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Principles of Management

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Principles of ManagementIndex
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Table of contents
  1. Preface
  2. 1 Managing and Performing
    1. Introduction
    2. 1.1 What Do Managers Do?
    3. 1.2 The Roles Managers Play
    4. 1.3 Major Characteristics of the Manager's Job
    5. Key Terms
    6. Summary of Learning Outcomes
    7. Chapter Review Questions
    8. Management Skills Application Exercises
    9. Managerial Decision Exercises
    10. Critical Thinking Case
  3. 2 Managerial Decision-Making
    1. Introduction
    2. 2.1 Overview of Managerial Decision-Making
    3. 2.2 How the Brain Processes Information to Make Decisions: Reflective and Reactive Systems
    4. 2.3 Programmed and Nonprogrammed Decisions
    5. 2.4 Barriers to Effective Decision-Making
    6. 2.5 Improving the Quality of Decision-Making
    7. 2.6 Group Decision-Making
    8. Key Terms
    9. Summary of Learning Outcomes
    10. Chapter Review Questions
    11. Management Skills Application Exercises
    12. Managerial Decision Exercises
    13. Critical Thinking Case
  4. 3 The History of Management
    1. Introduction
    2. 3.1 The Early Origins of Management
    3. 3.2 The Italian Renaissance
    4. 3.3 The Industrial Revolution
    5. 3.4 Taylor-Made Management
    6. 3.5 Administrative and Bureaucratic Management
    7. 3.6 Human Relations Movement
    8. 3.7 Contingency and System Management
    9. Key Terms
    10. Summary of Learning Outcomes
    11. Chapter Review Questions
    12. Managerial Decision Exercises
  5. 4 External and Internal Organizational Environments and Corporate Culture
    1. Introduction
    2. 4.1 The Organization's External Environment
    3. 4.2 External Environments and Industries
    4. 4.3 Organizational Designs and Structures
    5. 4.4 The Internal Organization and External Environments
    6. 4.5 Corporate Cultures
    7. 4.6 Organizing for Change in the 21st Century
    8. Key Terms
    9. Summary of Learning Outcomes
    10. Chapter Review Questions
    11. Management Skills Application Exercises
    12. Managerial Decision Exercises
    13. Critical Thinking Case
  6. 5 Ethics, Corporate Responsibility, and Sustainability
    1. Introduction
    2. 5.1 Ethics and Business Ethics Defined
    3. 5.2 Dimensions of Ethics: The Individual Level
    4. 5.3 Ethical Principles and Responsible Decision-Making
    5. 5.4 Leadership: Ethics at the Organizational Level
    6. 5.5 Ethics, Corporate Culture, and Compliance
    7. 5.6 Corporate Social Responsibility (CSR)
    8. 5.7 Ethics around the Globe
    9. 5.8 Emerging Trends in Ethics, CSR, and Compliance
    10. Key Terms
    11. Summary of Learning Outcomes
    12. Chapter Review Questions
    13. Management Skills Application Exercises
    14. Managerial Decision Exercises
    15. Critical Thinking Case
  7. 6 International Management
    1. Introduction
    2. 6.1 Importance of International Management
    3. 6.2 Hofstede's Cultural Framework
    4. 6.3 The GLOBE Framework
    5. 6.4 Cultural Stereotyping and Social Institutions
    6. 6.5 Cross-Cultural Assignments
    7. 6.6 Strategies for Expanding Globally
    8. 6.7 The Necessity of Global Markets
    9. Key Terms
    10. Summary of Learning Outcomes
    11. Chapter Review Questions
    12. Management Skills Application Exercises
    13. Managerial Decision Exercises
    14. Critical Thinking Case
  8. 7 Entrepreneurship
    1. Introduction
    2. 7.1 Entrepreneurship
    3. 7.2 Characteristics of Successful Entrepreneurs
    4. 7.3 Small Business
    5. 7.4 Start Your Own Business
    6. 7.5 Managing a Small Business
    7. 7.6 The Large Impact of Small Business
    8. 7.7 The Small Business Administration
    9. 7.8 Trends in Entrepreneurship and Small-Business Ownership
    10. Key Terms
    11. Summary of Learning Outcomes
    12. Chapter Review Questions
    13. Management Skills Application Exercises
    14. Managerial Decision Exercises
    15. Critical Thinking Case
  9. 8 Strategic Analysis: Understanding a Firm’s Competitive Environment
    1. Introduction
    2. 8.1 Gaining Advantages by Understanding the Competitive Environment
    3. 8.2 Using SWOT for Strategic Analysis
    4. 8.3 A Firm's External Macro Environment: PESTEL
    5. 8.4 A Firm's Micro Environment: Porter's Five Forces
    6. 8.5 The Internal Environment
    7. 8.6 Competition, Strategy, and Competitive Advantage
    8. 8.7 Strategic Positioning
    9. Key Terms
    10. Summary of Learning Outcomes
    11. Chapter Review Questions
    12. Management Skills Application Exercises
    13. Managerial Decision Exercises
    14. Critical Thinking Case
  10. 9 The Strategic Management Process: Achieving and Sustaining Competitive Advantage
    1. Introduction
    2. 9.1 Strategic Management
    3. 9.2 Firm Vision and Mission
