International Student Version

JOHN R. SCHERMERHORN, JR.

-<*.-/:...-' .

-jr*

John Wiley & Sons, Inc.

CONTENTS
PART ONE

INTRODUCING MANAGEMENT
CLASS EXERCISE My Best Manager 28
CASE 1 Trader Joe's: Keeping a Cool Edge 28

CHAPTER 1

The Management Process

Learning From Others Monster.com: Smart People

Create Their Own Futures 2
Learning About Yourself Self-Awareness 3
WORKING TODAY
Talent 5
Diversity 6
Globalization 7
Technology 8
Ethics 8
Careers 9

History of Management Thought 31

Learning From Others Google: With the Right
Foundations, Practice Makes Perfect 32
Learning About Yourself Learning Style 33

CLASSICAL MANAGEMENT APPROACHES

Scientific Management 35
Administrative Principles 36
Bureaucratic Organization 36

ORGANIZATIONS IN THE NEW WORKPLACE

What Is an Organization? 11
Organizations as Systems 11
Organizational Performance 12
Changing Nature of Organizations 12
MANAGERS IN THE NEW WORKPLACE 13
What Is a Manager? 13
Levels of Managers 14
Types of Managers 15
Managerial Performance 15
Changing Nature of Managerial Work 16
THE MANAGEMENT PROCESS 17
Functions of Management 17
Managerial Roles and Activities 18
Managerial Agendas and Networks 20

10

27

34

BEHAVIORAL MANAGEMENT APPROACHES 37

Follett's Organizations as Communities 38
The Hawthorne Studies 38
Maslow's Theory of Human Needs 41
McGregor's Theory X and Theory Y 42
Argyris's Theory of Adult Personality 43
MODERN MANAGEMENT FOUNDATIONS
Quantitative Analysis and Tools 44
Organizations as Systems 44
Contingency Thinking 45
Quality Management 46
Knowledge Management
and Organizational Learning 47
Evidence-Based Management 49
MANAGEMENT LEARNING REVIEW
STUDY QUESTIONS SUMMARY 51
SELF-TEST 51

LEARNING HOW TO MANAGE 21

Essential Managerial Skills 21
Developing Managerial Competencies 23
Management 10/e Learning Model 23
MANAGEMENT LEARNING REVIEW 25
STUDY QUESTIONS SUMMARY 25
SELF-TEST 26
MANAGEMENT SKILLS AND COMPETENCIES
SELF-ASSESSMENT 27
Back to Yourself: Self-Awareness 27
Further Reflection: Career Readiness 27

CHAPTER 2

43

51

MANAGEMENT SKILLS AND COMPETENCIES 53

SELF-ASSESSMENT 53
Back to Yourself: Learning Style 53
Further Reflection: Managerial Assumptions 53
CLASS EXERCISE Evidence-Based Management Quiz
CASE 2 Zara International: Fashion at the Speed
of Light 54

54

xvi Contents

PART TWO n MANAGEMENT ENVIRONMENT

CHAPTER 3

External Environment and

Organizational Culture 57
Learning From Others Grameen Bank: Social
Business Model Fights Poverty 58
Learning About Yourself Diversity Maturity 59
EXTERNAL ENVIRONMENTS
OF ORGANIZATIONS 60
Dynamic Forces and the General Environment 61
Stakeholders and the Specific Environment 64
ORGANIZATION-ENVIRONMENT
RELATIONSHIPS 66
Competitive Advantage 66
Environmental Uncertainty 66
Customer and Supplier Relationships 67
Organizational Effectiveness 68
INTERNAL ENVIRONMENT AND
ORGANIZATIONAL CULTURE 69
What Is Organizational Culture? 69
Levels of Organizational Culture 70
Values and Organizational Culture 71
ORGANIZATIONAL CULTURE AND DIVERSITY 74
Multicultural Organizations 75
Diversity and Organizational Subcultures 76
Managing Diversity 77
MANAGEMENT LEARNING REVIEW
STUDY QUESTIONS SUMMARY 80
SELF-TEST 80

