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Fundamentals of
MANAGEMENT Eighth Edition
Ricky W. Griffin
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Fundamentals of Management, Eighth Edition Ricky W. Griffin
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For Matt and Lura—Thank you for what you add to our family.
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Brief Contents
Preface xxi Acknowledgments xxv
PART 1 An Introduction to Management
CHAPTER 1 Understanding the Manager’s Job 1
CHAPTER 2 The Environments of Organizations and Managers 34
PART 2 Planning
CHAPTER 3 Planning and Strategic Management 65
CHAPTER 4 Managing Decision Making 98
CHAPTER 5 Entrepreneurship and New Venture Management 127
PART 3 Organizing
CHAPTER 6 Organization Structure and Design 159
CHAPTER 7 Organization Change and Innovation 191
CHAPTER 8 Managing Human Resources in Organizations 223
PART 4 Leading
CHAPTER 9 Basic Elements of Individual Behavior in Organizations 260
CHAPTER 10 Managing Employee Motivation and Performance 292
CHAPTER 11 Leadership and Influence Processes 326
CHAPTER 12 Communication in Organizations 361
CHAPTER 13 Managing Work Groups and Teams 391
PART 5 Controlling
CHAPTER 14 Basic Elements of Control 424
CHAPTER 15 Managing Operations, Quality, and Productivity 456
Appendix: Interpretations of Skills Self-Assessment Instruments 490 Name Index 502 Organization and Product Index 505 Subject Index 510
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Contents
Preface . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xxi Acknowledgments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .xxv
PART 1 An Introduction to Management
CHAP T E R 1 Understanding the Manager’s Job . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 An Introduction to Management 3
Kinds of Managers 4 Levels of Management, 4 • Managing in Different Areas of the Organization, 5
Basic Management Functions 6 Planning and Decision Making, 6 • Organizing, 6 • Leading, 7 • Controlling, 7
Fundamental Management Skills 7 Toward Zero Waste 8
Technical Skills, 8 • Interpersonal Skills, 8 • Conceptual Skills, 8 • Diagnostic Skills, 9 • Communication Skills, 9 • Decision-Making Skills, 9 • Time Management Skills, 9
The Science and the Art of Management 9 The Science of Management, 9 • The Art of Management, 10
The Evolution of Management 10 The Importance of Theory and History 11
Why Theory?, 11 • Why History?, 11 The Historical Context of Management 11 The Classical Management Perspective 12
Scientific Management, 12 • Administrative Management, 13 • The Classical Management Perspective Today, 14
The Behavioral Management Perspective 14 The Hawthorne Studies, 15 • The Human Relations Movement, 16 • Contemporary
Behavioral Science in Management, 17 • The Behavioral Management Perspective Today, 17
The Quantitative Management Perspective 17 Management Science, 17 • Operations Management, 18 • The Quantitative Management
Perspective Today, 19 Contemporary Management Perspectives 19
The Systems Perspective 19 The Contingency Perspective 20 Contemporary Management Issues and Challenges 21
Contemporary Applied Perspectives, 21 • Contemporary Management Challenges, 21 The Rise of the Service Sector 23
Summary of Learning Outcomes and Key Points 24 Discussion Questions 25 Building Effective Time Management Skills 26 Building Effective Decision-Making Skills 26
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Skills Self-Assessment Instrument 27 Experiential Exercise 28 Management at Work 29 You Make the Call: Reed Hastings Doesn’t Like Standing Still 31 Endnotes 31
CHAP T E R 2 The Environments of Organizations and Managers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34 The Organization’s Environments 37
The General Environment 37 The Economic Dimension, 37 • The Technological Dimension, 37
What Goes Around… 38 The Political–Legal Dimension, 38
The Task Environment 39 Competitors, 39 • Customers, 39 • Supplier, 39 • Regulators, 40 • Strategic
Partners, 40 The Internal Environment 41
Owners, 41 • Board of Directors, 42 • Employees, 42 • Physical Work Environment, 42
The Ethical and Social Environment of Management 43 Individual Ethics in Organizations 43
Managerial Ethics, 43 • Managing Ethical Behavior, 44 Emerging Ethical Issues 45
Ethical Leadership, 45 • Corporate Governance, 46 • Ethics and Information Technology, 46
Social Responsibility in Organizations 47 Arguments for Social Responsibility, 47 • Arguments Against Social Responsibility, 47
Managing Social Responsibility 48 Formal Organizational Dimensions, 48
Greening the Business Environment: HP Keeps Itself in the Recycling Loop 49 Informal Organizational Dimensions, 50
The International Environment of Management 51 Trends in International Business 51 Levels of International Business Activity 51
Exporting and Importing, 52 • Licensing, 52 • Strategic Alliances, 53 • Direct Investment, 53
The Context of International Business 53 The Cultural Environment, 53 • Controls on International Trade, 54 • Economic
Communities, 55 • The Role of the GATT and WTO, 56 The Organization’s Culture 56
The Importance of Organizational Culture 56 Determinants of Organizational Culture 57 Managing Organizational Culture 57
Summary of Learning Outcomes and Key Points 58 Discussion Questions 58 Building Effective Interpersonal Skills 59 Building Effective Communication Skills 60 Skills Self-Assessment Instrument 60 Experiential Exercise 61 Management at Work 61 You Make the Call: Social Entrepreneurship at Its Finest 63 Endnotes 63
Contents vii
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PART 2 Planning
CHAP T E R 3 Planning and Strategic Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 65 Planning and Organizational Goals 67
