Contemporary - · PDF filePlanning Organizing Leading Controlling Performing Managerial ......

Contemporary

Sixth Edition

Gareth R. JonesTexas A&M University

Jennifer M. GeorgeRice University

McGraw-HillIrwin

Boston Burr Ridge, IL Dubuque, IA New York San Francisco St. LouisBangkok Bogota Caracas Kuala Lumpur Lisbon London Madrid Mexico CityMilan Montreal New Delhi Santiago Seoul Singapore Sydney Taipei Toronto

Chapter One Managers and Managing

Topics

A Manager's ChallengeHow Anne Mulcahy Createda New Xerox 3

OverviewWhat Is Management?

Achieving HighPerformance:A Manager's GoalWhy Study Management?

Essential ManagerialTasks

PlanningOrganizingLeadingControllingPerforming ManagerialTasks: Mintzberg'sTypology u

Levels and Skillsof Managers

Levels of ManagementManagerial Skills

5

5

5

7

8

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13

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15

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Recent Changes inManagement Practices

Restructuring andOutsourcingEmpowerment and Self-Managed Teams

Challenges forManagement in aGlobal Environment

Building CompetitiveAdvantageMaintaining Ethical andSocially ResponsibleStandardsManaging a DiverseWorkforceUtilizing IT andE-CommercePracticing Global CrisisManagement

20

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Chapter Two The Evolution of Management Thought

Topics

38

A Manager's ChallengeFinding Better Ways toMake Cars 39

Overview

Scientific ManagementTheory

Job Specialization and theDivision of LaborF. W. Taylor and ScientificManagementThe Gilbreths

41

42

42

43

46

Administrative ManagementTheory

The Theory of BureaucracyFayol's Principles ofManagement

48

49

50

Behavioral ManagementTheory

The Work of Mary ParkerFollettThe Hawthorne Studies andHuman RelationsTheory X and Theory Y

Management ScienceTheoryOrganizationalEnvironment Theory

The Open-Systems ViewContingency Theory

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5657

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iv

Examples Management in Action

Manager as a PersonJoe Coulombe Makes TraderJoe's a Small BusinessSuccess Story 10

Information Technology ByteIBM Creates Global Self-Managed Teams 22

Management InsightSharper Image Is No Longerin Focus

Ethics in ActionHow Not to Run aMeatpacking Plant

25

27

Summary and Review 31

Management in Action 32Topics for Discussion and Action 32Building Management Skills 32Managing Ethically 33Small Group Breakout Exercise 33Exploring the World Wide Web 34Be the Manager 34BusinessWeek Case in the News:Howard Schultz's StarbucksChallenge 34BusinessWeek Case in the News:Making Her Mark at Merck:Margaret McGlynn Is on aFast Track 35


Ethics in ActionFordism in Practice 45

Manager as a PersonAndrew Carnegie Creates theNew Industrial Company 47

Management InsightPeters and Waterman's ExcellentCompanies 54

Managing GloballyTeams, Teams, and MoreTeams at Nokia 64


Management in Action 66Topics for Discussion and Action 66Building Management Skills 66Managing Ethically 67Small Group Breakout Exercise 69Exploring the World Wide Web 69Be the Manager 69BusinessWeek Case in the News:Netflix: Flex to the Max 69BusinessWeek Case in the News:Oticon's No-Cubicle Culture 71

Chapter Three Values, Attitudes, Emotions, and Culture:The Manager as a Person 72

A Manager's ChallengeFtyla Teleservices Stands OutAmong Telemarketers 73

Topics

OverviewEnduring Characteristics:

O

Personality TraitsThe Big Five PersonalityTraitsOther Personality TraitsThat Affect ManagerialBehavior

Values, Attitudes, andMoods and Emotions

Values: Terminal andInstrumental

75

75

75

80

81

82

AttitudesMoods and Emotions

Emotional Intelligence

Organizational CultureManagers andOrganizational CultureThe Role of Values andNorms in OrganizationalCultureCulture and ManagerialAction

8488

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99

Chapter Four Ethics and Social Responsibility 108

Topics

A Manager's ChallengeThe Ethics of the GlobalFlower-GrowingBusiness 109

Overview

The Nature of EthicsEthical DilemmasEthics and the LawChanges in Ethics overTime

Stakeholders and EthicsStockholdersManagersEmployeesSuppliers and DistributorsCustomersCommunity, Society, andNationRules for Ethical DecisionMaking

111

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Why Should ManagersBehave Ethically?