    4. 9.3 The Role of Strategic Analysis in Formulating a Strategy
    5. 9.4 Strategic Objectives and Levels of Strategy
    6. 9.5 Planning Firm Actions to Implement Strategies
    7. 9.6 Measuring and Evaluating Strategic Performance
    8. Key Terms
    9. Summary of Learning Outcomes
    10. Chapter Review Questions
    11. Management Skills Application Exercises
    12. Managerial Decision Exercises
    13. Critical Thinking Case
  11. 10 Organizational Structure and Change
    1. Introduction
    2. 10.1 Organizational Structures and Design
    3. 10.2 Organizational Change
    4. 10.3 Managing Change
    5. Key Terms
    6. Summary of Learning Outcomes
    7. Chapter Review Questions
    8. Management Skills Application Exercises
    9. Managerial Decision Exercises
    10. Critical Thinking Case
  12. 11 Human Resource Management
    1. Introduction
    2. 11.1 An Introduction to Human Resource Management
    3. 11.2 Human Resource Management and Compliance
    4. 11.3 Performance Management
    5. 11.4 Influencing Employee Performance and Motivation
    6. 11.5 Building an Organization for the Future
    7. 11.6 Talent Development and Succession Planning
    8. Key Terms
    9. Summary of Learning Outcomes
    10. Chapter Review Questions
    11. Management Skills Application Exercises
    12. Managerial Decision Exercises
    13. Critical Thinking Case
  13. 12 Diversity in Organizations
    1. Introduction
    2. 12.1 An Introduction to Workplace Diversity
    3. 12.2 Diversity and the Workforce
    4. 12.3 Diversity and Its Impact on Companies
    5. 12.4 Challenges of Diversity
    6. 12.5 Key Diversity Theories
    7. 12.6 Benefits and Challenges of Workplace Diversity
    8. 12.7 Recommendations for Managing Diversity
    9. Key Terms
    10. Summary of Learning Outcomes
    11. Chapter Review Questions
    12. Management Skills Application Exercises
    13. Managerial Decision Exercises
    14. Critical Thinking Case
  14. 13 Leadership
    1. Introduction
    2. 13.1 The Nature of Leadership
    3. 13.2 The Leadership Process
    4. 13.3 Leader Emergence
    5. 13.4 The Trait Approach to Leadership
    6. 13.5 Behavioral Approaches to Leadership
    7. 13.6 Situational (Contingency) Approaches to Leadership
    8. 13.7 Substitutes for and Neutralizers of Leadership
    9. 13.8 Transformational, Visionary, and Charismatic Leadership
    10. 13.9 Leadership Needs in the 21st Century
    11. Key Terms
    12. Summary of Learning Outcomes
    13. Chapter Review Questions
    14. Management Skills Application Exercises
    15. Managerial Decision Exercises
    16. Critical Thinking Case
  15. 14 Work Motivation for Performance
    1. Introduction
    2. 14.1 Motivation: Direction and Intensity
    3. 14.2 Content Theories of Motivation
    4. 14.3 Process Theories of Motivation
    5. 14.4 Recent Research on Motivation Theories
    6. Key Terms
    7. Summary of Learning Outcomes
    8. Chapter Review Questions
    9. Management Skills Application Exercises
    10. Managerial Decision Exercises
    11. Critical Thinking Case
  16. 15 Managing Teams
    1. Introduction
    2. 15.1 Teamwork in the Workplace
    3. 15.2 Team Development Over Time
    4. 15.3 Things to Consider When Managing Teams
    5. 15.4 Opportunities and Challenges to Team Building
    6. 15.5 Team Diversity
    7. 15.6 Multicultural Teams
    8. Key Terms
    9. Summary of Learning Outcomes
    10. Chapter Review Questions
    11. Management Skills Application Exercises
    12. Managerial Decision Exercises
    13. Critical Thinking Case
  17. 16 Managerial Communication
    1. Introduction
    2. 16.1 The Process of Managerial Communication
    3. 16.2 Types of Communications in Organizations
    4. 16.3 Factors Affecting Communications and the Roles of Managers
    5. 16.4 Managerial Communication and Corporate Reputation
    6. 16.5 The Major Channels of Management Communication Are Talking, Listening, Reading, and Writing
    7. Key Terms
    8. Summary of Learning Outcomes
    9. Chapter Review Questions
    10. Management Skills Application Exercises
    11. Managerial Decision Exercises
    12. Critical Thinking Case
  18. 17 Organizational Planning and Controlling
    1. Introduction
    2. 17.1 Is Planning Important
    3. 17.2 The Planning Process
    4. 17.3 Types of Plans
    5. 17.4 Goals or Outcome Statements
    6. 17.5 Formal Organizational Planning in Practice
    7. 17.6 Employees' Responses to Planning
    8. 17.7 Management by Objectives: A Planning and Control Technique
    9. 17.8 The Control- and Involvement-Oriented Approaches to Planning and Controlling
    10. Key Terms
    11. Summary of Learning Outcomes
    12. Chapter Review Questions
    13. Management Skills Application Exercises
    14. Managerial Decision Exercises
    15. Critical Thinking Case
  19. 18 Management of Technology and Innovation
    1. Introduction
    2. 18.1 MTI—Its Importance Now and In the Future
