Contemporary Management, 12th Edition PDF by Gareth R. Jones and Jennifer M. George

By

Contemporary Management, Twelfth Edition

By Gareth R. Jones and Jennifer M. George

Contemporary Management, 12th Edition

Contents

Part One | Management

Chapter 1

Managers and Managing 2

A MANAGER’S CHALLENGE CEO Fosters Growth at SurveyMonkey 3

Overview 4

What Is Management? 4

Achieving High Performance: A Manager’s Goal 4 |

Why Study Management? 6

Essential Managerial Tasks 6

Planning 6 | Organizing 7 | Leading 7 |

Controlling 8 | MANAGER AS A PERSON: What Makes

Mandy Ginsberg a Good Fit for Match 8 |

Performing Managerial Tasks: Mintzberg’s Typology 9 |

Levels and Skills of Managers 10

Levels of Management 11 | Types of Managerial

Skills 13 | MANAGEMENT INSIGHT: Skills Required for a City Manager 14

Recent Changes in Management Practices 16

Restructuring and Outsourcing 16 | Empowerment and

Self-Managed Teams 17

Challenges for Management in a Global Environment 18

Building Competitive Advantage 18 | Maintaining

Ethical and Socially Responsible Standards 20 |

ETHICS IN ACTION: Giving Employees a Nudge 21 |

Managing a Diverse Workforce 22 | Utilizing New

Technologies 23 | Practicing Global Crisis Management 23

Summary and Review 24

Management in Action 25 | Building Management Skills 25 |

Managing Ethically 26 | Small Group Breakout Exercise 26 |

Be the Manager 26 | Case in the News: GE Drives Away from

Transportation 27

Notes 28

Chapter 2

The Evolution of Management Thought 30

A MANAGER’S CHALLENGE

Customer Experience Is the Focus at Comcast 31

Overview 32

Scientific Management Theory 32

Job Specialization and the Division of Labor 33 | F. W. Taylor

and Scientific Management 34 | The Gilbreths 35

Administrative Management Theory 36

The Theory of Bureaucracy 36 | Fayol’s Principles of

Management 38 | MANAGEMENT INSIGHT: E Source’s

Approach to Employee Satisfaction and Productivity 41

Behavioral Management Theory 42

The Work of Mary Parker Follett 42 | The Hawthorne

Studies and Human Relations 42 | Theory X and

Theory Y 44

Management Science Theory 45

Organizational Environment Theory 46

The Open-Systems View 46 | MANAGER AS A PERSON: How

Paul Wiedefeld Runs the Washington Metro 47 |

Contingency Theory 48 | Dynamic Capabilities 50 |

Summary and Review 50

Management in Action 52 | Building Management Skills 52 |

Managing Ethically 53 | Small Group Breakout Exercise 53 |

Be the Manager 54 | Case in the News: How Red Robin Is

Trying to Fly High 54

Notes 55

Chapter 3

Values, Attitudes, Emotions, and Culture: The Manager as a Person 58

A MANAGER’S CHALLENGE

John Hancock CEO Ensures a Bright Future 59

Overview 60

Enduring Characteristics: Personality Traits 60

The Big Five Personality Traits 60 | MANAGER AS A PERSON:

Making the Grade as a Business Founder 63 | Other

Personality Traits That Affect Managerial Behavior 64 |

Additional Personality Assessments 65

Values, Attitudes, and Moods and Emotions 66

Values: Terminal and Instrumental 66 | ETHICS IN ACTION:

