Exploring Management

Exploring Management, 7th Edition supports teaching and learning of core management concepts by presenting material in a straightforward, conversational style with a strong emphasis on application. With a focus on currency, high-interest examples and pedagogy that encourages critical thinking and personal reflection, Exploring Management, 7th Edition is the perfect balance between what students need and what instructors want. Organized by study objectives and broken up into more manageable sections of material, the Seventh Edition supports better student comprehension and mastery of concepts. And features like skill builders, active learning activities, and team projects give students frequent opportunities to apply management concepts. Class activities provide opportunities for discussion and debate. Students can build solid management skills with self-assessments, class exercises, and team projects.

1 Managers and the Management Process 1 1.1 Explain What It Means to Be a Manager 2 Career Readiness is an Ongoing Personal Responsibility 2 Organizations Have Different Types and Levels of Managers 3 Accountability Is a Foundation of Managerial Performance 5 Effective Managers Help Others Achieve High Performance and Satisfaction 5 Managers Are Coaches, Coordinators, and Supporters 6 1.2 Describe What Managers Do and the Skills They Use 8 Managers Plan, Organize, Lead, and Control 8 Managers Perform Informational, Interpersonal, and Decisional Roles 10 Managers Use Networking and Social Capital to Pursue Action Agendas 11 Managers Use Technical, Human, and Conceptual Skills 11 Managers Thrive on Lifelong Learning 12 1.3 Discuss the Implications of Important Career Trends and Issues 14 Globalization Has Changed Societies and the World of Work 15 Failures of Ethics and Corporate Governance Are Troublesome 15 Respecting Diversity and Eliminating Discrimination Are Top Social Priorities 16 Talent Is a “Must Have” in a Free-Agent, Gig, and On-Demand Economy 17 Technology and Analytics Are Driving a Smart Workforce 18 Self-Management Skills Are Essential for Career Success 19 Careers Must be Managed Strategically and not Left to Chance 19 2 Management Learning 24 2.1 Explain the Lessons of the Classical Management Approaches 25 Taylor’s Scientific Management Sought Efficiency in Job Performance 25 Weber’s Bureaucratic Organization Is Supposed to Be Efficient and Fair 27 Fayol’s Administrative Principles Describe Managerial Duties and Practices 28 2.2 Describe the Contributions of the Behavioral Management Approaches 29 Spaulding Espoused Respect for People and Belief in Community 29 Follett Viewed Organizations as Communities of Cooperative Action 30 The Hawthorne Studies Focused Attention on the Human Side of Organizations 32 Maslow Described How Human Needs Influence Motivation 32 McGregor Believed Managerial Assumptions Create Self-Fulfilling Prophecies 33 Argyris Suggested That Workers Treated As Adults Will Be More Productive 34 2.3 Identify the Foundations of Modern Management Thinking 36 Managers Use Quantitative Analysis and Tools to Solve Complex Problems 36 Organizations Are Open Systems That Interact with Their Environments 37 Contingency Thinking Holds That There Is No One Best Way to Manage 39 Quality Management Focuses Attention on Continuous Improvement 40 Evidence-Based Management Seeks Hard Facts About What Really Works 40 3 Ethics and Social Responsibility 44 3.1 Discuss Ethical Dilemmas and Common Ethics Issues in the Workplace 45 Ethical Behavior Is Values Driven 45 Views Differ on What Constitutes Moral Behavior 46 What Is Considered Ethical Can Vary Across Cultures 48 Ethical Dilemmas Are Tests of Personal Ethics and Values 50 It Can be Tempting to Rationalize Unethical Behavior 51 3.2 Describe Ways to Maintain High Standards of Ethical Conduct 52 Personal Character Influences Ethical Decision Making 52 Managers as Positive Role Models Can Inspire Ethical Conduct 53 Training in Ethical Decision Making Can Improve Ethical Conduct 54 Protection of Whistleblowers Can Encourage Ethical Conduct 54 Formal Codes of Ethics Set Standards for Ethical Conduct 55 3.3 Explain What We Know About the Social Responsibilities of Organizations 57 Social Responsibility Is an Organization’s Obligation to Best Serve Society 57 Perspectives Differ on the