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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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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

vi Copyright 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).

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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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