Exploring Management 5th Edition by John R Schermerhorn Jr, Daniel G Bachrach ISBN 1119117747 978-1119117742
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ISBN 10: 1119117747
ISBN 13: 978-1119117742
Author: John R. Schermerhorn Jr., Daniel G. Bachrach
This text is an unbound, three hole punched version. Access to WileyPLUS sold separately.
Exploring Management supports teaching and learning of core management concepts by presenting material in a straight-forward, conversational style with a strong emphasis on application. With a focus on currency, high-interest examples and pedagogy that encourages critical thinking and personal reflection, this text is the perfect balance between what students need and what instructors want.
Table of contents:
1 Managers and the Management Process 1
1.1 Explain What It Means to Be a Manager 2
Career Readiness is an Ongoing Personal Responsibility 2
Organizations Have Different Types and Levels of Managers 3
Accountability Is a Foundation of Managerial Performance 5
Effective Managers Help Others Achieve High Performance and Satisfaction 5
Managers Are Coaches, Coordinators, and Supporters 6
1.2 Describe What Managers Do and the Skills They Use 8
Managers Plan, Organize, Lead, and Control 8
Managers Perform Informational, Interpersonal, and Decisional Roles 10
Managers Use Networking and Social Capital to Pursue Action Agendas 11
Managers Use Technical, Human, and Conceptual Skills 11
Managers Thrive on Lifelong Learning 12
1.3 Discuss the Implications of Important Career Trends and Issues 14
Globalization Has Changed Societies and the World of Work 15
Failures of Ethics and Corporate Governance Are Troublesome 15
Respecting Diversity and Eliminating Discrimination Are Top Social Priorities 16
Talent Is a “Must Have” in a Free-Agent, Gig, and On-Demand Economy 17
Technology and Analytics Are Driving a Smart Workforce 18
Self-Management Skills Are Essential for Career Success 19
Careers Must be Managed Strategically and not Left to Chance 19
2 Management Learning 24
2.1 Explain the Lessons of the Classical Management Approaches 25
Taylor’s Scientific Management Sought Efficiency in Job Performance 25
Weber’s Bureaucratic Organization Is Supposed to Be Efficient and Fair 27
Fayol’s Administrative Principles Describe Managerial Duties and Practices 28
2.2 Describe the Contributions of the Behavioral Management Approaches 29
Spaulding Espoused Respect for People and Belief in Community 29
Follett Viewed Organizations as Communities of Cooperative Action 30
The Hawthorne Studies Focused Attention on the Human Side of Organizations 32
Maslow Described How Human Needs Influence Motivation 32
McGregor Believed Managerial Assumptions Create Self-Fulfilling Prophecies 33
Argyris Suggested That Workers Treated As Adults Will Be More Productive 34
2.3 Identify the Foundations of Modern Management Thinking 36
Managers Use Quantitative Analysis and Tools to Solve Complex Problems 36
Organizations Are Open Systems That Interact with Their Environments 37
Contingency Thinking Holds That There Is No One Best Way to Manage 39
Quality Management Focuses Attention on Continuous Improvement 40
Evidence-Based Management Seeks Hard Facts About What Really Works 40
3 Ethics and Social Responsibility 44
3.1 Discuss Ethical Dilemmas and Common Ethics Issues in the Workplace 45
Ethical Behavior Is Values Driven 45
Views Differ on What Constitutes Moral Behavior 46
What Is Considered Ethical Can Vary Across Cultures 48
Ethical Dilemmas Are Tests of Personal Ethics and Values 50
It Can be Tempting to Rationalize Unethical Behavior 51
3.2 Describe Ways to Maintain High Standards of Ethical Conduct 52
Personal Character Influences Ethical Decision Making 52
Managers as Positive Role Models Can Inspire Ethical Conduct 53
Training in Ethical Decision Making Can Improve Ethical Conduct 54
Protection of Whistleblowers Can Encourage Ethical Conduct 54
Formal Codes of Ethics Set Standards for Ethical Conduct 55
3.3 Explain What We Know About the Social Responsibilities of Organizations 57
Social Responsibility Is an Organization’s Obligation to Best Serve Society 57
Perspectives Differ on the Importance of Corporate Social Responsibility 58
Shared Value Integrates Corporate Social Responsibility into Mission and Strategy 58