Importance of Corporate Social Responsibility 58 Shared Value Integrates Corporate Social Responsibility into Mission and Strategy 58 Social Businesses and Social Entrepreneurs Try to Solve Social Problems 60 Social Responsibility Audits Measure the Social Performance of Organizations 60 Sustainability Is an Important Social Responsibility Goal 61 4 Managers as Decision Makers 66 4.1 Explain How Managers Use Information to Solve Problems 67 Managers Use Technological, Informational, and Analytical Competencies to Solve Problems 67 Managers Deal with Problems Posing Threats and Offering Opportunities 68 Managers Can Be Problem Avoiders, Problem Solvers, or Problem Seekers 68 Managers Make Programmed and Nonprogrammed Decisions 69 Managers Use Both Systematic and Intuitive Thinking 70 Managers Use Different Cognitive Styles to Process Information for Decision Making 70 Managers Make Decisions Under Conditions of Certainty, Risk, and Uncertainty 71 4.2 Identify Five Steps in the Decision-Making Process 73 Step 1—Identify and Define the Problem 74 Step 2—Generate and Evaluate Alternative Courses of Action 74 Step 3—Decide on a Preferred Course of Action 75 Step 4—Take Action to Implement the Decision 76 Step 5—Evaluate Results 77 All Steps - Double Check Your Ethical Reasoning 77 4.3 Discuss Current Issues in Managerial Decision Making 79 Creativity Infuses New Ideas Into Decision Making 79 Group Decision Making Has Advantages and Disadvantages 80 Judgmental Heuristics and Other Biases Cause Decision-Making Errors 80 Analytics and Big Data Are Important Decision Making Tools 82 Managers Should Prepare for Crisis Decision Making 83 5 Plans and Planning Techniques 87 5.1 Explain How and Why Managers Use the Planning Process 88 Planning Is One of the Four Functions of Management 88 Planning Sets Objectives and Identifies How to Achieve Them 89 Planning Improves Focus and Flexibility 90 Planning Improves Action Orientation 90 Planning Improves Coordination and Control 90 Planning Improves Time Management 91 5.2 Identify the Types of Plans Used by Managers 92 Managers Use Short-Range and Long-Range Plans 92 Managers Use Strategic and Operational Plans 93 Organizational Policies and Procedures Are Plans 93 Budgets Are Plans That Commit Resources to Activities 94 5.3 Describe Useful Planning Tools and Techniques 96 Forecasting Tries to Predict the Future 96 Contingency Planning Creates Backup Plans for When Things Go Wrong 97 Scenario Planning Crafts Plans for Alternative Future Conditions 98 Benchmarking Identifies Best Practices Used by Others 99 Goal Setting Aligns Plans and Activities 99 Goals Can Have Downsides and Must Be Well Managed 100 Participatory Planning Builds Implementation Capacities 100 6 Controls and Control Systems 105 6.1 Identify How and Why Managers Use the Control Process 106 Controlling Is One of the Four Functions of Management 106 Step 1—Control Begins with Objectives and Standards 107 Step 2—Control Measures Actual Performance 108 Step 3—Control Compares Results with Objectives and Standards 109 Step 4—Control Takes Corrective Action as Needed 109 6.2 Explain the Types of Controls Used by Managers 110 Managers Use Feedforward, Concurrent, and Feedback Controls 111 Managers Use Both Internal and External Controls 111 Managing by Objectives Helps Integrate Planning and Controlling 112 6.3 Identify Useful Control Tools and Techniques 114 Project Management Keeps Complex Tasks on Target and Under Control 115 Quality Control is a Foundation of Good Management 116 Inventory Controls Help Save Costs 117 Breakeven Analysis Shows Where Revenues Will Equal Costs 118 Financial Ratios Measure Key Areas of Financial Performance 119 Balanced Scorecards Keep the Focus on Strategic Control 120 7 Strategy and Strategic Management 124 7.1 Explain the Types of Strategies Used by Organizations 125 Strategy Is a Comprehensive Plan for Achieving Competitive Advantage 126 Organizations Use Corporate, Business, and Functional Strategies 127 Growth Strategies Focus on Expansion 127 Restructuring and Divestiture Strategies Focus on Consolidation 128 Global Strategies Focus on International Business Opportunities 129 Cooperation Strategies Focus on Alliances and Partnerships 130 E-Business Strategies Use the Web and Apps for Business Success 131 7.2 Describe How Managers Formulate