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Principles of Management

Index

Principles of ManagementIndex
  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 management3.5 Administrative and Bureaucratic Management
360 assessment11.6 Talent Development and Succession Planning
9-box11.6 Talent Development and Succession Planning
A
Ability14.1 Motivation: Direction and Intensity
abundance-based change10.3 Managing Change
Access discrimination12.4 Challenges of Diversity
access-and-legitimacy perspective12.6 Benefits and Challenges of Workplace Diversity
Action statements17.1 Is Planning Important
Adam Smith3.3 The Industrial Revolution
adaptation15.6 Multicultural Teams
Adhocracy Culture4.5 Corporate Cultures
Administrative plans17.3 Types of Plans
Age discrimination12.4 Challenges of Diversity
Age Discrimination in Employment Act (ADEA)12.4 Challenges of Diversity
Amazon7.1 Entrepreneurship, 7.1 Entrepreneurship
Americans with Disabilities Act (ADA)12.4 Challenges of Diversity
Angel investors7.4 Start Your Own Business
appreciative conversations10.3 Managing Change
Appreciative Inquiry (AI) model10.3 Managing Change
Avoidance learning14.3 Process Theories of Motivation
B
barriers to entry8.4 A Firm's Micro Environment: Porter's Five Forces
BCG Matrix9.4 Strategic Objectives and Levels of Strategy
benchmarking9.6 Measuring and Evaluating Strategic Performance
Bezos7.1 Entrepreneurship, 7.1 Entrepreneurship, 7.1 Entrepreneurship, 7.1 Entrepreneurship
born globals6.7 The Necessity of Global Markets
boundaries15.3 Things to Consider When Managing Teams
boundary conditions10.3 Managing Change
Bounded rationality2.4 Barriers to Effective Decision-Making
Brainstorming2.6 Group Decision-Making
bureaucratic model10.1 Organizational Structures and Design
Business ethics5.1 Ethics and Business Ethics Defined
business plan7.4 Start Your Own Business, 7.4 Start Your Own Business
business-level strategy9.4 Strategic Objectives and Levels of Strategy
buyer power8.4 A Firm's Micro Environment: Porter's Five Forces
C
Capabilities8.5 The Internal Environment
Carl G. Barth3.4 Taylor-Made Management
centralization10.1 Organizational Structures and Design
certified public accountant7.5 Managing a Small Business
change agents10.3 Managing Change
Change management10.3 Managing Change
charisma13.8 Transformational, Visionary, and Charismatic Leadership
charismatic leaders13.8 Transformational, Visionary, and Charismatic Leadership
Chester Barnard3.6 Human Relations Movement
Christianity6.4 Cultural Stereotyping and Social Institutions
Clan Culture4.5 Corporate Cultures
clusters6.3 The GLOBE Framework
cognitive complexity15.6 Multicultural Teams
cognitive diversity hypothesis12.5 Key Diversity Theories
Collaboration15.1 Teamwork in the Workplace
Command-and-control10.1 Organizational Structures and Design
communicator16.1 The Process of Managerial Communication
Competencies11.6 Talent Development and Succession Planning
Competing Values Framework4.5 Corporate Cultures
competition8.6 Competition, Strategy, and Competitive Advantage
competitive advantage8.6 Competition, Strategy, and Competitive Advantage
competitive environment8.1 Gaining Advantages by Understanding the Competitive Environment
complex adaptive systems (CAS)10.3 Managing Change
complex-stable environment4.2 External Environments and Industries
complex-unstable environment4.2 External Environments and Industries
compromise3.6 Human Relations Movement
concurrent controls17.6 Employees' Responses to Planning
confirmation bias2.4 Barriers to Effective Decision-Making
Consideration13.5 Behavioral Approaches to Leadership
content motivation theories14.1 Motivation: Direction and Intensity
Contingency plans17.3 Types of Plans
contingency school3.7 Contingency and System Management
contingency theory of leadership.13.6 Situational (Contingency) Approaches to Leadership
Controlling17.6 Employees' Responses to Planning
conventional mindset10.3 Managing Change
corporate culture4.5 Corporate Cultures, 5.5 Ethics, Corporate Culture, and Compliance
