Effective Management 7th Edition by Chuck Williams ISBN 128586624X 9781285866246

Chapter 1. Management

1-1. Management Is . . .

1-2. Management Functions

1-2a. Planning

1-2b. Organizing

1-2c. Leading

1-2d. Controlling

1-3. Kinds of Managers

1-3a. Top Managers

1-3b. Middle Managers

1-3c. First-Line Managers

1-3d. Team Leaders

1-4. Managerial Roles

1-4a. Interpersonal Roles

1-4b. Informational Roles

1-4c. Decisional Roles

1-5. What Companies Look for in Managers

1-6. Mistakes Managers Make

1-7. The Transition to Management: The First Year

1-8. Competitive Advantage through People

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Chapter 2. Organizational Environments and Culture

2-1. External Environments and Change

2-1a. Environmental Change

2-1b. Environmental Complexity

2-1c. Resource Scarcity

2-1d. Uncertainty

2-2. General Environment

2-2a. Economy

2-2b. Technological Component

2-2c. Sociocultural Component

2-2d. Political/Legal Component

2-3. Specific Environment

2-3a. Customer Component

2-3b. Competitor Component

2-3c. Supplier Component

2-3d. Industry Regulation Component

2-3e. Advocacy Groups

2-4. Making Sense of Changing Environments

2-4a. Environmental Scanning

2-4b. Interpreting Environmental Factors

2-4c. Acting on Threats and Opportunities

2-5. Internal Environments

2-5a. Creation and Maintenance of Organizational Cultures

2-5b. Successful Organizational Cultures

2-5c. Changing Organizational Cultures

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Chapter 3. Ethics and Social Responsibility

3-1. Ethics and the Nature of Management Jobs

3-2. U.S. Sentencing Commission Guidelines for Organizations

3-2a. Who, What, and Why?

3-2b. Determining the Punishment

3-3. Influences on Ethical Decision Making

3-3a. Ethical Intensity of the Decision

3-3b. Moral Development

3-4. Practical Steps to Ethical Decision Making

3-4a. Selecting and Hiring Ethical Employees

3-4b. Codes of Ethics

3-4c. Ethics Training

3-4d. Ethical Climate

3-5. To Whom Are Organizations Socially Responsible?

3-6. For What Are Organizations Socially Responsible?

3-7. Responses to Demands for Social Responsibility

3-8. Social Responsibility and Economic Performance

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Chapter 4. Planning and Decision Making

4-1. Benefits and Pitfalls of Planning

4-1a. Benefits of Planning

4-1b. Pitfalls of Planning

4-2. How to Make a Plan That Works

4-2a. Setting Goals

4-2b. Developing Commitment to Goals

4-2c. Developing Effective Action Plans

4-2d. Tracking Progress

4-2e. Maintaining Flexibility

4-3. Planning from Top to Bottom

4-3a. Starting at the Top

4-3b. Bending in the Middle

4-3c. Finishing at the Bottom

4-4. Steps of and Limits to Rational Decision Making

4-4a. Define the Problem

4-4b. Identify Decision Criteria

4-4c. Weight the Criteria

4-4d. Generate Alternative Courses of Action

4-4e. Evaluate Each Alternative

4-4f. Compute the Optimal Decision

4-4g. Limits to Rational Decision Making

4-5. Using Groups to Improve Decision Making

4-5a. Advantages and Pitfalls of Group Decision Making

4-5b. Structured Conflict

4-5c. Nominal Group Technique

4-5d. Delphi Technique

4-5e. Stepladder Technique

4-5f. Electronic Brainstorming

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Chapter 5. Organizational Strategy

5-1. Sustainable Competitive Advantage

5-2. Strategy-Making Process

5-2a. Assessing the Need for Strategic Change

5-2b. Situational Analysis

5-2c. Choosing Strategic Alternatives

5-3. Corporate-Level Strategies

5-3a. Portfolio Strategy

5-3b. Grand Strategies

5-4. Industry-Level Strategies

5-4a. Five Industry Forces

5-4b. Positioning Strategies

5-4c. Adaptive Strategies

5-5. Firm-Level Strategies

5-5a. Direct Competition

5-5b. Strategic Moves of Direct Competition

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Chapter 6. Innovation and Change