Ethics and SocialResponsibility *

Societal EthicsOccupational EthicsIndividual Ethics

Organizational Ethics

Approaches to SocialResponsibility

Four Different ApproachesWhy Be SociallyResponsible?The Role of OrganizationalCulture

126

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138


Manager as a PersonWho Would Have ThoughtDirty Jobs Would Be a Hit? 79

Ethics in Act ionTelling the Truth at Gentle GiantMoving 83

Focus on DiversityChanging Attitudes 85

Manager as a PersonPAETEC's Caring Culture 95


Management in Action 102Topics for Discussion and Action 102Building Management Skills 102Managing Ethically 103Small Group Breakout Exercise 103Exploring the World Wide Web 103Be the Manager 104BusinessWeek Case in the News:The Blogging Czar of Moscow 104BusinessWeek Case in the News:Young and Impatient in India 105


Ethics in Act ion ,The Ethics of Some NonprofitsAre Not So Good 118

Ethics in Act ionWhole Foods Market PracticesWhat It Preaches 120

Ethics in ActionDigital Piracy, Ethics, and Napster 125

Ethics in ActionIs It Right to Use Child Labor? 130

Ethics in Act ionJonathan Reckford RebuildsGoodwill at Habitat for Humanity 134

Ethics in Act ionApple Juice or Sugar Water? 137

Ethics in Act ionJohnson & Johnson's EthicalCulture 140


Management in Action 142Topics for Discussion and Action 142Building Management Skills 142Managing Ethically 143Small Group Breakout Exercise 143Exploring the World Wide Web 143Be the Manager 144BusinessWeek Case in the News:Cleaning Up Boeing 144BusinessWeek Case in the News:Fixing Apple's "Sweatshop" Woes 145

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ontentsChapter Five Managing Diverse Employees in a

Multicultural Environment 148

Topics

A Manager s ChallengeReaping the Benefits ofDiversity 149

OverviewI The Increasing Diversity

of the Workforce and theEnvironment

: Age• Gender

'• Race and Ethnicity

Religion

Capabilities/Disabilities

; Socioeconomic! Background

• Sexual Orientation

Other Kinds of Diversity

151

151

152

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154

155

155

156

158

159

Managers and theEffective Managementof Diversity 159

Critical Managerial Roles 159The Ethical Imperativeto Manage DiversityEffectively 161

Effectively ManagingDiversity Makes GoodBusiness Sense 162

Percept ion 164

Factors That InfluenceManagerial Perception 164

Chapter Six Managing in the Global Environment 186

A Manager's ChallengeNestle's Global Food Empire 187

Topics

OverviewWhat Is the GlobalEnvironment?

The Task EnvironmentSuppliers

Distributors

Customers

Competitors

The GeneralEnvironment

Economic Forces

Technological Forces

Sociocultural Forces

Demographic Forces

Political and Legal Forces

188

189

189

189

193

194

195

198

199

199

200

201

201

The Changing GlobalEnvironment

The Process ofGlobalizationDeclining Barriers to Tradeand Investment

Declining Barriers ofDistance and Culture

Effects of Free Trade onManagers

The Role of NationalCulture

Cultural Values and Norms

Hofstede's Model ofNational Culture

National Culture andGlobal Management

202

204

206

207

208

210

211

211

214

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Perception as a Determinant

of Unfair Treatment 165

Overt Discrimination 169

How to Manage DiversityEffectively

Steps in Managing Diversity

Effectively

Sexual HarassmentForms of SexualHarassment

Steps Managers Can'Taketo Eradicate SexualHarassment

170

170

175

175

176

Focus on DiversityPreventing DiscriminationBased on Sexual Orientation 158

Ethics in Action-Disabled Employees MakeValuable Contributions 166

Managing GloballyWomen Struggle to Advancein Their Careers in Japan 169

Management InsightTop Execs Improve TheirUnderstanding of the Front Line 171


Management in Action 178Topics for Discussion and Action 178Building Management Skills 179Managing Ethically 179Small Group Breakout Exercise 179Exploring the World Wide Web 179Be the Manager 180BusinessWeek Case in theNews: What Works in Women'sNetworks 180BusinessWeek Case in theNews: The Best Places toLaunch a Career" 182