Corporate strategy9.4 Strategic Objectives and Levels of Strategy
cost-leadership strategy8.6 Competition, Strategy, and Competitive Advantage
covert discrimination12.4 Challenges of Diversity
CPA7.5 Managing a Small Business
Creativity2.5 Improving the Quality of Decision-Making
critical thinking2.5 Improving the Quality of Decision-Making
Cultural intelligence6.5 Cross-Cultural Assignments, 15.6 Multicultural Teams
cultural paradox6.4 Cultural Stereotyping and Social Institutions
Cultural stereotyping6.4 Cultural Stereotyping and Social Institutions
culture change10.2 Organizational Change
cybernetic control17.6 Employees' Responses to Planning
D
debt7.4 Start Your Own Business
Decision-making2.1 Overview of Managerial Decision-Making
Decisional roles.1.2 The Roles Managers Play
decoding16.1 The Process of Managerial Communication
Deep-level diversity12.1 An Introduction to Workplace Diversity
defensive strategies9.4 Strategic Objectives and Levels of Strategy
deficit-based change10.3 Managing Change
Deming cycle17.2 The Planning Process
Demographics8.3 A Firm's External Macro Environment: PESTEL
Department of Commerce7.5 Managing a Small Business
Department of Labor7.8 Trends in Entrepreneurship and Small-Business Ownership
designated leader13.3 Leader Emergence
devil’s advocate2.6 Group Decision-Making
DHL Global Connected IndexIntroduction
differentiation10.2 Organizational Change
differentiation strategy8.6 Competition, Strategy, and Competitive Advantage
Direction14.1 Motivation: Direction and Intensity
Disability discrimination12.4 Challenges of Diversity
discrimination-and-fairness perspective12.6 Benefits and Challenges of Workplace Diversity
disturbances10.3 Managing Change
Diversified mentoring relationships12.7 Recommendations for Managing Diversity
Diversity12.1 An Introduction to Workplace Diversity
Divisional structures4.3 Organizational Designs and Structures
domain4.4 The Internal Organization and External Environments
domain/directional planning17.2 The Planning Process
dominance3.6 Human Relations Movement
E
e-commerce6.1 Importance of International Management
Eagle Global Logistics7.2 Characteristics of Successful Entrepreneurs
economic factors8.3 A Firm's External Macro Environment: PESTEL
education6.4 Cultural Stereotyping and Social Institutions
effort-performance expectancy14.3 Process Theories of Motivation
Elton Mayo3.6 Human Relations Movement
Emergent leaders13.3 Leader Emergence
emergent or bottom-up approach10.3 Managing Change
Emerging market multinationals6.1 Importance of International Management
Emerging markets6.1 Importance of International Management
Emotional intelligence2.2 How the Brain Processes Information to Make Decisions: Reflective and Reactive Systems, 15.1 Teamwork in the Workplace
employee life cycle11.1 An Introduction to Human Resource Management
employer-employee relationship11.2 Human Resource Management and Compliance
encoding16.1 The Process of Managerial Communication
Entrepreneurial activities18.5 Management Entrepreneurship Skills for Technology and Innovation
entrepreneurs7.1 Entrepreneurship
entrepreneurship10.2 Organizational Change
environmental factors8.3 A Firm's External Macro Environment: PESTEL
environmental scanning8.1 Gaining Advantages by Understanding the Competitive Environment
Equal Employment Opportunity Commission12.4 Challenges of Diversity
Equal Pay Act of 196312.4 Challenges of Diversity
equity7.4 Start Your Own Business
Equity theory14.3 Process Theories of Motivation
ERG theory14.2 Content Theories of Motivation
Escalation of commitment2.4 Barriers to Effective Decision-Making
Ethical dilemmas5.2 Dimensions of Ethics: The Individual Level
Ethical relativism5.3 Ethical Principles and Responsible Decision-Making
Ethics5.1 Ethics and Business Ethics Defined
Evidence-based decision-making2.5 Improving the Quality of Decision-Making
Executive managers1.3 Major Characteristics of the Manager's Job
exit15.6 Multicultural Teams
expatriate6.2 Hofstede's Cultural Framework
Expectancy theory14.3 Process Theories of Motivation
explicit knowledge18.6 Skills Needed for MTI