Social Businesses and Social Entrepreneurs Try to Solve Social Problems 60
Social Responsibility Audits Measure the Social Performance of Organizations 60
Sustainability Is an Important Social Responsibility Goal 61
4 Managers as Decision Makers 66
4.1 Explain How Managers Use Information to Solve Problems 67
Managers Use Technological, Informational, and Analytical Competencies to Solve Problems 67
Managers Deal with Problems Posing Threats and Offering Opportunities 68
Managers Can Be Problem Avoiders, Problem Solvers, or Problem Seekers 68
Managers Make Programmed and Nonprogrammed Decisions 69
Managers Use Both Systematic and Intuitive Thinking 70
Managers Use Different Cognitive Styles to Process Information for Decision Making 70
Managers Make Decisions Under Conditions of Certainty, Risk, and Uncertainty 71
4.2 Identify Five Steps in the Decision-Making Process 73
Step 1—Identify and Define the Problem 74
Step 2—Generate and Evaluate Alternative Courses of Action 74
Step 3—Decide on a Preferred Course of Action 75
Step 4—Take Action to Implement the Decision 76
Step 5—Evaluate Results 77
All Steps – Double Check Your Ethical Reasoning 77
4.3 Discuss Current Issues in Managerial Decision Making 79
Creativity Infuses New Ideas Into Decision Making 79
Group Decision Making Has Advantages and Disadvantages 80
Judgmental Heuristics and Other Biases Cause Decision-Making Errors 80
Analytics and Big Data Are Important Decision Making Tools 82
Managers Should Prepare for Crisis Decision Making 83
5 Plans and Planning Techniques 87
5.1 Explain How and Why Managers Use the Planning Process 88
Planning Is One of the Four Functions of Management 88
Planning Sets Objectives and Identifies How to Achieve Them 89
Planning Improves Focus and Flexibility 90
Planning Improves Action Orientation 90
Planning Improves Coordination and Control 90
Planning Improves Time Management 91
5.2 Identify the Types of Plans Used by Managers 92
Managers Use Short-Range and Long-Range Plans 92
Managers Use Strategic and Operational Plans 93
Organizational Policies and Procedures Are Plans 93
Budgets Are Plans That Commit Resources to Activities 94
5.3 Describe Useful Planning Tools and Techniques 96
Forecasting Tries to Predict the Future 96
Contingency Planning Creates Backup Plans for When Things Go Wrong 97
Scenario Planning Crafts Plans for Alternative Future Conditions 98
Benchmarking Identifies Best Practices Used by Others 99
Goal Setting Aligns Plans and Activities 99
Goals Can Have Downsides and Must Be Well Managed 100
Participatory Planning Builds Implementation Capacities 100
6 Controls and Control Systems 105
6.1 Identify How and Why Managers Use the Control Process 106
Controlling Is One of the Four Functions of Management 106
Step 1—Control Begins with Objectives and Standards 107
Step 2—Control Measures Actual Performance 108
Step 3—Control Compares Results with Objectives and Standards 109
Step 4—Control Takes Corrective Action as Needed 109
6.2 Explain the Types of Controls Used by Managers 110
Managers Use Feedforward, Concurrent, and Feedback Controls 111
Managers Use Both Internal and External Controls 111
Managing by Objectives Helps Integrate Planning and Controlling 112
6.3 Identify Useful Control Tools and Techniques 114
Project Management Keeps Complex Tasks on Target and Under Control 115
Quality Control is a Foundation of Good Management 116
Inventory Controls Help Save Costs 117
Breakeven Analysis Shows Where Revenues Will Equal Costs 118
Financial Ratios Measure Key Areas of Financial Performance 119
Balanced Scorecards Keep the Focus on Strategic Control 120
7 Strategy and Strategic Management 124
7.1 Explain the Types of Strategies Used by Organizations 125
Strategy Is a Comprehensive Plan for Achieving Competitive Advantage 126
Organizations Use Corporate, Business, and Functional Strategies 127
Growth Strategies Focus on Expansion 127
Restructuring and Divestiture Strategies Focus on Consolidation 128
Global Strategies Focus on International Business Opportunities 129
Cooperation Strategies Focus on Alliances and Partnerships 130
E-Business Strategies Use the Web and Apps for Business Success 131
7.2 Describe How Managers Formulate and Implement Strategies 133
The Strategic Management Process Analyzes, Formulates, and Implements Strategies 133