6-1. Organizational Innovation

6-1a. Technology Cycles

6-1b. Innovation Streams

6-2. Managing Innovation

6-2a. Managing Sources of Innovation

6-2b. Experiential Approach: Managing Innovation during Discontinuous Change

6-2c. Compression Approach: Managing Innovation during Incremental Change

6-3. Managing Organizational Change

6-3a. Managing Resistance to Change

6-3b. What Not to Do When Leading Change

6-3c. Change Tools and Techniques

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Chapter 7. Global Management

7-1. Global Business, Trade Rules, and Trade Agreements

7-1a. The Impact of Global Business

7-1b. Trade Barriers

7-1c. Trade Agreements

7-1d. Consumers, Trade Barriers, and Trade Agreements

7-2. Consistency or Adaptation?

7-3. Forms for Global Business

7-3a. Exporting

7-3b. Cooperative Contracts

7-3c. Strategic Alliances

7-3d. Wholly Owned Affiliates (Build or Buy)

7-3e. Global New Ventures

7-4. Finding the Best Business Climate

7-4a. Growing Markets

7-4b. Choosing an Office/Manufacturing Location

7-4c. Minimizing Political Risk

7-5. Becoming Aware of Cultural Differences

7-6. Preparing for an International Assignment

7-6a. Language and Cross-Cultural Training

7-6b. Spouse, Family, and Dual-Career Issues

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Chapter 8. Designing Adaptive Organizations

8-1. Designing Organizational Structures

8-2. Departmentalization

8-2a. Functional Departmentalization

8-2b. Product Departmentalization

8-2c. Customer Departmentalization

8-2d. Geographic Departmentalization

8-2e. Matrix Departmentalization

8-3. Organizational Authority

8-3a. Chain of Command

8-3b. Line Versus Staff Authority

8-3c. Delegation of Authority

8-3d. Degree of Centralization

8-4. Job Design

8-4a. Job Specialization

8-4b. Job Rotation, Enlargement, and Enrichment

8-4c. Job Characteristics Model

8-5. Designing Organizational Processes

8-6. Intraorganizational Processes

8-6a. Reengineering

8-6b. Empowerment

8-6c. Behavioral Informality

8-7. Interorganizational Processes

8-7a. Modular Organizations

8-7b. Virtual Organizations

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Chapter 9. Managing Teams

9-1. The Good and Bad of Using Teams

9-1a. The Advantages of Teams

9-1b. The Disadvantages of Teams

9-1c. When to Use Teams

9-2. Kinds of Teams

9-2a. Autonomy, the Key Dimension

9-2b. Special Kinds of Teams

9-3. Work Team Characteristics

9-3a. Team Norms

9-3b. Team Cohesiveness

9-3c. Team Size

9-3d. Team Conflict

9-3e. Stages of Team Development

9-4. Enhancing Work Team Effectiveness

9-4a. Setting Team Goals and Priorities

9-4b. Selecting People for Teamwork

9-4c. Team Training

9-4d. Team Compensation and Recognition

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Chapter 10. Managing Human Resources