Promoting Ethical Behavior in the Hotel Industry 67 |

Attitudes 67 | Moods and Emotions 70

Emotional Intelligence 71

MANAGING GLOBALLY: Emotional Intelligence Varies by Culture 72

Organizational Culture 73

Managers and Organizational Culture 74 | The Role of

Values and Norms in Organizational Culture 75 |

MANAGEMENT INSIGHT: Organizational Culture: Make Sure

It’s a Good One 77 | Culture and Managerial Action 80

Summary and Review 81

Management in Action 83 | Building Management Skills 83 |

Managing Ethically 83 | Small Group Breakout Exercise 84 |

Be the Manager 84 | Case in the News: Google Searches for

Ways to Keep Its Culture Strong 84

Notes 85

Part Two | The Environment of Management

Chapter 4

Ethics and Social Responsibility 90

A MANAGER’S CHALLENGE

UPS Foundation’s Martinez Takes His Role Seriously 91

Overview 92

The Nature of Ethics 92

Ethical Dilemmas 92 | MANAGEMENT INSIGHT:

Embedding Ethics in Organizational Culture 93 |

Ethics and the Law 94 | Changes in Ethics over Time 94

Stakeholders and Ethics 95

Shareholders 96 | Managers 96 | Ethics and

Nonprofit Organizations 98 | Employees 99 | Suppliers

and Distributors 99 | Customers 99 | Community,

Society, and Nation 99 | MANAGER AS A PERSON: CEO Puts

People First at Ferring USA 100 | Rules for Ethical

Decision Making 101 | Why Should Managers Behave Ethically? 104

Ethics and Social Responsibility 106

Societal Ethics 106 | Occupational Ethics 107 |

Individual Ethics 107 | Organizational Ethics 108 |

ETHICS IN ACTION: Chatbot Helps Employees with Ethics 110

Approaches to Social Responsibility 111

Four Different Approaches 112 | MANAGING GLOBALLY:

Protecting Home-Based Workers 113 | Why Be Socially

Responsible? 114 | The Role of Organizational

Culture 114

Summary and Review 115

Management in Action 116 | Building Management Skills 116 |

Managing Ethically 116 | Small Group Breakout Exercise 117 |

Be the Manager 117 | Case in the News: Chevron Tries to

Stay on the High Road in Venezuela 117

Notes 119

Chapter 5

Managing Diverse Employees in a Multicultural Environment 122

A MANAGER’S CHALLENGE

Diversity and Inclusion Goals on Target at Intel 123

Overview 124

The Increasing Diversity of the Workforce and

the Environment 124

Age 125 | Gender 126 | Race and Ethnicity 127 |

FOCUS ON DIVERSITY: Impact of Hispanics on the U.S.

