Fundamentals of Management, 6th Edition PDF by Danny Samson, Timothy Donnet and Richard L. Daft

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Fundamentals of Management, 6th Edition

By Danny Samson, Timothy Donnet and Richard L. Daft

Fundamentals of Management, 6th Edition

Contents:

Guide to the text xv

Guide to the online resources xxii

Preface xxv

About the authors xxx

Acknowledgements xxxii

PART ONE INNOVATIVE MANAGEMENT FOR A CHANGING WORLD_________ 1

CHAPTER 1 THE CHANGING WORLD OF MANAGEMENT_ __________________________ 2

1.1 WHY INNOVATIVE MANAGEMENT MATTERS____________ 6

Current challenges for managers 7

Challenges for government 7

Challenges for business 8

Challenges for the individual employee 9

1.2 MANAGERS WHO MAKE A DIFFERENCE_______________ 9

The definition of management 10

1.3 THE FOUR MANAGEMENT FUNCTIONS_ ______________ 12

Planning 12

Organising 12

Leading 13

Controlling 13

1.4 ORGANISATIONAL PERFORMANCE___________________ 14

1.5 MANAGEMENT SKILLS____________________________ 16

Conceptual skills 16

Human skills 17

Technical skill 18

When skills fail 18

1.6 MANAGEMENT TYPES_____________________________ 20

Vertical differences 20

Horizontal differences 22

1.7 WHAT IS IT LIKE TO BE A MANAGER?_ _______________ 23

Making the leap: becoming a new manager 23

1.8 MANAGERIAL ACTIVITIES__________________________ 25

Adventures in multitasking 25

Life on speed dial 27

Where does a manager find the time? 28

Manager roles 29

1.9 MANAGING IN SMALL BUSINESSES

AND NOT-FOR-PROFIT ORGANISATIONS_ _____________ 32

1.10 STATE-OF-THE-ART MANAGEMENT COMPETENCIES_ ___ 34

1.11 TURBULENT TIMES: MANAGING CRISES

AND UNEXPECTED EVENTS________________________ 36

Stay calm 36

Be visible 37

Put people before business 37

Tell the truth 37

Know when to get back to business 37

1.12 AUSTRALIA’S MANAGERS: IMPROVING

FROM A LOW BASE_______________________________ 37

STUDY TOOLS 40

Online study resources 40

◗◗ Course Mate Express for Management 40

◗◗ Search Me! Management 40

Response to the management challenge 40

◗◗ PETRONAS 40

Discussion questions 41

Ethical challenge 42

◗◗ Can management afford to look the other way? 42

Group challenge 43

◗◗ Your best and worst managers 43

Case for critical analysis 43

◗◗ SharpStyle Salons 43

On the job video case 44

◗◗ Camp Bow Wow: Innovative management for a changing world 44

APPENDIX TO CHAPTER 1 THE EVOLUTION OF MANAGEMENT THINKING___________ 48

A1.1 MANAGEMENT AND ORGANISATION_________________ 52

The things of production versus the humanity of production 52

Is social business the answer? 53

A1.2 CLASSICAL PERSPECTIVE__________________________ 54

Scientific management 55

Bureaucratic organisations 56

Administrative principles 58

A1.3 HUMANISTIC PERSPECTIVE_ _______________________ 59

Early advocates 59

The human relations movement 60

The human resources perspective 61

The behavioural sciences approach 62

A1.4 MANAGEMENT SCIENCE___________________________ 63

A1.5 RECENT HISTORICAL TRENDS_______________________ 64

Systems thinking 65

Contingency view 66

Total quality management 66

A1.6 INNOVATIVE MANAGEMENT THINKING

FOR A CHANGING WORLD__________________________ 68

Contemporary management tools 68

Managing the technology-driven workplace 70

The shifting world of e-business 70

Big data analytics 71

Knowledge management 71

Supply chain management 72

