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Contemporary Management PDF

673 Pages·2017·41.314 MB·English
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Final PDF to printer Contemporary Management jon32665_fm_i-xxix.indd i 10/12/16 05:19 PM Final PDF to printer jon32665_fm_i-xxix.indd ii 10/12/16 05:19 PM Final PDF to printer Contemporary Management Tenth Edition Gareth R. Jones Jennifer M. George Jesse H. Jones Graduate School of Business Rice University jon32665_fm_i-xxix.indd iii 10/12/16 05:19 PM Final PDF to printer CONTEMPORARY MANAGEMENT, TENTH EDITION Published by McGraw-Hill Education, 2 Penn Plaza, New York, NY 10121. Copyright © 2018 by McGraw-Hill Education. All rights reserved. Printed in the United States of America. Previous editions © 2016, 2014, and 2011. No part of this publication may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without the prior written consent of McGraw-Hill Education, including, but not limited to, in any network or other electronic storage or transmission, or broadcast for distance learning. Some ancillaries, including electronic and print components, may not be available to customers outside the United States. This book is printed on acid-free paper. 1 2 3 4 5 6 7 8 9 LWI 21 20 19 18 17 ISBN 978-1-259-73266-9 MHID 1-259-73266-5 Chief Product Officer, SVP Products & Markets: G. Scott Virkler Vice President, General Manager, Products & Markets: Michael Ryan Vice President, Content Design & Delivery: Betsy Whalen Managing Director: Susan Gouijinstook Director: Michael Ablassmeir Lead Product Developer: Kelly Delso Product Developer: Gabriela G. 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Library of Congress Cataloging-in-Publication Data Names: Jones, Gareth R., author. | George, Jennifer M., author. Title: Contemporary management / Gareth R. Jones, Texas A & M University, Jennifer M. George, Jesse H. Jones Graduate School of Business, Rice University Description: Tenth edition. | New York, NY : McGraw-Hill Education, [2018] Identifiers: LCCN 2016031932 | ISBN 9781259732669 (alk. paper) Subjects: LCSH: Management. Classification: LCC HD31 .J597 2018 | DDC 658—dc23 LC record available at https://lccn.loc. gov/2016031932 The Internet addresses listed in the text were accurate at the time of publication. The inclusion of a website does not indicate an endorsement by the authors or McGraw-Hill Education, and McGraw-Hill Education does not guarantee the accuracy of the information presented at these sites. mheducation.com/highered jon32665_fm_i-xxix.indd iv 10/12/16 05:19 PM Final PDF to printer BRIEF CONTENTS Part One Part Four Management Organizing and Controlling Chapter 1 Chapter 10 Managers and Managing 2 Managing Organizational Structure and Culture 304 Chapter 2 Chapter 11 The Evolution of Management Thought 34 Organizational Control and Change 342 Chapter 3 Chapter 12 Values, Attitudes, Emotions, and Culture: The Manager as a Person 62 Human Resource Management 376 Part Two Part Five The Environment of Management Leading Individuals and Groups Chapter 4 Chapter 13 Ethics and Social Responsibility 96 Motivation and Performance 414 Chapter 5 Chapter 14 Managing Diverse Employees Leadership 450 in a Multicultural Environment 130 Chapter 15 Chapter 6 Effective Groups and Teams 484 Managing in the Global Environment 170 Part Six Part Three Managing Critical Organizational Decision Making, Planning, Processes and Strategy Chapter 16 Chapter 7 Promoting Effective Communication 518 Decision Making, Learning, Creativity, Chapter 17 and Entrepreneurship 202 Managing Conflict, Politics, Chapter 8 and Negotiation 554 The Manager as a Planner Chapter 18 and Strategist 236 Using Advanced Information Technology Chapter 9 to Increase Performance 582 Value Chain Management: Functional Strategies for Competitive Advantage 272 NAME INDEX NI-1 ORGANIZATION INDEX OI-1 SUBJECT GLINDEX SGI-1 v jon32665_fm_i-xxix.indd v 10/12/16 05:19 PM Final PDF to printer AUTHORS Gareth Jones Jennifer George currently offers pro bono advice on is the Mary Gibbs Jones Professor solving management problems to of Management and Professor of nonprofit organizations in Houston, Psychology in the Jesse H. Jones Texas. He received his BA in Graduate School of Business at Economics/Psychology and his Rice University. She received her PhD in Management from the Uni- BA in Psychology/Sociology from versity of Lancaster, U.K. He was Wesleyan University, her MBA in formerly Professor of Management Finance from New York University, in the Graduate School of Business and her PhD in Management and Organizational Behavior at Texas A&M University and earlier from New York University. Prior to joining the faculty at Rice held teaching and research appointments at Michigan State University, she was a professor in the Department of University, the University of Illinois at Urbana-Champaign, Management at Texas A&M University. and the University of Warwick, UK. Professor George specializes in organizational behavior He continues to pursue his research interests in strategic and is well known for her research on mood and emotion in management and organizational theory and his well-known the workplace, their determinants, and their effects on vari- research that applies transaction cost analysis to explain ous individual and group-level work outcomes. She is the many forms of strategic and organizational behavior. He also author of many articles in leading peer-reviewed journals studies the complex and changing relationships between such as the Academy of Management Journal, the Academy competitive advantage and information technology in of Management Review, the Journal of Applied Psychology, the 2010s. Organizational Behavior and Human Decision Processes, He has published many articles in leading journals of Journal of Personality and Social Psychology, Organization the field, and his research has appeared in the Academy of Science, and Psychological Bulletin. One of her papers won Management Review, the Journal of International Business the Academy of Management’s Organizational Behavior Studies, and Human Relations. An article about the role of Division Outstanding Competitive Paper Award, and another information technology in many aspects of organizational