80

MANAGEMENT SKILLS AND COMPETENCIES 82

SELF-ASSESSMENT 82
Back to Yourself: Diversity Maturity 82
Further Reflection: Diversity Awareness 82
TEAM EXERCISE Which Organizational
Culture Fits You? 83
CASE 3 Panera Bread Company: Staying Ahead of LongTerm Trends 83

CHAPTER 4

Ethical Behavior and Social

Responsibility 87
Learning From Others Ben & Jerry's Homemade:
We Can Make the World a Better Place 88
Learning About Yourself Individual Character 89
WHAT IS ETHICAL BEHAVIOR? 90
Laws, Values, and Ethical Behavior 90

Alternative Views of Ethics 91

Cultural Issues in Ethical Behavior

93

ETHICS IN THE WORKPLACE 94

Ethical Dilemmas 94
Ethical Decision Making 95
Rationalizations for Unethical Behavior

98

MAINTAINING HIGH ETHICAL STANDARDS

Whistleblower Protection 100
Ethics Training 100
Codes of Ethical Conduct 101
Ethical Role Models 102
Moral Management 103
Social Entrepreneurship 104

99

SOCIAL RESPONSIBILITY AND GOVERNANCE

Stakeholder Issues and Analysis 105
Perspectives on Corporate Social
Responsibility 107
Evaluating Corporate Social Performance 108
Directions in Corporate Governance 109
MANAGEMENT LEARNING REVIEW
STUDY QUESTIONS SUMMARY 111
SELF-TEST 111

104

111

MANAGEMENT SKILLS AND COMPETENCIES 113

SELF-ASSESSMENT 113
Back to Yourself: Individual Character 113
Further Reflection: Terminal Values 113
CLASS EXERCISE Confronting Ethical Dilemmas 114
CASE 4 Tom's of Maine: "Doing Business" Means
"Doing Good" 115

CHAPTER S

International Management 117

Learning From Others Limited Brands: With Globalization Businesses Are World Travelers 118
Learning About Yourself Cultural Awareness 119
MANAGEMENT AND GLOBALIZATION
Global Management 121
Why Companies Go Global 122
How Companies Go Global 122
Global Business Environments 125
GLOBAL BUSINESSES

120

128

Types of Global Businesses 128

Pros and Cons of Global Corporations 129
Ethics Challenges for Global Managers 130

Contents xvii
CULTURE AND GLOBAL DIVERSITY
Cultural Intelligence 133
Silent Languages of Culture 134
Values and National Cultures 135

MANAGEMENT LEARNING REVIEW

STUDY QUESTIONS SUMMARY 142
SELF-TEST 143

132

142

MANAGEMENT SKILLS AND COMPETENCIES

SELF-ASSESSMENT 144
Back to Yourself: Cultural Awareness 144
Further Reflection: Global Intelligence 144
CLASS EXERCISE American Football 145
CASE 5 Harley-Davidson: Style and Strategy
Have Global Reach 145

GLOBAL MANAGEMENT LEARNING 137

Are Management Theories Universal? 138
Cultural Insights from Project Globe 138
Global Management Attitudes and
Learning 140

144

PART THREE PLANNING

CHAPTER 6

CHAPTER 7

The Decision-Making Process 149

Fundamentals of Planning 179

Learning From Others Rap and Motown: Decisions

Turn Potential into Achievement 150
Learning About Yourself Self-Confidence 151

Learning From Others Oprah's Leadership

Academy: Think Now and Embrace the
Future 180
Learning About Yourself Time Management

INFORMATION TECHNOLOGY AND

MANAGEMENT 152
What Is Useful Information? 152
Information Needs in Organizations 153
How Information Technology Is Changing
Organizations 154

