instructions for installing course management content on your
campus server. In case you ever need assistance, our dedicated technical support team is ready
to help with the media supplements that accompany this text. Visit http://247.pearsoned.com
for answers to frequently asked questions and toll-free user support phone numbers.
The following supplements are available for download to adopting instructors:
• Instructor’s Resource Manual
• Test Bank
xx Pr e fa c e

• TestGen® Computerized Test Bank (test-generating program)

• PowerPoint Presentations

Video Library
Videos illustrating the most important subject topics are available in two formats:
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Contact your local Pearson representative to request access to either format

AACSB Learning Standards Tags in the Test Item File

Questions that test skills relevant to AACSB standards are tagged with the appropriate standard.
For example, a question testing the moral issues associated with externalities would receive the
ethical understanding and reasoning abilities tag from the AACSB categories. In addition, the
tagged questions may help to identify potential applications of these skills. This, in turn, may sug-
gest enrichment activities or other educational experiences to help students achieve these goals.

Student Supplements
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For more information or to purchase a CourseSmart eTextbook, visit www.coursesmart.com.

Self-Assessment Library (S.A.L.)

If you are interested in additional self-assessments for your students, this valuable tool in-
cludes 67 individual self-assessment exercises that allow students to assess their knowledge,
beliefs, feelings, and actions in regard to a wide range of personal skills, abilities, and inter-
ests. Provided scoring keys allow for immediate, individual analysis. Access is included as
part of MyManagementLab.

Acknowledgments
Writing and publishing a textbook requires the talents of a number of people whose names
never appear on the cover. We’d like to recognize and thank a phenomenal team of talented
people who provided their skills and abilities in making this book a reality.
This team includes Kris Ellis-Levy, our senior acquisitions editor; Kelly Warsak, our
project manager; Erin Gardner, our senior marketing manager; Stephanie Wall, our editor in
chief; Nancy Moudry, our highly talented and gifted photo researcher; John Christiana, our
talented designer, who worked so hard to make this book as visually appealing as it is; and
Debbie Meyer, senior managing editor at Integra.
We also want to thank our reviewers—past and present—for the insights they have
provided us:

David Adams, Manhattanville College Pam Carstens, Coe College

Lorraine P. Anderson, Marshall University Casey Cegielski, Auburn University
Maria Aria, Camden Community College Michael Cicero, Highline Community College
Marcia Marie Bear, University of Tampa Evelyn Delanee, Daytona Beach Community College
Barbara Ann Boyington, Brookdale Community College Kathleen DeNisco, Erie Community College, South Campus
Reginald Bruce, University of Louisville Jack Dilbeck, Ivy Tech State College
Jon Bryan, Bridgewater State University Fred J. Dorn, University of Mississippi
Elena Capella, University of San Francisco Michael Drafke, College of DuPage
James Carlson, Manatee Community College Myra Ellen Edelstein, Salve Regina University
 Pr eface xxi

Deborah Gilliard, Metropolitan State College, Denver Dr. Clara Munson, Albertus Magnus College
Robert Girling, Sonoma State University Jane Murtaugh, College of DuPage
Patricia Green, Nassau Community College Francine Newth, Providence College
Gary Greene, Manatee Community College, Venice Campus Leroy Plumlee, Western Washington University
Kenneth Gross, The University of Oklahoma Pollis Robertson, Kellogg Community College
Jamey Halleck, Marshall University Cynthia Ruszkowski, Illinois State University
Aaron Hines, SUNY New Paltz Thomas J. Shaughnessy, Illinois Central College
Robyn Hulsart, Austin Peavy State University Andrea Smith-Hunter, Siena College
Todd E. Jamison, Chadron State College Martha Spears, Winthrop University
Edward A. Johnson, University of North Florida Jeff Stauffer, Ventura College
Kayvan Miri Lavassani, North Carolina Central Kenneth R. Tillery, Middle Tennessee State University
Kim Lukaszewski, SUNY New Paltz Robert Trumble, Virginia Commonwealth University
Brian Maruffi, Fordham University Philip Varca, University of Wyoming
Mantha Vlahos Mehallis, Florida Atlantic University Margaret Viets, University of Vermont
Christine Miller, Tennessee Technological University Brad Ward, Kellogg Community College
Diane Minger, Cedar Valley College Lucia Worthington, University of Maryland
Kimberly K. Montney, Kellogg Community College University College
James H. Moore, Arizona State University Seokhwa Yun, Montclair State University

