Add NoteAdd Note

HighlightHighlight

CopyCopy

ZoomZoom

PrintPrint

HelpHelp

PreviousPrevious

NextNext

« Back to My CourseSmart

Management, Canadian Edition

by Schermerhorn Jr., John R., Southern Illinois Univ.; Wright, Barry, Brock University

eTextbook digital rental: 180 days

Our Price: $46.95

Regular Price: $109.95

You save: $63.00

Available Online Only

Add to Cart

Free Trial

Access sample pages from your bookshelf. Take notes, highlight, print and more!

Start Free Trial

Tabs for Contents, notes, highlights

Hide Contents, Notes, and Highlights

Search TermsShow Hide

« Back to eTextbook

Copyright, iv
About the Authors, v
Preface, vii
Acknowledgements, xi
Part One. Management Today, 2
Chapter 1. The Dynamic New Workplace, 2
Planning Ahead, 2
Study Questions, 2
Workopolis.com—Putting technology—and people—to work, 3
Learning Preview, 4
Working in the New Economy, 5
Intellectual Capital, 6
Globalization, 7
Technology, 7
Diversity, 8
Ethics, 8
Careers, 9
Organizations in the New Workplace, 10
What Is an Organization?, 11
Organizations as Systems, 11
Organizational Performance, 12
Changing Nature of Organizations, 13
Managers in the New Workplace, 14
What Is a Manager?, 14
Levels and Types of Managers, 15
Managerial Performance, 16
Changing Nature of Managerial Work, 17
The Management Process, 18
Functions of Management, 18
Managerial Activities and Roles, 20
Managerial Agendas and Networking, 21
Learning How to Manage, 22
Essential Managerial Skills, 22
Skill and Outcome Assessment, 23
Management Learning Framework, 24
Chapter 1 Study Guide, 25
Where We’ve Been: Back to Workopolis.com, 25
The Next Step: Apple Computer Case, Projects, Exercises, Assessments, 25
Study Question Summary, 26
Key Terms Review, 27
Self-Test 1, 27
Chapter 2. Management—Past to Present, 30
Planning Ahead, 30
Study Questions, 30
Google, Inc—Web-crawler extraordinaire, 31
Learning Preview, 32
Classical Management Approaches, 33
Scientific Management, 33
Administrative Principles, 35
Bureaucratic Organization, 37
Behavioural Management Approaches, 38
The Hawthorne Studies and Human Relations, 39
Maslow’s Theory of Human Needs, 40
McGregor’s Theory X and Theory Y, 41
Argyris’s Theory of Adult Personality, 42
Quantitative Management Approaches, 43
Management Science, 43
Applied Quantitative Analysis Today, 44
Modern Management Approaches, 44
Organizations as Systems, 44
Contingency Thinking, 45
Continuing Management Themes, 46
Quality and Performance Excellence, 46
Global Awareness, 48
Learning Organizations, 48
21st-Century Leadership, 49
Chapter 2 Study Guide, 50
Where We’ve Been: Back to Google, Inc., 50
The Next Step: Coca-Cola Case, Projects, Exercises, Assessments, 51
Study Question Summary, 51
Key Terms Review, 52
Self-Test 2, 52
Chapter 3. Ethical Behaviour and Social Responsibility, 54
Planning Ahead, 54
Study Questions, 54
ALDO Shoes—Creating a better world, 55
Learning Preview, 56
What Is Ethical Behaviour?, 57
Laws, Values, and Ethical Behaviour, 57
Alternative Views of Ethics, 58
Cultural Issues in Ethical Behaviour, 59
Ethics in the Workplace, 61
Ethical Dilemmas at Work, 61
Rationalizations for Unethical Behaviour, 61
Factors Influencing Ethical Behaviour, 62
Maintaining High Ethical Standards, 65
Ethics Training, 65
Whistle-blower Protection, 66
Ethical Role Models, 66
Codes of Ethical Conduct, 67
Corporate Social Responsibility, 67
Stakeholder Issues and Analysis, 68
Perspectives on Corporate Social Responsibility, 69
Evaluating Corporate Social Performance, 71