WHY AND HOW MANAGERS PLAN 182

Importance of Planning 182
The Planning Process 183
Benefits of Planning 183
Planning and Time Management 185

INFORMATION AND MANAGERIAL DECISIONS 156

Managers as Information Processors 156
Managers as Problem Solvers 157
Types of Managerial Decisions 158
Decision Conditions 160
THE DECISION-MAKING PROCESS 162
Identify and Define the Problem 162
Generate and Evaluate Alternative
Courses of Action 163
Decide on a Preferred Course of Action 164
Implement the Decision 165
;
Evaluate Results 165
ISSUES IN MANAGERIAL DECISION MAKING
Decision Errors and Traps 166
Creativity in Decision Making 168
Individual Versus Group Decision Making 171
Ethical Decision Making 171
MANAGEMENT LEARNING REVIEW
STUDY QUESTIONS SUMMARY 173
SELF-TEST 173

181

TYPES OF PLANS USED BY MANAGERS

Long-Range and Short-Range Plans 186
Strategic and Tactical Plans 187
Operational Plans 188
PLANNING TOOLS AND TECHNIQUES
Forecasting 190
Contingency Planning 190
Scenario Planning 191
Benchmarking 191
Use of Staff Planners 192

166

173

MANAGEMENT SKILLS AND COMPETENCIES 175

SELF-ASSESSMENT 175
Back to Yourself: Self-Confidence 175
Further Reflection: Cognitive Style 175
TEAM EXERCISE Lost at Sea 176
CASE 6 Amazon.com: One E-Store to Rule Them All 177

186

190

IMPLEMENTING PLANS TO ACHIEVE

RESULTS 193
Goal Setting and Goal Alignment 193
Management by Objectives 194
Participation and Involvement 196
MANAGEMENT LEARNING REVIEW
STUDY QUESTIONS SUMMARY 198
SELF-TEST 198

198

MANAGEMENT SKILLS AND COMPETENCIES 200

SELF-ASSESSMENT 200
Back to Yourself: Time Management 200
Further Reflection: Time Management Profile 200
TEAM EXERCISE Personal Career Planning 201
CASE 7 Lands' End: Living the Golden Rule 201

xviii Contents
E-Business Strategies 219
Strategic Portfolio Planning

CHAPTER 8

The Strategic Management

BUSINESS-LEVEL STRATEGY FORMULATION

Competitive Strategies 221
Differentiation Strategy 222
Cost Leadership Strategy 222
Focus Strategy 223
Strategic Incrementalism 223

Process 203
Learning From Others Starbuck's: Get and Stay
Ahead with Strategy 204
Learning About Yourself Critical Thinking 205
STRATEGIC MANAGEMENT 206
Competitive Advantage 206
Strategy and Strategic Intent 207
Levels of Strategies 208
The Strategic Management Process 209
ESSENTIALS OF STRATEGIC ANALYSIS

210

Analysis of Mission, Values, and Objectives 210

SWOT Analysis of Organization and Environment 212
Analysis of Rivalry and Industry Attractiveness 213
CORPORATE-LEVEL STRATEGY
FORMULATION 215
Grand or Master Strategies 215
Growth and Diversification Strategies 216
Restructuring Strategies 217
Global Strategies 218
Cooperative Strategies 218

221

STRATEGY IMPLEMENTATION 224

Management Practices and Systems 224
Corporate Governance 225
Strategic Control 226
Strategic Leadership 227
MANAGEMENT LEARNING REVIEW
STUDY QUESTIONS SUMMARY 228
SELF-TEST 229

228

MANAGEMENT SKILLS AND COMPETENCIES 230

SELF-ASSESSMENT 230
Back to Yourself: Critical Thinking 230
Further Reflection: Intuitive Ability 230
TEAM EXERCISE Strategic Scenarios 231
CASE 8 Dunkin' Donuts: Betting Dollars on Donuts 232

