Management ; A Practical Introduction 9e

Cover
Title Page
Copyright Page
Brief Contents
Dedication
About the Author
Walkthrough Preface of 9e
Acknowledgments
Contents
PART 1 Introduction
	CHAPTER ONE The Exceptional Manager: What You Do, How You Do It
		1.1 Management: What It Is, What Its Benefits Are
			The Rise of the Die Maker’s Daughter
			Key to Career Growth: “Doing Things I’ve Never Done Before”
			The Art of Management Defined
			Why Organizations Value Managers: The Multiplier Effect
			The Financial Rewards of Being an Exceptional Manager
			What Are the Rewards of Studying and Practicing Management?
		1.2 What Managers Do: The Four Principal Functions
			Planning: Discussed in Part 3 of This Book
			Organizing: Discussed in Part 4 of This Book
			Leading: Discussed in Part 5 of This Book
			Controlling: Discussed in Part 6 of This Book
		1.3 Pyramid Power: Levels and Areas of Management
			The Traditional Management Pyramid: Levels and Areas
			Three Levels of Management
			Areas of Management: Functional Managers versus General Managers
			Managers for Three Types of Organizations: For-Profit, Nonprofit, Mutual-Benefit
			Different Organizations, Different Management?
		1.4 Roles Managers Must Play Successfully
			The Manager’s Roles: Mintzberg’s Useful Findings
			Three Types of Managerial Roles: Interpersonal, Informational, and Decisional
		1.5 The Skills Exceptional Managers Need
			1. Technical Skills—The Ability to Perform a Specific Job
			2. Conceptual Skills—The Ability to Think Analytically
			3. Human Skills—“Soft Skills,” the Ability to Interact Well with People
			The Most Valued Traits in Managers
		1.6 Seven Challenges to Being an Exceptional Manager
			CHALLENGE #1: Managing for Competitive Advantage—Staying Ahead of Rivals
			CHALLENGE #2: Managing for Information Technology—Dealing with the “New Normal”
			CHALLENGE #3: Managing for Diversity—The Future Won’t Resemble the Past
			CHALLENGE #4: Managing for Globalization—The Expanding Management Universe
			CHALLENGE #5: Managing for Ethical Standards
			CHALLENGE #6: Managing for Sustainability—The Business of Green
			CHALLENGE #7: Managing for Happiness and Meaningfulness
			How Strong Is Your Motivation to Be a Manager? The First Self-Assessment
		1.7 Building Your Career Readiness
			A Model of Career Readiness
			Developing Career Readiness
			Let Us Help
		1.8 Career Corner: Managing Your Career Readiness
		Key Terms Used in This Chapter
		Key Points
		Understanding the Chapter: What Do I Know?
		Management in Action
		Legal/Ethical Challenge
	CHAPTER TWO Management Theory: Essential Background for the Successful Manager
		2.1 Evolving Viewpoints: How We Got to Today’s Management Outlook
			Creating Modern Management: The Handbook of Peter Drucker
			Six Practical Reasons for Studying This Chapter
			Two Overarching Perspectives about Management: Historical and Contemporary
		2.2 Classical Viewpoint: Scientific and Administrative Management
			Scientific Management: Pioneered by Taylor and the Gilbreths
			Administrative Management: Pioneered by Spaulding, Fayol, and Weber
			The Problem with the Classical Viewpoint: Too Mechanistic
		2.3 Behavioral Viewpoint: Behaviorism, Human Relations, and Behavioral Science
			Early Behaviorism: Pioneered by Munsterberg, Follett, and Mayo
			The Human Relations Movement: Pioneered by Maslow and McGregor
			The Behavioral Science Approach
		2.4 Quantitative Viewpoints: Management Science and Operations Management
			Management Science: Using Mathematics to Solve Management Problems
			Operations Management: Being More Effective
		2.5 Systems Viewpoint
			The Systems Viewpoint
			The Four Parts of a System
		2.6 Contingency Viewpoint
			Gary Hamel: Management Ideas Are Not Fixed, They’re a Process
			Evidence-Based Management: Facing Hard Facts, Rejecting Nonsense
		2.7 Quality-Management Viewpoint
			Quality Control and Quality Assurance
			Total Quality Management: Creating an Organization Dedicated to Continuous Improvement
			Six Sigma and ISO
		2.8 The Learning Organization in an Era of Accelerated Change
			The Learning Organization: Handling Knowledge and Modifying Behavior
			How to Build a Learning Organization: Three Roles Managers Play
		2.9 Career Corner: Managing Your Career Readiness
		Key Terms Used in This Chapter
		Key Points
		Understanding the Chapter: What Do I Know?