Social Entrepreneurship, 72
Organizations and Society, 74
How Governments Influence Organizations, 75
How Organizations Influence Governments, 76
Role of Corporate Governance, 76
Chapter 3 Study Guide, 77
Where We’ve Been: Back to ALDO Shoes, 77
The Next Step: Barenaked Ladies Case, Projects, Exercises, Assessments, 77
Study Question Summary, 78
Key Terms Review, 78
Self-Test 3, 79
Part Two. Context, 82
Chapter 4. Environment, Organizational Culture, and Diversity, 82
Planning Ahead, 82
Study Questions, 82
BMO Financial Group—An employer of choice, 83
Learning Preview, 84
Environment and Competitive Advantage, 84
What Is Competitive Advantage?, 85
The General Environment, 85
Stakeholders and the Specific Environment, 86
Environmental Uncertainty, 88
Customer-Driven Organizations, 88
Who Are the Customers?, 89
What Customers Want, 89
Customer Relationship Management, 90
Quality-Driven Organizations, 90
Total Quality Management, 91
Quality and Continuous Improvement, 91
Quality, Technology, and Design, 92
Organizational Culture, 93
What Strong Cultures Do, 93
Levels of Organizational Culture, 94
Value-Based Management, 95
Symbolic Leadership, 95
Multicultural Organizations and Diversity, 96
What Is a Multicultural Organization?, 97
Organizational Subcultures, 97
Challenges Faced by Minorities and Women, 98
Managing Diversity, 100
Chapter 4 Study Guide, 102
Where We’ve Been: Back to BMO Financial Group, 102
The Next Step: UPS Case, Projects, Exercises, Assessments, 102
Study Question Summary, 102
Key Terms Review, 103
Self-Test 4, 104
Chapter 5. Global Dimensions of Management, 106
Planning Ahead, 106
Study Questions, 106
Gildan—Taking on the giants, 107
Learning Preview, 108
International Management and Globalization, 109
Europe, 110
The Americas, 110
Asia and the Pacific Rim, 111
Africa, 112
International Business Challenges, 113
Why Companies Go International, 113
Forms of International Business, 114
Complications in the Global Business Environment, 116
Multinational Corporations, 117
Types of Multinational Corporations, 117
Pros and Cons of Multinational Corporations, 118
Ethical issues for Multinational Corporations, 119
Culture and Global Diversity, 120
Popular Dimensions of Culture, 120
Values and National Cultures, 122
Understanding Cultural Diversity, 124
Management Across Cultures, 125
Planning and Controlling, 126
Organizing and Leading, 126
Are Management Theories Universal?, 127
Global Organizational Learning, 128
Chapter 5 Study Guide, 129
Where We’ve Been: Back to Gildan Activewear Inc., 129
The Next Step: Bata Case, Projects, Exercises, Assessments, 129
Study Question Summary, 130
Key Terms Review, 131
Self-Test 5, 131
Chapter 6. Entrepreneurship and Small Business, 134
Planning Ahead, 134
Study Questions, 134
ACE—Support for the budding student entrepreneur, 135
Learning Preview, 136
The Nature of Entrepreneurship, 136
Who Are the Entrepreneurs?, 137
Characteristics of Entrepreneurs, 139
Diversity and Entrepreneurship, 140
Entrepreneurship and Small Business, 142
Entrepreneurship and the Internet, 142
International Business Entrepreneurship, 143
Family Businesses, 143
Why Many Small Businesses Fail, 145
New Venture Creation, 146
Life Cycles of Entrepreneurial Firms, 146
Writing the Business Plan, 147
Choosing the Form of Ownership, 148
Financing the New Venture, 148
Entrepreneurship and Business Development, 150
Entrepreneurship in Large Enterprises, 150
Business Incubation, 151
Small Business Development Centres, 151
Chapter 6 Study Guide, 152