and Implement Strategies 133 The Strategic Management Process Analyzes, Formulates, and Implements Strategies 133 SWOT Analysis Identifies Strengths, Weaknesses, Opportunities, and Threats 134 Porter’s Five Forces Model Analyzes Industry Attractiveness 135 Porter’s Competitive Strategies Model Identifies Business or Product Strategies 136 Portfolio Planning Examines Strategies Across Multiple Businesses or Products 137 Strategic Leadership Ensures Strategy Implementation and Control 138 8 Organization Structure and Design 142 8.1 Explain Organizing as a Managerial Responsibility 143 Organizing Is One of the Management Functions 143 Organization Charts Describe Formal Structures of Organizations 144 Organizations Also Have Informal Structures 144 Informal Structures Have Good Points and Bad Points 145 8.2 Identify the Most Common Organization Structures 146 Functional Structures Group Together People Using Similar Skills 147 Divisional Structures Group Together People by Products, Customers, or Locations 148 Matrix Structures Combine the Functional and Divisional Structures 149 Team Structures Make Extensive Use of Permanent and Temporary Teams 150 Network Structures are Built Around Strategic Alliances and Outsourcing 152 8.3 Discuss Current Trends in Organizational Design 154 Organizations Are Becoming Flatter and Using Fewer Levels of Management 154 Organizations Are Increasing Decentralization, Delegation, and Empowerment 154 Organizations Are Becoming More Horizontal and Adaptive 156 Organizations Are Using More Alternative Work Schedules 157 Organizations Are Adjusting to Remote Working 158 Organizations Are Reconfiguring with New Virtual and Physical Architectures 159 9 Organizational Cultures, Innovation, and Change 163 9.1 Explain the Nature of Organizational Culture 164 Organizational Culture Is the Personality of the Organization 164 Organizational Culture Shapes Behavior and Influences Performance 164 Not All Organizational Cultures Are Alike 165 The Observable Culture Is What You See and Hear as an Employee or Customer 166 The Core Culture Contains the Underlying Values of the Organization 167 Value-Based Management Supports a Strong Organizational Culture 168 9.2 Discuss How Organizations Support and Achieve Innovation 170 Organizations Pursue Process, Product, and Business Model Innovations 170 Green Innovations Advance the Goals of Sustainability 170 Social Innovations Seek Solutions to Important Societal Problems 171 Commercializing Innovation Turns New Ideas into Salable Products 171 Disruptive Innovation Uses New Technologies to Displace Existing Practices 172 Innovative Organizations Share Many Common Characteristics 173 9.3 Describe How Managers Lead the Processes of Organizational Change 174 Organizations and Teams Need Change Leaders 175 Organizational Change Can Be Transformational or Incremental 175 Planned Change Includes Unfreezing, Changing, and Refreezing Phases 176 Times of Complexity Require Improvisation during the Change Process 177 Managers Use Force-Coercion, Rational Persuasion, and Shared Power Change Strategies 178 Change Leaders Identify and Deal Positively with Resistance to Change 179 10 Human Resource Management 184 10.1 Describe the Purpose and Legal Context of Human Resource Management 185 Human Resource Management Attracts, Develops, and Maintains a Talented Workforce 185 Strategic Human Resource Management Aligns Human Capital with Organizational Strategies 186 Laws Protect Against Employment Discrimination 186 Laws Can’t Guarantee That Employment Discrimination Will Never Happen 187 10.2 Explain Essential Human Resource Management Practices 190 Psychological Contracts Set the Exchange of Value Between Individuals and Organizations 190 Recruitment Attracts Qualified Job Applicants 191 Selection Makes Hiring Decisions 192 Onboarding Introduces New Hires to the Organization 193 Training Develops Employee Skills and Capabilities 193 Performance Reviews Assess Work Accomplishments 194 Career Development Provides for Retention and Career Paths 195 10.3 Summarize Current Issues in Human Resource Management 196 Job Flexibility and Work–Life Balance are Top Priorities for Job Seekers 197 More People Are Working as Independent Contractors and Contingency Workers 197 Compensation Plans Influence Recruitment and Retention 197 Fringe