PART ONE THE BASIS OF GLOBAL MANAGEMENT THEORY AND PRACTICE 3
1.Management：Science，Theory，and Practice 3
Definition of Management：Its Nature and Purpose 4
Managing：Science or Art？ 10
The Evolution of Management Thought 11
International Perspective：The Wisdom of Peter Drucker 14
Patterns of Management Analysis：A Management Theory Jungle？ 15
The Systems Approach to the Management Process 20
The Functions of Managers 24
The Systems Model of Management and the Organization of this Book 26
Summary 27
Key Ideas and Concepts for Review 28
For Discussion 28
Exercises/Action Steps 29
Internet Research 29
International Case：McDonald’s—Serving Fast Food Around the World 29
References 33
2.Management and Society：The External Environment，Social Responsibility，and Ethics 36
Operating in a Pluralistic Society 38
The Technological Environment 38
The Ecological Environment 38
The Social Responsibility of Managers 39
Ethics in Managing 42
Trust as the Basis for Change Management 47
Summary 48
Key Ideas and Concepts for Review 48
For Discussion 49
Exercises/Action Steps 49
Internet Research 49
International Case：Spirituality in the Workplace 50
References 51
3.Global，Comparative，and Quality Management 54
International Management and Multinational Corporations 55
Country Alliances and Economic Blocs 60
International Management：Cultural and Country Differences 62
Porter’s Competitive Advantage of Nations 67
Gaining a Global Competitive Advantage through Quality Management 67
Summary 72
Key Ideas and Concepts for Review 72
For Discussion 73
Exercise/Action Steps 73
Internet Research 74
Entrepreneurial Case：Starbucks—Quality Plus Social Conscious Sells Around the World 74
References 75
Part One Closing：The Basis of Global and Entrepreneurial Management 78
International Focus：China—The New Economic Giant 78
Entrepreneurial Focus：Silicon Valley and the Environment of Entrepreneurial Management 79
Global Car Industry Case：The Car Market in the New Europe 84
References 86
PART TWO PLANNING 91
4.Essentials of Planning and Managing by Objectives 91
Types of Plans 92
Steps in Planning 96
Objectives 99
Evolving Concepts in Management by Objectives 104
Summary 106
Key Ideas and Concepts for Review 107
For Discussion 107
Exercise/Action Steps 108
Internet Research 108
International Case：Developing Verifiable Goals 108
References 109
5.Strategies，Policies，and Planning Premises 111
The Nature and Purpose of Strategies and Policies 112
The Strategic Planning Process 113
The TOWS Matrix：A Modem Tool for Analysis of the Situation 117
Blue Ocean Strategy：In Pursuit of Opportunities in an Uncontested Market 120
The Portfolio Matrix：A Tool for Allocating Resources 121
Major Kinds of Strategies and Policies 122
Hierarchy of Company Strategies 123
Porter’s Industry Analysis and Generic Competitive Strategies 123
Premising and Forecasting 124
Summary 126
Key Ideas and Concepts for Review 126
For Discussion 127
Exercises/Action Steps 127
Internet Research 127
International Case：The Road Ahead for Shanghai Volkswagen 127
References 128
6.Decision Making 131
The Importance and Limitations of Rational Decision Making 132
Development of Alternatives and the Limiting Factor 133
Evaluation of Alternatives 133
Selecting an Alternative：Three Approaches 135
Programmed and Nonprogrammed Decisions 138
Decision Making under Certainty，Uncertainty，and Risk 139
Creativity and Innovation 140
Summary 143
Key Ideas and Concepts for Review 144
For Discussion 144
Exercises/Action Steps 145
Internet Research 145
International Case：Carrefour—Which Way to Go？ 145
References 146
Part Two Closing：Global and Entrepreneurial Planning 148
International Focus：A TOWS Analysis of the Competitive Advantages and Disadvantages of Germany 148
Entrepreneurial Focus：Writing a Business Plan for an Entrepreneurial Venture 152
Global Car Industry Case：The Daimler-Chrysler Merger：A New World Order？ 156
References 162
PART THREE ORGANIZING 167
7.The Nature of Organizing，Entrepreneuring，and Reengineering 167
Formal and Informal Organizations 168
Organizational Division：The Department 170
Organizational Levels and the Span of Management 170
An Organizational Environment for Entrepreneuring and Intrapreneuring 173
Reengineering the Organization 176
The Structure and Process of Organizing 178
Basic Questions for Effective Organizing 180
Summary 180
Key Ideas and Concepts for Review 181
For Discussion 181
Exercises/Action Steps 181
Internet Research 181
International Case：Reengineering the Business Process at Procter ＆ Gamble 182
References 183