Where We’ve Been: Back to ACE, 152
The Next Step: Hannah's Ice Cream Case, Exercises, Assessments, 152
Study Question Summary, 152
Key Terms Review, 153
Self-Test 6, 154
Part Three. Mission, 156
Chapter 7. Information and Decision Making, 156
Planning Ahead, 156
Study Questions, 156
Chapters-Indigo—A passion for books leads to success, 157
Learning Preview, 158
Information Technology and the Changing Workplace, 159
How IT Is Changing Business, 159
How IT Is Changing Organizations, 159
How IT Is Changing the Office, 161
Information and the Management Process, 161
What Is Useful Information?, 161
Information Needs in Organizations, 162
Information Systems, 163
Managers as Information Processors, 164
Information and Managerial Decisions, 165
Types of Managerial Decisions, 165
Decision Environments, 167
Problem-Solving Styles, 168
The Decision-Making Process, 169
Identify and Define the Problem, 169
Generate and Evaluate Alternative Courses of Action, 170
Decide on a Preferred Course of Action, 171
Implement the Decision, 172
Evaluate Results, 172
Issues in Managerial Decision Making, 173
Decision-Making Errors and Traps, 173
Individual vs. Group Decision Making, 174
Ethical Decision Making, 175
Knowledge Management and Organizational Learning, 175
Chapter 7 Study Guide, 176
Where We’ve Been: Back to Chapters-Indigo, 176
The Next Step: Spin Master Case, Projects, Exercises, Assessments, 176
Study Question Summary, 177
Key Terms Review, 177
Self-Test 7, 178
Chapter 8. Planning and Controlling, 180
Planning Ahead, 180
Study Questions, 180
Cognos Inc.—Crunching the numbers to succeed, 181
Learning Preview, 182
How and Why Managers Plan, 183
Importance of Planning, 183
The Planning Process, 183
Benefits of Planning, 184
Planning Theories, 186
Types of Plans Used by Managers, 187
Short-Range and Long-Range Plans, 187
Strategic and Operational Plans, 188
Policies and Procedures, 189
Budgets and Projects, 189
Planning Tools and Techniques, 190
Forecasting, 190
Contingency Planning, 191
Scenario Planning, 191
Benchmarking, 191
Use of Staff Planners, 191
Participation and Involvement, 192
The Control Process, 193
Importance of Controlling, 193
Steps in the Control Process, 193
Types of Controls, 195
Internal and External Control, 197
Organizational Control, 197
MBO: Integrated Planning and Controlling, 197
Employee Discipline Systems, 199
Information and Financial Controls, 199
Break-Even Analysis, 200
Operations Management and Control, 201
Controlling the Unexpected, 203
Chapter 8 Study Guide, 205
Where We’ve Been: Back to Cognos Inc., 205
The Next Step: Wal-Mart Case, Projects, Exercises, Assessments, 205
Study Question Summary, 205
Key Terms Review, 206
Self-Test 8, 207
Chapter 9. Strategic Management, 210
Planning Ahead, 210
Study Questions, 210
Taxi invites you to be part of the future, 211
Learning Preview, 212
Strategic Competitiveness, 213
What Is Strategy?, 213
Strategic Management, 213
Strategic Management Goals, 214
The Strategic Management Process, 215
Analysis of Mission, Values, and Objectives, 216
Analysis of Organizational Resources and Capabilities, 218
Analysis of Industry and Environment, 219
Strategies Used by Organizations, 220
Levels of Strategy, 221
Growth and Diversification Strategies, 222
Restructuring and Divestiture Strategies, 222
Global Strategies, 223
Co-operative Strategies, 224
E-Business Strategies, 224
Strategy Formulation, 225
Porter’s Generic Strategies, 226
Portfolio Planning, 227
Adaptive Strategies, 229
