Management, 7th Edition PDF by Danny Samson, Timothy Donnet, Richard L. Daft

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Management, 7th Edition

by Danny Samson, Timothy Donnet, Richard L. Daft

management by samson

C o n t e n t s

Preface XVI

Resources guide XX

Features matrix XXVI

Acknowledgements XXVIII

About the authors XXIX

Chapter 1 the changing world of management 2

Why innovative management matters_____________________6

Current challenges for managers________________________6

Challenges for government 6

Challenges for business 7

Challenges for the individual employee 9

Managers who make a difference__________________________9

The definition of management______________________________10

The four management functions___________________________11

Planning 11

Organising 13

Leading 13

Controlling 14

Organisational performance_______________________________15

Management skills________________________________________________ 17

Conceptual skills 18

Human skills 18

Technical skills 19

When skills fail 20

Management types_________________________________________________21

Vertical differences 22

Horizontal differences 23

What is it like to be a manager?_____________________________ 24

Making the leap: becoming a new manager 24

Manager activities_______________________________________________ 26

Adventures in multitasking 26

Life on speed dial 27

Where does a manager find the time? 28

Manager roles 29

Managing in small businesses and

not-for-profit organisations_____________________________ 32

State-of-the-art management competencies________ 34

Turbulent times: managing crises

and unexpected events________________________________________ 36

Stay calm 36

Be visible 36

Put people before business 36

Tell the truth 36

Know when to get back to business 37

Australia’s managers: improving from

a low base____________________________________________________________ 38

Manager strengths 38

Manager weaknesses 38

Sustainable development: now a core issue

for managers_______________________________________________________41

Discussion questions 43

Ethical challenge 43

»≫ Can management afford to look the other way? 43

Group challenge 44

»≫ Your best and worst managers 44

Case for critical analysis 44

»≫ SharpStyle Salons 44

On the job video case 45

»≫ Camp Bow Wow: Innovative management

for a changing world 45

CourseMate 47

Chapter Case Studies        India: A hotbed of competition for mobile phones 12

Extraordinary crisis management 37

Chapter 2 The evolution of management thinking 48

Management and organisation___________________________ 53

Classical perspective___________________________________________ 55

Scientific management 56

Bureaucratic organisations 57

Administrative principles 59

Humanistic perspective_________________________________________61

Early advocates 61

The human relations movement 61

The human resources perspective 63

The behavioural sciences approach 66

Management science 67

Recent historical trends_____________________________________ 69

Systems thinking 69

Contingency view 70

Total quality management 71

Innovative management thinking for

a changing world________________________________________________72

Contemporary management tools 72

Managing the technology-driven workplace 74

The shifting world of e-business 74

Knowledge management 76

Social media programs 76

Sustainable development and management

thinking_______________________________________________________________ 78

Discussion questions 80

Ethical challenge 80

»≫ The supervisor 80

Group challenge 81

»≫ Turning points on the road to management 81

Case for critical analysis 81

»≫ More hassle from HR? 81

On the job video case 82

»≫ Barcelona Restaurant Group: The evolution of

management thinking 82

CourseMate 84

Chapter Case Studies

Switching to green power 51

Brumby’s Bakeries cooking along 68

Atlassian: supporting collaboration and innovation 75

Enjo: a friend of its customers 77

Continuing case: General Motors Part One:

Introduction to Management______________________________ 85

Chapter 3 T he environment and corporate culture 88

The external environment___________________________________ 92

General environment 93

Task environment 101

The organisation–environment

relationship_______________________________________________________ 105

Environmental uncertainty 105

Adapting to the environment 106

Influencing the environment 110

The internal environment:

corporate culture______________________________________________ 112

Symbols 115

Stories 116

Heroes 116

Slogans 116

Ceremonies 117

Types of culture___________________________________________________118

Adaptability culture 118

Achievement culture 120

Involvement culture 120

Consistency culture 120

Shaping corporate culture

for innovative response______________________________________122

Managing the high-performance culture 122

Cultural leadership 124

Changing and merging corporate cultures 125

Sustainable development and

the business environment____________________________________127

Discussion questions 128

Ethical challenge 129

»≫ Competitive intelligence predicament 129

Group challenge 129

»≫ Should you go global? 129

Case for critical analysis 130

On the job video case 130

»≫ Camp Bow Wow: The environment

and corporate culture 130

CourseMate 133

Chapter Case Studies

Growing a business from scratch: lavender! 102

Green power 114

McDonald’s 119

Chapter 4 M anaging in a global environment 134

A borderless world____________________________________________ 139

Globalisation 140

Developing a global mindset 142

Multinational corporations______________________________ 143

Globalisation backlash______________________________________ 145

Serving the bottom of the pyramid (BOP) 145

Getting started internationally_________________________ 148

Exporting 148

Outsourcing 149

Licensing 149

Direct investing 150

The international business

environment_______________________________________________________ 151

The economic environment_________________________________152

Economic development 152

Infrastructure 153

Economic interdependence 153

Resource and product markets 155

Exchange rates 155

Inflation, interest rates and economic growth 155

The legal–political environment________________________ 156

Political risk 156

Political instability 157

Laws and regulations 157

The sociocultural environment_________________________ 158

Social values 158

Communication differences 163

The changing international

landscape___________________________________________________________ 164

China, Inc. 164

India, the service giant 165

Brazil’s growing clout 165

International trade alliances 166

Sustainable development: a global issue and

opportunity_________________________________________________________ 171

Discussion questions 172

Ethical challenge 173

»≫ Quality or closing 173

Group challenge 173

»≫ Considerations for overseas expansion 173

Case for critical analysis 174

»≫ Shui Fabrics 174

On the job video case 175

»≫ H olden Outerware: Managing in a global

environment 175

CourseMate 177

Chapter Case Studies

Shifting international services and jobs 139

The axis of India 142

Globalising from an Australian base 144

LG Electronics 170

Chapter 5 E thics, social responsibility and sustainable development 178

What is managerial ethics?___________________________________181

Ethical management today 183

Ethical dilemmas: what would you do?_______________ 185

Criteria for ethical decision making__________________ 186

Utilitarian approach 186

Individualism approach 187

Moral rights approach 187

Justice approach 187

Practical approach 188

The individual manager and ethical choices______ 189

The organisation 193

What is corporate social responsibility?____________ 194

Organisational stakeholders_____________________________ 195

The green movement___________________________________________ 199

Sustainability and the triple bottom line 200

Evaluating corporate social responsibility_______ 201

Managing company ethics and

social responsibility___________________________________________203

Codes of ethics 205

Ethical structures 206

Whistle-blowing 207

The business case for ethics and

social responsibility __________________________________________207

Managerial ethics and sustainable

development in Australia___________________________________ 210

Organisational sustainable development__________ 210

The ‘why’ of sustainable development 212

The ‘what’ of sustainable development 213

The ‘when’ of sustainable development 214

Taking managerial action on

sustainable development_____________________________________215

Discussion questions 216

Ethical challenge 217

»≫ What is right? 217

Group challenge 218

»≫ Ethics and business costs 218

Case for critical analysis 218

»≫ Too much intelligence? 218

On the job video case 219

»≫ T heo Chocolate: managing ethics and

social responsibility 219

CourseMate 222

Chapter Case Studies        Philanthropy goes up a gear 186

Ecomagination 199

A leadership dilemma at Timberland 201

A crisis to milk 209

Chapter 6 T he environment of entrepreneurship and small-business management 224

What is entrepreneurship?__________________________________ 227

Entrepreneurship as an option 229

Entrepreneurship internationally_____________________229

Entrepreneurship and the business environment 231

Impact of entrepreneurial organisations 233

Organisational innovation 235

Who are entrepreneurs? ____________________________________239

Traits of entrepreneurs 240

Social entrepreneurship: an innovative

approach to small business________________________________242

Starting an entrepreneurial firm_______________________245

Start with the new-business idea 245

The business plan 246

Choosing a legal structure 247

Arranging financing 249

Tactics for becoming a business owner 251

Starting an online business 254

Stages of growth________________________________________________ 257

Planning 258

Organising 258

Decision making 259

Leading 259

Controlling 260

Intrapreneurship in a growing business_____________262

Sustainability and the small or start-up

organisation______________________________________________________263

Discussion questions 264

Ethical challenge 264

»≫ To grow or not to grow? 264

Group challenge 265

»≫ What counts? 265

Case for critical analysis 265

»≫ Emma’s Parlour 265

On the job video case 266

»≫ Urban Escapes: managing small business start-ups 266

Chapter Case studies

Cleanevent (division of Spotless Group) 233

Competitive innovation in the mining industry 238

Wesfarmers 239

HealthMastery: entrepreneurship in the NZ health services industry 245

Entrepreneurship in solar energy 250

The high and lows of franchising entrepreneurship 252

Franchises in Australia and New Zealand 253

Entrepreneurship: from ‘sparky’ to CEO 257

Continuing case: General Motors Part Two:

The environment of management_______________________268

Chapter 7 O rganisational planning and goal setting 270

Goals, plans and performance___________________________ 273

Messages and values contained in goals and plans 274

Goals in organisations_______________________________________ 277

Organisational mission 277

Planning a digital strategy 279

Goals and plans 279

Aligning goals with strategy maps 282

Aligned hierarchy of goals 283

Criteria for effective goals_______________________________285

Management by objectives 287

Single-use and standing plans 291

Benefits and limitations of planning__________________293

Planning in a turbulent environment________________294

Contingency plans 294

Scenario planning 294

Crisis planning___________________________________________________295

Prevention 295

Preparation 295

Containment 297

Planning time horizons______________________________________298

The new planning approach_______________________________299

Traditional approaches to planning 299

Modern approaches to planning 300

Innovative approaches to planning 300

Sustainable development and goal setting_________303

Discussion questions 304

Ethical summary 304

»≫ Repair or replace? 304

Group challenge 305

»≫ Course goal setting 305

Case for critical analysis 305

»≫ HID      305

On the job video case 306

»≫ Modern Shed: managerial planning and goal setting 306

Chapter Case Studies

Planning and implementing an amazing country growth strategy 286

Siemens 289

Chapter 8 S trategy formulation and implementation 308

Thinking strategically_________________________________________ 311

What is strategic management? 312

Purpose of strategy 312

Levels of strategy 317

The strategic management process_____________________320

Strategy formulation versus execution 323

SWOT analysis 323

Formulating corporate-level strategy______________326

The portfolio strategy 326

The BCG matrix 327

Diversification strategy 328

Formulating business-level strategy__________________330

Porter’s competitive forces and strategies 330

Formulating functional-level strategy_____________334

New trends in strategy________________________________________335

Innovation from within 335

Strategic partnerships 336

Global strategy__________________________________________________ 337

Multidomestic strategy 339

Transnational strategy 339

Strategy execution_____________________________________________ 341

Implementing global strategies 343

Testing the quality of strategy 343

Developing a sustainability strategy as part

of business strategy___________________________________________344

Discussion questions 345

Ethical challenge 346

»≫ A great deal for whom? 346

Group challenge 346

»≫ Developing strategy for a small business 346

Case for critical analysis 346

»≫ Starbucks coffee 346

On the job video case 347

»≫ Theo Chocolate: strategy formulation and execution 347

CourseMate 349

Chapter Case Studies

Austal Ltd 315

MYOB 316

Apple Inc.’s strategy: much more than iPod, iPhone, iPad and Mac 319

Chip competition in overdrive 323

Ferragamo: family business or not? 334

Chapter 9 M anagerial decision making 350

Types of decisions and problems_________________________353

Programmed and non-programmed decisions 354

Certainty, risk, uncertainty and ambiguity 356

Decision-making models_____________________________________362

The classical model: rational decision making 362

The administrative model: how managers actually make decisions 363

The political model 365

Decision-making steps_________________________________________ 367

Recognition of decision requirement 367

Diagnosis and analysis of causes 368

Development of alternatives 368

Selection of desired alternative 370

Implementation of chosen alternative 370

Evaluation and feedback 371

Personal decision framework____________________________ 374

Innovative decision making________________________________ 376

Start with brainstorming 376

Engage in rigorous debate 377

Avoid groupthink 378

Know when to pull the plug 378

Sustainable development decisions____________________ 379

Discussion questions 380

Ethical challenge 381

»≫ The unhealthy hospital 381

Group challenge 381

Case for critical analysis 382

»≫ Decisions at Paradox 382

On the job video case 383

»≫ Plant Fantasies: managerial decision making 383

CourseMate 384

Chapter Case Studies

Len Jury Limited, stamp dealer 355

Pepsi-Cola 359

Continuing case: General Motors

Part Three: Planning___________________________________________385

Chapter 10 Fundamentals of organising 388

Organising the vertical structure_____________________392

Work specialisation 393

Chain of command 394

Authority, responsibility and delegation 395

Span of management 397

Centralisation and decentralisation 400

Formalisation 400

Departmentalisation___________________________________________401