Social media programs 73

Managing the people-driven workplace 73

STUDY TOOLS 77

Online study resources 77

◗◗ CourseMate Express for Management 77

◗◗ Search Me! Management 77

Discussion questions 77

PART 1 CONTINUING CASE: INNOVATIVE

MANAGEMENT FOR A CHANGING WORLD____________ 80

PART TWO THE ENVIRONMENT OF MANAGEMENT____________________ 83

CHAPTER 2 THE ENVIRONMENT AND CORPORATE CULTURE______________________ 84

2.1 THE EXTERNAL ENVIRONMENT_ ____________________ 89

General environment 90

Task environment 97

2.2 THE ORGANISATION–ENVIRONMENT

RELATIONSHIP___________________________________102

Environmental uncertainty 103

Adapting to the environment 104

Influencing the environment 107

2.3 THE INTERNAL ENVIRONMENT – CORPORATE CULTURE__110

Symbols 112

Stories 113

Heroes 113

Slogans 113

Ceremonies 114

2.4 TYPES OF CULTURE_ ______________________________115

Adaptability culture 115

Achievement culture 117

Involvement culture 117

Consistency culture 117

2.5 SHAPING CORPORATE CULTURE FOR

INNOVATIVE RESPONSE_ __________________________118

Managing the high-performance culture 118

2.6 CULTURAL LEADERSHIP_ __________________________121

Changing and merging corporate cultures 121

STUDY TOOLS 124

Online study resources 124

◗◗ CourseMate Express for Management 124

◗◗ Search Me! Management 124

Response to the management challenge 124

◗◗ Microsoft: coping with change 124

Discussion questions 125

Ethical challenge 126

◗◗ Competitive intelligence predicament 126

Group challenge 126

◗◗ Should you go global? 126

Case for critical analysis 127

◗◗ Richmond Supply Co. 127

On the job video case 128

◗◗ Camp Bow Wow – the environment and corporate culture 128

CHAPTER CASE STUDIES

Growing a business from scratch – lavender! 99

Green power 112

McDonald’s 116

CHAPTER 3 MANAGING IN A GLOBAL ENVIRONMENT_ _________________________ 132

3.1 A BORDERLESS WORLD: GLOBALISATION,

MULTINATIONAL CORPORATIONS AND THE

INTERNATIONAL LANDSCAPE_______________________136

Globalisation 136

Developing a global mindset 138

The changing international landscape 139

Multinational corporations 140

Globalisation backlash 142

Serving the bottom of the pyramid 142

3.2 GETTING STARTED INTERNATIONALLY________________145

Exporting 145

Outsourcing 146

Licensing 147

Direct investing 147

3.3 THE INTERNATIONAL BUSINESS ENVIRONMENT_ ______148

3.4 THE ECONOMIC ENVIRONMENT_____________________150

Economic development 150

Infrastructure 150

Economic interdependence 151

Resource and product markets 152

Exchange rates 152

Inflation, interest rates and economic growth 152

3.5 THE LEGAL–POLITICAL ENVIRONMENT_ ______________153

Political risk 154

Political instability 154

Laws and regulations 155

3.6 THE SOCIOCULTURAL ENVIRONMENT_ _______________156

Social values 156

Communication differences 159

3.7 INTERNATIONAL TRADE ALLIANCES_ ________________160

GATT and the World Trade Organization 161

European Union 161

North American Free Trade

Agreement (NAFTA) 163

Association of South East

Asian Nations (ASEAN) 163

STUDY TOOLS 165

Online study resources 165

◗◗ CourseMate Express for Management 165

◗◗ Search Me! Management 165

Response to the management challenge 165

◗◗ Achieving international competitiveness 165

Discussion questions 166

Ethical challenge 166

◗◗ Quality or closing 166

Group challenge 167