Managing GloballyGlobal Supply Chain Management 192

Ethics in ActionWhy Is Beer and Wine SoExpensive: Powerful Distributors 193

Managing GloballyAmerican Rice Invades Japan 198

Managing GloballyCustomizing Food to the Tastesof Different Cultures 203

Managing GloballyIKEA Is on Top of the FurnitureWorld 205

Managing GloballyA Gaijin Works to Turn AroundSony 212

Managing GloballyNokia Makes a Big Beton Romania 215


Management in Action 218Topics for Discussfon and Action 218Building Management Skills 218Managing Ethically 218Small Group Breakout Exercise 219Exploring the World Wide Web 219Be the Manager 219Business Week Case in the News:A Guide for Multinationals 220BusinessWeek Case in the News:Remade in the USA-Sony Global 221BusinessWeek Case in the News:Nokia Connects 223

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Chapter Seven

A Manager's ChallengeMaking Good Decisions atPUMA 225

Decision Making, Learning, Creativity,and Entrepreneurship 224

Topics

Choose Among Alternatives 239

OverviewThe Nature of Managerial

Decision Makingo

Programmed andNonprogrammed DecisionMakingThe Classical Model

The AdministrativeModelSteps in the Decision-Making Process

Recognize the Need for aDecisionGenerate AlternativesAssess Alternatives

227

227

228232

232

236

236

237

238

Implement the ChosenAlternativeLearn from Feedback

Cognitive Biases andDecision Making

Prior-Hypothesis BiasRepresentativeness BiasIllusion of ControlEscalating CommitmentBe Aware of Your Biases

Group Decision MakingThe Perils of GroupthinkDevil's Advocacy andDialectical InquiryDiversity Among Decision

239240

241

241

242

242

242

243

243

243

244

Makers 245

I Chapter Eight The Manager as a Planner and Strategist 260

i A Manager's ChallengeWhv Does Best Buy

i Outperform Circuit City? 261

Topics

OverviewPlanning and Strategy

The Nature of thePlanning Process

Why Planning Is ImportantLevels of PlanningLevels and Types ofPlanningTime Horizons of PlansStanding Plans andSingle-Use PlansScenario Planning

263

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264

264265

266

268

268

269

Determining theOrganization's Missionand Goals

Defining the BusinessEstablishing Major Goals

Formulating StrategySWOT AnalysisThe Five Forces Model

Formulating Business-Level Strategies

Low-Cost StrategyDifferentiation Strategy

270

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273

273

276

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278


Organizational Learning

and Creativity 245

Creating a Learning

Organization 245

Promoting Individual

Creativity 246

Promoting Group Creativity 247

Entrepreneurship andCreativity „ 248

Entrepreneurship and New

Ventures 250

Intrapreneurship andOrganizational Learning 251

Focus on DiversityProgrammed Decision Makingat UPS , 229

Manager as a PersonCurbing Overconfidence 231

information Technology ByteRevising Plans at AssociatedBusiness Systems 234

Management InsightDecision Making and Learningfrom Feedback at GarageTek

Ethics in ActionFinding Funding to Do Good

240

249


Management in Action 254Topics for Discussion and Action 254Building Management Skills 254Managing Ethically 255Small Group Breakout Exercise 255Exploring the World Wide Web 255Be the Manager 256BusinessWeek Case in the News:The Icelander Who Wants Saks 256BusinessWeek Case in the News:Bridging the Generation Gap 257