8.Organization Structure：Departmentation 185
Departmentation byEnterprise Function 186
Departmentation by Territory or Geography 188
Departmentation by Customer Group 189
Departmentation by Product 190
Matrix Organization 190
Strategic Business Units 192
Organization Structures for the Global Environment 194
The Virtual Organization 195
The Boundaryless Organization 196
Choosing the Pattern of Departmentation 196
Summary 197
Key Ideas and Concepts for Review 197
For Discussion 198
Exercises/Action Steps 198
Internet Research 198
International Case：The Restructuring of Daimler-Benz 199
References 200
9.Line/Staff Authority，Empowerment，and Decentralization 202
Authority and Power 203
Empowerment 204
Line/Staff Concepts and Functional Authority 205
Decentralization of Authority 206
Delegation of Authority 207
The Art of Delegation 207
Recentralization of Authority and Balance as the Key to Decentralization 209
Summary 210
Key Ideas and Concepts for Review 211
For Discussion 211
Exercises/Action Steps 211
Internet Research 212
International Case：Ford’s European Organization Changes Strategy 212
References 213
10.Effective Organizing and Organization Culture 215
Avoiding Mistakes in Organizing by Planning 216
Avoiding Organizational Inflexibility 217
Making Staff Work Effective 218
Avoiding Conflict by Clarification 219
Ensuring Understanding of Organizing 221
Promoting an Appropriate Organization Culture 223
Summary 226
Key Ideas and Concepts for Review 226
For Discussion 227
Exercise/Action Steps 227
Internet Research 227
International Case：Restructuring at Korea’s Daewoo 227
References 229
Part Three Closing：Global and Entrepreneurial Organizing 230
International Focus：Organizing for Quality Service in Europe，North America，and Japan 230
Entrepreneurial Focus：Legal Forms of Organization and Intellectual Property of New Ventures 231
Global Car Industry Case：How the Lexus Was Bom—and Continued Its Success in the United States，but will Lexus Succeed in Japan？ 235
References 237
PART FOUR STAFFING 241
11.Human Resource Management and Selection 241
Definition of Staffing 242
The Systems Approach to Human Resource Management：An Overview of the Staffing Function 242
Situational Factors Affecting Staffing 247
Selection：Matching the Person with the Job 252
The Systems Approach to Selection：An Overview 252
Position Requirements and Job Design 253
Skills and Personal Characteristics Needed in Managers 255
Matching Qualifications with Position Requirements 256
Selection Process，Techniques，and Instruments 258
Orienting and Socializing New Employees 262
Managing Human Resources While Moving Toward 2020 263
Summary 263
Key Ideas and Concepts for Review 264
For Discussion 265
Exercises/Action Steps 265
Internet Research 265
International Case：Trials and Challenges for Mr.Barrett at Intel 266
References 266
12.Performance Appraisal and Career Strategy 268
Choosing Appraisal Criteria 269
Appraising Managers against Verifiable Objectives 270
Appraising Managers as Managers：A Suggested Program 274
A Team Evaluation Approach 276
Application of Performance Review Software 277
Rewards and Stress of Managing 277
Formulating the Career Strategy 279
Summary 284
Key Ideas and Concepts for Review 284
For Discussion 285
Exercises/Action Steps 285
Internet Research 285
International Case：Woman CEO Manages by the Textbook 286
References 286
13.Managing Change through Manager and Organization Development 288
Manager Development Process and Training 289
Approaches to Manager Development：On-the-Job Training 291
Approaches to Manager Development：Internal and External Training 293
Evaluation and Relevance of Training Programs 296
Managing Change 297
Organizational Conflict 299
Organization Development 300
The Learning Organization 302
Summary 303
Key Ideas and Concepts for Review 304
For Discussion 304
Exercises/Action Steps 304
Internet Research 304
International Case：Jack Welch Leading Organizational Change at GE 305
References 306
Part Four Closing：Global and Entrepreneurial Staffing 308
International Focus：Training and Development for the Global Market：The German/European Model 308
Entrepreneurial Focus：Attracting Talent for the High Intensity Venture 311
Global Car Industry Case：Meet the CEOs of Car Makers 313
References 316
PART FIVE LEADING 321
14.Human Factors and Motivation 321
Human Factors in Managing 322
Motivation 324
An Early Behavioral Model：McGregor’s Theory X and Theory Y 324
Maslow’s Hierarchy of Needs Theory 326
Alderfer’s ERG Theory 327
Herzberg’s Motivation-Hygiene Theory 328
The Expectancy Theory of Motivation 329