exporting6.7 The Necessity of Global Markets
external environment8.3 A Firm's External Macro Environment: PESTEL
External factors8.1 Gaining Advantages by Understanding the Competitive Environment
Extinction14.3 Process Theories of Motivation
extrinsic14.3 Process Theories of Motivation
extrinsic motivation14.2 Content Theories of Motivation
F
Family and Medical Leave Act (FMLA)12.4 Challenges of Diversity
figurehead role16.3 Factors Affecting Communications and the Roles of Managers
first-line management1.3 Major Characteristics of the Manager's Job
five functions of management3.5 Administrative and Bureaucratic Management
flat organization10.1 Organizational Structures and Design
focus8.6 Competition, Strategy, and Competitive Advantage
followship18.6 Skills Needed for MTI
Foreign direct investment (FDI)6.1 Importance of International Management, 6.7 The Necessity of Global Markets
Formal and informal contracts18.3 External Sources of Technology and Innovation
formal leader13.3 Leader Emergence
formal organization10.1 Organizational Structures and Design
formalization10.1 Organizational Structures and Design
Forming15.2 Team Development Over Time
Franchise agreements18.3 External Sources of Technology and Innovation
Frank3.4 Taylor-Made Management
Frederick Winslow Taylor3.4 Taylor-Made Management
functional structure4.3 Organizational Designs and Structures
G
Gates7.1 Entrepreneurship
generic business-level strategies8.6 Competition, Strategy, and Competitive Advantage
geographic structure4.3 Organizational Designs and Structures
Geographic structures10.1 Organizational Structures and Design
glass ceiling12.2 Diversity and the Workforce
global strategy6.6 Strategies for Expanding Globally
globalization6.1 Importance of International Management
GLOBE project developed in the 1990s6.3 The GLOBE Framework
goal9.5 Planning Firm Actions to Implement Strategies
Goal commitment14.3 Process Theories of Motivation
goal hierarchy17.4 Goals or Outcome Statements
goal planning17.2 The Planning Process
goal statements17.1 Is Planning Important
Goal theory14.3 Process Theories of Motivation
Government and political forces4.1 The Organization's External Environment
great man theory of leadership13.4 The Trait Approach to Leadership
ground rules15.1 Teamwork in the Workplace
Group-level change10.2 Organizational Change
Groupthink2.6 Group Decision-Making, 12.3 Diversity and Its Impact on Companies
growth strategy9.4 Strategic Objectives and Levels of Strategy
H
Hammurabi3.1 The Early Origins of Management
Harassment12.4 Challenges of Diversity
head, body,15.6 Multicultural Teams
heart15.6 Multicultural Teams
Hedonism,14.2 Content Theories of Motivation
Henri Fayol3.5 Administrative and Bureaucratic Management
Henry Gantt3.4 Taylor-Made Management
heuristics2.3 Programmed and Nonprogrammed Decisions
Hidden diversity12.1 An Introduction to Workplace Diversity
Hierarchy Culture4.5 Corporate Cultures
high-rigor6.5 Cross-Cultural Assignments
highly structured interviews12.7 Recommendations for Managing Diversity
Hinduism6.4 Cultural Stereotyping and Social Institutions
Hofstede’s model of national culture6.2 Hofstede's Cultural Framework
horizontal organizational design4.3 Organizational Designs and Structures
horizontal organizational structure10.1 Organizational Structures and Design
Human capital11.1 An Introduction to Human Resource Management
Human resource management11.1 An Introduction to Human Resource Management
Human resources compliance11.2 Human Resource Management and Compliance
hybrid control system17.6 Employees' Responses to Planning
hybrid planning17.2 The Planning Process
Hygienes14.2 Content Theories of Motivation
I
IBM7.1 Entrepreneurship
identity groups12.1 An Introduction to Workplace Diversity
immigration6.2 Hofstede's Cultural Framework
Implementation9.5 Planning Firm Actions to Implement Strategies
Inclusion12.1 An Introduction to Workplace Diversity
Incremental change10.2 Organizational Change
individual development plans11.6 Talent Development and Succession Planning
Individual-level change10.2 Organizational Change