Examples

"Stuck in the Middle"Focused Low-Cost andFocused DifferentiationStrategies

Formulating Corporate-Level Strategies

Concentration on a SingleIndustry

Vertical Integration

Diversification

International Expansion

Planning andImplementing Strategy

278

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281

282

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284

286

292

Management InsightUps and Downs at Mattel 271

Manager as a PersonDouglas Conant Keeps StirringUp Campbell Soup 274

Management InsightDifferent Ways to Compete inthe Soft-Drink Business 279

Management InsightHow to Make RelatedDiversification Work 285

Managing GloballyHow DHL Entered the U.S.Package Delivery Business 290

Management inAction


Management in Action 293Topics for Discussion and Action 293Building Management Skills 293Managing Ethically 294Small Group Breakout Exercise 294Exploring the World Wide Web 294Be the Manager 295BusinessWeek Case in the News:That Computer Is So You 295BusinessWeek Case in the News:Is the Bloom Off at FTD? 296Business Week Case in the News:Swords to Plowshares and BackAgain at Rockwell Collins 297Appendix H o w to Developa Business F lan 298

Developing a Business Plan 298Writing a Detailed Business Plan 299Developing Your Own BusinessPlan 300

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Chapter Nine Value-Chain Management: FunctionalStrategies for Competitive Advantage 302

A Manager's ChallengeToyota's Approach to BuildingCompetitive Advantage 303

Topics

Overview 305

Functional Strategies,the Value Chain, andCompetitive Advantage 305

Functional Strategies andValue-Chain Management 307

Improving Responsiveness

to Customers 309What Do Customers Want? 309Managing the Value Chainto Increase Responsivenessto Customers 310

Customer RelationshipManagement 311

Improving QualityTotal Quality Management

Improving EfficiencyFacilities Layout, FlexibleManufacturing, andEfficiency

Just-in-Time Inventory andEfficiency

Self-Managed Work Teamsand Efficiency

Process Reengineering andEfficiency

Information Systems, theInternet, and Efficiency

313

314

318

318

321

323

323

324

Chapter Ten Managing Organizational Structureand Culture 342

A Manager's ChallengeLiz Claiborne Reorganizes ItsStructure 343

Topics

OverviewDesigning OrganizationalStructure

The OrganizationalEnvironment

Strategy

Technology

Human Resources

Grouping Tasks into Jobs:

Job DesignJob Enlargement and JobEnrichment

345

345

346

347

347

348

348

349

The Job Characteristics

Model

Groupingjobs intoFunctions and Divisions:Designing OrganizationalStructure

Functional Structure

Divisional Structures:Product, Market, andGeographic

Matrix and Product TeamDesigns

Hybrid Structure

351

351

354

358

361

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Improving Innovation 324Two Kinds of Innovation 325Strategies to PromoteInnovation and SpeedProduct Development 325

Managing the Value Chain:Some Remaining Issues 331

Boundary-Spanning Roles 331

Value-Chain ManagementOver Time 333

Ethical Implications 334

Information Technology ByteHow CRM Helped EmpireHealthChoice 312

Management InsightStarwood Uses Six Sigma toImprove Hotel Performance 316

Manager as a PersonPaddy Hopkirk Improves FacilitiesLayout 319

Management InsightUnited Electric's Kanban System 322

Management InsightGoogle Encourages Innovationand Product Development 329

Management InsightToyota Is Not Perfect, But ItContinually Strives to Be 333

Ethics in Act ionThe Human Cost of ImprovingProductivity 334


Management in Action 337Topics for Discussion and Action 337Building Management Skills 337Managing Ethically 338Small Group Breakout Exercise 338Exploring the World Wide Web 338Be the Manager 339BusinessWeek Case in the News:Philips' Norelco 339BusinessWeek Case in the News:No One Does Lean Like theJapanese 340


Coordinating Functionsand Divisions 362

Allocating Authority 362

Integrating and CoordinatingMechanisms 368

Organizational Culture 370Where Does OrganizationalCulture Come From? 372

Strong, Adaptive Culturesversus Weak, Inert Cultures 375

Managing GloballyNokia's Geographic StructureHelps It Conquer the World 357

Managing GloballyHow to Use Empowered Self-Managed Teams 365

Manager as a PersonAvon Is Calling for a NewStructure 367

Manager as a PersonSam Walton and Wal-Mart'sCulture 371


Management in Action 378Topics for Discussion and Action 378Building Management Skills 378Managing Ethically 379Small Group Breakout Exercise 379Exploring the World Wide Web 379Be the Manager 380BusinessWeek Case in the News:Information Technology: Stoppingthe Sprawl at HP 381BusinessWeek Case in the News:The Art of Motivation 382

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Chapter Eleven Organizational Control and Change 384

A Manager's ChallengeWhat is the Best Way to ControlPeople and Resources? 385

Topics

OverviewWhat Is OrganizationalControl?