PART FOUR

ORGANIZING
ORGANIZATIONAL DESIGNS 249
Mechanistic and Organic Designs 250
Subsystems Design and Integration 251
Trends in Organizational Designs 252

CHAPTER 9

Fundamentals of Organizing 235

Learning From Others Dancing Deer Baking:
Brands With Values Are Really Sweet 236
Learning About Yourself Empowerment 237

MANAGEMENT LEARNING REVIEW

STUDY QUESTIONS SUMMARY 257
SELF-TEST 257

ORGANIZING AS A MANAGEMENT
FUNCTION 238
What Is Organization Structure? 238
Formal Structures 239
Informal Structures 239

257

MANAGEMENT SKILLS AND COMPETENCIES 259

SELF-ASSESSMENT 259
Back to Yourself: Empowerment 259
Further Reflection: Empowering Others 259
TEAM EXERCISE The Future Workplace 260
CASE 9 Nike: Spreading Out to Stay Together 260

TRADITIONAL ORGANIZATION
STRUCTURES 240
Functional Structures 240
Divisional Structures 242
Matrix Structures 243
HORIZONTAL ORGANIZATION STRUCTURES
Team Structures 245
Network Structures 246
Boundaryless Structures 247

220

CHAPTER 10

Organizational Change and

Development 263
245

Learning From Others Procter & Gamble: New

Thinking Deserves to Be Pampered 264
Learning About Yourself Tolerance for
Ambiguity 265

Contents xix
INNOVATION IN ORGANIZATIONS 266
Creativity and Innovation 266
Types of Innovations 267
The Innovation Process 269
Characteristics of Innovative Organizations
ORGANIZATIONAL CHANGE^ 274
Change Leaders 274
Models of Change Leadership 274
Incremental and Transformational Change
Forces and Targets for Change 276

Learning About Yourself Professionalism 295

HUMAN RESOURCE MANAGEMENT 296
Human Resource Management Process 296
Strategic Human Resource
Management 297
Global Human Resource Management 298
Legal Environment of Human Resource
Management 298
Legal Issues in Human Resource
Management 300

270

275

MANAGING PLANNED CHANGE 277

Phases of Planned Change 277
Change Strategies 279
Resistance to Change 281
Challenges of Technological Change 282
ORGANIZATION DEVELOPMENT ESSENTIALS 283
Organization Development Goals 283
How Organization Development Works 283
Organization Development Interventions 284
MANAGEMENT LEARNING REVIEW
STUDY QUESTIONS SUMMARY 287
SELF-TEST 287

MANAGEMENT SKILLS AND COMPETENCIES 289

SELF-ASSESSMENT 289
Back to Yourself: Tolerance for Ambiguity 289
Further Reflection: Change Leadership IQ 289
TEAM EXERCISE Force-Field Analysis 289
CASE 10 Apple, Inc.: People and Design
Create the Future 290

DEVELOPING A QUALITY WORKFORCE

Orientation and Socialization 306
Training and Development 307
Performance Management 307

306

MANAGEMENT LEARNING REVIEW

STUDY QUESTIONS SUMMARY 315
SELF-TEST 315

CHAPTER 11

Human Resource Management 293

Learning From Others Working Mother Media:
Great Employers Respect Diversity and Value
People* 294

PART FIVE

315

MANAGEMENT SKILLS AND

COMPETENCIES 317
SELF-ASSESSMENT 317
Back to Yourself: Professionalism 317
Further Reflection: Performance Appraisal
Assumptions 317
TEAM EXERCISE Upward Appraisal 318
CASE 11 Netflix: Making Movie Magic 318

LEADING
Perceptual Tendencies and Distortions
Impression Management 328

CHAPTER I 2
321

Learning From Others Spanx: There Are Personalities

Behind Those Faces 322
Learning About Yourself Ambition 323
PERCEPTION 324
Psychological Contracts 325
Perception and Attribution 325