		Management in Action
		Legal/Ethical Challenge
PART 2 The Environment of Management
	CHAPTER THREE The Manager’s Changing Work Environment and Ethical Responsibilities: Doing the Right Thing
		3.1 The Triple Bottom Line: People, Planet, and Profit
			The Millennials’ Search for Meaning
		3.2 The Community of Stakeholders Inside the Organization
			Internal and External Stakeholders
			Internal Stakeholders
		3.3 The Community of Stakeholders Outside the Organization
			The Task Environment
			The General Environment
		3.4 The Ethical Responsibilities Required of You as a Manager
			Defining Ethics and Values
			Four Approaches to Resolving Ethical Dilemmas
			White-Collar Crime, SarbOx, and Ethical Training
			How Organizations Can Promote Ethics
		3.5 The Social Responsibilities Required of You as a Manager
			Corporate Social Responsibility: The Top of the Pyramid
			Is Social Responsibility Worthwhile? Opposing and Supporting Viewpoints
			One Type of Social Responsibility: Climate Change, Sustainability, and Natural Capital
			Another Type of Social Responsibility: Undertaking Philanthropy, “Not Dying Rich”
			Does Being Good Pay Off?
		3.6 Corporate Governance
			Ethics and Corporate Governance
			The Need for Trust
		3.7 Career Corner: Managing Your Career Readiness
			Focus on the Greater Good and on Being More Ethical
			Become an Ethical Consumer
		Key Terms Used in This Chapter
		Key Points
		Understanding the Chapter: What Do I Know?
		Management in Action
		Legal/Ethical Challenge
	CHAPTER FOUR Global Management: Managing across Borders
		4.1 Globalization: The Collapse of Time and Distance
			Competition and Globalization: Who Will Be No. 1 Tomorrow?
			The Rise of the “Global Village” and Electronic Commerce
			One Big World Market: The Global Economy
			Cross-Border Business: The Rise of Both Megamergers and Minifirms Worldwide
		4.2 You and International Management
			Why Learn about International Management?
			The Successful International Manager: Geocentric, Not Ethnocentric or Polycentric
		4.3 Why and How Companies Expand Internationally
			Why Companies Expand Internationally
			How Companies Expand Internationally
		4.4 The World of Free Trade: Regional Economic Cooperation and Competition
			Barriers to International Trade
			Organizations Promoting International Trade
			Major Trading Blocs: NAFTA and the EU
			Most Favored Nation Trading Status
			Exchange Rates
		4.5 The Value of Understanding Cultural Differences
			The Importance of National Culture
			Cultural Dimensions: The Hofstede and GLOBE Project Models
			Other Cultural Variations: Language, Interpersonal Space, Communication, Time Orientation, Religion, and Law and Political Stability
			U.S. Managers on Foreign Assignments: Why Do They Fail?
		4.6 Career Corner: Managing Your Career Readiness
			1. Listen and Observe
			2. Become Aware of the Context
			3. Choose Something Basic
		Key Terms Used in This Chapter
		Key Points
		Understanding the Chapter: What Do I Know?
		Management in Action
		Legal/Ethical Challenge
PART 3 Planning
	CHAPTER FIVE Planning: The Foundation of Successful Management
		5.1 Planning and Strategy
			Planning, Strategy, and Strategic Management
			Why Planning and Strategic Management Are Important
		5.2 Fundamentals of Planning
			Mission, Vision, and Values Statements
			Three Types of Planning for Three Levels of Management: Strategic, Tactical, and Operational
		5.3 Goals and Plans
			Long-Term and Short-Term Goals
			The Operating Plan and Action Plan
			Types of Plans: Standing Plans and Single-Use Plans
		5.4 Promoting Consistencies in Goals: SMART Goals, Management by Objectives, and Goal Cascading
			SMART Goals
			Management by Objectives: The Four-Step Process for Motivating Employees
			Cascading Goals: Making Lower-Level Goals Align with Top Goals
			The Importance of Deadlines
		5.5 The Planning/Control Cycle
		5.6 Career Corner: Managing Your Career Readiness
			Becoming More Proactive
			Keeping an Open Mind and Suspending Judgment
		Key Terms Used in This Chapter
		Key Points
		Understanding the Chapter: What Do I Know?