    3. 18.2 Developing Technology and Innovation
    4. 18.3 External Sources of Technology and Innovation
    5. 18.4 Internal Sources of Technology and Innovation
    6. 18.5 Management Entrepreneurship Skills for Technology and Innovation
    7. 18.6 Skills Needed for MTI
    8. 18.7 Managing Now for Future Technology and Innovation
    9. Key Terms
    10. Summary of Learning Outcomes
    11. Chapter Review Questions
    12. Management Skills Application Exercises
    13. Managerial Decision Exercises
    14. Critical Thinking Case
  20. References
  21. Index
Symbols
14 principles of management 3.5 Administrative and Bureaucratic Management
360 assessment 11.6 Talent Development and Succession Planning
9-box 11.6 Talent Development and Succession Planning
A
Ability 14.1 Motivation: Direction and Intensity
abundance-based change 10.3 Managing Change
Access discrimination 12.4 Challenges of Diversity
access-and-legitimacy perspective 12.6 Benefits and Challenges of Workplace Diversity
Action statements 17.1 Is Planning Important
Adam Smith 3.3 The Industrial Revolution
adaptation 15.6 Multicultural Teams
Adhocracy Culture 4.5 Corporate Cultures
Administrative plans 17.3 Types of Plans
Age discrimination 12.4 Challenges of Diversity
Age Discrimination in Employment Act (ADEA) 12.4 Challenges of Diversity
Amazon 7.1 Entrepreneurship, 7.1 Entrepreneurship
Americans with Disabilities Act (ADA) 12.4 Challenges of Diversity
Angel investors 7.4 Start Your Own Business
appreciative conversations 10.3 Managing Change
Appreciative Inquiry (AI) model 10.3 Managing Change
Avoidance learning 14.3 Process Theories of Motivation
B
barriers to entry 8.4 A Firm's Micro Environment: Porter's Five Forces
BCG Matrix 9.4 Strategic Objectives and Levels of Strategy
benchmarking 9.6 Measuring and Evaluating Strategic Performance
Bezos 7.1 Entrepreneurship, 7.1 Entrepreneurship, 7.1 Entrepreneurship, 7.1 Entrepreneurship
born globals 6.7 The Necessity of Global Markets
boundaries 15.3 Things to Consider When Managing Teams
boundary conditions 10.3 Managing Change
Bounded rationality 2.4 Barriers to Effective Decision-Making
Brainstorming 2.6 Group Decision-Making
bureaucratic model 10.1 Organizational Structures and Design
Business ethics 5.1 Ethics and Business Ethics Defined
business plan 7.4 Start Your Own Business, 7.4 Start Your Own Business
business-level strategy 9.4 Strategic Objectives and Levels of Strategy
buyer power 8.4 A Firm's Micro Environment: Porter's Five Forces
C
Capabilities 8.5 The Internal Environment
Carl G. Barth 3.4 Taylor-Made Management
centralization 10.1 Organizational Structures and Design
certified public accountant 7.5 Managing a Small Business
change agents 10.3 Managing Change
Change management 10.3 Managing Change
charisma 13.8 Transformational, Visionary, and Charismatic Leadership
charismatic leaders 13.8 Transformational, Visionary, and Charismatic Leadership
Chester Barnard 3.6 Human Relations Movement
Christianity 6.4 Cultural Stereotyping and Social Institutions
Clan Culture 4.5 Corporate Cultures
clusters 6.3 The GLOBE Framework
cognitive complexity 15.6 Multicultural Teams
cognitive diversity hypothesis 12.5 Key Diversity Theories
Collaboration 15.1 Teamwork in the Workplace
Command-and-control 10.1 Organizational Structures and Design
communicator 16.1 The Process of Managerial Communication
Competencies 11.6 Talent Development and Succession Planning
Competing Values Framework 4.5 Corporate Cultures
competition 8.6 Competition, Strategy, and Competitive Advantage
competitive advantage 8.6 Competition, Strategy, and Competitive Advantage
competitive environment 8.1 Gaining Advantages by Understanding the Competitive Environment
complex adaptive systems (CAS) 10.3 Managing Change
complex-stable environment 4.2 External Environments and Industries
complex-unstable environment 4.2 External Environments and Industries
compromise 3.6 Human Relations Movement
concurrent controls 17.6 Employees' Responses to Planning
confirmation bias 2.4 Barriers to Effective Decision-Making
Consideration 13.5 Behavioral Approaches to Leadership
content motivation theories 14.1 Motivation: Direction and Intensity
Contingency plans 17.3 Types of Plans
contingency school 3.7 Contingency and System Management
contingency theory of leadership. 13.6 Situational (Contingency) Approaches to Leadership
Controlling 17.6 Employees' Responses to Planning
conventional mindset 10.3 Managing Change
corporate culture 4.5 Corporate Cultures, 5.5 Ethics, Corporate Culture, and Compliance
Corporate strategy 9.4 Strategic Objectives and Levels of Strategy
cost-leadership strategy 8.6 Competition, Strategy, and Competitive Advantage
covert discrimination 12.4 Challenges of Diversity
CPA 7.5 Managing a Small Business
Creativity 2.5 Improving the Quality of Decision-Making
critical thinking 2.5 Improving the Quality of Decision-Making
Cultural intelligence 6.5 Cross-Cultural Assignments, 15.6 Multicultural Teams