◗◗ Considerations for overseas expansion 167

Case for critical analysis 167

◗◗ Shui Fabrics 167

On the job video case 168

◗◗ Black diamond equipment: Managing in a global environment 168

CHAPTER CASE STUDY

The axis of India 138

CHAPTER 4 ETHICS, SOCIAL RESPONSIBILITY AND SUSTAINABLE DEVELOPMENT___ 172

4.1 WHAT IS MANAGERIAL ETHICS?_ ___________________176

Ethical management today 177

The business case for ethics

and social responsibility 178

4.2 ETHICAL DILEMMAS – WHAT WOULD YOU DO?________179

4.3 CRITERIA FOR ETHICAL DECISION MAKING____________181

Utilitarian approach 181

Individualism approach 181

Moral rights approach 182

Justice approach 182

Practical approach 182

4.4 THE INDIVIDUAL MANAGER AND ETHICAL CHOICES_______ 183

Givers versus takers 186

4.5 WHAT IS CORPORATE SOCIAL RESPONSIBILITY?_______188

Organisational stakeholders 188

4.6 THE GREEN MOVEMENT___________________________193

Sustainability and the triple bottom line 193

4.7 EVALUATING CORPORATE SOCIAL RESPONSIBILITY______ 196

4.8 MANAGING COMPANY ETHICS

AND SOCIAL RESPONSIBILITY_ _____________________198

Code of ethics 200

Ethical structures 201

Whistleblowing 202

4.9 MANAGERIAL ETHICS AND SUSTAINABLE

DEVELOPMENT IN AUSTRALIA _____________________203

Organisational sustainable development 204

The ‘why’ of sustainable development 205

The ‘what’ of sustainable development 206

The ‘when’ of sustainable development 207

STUDY TOOLS 209

Online study resources 209

◗◗ CourseMate Express for Management 209

◗◗ Search Me! Management 209

Response to the management challenge 209

◗◗ Monsanto’s ethical challenges 209

Discussion questions 210

Ethical challenge 211

◗◗ What is right? 211

Group challenge 212

◗◗ Ethics and business costs 212

Case for critical analysis 212

◗◗ Too much intelligence? 212

On the job video case 213

◗◗ Theo Chocolate: managing ethics

and social responsibility 213

CHAPTER CASE STUDIES

A leadership dilemma at Timberland 194

A crisis to milk 202

PART THREE PLANNING_ _________________________________________ 217

CHAPTER 5 ORGANISATIONAL PLANNING AND GOAL SETTING___________________ 218

5.1 GOALS, PLANS AND PERFORMANCE_________________221

Messages and values contained

in goals and plans 223

5.2 GOALS IN ORGANISATIONS_ _______________________225

Organisational mission 225

Goals and plans 226

Aligning goals with strategy maps 229

5.3 OPERATIONAL PLANNING__________________________231

Criteria for effective goals 231

Management by objectives 234

Single-use and standing plans 238

5.4 BENEFITS AND LIMITATIONS OF PLANNING___________239

5.5 PLANNING IN A TURBULENT ENVIRONMENT_ _________241

Contingency plans 241

Scenario planning 242

5.6 CRISIS PLANNING________________________________243

Pre-event 244

Response and recovery 245

Post-event 245

5.7 INNOVATIVE APPROACHES TO PLANNING_____________247

Set stretch goals for excellence 247

STUDY TOOLS 251

Online study resources 251

◗◗ CourseMate Express for Management 251

◗◗ Search Me! Management 251

Response to the management challenge 251

◗◗ Well-laid plans and their vulnerability to

external forces 251

Discussion questions 252

Ethical challenge 252

◗◗ Inspire Learning Corporation 252

Group challenge 253

◗◗ Course goal setting 253

Case for critical analysis 253

◗◗ Central City Museum 253

On the job video case 254

◗◗ Mi Ola swimwear: Managerial planning

and goal setting 254