302

MAINTAINING A QUALITY
WORKFORCE 310
Flexibility and Work-Life Balance 310
Compensation and Benefits 311
Retention and Turnover 313
Labor-Management Relations 313

287

Foundations of Individual Behavior

ATTRACTING A QUALITY WORKFORCE

Human Resource Planning 302
Recruiting Techniques 303
Selection Techniques 304

PERSONALITY

328

Big Five Personality Dimensions 329

Myers-Briggs Type Indicator 330
Additional Personality Traits 331
ATTITUDES

332

Attitudes and Behavior

Job Satisfaction 333

332

326

xx Contents
EMOTIONS, MOODS, AND STRESS 336
Emotions 336
Moods 337
Stress 338
MANAGEMENT LEARNING REVIEW
STUDY QUESTIONS SUMMARY 341
SELF-TEST 341

CHAPTER 14

Teams and Teamwork 373

Learning From Others Pit Crews: The Beauty
Is in the Teamwork 374
Learning About Yourself Team Contributions

341

MANAGEMENT SKILLS AND COMPETENCIES 343

SELF-ASSESSMENT 343
Back to Yourself: Ambition 343
Further Reflection: Internal/External Control 343
TEAM EXERCISE Job Satisfaction Preferences 344
CASE 12 Facebook: It's Not Just For Kids 345

CHAPTER I 3

Motivation Theory and

Practice 347
Learning From Others Charlie Butcher: Make People
Your Top Priority 348
Learning About Yourself Engagement 349
INDIVIDUAL NEEDS AND MOTIVATION
Hierarchy of Needs Theory 351
ERG Theory 352
Two-Factor Theory 352
Acquired Needs Theory 353
PROCESS THEORIES OF MOTIVATION
Equity Theory 354
Expectancy Theory 356
Goal-Setting Theory 358
Self-Efficacy Theory 359

350

354

REINFORCEMENT THEORY 360

Reinforcement Strategies 361
Positive Reinforcement 361
Punishment 362.,
MOTIVATION AND JOB DESIGN 363
Scientific Management 363
Job Rotation and Job Enlargement 364
Job Enrichment 364
Alternative Work Schedules 366
MANAGEMENT LEARNING REVIEW
STUDY QUESTIONS SUMMARY 368
SELF-TEST 368

368

MANAGEMENT SKILLS AND COMPETENCIES 370

SELF-ASSESSMENT 370
Back to Yourself: Engagement 370
Further Reflection: Student Engagement 370
TEAM EXERCISE Why We Work 371
CASE 13 Pixar Studios: Animated Geniuses 371

375

TEAMS IN ORGANIZATIONS 376

What Is Teamwork? 377
Teamwork Pros 377
Teamwork Cons 378
Meetings, Meetings, Meetings 378
Formal and Informal Groups 379
TRENDS IN THE USE OF TEAMS 379
Committees, Project Teams, and Task Forces 380
Cross-functional Teams 380
Virtual Teams 381
Self-Managing Teams 382
Team Building 383
HOW TEAMS WORK 384
Team Inputs 385
Stages of Team Development 386
Norms and Cohesiveness 389
Task and Maintenance Roles 391
Communication Networks 391
DECISION MAKING IN TEAMS 393
Ways Teams Make Decisions 393
Team Decision Strategies 394
Groupthink 394
Creativity in Team Decision Making 395
MANAGEMENT LEARNING REVIEW
STUDY QUESTIONS SUMMARY 397
SELF-TEST 397

397

MANAGEMENT SKILLS AND COMPETENCIES 399

SELF-ASSESSMENT 399
Back to Yourself: Team Contributions
399
Further Reflection: Team Leader Skills 399
TEAM EXERCISE Work Team Dynamics 400
CASE 14 NASCAR: Fast Cars, Passion and Teamwork
Create Wins 401