SWOT Analysis Identifies Strengths, Weaknesses, Opportunities, and Threats 134
Porter’s Five Forces Model Analyzes Industry Attractiveness 135
Porter’s Competitive Strategies Model Identifies Business or Product Strategies 136
Portfolio Planning Examines Strategies Across Multiple Businesses or Products 137
Strategic Leadership Ensures Strategy Implementation and Control 138
8 Organization Structure and Design 142
8.1 Explain Organizing as a Managerial Responsibility 143
Organizing Is One of the Management Functions 143
Organization Charts Describe Formal Structures of Organizations 144
Organizations Also Have Informal Structures 144
Informal Structures Have Good Points and Bad Points 145
8.2 Identify the Most Common Organization Structures 146
Functional Structures Group Together People Using Similar Skills 147
Divisional Structures Group Together People by Products, Customers, or Locations 148
Matrix Structures Combine the Functional and Divisional Structures 149
Team Structures Make Extensive Use of Permanent and Temporary Teams 150
Network Structures are Built Around Strategic Alliances and Outsourcing 152
8.3 Discuss Current Trends in Organizational Design 154
Organizations Are Becoming Flatter and Using Fewer Levels of Management 154
Organizations Are Increasing Decentralization, Delegation, and Empowerment 154
Organizations Are Becoming More Horizontal and Adaptive 156
Organizations Are Using More Alternative Work Schedules 157
Organizations Are Adjusting to Remote Working 158
Organizations Are Reconfiguring with New Virtual and Physical Architectures 159
9 Organizational Cultures, Innovation, and Change 163
9.1 Explain the Nature of Organizational Culture 164
Organizational Culture Is the Personality of the Organization 164
Organizational Culture Shapes Behavior and Influences Performance 164
Not All Organizational Cultures Are Alike 165
The Observable Culture Is What You See and Hear as an Employee or Customer 166
The Core Culture Contains the Underlying Values of the Organization 167
Value-Based Management Supports a Strong Organizational Culture 168
9.2 Discuss How Organizations Support and Achieve Innovation 170
Organizations Pursue Process, Product, and Business Model Innovations 170
Green Innovations Advance the Goals of Sustainability 170
Social Innovations Seek Solutions to Important Societal Problems 171
Commercializing Innovation Turns New Ideas into Salable Products 171
Disruptive Innovation Uses New Technologies to Displace Existing Practices 172
Innovative Organizations Share Many Common Characteristics 173
9.3 Describe How Managers Lead the Processes of Organizational Change 174
Organizations and Teams Need Change Leaders 175
Organizational Change Can Be Transformational or Incremental 175
Planned Change Includes Unfreezing, Changing, and Refreezing Phases 176
Times of Complexity Require Improvisation during the Change Process 177
Managers Use Force-Coercion, Rational Persuasion, and Shared Power Change Strategies 178
Change Leaders Identify and Deal Positively with Resistance to Change 179
10 Human Resource Management 184
10.1 Describe the Purpose and Legal Context of Human Resource Management 185
Human Resource Management Attracts, Develops, and Maintains a Talented Workforce 185
Strategic Human Resource Management Aligns Human Capital with Organizational Strategies 186
Laws Protect Against Employment Discrimination 186
Laws Can’t Guarantee That Employment Discrimination Will Never Happen 187
10.2 Explain Essential Human Resource Management Practices 190
Psychological Contracts Set the Exchange of Value Between Individuals and Organizations 190
Recruitment Attracts Qualified Job Applicants 191
Selection Makes Hiring Decisions 192
Onboarding Introduces New Hires to the Organization 193
Training Develops Employee Skills and Capabilities 193
Performance Reviews Assess Work Accomplishments 194
Career Development Provides for Retention and Career Paths 195
10.3 Summarize Current Issues in Human Resource Management 196
Job Flexibility and Work–Life Balance are Top Priorities for Job Seekers 197
More People Are Working as Independent Contractors and Contingency Workers 197
Compensation Plans Influence Recruitment and Retention 197
Fringe Benefits Are an Important Part of Compensation 199
Labor Relations and Collective Bargaining Are Closely Governed by Law 199