CHAPTER CASE STUDIES

Planning and implementing the infrastructure

of the future 233

Siemens 235

CHAPTER 6 STRATEGY FORMULATION AND IMPLEMENTATION_ __________________ 258

6.1 THINKING STRATEGICALLY_________________________261

What is strategic management? 262

Purpose of strategy 262

Levels of strategy 266

6.2 THE STRATEGIC MANAGEMENT PROCESS_____________269

Strategy formulation versus implementation 272

SWOT analysis 272

6.3 FORMULATING CORPORATE-LEVEL STRATEGY__________275

The portfolio strategy 275

The BCG matrix 276

Diversification strategy 277

6.4 FORMULATING BUSINESS-LEVEL STRATEGY___________279

Porter’s competitive forces and strategies 279

6.5 FORMULATING FUNCTIONAL-LEVEL STRATEGY_________283

6.6 NEW TRENDS IN STRATEGY_ _______________________284

Innovation from within 284

Strategic partnerships 285

6.7 GLOBAL STRATEGY_ ______________________________287

Globalisation strategy 288

Multidomestic strategy 289

Transnational strategy 289

6.8 STRATEGY IMPLEMENTATION_______________________291

Implementing global strategies 293

Testing the quality of strategy 294

STUDY TOOLS 296

Online study resources 296

◗◗ CourseMate Express for Management 296

◗◗ Search Me! Management 296

Response to the management challenge 296

◗◗ Netflix: Proof that companies need to adapt, or fail 296

Discussion questions 297

Ethical challenge 298

◗◗ A great deal for whom? 298

Group challenge 298

◗◗ Developing strategy for a small business 298

Case for critical analysis 299

◗◗ Costco: a different approach 299

On the job video case 300

◗◗ Theo Chocolate: strategy formulation and execution 300

CHAPTER CASE STUDIES

MYOB 265

Apple Inc.’s strategy: much more than iPod, iPhone,

iPad and Mac 267

APPENDIX TO CHAPTER 6 MANAGERIAL DECISION MAKING_____________________ 302

A6.1 TYPES OF DECISIONS AND PROBLEMS_ ______________304

Programmed and non-programmed decisions 304

Facing uncertainty and ambiguity 305

A6.2 DECISION-MAKING MODELS_______________________308

The classical model: rational

decision making 308

How managers actually make decisions 309

The political model 311

A6.3 DECISION-MAKING STEPS_ ________________________313

Recognition of decision requirement 313

Diagnosis and analysis of causes 314

Development of alternatives 315

Selection of desired alternative 316

Implementation of chosen alternative 317

Evaluation and feedback 317

Personal decision framework 317

A6.4 WHY DO MANAGERS MAKE POOR JUDGEMENTS?______320

Innovative decision making 321

Start with brainstorming 321

Use hard evidence 322

Engage in rigorous debate 323

Avoid groupthink 324

Know when to pull the plug 324

Do a postmortem 324

STUDY TOOLS 326

Online study resources 326

◗◗ CourseMate Express for Management 326

◗◗ Search Me! Management 326

Discussion questions 326

PART 3 CONTINUING CASE: PLANNING AND

ORGANISING THE TRANSITION AT TOYOTA

AUSTRALIA ____________________________________329

PART FOUR ORGANISING________________________________________ 331

CHAPTER 7 DESIGNING ORGANISATION STRUCTURE___________________________ 334

7.1 ORGANISING THE VERTICAL STRUCTURE_____________337

Work specialisation 338

Chain of command 339

Authority, responsibility and delegation 339

Span of management 342

Centralisation and decentralisation 344

7.2 DEPARTMENTALISATION__________________________346

Vertical functional approach 347

Divisional approach 350