		Management in Action
		Legal/Ethical Challenge
	CHAPTER SIX Strategic Management: How Exceptional Managers Realize a Grand Design
		6.1 Strategic Positioning and Levels of Strategy
			Strategic Positioning and Its Principles
			Levels of Strategy
			Does Strategic Management Work for Small as Well as Large Firms?
		6.2 The Strategic-Management Process
			The Five Steps of the Strategic-Management Process
		6.3 Assessing the Current Reality
			SWOT Analysis
			Using VRIO to Assess Competitive Potential: Value, Rarity, Imitability, and Organization
			Forecasting: Predicting the Future
			Benchmarking: Comparing with the Best
		6.4. Establishing Corporate-Level Strategy
			Three Overall Types of Corporate Strategy
			The BCG Matrix
			Diversification Strategy
		6.5 Establishing Business-Level Strategy
			Porter’s Five Competitive Forces
			Porter’s Four Competitive Strategies
		6.6 Executing and Controlling Strategy
			Executing the Strategy
			Maintaining Strategic Control
			Execution: Getting Things Done
			The Three Core Processes of Business: People, Strategy, and Operations
			How Execution Helps Implement and Control Strategy
		6.7 Career Corner: Managing Your Career Readiness
			Why Is Strategic Thinking Important to New Graduates?
		Key Terms Used in This Chapter
		Key Points
		Understanding the Chapter: What Do I Know?
		Management in Action
		Legal/Ethical Challenge
		LEARNING MODULE 1: Entrepreneurship
		LM1.1 Entrepreneurship: Its Foundations and Importance
			Entrepreneurship: It’s Not the Same as Self-Employment
			Characteristics of Entrepreneurs
			Entrepreneurship Matters across the Globe
		LM1.2 Starting a Business
			Businesses Start with an Idea
			Writing the Business Plan
			Choosing a Legal Structure
			Obtaining Financing
			Creating the “Right” Organizational Culture and Design
		Key Terms Used in This Learning Module
		Key Points
	CHAPTER SEVEN Individual and Group Decision Making: How Managers Make Things Happen
		7.1 Two Kinds of Decision Making: Rational and Nonrational
			Decision Making in the Real World
			Rational Decision Making: Managers Should Make Logical and Optimal Decisions
			Stage 1: Identify the Problem or Opportunity—Determining the Actual versus the Desirable
			Stage 2: Think Up Alternative Solutions—Both the Obvious and the Creative
			Stage 3: Evaluate Alternatives and Select a Solution—Ethics, Feasibility, and Effectiveness
			Stage 4: Implement and Evaluate the Solution Chosen
			What’s Wrong with the Rational Model?
			Nonrational Decision Making: Managers Find It Difficult to Make Optimal Decisions
		7.2 Making Ethical Decisions
			The Dismal Record of Business Ethics
			Road Map to Ethical Decision Making: A Decision Tree
		7.3 Evidence-Based Decision Making and Analytics
			Evidence-Based Decision Making
			In Praise of Analytics
			“Big Data”: What It Is, How It’s Used
		7.4 Four General Decision-Making Styles
			Value Orientation and Tolerance for Ambiguity
			1. The Directive Style: Action-Oriented Decision Makers Who Focus on Facts
			2. The Analytical Style: Careful Decision Makers Who Like Lots of Information and Alternative Choices
			3. The Conceptual Style: Decision Makers Who Rely on Intuition and Have a Long-Term Perspective
			4. The Behavioral Style: The Most People-Oriented Decision Makers
			Which Style Do You Have?
		7.5 Decision-Making Biases and the Use of Artificial Intelligence
			Nine Common Decision-Making Biases: Rules of Thumb, or “Heuristics”
			The Decision-Making Potential of Artificial Intelligence
			Pros and Cons of Artificial Intelligence
		7.6 Group Decision Making: How to Work with Others
			Advantages and Disadvantages of Group Decision Making
			Groupthink
			Characteristics of Group Decision Making
			Group Problem-Solving Techniques: Reaching for Consensus
			More Group Problem-Solving Techniques
		7.7 Career Corner: Managing Your Career Readiness
			Improving Your Critical Thinking and Problem-Solving Skills
			Reflect on Past Decisions
		Key Terms Used in This Chapter
		Key Points
		Understanding the Chapter: What Do I Know?
