Contemporary Management, Twelfth Edition
By Gareth R. Jones and Jennifer M. George
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