Individualism6.2 Hofstede's Cultural Framework
Industrial Revolution3.3 The Industrial Revolution
industry8.4 A Firm's Micro Environment: Porter's Five Forces
Industry rivalry8.4 A Firm's Micro Environment: Porter's Five Forces
informal leader13.3 Leader Emergence
informal organization10.1 Organizational Structures and Design
Informational roles.1.2 The Roles Managers Play
Initiating structure13.5 Behavioral Approaches to Leadership
Innovation18.1 MTI—Its Importance Now and In the Future
Inputs14.3 Process Theories of Motivation
Instincts14.2 Content Theories of Motivation
Instrumental values5.2 Dimensions of Ethics: The Individual Level
integration3.6 Human Relations Movement
integration-and-learning perspective12.6 Benefits and Challenges of Workplace Diversity
Intel7.1 Entrepreneurship
Intensity14.1 Motivation: Direction and Intensity
Intentionality10.2 Organizational Change
interaction attentiveness16.2 Types of Communications in Organizations
interaction involvement16.2 Types of Communications in Organizations
internal dimensions of an organization4.5 Corporate Cultures
internal dimensions of organization4.5 Corporate Cultures
internal environment8.5 The Internal Environment
Internal factors8.1 Gaining Advantages by Understanding the Competitive Environment
International franchising6.7 The Necessity of Global Markets
International strategic alliances6.7 The Necessity of Global Markets
International strategy9.4 Strategic Objectives and Levels of Strategy
Interpersonal roles.1.2 The Roles Managers Play
intrapreneurs7.1 Entrepreneurship
intrinsic14.3 Process Theories of Motivation
intrinsic motivation14.2 Content Theories of Motivation
invisible social identities12.1 An Introduction to Workplace Diversity
Islam6.4 Cultural Stereotyping and Social Institutions
Italian Renaissance3.2 The Italian Renaissance
J
Joan Woodward3.7 Contingency and System Management
Joint ventures18.3 External Sources of Technology and Innovation
justice5.3 Ethical Principles and Responsible Decision-Making
justification-suppression model12.5 Key Diversity Theories, 12.5 Key Diversity Theories
K
Kauffman Foundation7.3 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 economy15.1 Teamwork in the Workplace
Kotter’s change model10.3 Managing Change
L
latent need14.2 Content Theories of Motivation
Leadership13.1 The Nature of Leadership, 18.6 Skills Needed for MTI
least-preferred coworker (LPC),13.6 Situational (Contingency) Approaches to Leadership
Legal factors8.3 A Firm's External Macro Environment: PESTEL
level of change10.2 Organizational Change
Lewin’s change model10.3 Managing Change
Licensing6.7 The Necessity of Global Markets
Licensing agreements18.3 External Sources of Technology and Innovation
Lillian Gilbreth3.4 Taylor-Made Management
local strategy6.6 Strategies for Expanding Globally
long-term strategic plan9.5 Planning Firm Actions to Implement Strategies
low-rigor training6.5 Cross-Cultural Assignments
M
macro environment8.3 A Firm's External Macro Environment: PESTEL
managed change10.1 Organizational Structures and Design
Management by objectives (MBO)17.7 Management by Objectives: A Planning and Control Technique
Management of innovation18.1 MTI—Its Importance Now and In the Future
management of technology18.1 MTI—Its Importance Now and In the Future
Managerial intervention15.6 Multicultural Teams
managing diversity12.1 An Introduction to Workplace Diversity
manifest need14.2 Content Theories of Motivation
Manifest needs theory14.2 Content Theories of Motivation
Market Culture4.5 Corporate Cultures
Mary Parker Follett3.6 Human Relations Movement
masculinity6.2 Hofstede's Cultural Framework
matrix structure10.1 Organizational Structures and Design
Matrix structures4.3 Organizational Designs and Structures
Max Weber3.5 Administrative and Bureaucratic Management
McKinsey 7-S model4.4 The Internal Organization and External Environments
mechanistic bureaucratic structure10.1 Organizational Structures and Design
Mechanistic organizational structures4.3 Organizational Designs and Structures