		Management in Action
		Legal/Ethical Challenge
PART 4 Organizing
	CHAPTER EIGHT Organizational Culture, Structure, and Design: Building Blocks of the Organization
		8.1 Aligning Strategy, Culture, and Structure
			How an Organization’s Culture and Structure Are Used to Implement Strategy
		8.2 What Kind of Organizational Culture Will You Be Operating In?
			The Three Levels of Organizational Culture
			Four Types of Organizational Culture: Clan, Adhocracy, Market, and Hierarchy
			How Employees Learn Culture: Symbols, Stories, Heroes, Rites and Rituals, and Organizational Socialization
			The Importance of Culture
			What Does It Mean to “Fit”? Anticipating a Job Interview
		8.3 The Process of Culture Change
			1. Formal Statements
			2. Slogans and Sayings
			3. Rites and Rituals
			4. Stories, Legends, and Myths
			5. Leader Reactions to Crises
			6. Role Modeling, Training, and Coaching
			7. Physical Design
			8. Rewards, Titles, Promotions, and Bonuses
			9. Organizational Goals and Performance Criteria
			10. Measurable and Controllable Activities
			11. Organizational Structure
			12. Organizational Systems and Procedures
			Don’t Forget about Person–Organization Fit
		8.4 Organizational Structure
			The Organization: Three Types
			The Organization Chart
		8.5 The Major Elements of an Organization
			Common Elements of Organizations: Four Proposed by Edgar Schein
			Common Elements of Organizations: Three More That Most Authorities Agree On
		8.6 Basic Types of Organizational Structures
			1. Traditional Designs: Simple, Functional, Divisional, and Matrix Structures
			2. The Horizontal Design: Eliminating Functional Barriers to Solve Problems
			3. Designs That Open Boundaries between Organizations: Hollow, Modular, and Virtual Structures
		8.7 Contingency Design: Factors in Creating the Best Structure
			Three Factors to Be Considered in Designing an Organization’s Structure
			1. The Environment: Mechanistic versus Organic Organizations—the Burns and Stalker Model
			2. The Environment: Differentiation versus Integration—the Lawrence and Lorsch Model
			3. Linking Strategy, Culture, and Structure
		8.8 Career Corner: Managing Your Career Readiness
			Understanding the Business and Where You “Fit” In
			Becoming More Adaptable
		Key Terms Used in This Chapter
		Key Points
		Understanding the Chapter: What Do I Know?
		Management in Action
		Legal/Ethical Challenge
	CHAPTER NINE Human Resource Management: Getting the Right People for Managerial Success
		9.1 Strategic Human Resource Management
			Human Resource Management: Managing an Organization’s Most Important Resource
			Planning the Human Resources Needed
		9.2 Recruitment and Selection: Putting the Right People into the Right Jobs
			Recruitment: How to Attract Qualified Applicants
			Selection: How to Choose the Best Person for the Job
		9.3 Managing an Effective Workforce: Compensation and Benefits
			Wages or Salaries
			Incentives
			Benefits
		9.4 Orientation and Learning and Development
			Orientation: Helping Newcomers Learn the Ropes
			Learning and Development: Helping People Perform Better
		9.5 Performance Appraisal
			Performance Management in Human Resources
			Performance Appraisals: Are They Worthwhile?
			Two Kinds of Performance Appraisal: Objective and Subjective
			Who Should Make Performance Appraisals?
			Effective Performance Feedback
		9.6 Managing Promotions, Transfers, Disciplining, and Dismissals
			Promotion: Moving Upward
			Transfer: Moving Sideways
			Disciplining and Demotion: The Threat of Moving Downward
			Dismissal: Moving Out of the Organization
		9.7 The Legal Requirements of Human Resource Management
			1. Labor Relations
			2. Compensation and Benefits
			3. Health and Safety
			4. Equal Employment Opportunity
			Workplace Discrimination, Affirmative Action, Sexual Harassment, and Bullying
		9.8 Labor–Management Issues
			How Workers Organize
			How Unions and Management Negotiate a Contract
			The Issues Unions and Management Negotiate About
			Settling Labor–Management Disputes
		9.9 Career Corner: Managing Your Career Readiness
			Becoming a Better Receiver
		Key Terms Used in This Chapter
		Key Points
		Understanding the Chapter: What Do I Know?