Equity Theory 331
Goal Setting Theory of Motivation 332
Skinner’s Reinforcement Theory 333
McClelland’s Needs Theory of Motivation 334
Special Motivational Techniques 335
Job Enrichment 338
A Systems and Contingency Approach to Motivation 339
Summary 340
Key Ideas and Concepts for Review 340
For Discussion 341
Exercises/Action Steps 341
Internet Research 342
International Case—Managing the Hewlett-Packard Way：Will It Continue？ 342
References 343
15.Leadership 346
Defining Leadership 347
Ingredients of Leadership 348
Trait Approaches to Leadership 349
Charismatic Leadership Approach 350
Leadership Behavior and Styles 351
Situational，or Contingency，Approaches to Leadership 357
Transactional and Transformational Leadership 361
Summary 363
Key Ideas and Concepts for Review 363
For Discussion 363
Exercises/Action Steps 364
Internet Research 364
Entrepreneurial Case—Profiles of Two Visionaries：Bill Gates and Steve Jobs 364
References 366
16.Committees，Teams，and Group Decision Making 369
The Nature of Committees and Groups 370
Reasons for Using Committees and Groups 371
Disadvantages and Misuse of Committees 373
Successful Operation of Committees and Groups 374
Additional Group Concepts 375
Teams 378
Conflicts in Committees，Groups，and Teams 379
Summary 379
Key Ideas and Concepts for Review 380
For Discussion 380
Exercises/Action Steps 380
Internet Research 381
International Case—To Merge or Not to Merge：That Is the Question for HP，Compaq，and CEO Fiorina 381
References 382
17.Communication 384
The Purpose of Communication 385
The Communication Process 386
Communication in the Organization 388
Barriers and Breakdowns in Communication 393
Toward Effective Communication 396
Electronic Media in Communication 399
Summary 401
Key Ideas and Concepts for Review 402
For Discussion 402
Exercises/Action Steps 402
Internet Research 403
International Case：Could the Challenger Accident Have Been Avoided？ 403
References 404
Part Five Closing：Global and Entrepreneurial Leading 406
International Focus：Leading in Different Cultures 406
Entrepreneurial Focus：Traits of Entrepreneurial Leaders and Communicating with the Elevator Pitch 409
Global Car Industry Case—Leadership at Ford：With Bill Ford in the Driver Seat，Which Way Will He Drive？ 411
References 412
PART SIX CONTROLLING 417
18.The System and Process of Controlling 417
The Basic Control Process 418
Critical Control Points，Standards，and Benchmarking 419
Control as a Feedback System 422
Real-Time Information and Control 423
Feedforward，or Preventive，Control 424
Control of Overall Performance 427
Profit and Loss Control 428
Control through Return on Investment 429
Management Audits and Accounting Firms 429
Bureaucratic and Clan Control 430
Requirements for Effective Controls 430
Summary 432
Key Ideas and Concepts for Review 433
For Discussion 433
Exercises/Action Steps 434
Internet Research 434
International Case：Wal-Mart in America and Around the Globe 434
References 437
19.Control Techniques and Information Technology 439
The Budget as a Control Device 440
Traditional Nonbudgetary Control Devices 441
Time-Event Network Analyses 441
Information Technology 445
The Use of Computers in Handling Information 447
Opportunities and Challenges Created by Information Technology 449
The Digital Economy，E-Commerce，and M-Commerce 452
Summary 455
Key Ideas and Concepts for Review 456
ForDiscussion 457
Exercises/Action Steps 457
Internet Research 457
Entrepreneurial Case：Can eBay’s Success Continue？ 457
References 458
20.Productivity，Operations Management，and Total Quality Management 460
Productivity Problems and Measurement 461
Production and Operations Management：Manufacturing and Service 462
Quality Measurement in the Information Age 463
The Operations Management System 463
Tools and Techniques for Improving Productivity 468
Supply Chain and Value Chain Management 475
Summary 476
Key Ideas and Concepts for Review 476
For Discussion 477
Exercises/Action Steps 477
Internet Research 478
International Case：Toyota’s Global Production Strategy 478
References 480
Part Six Closing：Global Controlling and Challenges and Entrepreneurial Controlling 482
International Focus：The Future of Global Management 482
Entrepreneurial Focus：Managing for Rapid Growth and Liquidity Events 486
Global Car Industry Case：What Future Car Do You Want？ 489
References 489
Appendix A—Summary of Major Principles or Guides for the Managerial Functions of Planning，Organizing，Staffing，Leading，and Controlling 491
Appendix B—Management Excellence Survey 501
Name Index 511
Subject Index 517