7.3 MATRIX APPROACH_______________________________353

How it works 353

7.4 TEAM-BASED APPROACH__________________________356

How it works 356

Virtual network approach 358

7.5 ORGANISING FOR HORIZONTAL

COORDINATION__________________________________363

The need for coordination 363

Task forces, teams and project management 365

Relational coordination 366

7.6 FACTORS SHAPING STRUCTURE_____________________367

Structure follows strategy 368

Structure fits the technology 369

STUDY TOOLS 373

Online study resources 373

◗◗ CourseMate Express for Management 373

◗◗ Search Me! Management 373

Response to the management challenge 373

◗◗ Unlocking the value of strategic alliances: Renault and Nissan 373

Discussion questions 375

Ethical challenge 375

◗◗ A matter of delegation 375

Group challenge 376

◗◗ Family business 376

Case for critical analysis 376

◗◗ Coles 376

On the job video case 377

◗◗ Honest Tea: Designing organisation structure 377

CHAPTER CASE STUDY

Strida Bicycles: a globally networked company 361

CHAPTER 8 MANAGING CHANGE AND INNOVATION____________________________ 380

8.1 INNOVATION AND THE CHANGING

WORKPLACE_ ___________________________________383

Why do people resist change? 384

Disruptive innovation 385

The ambidextrous approach 386

8.2 CHANGING THINGS: NEW PRODUCTS

AND TECHNOLOGIES______________________________387

Exploration 387

8.3 COOPERATION___________________________________392

Innovation roles 396

8.4 CHANGING PEOPLE AND CULTURE___________________399

Training and development 401

Organisation development 401

8.5 IMPLEMENTING CHANGE__________________________405

Creating a sense of urgency 406

Resistance to change 407

Use implementation tactics 408

STUDY TOOLS 413

Online study resources 413

◗◗ CourseMate Express for Management 413

◗◗ Search Me! Management 413

Response to the management challenge 413

◗◗ Reinventing Samsung 413

Discussion questions 414

Ethical challenge 415

◗◗ Crowdsourcing 415

Group challenge 416

◗◗ Are you ready to implement personal change? 416

Case for critical analysis 417

◗◗ Malard Manufacturing Company 417

On the job video case 417

◗◗ Honest Tea: Managing change and innovation 417

CHAPTER CASE STUDIES

Building a better mouse … 386

General Electric 400

A mini crisis of culture and performance 410

CHAPTER 9 MANAGING HUMAN RESOURCES_ ________________________________ 420

9.1 THE STRATEGIC ROLE OF HRM IS TO DRIVE

ORGANISATIONAL PERFORMANCE___________________423

The strategic approach 424

Building human capital to drive performance 425

9.2 THE CHANGING NATURE OF CAREERS________________427

The changing social contract 427

Innovations in HRM 428

9.3 FINDING THE RIGHT PEOPLE________________________431

Human resource planning 432

Selecting 436

9.4 DEVELOPING TALENT_____________________________441

Training and development 441

Performance appraisal 445

9.5 MAINTAINING AN EFFECTIVE WORKFORCE____________449

Compensation 449

Benefits 451

Rightsizing the organisation 451

Termination 452

STUDY TOOLS 455

Online study resources 455

◗◗ CourseMate Express for Management 455

◗◗ Search Me! Management 455

Response to the management challenge 455

◗◗ HRM as a vehicle for understanding cultural differences 455

Discussion questions 456

Ethical challenge 457

◗◗ Roles and responsibilities 457

Group challenge 458

◗◗ Management competencies 458