The Importance ofOrganizational ControlControl Systems and ITThe Control Process

Output ControlFinancial Measures ofPerformance

Organizational Goals

Operating Budgets

Problems with OutputControl

387

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Behavior ControlDirect Supervision

Management by ObjectivesBureaucratic Control

Problems with BureaucraticControl

Clan ControlOrganizational Change

Lewin's Force-Field Theoryof Change

Evolutionary andRevolutionary Change

Managing Change

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404

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Chapter Twelve Hurnan Resource Management 420

A Manager's ChallengeTreating Employees Well Leads toSatisfied Customers 421

Topics

Overview

Strategic HumanResource Management

Overview of theComponents of HRM

The Legal Environment

of HRMRecruitment andSelection

Human Resource Planning

Job Analysis

External and InternalRecruitment

The Selection Process

Training andDevelopment

Types of Training

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427

429

430

431

432

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438

438

Types of Development

Transfer of Training andDevelopment

Performance Appraisaland Feedback

Types of PerformanceAppraisal

Who AppraisesPerformance?

Effective PerformanceFeedback

Pay and BenefitsPay Level

Pay Structure

Benefits

Labor RelationsUnions

Collective Bargaining

439

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Management InsightMaking the Financial FiguresCome Alive 395

Managing GloballyWal-Mart Uses Output Control toExpand Internationally 397

Management InsightMicrosoft Has Problems Controllingand Evaluating Its Employees 401

Manager as a PersonBob Iger's Big Changes at WaltDisney - 405

Management InsightJames Casey Creates a Culturefor UPS 407

Manager as a PersonPfizer's Big Push to CreateBlockbuster Drugs 412


Management in Action 415Topics for Discussion and Action 415Building Management Skills 415Managing Ethically 416Small Group Breakout Exercise 416Exploring the World Wide Web 416Be the Manager 417BusinessWeek Case in the News:Cracking the Whip at Wyeth 417BusinessWeek Case in the News:How Failure Breeds Success 418


Managing GloballyManaging Human Resourcesat Semco 426

Focus on DiversityIs It Age Discrimination? 428

Information Technology ByteFog Creek Software's Approachto Recruiting 433

Focus on DiversityFamily-Friendly Benefits atGuerra DeBerry Coody * 449


Management in Action 454Topics for Discussion and Action 454Building Management Skills 454Managing Ethically 455Small Group Breakout Exercise 455Exploring the World Wide Web 455Be the Manager 456BusinessWeek Case in the News:How to Make a Microserf Smile 456BusinessWeek Case in the News:Guess Who's Hiring in America 459

Chapter Thirteen Motivation and Performance 460

A Manager's ChallengeMotivating Employees at EnterpriseRent-A-Car 461

Topics

OverviewThe Nature of Motivation

Expectancy TheoryExpectancyInstrumentalityValenceBringing It All Together

Need TheoriesMaslow's Hierarchy ofNeedsAlderfer's ERG Theory

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469

470

471

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473

rierzberg s Motivator-Hygiene TheoryMcClelland's Needs forAchievement, Affiliation,and PowerOther Needs

Equity TheoryEquityInequityWays to Restore Equity

Goal-Setting Theory

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477

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479

! Chapter Fourteen Leadership 494

i A Manager's Challenge; Judy McGrath LeadsI MTV Networks 495

Topics

OverviewThe Nature of Leadership

Personal Leadership Styleand Managerial TasksLeadership Styles AcrossCulturesPower: The Key toLeadershipEmpowerment: AnIngredient in ModernManagement