		Management in Action
		Legal/Ethical Challenge
	CHAPTER TEN Organizational Change and Innovation: Lifelong Challenges for the Exceptional Manager
		10.1 The Nature of Change in Organizations
			Fundamental Change: What Will You Be Called On to Deal With?
			Two Types of Change: Reactive and Proactive
			The Forces for Change Outside and Inside the Organization
		10.2 Types and Models of Change
			Three Kinds of Change: From Least Threatening to Most Threatening
			Lewin’s Change Model: Unfreezing, Changing, and Refreezing
			A Systems Approach to Change
		10.3 Organizational Development: What It Is, What It Can Do
			What Can OD Be Used For?
			How OD Works
			The Effectiveness of OD
		10.4 Organizational Innovation
			Approaches to Innovation
			An Innovation System: The Supporting Forces for Innovation
		10.5 The Threat of Change: Managing Employee Fear and Resistance
			The Causes of Resistance to Change
			Ten Reasons Employees Resist Change
		10.6 Career Corner: Managing Your Career Readiness
			Applying Self-Affirmation Theory
			Practicing Self-Compassion
		Key Terms Used in This Chapter
		Key Points
		Understanding the Chapter: What Do I Know?
		Management in Action
		Legal/Ethical Challenge
PART 5 Leading
	CHAPTER ELEVEN Managing Individual Differences and Behavior: Supervising People as People
		11.1 Personality and Individual Behavior
			The Big Five Personality Dimensions
			Core Self-Evaluations
			Emotional Intelligence: Understanding Your Emotions and the Emotions of Others
		11.2 Values, Attitudes, and Behavior
			Organizational Behavior: Trying to Explain and Predict Workplace Behavior
			Values: What Are Your Consistent Beliefs and Feelings about All Things?
			Attitudes: What Are Your Consistent Beliefs and Feelings about Specific Things?
			Behavior: How Values and Attitudes Affect People’s Actions and Judgments
		11.3 Perception and Individual Behavior
			The Four Steps in the Perceptual Process
			Five Distortions in Perception
			The Self-Fulfilling Prophecy, or Pygmalion Effect
		11.4 Work-Related Attitudes and Behaviors Managers Need to Deal With
			1. Employee Engagement: How Connected Are You to Your Work?
			2. Job Satisfaction: How Much Do You Like or Dislike Your Job?
			3. Organizational Commitment: How Much Do You Identify with Your Organization?
			Important Workplace Behaviors
		11.5 The New Diversified Workforce
			How to Think about Diversity: Which Differences Are Important?
			Trends in Workforce Diversity
			Barriers to Diversity
		11.6 Understanding Stress and Individual Behavior
			The Toll of Workplace Stress
			How Does Stress Work?
			The Sources of Job-Related Stress
			Reducing Stressors in the Organization
		11.7 Career Corner: Managing Your Career Readiness
			Fostering a Positive Approach
			Self-Managing Your Emotions
		Key Terms Used in This Chapter
		Key Points
		Understanding the Chapter: What Do I Know?
		Management in Action
		Legal/Ethical Challenge
	CHAPTER TWELVE Motivating Employees: Achieving Superior Performance in the Workplace
		12.1 Motivating for Performance
			Motivation: What It Is, Why It’s Important
			The Four Major Perspectives on Motivation: An Overview
		12.2 Content Perspectives on Employee Motivation
			Maslow’s Hierarchy of Needs Theory: Five Levels
			McClelland’s Acquired Needs Theory: Achievement, Affiliation, and Power
			Deci and Ryan’s Self-Determination Theory: Competence, Autonomy, and Relatedness
			Herzberg’s Two-Factor Theory: From Dissatisfying Factors to Satisfying Factors
		12.3 Process Perspectives on Employee Motivation
			Equity/Justice Theory: How Fairly Do You Think You’re Being Treated in Relation to Others?
			Expectancy Theory: How Much Do You Want and How Likely Are You to Get It?