cultural paradox 6.4 Cultural Stereotyping and Social Institutions
Cultural stereotyping 6.4 Cultural Stereotyping and Social Institutions
culture change 10.2 Organizational Change
cybernetic control 17.6 Employees' Responses to Planning
D
debt 7.4 Start Your Own Business
Decision-making 2.1 Overview of Managerial Decision-Making
Decisional roles. 1.2 The Roles Managers Play
decoding 16.1 The Process of Managerial Communication
Deep-level diversity 12.1 An Introduction to Workplace Diversity
defensive strategies 9.4 Strategic Objectives and Levels of Strategy
deficit-based change 10.3 Managing Change
Deming cycle 17.2 The Planning Process
Demographics 8.3 A Firm's External Macro Environment: PESTEL
Department of Commerce 7.5 Managing a Small Business
Department of Labor 7.8 Trends in Entrepreneurship and Small-Business Ownership
designated leader 13.3 Leader Emergence
devil’s advocate 2.6 Group Decision-Making
DHL Global Connected Index Introduction
differentiation 10.2 Organizational Change
differentiation strategy 8.6 Competition, Strategy, and Competitive Advantage
Direction 14.1 Motivation: Direction and Intensity
Disability discrimination 12.4 Challenges of Diversity
discrimination-and-fairness perspective 12.6 Benefits and Challenges of Workplace Diversity
disturbances 10.3 Managing Change
Diversified mentoring relationships 12.7 Recommendations for Managing Diversity
Diversity 12.1 An Introduction to Workplace Diversity
Divisional structures 4.3 Organizational Designs and Structures
domain 4.4 The Internal Organization and External Environments
domain/directional planning 17.2 The Planning Process
dominance 3.6 Human Relations Movement
E
e-commerce 6.1 Importance of International Management
Eagle Global Logistics 7.2 Characteristics of Successful Entrepreneurs
economic factors 8.3 A Firm's External Macro Environment: PESTEL
education 6.4 Cultural Stereotyping and Social Institutions
effort-performance expectancy 14.3 Process Theories of Motivation
Elton Mayo 3.6 Human Relations Movement
Emergent leaders 13.3 Leader Emergence
emergent or bottom-up approach 10.3 Managing Change
Emerging market multinationals 6.1 Importance of International Management
Emerging markets 6.1 Importance of International Management
Emotional intelligence 2.2 How the Brain Processes Information to Make Decisions: Reflective and Reactive Systems, 15.1 Teamwork in the Workplace
employee life cycle 11.1 An Introduction to Human Resource Management
employer-employee relationship 11.2 Human Resource Management and Compliance
encoding 16.1 The Process of Managerial Communication
Entrepreneurial activities 18.5 Management Entrepreneurship Skills for Technology and Innovation
entrepreneurs 7.1 Entrepreneurship
entrepreneurship 10.2 Organizational Change
environmental factors 8.3 A Firm's External Macro Environment: PESTEL
environmental scanning 8.1 Gaining Advantages by Understanding the Competitive Environment
Equal Employment Opportunity Commission 12.4 Challenges of Diversity
Equal Pay Act of 1963 12.4 Challenges of Diversity
equity 7.4 Start Your Own Business
Equity theory 14.3 Process Theories of Motivation
ERG theory 14.2 Content Theories of Motivation
Escalation of commitment 2.4 Barriers to Effective Decision-Making
Ethical dilemmas 5.2 Dimensions of Ethics: The Individual Level
Ethical relativism 5.3 Ethical Principles and Responsible Decision-Making
Ethics 5.1 Ethics and Business Ethics Defined
Evidence-based decision-making 2.5 Improving the Quality of Decision-Making
Executive managers 1.3 Major Characteristics of the Manager's Job
exit 15.6 Multicultural Teams
expatriate 6.2 Hofstede's Cultural Framework
Expectancy theory 14.3 Process Theories of Motivation
explicit knowledge 18.6 Skills Needed for MTI
exporting 6.7 The Necessity of Global Markets
external environment 8.3 A Firm's External Macro Environment: PESTEL
External factors 8.1 Gaining Advantages by Understanding the Competitive Environment
Extinction 14.3 Process Theories of Motivation
extrinsic 14.3 Process Theories of Motivation
extrinsic motivation 14.2 Content Theories of Motivation
F
Family and Medical Leave Act (FMLA) 12.4 Challenges of Diversity
figurehead role 16.3 Factors Affecting Communications and the Roles of Managers
first-line management 1.3 Major Characteristics of the Manager's Job
five functions of management 3.5 Administrative and Bureaucratic Management
flat organization 10.1 Organizational Structures and Design
focus 8.6 Competition, Strategy, and Competitive Advantage
followship 18.6 Skills Needed for MTI
foreign direct investment (FDI) 6.7 The Necessity of Global Markets
Foreign direct investment (FDI) 6.1 Importance of International Management
Formal and informal contracts 18.3 External Sources of Technology and Innovation
formal leader 13.3 Leader Emergence
formal organization 10.1 Organizational Structures and Design
formalization 10.1 Organizational Structures and Design
Forming 15.2 Team Development Over Time