Incrementalism and Emergent Strategy, 229
Strategy Implementation, 230
Management Practices and Systems, 230
Corporate Governance, 231
Strategic Leadership, 231
Chapter 9 Study Guide, 233
Where We’ve Been: Back to Taxi, 233
The Next Step: Toyota Canada Case, Projects, Exercises, Assessments, 233
Study Question Summary, 233
Key Terms Review, 234
Self-Test 9, 234
Part Four. Organization, 236
Chapter 10. Organizing, 236
Planning Ahead, 236
Study Questions, 236
Edward Jones—Structures supporting strategies, 237
Learning Preview, 238
Organizing as a Management Function, 239
What Is Organization Structure?, 239
Formal Structures, 240
Informal Structures, 240
Traditional Organization Structures, 241
Functional Structures, 241
Divisional Structures, 242
Matrix Structures, 244
Directions in Organization Structures, 246
Team Structures, 247
Network Structures, 248
Boundaryless Organizations, 250
Organizing Trends and Practices, 252
Shorter Chains of Command, 252
Less Unity of Command, 253
Wider Spans of Control, 253
More Delegation and Empowerment, 254
Decentralization with Centralization, 255
Reduced Use of Staff, 256
Chapter 10 Study Guide, 257
Where We’ve Been: Back to Edward Jones, 257
The Next Step: Nike Case, Projects, Exercises, Assessments, 257
Study Question Summary, 257
Key Terms Review, 258
Self-Test 10, 258
Chapter 11. Organizational Design and Work Processes, 260
Planning Ahead, 260
Study Questions, 260
KPMG International—Design for integration, empowerment, and flexibility, 261
Learning Preview, 262
Organizational Design Essentials, 263
What Is Organizational Design?, 263
Organizational Effectiveness, 263
Organizational Design Choices, 264
Contingencies in Organizational Design, 268
Environment, 268
Strategy, 269
Technology, 270
Size and Life Cycle, 270
Human Resources, 272
Subsystem Design and Integration, 273
Subsystem Differentiation, 274
Subsystem Integration, 275
Work Process Design, 276
What Is a Work Process?, 276
How to Re-engineer Core Processes, 276
Process-Driven Organizations, 277
Chapter 11 Study Guide, 278
Where We’ve Been: Back to KPMG International, 278
The Next Step: BET Case, Projects, Exercises, Assessments, 278
Study Question Summary, 279
Key Terms Review, 279
Self-Test 11, 280
Chapter 12. Human Resource Management, 282
Planning Ahead, 282
Study Questions, 282
DOFASCO—“Take care of people; they’ll take care of business”, 283
Learning Preview, 284
Why People Make the Difference, 285
Valuing Human Capital, 285
The Diversity Advantage, 285
Human Resource Management, 287
Human Resource Management Process, 287
Strategic Human Resource Management, 287
Laws Against Employment Discrimination, 288
Current Legal Issues in Human Resource Management, 289
Attracting a Quality Workforce, 291
Human Resource Planning, 291
The Recruiting Process, 292
How to Make Selection Decisions, 293
Developing a Quality Workforce, 296
Employee Orientation, 296
Training and Development, 296
Performance Management Systems, 298
Maintaining a Quality Workforce, 300
Career Development, 300
Work–Life Balance, 301
Compensation and Benefits, 301
Retention and Turnover, 302
Labour–Management Relations, 303
Chapter 12 Study Guide, 304
Where We’ve Been: Back to Dofasco, 304
The Next Step: Royal Bank Case, Projects, Exercises, Assessments, 304
Study Question Summary, 305
Key Terms Review, 305
Self-Test 12, 306
Part Five. Leadership, 308
Chapter 13. Leading, 308
Planning Ahead, 308
Study Questions, 308
J.-Robert Ouimet—Leading with vision, cordon bleu and spirituality, 309
Learning Preview, 310