CHAPTER IS

Communication, Conflict and

Negotiation 403
Learning From Others Center for Creative
Leadership: Impact Begins with Communication
and Collaboration 404
Learning About Yourself Communication
and Networking 405
THE COMMUNICATION PROCESS 406
Effective Communication 407

Contents xxi
Persuasion and Credibility in Communication
Communication Barriers 408

407

LEADERSHIP TRAITS AND BEHAVIORS 438

Leadership Traits 438
Leadership Behaviors 439
Classic Leadership Styles 439

418

NEGOTIATION 420
Negotiation Goals and Approaches 421
Gaining Integrative Agreements 421
Negotiation Pitfalls 422
Third-Party Dispute Resolution 424
MANAGEMENT LEARNING REVIEW
STUDY QUESTIONS SUMMARY 425
SELF-TEST 425

433

THE NATURE OF LEADERSHIP 434

Leadership and Power 435
Leadership and Vision 437
Leadership as Service 437

IMPROVING COMMUNICATION 411

Active Listening 411
Constructive Feedback 412
Space Design 413
Channel Selection 414
Electronic Communication 414
Interactive Management 415
Cross-Cultural Communication 416
CONFLICT 416
Functional and Dysfunctional Conflict 417
Causes of Conflict 417
Conflict Resolution 418
Structural Approaches to Conflict Resolution
Conflict Management Styles 419

Learning About Yourself Integrity

425

MANAGEMENT SKILLS AND COMPETENCIES 427

SELF-ASSESSMENT 427
Back to Yourself: Communication and Networking 427
Further Reflection: Conflict Management Strategies 427
TEAM EXERCISE Feedback Sensitivities 428
CASE 15 AFL-CIO: Managing Dissent While Supporting
Labor 429

CHAPTER IB
Essentials o f Leadership 431
Learning From Others Southwest Airlines: Employees
Are a Firm's Most Important Customers 432

CONTINGENCY APPROACHES
TO LEADERSHIP 440
Fiedler's Contingency Model 440
Hersey-Blanchard Situational Leadership Model
Path-Goal Leadership Theory 443
Leader-Member Exchange Theory 444
Leader-Participation Model 445

442

ISSUES IN LEADERSHIP DEVELOPMENT 446

Transformational Leadership 446
Emotional Intelligence and Leadership 447
Gender and Leadership 448
Moral Leadership 450
Drucker's "Old-Fashioned" Leadership 450
MANAGEMENT LEARNING REVIEW
STUDY QUESTIONS SUMMARY 452
SELF-TEST 452

452

MANAGEMENT SKILLS AND COMPETENCIES 454

SELF-ASSESSMENT 454
Back to Yourself: Integrity 454
Further Reflection: Least-Preferred
Co-Worker Scale 454
TEAM EXERCISE Leading by Participation 455
CASE 16 Southwest Airlines: How Herb Kelleher Led
the Way 456

PART SIX LI CONTROLLING

CHAPTER I 7

Fundamentals of Control 459

Learning From Others Chick-fil-A: Control Leaves
No Room for Complacency 460
Learning About Yourself Strength and Energy 461
WHY AND HOW MANAGERS CONTROL 462
Importance of Controlling 462
Types of Controls 463
Internal and External Control 464

STEPS IN THE CONTROL PROCESS 466

Establish Objectives and Standards 466
Measure Performance Results 467
Compare Results with Objectives and Standards 468
Take Corrective Action 469
CONTROL TOOLS AND TECHNIQUES 470
Employee Discipline Systems 470
Project Management and Control 470
Financial Controls 472
Balanced Scorecards 474

xxii Contents
MANAGEMENT LEARNING REVIEW
STUDY QUESTIONS SUMMARY 475
SELF-TEST 475

475

MANAGEMENT SKILLS AND COMPETENCIES 477

SELF-ASSESSMENT 477
Back to Yourself: Strength and Energy 477
Further Reflection: After Meeting/
Project Remorse 477
TEAM EXERCISE Defining Quality 478
CASE 17 Electronic Arts: Inside Fantasy Sports 478