Franchise agreements 18.3 External Sources of Technology and Innovation
Frank 3.4 Taylor-Made Management
Frederick Winslow Taylor 3.4 Taylor-Made Management
functional structure 4.3 Organizational Designs and Structures
G
Gates 7.1 Entrepreneurship
generic business-level strategies 8.6 Competition, Strategy, and Competitive Advantage
geographic structure 4.3 Organizational Designs and Structures
Geographic structures 10.1 Organizational Structures and Design
glass ceiling 12.2 Diversity and the Workforce
global strategy 6.6 Strategies for Expanding Globally
globalization 6.1 Importance of International Management
GLOBE project developed in the 1990s 6.3 The GLOBE Framework
goal 9.5 Planning Firm Actions to Implement Strategies
Goal commitment 14.3 Process Theories of Motivation
goal hierarchy 17.4 Goals or Outcome Statements
goal planning 17.2 The Planning Process
goal statements 17.1 Is Planning Important
Goal theory 14.3 Process Theories of Motivation
Government and political forces 4.1 The Organization's External Environment
great man theory of leadership 13.4 The Trait Approach to Leadership
ground rules 15.1 Teamwork in the Workplace
Group-level change 10.2 Organizational Change
Groupthink 2.6 Group Decision-Making, 12.3 Diversity and Its Impact on Companies
growth strategy 9.4 Strategic Objectives and Levels of Strategy
H
Hammurabi 3.1 The Early Origins of Management
Harassment 12.4 Challenges of Diversity
head, body, 15.6 Multicultural Teams
heart 15.6 Multicultural Teams
Hedonism, 14.2 Content Theories of Motivation
Henri Fayol 3.5 Administrative and Bureaucratic Management
Henry Gantt 3.4 Taylor-Made Management
heuristics 2.3 Programmed and Nonprogrammed Decisions
Hidden diversity 12.1 An Introduction to Workplace Diversity
Hierarchy Culture 4.5 Corporate Cultures
high-rigor 6.5 Cross-Cultural Assignments
highly structured interviews 12.7 Recommendations for Managing Diversity
Hinduism 6.4 Cultural Stereotyping and Social Institutions
Hofstede’s model of national culture 6.2 Hofstede's Cultural Framework
horizontal organizational design 4.3 Organizational Designs and Structures
horizontal organizational structure 10.1 Organizational Structures and Design
Human capital 11.1 An Introduction to Human Resource Management
Human resource management 11.1 An Introduction to Human Resource Management
Human resources compliance 11.2 Human Resource Management and Compliance
hybrid control system 17.6 Employees' Responses to Planning
hybrid planning 17.2 The Planning Process
Hygienes 14.2 Content Theories of Motivation
I
IBM 7.1 Entrepreneurship
identity groups 12.1 An Introduction to Workplace Diversity
immigration 6.2 Hofstede's Cultural Framework
Implementation 9.5 Planning Firm Actions to Implement Strategies
Inclusion 12.1 An Introduction to Workplace Diversity
Incremental change 10.2 Organizational Change
individual development plans 11.6 Talent Development and Succession Planning
Individual-level change 10.2 Organizational Change
Individualism 6.2 Hofstede's Cultural Framework
Industrial Revolution 3.3 The Industrial Revolution
industry 8.4 A Firm's Micro Environment: Porter's Five Forces
Industry rivalry 8.4 A Firm's Micro Environment: Porter's Five Forces
informal leader 13.3 Leader Emergence
informal organization 10.1 Organizational Structures and Design
Informational roles. 1.2 The Roles Managers Play
Initiating structure 13.5 Behavioral Approaches to Leadership
Innovation 18.1 MTI—Its Importance Now and In the Future
Inputs 14.3 Process Theories of Motivation
Instincts 14.2 Content Theories of Motivation
Instrumental values 5.2 Dimensions of Ethics: The Individual Level
integration 3.6 Human Relations Movement
integration-and-learning perspective 12.6 Benefits and Challenges of Workplace Diversity
Intel 7.1 Entrepreneurship
Intensity 14.1 Motivation: Direction and Intensity
Intentionality 10.2 Organizational Change
interaction attentiveness 16.2 Types of Communications in Organizations
interaction involvement 16.2 Types of Communications in Organizations
internal dimensions of an organization 4.5 Corporate Cultures
internal dimensions of organization 4.5 Corporate Cultures
internal environment 8.5 The Internal Environment
Internal factors 8.1 Gaining Advantages by Understanding the Competitive Environment
International franchising 6.7 The Necessity of Global Markets
International strategic alliances 6.7 The Necessity of Global Markets
International strategy 9.4 Strategic Objectives and Levels of Strategy
Interpersonal roles. 1.2 The Roles Managers Play
intrapreneurs 7.1 Entrepreneurship
intrinsic 14.3 Process Theories of Motivation
intrinsic motivation 14.2 Content Theories of Motivation
invisible social identities 12.1 An Introduction to Workplace Diversity
Islam 6.4 Cultural Stereotyping and Social Institutions
Italian Renaissance 3.2 The Italian Renaissance
J
Joan Woodward 3.7 Contingency and System Management
Joint ventures 18.3 External Sources of Technology and Innovation