Thank You!
Steve, Dave, and I would like to thank you for considering and choosing our book for your
management course. All of us have several years of teaching under our belt, and we know
how challenging yet rewarding it can be. Our goal is to provide you with the best resources
available to help you excel in the classroom!
 About the Authors
Stephen P. Robbins received his Ph.D. from the University of
Arizona. He previously worked for the Shell Oil Company and
Reynolds Metals Company and has taught at the University
of Nebraska at Omaha, Concordia University in Montreal,
the University of Baltimore, Southern Illinois University
at E­ dwardsville, and San Diego State University. He is
currently professor emeritus in management at San Diego
State.
Dr. Robbins’s research interests have focused on con-
flict, power, and politics in organizations, ­behavioral deci-
sion making, and the development of effective interpersonal
skills. His articles on these and other topics have appeared
in such journals as Business Horizons, the California Manage-
ment ­Review, Business and Economic Perspectives, International
Management, Management Review, Canadian Personnel and Industrial
Relations, and The Journal of Management Education.
Dr. Robbins is the world’s best-selling textbook author in the areas of management and organi-
zational behavior. His books have sold more than 6 million copies and have been translated into 20
languages. His books are currently used at more than 1,500 U.S. colleges and universities, as well as
hundreds of schools throughout Canada, Latin America, Australia, New Zealand, Asia, and Europe.
Dr. Robbins also participates in masters track competition. Since turning 50 in 1993, he’s won 23
national championships and 14 world titles. He was inducted into the U.S. Masters Track & Field Hall of
Fame in 2005 and is currently the world record holder at 100 m and 200 m for men 65 and over.

David A. DeCenzo (Ph.D., West Virginia University) is

president of Coastal Carolina University in Conway, South
Carolina. In his capacity as president, Dr. DeCenzo is
responsible for the overall vision and leadership of the
university. He has been at Coastal since 2002 when he
took over leadership of the E. Craig Wall Sr. College of
Business. As president, Dr. DeCenzo has implemented a
comprehensive strategic planning process, ensured fiscal
accountability through policy and practice, and promoted
assessment and transparency throughout the University.
Since becoming president in 2007, the University’s enroll-
ment has grown nearly 19 percent, the academic program has
expanded from 39 to 65 undergraduate degree programs and has
added six new master’s degree programs. Before joining the Coastal
faculty in 2002, he served as director of partnership development in the College of Business and
Economics at Towson University in Maryland. He is an experienced industry consultant, corporate
trainer, and public speaker. Dr. DeCenzo is the author of numerous textbooks that are used widely at
colleges and universities throughout the United States and the world.
Dr. DeCenzo and his wife, Terri, have four children and reside in Pawleys Island, South Carolina.

xxii
 A bout t he Aut hor s xxiii

Mary Coulter (Ph.D., University of Arkansas) held different

jobs including high school teacher, legal assistant, and city govern-
ment program planner before completing her graduate work. She
has taught at Drury University, the University of ­Arkansas,
Trinity University, and Missouri State University. She is cur-
rently professor emeritus of management at Missouri State
University. In addition to Fundamentals of Management, Dr.
Coulter has published other books with Pearson including
Management (with Stephen P. Robbins), Strategic Manage-
ment in Action, and Entrepreneurship in Action.
When she’s not busy writing, Dr. Coulter enjoys putter-
ing around in her flower gardens, trying new recipes, read-
ing all different types of books, and enjoying many different
activities with husband Ron, daughters and sons-in-law Sarah and
James, and Katie and Matt, and most especially with her two grand-
kids, Brooklynn and Blake, who are the delights of her life!
1 Managers and
Management

ent
gem

Only those who

ana
th
M

My th
My

want to be managers
need to take a
course in management.
© Rido/Fotolia
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τοῦθ᾽ ἕως ἔσφηλε κἀνεχαίτισεν, ἁψῖδα πέτρῳ προσβαλὼν ὀχήματος.
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