Management Leading & Collaborating in a Competitive World Thomas S. Bateman Mclntire School of Commerce University of Virginia

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ninth edition

Management
Leading & Collaborating in a Competitive World Thomas S. Bateman Mclntire School of Commerce University of Virginia

Scott A. Snell
Darden Graduate School ofBusiness University of
inia

Me Graw Hill

McGraw-Hill Irwin

Contents

Part One

Foundations of Management
Chapter I

Managing 2
MANAGEMENT CLOSE-UP: Can Elon Musk Keep Tesla Motors Running? 3 Managing in the New Competitive Landscape Globalization 4 Technological Change 6 Knowledge Management 7 Collaboration across "Boundaries" Managing for Competitive Advantage Innovation 9 Quality 10 Service 11 Speed 11 Cost Competitiveness Delivering All Five 13 The Functions of Management 14 Planning: Delivering Strategic Value 15 Organizing: Building a Dynamic Organization 15 Leading: Mobilizing People 16 Controlling: Learning and Changing 16 Management Close-Up: Taking Action 17 Performing All Four Management Functions 18 Management Levels and Skills 18 Top-Level Managers 18 Middle-Level Managers 19 Frontline Managers 19 Working Leaders with Broad Responsibilities 19 Management Skills 20 You and Your Career 22 Be Both a Specialist and a Generalist 23 Be Self-Reliant 24 Be Connected 25 Actively Manage Your Relationship with Your Organization 25 Survive and Thrive 26 7 9 , 4

Management Close-Up: Assessing Outcomes and Seizing Opportunities 27 Key Terms 28 Summary of Learning Objectives 28 Discussion Questions 28 Concluding Case: Your Job and Your Passion—You Can Pursue Both! 29 Experiential Exercises 30 Appendix A : The Evolution of Management 36

Chapter 2

The External Environment and Organizational Culture 46
12 MANAGEMENT CLOSE-UP: How Can Larry Blanford Keep Green Mountain Coffee Roasters Perking? 47 A Look Ahead 48 The Macroenvironment 48 Law and Regulations 49 The Economy 50 Technology 52 Demographics 53 Social Issues and the Natural Environment 54 The Competitive Environment 55 Competitors 55 New Entrants 57 Substitutes and Complements 57 Suppliers 60 Management Close-Up: Taking Action Customers 62 Environmental Analysis 63 Environmental Scanning 64 Scenario Development 64 Forecasting 65 Benchmarking 65

62

Contents

Responding to the Environment 66 Adapting to the Environment: Changing Yourself 66 Influencing Your Environment 68 Changing the Environment You Are In 69 Choosing a Response Approach 71 Culture and the Internal Environment of Organizations 72 Diagnosing Culture 73 Managing Culture 76 Management Close-Up: Assessing Outcomes and Seizing Opportunities 77 Key Terms 77 Summary of Learning Objectives Discussion Questions 78 79 78

Making the Choice 92 Management Close-Up: Taking Action Implementing the Decision 94 Evaluating the Decision 94 The Best Decision 95 96 Barriers to Effective Decision Making Psychological Biases 97 , Time Pressures 98 Social Realities 98 Decision Making in Groups 98 Potential Advantages of Using a Group 99 Potential Problems of Using a Group 99 Managing Group Decision Making Leadership Style 100 Constructive Conflict 101 Encouraging Creativity 102 Brainstorming 103 100

93

Concluding Case: Wild Water Gets Soaked Experiential Exercises 79

Chapter 3

Managerial Decision Making
MANAGEMENT CLOSE-UP: How Did Anne Mulcahy's Decisions Pull Xerox Back from the Brink? 85 Characteristics of Managerial Decisions Lack of Structure 87 Uncertainty and Risk 87 Conflict 88 The Stages of Decision Making 89 Identifying and Diagnosing the Problem 89 Generating Alternative Solutions 90 Evaluating Alternatives 91 86

84

Organizational Decision Making 104 Constraints on Decision Makers 104 Models of Organizational Decision Processes 104 Decision' Making in a Crisis 105 Management Close-Up: Assessing Outcomes and Seizing Opportunities 108 Key Terms 108 108 Summary of Learning Objectives Discussion Questions 109 110

Concluding Case: The Wallingford Bowling Center Experiential Exercises Exercise 112 110

Part I Supporting Case: SSS Software In-Basket

Part Two...
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