CHAPTER I 8

Operations Management and

Control 481
Learning From Others Louis Vuitton: Speed and
Flexibility Rule Global Competition 482
Learning About Yourself Self-Management 483

VALUE CHAIN MANAGEMENT 487

Value Chain Analysis 488
Supply Chain Management 488
Inventory Management 489
Break-Even Analysis 490
SERVICE AND PRODUCT QUALITY 491
Customer Relationship Management 493
Quality Management 494
Statistical Quality Control 495
WORK PROCESSES 495
Work Process Analysis 496
Process Reengineering 497
Process-Driven Organizations

498

MANAGEMENT LEARNING REVIEW

STUDY QUESTIONS SUMMARY 499
SELF-TEST 499

499

OPERATIONS MANAGEMENT ESSENTIALS 484

Manufacturing and Service Settings 485
Productivity and Competitive Advantage 485
Operations Technologies 486

MANAGEMENT SKILLS AND COMPETENCIES 501

SELF-ASSESSMENT 501
Back to Yourself: Self-Management 501
Further Reflection: Personal Numeracy 501
TEAM EXERCISE Straw Towers 501
CASE 18 Toyota: Looking Far Into the Future 502

APPENDIX

SELF-TEST ANSWERS

Entrepreneurship and Small

Business Management 505

GLOSSARY

THE NATURE OF ENTREPRENEURSHIP

Who are the entrepreneurs? 507
Characteristics of entrepreneurs 507
Diversity and entrepreneurship 509

G-1

ENDNOTES
506

ENTREPRENEURSHIP AND SMALL BUSINESS 510

How to get started ' 510
Internet entrepreneurship 510
Family businesses 510
Why small businesses fail 511
NEW VENTURE CREATION 512
Life cycles of entrepreneurial firms 513
Writing the business plan 513
Choosing the form of ownership 514
Financing the new venture 515
STUDY QUESTIONS SUMMARY 516
Appendix CaseSprinkles: Leading a Sweet
Trend 518

AN-1

343

EN-1

343

ORGANIZATION INDEX
NAME INDEX

NI-1

SUBJECT INDEX

SI-1

OI-1

Contents xxiii
LEARNING FROM OTHERS
CHAPTER 1 Monster.com: Smart People Create
Their Own Futures
CHAPTER 2 Google: With the Right Foundations,
Practice Makes Perfect
CHAPTER 3 Grameen Bank: Social Business Model
Fights Poverty "
CHAPTER 4 Ben & Jerry's Homemade: We Can
Make the World a Better Place
CHAPTER 5 Limited Brands: With Globalization
Businesses Are World Travelers
CHAPTER 6 Rap and Motown: Decisions Turn
Potential Into Achievements
CHAPTER 7 Oprah's Leadership Academy: Think
Now and Embrace the Future
CHAPTER 8 Starbuck's: Get and Stay Ahead
with Strategy
CHAPTER 9 Dancing Deer Baking: Brands with
Values Are Really Sweet
CHAPTER 10 Procter & Gamble: New Thinking
Deserves to Be Pampered
CHAPTER 11 Working Mother Media: Great
Employers Respect Diversity and Value
People
CHAPTER 12 Spanx:. There Are Personalities Behind
Those Faces
CHAPTER 13 Charlie Butcher: Make People Your
Top Priority
CHAPTER 14 NASCAR Pit Crews: The Beauty Is in the
Teamwork
CHAPTER 15 Center for Creative Leadership: Impact
Begins with Communication and
Collaboration
CHAPTER 16 Southwest Airlines: Employees Are a
Firm's Most Important Customers
CHAPTER 17 Chick-fil-A: Control Leaves No Room
for Complacency
CHAPTER-18 Louis Vuitton: Speed and Flexibility
Rule Global Competition
LEARNING ABOUT YOURSELF
CHAPTER 1
CHAPTER 2
CHAPTER 3
CHAPTER 4
CHAPTER 5
CHAPTER 6
CHAPTER 7
CHAPTER 8
CHAPTER 9
CHAPTER 10