11 Leadership 204
11.1 Describe the Foundations of Effective Leadership 205
Leadership Is One of the Four Functions of Management 205
Leaders Use Positioin and Personal Power to Achieve Influence 206
Leaders Bring Vision to Teams and Organizations 207
Leaders Display Different Traits in the Quest for Effectiveness 208
Leaders Display Different Styles in the Quest for Effectiveness 209
11.2 Summarize Insights of the Contingency Leadership Theories 211
Fiedler’s Contingency Model Matches Leadership Styles with Situational Demands 211
The Hersey-Blanchard Model Matches Leadership Styles with Followers’ Readiness to Perform 212
House’s Path-Goal Theory Matches Leadership Styles with Task and Follower Characteristics 213
Leader–Member Exchange Theory Describes How Leaders Treat In-Group and Out-Group Followers 213
The Vroom-Jago Model Describes How Leaders UseAlternative Decision-Making Methods 214
11.3 Discuss Current Issues and Directions in Leadership Development 216
Transformational Leaders Inspire Enthusiasm and High Performance 216
Emotionally Intelligent Leaders Handle Emotions and Relationships Well 218
Interactive Leaders Emphasize Communication, Listening, and Participation 218
Moral Leaders Build Trust Through Personal Integrity 220
Servant Leaders are Follower Centered, Empowering, and Authentic 221
Virtual Leaders of Remote Teams Thrive on Strong Task Skills 222
Leadership Begins with “Good Old-Fashioned” Hard Work 222
12 Individual Behavior 226
12.1 Describe How Perceptions Influence Individual Behavior 227
Perception Filters Information Received From Our Environment 227
Perceptual Distortions Can Hide Individual Differences 227
Perception Can Cause Attribution Errors 229
Impression Management Influences How Others Perceive Us 229
12.2 Contrast How Different Personalities Influence Individual Behavior 230
The Big Five Personality Traits Describe Important Individual Differences 231
The Myers–Briggs Type Indicator Is a Popular Approach to Personality Assessment 232
Personalities Vary on Personal Conception Traits and Narcissism 233
People with Type A Personalities Tend to Stress Themselves 234
12.3 Explain How Attitudes, Emotions, and Moods Influence Individual Behavior 237
Attitudes Predispose People to Act in Certain Ways 237
Job Satisfaction Influences Work Behavior and Outcomes 238
Emotions and Moods Influence Behavior 239
13 Motivation 244
13.1 Describe How Human Needs Influence Motivation to Work 245
Maslow Describes a Hierarchy of Needs Topped by Self-Actualization 245
Alderfer’s ERG Theory Discusses Existence, Relatedness, and Growth Needs 246
McClelland Identifies Acquired Needs for Achievement, Power, and Affiliation 247
Herzberg’s Two-Factor Theory Focuses on Higher-Order Need Satisfaction 248
The Core Characteristics Model Integrates Motivation and Job Design 249
13.2 Identify How Thoughts and Decisions Affect Motivation to Work 251
Equity Theory Explains How Social Comparisons Motivate Individual Behavior 252
Expectancy Theory Focuses on Individual Decisions to Work Hard, or Not 253
Goal-Setting Theory Shows That the Right Goals Can Be Motivating 254
13.3 Explain How Reinforcement Influences Motivation to Work 256
Operant Conditioning Influences Behavior by Controlling Its Consequences 257
Positive Reinforcement Connects Desirable Behavior with Pleasant Consequences 258
Punishment Connects Undesirable Behavior with Unpleasant Consequences 259
14 Teams and Teamwork 263
14.1 Discuss the Importance of Teams and Teamwork 264
Teams Offer Synergy and Other Benefits 264
Teams Can Suffer from Performance Problems 265
Organizations Are Networks of Formal Teams and Informal Groups 265
Organizations Use Committees, Task Forces, and Cross-Functional Teams 266
Technology Has Mainstreamed Use of Virtual Teams 266
Self-Managing Teams Are a Form of Job Enrichment for Groups 268
14.2 Identify the Building Blocks of Successful Teamwork 270
Teams Need the Right Members to Be Effective 271
Teams Need the Right Setting and Size to Be Effective 271
Teams Need the Right Processes to Be Effective 272
Teams Need to Master Different Stages of Development 272
Team Performance Is Influenced by Norms 274
Team Performance Is Influenced by Cohesiveness 275
Team Performance Is Influenced by Communication Networks 276