			Goal-Setting Theory: Objectives Should Be Specific and Challenging but Achievable
		12.4 Job Design Perspectives on Motivation
			Fitting People to Jobs
			Fitting Jobs to People
			The Job Characteristics Model: Five Job Attributes for Better Work Outcomes
		12.5 Reinforcement Perspectives on Motivation
			The Four Types of Reinforcement: Positive, Negative, Extinction, and Punishment
			Using Reinforcement to Motivate Employees
		12.6 Using Compensation, Nonmonetary Incentives, and Other Rewards to Motivate: In Search of the Positive Work Environment
			Is Money the Best Motivator?
			Motivation and Compensation
			Nonmonetary Ways of Motivating Employees
		12.7 Career Corner: Managing Your Career Readiness
			1. Identify Your “Wildly Important” Long-Term Goal
			2. Break Your Wildly Important Goal into Short-Term Goals
			3. Create a “To-Do” List for Accomplishing Your Short-Term Goals
			4. Prioritize the Tasks
			5. Create a Time Schedule
			6. Work the Plan, Reward Yourself, and Adjust as Needed
		Key Terms Used in This Chapter
		Key Points
		Understanding the Chapter: What Do I Know?
		Management in Action
		Legal/Ethical Challenge
	CHAPTER THIRTEEN Groups and Teams: Increasing Cooperation, Reducing Conflict
		13.1 Groups versus Teams
			Groups and Teams: How Do They Differ?
			Formal versus Informal Groups
			Types of Teams
		13.2 Stages of Group and Team Development
			Tuckman’s Five-Stage Model
			Punctuated Equilibrium
		13.3 Building Effective Teams
			1. Collaboration—the Foundation of Teamwork
			2. Trust: “We Need to Have Reciprocal Faith in Each Other”
			3. Performance Goals and Feedback
			4. Motivation through Mutual Accountability and Interdependence
			5. Team Composition
			6. Roles: How Team Members Are Expected to Behave
			7. Norms: Unwritten Rules for Team Members
			8. Effective Team Processes
			Putting It All Together
		13.4 Managing Conflict
			The Nature of Conflict: Disagreement Is Normal
			Can Too Little or Too Much Conflict Affect Performance?
			Three Kinds of Conflict: Personality, Intergroup, and Cross-Cultural
			How to Stimulate Constructive Conflict
			Five Basic Behaviors to Help You Better Handle Conflict
			Dealing with Disagreements: Five Conflict-Handling Styles
		13.5 Career Corner: Managing Your Career Readiness
			Become a More Effective Team Member
			Become a More Effective Collaborator
		Key Terms Used in This Chapter
		Key Points
		Understanding the Chapter: What Do I Know?
		Management in Action
		Legal/Ethical Challenge
	CHAPTER FOURTEEN Power, Influence, and Leadership: From Becoming a Manager to Becoming a Leader
		14.1 The Nature of Leadership: The Role of Power and Influence
			What Is the Difference between Leading and Managing?
			Managerial Leadership: Can You Be Both a Manager and a Leader?
			Coping with Complexity versus Coping with Change: The Thoughts of John Kotter
			Five Sources of Power
			Common Influence Tactics
			Match Tactics to Influence Outcomes
			An Integrated Model of Leadership
		14.2 Trait Approaches: Do Leaders Have Distinctive Traits and Personal Characteristics?
			Positive Task-Oriented Traits and Positive/Negative Interpersonal Attributes
			What Do We Know about Gender and Leadership?
			Are Knowledge and Skills Important?
			So What Do We Know about Leadership Traits?
		14.3 Behavioral Approaches: Do Leaders Show Distinctive Patterns of Behavior?
			Task-Oriented Leader Behaviors: Initiating-Structure Leadership and Transactional Leadership
			Relationship-Oriented Leader Behavior: Consideration, Empowerment, Ethical Leadership, and Servant Leadership
			Passive Leadership: The Lack of Leadership Skills
			So What Do We Know about the Behavioral Approaches?
		14.4 Situational Approaches: Does Leadership Vary with the Situation?
			1. The Contingency Leadership Model: Fiedler’s Approach
			2. The Path–Goal Leadership Model: House’s Approach
			So What Do We Know about the Situational Approaches?
		14.5 The Uses of Transformational Leadership
			Transformational Leaders
			The Best Leaders Are Both Transactional and Transformational
			Four Key Behaviors of Transformational Leaders
			So What Do We Know about Transformational Leadership?