Workforce 127 | Religion 128 | Capabilities/

Disabilities 129 | Socioeconomic Background 129 |

Sexual Orientation 130 | Other Kinds of Diversity 131

Managers and the Effective Management of Diversity 131

Critical Managerial Roles 131 | MANAGER AS A PERSON: CEO

Lobo Promotes Diversity at Stryker 132 | The Ethical

Imperative to Manage Diversity Effectively 133 | Effectively

Managing Diversity Makes Good Business Sense 134 Perception 135

Factors That Influence Managerial Perception 136 |

Perception as a Determinant of Unfair Treatment 137 |

ETHICS IN ACTION: Are Older Tech Workers the Victims of

Stereotypes? 137 | Overt Discrimination 139

How to Manage Diversity Effectively 140

Steps in Managing Diversity Effectively 140

Sexual Harassment 143

Forms of Sexual Harassment 143 | Steps Managers Can

Take to Eradicate Sexual Harassment 144 | MANAGEMENT

INSIGHT: Providing Effective Anti-Harassment Training 144

Summary and Review 145

Management in Action 146 | Building Management Skills 146 |

Managing Ethically 146 | Small Group Breakout Exercise 147 |

Be the Manager 147 | Case in the News: Pursuing Quality,

Goldman Sachs Gets Diversity, Too 147

Notes 148

Chapter 6

Managing in the Global Environment 152

A MANAGER’S CHALLENGE

Walmart Takes on Amazon in India 153

Overview 154

What Is the Global Environment? 154

The Task Environment 155

Suppliers 155 | ETHICS IN ACTION: Levi Strauss Motivates

Global Suppliers to Treat Workers Well 156 |

Distributors 158 | Customers 158 | Competitors 159

The General Environment 161

Economic Forces 162 | MANAGEMENT INSIGHT: Nollywood’s

a Hit in a Developing Economy 162 | Technological

Forces 163 | Sociocultural Forces 163 | Demographic

Forces 164 | Political and Legal Forces 165

The Changing Global Environment 166

The Process of Globalization 166 | Declining Barriers to

Trade and Investment 167 | MANAGING GLOBALLY: Tariffs

Are Tangling Auto Supply Chains 168 | Declining

Barriers of Distance and Culture 169 | Effects of Free

Trade on Managers 170

The Role of National Culture 171

Cultural Values and Norms 171 | Hofstede’s Model of

National Culture 171 | The GLOBE Project 173 |

National Culture and Global Management 173

Summary and Review 175

Management in Action 176 | Building Management Skills 176 |

Managing Ethically 176 | Small Group Breakout Exercise 177 |

Be the Manager 177 | Case in the News: Huawei’s Contentious but High-Potential Environment 177