The Nature of Leadership, 310
Leadership and Vision, 311
Power and Influence, 312
Ethics and the Limits to Power, 314
Leadership and Empowerment, 314
Leadership Traits and Behaviours, 316
Search for Leadership Traits, 316
Focus on Leadership Behaviours, 317
Classic Leadership Styles, 318
Contingency Approaches to Leadership, 318
Fiedler’s Contingency Model, 318
Hersey-Blanchard Situational Leadership Model, 320
House’s Path-Goal Leadership Theory, 321
Vroom-Jago Leader-Participation Model, 322
Transformational Leadership, 323
Transformational and Transactional Leadership, 324
Qualities of a Transformational Leader, 325
Current Issues in Leadership Development, 325
Emotional Intelligence, 325
Gender and Leadership, 326
Drucker’s “Old-Fashioned” Leadership, 327
Moral Leadership, 327
Chapter 13 Study Guide, 329
Where We’ve Been: Back to J.-Robert Ouimet, 329
The Next Step: Lakeport Brewing Case, Projects, Exercises, Assessments, 329
Study Question Summary, 330
Key Terms Review, 330
Self-Test 13, 331
Chapter 14. Motivation—Theory and Practice, 334
Planning Ahead, 334
Study Questions, 334
Genentech—Passion for science and people, 335
Learning Preview, 336
What Is Motivation?, 337
Motivation and Rewards, 337
Rewards and Performance, 338
Content Theories of Motivation, 339
Hierarchy of Needs Theory, 339
ERG Theory, 340
Two-Factor Theory, 340
Acquired Needs Theory, 341
Questions and Answers on Content Theories, 342
Process Theories of Motivation, 343
Equity Theory, 343
Expectancy Theory, 345
Goal-Setting Theory, 346
Reinforcement Theory of Motivation, 347
Reinforcement Strategies, 348
Positive Reinforcement, 348
Punishment, 349
Ethical Issues in Reinforcement, 350
Motivation in the New Workforce, 350
Integrated Model of Motivation, 351
Pay for Performance, 351
Incentive Compensation Systems, 352
Chapter 14 Study Guide, 355
Where We’ve Been: Back to Genentech, 355
The Next Step: SC Johnson Canada Case, Projects, Exercises, Assessments, 355
Study Question Summary, 355
Key Terms Review, 356
Self-Test 14, 356
Chapter 15. Individual Behaviour and Performance, 358
Planning Ahead, 358
Study Questions, 358
Monitor Company—Unlocking everyone’s performance potential, 359
Learning Preview, 360
Understanding People at Work, 361
Organizational Behaviour, 361
Psychological Contracts, 362
Work and the Quality of Life, 362
Personality Traits, 363
Work Attitudes and Behaviour, 365
What Is an Attitude?, 365
Job Satisfaction, 366
Individual Performance, 367
Job Design Alternatives, 369
Scientific Management, 369
Job Rotation and Job Enlargement, 370
Job Enrichment, 370
Directions in Job Enrichment, 371
Core Characteristics Model, 371
Technology and Job Enrichment, 373
Questions and Answers on Job Enrichment, 373
Alternative Work Arrangements, 374
The Compressed Workweek, 374
Flexible Working Hours, 375
Job Sharing, 375
Telecommuting, 376
Part-Time Work, 377
Chapter 15 Study Guide, 378
Where We’ve Been: Back to Monitor Company, 378
The Next Step: Steinway Piano Case, Projects, Exercises, Assessments, 378
Study Question Summary, 378
Key Terms Review, 379
Self-Test 15, 380
Chapter 16. Teams and Teamwork, 382
Planning Ahead, 382
Study Questions, 382
C.O.R.E Digital Pictures—Teamwork in a pod, 383
Learning Preview, 384
Teams in Organizations, 385
Teamwork Pros and Cons, 385
Why Meetings Fail, 386
Synergy and the Usefulness of Teams, 387
Formal and Informal Groups, 388
Trends in the Use of Teams, 388
Committees, Project Teams, and Task Forces, 388
Cross-Functional Teams, 389