Mergers/acquisitions (M&A)18.3 External Sources of Technology and Innovation
merit matrix11.4 Influencing Employee Performance and Motivation
micro environment8.4 A Firm's Micro Environment: Porter's Five Forces
middle management1.3 Major Characteristics of the Manager's Job
Mining15.4 Opportunities and Challenges to Team Building
mission statement9.2 Firm Vision and Mission
model minority myth12.2 Diversity and the Workforce
modern bureaucracy3.5 Administrative and Bureaucratic Management
moral entrepreneur5.8 Emerging Trends in Ethics, CSR, and Compliance
motion studies3.4 Taylor-Made Management
Motivation14.1 Motivation: Direction and Intensity
Motivators14.2 Content Theories of Motivation
motive14.2 Content Theories of Motivation
N
NAICS7.3 Small Business
National Federation of Independent Businesses7.6 The Large Impact of Small Business
National origin discrimination12.4 Challenges of Diversity
Natural disaster and human induced environmental problems4.1 The Organization's External Environment
Nebuchadnezzar3.1 The Early Origins of Management
need14.2 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 reinforcement14.3 Process Theories of Motivation
Networked team structures4.3 Organizational Designs and Structures
new entrants8.4 A Firm's Micro Environment: Porter's Five Forces
noise16.1 The Process of Managerial Communication
noncybernetic control17.6 Employees' Responses to Planning
nonprogrammed decisions2.3 Programmed and Nonprogrammed Decisions
nonreinforcement14.3 Process Theories of Motivation
Normative ethics5.1 Ethics and Business Ethics Defined
Norming15.2 Team Development Over Time
North American Industry Classification System7.3 Small Business
O
OD consultant10.3 Managing Change
Office of International Trade7.5 Managing a Small Business
Official goals17.4 Goals or Outcome Statements
open system3.7 Contingency and System Management
operant conditioning14.3 Process Theories of Motivation
operant conditioning theory14.3 Process Theories of Motivation
Operating plans17.3 Types of Plans
Operational goals17.4 Goals or Outcome Statements
Operational planning9.5 Planning Firm Actions to Implement Strategies
opportunity8.2 Using SWOT for Strategic Analysis
organic bureaucratic structure10.1 Organizational Structures and Design
Organic organizational structures4.3 Organizational Designs and Structures
Organization-level change10.2 Organizational Change
organizational change10.1 Organizational Structures and Design
organizational design10.1 Organizational Structures and Design
organizational development (OD)10.1 Organizational Structures and Design, 10.3 Managing Change
Organizational learning18.6 Skills Needed for MTI
organizational structure10.1 Organizational Structures and Design
organizational structures4.3 Organizational Designs and Structures
Outcome17.1 Is Planning Important
Outcomes14.3 Process Theories of Motivation
overreward inequity14.3 Process Theories of Motivation
P
Paradox15.3 Things to Consider When Managing Teams
Participatory management10.3 Managing Change
passing12.2 Diversity and the Workforce
path-goal theory of leadership13.6 Situational (Contingency) Approaches to Leadership
pay-for-performance11.3 Performance Management
performance environment14.1 Motivation: Direction and Intensity
Performance management11.3 Performance Management
Performance measurement9.6 Measuring and Evaluating Strategic Performance
performance-outcome expectancy14.3 Process Theories of Motivation
Performing15.2 Team Development Over Time
PESTEL8.3 A Firm's External Macro Environment: PESTEL
plan9.5 Planning Firm Actions to Implement Strategies
Planned change10.2 Organizational Change
Political factors8.3 A Firm's External Macro Environment: PESTEL
political risk6.7 The Necessity of Global Markets
Porter’s Five Forces8.4 A Firm's Micro Environment: Porter's Five Forces
positive or appreciative mindset10.3 Managing Change
positive reinforcement14.3 Process Theories of Motivation
postaction controls17.6 Employees' Responses to Planning
postarrival cross-cultural training6.5 Cross-Cultural Assignments
power distance6.2 Hofstede's Cultural Framework