Self-Awareness
Learning Style
Diversity Maturity
Individual Character
Cultural Awareness
Self-Confidence
Time Management
Critical Thinking
Empowerment
Tolerance for Ambiguity

CHAPTER
CHAPTER
CHAPTER
CHAPTER
CHAPTER
CHAPTER
CHAPTER
CHAPTER

11
12
13
14
15
16
17
18

Professionalism!
Ambition
Engagement
Team Contributions
Communication and Networking
Integrity
Strength and Energy
Self-Management

Further Reflections
CHAPTER 1
CHAPTER 2
CHAPTER 3
CHAPTER 4
CHAPTER 5
CHAPTER 6
CHAPTER 7
CHAPTER 8
CHAPTER 9
CHAPTER 10
CHAPTER 11
CHAPTER
CHAPTER
CHAPTER
CHAPTER
CHAPTER
CHAPTER
CHAPTER

12
13
14
15
16
17
18

Career Readiness
Managerial Assumptions
Diversity Awareness
Terminal Values
Global Intelligence
Cognitive Style
Time Management Profile
Intuitive Ability
Empowering Others
Change Leadership IQ
Performance Appraisal
Assumptions
Internal/External Control
Student Engagement
Team Leader Skills
Conflict Management Strategies
Least-Preferred Co-Worker Scale
After-Meeting Remorse
Personal Numeracy

Team Exercises
CHAPTER 1
CHAPTER 2
CHAPTER 3
CHAPTER
CHAPTER
CHAPTER
CHAPTER
CHAPTER
CHAPTER
CHAPTER
CHAPTER
CHAPTER
CHAPTER
CHAPTER
CHAPTER
CHAPTER
CHAPTER
CHAPTER

4
5
6
7
8
9
10
11
12
13
14
15
16
17
18

My Best Manager
Evidence-Based Management
Which Organizational Culture
Fits You?
Confronting Ethical Dilemmas
American Football
Lost at Sea
Personal Career Planning
Strategic Scenarios
The Future Workplace
Force-Field Analysis
Upward Appraisal
Job Satisfaction Preferences
Why We Work
Work Team Dynamics
Feedback Sensitivities
Leading by Participation
Defining Quality
Straw Towers

'

xxiv Contents

Cases for Critical Thinking

CHAPTER 1
CHAPTER 2
CHAPTER 3
CHAPTER 4
CHAPTER 5
CHAPTER 6
CHAPTER 7
CHAPTER 8
CHAPTER 9

Trader Joe's: Keeping a Cool Edge

Zara International: Fashion at the
Speed of Light
Panera Bread Company: Staying on
Top of Long-Term Trends
Tom's of Maine: "Doing Business"
Means "Doing Good"
Harley Davidson: Style and Strategy
Have Global Reach
Amazon.com: One E-Store to Rule
Them All
Lands' End: Living the Golden Rule
Dunkin' Donuts: Betting Dollars on
Donuts
Nike: Spreading Out to Stay
Together

CHAPTER 10
CHAPTER
CHAPTER
CHAPTER
CHAPTER

11
12
13
14

CHAPTER 15
CHAPTER 16
CHAPTER 17
CHAPTER 18
Appendix

Apple, Inc.: People and Design

Create the Future
Netflix: Making Movie Magic
Facebook: Not Just for Kids
Pixar: Animated Geniuses
NASCAR: Fast Cars, Passion, and
Teamwork Create Wins
AFL-CIO: Managing Dissent While
Supporting Labor
Southwest Airlines: How Herb
Kelleher Led the Way
Electronic Arts: Fantasy Sports
Toyota: Looking Far into the
Future
Sprinkles: Leading a Sweet Trend