Team Performance Benefits from Shared Leadership 277
14.3 Discuss How Managers Create and Lead High-Performance Teams 279
Team Building Can Improve Teamwork and Performance 279
Teams Benefit When They Use the Right Decision Methods 279
Teams Suffer When Groupthink Leads to Bad Decisions 281
Teams Benefit When Conflicts Are Well Managed 281
15 Communication 286
15.1 Explain the Nature of Communication and What Makes It Effective 287
Communication Helps to Build Social Capital 287
The Communication Process Has Lots of Room for Errors 287
Communication Is Persuasive When the Receiver Acts as the Sender Intends 289
15.2 Identify the Major Barriers to Effective Communication 291
Poor Use of Channels Makes It Difficult to Communicate Effectively 292
Poor Written or Oral Expression Makes It Difficult to Communicate Effectively 292
Failure to Spot Nonverbal Signals Makes It Difficult to Communicate Effectively 293
Information Filtering Makes It Difficult to Communicate Effectively 294
Overloads and Distractions Make It Difficult to Communicate Effectively 295
15.3 Discuss Ways to Improve Communication with People at Work 296
Active Listening Helps Others to Say What They Really Mean 296
Constructive Feedback Is Specific, Timely, and Relevant 297
Office Designs Can Encourage Interaction and Communication 297
Transparency and Openness Build Trust in Communication 299
Appropriate Online Behavior Is a Communication Essential 299
Sensitivity and Etiquette Improve Cross-Cultural Communication 300
16 Diversity and Global Cultures 304
16.1 Discuss What We Need to Know About Diversity in the Workplace 305
Inclusion Drives a Business Case for Diversity 305
Multicultural Organizations Value and Support Diversity 306
Diversity Bias Exists in Many Forms and Situations 306
Organizational Subcultures Create Diversity Challenges 308
Managing Diversity Is a Leadership Priority 309
16.2 Explain What We Should Know About Diversity Among Global Cultures 311
Culture Shock Is Discomfort in Cross-Cultural Situations 311
Cultural Intelligence Is an Ability to Adapt to Different Cultures 312
The “Silent” Languages of Cultures Include Context, Time, and Space 313
Cultural Tightness and Looseness Varies Around the World 314
Hofstede’s Model Identifies Value Differences Among National Cultures 316
Intercultural Competencies Are Essential Career Skills 317
17 Globalization and International Business 321
17.1 Discuss How Globalization Affects International Business 322
Globalization Increases Interdependence of the World’s Economies 322
Businesses Go Global for Many Reasons 324
Businesses Go Global in Different Ways 324
Legal Systems and Economic Nationalism Pose International Business Challenges 325
Regional Economic Alliances Influence International Business Dealings 326
17.2 Explain the Challenges and Controversies Facing Global Corporations 329
Global Corporations Have Extensive Operations in Many Countries 329
The Actions of Global Corporations Can Be Controversial 329
Managers of Global Corporations Face Ethics Challenges 330
The Management Process is Complicated in Global Corporations 332
18 Entrepreneurship and Small Business 337
18.1 Describe Entrepreneurship and the Characteristics of Entrepreneurs 338
Entrepreneurs Are Risk-Takers Who Spot and Pursue pportunities 338
Entrepreneurs Face Risks of Failure in Their Drives to Succeed 340
Entrepreneurs Often Share Similar Characteristics and Backgrounds 340
Entrepreneurs Often Share Similar Personality Traits 341
Women and Minority Entrepreneurs Are Growing in Numbers 342
Social Entrepreneurs Seek Novel Solutions to Pressing Social Problems 343
18.2 Discuss the Nature of Small Businesses and How to Start One 345
Small Businesses Are Mainstays of the Economy 346
Small Businesses Must Master Three Life-Cycle Stages 346
Family-Owned Businesses Face Unique Challenges 346
Many Small Businesses Fail Within 5 Years 347
Assistance Is Available to Help Small Businesses to Get Started 348
A Small Business Should Start with a Sound Business Plan 349
There Are Different Forms of Small Business Ownership 349
There Are Different Ways of Financing a Small Business 351
Skill-Building Portfolio / Cases For Critical Thinking / Test Prep Answers / Glossary / Endnotes / Name Index / Organization Index / Subject Index
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