precontrols17.6 Employees' Responses to Planning
predeparture cross-cultural training6.5 Cross-Cultural Assignments
Pregnancy discrimination12.4 Challenges of Diversity
Pregnancy Discrimination Act (PDA)12.4 Challenges of Diversity
Primary activities8.5 The Internal Environment
primary needs14.2 Content Theories of Motivation
Process conflict,2.4 Barriers to Effective Decision-Making
Process motivation theories14.1 Motivation: Direction and Intensity
Product structures10.1 Organizational Structures and Design
Programmed decisions2.3 Programmed and Nonprogrammed Decisions
Punishment14.3 Process Theories of Motivation
Q
Quality Imaging Products7.2 Characteristics of Successful Entrepreneurs
R
Race/color discrimination12.4 Challenges of Diversity
reactive system2.2 How the Brain Processes Information to Make Decisions: Reflective and Reactive Systems
Real-time permission15.4 Opportunities and Challenges to Team Building
receiver16.1 The Process of Managerial Communication
referent others14.3 Process Theories of Motivation
reflective system2.2 How the Brain Processes Information to Make Decisions: Reflective and Reactive Systems
regional strategy6.6 Strategies for Expanding Globally
Reinforcement14.3 Process Theories of Motivation
Relationship conflict2.4 Barriers to Effective Decision-Making
religion6.4 Cultural Stereotyping and Social Institutions
Religious discrimination12.4 Challenges of Diversity
research and development (R&D)18.4 Internal Sources of Technology and Innovation
resource-based view12.3 Diversity and Its Impact on Companies
Resources8.5 The Internal Environment
revealing12.2 Diversity and the Workforce
Reverse discrimination12.4 Challenges of Diversity
rights5.3 Ethical Principles and Responsible Decision-Making
role perceptions14.1 Motivation: Direction and Intensity
S
Salesforce.com7.1 Entrepreneurship
satisficing2.5 Improving the Quality of Decision-Making
schedules of reinforcement14.3 Process Theories of Motivation
Schema theory12.5 Key Diversity Theories
scope of change10.2 Organizational Change
secondary needs14.2 Content Theories of Motivation
Self-determination theory (SDT)14.2 Content Theories of Motivation
Self-efficacy14.3 Process Theories of Motivation
Servant leadership5.4 Leadership: Ethics at the Organizational Level
Sex-based discrimination12.4 Challenges of Diversity
sexual harassment12.2 Diversity and the Workforce, 12.4 Challenges of Diversity
short-term strategic plan9.5 Planning Firm Actions to Implement Strategies
similarity-attraction paradigm12.5 Key Diversity Theories
simple-stable environment4.2 External Environments and Industries
simple-unstable environment4.2 External Environments and Industries
Single-use plans17.3 Types of Plans
small business7.1 Entrepreneurship
Small Business Administration7.1 Entrepreneurship, 7.3 Small Business
Small Business Administration (SBA)7.7 The Small Business Administration
Small Business Association7.5 Managing a Small Business
Small Business Investment Companies (SBICs)7.7 The Small Business Administration
SMART framework9.5 Planning Firm Actions to Implement Strategies
social identity theory12.5 Key Diversity Theories
social institution6.4 Cultural Stereotyping and Social Institutions
Social stratification6.4 Cultural Stereotyping and Social Institutions
Society of Human Resource Management (SHRM)11.2 Human Resource Management and Compliance
Sociocultural environmental forces4.1 The Organization's External Environment
sociocultural factors8.3 A Firm's External Macro Environment: PESTEL
span of control10.1 Organizational Structures and Design
specialization10.1 Organizational Structures and Design
stability strategy9.4 Strategic Objectives and Levels of Strategy
stakeholder5.1 Ethics and Business Ethics Defined
stakeholder management5.6 Corporate Social Responsibility (CSR)
stakeholders2.1 Overview of Managerial Decision-Making
Standing plans17.3 Types of Plans
StartupNation7.1 Entrepreneurship
state of equity14.3 Process Theories of Motivation
Stereotypes12.5 Key Diversity Theories
Stewardship5.4 Leadership: Ethics at the Organizational Level
