From the Publisher
This book provides a clear, concise, current, and thorough approach to teaching the basic skills of business management. Presenting both time- honored issues and contemporary concerns, the text addresses the means for handling both to ensure individual success. It covers traditional management challenges as well as contemporary issues related to people, diversity, quality, ethics, and the global environment.
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Modern management is exciting indeed! Never in the past have managers had the wealth of reported research and experiences of practicing managers to provide insights for building organizational success. The arrival of the Internet and related digital applications provide managers with the most revolutionary and powerful tools since Henry Ford and the development of the assembly line. Your career as a manager will be extremely interesting and your rewards for competence will be very significant.
As it was in the previous eight editions of Modern Management, the purpose of this text is to prepare students to be managers. Coverage includes a wealth of conventional wisdom related to traditional management tasks. Contemporary management challenges related to such issues as people, diversity, quality, ethics, and the global environment are prominently featured and integrated. Examples of many different types of organizations are also presented throughout the text to give students background regarding various industries. New to this edition is an emphasis on management's digital dimension. A new chapter is dedicated to this topic and a new highlight called "Digital Focus" is integrated throughout the text.
This book is carefully crafted to present traditional management concepts, important contemporary management issues, and insights regarding ways that students should use both to ensure organizational success.
The ninth edition of the Modern Management Learning Package, the text plus its ancillaries, continues a recognized and distinctive tradition in management education that has extended well over 20 years. This tradition emphasizes clear, concise, current, and thorough coverage based on an understanding of and a determination to enhance the student learning process. Only instructional support materials that contribute to the design and conduct of the highest-quality principles of management course are included in the package.
As in the past, revisions to this Modern Management Learning Packagehave been focused on a single objective—improve student learning. All revisions reflect responsiveness to instructor and student feedback regarding ways to refashion the package in order to further enhance student learning. Starting with the text, the following sections explain each major component of this revision.
TEXT: THEORY OVERVIEW
Decisions about which concepts to include in this revision were indeed difficult. Such decisions were heavily influenced by information from accrediting agencies such as the American Assembly of Collegiate Schools of Business (AACSB), organizations established by professional managers such as the American Management Association (AMA), and organizations established by management scholars such as the Academy of Management. Overall, management theory in this edition is divided into the following seven main sections as opposed to the six of last edition:
- Introduction to Management
- Modern Management Challenges
- Topics for Special Emphasis
For this edition, extensive updates of theory and examples have been made throughout the text. Highlights of content and other revisions follow.
Part One: Introduction to Management
This section lays the groundwork necessary for studying management.
- Chapter 1, "Modern Management: A Digital Focus," is a heavily revised chapter for this edition. The chapter exposes students to what management is and gives them insights about how to build their careers. This chapter discusses the arrival of the Internet and how digital tools should be integrated within the management process. A new "Introductory Case" in this chapter covers how Lands' End's management team is learning how to use the Web. The chapter also has a new concluding case on eBay.
- Chapter 2, "Managing: History and Current Thinking," presents several fundamental, but different ways, in which managers can perceive their jobs. The work of management pioneers like Frederick W. Taylor, Frank and Lilian Gilbreth, and Henry L. Gantt is highlighted. Students are given insights into how to combine the work of management pioneers into a more comprehensive view of management. A new concluding case for this chapter focuses on Albertson's excitement about a new CEO. The revision also includes new coverage of the Baldrige Award.
Part Two: Modern Management Challenges
This section helps students focus on understanding major challenges that modern managers face. Special highlights or boxed features based on these challenges are integrated throughout the text.
- Chapter 3, "Corporate Social Responsibility and Business Ethics," discusses the responsibilities that managers have to society and how business ethics applies to modern management. Valuable discussion focuses on determining if social responsibility exists in a particular situation. A new "Introductory Case" illustrates how IBM uses its Web site to help manage social responsibility activities. A new concluding case focuses on controversy surrounding Ford's Explorer situation. New examples focus on global social responsibility issues at Maxwell company and how the Endangered Species Chocolate Company lives up to its social obligations in the food processing industry.
- Chapter 4, "Management and Diversity," is presented earlier in this edition to allow students to reflect on diversity as a management challenge throughout the text. The chapter defines diversity, explains the advantages of promoting diversity in organizations, and outlines ways in which managers can promote it. This chapter also discusses some key challenges and dilemmas that managers face in attempting to build a diverse workforce.
- Chapter 5, "Managing in the Global Arena," focuses on domestic versus international, multinational, and transnational organizations. The chapter also emphasizes expatriates, repatriation, and international market agreements like the European Union (EU) and the North American Free Trade Agreement (NAFTA). Discussion also extends to the evolving international market agreement among countries in the Pacific Rim. This chapter appears early in the text to better enable students to reflect on global management issues through out the course. The chapter has a new "Introductory Case" depicting Wal-Mart reaching out to the Japanese market and a concluding case emphasizing McDonald's experience in India. Special focus has been added on how IBM manages women abroad and how Nissan handles global management issues in the automobile manufacturing industry.
Part Three: Planning
This section elaborates on planning as a primary management function.
- Chapter 6, "Principles of Planning," is heavily revised in this edition. This chapter discusses fundamentals of planning and features organizational objectives as a critical component of organizational planning. The new "Introductory Case" features planning for Internet use at American Airlines and new examples on planning for social responsibility.