justice 5.3 Ethical Principles and Responsible Decision-Making
justification-suppression model 12.5 Key Diversity Theories, 12.5 Key Diversity Theories
K
Kauffman Foundation 7.3 Small Business, 7.3 Small Business, 7.3 Small Business, 7.8 Trends in Entrepreneurship and Small-Business Ownership, 7.8 Trends in Entrepreneurship and Small-Business Ownership
knowledge economy 15.1 Teamwork in the Workplace
Kotter’s change model 10.3 Managing Change
L
latent need 14.2 Content Theories of Motivation
Leadership 13.1 The Nature of Leadership, 18.6 Skills Needed for MTI
least-preferred coworker (LPC), 13.6 Situational (Contingency) Approaches to Leadership
Legal factors 8.3 A Firm's External Macro Environment: PESTEL
level of change 10.2 Organizational Change
Lewin’s change model 10.3 Managing Change
Licensing 6.7 The Necessity of Global Markets
Licensing agreements 18.3 External Sources of Technology and Innovation
Lillian Gilbreth 3.4 Taylor-Made Management
local strategy 6.6 Strategies for Expanding Globally
long-term strategic plan 9.5 Planning Firm Actions to Implement Strategies
low-rigor training 6.5 Cross-Cultural Assignments
M
macro environment 8.3 A Firm's External Macro Environment: PESTEL
managed change 10.1 Organizational Structures and Design
Management by objectives (MBO) 17.7 Management by Objectives: A Planning and Control Technique
Management of innovation 18.1 MTI—Its Importance Now and In the Future
management of technology 18.1 MTI—Its Importance Now and In the Future
Managerial intervention 15.6 Multicultural Teams
managing diversity 12.1 An Introduction to Workplace Diversity
manifest need 14.2 Content Theories of Motivation
Manifest needs theory 14.2 Content Theories of Motivation
Market Culture 4.5 Corporate Cultures
Mary Parker Follett 3.6 Human Relations Movement
masculinity 6.2 Hofstede's Cultural Framework
matrix structure 10.1 Organizational Structures and Design
Matrix structures 4.3 Organizational Designs and Structures
Max Weber 3.5 Administrative and Bureaucratic Management
McKinsey 7-S model 4.4 The Internal Organization and External Environments
mechanistic bureaucratic structure 10.1 Organizational Structures and Design
Mechanistic organizational structures 4.3 Organizational Designs and Structures
Mergers/acquisitions (M&A) 18.3 External Sources of Technology and Innovation
merit matrix 11.4 Influencing Employee Performance and Motivation
micro environment 8.4 A Firm's Micro Environment: Porter's Five Forces
middle management 1.3 Major Characteristics of the Manager's Job
Mining 15.4 Opportunities and Challenges to Team Building
mission statement 9.2 Firm Vision and Mission
model minority myth 12.2 Diversity and the Workforce
modern bureaucracy 3.5 Administrative and Bureaucratic Management
moral entrepreneur 5.8 Emerging Trends in Ethics, CSR, and Compliance
motion studies 3.4 Taylor-Made Management
Motivation 14.1 Motivation: Direction and Intensity
Motivators 14.2 Content Theories of Motivation
motive 14.2 Content Theories of Motivation
N
NAICS 7.3 Small Business
National Federation of Independent Businesses 7.6 The Large Impact of Small Business
National origin discrimination 12.4 Challenges of Diversity
Natural disaster and human induced environmental problems 4.1 The Organization's External Environment
Nebuchadnezzar 3.1 The Early Origins of Management
need 14.2 Content Theories of Motivation
need for achievement (nAch) 14.2 Content Theories of Motivation
need for affiliation (nAff) 14.2 Content Theories of Motivation
need for power (nPow) 14.2 Content Theories of Motivation
negative reinforcement 14.3 Process Theories of Motivation
Networked team structures 4.3 Organizational Designs and Structures
new entrants 8.4 A Firm's Micro Environment: Porter's Five Forces
noise 16.1 The Process of Managerial Communication
noncybernetic control 17.6 Employees' Responses to Planning
nonprogrammed decisions 2.3 Programmed and Nonprogrammed Decisions
nonreinforcement 14.3 Process Theories of Motivation
Normative ethics 5.1 Ethics and Business Ethics Defined
Norming 15.2 Team Development Over Time
North American Industry Classification System 7.3 Small Business
O
OD consultant 10.3 Managing Change
Office of International Trade 7.5 Managing a Small Business
Official goals 17.4 Goals or Outcome Statements
open system 3.7 Contingency and System Management
operant conditioning 14.3 Process Theories of Motivation
operant conditioning theory 14.3 Process Theories of Motivation
Operating plans 17.3 Types of Plans
Operational goals 17.4 Goals or Outcome Statements
Operational planning 9.5 Planning Firm Actions to Implement Strategies
opportunity 8.2 Using SWOT for Strategic Analysis
organic bureaucratic structure 10.1 Organizational Structures and Design
Organic organizational structures 4.3 Organizational Designs and Structures
Organization-level change 10.2 Organizational Change
organizational change 10.1 Organizational Structures and Design