Organizational Goals 68 Purposes of Goals, 68 • Kinds of Goals, 69
Kinds of Organizational Plans 69 Strategic Plans, 69 • Tactical Plans, 69
Setting a New Direction for General Motors 70 Operational Plans, 70
The Nature of Strategic Management 71 The Components of Strategy 71 Types of Strategic Alternatives 72
Using SWOT Analysis to Formulate Strategy 72 Evaluating an Organization’s Strengths 72 Evaluating an Organization’s Weaknesses 74 Evaluating an Organization’s Opportunities and Threats 74
Formulating Business-Level Strategies 74 Porter’s Generic Strategies 74 Strategies Based on the Product Life Cycle 75
Formulating Corporate-Level Strategies 77 Single-Product Strategy 77 Related Diversification 77 Unrelated Diversification 78
Managing Diversification, 79 • BCG Matrix, 79 The Little-White-Lie Strategy 80 GE Business Screen 82
Tactical Planning 83 Developing Tactical Plans 83 Executing Tactical Plans 84
Operational Planning 84 Single-Use Plans 85
Programs, 85 • Projects, 85 Standing Plans 85
Policies, 86 • Standard Operating Procedures, 86 • Rules and Regulations, 86 Contingency Planning and Crisis Management 86
Summary of Learning Outcomes and Key Points 89 Discussion Questions 90 Building Effective Decision-Making Skills 91 Building Effective Communication and Interpersonal Skills 91 Skills Self-Assessment Instrument 92 Experiential Exercise 93 Management at Work 94 You Make the Call: Google’s Strategy for Dominance 96 Endnotes 96
CHAP T E R 4 Managing Decision Making . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 98 The Nature of Decision Making 100
viii Contents
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Decision Making Defined 100 Types of Decisions 101 Decision-Making Conditions 102
Decision Making Under Certainty, 102 • Decision Making Under Risk, 102 • Decision Making Under Uncertainty, 103
The Wide World of Risk 104
Rational Perspectives on Decision Making 104 The Classical Model of Decision Making 104 Steps in Rational Decision Making 105
Recognizing and Defining the Decision Situation, 105 • Identifying Alternatives, 105 • Evaluating Alternatives, 107 • Selecting the Best Alternative, 108 • Implementing the Chosen Alternative, 108 • Following Up and Evaluating the Results, 109
Evidence-Based Management 110 Behavioral Aspects of Decision Making 111
The Administrative Model 111 Political Forces in Decision Making 112 Intuition and Escalation of Commitment 113
Intuition, 113 • Escalation of Commitment, 113 A Bad Decision at Wesabe 114 Risk Propensity and Decision Making 115 Ethics and Decision Making 115
Group and Team Decision Making in Organizations 116 Forms of Group and Team Decision Making 116
Interacting Groups or Teams, 116 • Delphi Groups, 116 • Nominal Groups, 117 Advantages of Group and Team Decision Making 117 Disadvantages of Group and Team Decision Making 118 Managing Group and Team Decision-Making Processes 118
Summary of Learning Outcomes and Key Points 119 Discussion Questions 119 Building Effective Conceptual Skills 120 Building Effective Technical Skills 120 Skills Self-Assessment 121 Experiential Exercise 121 Management at Work 122 You Make the Call: The Embargo Grinds On 124 Endnotes 124
CHAP T E R 5 Entrepreneurship and New Venture Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 127 The Nature of Entrepreneurship 129 The Role of Entrepreneurship in Society 129
Job Creation 131 Innovation 132 Importance to Big Business 133
Strategy for Entrepreneurial Organizations 133 Choosing an Industry 133
Services, 133 • Retailing, 134
Contents ix
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A New Model for Going Green 135 Construction, 136 • Finance and Insurance, 136 • Wholesaling, 137
• Transportation, 137 • Manufacturing, 137 Emphasizing Distinctive Competencies 139
Identifying Niches in Established Markets, 139 • Identifying New Markets, 139 Samuel Adams Makes Headway 140
First-Mover Advantages, 141 Writing a Business Plan 141 Entrepreneurship and International Management 141
Structure of Entrepreneurial Organizations 142 Starting the New Business 142
Buying an Existing Business, 142 • Starting from Scratch, 143 Financing the New Business 143
Personal Resources, 143 • Strategic Alliances, 144 • Lenders, 144 • Venture Capital Companies, 144 • Small-Business Investment Companies, 144 • SBA Financial Programs, 145
Sources of Management Advice 145 Advisory Boards, 145 • Management Consultants, 145 • The Small Business
Administration, 146 • Networking, 147 Franchising 147
The Performance of Entrepreneurial Organizations 148 Trends in Small-Business Start-Ups 149
Emergence of E-Commerce, 149 • Crossovers from Big Business, 150 • Opportunities for Minorities and Women, 150 • Better Survival Rates, 151
Reasons for Failure 151 Reasons for Success 151
Summary of Learning Outcomes and Key Points 152 Discussion Questions 153 Building Effective Diagnostic Skills 153 Building Effective Conceptual Skills 154 Skills Self-Assessment Instrument 154 Experiential Exercise 155 Management at Work 155 You Make the Call: Putting the Greek into Yogurt 157 Endnotes 157
PART 3 Organizing
CHAP T E R 6 Organization Structure and Design . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 159 The Basic Elements Of Organizing 162
Job Specialization 162 Benefits and Limitations of Specialization, 162 • Alternatives to Specialization, 162
Grouping Jobs: Departmentalization 164 Functional Departmentalization, 165 • Product Departmentalization, 166 • Customer
Departmentalization, 166 • Location Departmentalization, 166 Establishing Reporting Relationships 166
Chain of Command, 166 • Span of Management, 167 • Tall Versus Flat Organizations, 167
x Contents
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