Trait and BehaviorModels of Leadership

The Trait ModelThe Behavior Model

Contingency Models ofLeadership

Fiedler's ContingencyModel

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507

House's Path-GoarTheoryThe Leader SubstitutesModelBringing It All Together

TransformationalLeadership

Being a CharismaticLeaderStimulating SubordinatesIntellectuallyEngaging in DevelopmentalConsiderationThe Distinction BetweenTransformational andTransactional Leadership

Gender and Leadership

Emotional Intelligenceand Leadership

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Learning Theories, 480Operant ConditioningTheory 480Social Learning Theory 483

Pay and Motivation 485Basing Merit Pay onIndividual, Group, orOrganizational Performance 485Salary Increase or Bonus? 486Examples of Merit PayPlans . 487

Ethics in ActionMcDonough Protects the Planet 465

Management InsightManaging and RetainingEmployees at the Container Store 469

information Technology ByteBoosting Motivation andRetention at Protus IP Solutions 471

information Technology ByteHigh Motivation Rules at theSAS Institute 475


Management in Action 489Topics for Discussion and Action 489Building Management Skills 489Managing Ethically 490Small Group Breakout Exercise 490Exploring the World Wide Web 490Be the Manager 491BusinessWeek Case in the News:Why Settle for Just One Line ofWork? 491BusinessWeek Case in the News:Nokia's New Home in Romania 492


Ethics in Act ionServant Leadership atZingerman's 498

Manager as a PersonLiane Pelletier Uses HerExpert Power in Alaska 502

Ethics in Act ionConsideration at Costco 505

Focus on DiversityAdmitting a Mistake HelpsSmall-Business Leader 517


Management in Action 520Topics for Discussion and Action 520Building Management Skills 520Managing Ethically 521Small Group Breakout Exercise 521Exploring the World Wide Web 522Be the Manager 522BusinessWeek Case in the News:Big Blue Goes for the Big Win 522BusinessWeek Case in the News:When CEO's Aren't Leaders 523

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Contents'J Chapter Fifteen Effective Groups and Teams 526

jfc.' A Manager's ChallengeJEjj* ] Employees Form Teams at£ l~' ICU Medical 527

S.I

j '

Topicsr

OverviewGroups, Teams, andOrganizationalEffectiveness

Groups and Teams asPerformance Enhancers

Groups, Teams, andResponsiveness toCustomersTeams and InnovationGroups and Teams asMotivators

Types of Groups andTeams -

The Top-ManagementTeam

529

529

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532

532

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535

Research and DevelopmentTeamsCommand GroupsTask ForcesSelf-Managed Work TeamsVirtual TeamsFriendship GroupsInterest Groups

r

Group DynamicsGroup Size, Tasks, andRolesGroup LeadershipGroup Developmentover Time

Group NormsGroup Cohesiveness

rijr

Ooo

535536

536

538

539

540

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543

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Chapter Sixteen

A Manager's ChallengeManaaers Need Feedbackfrom Employees 565

Promoting Effective

Topics

Overview

Communication and

ManagementThe Importance of GoodCommunicationThe CommunicationProcessThe Role of Perception in .CommunicationThe Dangers of IneffectiveCommunication

Information Richness andCommunication Media

Face-to-FaceCommunication

Communication

567

567

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569

570

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Spoken CommunicfationElectronically TransmittedPersonally AddressedWritten CommunicationImpersonal WrittenCommunication

CommunicationNetworks

CommunicationNetworks in Groups andTeamsOrganizationalCommunication NetworksExternal Networks

564

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Managing Groups andTeams for HighPerformance 551

Motivating Group Membersto Achieve OrganizationalGoals 551

Reducing Social Loafing inGroups 553

Helping Groups to ManageConflict Effectively 554

Information Technology ByteTechnology Helps Teams AchieveSynergies by Identifying Expertise 531