organizational design 10.1 Organizational Structures and Design
organizational development (OD) 10.1 Organizational Structures and Design, 10.3 Managing Change
Organizational learning 18.6 Skills Needed for MTI
organizational structure 10.1 Organizational Structures and Design
organizational structures 4.3 Organizational Designs and Structures
Outcome 17.1 Is Planning Important
Outcomes 14.3 Process Theories of Motivation
overreward inequity 14.3 Process Theories of Motivation
P
Paradox 15.3 Things to Consider When Managing Teams
Participatory management 10.3 Managing Change
path-goal theory of leadership 13.6 Situational (Contingency) Approaches to Leadership
pay-for-performance 11.3 Performance Management
performance environment 14.1 Motivation: Direction and Intensity
Performance management 11.3 Performance Management
Performance measurement 9.6 Measuring and Evaluating Strategic Performance
performance-outcome expectancy 14.3 Process Theories of Motivation
Performing 15.2 Team Development Over Time
PESTEL 8.3 A Firm's External Macro Environment: PESTEL
plan 9.5 Planning Firm Actions to Implement Strategies
Planned change 10.2 Organizational Change
Political factors 8.3 A Firm's External Macro Environment: PESTEL
political risk 6.7 The Necessity of Global Markets
Porter’s Five Forces 8.4 A Firm's Micro Environment: Porter's Five Forces
positive or appreciative mindset 10.3 Managing Change
positive reinforcement 14.3 Process Theories of Motivation
postaction controls 17.6 Employees' Responses to Planning
postarrival cross-cultural training 6.5 Cross-Cultural Assignments
power distance 6.2 Hofstede's Cultural Framework
precontrols 17.6 Employees' Responses to Planning
predeparture cross-cultural training 6.5 Cross-Cultural Assignments
Pregnancy discrimination 12.4 Challenges of Diversity
Pregnancy Discrimination Act (PDA) 12.4 Challenges of Diversity
Primary activities 8.5 The Internal Environment
primary needs 14.2 Content Theories of Motivation
Process conflict, 2.4 Barriers to Effective Decision-Making
Process motivation theories 14.1 Motivation: Direction and Intensity
Product structures 10.1 Organizational Structures and Design
Programmed decisions 2.3 Programmed and Nonprogrammed Decisions
Punishment 14.3 Process Theories of Motivation
Q
Quality Imaging Products 7.2 Characteristics of Successful Entrepreneurs
R
Race/color discrimination 12.4 Challenges of Diversity
reactive system 2.2 How the Brain Processes Information to Make Decisions: Reflective and Reactive Systems
Real-time permission 15.4 Opportunities and Challenges to Team Building
receiver 16.1 The Process of Managerial Communication
referent others 14.3 Process Theories of Motivation
reflective system 2.2 How the Brain Processes Information to Make Decisions: Reflective and Reactive Systems
regional strategy 6.6 Strategies for Expanding Globally
Reinforcement 14.3 Process Theories of Motivation
Relationship conflict 2.4 Barriers to Effective Decision-Making
religion 6.4 Cultural Stereotyping and Social Institutions
Religious discrimination 12.4 Challenges of Diversity
research and development (R&D) 18.4 Internal Sources of Technology and Innovation
resource-based view 12.3 Diversity and Its Impact on Companies
Resources 8.5 The Internal Environment
revealing 12.2 Diversity and the Workforce
Reverse discrimination 12.4 Challenges of Diversity
rights 5.3 Ethical Principles and Responsible Decision-Making
role perceptions 14.1 Motivation: Direction and Intensity
S
Salesforce.com 7.1 Entrepreneurship
satisficing 2.5 Improving the Quality of Decision-Making
schedules of reinforcement 14.3 Process Theories of Motivation
Schema theory 12.5 Key Diversity Theories
scope of change 10.2 Organizational Change
secondary needs 14.2 Content Theories of Motivation
Self-determination theory (SDT) 14.2 Content Theories of Motivation
Self-efficacy 14.3 Process Theories of Motivation
Servant leadership 5.4 Leadership: Ethics at the Organizational Level
Sex-based discrimination 12.4 Challenges of Diversity
sexual harassment 12.2 Diversity and the Workforce, 12.4 Challenges of Diversity
short-term strategic plan 9.5 Planning Firm Actions to Implement Strategies
similarity-attraction paradigm 12.5 Key Diversity Theories
simple-stable environment 4.2 External Environments and Industries
simple-unstable environment 4.2 External Environments and Industries
Single-use plans 17.3 Types of Plans
small business 7.1 Entrepreneurship
Small Business Administration 7.1 Entrepreneurship, 7.3 Small Business
Small Business Administration (SBA) 7.7 The Small Business Administration
Small Business Association 7.5 Managing a Small Business
Small Business Investment Companies (SBICs) 7.7 The Small Business Administration
SMART framework 9.5 Planning Firm Actions to Implement Strategies
social identity theory 12.5 Key Diversity Theories
social institution 6.4 Cultural Stereotyping and Social Institutions
Social stratification 6.4 Cultural Stereotyping and Social Institutions