Benefits Are an Important Part of Compensation 199 Labor Relations and Collective Bargaining Are Closely Governed by Law 199 11 Leadership 204 11.1 Describe the Foundations of Effective Leadership 205 Leadership Is One of the Four Functions of Management 205 Leaders Use Positioin and Personal Power to Achieve Influence 206 Leaders Bring Vision to Teams and Organizations 207 Leaders Display Different Traits in the Quest for Effectiveness 208 Leaders Display Different Styles in the Quest for Effectiveness 209 11.2 Summarize Insights of the Contingency Leadership Theories 211 Fiedler’s Contingency Model Matches Leadership Styles with Situational Demands 211 The Hersey-Blanchard Model Matches Leadership Styles with Followers’ Readiness to Perform 212 House’s Path-Goal Theory Matches Leadership Styles with Task and Follower Characteristics 213 Leader–Member Exchange Theory Describes How Leaders Treat In-Group and Out-Group Followers 213 The Vroom-Jago Model Describes How Leaders UseAlternative Decision-Making Methods 214 11.3 Discuss Current Issues and Directions in Leadership Development 216 Transformational Leaders Inspire Enthusiasm and High Performance 216 Emotionally Intelligent Leaders Handle Emotions and Relationships Well 218 Interactive Leaders Emphasize Communication, Listening, and Participation 218 Moral Leaders Build Trust Through Personal Integrity 220 Servant Leaders are Follower Centered, Empowering, and Authentic 221 Virtual Leaders of Remote Teams Thrive on Strong Task Skills 222 Leadership Begins with “Good Old-Fashioned” Hard Work 222 12 Individual Behavior 226 12.1 Describe How Perceptions Influence Individual Behavior 227 Perception Filters Information Received From Our Environment 227 Perceptual Distortions Can Hide Individual Differences 227 Perception Can Cause Attribution Errors 229 Impression Management Influences How Others Perceive Us 229 12.2 Contrast How Different Personalities Influence Individual Behavior 230 The Big Five Personality Traits Describe Important Individual Differences 231 The Myers–Briggs Type Indicator Is a Popular Approach to Personality Assessment 232 Personalities Vary on Personal Conception Traits and Narcissism 233 People with Type A Personalities Tend to Stress Themselves 234 12.3 Explain How Attitudes, Emotions, and Moods Influence Individual Behavior 237 Attitudes Predispose People to Act in Certain Ways 237 Job Satisfaction Influences Work Behavior and Outcomes 238 Emotions and Moods Influence Behavior 239 13 Motivation 244 13.1 Describe How Human Needs Influence Motivation to Work 245 Maslow Describes a Hierarchy of Needs Topped by Self-Actualization 245 Alderfer’s ERG Theory Discusses Existence, Relatedness, and Growth Needs 246 McClelland Identifies Acquired Needs for Achievement, Power, and Affiliation 247 Herzberg’s Two-Factor Theory Focuses on Higher-Order Need Satisfaction 248 The Core Characteristics Model Integrates Motivation and Job Design 249 13.2 Identify How Thoughts and Decisions Affect Motivation to Work 251 Equity Theory Explains How Social Comparisons Motivate Individual Behavior 252 Expectancy Theory Focuses on Individual Decisions to Work Hard, or Not 253 Goal-Setting Theory Shows That the Right Goals Can Be Motivating 254 13.3 Explain How Reinforcement Influences Motivation to Work 256 Operant Conditioning Influences Behavior by Controlling Its Consequences 257 Positive Reinforcement Connects Desirable Behavior with Pleasant Consequences 258 Punishment Connects Undesirable Behavior with Unpleasant Consequences 259 14 Teams and Teamwork 263 14.1 Discuss the Importance of Teams and Teamwork 264 Teams Offer Synergy and Other Benefits 264 Teams Can Suffer from Performance Problems 265 Organizations Are Networks of Formal Teams and Informal Groups 265 Organizations Use Committees, Task Forces, and Cross-Functional Teams 266 Technology Has Mainstreamed Use of Virtual Teams 266 Self-Managing Teams Are a Form of Job Enrichment for Groups 268 14.2 Identify the Building Blocks of Successful Teamwork 270 Teams Need the Right Members to Be Effective 271 Teams Need the Right Setting and Size to Be Effective 271 Teams Need the Right Processes to Be Effective 272 Teams Need to Master Different Stages of Development 272 Team Performance Is Influenced by Norms 274 Team Performance Is Influenced by Cohesiveness 275 Team