Vertical functional approach 402

Divisional approach 405

Matrix approach 408

Hybrid structure 410

Team-based approach 411

Network approach 413

Organising for horizontal coordination_________ 418

The need for Coordination 418

Task forces, teams and project management 419

Relational coordination 420

Factors shaping structure_________________________________423

Structure follows strategy 423

Organising for sustainable development___________425

Discussion questions 427

Ethical challenge 427

»≫ Caught in the middle 427

Group challenge 428

»≫ Family business 428

Case for critical analysis 428

»≫ Abraham’s Grocery 428

On the job video case 429

»≫ Modern Shed: designing adaptive organisations 429

CourseMate 431

Chapter Case Studies

Fonterra’s global management structure 392

Strida Bicycles: a globally networked company 416

Chapter 11 M anaging change and innovation 432

Turbulent times and the changing

workplace__________________________________________________________435

Innovation and the changing workplace__________435

Changing things: new products and

technologies______________________________________________________437

Exploration 438

Cooperation 443

Entrepreneurship and innovation roles 449

Changing people and culture_____________________________ 451

Training and development 453

Organisation development 454

Implementing change__________________________________________458

Need for change 459

Resistance to change 460

Force-field analysis 461

Implementation tactics 464

Implementing sustainable development

in the organisation____________________________________________467

Discussion questions 469

Ethical challenge 469

»≫ Crowdsourcing 469

Group challenge 470

»≫ Are you ready to implement personal change? 470

Case for critical analysis 471

»≫ Malard Manufacturing Company 471

On the job video case 471

»≫ Holden Outerwear: managing change and innovation 471

CourseMate 474

Chapter Case Studies

Building a better mouse . . . 437

General Electric 453

3M 462

A mini crisis of culture and performance 466

Chapter 12 H uman resource management 476

The strategic role of HRM is to drive

organisational performance_____________________________479

The strategic approach 479

Competitive strategy__________________________________________ 480

Building human capital to drive performance 480

External forces 482

The changing nature of careers________________________483

The changing social contract 483

Innovations in HRM 485

Finding the right people_____________________________________486

Human resource planning 487

Recruiting 488

Assessing jobs 488

Selecting 491

Managing talent: developing

an effective workforce_____________________________________496

Training and development 496

Performance appraisal 500

Maintaining an effective workforce_________________ 504

Compensation 504

Benefits 505

Termination 506

Sustainability and people____________________________________509

Discussion questions 510

Ethical challenge 510

»≫ Research for sale 510

Group challenge 511

»≫ Management competencies 511

Case for critical analysis 511

»≫ The right way with employees? 511

On the job video case 512

»≫ Barcelona Restaurant Group: managing

human resources 512

CourseMate 515

Chapter Case Studies

Container Store 491

VIVO Cafe: all in the family … the business is people 503

Biotechnology companies in turbulent environments

and challenging times 507

Chapter 13 M anaging diversity 516

Valuing diversity________________________________________________ 519

Diversity in the corporate world 522

The changing nature of diversity in Australia 522

Diversity on a global scale_________________________________524

Diversity of perspective 525

Inclusion 526

Dividends of workplace diversity 526

Factors shaping personal bias____________________________ 527

Workplace prejudice, discrimination and stereotypes 527

Ethnocentrism 529

Factors affecting women’s careers_____________________531

The glass ceiling 531

The opt-out trend 532

The female advantage 533

The changing workplace____________________________________534

Diversity challenges 534

Implications of a globally diverse workforce___536

Ac hieving cultural competence_________________________538

Current responses to diversity_________________________ 540

Enhancing structures and policies 540

Expanding recruitment efforts 540

Establishing mentor relationships 540

Increasing awareness of sexual harassment 541

Using multicultural teams 542

Positive assistance for women at work in Australia 542

Driving sustainability through effectively

managing diversity_____________________________________________546

Discussion questions 547

Ethical challenge 548

»≫ Sunset prayers 548

Group challenge 548

»≫ Personal diversity 548

Case for critical analysis 549

»≫ Waterway Industries 549

On the job video case 550

»≫ Mitchell Gold 1 Bob Williams:

managing diversity 550

CourseMate 552

Chapter Case Studies

Lenovo Corp. 537

Australian Federal Police on the case 545

Diversity still a big issue, problem and opportunity 546

Continuing case: General Motors

Part Four: Organising_________________________________________553

Chapter 14 I ndividual behaviour in organisations 556

Understanding yourself and others__________________560

The value of knowing yourself 560

Attitudes_____________________________________________________________562

High-performance work attitudes 562

Conflicts among attitudes 566

Perception__________________________________________________________ 567

Attributions________________________________________________________569

Personality and behaviour_________________________________570

Personality traits 570

Attitudes and behaviours influenced by personality 573

Problem-solving styles and the Myers-Briggs Type Indicator 576

Emotions_____________________________________________________________ 579

Positive and negative emotions 579

Emotional intelligence_______________________________________580

Managing yourself_____________________________________________582

Basic principles for self-management 583

A step-by-step guide for managing your time 583

Stress and stress management____________________________586

Challenge stress and threat stress 587

Type A and Type B behaviour 587

Causes of work stress 588

Innovative responses to stress management 589

Sustainability and organisational behaviour_____594

Discussion questions 595

Ethical challenge 596

»≫ Should I fudge the numbers? 596

Group challenge 596

»≫ Personality role play 596

Case for critical analysis 597

»≫ Volkswagen’s Ferdinand Piëch 597

On the job video case 598

»≫ Mitchell Gold 1 Bob Williams: understanding

individual behaviour 598

CourseMate 601

Chapter Case StudY

The Carlson companies 575

Chapter 15 LEADING IN ORGANISATIONS      602

The nature of leadership____________________________________605

Contemporary leadership__________________________________605

Level 5 leadership 606

Servant leadership 607

Authentic leadership 608

Gender differences 609

From management to leadership_________________________ 611

Leadership traits 612

Behavioural approaches 613

Task versus people 613

The Leadership Grid 614

Contingency approaches___________________________________ 616

The situational model of leadership 616

Fiedler’s contingency theory 618

Situational substitutes for leadership_________________621

Charismatic and transformational

leadership__________________________________________________________623

Charismatic leadership 624

Transformational versus transactional leadership 625

Followership______________________________________________________ 627

Power and influence__________________________________________629

Position power 630

Personal power 630

Other sources of power 631

Interpersonal influence tactics 632

Contemporary leaders_______________________________________634

Leadership of sustainable development______________638

Discussion questions 639

Ethical challenge 640

»≫ Does wage reform start at the top? 640

Group challenge 640

»≫ Which leadership styles are more effective? 640

Case for critical analysis 640

»≫ DGL International 640

On the job video case 641

»≫ Camp Bow Wow: Leadership 641

Chapter Case Studies

News Corporation 615

In the hands of a matador 625

Asea Brown Boveri 626

Chapter 16 M otivating employees 644

The concept of motivation_________________________________647

Individual needs and motivation 647

Managers as motivators 650

Content perspectives on motivation___________________650

The hierarchy of needs 650

ERG theory 653

A two-factor approach to motivation 654

Acquired needs theory 656

Process perspectives on motivation___________________658

Goal setting 658

Equity theory 660

Expectancy theory 661

Reinforcement perspective on motivation_________664

Direct reinforcement 664

Social learning theory 666

Job design for motivation__________________________________ 667

Job enrichment 668

Job characteristics model 668

Innovative ideas for motivating_________________________670

Building a thriving workforce 671

Empowering people to meet higher needs 671

Giving meaning to work through engagement 672

Keeping staff motivated in Australia and

New Zealand_______________________________________________________ 675

Motivation for sustainability_____________________________ 677

Discussion questions 678

Ethical challenge 679

»≫ Compensation showdown 679

Group challenge 679

»≫ Should, need, like, love 679

Case for critical analysis 680

»≫ Lauren’s balancing act 680

On the job video case 681

»≫ Urban Escapes: motivating employees 681

CourseMate 683

Chapter Case Studies

Managing motivation at Degussa Peroxide Ltd 647

ACER Group Computers: coping with fierce competition

in the world’s PC market 652

Outback Steakhouse 657

Hilcorp Energy 672

Chapter 17 Communication in organisations 684

Communication is the manager’s Job___________________687

What is communication? 688

A model of communication 688

Communicating among people____________________________690

Open communication climate 690

Communication channels 692

Communicating to persuade and influence others 695

Communicating with candour 695

Asking questions 698

Listening 699

Non-verbal communication 700

Organisational communication_________________________702

Formal communication channels 702

Personal communication channels 706

Workplace communication________________________________ 710

Social media 710

Listening to customers 711

Communicating to customers 711

Connecting employees 711

Crisis communication 712

Communications and sustainability_____________________717

Discussion questions 718

Ethical challenge 719

»≫ The voice of authority 719

Group challenge 719