Notes 178

Part Three | Decision Making, Planning, and Strategy

Chapter 7

Decision Making, Learning, Creativity, and Entrepreneurship 182

A MANAGER’S CHALLENGE

Creative Decision Making Key to 23andMe’s Success 183

Overview 184

The Nature of Managerial Decision Making 184

Programmed and Nonprogrammed Decision Making 185 |

The Classical Model 186 | The Administrative Model 187

Steps in the Decision-Making Process 189

Recognize the Need for a Decision 190 | Generate

Alternatives 190 | Assess Alternatives 191 |

MANAGEMENT INSIGHT: Ensuring Decisions Contribute to

Sustainability 192 | Choose among Alternatives 193 |

Implement the Chosen Alternative 193 | Learn from Feedback 193

Cognitive Biases and Decision Making 194

Confirmation Bias 194 | Representativeness Bias 194 |

Illusion of Control 195 | Escalating Commitment 195 |

Be Aware of Your Biases 195

Group Decision Making 196

MANAGER AS A PERSON: Glossier Shines Because Founder

Seeks Input from Others 196 | The Perils of

Groupthink 197 | Devil’s Advocacy and Dialectical

Inquiry 197 | Diversity among Decision Makers 198

Organizational Learning and Creativity 198

Creating a Learning Organization 199 | MANAGING

GLOBALLY: Western Union Continues to Learn 200 |

Promoting Individual Creativity 201 | Promoting Group Creativity 202

Entrepreneurship and Creativity 203

Entrepreneurship and New Ventures 203 | ETHICS IN

ACTION: Turning Plastic Waste into Entrepreneurial

Gold 204 | Intrapreneurship and Organizational Learning 205

Summary and Review 206

Management in Action 207 | Building Management Skills 207 |

Managing Ethically 207 | Small Group Breakout Exercise 208 |

Be the Manager 208 | Case in the News: Teaching Soldiers to

Be Creative on the Battlefield 208

Notes 209

Chapter 8

The Manager as a Planner and Strategist 212

A MANAGER’S CHALLENGE

Despite Pandemic Setbacks, Marriott CEO Plans for Growth 213

Overview 214

Planning and Strategy 214

The Nature of the Planning Process 215

Why Planning Is Important 215 | Levels of Planning 216 |

MANAGER AS A PERSON: How Starbucks’ COO Heats Up

Growth 219 | Time Horizons of Plans 220 | Standing

Plans and Single-Use Plans 220 | Scenario Planning 220

Determining the Organization’s Mission and

Goals 221

Defining the Business 222 | Establishing Major

Goals 222

Formulating Strategy 222

SWOT Analysis 222 | The Five Forces Model 224

Formulating Business-Level Strategies 225

Low-Cost Strategy 226 | Differentiation Strategy 226 |

Focused Low-Cost and Focused Differentiation

Strategies 227 | MANAGEMENT INSIGHT: Choosing a

Strategy: Differentiating Canada Goose 227

Formulating Corporate-Level Strategies 229

Concentration on a Single Industry 229 | Vertical

Integration 229 | Diversification 231 | International

Expansion 232 | MANAGING GLOBALLY: FourKites

Flying High 233

Planning and Implementing Strategy 236

Summary and Review 236

Management in Action 238 | Building Management Skills 238 |

Managing Ethically 238 | Small Group Breakout Exercise 239 |

Be the Manager 239 | Case in the News: Best Buy Strategies

Evolve with the Times 239

Notes 240

Chapter 9

Value Chain Management: Functional Strategies for Competitive Advantage 244

A MANAGER’S CHALLENGE

Redesigning Mattel for the Digital Generation 245

Overview 246

Functional Strategies, the Value Chain, and

Competitive Advantage 246

Functional Strategies and Value Chain Management 247 |

Value Chain Analysis 249

Improving Responsiveness to Customers 249

What Do Customers Want? 250 | MANAGING GLOBALLY:

HappyOrNot Measures Customer Satisfaction 250 |

Managing the Value Chain to Increase Responsiveness

to Customers 251 | Customer Relationship

Management 252

Improving Quality 253

Total Quality Management 254 | MANAGEMENT INSIGHT:

Six Sigma Buys Time for CPAs 256

Improving Efficiency 257

ETHICS IN ACTION: Does Efficiency Hurt People—and

Companies? 257 | Facilities Layout, Flexible

Manufacturing, and Efficiency 258 | Just-in-Time

Inventory and Efficiency 259 | Self-Managed Work

Teams and Efficiency 260 | Process Reengineering and

Efficiency 260 | Information Systems, the Internet,

and Efficiency 261

Improving Innovation 262

MANAGER AS A PERSON: Jeff Bezos, Amazon’s Innovator in

Chief 262 | Two Kinds of Innovation 263 | Strategies

to Promote Innovation and Speed Product Development 263

Summary and Review 267

Management in Action 268 | Building Management Skills 268 |

Managing Ethically 268 | Small Group Breakout Exercise 269 |

Be the Manager 269 | Case in the News: Brooks Brothers

Redesigns Itself 269

Notes 270

Part Four | Organizing and Controlling

Chapter 10

Managing Organizational Structure and Culture 274

A MANAGER’S CHALLENGE

Alaska Air Structures Work with Passengers in Mind 275

Overview 276

Designing Organizational Structure 276

The Organizational Environment 277 | Strategy 277 |

Technology 278 | Human Resources 278

Grouping Tasks into Jobs: Job Design 279

Job Enlargement and Job Enrichment 280 | MANAGING

GLOBALLY: IKEA Is Redesigning Itself for the Future 281 |

The Job Characteristics Model 282

Grouping Jobs into Functions and Divisions:

Designing Organizational Structure 282

Functional Structure 283 | Divisional Structures:

Product, Market, and Geographic 284 | ETHICS IN ACTION:

Pfizer’s Prescription for a Healthier Organizational

Structure 286 | Matrix and Product Team Designs 288

Coordinating Functions and Divisions 290

Allocating Authority 291 | Integrating and Coordinating Mechanisms 294

Organizational Culture 296

Where Does Organizational Culture Come From? 297 |

MANAGER AS A PERSON: Winning the Culture War at

NASA 299 | Strong, Adaptive Cultures versus Weak, Inert Cultures 300

Summary and Review 301

Management in Action 303 | Building Management Skills 303 |

Managing Ethically 304 | Small Group Breakout Exercise 304 |

Be the Manager 305 | Case in the News: Restructuring and

Rebranding Go Hand in Hand at Ogilvy 305

Notes 307

Chapter 11

Organizational Control and Change 310

A MANAGER’S CHALLENGE

Procter & Gamble Controls Its Digital Advertising 311

Overview 312

What Is Organizational Control? 312

The Importance of Organizational Control 313 |

Control Systems and Technology 314 | The Control

Process 315

Output Control 318

Financial Measures of Performance 318 | MANAGEMENT

INSIGHT: Problem Solvers Wanted in Today’s Job Market 319 |

Organizational Goals 320 | Operating Budgets 321 |

MANAGING GLOBALLY: Zero-Based Budgeting Helps Control

Expenses 321 | Problems with Output Control 322

Behavior Control 323

Direct Supervision 323 | Management by Objectives 324 |

Bureaucratic Control 325 | Problems with Bureaucratic

Control 326

Clan Control 327

Organizational Change 328

Lewin’s Force-Field Theory of Change 328 | Evolutionary

and Revolutionary Change 329 | Managing Change 329 |

MANAGER AS A PERSON: Nordstrom Family Continues to

Make Changes 331 | ETHICS IN ACTION: Volkswagen:

The Long Road to Redemption 333

Summary and Review 334

Management in Action 335 | Building Management Skills 335 |

Managing Ethically 335 | Small Group Breakout Exercise 336 |

Be the Manager 336 | Case in the News: How Stitch Fix

Controls Inventory and Customer Experience 336

Notes 337

Chapter 12

Human Resource Management 340

A MANAGER’S CHALLENGE

Cisco Systems Connects Data—and People, Too 341

Overview 342

Strategic Human Resource Management 342

Overview of the Components of HRM 343

The Legal Environment of HRM 344

Recruitment and Selection 345

Human Resource Planning 346 | MANAGER AS A PERSON:

CHRO Has Critical Role at Unilever 347 | Job

Analysis 348 | External and Internal Recruitment 348 |

The Selection Process 350 | FOCUS ON DIVERSITY:

Recruiting a Diverse Workforce 350

Training and Development 353

Types of Training 354 | Types of Development 355 |

Transfer of Training and Development 356

Performance Appraisal and Feedback 356

Types of Performance Appraisal 357 | Who Appraises

Performance? 359 | Effective Performance

Feedback 360 | Recent Trends in Performance

Appraisal 361

Pay and Benefits 362

Pay Level 362 | MANAGEMENT INSIGHT: Treating

Employees Well Leads to Satisfied Customers 362 |

Pay Structure 363 | Benefits 364

Labor Relations 365

Unions 365 | Collective Bargaining 366

Summary and Review 366

Management in Action 368 | Building Management Skills 368 |

Managing Ethically 368 | Small Group Breakout Exercise 369 |

Be the Manager 369 | Case in the News: How Strategic HR

Keeps Southwest Airlines Flying 370

Notes 371

Part Five | Leading Individuals and Groups

Chapter 13

Motivation and Performance 374

A MANAGER’S CHALLENGE

ATS CEO Makes Being the Best a Realistic Goal 375

Overview 376

The Nature of Motivation 376

Expectancy Theory 379

Expectancy 379 | Instrumentality 380 | Valence 380 |

Bringing It All Together 381

Need Theories 381

MANAGING GLOBALLY: Needs Vary—Sometimes—from Country

to Country 382 | Maslow’s Hierarchy of Needs 382 |

Alderfer’s ERG Theory 383 | Herzberg’s Motivator-Hygiene

Theory 384 | McClelland’s Needs for Achievement,

Affiliation, and Power 385 | Other Needs 385

Equity Theory 385

Equity 385 | Inequity 386 | Ways to Restore

Equity 386 | FOCUS ON DIVERSITY: For Diversity to

Motivate, It Must Come with Equity 388 | Equity and

Justice in Organizations 388

Goal-Setting Theory 389

Learning Theories 390

Operant Conditioning Theory 390 | Social Learning Theory 392

Pay and Motivation 394

ETHICS IN ACTION: Is Merit Pay Fair? 395 | Basing

Merit Pay on Individual, Group, or Organizational

Performance 396 | Salary Increase or Bonus? 396 |

Examples of Merit Pay Plans 397

Summary and Review 398

Management in Action 399 | Building Management Skills 399 |

Managing Ethically 400 | Small Group Breakout Exercise 400 |

Be the Manager 400 | Case in the News: DTE Energy Ignites

Employees with a Shared Sense of Purpose 401

Notes 402

Chapter 14

Leadership 406

A MANAGER’S CHALLENGE

Satya Nadella Leads Microsoft into New Business 407

Overview 408

The Nature of Leadership 408

Personal Leadership Style and Managerial Tasks 409 |

Servant Leadership 409 | MANAGER AS A PERSON:

Covenant Health’s Servant Leader 409 | Leadership

Styles across Cultures 410 | Power: The Key to

Leadership 411 | Empowerment: An Ingredient in

Modern Management 413

Trait and Behavior Models of Leadership 414

The Trait Model 414 | The Behavior Model 414 |

ETHICS IN ACTION: Initiating Structure for Ethics at

Salesforce 415

Contingency Models of Leadership 416

Fiedler’s Contingency Model 417 | MANAGING

GLOBALLY: International Differences in Leadership 419 |

House’s Path–Goal Theory 420 | The Leader Substitutes

Model 421 | Bringing It All Together 422

Transformational Leadership 422

Being a Charismatic Leader 424 | Stimulating Employees

Intellectually 424 | Engaging in Developmental

Consideration 425 | The Distinction between

Transformational and Transactional Leadership 425

Gender and Leadership 425

Emotional Intelligence and Leadership 426

MANAGEMENT INSIGHT: How to Be a High-EQ Leader 427

Summary and Review 428

Management in Action 429 | Building Management Skills 429 |

Managing Ethically 429 | Small Group Breakout Exercise 430 |

Be the Manager 430 | Case in the News: CEO’s Leadership

Helps Levi Strauss Succeed 431

Notes 432

Chapter 15

Effective Groups and Teams 436

A MANAGER’S CHALLENGE

Army Futures Command Battles Bureaucracy 437

Overview 438

Groups, Teams, and Organizational

Effectiveness 438

MANAGEMENT INSIGHT: Soft Skills Critical to Team

Success 439 | Groups and Teams as Performance

Enhancers 440 | Groups, Teams, and Responsiveness

to Customers 440 | Teams and Innovation 441 |

Groups and Teams as Motivators 441

Types of Groups and Teams 442

The Top Management Team 442 | Research

and Development Teams 442 | Command

Groups 443 | Task Forces 443 | Self-Managed

Work Teams 443 | MANAGER AS A PERSON:

Sticking with Self-Directed Teams 444 |

Virtual Teams 445 | Friendship Groups 446 |

Interest Groups 447

Group Dynamics 447

Group Size, Tasks, and Roles 447 | Group

Leadership 450 | Group Development over

Time 450 | MANAGEMENT INSIGHT: Helping a Team

Develop 451 | Group Norms 452 | Group

Cohesiveness 454 | FOCUS ON DIVERSITY: Leveraging Team Members’ Diversity 456

Managing Groups and Teams for High Performance 458

Motivating Group Members to Achieve Organizational

Goals 458 | Reducing Social Loafing in

Groups 459 | Helping Groups to Manage Conflict Effectively 460

Summary and Review 461

Management in Action 462 | Building Management Skills 462 |

Managing Ethically 463 | Small Group Breakout Exercise 463 |

Be the Manager 463 | Case in the News: Adient Builds Better

with Teams 464

Notes 465

Part Six | Managing Critical Organizational Processes

Managing Critical Organizational Processes

Chapter 16

Promoting Effective Communication 468

A MANAGER’S CHALLENGE

Promoting Better Communication at Boston Consulting Group 469

Overview 470

Communication and Management 470

The Importance of Good Communication 470 |

The Communication Process 471 | The Role of

Perception in Communication 472 | The Dangers

of Ineffective Communication 473 | ETHICS IN ACTION:

Questions Can Open the Door to Honest, Open Communication 473

Information Richness and Communication Media 474

Face-to-Face Communication 475 | Spoken

Communication Electronically Transmitted 476 |

Personally Addressed Written Communication 477 |

Impersonal Written Communication 478

Communication Networks 478

Communication Networks in Groups and Teams 478 |

Organizational Communication Networks 480 | External Networks 481

Technology and Communication 481

The Internet 481 | Intranets 481 | Collaboration Software 482

Communication Skills for Managers 482

Communication Skills for Managers as Senders 483 |

MANAGEMENT INSIGHT: Make That First Impression

Count 483 | Communication Skills for Managers

as Receivers 485 | Understanding Linguistic

Styles 486

Summary and Review 489

Management in Action 490 | Building Management Skills 490 |

Managing Ethically 490 | Small Group Breakout Exercise 491 |

Be the Manager 491 | Case in the News: How Netflix Aims to

Make Communication Radically Honest 492

Notes 493

Chapter 17

Managing Conflict, Politics, and Negotiation 496

A MANAGER’S CHALLENGE

How Vimeo’s CEO Became Influential 497

Overview 498

Organizational Conflict 498

Types of Conflict 499 | ETHICS IN ACTION: Giving Voice

to Values 500 | Sources of Conflict 501 | Conflict

Management Strategies 503 | FOCUS ON DIVERSITY:

When Experience Becomes a Pitfall 504

Negotiation 506

Distributive Negotiation and Integrative Bargaining 507 |

Strategies to Encourage Integrative Bargaining 507 |

MANAGER AS A PERSON: How to Negotiate a Job Offer 509

Organizational Politics 509

The Importance of Organizational Politics 510 | Political

Strategies for Gaining and Maintaining Power 510 |

MANAGING GLOBALLY: Grassroots Knowledge Is Power 512 |

Political Strategies for Exercising Power 513

Summary and Review 515

Management in Action 516 | Building Management Skills 516 |

Managing Ethically 516 | Small Group Breakout Exercise 517 |

Be the Manager 517 | Case in the News: Disastrous Conflict

at Boeing 517

Notes 519

Chapter 18

Using Advanced Information Technology to Increase Performance 522

A MANAGER’S CHALLENGE

AI Helps Managers Do a Better Job 523

Overview 524

Information and the Manager’s Job 524

Attributes of Useful Information 525 | What Is

Information Technology? 526 | Information and

Decisions 526 | Information and Control 527 |

ETHICS IN ACTION: Kroger’s Strategic Use of Consumer

Data 529 | Information and Coordination 529

The IT Revolution 530

The Effects of Advancing IT 530 | IT and the Product

Life Cycle 531 | MANAGEMENT INSIGHT: Amazon’s

Alexa Goes to Work 532 | The Network of

Computing Power 533

Types of Management Information Systems 534

The Organizational Hierarchy: The Traditional Information

System 535 | Transaction-Processing Systems 535 |

Operations Information Systems 536 | Decision

Support Systems 536 | Artificial Intelligence and

Expert Systems 537 | MANAGING GLOBALLY: China’s Ant

Group Runs on AI 537 | Enterprise Resource Planning

Systems 538 | E-Commerce Systems 540

The Impact and Limitations of Information

Technology 541

Strategic Alliances, B2B Network Structures, and IT 541 |

Flatter Structures and Horizontal Information Flows 542

Summary and Review 543

Management in Action 545 | Building Management Skills 545 |

Managing Ethically 545 | Small Group Breakout Exercise 546 |

Be the Manager 546 | Case in the News: Shell Uses AI to Fuel a

Transformation 546

Notes 547

Name Index NI-1

Organization Index OI-1

Subject Glindex SGI-1

This book is US$10. Order for this book:
(Request for free sample pages click on "Order Now" button)

Book Order
Or, Send email: [email protected]

Share this Book!

Leave a Comment

This site uses Akismet to reduce spam. Learn how your comment data is processed.