Performance Is Influenced by Communication Networks 276 Team Performance Benefits from Shared Leadership 277 14.3 Discuss How Managers Create and Lead High-Performance Teams 279 Team Building Can Improve Teamwork and Performance 279 Teams Benefit When They Use the Right Decision Methods 279 Teams Suffer When Groupthink Leads to Bad Decisions 281 Teams Benefit When Conflicts Are Well Managed 281 15 Communication 286 15.1 Explain the Nature of Communication and What Makes It Effective 287 Communication Helps to Build Social Capital 287 The Communication Process Has Lots of Room for Errors 287 Communication Is Persuasive When the Receiver Acts as the Sender Intends 289 15.2 Identify the Major Barriers to Effective Communication 291 Poor Use of Channels Makes It Difficult to Communicate Effectively 292 Poor Written or Oral Expression Makes It Difficult to Communicate Effectively 292 Failure to Spot Nonverbal Signals Makes It Difficult to Communicate Effectively 293 Information Filtering Makes It Difficult to Communicate Effectively 294 Overloads and Distractions Make It Difficult to Communicate Effectively 295 15.3 Discuss Ways to Improve Communication with People at Work 296 Active Listening Helps Others to Say What They Really Mean 296 Constructive Feedback Is Specific, Timely, and Relevant 297 Office Designs Can Encourage Interaction and Communication 297 Transparency and Openness Build Trust in Communication 299 Appropriate Online Behavior Is a Communication Essential 299 Sensitivity and Etiquette Improve Cross-Cultural Communication 300 16 Diversity and Global Cultures 304 16.1 Discuss What We Need to Know About Diversity in the Workplace 305 Inclusion Drives a Business Case for Diversity 305 Multicultural Organizations Value and Support Diversity 306 Diversity Bias Exists in Many Forms and Situations 306 Organizational Subcultures Create Diversity Challenges 308 Managing Diversity Is a Leadership Priority 309 16.2 Explain What We Should Know About Diversity Among Global Cultures 311 Culture Shock Is Discomfort in Cross-Cultural Situations 311 Cultural Intelligence Is an Ability to Adapt to Different Cultures 312 The “Silent” Languages of Cultures Include Context, Time, and Space 313 Cultural Tightness and Looseness Varies Around the World 314 Hofstede’s Model Identifies Value Differences Among National Cultures 316 Intercultural Competencies Are Essential Career Skills 317 17 Globalization and International Business 321 17.1 Discuss How Globalization Affects International Business 322 Globalization Increases Interdependence of the World’s Economies 322 Businesses Go Global for Many Reasons 324 Businesses Go Global in Different Ways 324 Legal Systems and Economic Nationalism Pose International Business Challenges 325 Regional Economic Alliances Influence International Business Dealings 326 17.2 Explain the Challenges and Controversies Facing Global Corporations 329 Global Corporations Have Extensive Operations in Many Countries 329 The Actions of Global Corporations Can Be Controversial 329 Managers of Global Corporations Face Ethics Challenges 330 The Management Process is Complicated in Global Corporations 332 18 Entrepreneurship and Small Business 337 18.1 Describe Entrepreneurship and the Characteristics of Entrepreneurs 338 Entrepreneurs Are Risk-Takers Who Spot and Pursue pportunities 338 Entrepreneurs Face Risks of Failure in Their Drives to Succeed 340 Entrepreneurs Often Share Similar Characteristics and Backgrounds 340 Entrepreneurs Often Share Similar Personality Traits 341 Women and Minority Entrepreneurs Are Growing in Numbers 342 Social Entrepreneurs Seek Novel Solutions to Pressing Social Problems 343 18.2 Discuss the Nature of Small Businesses and How to Start One 345 Small Businesses Are Mainstays of the Economy 346 Small Businesses Must Master Three Life-Cycle Stages 346 Family-Owned Businesses Face Unique Challenges 346 Many Small Businesses Fail Within 5 Years 347 Assistance Is Available to Help Small Businesses to Get Started 348 A Small Business Should Start with a Sound Business Plan 349 There Are Different Forms of Small Business Ownership 349 There Are Different Ways of Financing a Small Business 351 Skill-Building Portfolio / Cases For Critical Thinking / Test Prep Answers / Glossary / Endnotes / Name Index / Organization Index / Subject Index