Society of Human Resource Management (SHRM) 11.2 Human Resource Management and Compliance
Sociocultural environmental forces 4.1 The Organization's External Environment
sociocultural factors 8.3 A Firm's External Macro Environment: PESTEL
span of control 10.1 Organizational Structures and Design
specialization 10.1 Organizational Structures and Design
stability strategy 9.4 Strategic Objectives and Levels of Strategy
stakeholder 5.1 Ethics and Business Ethics Defined
stakeholder management 5.6 Corporate Social Responsibility (CSR)
stakeholders 2.1 Overview of Managerial Decision-Making
Standing plans 17.3 Types of Plans
StartupNation 7.1 Entrepreneurship
state of equity 14.3 Process Theories of Motivation
Stereotypes 12.5 Key Diversity Theories
Stewardship 5.4 Leadership: Ethics at the Organizational Level
Storming 15.2 Team Development Over Time
Strategic analysis 8.1 Gaining Advantages by Understanding the Competitive Environment, 9.3 The Role of Strategic Analysis in Formulating a Strategy
strategic change 10.2 Organizational Change
strategic drift 18.3 External Sources of Technology and Innovation
strategic groups 8.6 Competition, Strategy, and Competitive Advantage
Strategic human resources management (SHRM) 12.3 Diversity and Its Impact on Companies
strategic inertia 18.1 MTI—Its Importance Now and In the Future
strategic management process 9.1 Strategic Management
Strategic objectives 9.4 Strategic Objectives and Levels of Strategy
Strategic planning 9.5 Planning Firm Actions to Implement Strategies
Strategic plans 17.3 Types of Plans
strategic positioning 8.7 Strategic Positioning
Strategy 8.6 Competition, Strategy, and Competitive Advantage
strengths 8.2 Using SWOT for Strategic Analysis
structural change 10.2 Organizational Change
structural intervention 15.6 Multicultural Teams
substitute 8.4 A Firm's Micro Environment: Porter's Five Forces
succession planning 11.6 Talent Development and Succession Planning
Sun Tzu 3.1 The Early Origins of Management
Supplier power 8.4 A Firm's Micro Environment: Porter's Five Forces
Support activities 8.5 The Internal Environment
suppression of dissent 2.6 Group Decision-Making
Surface-level diversity 12.1 An Introduction to Workplace Diversity
switching costs 8.4 A Firm's Micro Environment: Porter's Five Forces
SWOT 8.2 Using SWOT for Strategic Analysis
T
tacit knowledge 18.6 Skills Needed for MTI
Tactical planning 9.5 Planning Firm Actions to Implement Strategies
Talent acquisition 11.5 Building an Organization for the Future
Talent development 11.6 Talent Development and Succession Planning
talent review calibration process 11.6 Talent Development and Succession Planning
Tariffs 6.1 Importance of International Management
technological change 10.2 Organizational Change
technological factors 8.3 A Firm's External Macro Environment: PESTEL
Technological forces 4.1 The Organization's External Environment
Technology 18.1 MTI—Its Importance Now and In the Future
Terminal values 5.2 Dimensions of Ethics: The Individual Level
Texas Instruments 7.1 Entrepreneurship
threat 8.2 Using SWOT for Strategic Analysis
Top-down change 10.3 Managing Change
total rewards strategy 11.4 Influencing Employee Performance and Motivation
trade agreements 6.1 Importance of International Management
training, stretch assignments, individual assessments, 11.6 Talent Development and Succession Planning
transformational change 10.2 Organizational Change
transformational leader 13.8 Transformational, Visionary, and Charismatic Leadership
Treatment discrimination 12.4 Challenges of Diversity
U
U.S. Census Bureau 7.1 Entrepreneurship
uncertainty avoidance 6.2 Hofstede's Cultural Framework
underreward inequity 14.3 Process Theories of Motivation
unity of command 3.5 Administrative and Bureaucratic Management
unplanned change 10.2 Organizational Change
Uppsala model 6.7 The Necessity of Global Markets
V
Valences 14.3 Process Theories of Motivation
value chain 8.5 The Internal Environment
value proposition 18.5 Management Entrepreneurship Skills for Technology and Innovation
Venture capital 7.4 Start Your Own Business
vertical organizational structure 10.1 Organizational Structures and Design
VF Corporation 7.1 Entrepreneurship
Virtual structures and organizations 4.3 Organizational Designs and Structures
Virtue ethics 5.3 Ethical Principles and Responsible Decision-Making
vision statement 9.2 Firm Vision and Mission
Visionary leaders 13.8 Transformational, Visionary, and Charismatic Leadership
VRIO 8.5 The Internal Environment
W
war for talent 11.5 Building an Organization for the Future
weaknesses 8.2 Using SWOT for Strategic Analysis
work motivation 14.1 Motivation: Direction and Intensity
work visa 12.2 Diversity and the Workforce
working group 15.1 Teamwork in the Workplace
Workplace discrimination 12.4 Challenges of Diversity
X
Xerox 7.1 Entrepreneurship
Z
zone of indifference 3.6 Human Relations Movement
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