Employee Involvement Teams, 389
Virtual Teams, 390
Self-Managing Work Teams, 390
How Teams Work, 392
What Is an Effective Team?, 392
Stages of Team Development, 394
Norms and Cohesiveness, 396
Task and Maintenance Needs, 398
Communication Networks, 399
Decision Making in Teams, 400
How Teams Make Decisions, 400
Assets and Liabilities of Group Decisions, 401
Groupthink, 402
Creativity in Team Decision Making, 403
Leading High-Performance Teams, 404
The Team-Building Process, 404
Success Factors in Teams, 406
Team Leadership Challenges, 407
Chapter 16 Study Guide, 408
Where We’ve Been: Back to C.O.R.E., 408
The Next Step: Callaway Golf Case, Projects, Exercises, Assessments, 408
Study Question Summary, 408
Key Terms Review, 409
Self-Test 16, 410
Chapter 17. Communication and Interpersonal Skills, 412
Planning Ahead, 412
Study Questions, 412
Center for Creative Leadership—Lead the way with communication, 413
Learning Preview, 414
The Communication Process, 415
What Is Effective Communication?, 415
Persuasion and Credibility in Communication, 416
Communication Barriers, 417
Improving Communication, 420
Active Listening, 420
Constructive Feedback, 421
Use of Communication Channels, 422
Interactive Management, 422
Proxemics and Space Design, 423
Technology Utilization, 424
Valuing Culture and Diversity, 425
The Perception Process, 425
Perception and Attribution, 426
Perceptual Tendencies and Distortions, 426
Conflict, 428
Functional and Dysfunctional Conflict, 428
Causes of Conflict, 429
How to Deal with Conflict, 430
Conflict Management Styles, 430
Negotiation, 432
Negotiation Goals and Approaches, 432
Gaining Integrative Agreements, 433
Avoiding Negotiation Pitfalls, 434
Dispute Resolution, 434
Ethical Issues in Negotiation, 435
Chapter 17 Study Guide, 436
Where We’ve Been: Back to Center for Creative Leadership, 436
The Next Step: United Nations Case, Projects, Exercises, Assessments, 436
Study Question Summary, 436
Key Terms Review, 437
Self-Test 17, 438
Chapter 18. Change Leadership, 440
Planning Ahead, 440
Study Questions, 440
Meridian Credit Union—The call that changed the face of the neighbourhood credit union, 441
Learning Preview, 442
Strategic Leadership and Innovation, 443
What Is Strategic Leadership?, 443
Creativity and Innovation, 444
Characteristics of Innovative Organizations, 446
Organizational Change, 448
Change Leaders, 448
Models of Change Leadership, 448
Transformational and Incremental Change, 450
Forces and Targets for Change, 451
Leading Planned Change, 452
Phases of Planned Change, 452
Change Strategies, 454
Resistance to Change, 456
Challenges of Technological Change, 457
Organization Development, 458
Organization Development Goals, 458
How Organization Development Works, 459
Organization Development Interventions, 460
Stress and Stress Management, 461
Sources of Stress, 462
Consequences of Stress, 463
Stress Management Strategies, 464
Chapter 18 Study Guide, 465
Where We’ve Been: Back to Meridian Credit Union, 465
The Next Step: BC Ferries Case, Projects, Exercises, Assessments, 465
Study Question Summary, 466
Key Terms Review, 467
Self-Test 18, 467
Management Learning Work Book, W-1
Integrated Case, W-4
Cases for Critical Thinking, W-13
Active Learning Projects, W-62
Exercises in Teamwork, W-68
Self-Assessments, W-88
Student Portfolio Builder, W-124
Notes, EN-1
Photo Credits, PC-1
Name Index, NI-1
Subject Index, SI-1

Search Results

« Back to eTextbook


PAGE	Description

14	...

Tabs for Contents, notes, highlights

Table of Contents

Search Results