- Chapter 7, "Making Decisions," discusses the decision process as a component of the planning process. Coverage focuses on group decision processes like brainstorming, the nominal group technique, and the Delphi technique. Coverage also focuses on advantages and disadvantages of having groups make decisions and problems in evaluating the group decision process. New coverage of Ben & Jerry's decision process for choosing foreign markets is highlighted as well as Nestle's decisions about creating appropriate digital activities. A new concluding case for this chapter focuses on decision making within Speednames, Inc., a domain name registrar.
- Chapter 8, "Strategic Planning," highlights Porter's model for industry analysis, the BCG Growth-Share Matrix, the GE Portfolio Matrix, strategy implementation, and strategic control. New illustrations include a concluding case on strategic planning at JetBlue, a fledgling airline. New coverage highlights McMurray Publishing's strategic values code emphasizing social responsibility, Goodall Rubber Company including a quality focus in its strategic planning, and S. C. Johnson & Son of the consumer products industry using diversity as an organizational strategy.
- Chapter 9, "Plans and Planning Tools," discusses various planning tools, such as forecasting and scheduling, that are available to help formulate plans. A new "Introductory Case" for this chapter discusses planning to improve production and new focus emphasizes how Shell plans for its global customer service sites. A new concluding case focuses on planning tool issues like finding appropriate plant locations for White Wave, a company providing innovative soy products.
Part Pour: Organizing
This section discusses organizing activities as a major management function.
- Chapter 10, "Fundamentals of Organizing," presents the basic principles of organizing. Concepts featured are organization structure, division of labor, span of management, and scalar relationships. A new concluding case for this chapter features organizational issues at Southwest Airlines. Special new focus highlights McDonald's organizing activities.
- Chapter 11, "Responsibility, Authority, and Delegation," focuses on ways to organize worker activities. Emphasis is on holding organization members accountable for carrying out their obligations. A new "Introductory Case" features how Procter & Gamble has organized for its Internet push and a new concluding case highlights authority and decentralization issues at Gateway. New highlights show how Security One Systems used incentives to enhance the success of organization structure.
- Chapter 12, "Managing Human Resources," discusses hiring and developing people who will make desirable contributions to the attainment of organizational objectives. Recruitment, selection, performance appraisal, and training are all major topics. Human resources issues at Intel are emphasized in a new concluding case. New coverage shows how Coca-Cola is holding managers accountable for reaching diversity goals and how The Container Store focuses on people issues to enhance its success.
- Chapter 13, "Organizational Change and Stress," emphasizes ways in which managers change organizations and the stress-related issues that can accompany such action. Coverage also emphasizes increasing virtuality in organizations by establishing virtual offices, building alternative work situations, and communicating successfully in virtual offices. A new concluding case shows how Merrily Orsini is striving to create a stress-free work zone at My Virtual Corporation. New coverage also illustrates how social responsibility impacts production changes at Mazda and how companies like GoTraining provide virtual training for client organizations.
Part Five. Influencing
This section discusses ways in which managers should deal with people. Reflecting the spirit of AACSB guidelines encouraging thorough coverage of human factors in the business curriculum, the influencing section is comprehensive.
- Chapter 14, "Fundamentals of Influencing and Communication," introduces the topic of managing people, defines interpersonal communication, and presents organizational communication as the primary vehicle that managers use to interact with people. A new concluding case explores communication at Gucci and an interesting new highlight explores how Joe Torre, manager of the New York Yankees, influences his players.
- Chapter 15, "Leadership," highlights more traditional concepts, such as the VroomYetton-Jago leadership model, the path-goal theory of leadership, and the life cycle theory of leadership. Coverage also includes more recently developed concepts, like transformational leadership, coaching, super-leadership, and entrepreneurial leadership. A new concluding case explores a leadership issue at Cerner Corporation. Interesting new coverage also focuses on training leaders in social responsibility and how Cisco Systems trains its leaders online.
- Chapter 16, Motivation," defines motivation, describes the motivation process, and provides useful strategies that managers can use in attempting to motivate organization members. A new "Introductory Case" focuses on Bristol-Meyers Squibb and a new concluding case emphasizes events at Axis Communications. Additional new content focuses on reinforcing diversity at Raffa and Associates and reinforcing sales at Xerox.
- Chapter 17, "Groups, Teams, and Corporate Culture," emphasizes managing clusters of people as a means of accomplishing organizational goals. This chapter covers the management of teams. Discussion focuses on groups versus teams, virtual teams, problem solving, self-managed and cross-functional teams, states of team development, empowerment, and factors contributing to team effectiveness. A new "Introductory Case" highlights building teamwork at Xerox and a new concluding case emphasizes a team culture at Alberto-Culver. New coverage on diversity and teams at Continental as well as Weyerhaeuser quality teams is included. An update of teams at Harley-Davidson is also provided.
- Chapter 18, "Understanding People: Attitudes, Perception, and Learning," focuses on important characteristics of people that managers must understand. First, the relationship among attitudes, values, and beliefs is described. Then, the role of attitudes in influencing behavior is discussed. The chapter then turns to perception and the perceptual process, including detailed analyses of attribution theory and perceptions of procedural justice. Finally, the concept of learning is studied. New chapter-related illustrations focus on Webvan and the Indian company Hindustan Lever Ltd.
Part Six: Controlling
This section presents control as a major management function. Major topics include fundamentals of control, controlling production, information, and the Internet as a management tool.