Information Technology BytePizza Teams Innovate at Amazon 533

Management InsightSelf-Managed Teams at LouisVuitton and Nucor Corporation 537

Management InsightTeams Benefit from Devianceand Conformity at IDEO 547


Management in Action 556Topics for Discussion and Action 556Building Management Skills 556Managing Ethically 557Small Group Breakout Exercise 557Exploring the World Wide Web 557Be the Manager 558BusinessWeek Case in the News:Managing the New Workforce 558BusinessWeek Case in the News:International Isn't Just IBM's FirstName 560


Information Technology

and Communication 582

The Internet 582

Intranets 582

Groupware andCollaboration Software

Communication Skillsfor Managers

Communication Skills for

Managers as Senders

Communication Skills for

Managers as Receivers

Understanding Linguistic

Styles

583

586

587

589

590

Managing GloballyGlobal Communication EnablesGlobal Innovation 568

Management InsightWhen Face-to-FaceCommunication Is Called For 573

Ethics in Act ionMonitoring E-mail and InternetUsage 577

Information Technology ByteCollaborating with Wikis 585


Management in Action 595Topics for Discussion and Action 595Building Management Skills 595Managing Ethically 596Small Group Breakout Exercise 596Exploring the World Wide Web 597Be the Manager 597BusinessWeek Case in theNews: The Water Cooler Is Nowon the Web 597BusinessWeek Case in the News:It's All About the Face-to-Face 599

XIX

ontentsChapter Seventeen Managing Conflict, Politics, and Negotiation 602

A Manager's ChallengeRavi Kant Effectively ManagesConflict 603

Topics

Overview 604

Organizational Conflict 605Types of Conflict 605

Sources of Conflict 607

Conflict ManagementStrategies 609

Negotiation 613

Distributive Negotiationand Integrative Bargaining 613

Strategies to EncourageIntegrative Bargaining 613

Organizational Politics 615The Importance ofOrganizational Politics 616Political Strategies forGaining and Maintaining

Power 616

Political Strategies forExercising Power 619

Chapter Eighteen Using Advanced Information Technologyto Increase Performance 632

A Manager's ChallengeNow B&M Retailers Use ITto Attract Customers 633

Topics

Overview

Information and theManager's Job

635

635

Attributes of UsefulInformation 636

What Is InformationTechnology? 637

Information and Decisions 638Information and Control 638Information andCoordination 640

Glossary

Credits

Index

667

679

713

The IT Revolution 640The Effects of Advancing IT 641

IT and the Product LifeCycle 641

Computer Networks 643

Types of ManagementInformation Systems 646

The OrganizationalHierarchy: The TraditionalInformation System 646

Transaction-ProcessingSystems 647

Operations InformationSystems 647

Decision Support Systems 648


Managing GloballyXplane Integrates Operationsin Spain 610

Focus on DiversityIndra Nooyi Builds Alliances 618

Ethics in ActionEl Faro Benefits MultipleStakeholders 621


Management in Action 624Topics for Discussion and Action' 624Building Management Skills 624Managing Ethically 625Small Group Breakout Exercise 625Exploring the World Wide Web 625Be the Manager 626BusinessWeek Case in the News:My Way or the Highway atHyundai 626BusinessWeek Case in the News:A Town Torn Apart by Nestle 628


Artificial Intelligence andExpert Systems 649

Enterprise ResourcePlanning Systems 650

E-Commerce Systems 653

The Impact andLimitations of InformationTechnology 654

Strategic Alliances, B2BNetwork Structures, and IT 654

Flatter Structures andHorizontal Information

Flows 656

Limitations of IT 659

Management InsightHerman Miller's Office of theFuture 639

Management InsightIBM's "Business-on-Demand" IT 644

Manager as a PersonHow Judy Lewent Became Oneof the Most Powerful Women inCorporate America 648

Information Technology ByteSAP's ERP System 651

information Technology ByteInformation Flows at Tel Co.and Soft Co. 657

Management InsightThe Star Wars Studio Reorganizes 659


Management in Action 662Topics for Discussion and Action 662Building Management Skills 662Managing Ethically 663Small Group Breakout Exercise 663Exploring the World Wide Web 663Be the Manager 664BusinessWeek Case in the News:The Quickening at Nissan 664BusinessWeek Case in the News:FedEx: Taking Off Like "a RocketShip" 665

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