		14.6 Three Additional Perspectives
			Leader–Member Exchange Leadership: Having Different Relationships with Different Subordinates
			The Power of Humility
			Followers: What Do They Want, How Can They Help?
		14.7 Career Corner: Managing Your Career Readiness
			Becoming More Self-Aware
		Key Terms Used in This Chapter
		Key Points
		Understanding the Chapter: What Do I Know?
		Management in Action
		Legal/Ethical Challenge
	CHAPTER FIFTEEN Interpersonal and Organizational Communication: Mastering the Exchange of Information
		15.1 The Communication Process: What It Is, How It Works
			Communication Defined: The Transfer of Information and Understanding
			How the Communication Process Works
			Selecting the Right Medium for Effective Communication
		15.2 How Managers Fit into the Communication Process
			Formal Communication Channels: Up, Down, Sideways, and Outward
			Informal Communication Channels
		15.3 Barriers to Communication
			1. Physical Barriers: Sound, Time, Space
			2. Personal Barriers: Individual Attributes That Hinder Communication
			3. Cross-Cultural Barriers
			4. Nonverbal Communication: How Unwritten and Unspoken Messages May Mislead
			5. Gender Differences
		15.4 Social Media and Management
			Social Media Has Changed the Fabric of Our Lives
			Social Media and Managerial and Organizational Effectiveness
			Downsides of Social Media
			Managerial Implications of Texting
			Managerial Considerations in Creating Social Media Policies
		15.5 Improving Communication Effectiveness
			Nondefensive Communication
			Using Empathy
			Being an Effective Listener
			Being an Effective Writer
			Being an Effective Speaker
		15.6 Career Corner: Managing Your Career Readiness
			Improve Your Face-to-Face Networking Skills
		Key Terms Used in This Chapter
		Key Points
		Understanding the Chapter: What Do I Know?
		Management in Action
		Legal/Ethical Challenge
PART 6 Controlling
	CHAPTER SIXTEEN Control Systems and Quality Management: Techniques for Enhancing Organizational Effectiveness
		16.1 Control: When Managers Monitor Performance
			Why Is Control Needed?
			Steps in the Control Process
			Types of Controls
		16.2 Levels and Areas of Control
			Levels of Control: Strategic, Tactical, and Operational
			Six Areas of Control
			Controlling the Supply Chain
			Control in Service Firms
		16.3 The Balanced Scorecard and Strategy Maps
			The Balanced Scorecard: A Dashboard-like View of the Organization
			Strategy Mapping: Visual Representation of the Path to Organizational Effectiveness
		16.4 Some Financial Tools for Control
			Budgets: Formal Financial Projections
			Financial Statements: Summarizing the Organization’s Financial Status
			Audits: External versus Internal
		16.5 Total Quality Management
			Deming Management: The Contributions of W. Edwards Deming to Improved Quality
			Core TQM Principles: Deliver Customer Value and Strive for Continuous Improvement
			Applying TQM to Services
			Some TQM Tools, Techniques, and Standards
			Takeaways from TQM Research
		16.6 Managing Control Effectively
			The Keys to Successful Control Systems
			Barriers to Control Success
		16.7 Managing for Productivity
			What Is Productivity?
			Why Is Increasing Productivity Important?
			What Processes Can I Use to Increase Productivity?
			Managing Individual Productivity
		16.8 Career Corner: Managing Your Career Readiness
			1. Make Every Day Count
			2. Stay Informed and Network
			3. Promote Yourself
			4. Roll with Change and Disruption
			5. Small Things Matter during Interviews
			Epilogue: The Keys to Your Managerial Success
		Key Terms Used in This Chapter
		Key Points
		Understanding the Chapter: What Do I Know?
		Management in Action
		Legal/Ethical Challenge
		LEARNING MODULE 2: The Project Planner’s Toolkit: Flowcharts, Gantt Charts, and Break-Even Analysis
			Tool #1: Flowcharts—for Showing Event Sequences and Alternate Decision Scenarios
			Tool #2: Gantt Charts—Visual Time Schedules for Work Tasks
			Tool #3: Break-Even Analysis—How Many Items Must You Sell to Turn a Profit?
CHAPTER NOTES
NAME INDEX
ORGANIZATION INDEX
GLOSSARY/SUBJECT INDEX