Case for critical analysis 458

◗◗ The right way with employees? 458

On the job video case 459

◗◗ Barcelona Restaurant Group: managing human resources 459

CHAPTER CASE STUDIES

Container Store 435

VIVO Cafe: all in the family … the business is people 448

Biotechnology companies in turbulent

environments and challenging times 453

PART FIVE LEADING_____________________________________________ 463

CHAPTER 10 LEADERSHIP__________________________________________________ 464

10.1 THE NATURE OF LEADERSHIP_______________________467

Bossless does not mean leaderless 468

10.2 CONTEMPORARY LEADERSHIP______________________469

Level 5 leadership 469

Servant leadership 471

Authentic leadership 472

Gender differences 473

10.3 FROM MANAGEMENT TO LEADERSHIP_ ______________475

Leadership traits 476

Behavioural approaches 477

The Leadership Grid 478

10.4 CONTINGENCY APPROACHES_______________________480

The situational model of leadership 480

Fiedler’s contingency theory 482

10.5 SITUATIONAL SUBSTITUTES FOR LEADERSHIP_________485

10.6 CHARISMATIC AND TRANSFORMATIONAL LEADERSHIP_488

Charismatic leadership 488

Transformational versus transactional leadership 490

10.7 FOLLOWERSHIP__________________________________492

10.8 POWER AND INFLUENCE___________________________494

‘Hard’ position power 494

Personal ‘soft’ power 495

Other sources of power 496

Interpersonal influence tactics 497

STUDY TOOLS 500

Online study resources 500

◗◗ CourseMate Express for Management 500

◗◗ Search Me! Management 500

Response to the management challenge 500

◗◗ Leading a revitalisation 500

Discussion questions 501

Ethical challenge 502

◗◗ Does wage reform start at the top? 502

Group challenge 502

◗◗ Which leadership styles are more effective? 502

Case for critical analysis 503

◗◗ DGL International 503

On the job video case 503

◗◗ Camp Bow Wow: Leadership 503

CHAPTER CASE STUDY

News Corporation 479

CHAPTER 11 MOTIVATING EMPLOYEES_ ______________________________________ 506

11.1 INDIVIDUAL NEEDS AND MOTIVATION_______________511

Intrinsic and extrinsic rewards 511

Managers as motivators 514

Motivating in a bossless environment 514

11.2 CONTENT PERSPECTIVES ON MOTIVATION____________515

The hierarchy of needs 515

ERG theory 519

A two-factor approach to motivation 520

Acquired needs 522

11.3 PROCESS PERSPECTIVES ON MOTIVATION____________524

Goal setting 524

Equity theory 526

Expectancy theory 527

11.4 REINFORCEMENT PERSPECTIVE

ON MOTIVATION_ ________________________________530

Direct reinforcement 530

Social learning theory 532

11.5 JOB DESIGN FOR MOTIVATION______________________534

Job enrichment 534

Job characteristics model 535

11.6 INNOVATIVE IDEAS FOR MOTIVATING_ _______________537

Building a thriving workforce 538

Empowering people to meet higher needs 538

Giving meaning to work through engagement 539

Keeping staff motivated in Australia

and New Zealand 541

STUDY TOOLS 543

Online study resources 543

◗◗ CourseMate Express for Management 543

◗◗ Search Me! Management 543

Response to the management challenge 543

◗◗ Sandstrom Products: motivating employees 543

Discussion questions 544

Ethical challenge 545

◗◗ Compensation showdown 545

Group challenge 545

◗◗ Should, need, like, love 545

Case for critical analysis 546

◗◗ Lauren’s balancing act 546

On the job video case 547

◗◗ Mike Boyle Strength and Conditioning:

Motivating employees 547

CHAPTER CASE STUDIES

Managing motivation at Degussa Peroxide Ltd 510

Nintendo Wii U: coping with fierce competition

in the world’s video game market 517

Outback Steakhouse 523

CHAPTER 12 COMMUNICATION IN ORGANISATIONS____________________________ 550

12.1 COMMUNICATION IS THE MANAGER’S JOB_ __________553

What is communication? 555

A model of communication 555

12.2 COMMUNICATING AMONG PEOPLE__________________557

Open communication climate 558

Communication channels 560

Communicating to persuade

and influence others 563

Communicating with candour 564

Asking questions 566

Listening 567

Non-verbal communication 569

12.3 ORGANISATIONAL AND WORKPLACE COMMUNICATION_____570

Social media 571

Personal communication channels 572

Formal communication channels 576

Crisis communication 580

STUDY TOOLS 585

Online study resources 585

◗◗ CourseMate Express for Management 585

◗◗ Search Me! Management 585

Response to the management challenge 585

◗◗ John McFarlane: communicate to build morale 585

Discussion questions 586

Ethical challenge 587

◗◗ The voice of authority 587

Group challenge 587

◗◗ Listen like a professional 587

Case for critical analysis 588

◗◗ WA Manufacturing 588

On the job video case 589

◗◗ Intermountain Healthcare: Managing communication 589

CHAPTER CASE STUDIES

General Electric 564

Susan Williams 579

CHAPTER 13 LEADING TEAMS______________________________________________ 592

13.1 THE VALUE OF TEAMS_____________________________596

What is a team? 596

Contributions of teams 597

13.2 TYPES OF TEAMS_________________________________599

Functional teams 599

Cross-functional teams 599

Self-managed teams 600

Virtual teams 601

13.3 THE DILEMMA OF TEAMS__________________________605

13.4 MODEL OF TEAM EFFECTIVENESS_ __________________607

13.5 TEAM CHARACTERISTICS__________________________609

Size 609

Diversity 609

Member roles 610

13.6 TEAM PROCESSES________________________________612

Stages of team development 612

Team cohesiveness 614

Team norms 615

13.7 MANAGING TEAM CONFLICT_ ______________________617

Types of conflict 617

Balancing conflict and cooperation 617

Causes of conflict 618

Styles to handle conflict 618

Negotiation 620

STUDY TOOLS 623

Online study resources 623

◗◗ CourseMate Express for Management 623

◗◗ Search Me! Management 623

Response to the management challenge 623

◗◗ NEC in Mulgrave: teams that work 623

Discussion questions 624

Ethical challenge 624

◗◗ Consumer safety or team commitment? 624

Group challenge 625

◗◗ Feedback exercise 625

Case for critical analysis 625

◗◗ Are we a team? 625

On the job video case 626

◗◗ Tough Mudder: Leading teams 626

PART 5 CONTINUING CASE: TOYOTA’S

BEHAVIOUR AND TEAMWORK_____________________629

CHAPTER CASE STUDIES

The team’s the thing 596

The Aconex team in Melbourne 604

Espresso 611

PART SIX CONTROLLING_ ______________________________________ 631

CHAPTER 14 MANAGERIAL AND QUALITY CONTROL_____________________________ 634

14.1 THE MEANING OF CONTROL________________________637

14.2 FEEDBACK CONTROL MODEL_ ______________________638

Steps of feedback control 639

The balanced scorecard 642

14.3 BUDGETARY CONTROL____________________________644

Expense budget 645

Revenue budget 645

Cash budget 645

Capital budget 646

Zero-based budget 646

19.4 FINANCIAL CONTROL_ ____________________________647

Financial statements 647

Financial analysis: interpreting the numbers 650

14.5 THE CHANGING PHILOSOPHY

OF CONTROL_ ___________________________________652

Hierarchical versus decentralised approaches 652

Open-book management 655

14.6 TOTAL QUALITY MANAGEMENT (TQM)_______________657

TQM techniques 658

TQM success factors 661

14.7 TRENDS IN QUALITY AND FINANCIAL

CONTROL_______________________________________663

International quality standards 663

Corporate governance 663

14.8 QUALITIES OF EFFECTIVE CONTROL

SYSTEMS_______________________________________665

STUDY TOOLS 667

Online study resources 667

◗◗ CourseMate Express for management 667

◗◗ Search Me! Management 667

Response to the management challenge 667

◗◗ Controlling an empire at Dell 667

Discussion questions 668

Ethical challenge 669

◗◗ The wages of sin? 669

Group challenge 670

◗◗ Create a group control system 670

Case for critical analysis 670

◗◗ Lincoln Electric 670

On the job video case 671

◗◗ Barcelona Restaurant Group: managing quality

and performance 671

CHAPTER CASE STUDIES

Semco’s open-book policy 656

A lesson in quality from China 658

The honeybee style 660

CAPSTONE CHAPTER MAKING EFFECTIVE MANAGEMENT HAPPEN________________ 674

C.1 FUNDAMENTAL PRACTICES COMMON TO WINNING

ORGANISATIONS_________________________________678

Leadership practices 678

People management practices 683

Customer focus practices 687

Quality management practices 688

Innovation practices 690

Knowledge management practices 691

C.2 DEEPER PRINCIPLES COMMON TO THE

WORLD’S BEST ORGANISATIONS____________________693

C.3 PUTTING IT ALL TOGETHER:

THE ORGANISATION AS A SYSTEM_ _________________696

STUDY TOOLS 699

Online study resources 699

◗◗ CourseMate Express for Management 699

◗◗ Search Me! Management 699

Discussion questions 699

Group challenge 700

◗◗ Understanding how an organisation works 700

CHAPTER CASE STUDIES

‘Heartfelt Leadership’ pays off at Toyota 681

Google (Alphabet Inc.): a great place to

search – and work 686

Values can come from Mars 696

Glossary 701

Name index 711

Subject index 716

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