»≫ Listen like a professional 719

Case for critical analysis 720

»≫ WA manufacturing 720

On the job video case 720

»≫ Plant Fantasies: managing communication 720

CourseMate 722

Chapter Case Studies

General Electric 696

Susan Williams 705

Rhonda White achieved her vision 707

Chapter 18 T eamwork in organisations 724

The value of teams______________________________________________ 727

What is a team? 728

Contributions of teams 728

Types of teams 729

The dilemma of teams__________________________________________ 732

Model of team effectiveness 734

Virtual teams 736

Team characteristics__________________________________________ 739

Size 739

Diversity 739

Member roles 739

Team processes___________________________________________________ 742

Stages of team development 742

Team cohesiveness 744

Team norms 745

Managing team conflict_____________________________________ 747

Types of conflict 747

Balancing conflict and cooperation 747

Causes of conflict 748

Styles to handle conflict 748

Negotiation________________________________________________________ 749

Types of negotiation 750

Rules for reaching a win-win solution 751

Implementing sustainable development

through teamwork____________________________________________ 752

Discussion questions 753

Ethical challenge 753

»≫ Consumer safety or team commitment? 753

Group challenge 754

»≫ Feedback exercise 754

Case for critical analysis 754

»≫ Are we a team? 754

On the job video case 755

»≫ Holden Outerware: leading teams 755

CourseMate 757

Chapter Case Studies

The team’s the thing 727

The Aconex team in Melbourne 738

Transport Corporation of India (TCI) 740

Continuing case: General Motors

Part Five: Leading________________________________________________758

Chapter 19 M anagerial and quality control 760

The meaning of control_____________________________________ 763

Feedback control model____________________________________764

Steps of feedback control 764

The balanced scorecard 767

Budgetary control_____________________________________________ 769

Expense budget 770

Revenue budget 770

Cash budget 770

Capital budget 771

Zero-based budget 771

Financial control______________________________________________ 772

Financial statements 772

Financial analysis: interpreting the numbers 774

The changing philosophy of control_________________ 777

Hierarchical versus decentralised approaches 777

Open-book management 779

Total quality management (TQM )_________________________782

TQM techniques 783

TQM success factors 786

Trends in quality and financial control____________788

International quality standards 788

Corporate governance 789

Qualities of effective control systems_______________790

Sustainable development and

management control_________________________________________ 792

Discussion questions 793

Ethical challenge 794

»≫ The wages of sin? 794

Group challenge 794

»≫ Create a group control system 794

Case for critical analysis 795

»≫ Lincoln Electric 795

On the job video case 796

»≫ Barcelona Restaurant Group: managing

quality and performance 796

CourseMate 797

Chapter Case Studies

Semco’s open-book policy 781

A lesson in quality from China 782

The honeybee style 784

Chapter 20 M anaging the value chain, information technology and e-business 798

The organisation as a value chain______________________802

Service and manufacturing operations 804

Supply chain management 805

Facilities layout__________________________________________________806

Process layout 808

Product layout 809

Cellular layout 809

Fixed-position layout 810

Technology automation_____________________________________ 810

Radio-frequency identification (RFID) 810

Digital manufacturing systems 811

Lean thinking 812

Inventory management_______________________________________ 813

The importance of inventory 814

Just-in-time inventory 815

Operations deliver outcomes_____________________________ 816

Information technology has transformed

management________________________________________________________817

Boundaries dissolve; collaboration reigns 817

Knowledge management and Web 2.0 818

Enterprise resource planning systems 821

The Internet and e-business_________________________________822

e-business strategy: market expansion 824

e-business strategy: increasing efficiency 824

Operations management, information

and sustainable development_____________________________826

Discussion questions 828

Ethical challenge 829

»≫ Manipulative or not? 829

Group challenge 829

»≫ Developing an online strategy 829

Case for critical analysis 830

»≫ SunBright Outdoor Furniture, Inc. 830

CourseMate 833

Chapter Case Studies

Managing the professional services firm 803

IKEA 813

Profiting in a depressed smoke stack industry 815

NTT DoCoMo: the leading edge of the mobile phone business 818

Harvest FreshCuts 827

Continuing case: General Motors Part Six:

Controlling_______________________________________________________834

Capstone Chapter M aking effective management happen 836

Fundamental practices common

to winning organisations__________________________________839

Leadership practices 840

People management practices 844

Customer focus practices 848

Quality management practices 849

Innovation practices 851

Knowledge management practices 852

Deeper principles common to the world’s

best organisations_____________________________________________853

Putting it all together: the organisation

as a system__________________________________________________________857

Discussion questions 858

Group challenge 859

»≫ Understanding how an organisation works 859

CourseMate 859

Chapter Case Studies

Google: a great place to search – and work 847

Values can come from Mars 856

Glossary 860

Name index 872

Subject index 879

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