CourseSmart - 9780470154571 - Management, Canadian Edition

Management, Canadian Edition

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

Publisher: John Wiley & Sons Canada, Ltd.

Publishing Date: 2009/09/21

eText ISBN-10

0-470-16121-3

eText ISBN-13

978-0-470-16121-0

Print ISBN-10

0-470-15457-8

Print ISBN-13

978-0-470-15457-1

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Management, Canadian Edition

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

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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

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

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