Storming15.2 Team Development Over Time
Strategic analysis8.1 Gaining Advantages by Understanding the Competitive Environment, 9.3 The Role of Strategic Analysis in Formulating a Strategy
strategic change10.2 Organizational Change
strategic drift18.3 External Sources of Technology and Innovation
strategic groups8.6 Competition, Strategy, and Competitive Advantage
Strategic human resources management (SHRM)12.3 Diversity and Its Impact on Companies
strategic inertia18.1 MTI—Its Importance Now and In the Future
strategic management process9.1 Strategic Management
Strategic objectives9.4 Strategic Objectives and Levels of Strategy
Strategic planning9.5 Planning Firm Actions to Implement Strategies
Strategic plans17.3 Types of Plans
strategic positioning8.7 Strategic Positioning
Strategy8.6 Competition, Strategy, and Competitive Advantage
strengths8.2 Using SWOT for Strategic Analysis
structural change10.2 Organizational Change
structural intervention15.6 Multicultural Teams
substitute8.4 A Firm's Micro Environment: Porter's Five Forces
succession planning11.6 Talent Development and Succession Planning
Sun Tzu3.1 The Early Origins of Management
Supplier power8.4 A Firm's Micro Environment: Porter's Five Forces
Support activities8.5 The Internal Environment
suppression of dissent2.6 Group Decision-Making
Surface-level diversity12.1 An Introduction to Workplace Diversity
switching costs8.4 A Firm's Micro Environment: Porter's Five Forces
SWOT8.2 Using SWOT for Strategic Analysis
T
tacit knowledge18.6 Skills Needed for MTI
Tactical planning9.5 Planning Firm Actions to Implement Strategies
Talent acquisition11.5 Building an Organization for the Future
Talent development11.6 Talent Development and Succession Planning
talent review calibration process11.6 Talent Development and Succession Planning
Tariffs6.1 Importance of International Management
technological change10.2 Organizational Change
technological factors8.3 A Firm's External Macro Environment: PESTEL
Technological forces4.1 The Organization's External Environment
Technology18.1 MTI—Its Importance Now and In the Future
Terminal values5.2 Dimensions of Ethics: The Individual Level
Texas Instruments7.1 Entrepreneurship
threat8.2 Using SWOT for Strategic Analysis
Top-down change10.3 Managing Change
total rewards strategy11.4 Influencing Employee Performance and Motivation
trade agreements6.1 Importance of International Management
training, stretch assignments, individual assessments,11.6 Talent Development and Succession Planning
transformational change10.2 Organizational Change
transformational leader13.8 Transformational, Visionary, and Charismatic Leadership
Treatment discrimination12.4 Challenges of Diversity
U
U.S. Census Bureau7.1 Entrepreneurship
uncertainty avoidance6.2 Hofstede's Cultural Framework
underreward inequity14.3 Process Theories of Motivation
unity of command3.5 Administrative and Bureaucratic Management
unplanned change10.2 Organizational Change
Uppsala model6.7 The Necessity of Global Markets
V
Valences14.3 Process Theories of Motivation
value chain8.5 The Internal Environment
value proposition18.5 Management Entrepreneurship Skills for Technology and Innovation
Venture capital7.4 Start Your Own Business
vertical organizational structure10.1 Organizational Structures and Design
VF Corporation7.1 Entrepreneurship
Virtual structures and organizations4.3 Organizational Designs and Structures
Virtue ethics5.3 Ethical Principles and Responsible Decision-Making
vision statement9.2 Firm Vision and Mission
Visionary leaders13.8 Transformational, Visionary, and Charismatic Leadership
VRIO8.5 The Internal Environment
W
war for talent11.5 Building an Organization for the Future
weaknesses8.2 Using SWOT for Strategic Analysis
work motivation14.1 Motivation: Direction and Intensity
work visa12.2 Diversity and the Workforce
working group15.1 Teamwork in the Workplace
Workplace discrimination12.4 Challenges of Diversity
X
Xerox7.1 Entrepreneurship
Z
zone of indifference3.6 Human Relations Movement
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