10-1. Employment Legislation

10-1a. Federal Employment Laws

10-1b. Adverse Impact and Employment Discrimination

10-1c. Sexual Harassment

10-2. Recruiting

10-2a. Job Analysis and Recruiting

10-2b. Internal Recruiting and External Recruiting

10-3. Selection

10-3a. Application Forms and Résumés

10-3b. References and Background Checks

10-3c. Selection Tests

10-3d. Interviews

10-4. Training

10-4a. Training Methods

10-4b. Evaluating Training

10-5. Performance Appraisal

10-5a. Accurately Measuring Job Performance

10-5b. Sharing Performance Feedback

10-6. Compensation

10-6a. Compensation Decisions

10-6b. Employment Benefits

10-7. Employee Separations

10-7a. Terminating Employees

10-7b. Downsizing

10-7c. Employee Turnover

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Chapter 11. Motivation

11-1. Basics of Motivation

11-1a. Effort and Performance

11-1b. Need Satisfaction

11-1c. Extrinsic and Intrinsic Rewards

11-1d. Motivating with the Basics

11-2. Equity Theory

11-2a. Components of Equity Theory

11-2b. How People React to Perceived Inequity

11-2c. Motivating with Equity Theory

11-3. Expectancy Theory

11-3a. Components of Expectancy Theory

11-3b. Motivating with Expectancy Theory

11-4. Reinforcement Theory

11-4a. Components of Reinforcement Theory

11-4b. Schedules for Delivering Reinforcement

11-4c. Motivating with Reinforcement Theory

11-5. Goal-Setting Theory

11-5a. Components of Goal-Setting Theory

11-5b. Motivating with Goal-Setting Theory

11-6. Motivating with the Integrated Model

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Chapter 12. Leadership

12-1. Leadership

12-1a. Leaders Versus Managers

12-2. Who Leaders Are and What Leaders Do

12-2a. Leadership Traits

12-2b. Leadership Behaviors

12-3. Putting Leaders in the Right Situation: Fiedler’s Contingency Theory

12-3a. Leadership Style: Least Preferred Coworker

12-3b. Situational Favorableness

12-3c. Matching Leadership Styles to Situations

12-4. Adapting Leader Behavior: Path–Goal Theory

12-4a. Leadership Styles

12-4b. Subordinate and Environmental Contingencies

12-4c. Outcomes

12-5. Adapting Leader Behavior: Hersey and Blanchard’s Situational Leadership® Theory

12-5a. Worker Readiness

12-5b. Leadership Styles

12-6. Adapting Leader Behavior: Normative Decision Theory

12-6a. Decision Styles

12-6b. Decision Quality and Acceptance

12-7. Strategic Leadership and Visionary Leadership

12-7a. Charismatic Leadership

12-7b. Transformational Leadership

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Chapter 13. Communication

13-1. Communication and Perception

13-1a. Basic Perception Process

13-1b. Perception Problems

13-1c. Perceptions of Others

13-1d. Self-Perception

13-2. Kinds of Communication

13-2a. The Communication Process

13-2b. Communication Channels

13-2c. Coaching and Counseling: One-on-One Communication

13-2d. Nonverbal Communication

13-3. Managing One-on-One Communication

13-3a. Choosing the Right Communication Medium

13-3b. Listening

13-3c. Giving Feedback

13-3d. Improving Cross-Cultural Communication

13-4. Managing Organization-Wide Communication

13-4a. Improving Transmission: Getting the Message Out

13-4b. Improving Reception: Hearing What Others Feel and Think

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Chapter 14. Control

14-1. The Control Process

14-1a. Standards

14-1b. Comparison to Standards

14-1c. Corrective Action

14-1d. Dynamic, Cybernetic Process

14-1e. Feedback, Concurrent, and Feedforward Control

14-1f. Control Isn’t Always Worthwhile or Possible

14-2. Control Methods

14-2a. Bureaucratic Control

14-2b. Objective Control

14-2c. Normative Control

14-2d. Concertive Control

14-2e. Self-Control

14-3. What to Control?

14-3a. The Balanced Scorecard

14-3b. The Financial Perspective: Controlling Budgets, Cash Flows, and Economic Value Added

14-3c. The Customer Perspective: Controlling Customer Defections

14-3d. The Internal Perspective: Controlling Quality

14-3e. The Innovation and Learning Perspective: Controlling Waste and Pollution

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Chapter 15. Managing Information

15-1. Strategic Importance of Information

15-1a. First-Mover Advantage

15-1b. Sustaining Competitive Advantage

15-2. Capturing, Processing, and Protecting Information

15-2a. Capturing Information

15-2b. Processing Information

15-2c. Protecting Information

15-3. Accessing and Sharing Information and Knowledge

15-3a. Internal Access and Sharing

15-3b. External Access and Sharing

15-3c. Sharing Knowledge and Expertise

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Chapter 16. Managing Service and Manufacturing Operations

16-1. Productivity

16-1a. Why Productivity Matters

16-1b. Kinds of Productivity

16-2. Quality

16-2a. Quality-Related Characteristics for Products and Services

16-2b. ISO 9000 and 14000

16-2c. Baldrige National Quality Award

16-2d. Total Quality Management

16-3. Service Operations

16-3a. The Service–Profit Chain

16-3b. Service Recovery and Empowerment

16-4. Manufacturing Operations

16-4a. Amount of Processing in Manufacturing Operations

16-4b. Types of Inventory

16-4c. Measuring Inventory

16-4d. Costs of Maintaining an Inventory

16-4e. Managing Inventory