paper won the Human Relations Best Paper Award. She is, functioning was published in the Journal of Management. or has been, on the editorial review boards of the Journal One of his articles won the Academy of Management Jour- of Applied Psychology, Academy of Management Journal, nal’s Best Paper Award, and he is one of the most cited Academy of Management Review, Administrative Science authors in the Academy of Management Review. He is, Quarterly, Journal of Management, Organizational Behavior or has served, on the editorial boards of the Academy of and Human Decision Processes, Organization Science, Inter- Management Review, the Journal of Management, and national Journal of Selection and Assessment, and Journal Management Inquiry. of Managerial Issues; was a consulting editor for the Jour- Gareth Jones has used his academic knowledge to craft nal of Organizational Behavior; was a member of the SlOP leading textbooks in management and three other major Organizational Frontiers Series editorial board; and was an areas in the management discipline: organizational behavior, associate editor of the Journal of Applied Psychology. She is organizational theory, and strategic management. His books a fellow in the Academy of Management, the American Psy- are widely recognized for their innovative, contemporary chological Association, the American Psychological Society, content and for the clarity with which they communicate and the Society for Industrial and Organizational Psychology complex, real-world issues to students. and a member of the Society for Organizational Behavior. She also has coauthored a textbook titled Understanding and Managing Organizational Behavior. vi jon32665_fm_i-xxix.indd vi 10/12/16 05:19 PM Final PDF to printer PREFACE Since the ninth edition of Contemporary Management the 2010s. In most companies, managers at all levels are was published, our book has strengthened its position as playing catch-up as they work toward meeting these chal- a leader in the management market. This tells us that we lenges by implementing new and improved management continue to meet the expectations of our existing users and techniques and practices. Today relatively small differ- attract many new users to our book. It is clear that most ences in performance between companies, such as in the management instructors share with us a concern for the speed at which they can bring new products or services need to continuously introduce new and emerging issues to market or in how they motivate their employees to into the text and its examples to ensure that cutting-edge find ways to improve performance or reduce costs, can issues and new developments in the field of contemporary combine to give one company a significant competitive management are addressed. advantage over another. Managers and companies that In the new tenth edition of Contemporary Manage- use proven management techniques and practices in their ment, we continue with our mission to provide students decision making and actions increase their effectiveness the most current and up-to-date account of the changes over time. Companies and managers that are slower to taking place in the world of business management. The implement new management techniques and practices fast-changing domestic and global environment contin- find themselves at a growing competitive disadvantage ues to pressure organizations and their managers to find that makes it even more difficult to catch up. Thus many new and improved ways to respond to changing events in industries have widening gaps between weaker competi- order to maintain and increase their performance. More tors and the most successful companies, whose perfor- than ever, events around the globe, rapid changes in tech- mance reaches new heights because their managers have nology, and economic pressures and challenges show made better decisions about how to use a company’s how fast the success and even survival of companies can resources in the most efficient and effective ways. In the change. For example, the increasing complexity of the rapidly changing and dynamic environment facing orga- exchanges between global companies has profoundly nizations today, effective managers recognize the vital affected the management of both large and small orga- role that creativity and innovation play in successfully nizations. Today there is increased pressure on manag- anticipating and responding to these challenges as well as ers to find new management practices that can increase seizing the potential opportunities that they bring while their companies’ efficiency and effectiveness and abil- mitigating the threats. ity to survive and prosper in an increasingly competitive The issues facing managers continue to mount as global environment. changes in the global environment, such as increasing In revising our book, we continue our focus on mak- global outsourcing and rising commodity prices, impact ing our text relevant and interesting to today’s students— organizations large and small. In the tenth edition, we dis- something that we know from instructor and student feed- cuss recent developments in global outsourcing and exam- back engages them and encourages them to make the effort ine the many managerial issues that must be addressed necessary to assimilate the text material. We continue to when millions of functional jobs in information technol- mirror the changes taking place in management practices ogy, customer service, and manufacturing are sent to coun- by incorporating recent developments in management tries overseas. Similarly, increasing globalization means theory and research into our text and by providing vivid, managers must respond to major differences in the legal current examples of how managers of companies large and rules and regulations and ethical values and norms that small have responded to the changes taking place. Indeed, prevail in countries around the globe. Many companies and we have incorporated many new and contemporary exam- their managers, for example, have been accused of ignor- ples in the new edition illustrating how founders, manag- ing “sweatshop” working conditions under which the prod- ers, and employees in a variety of types of organizations ucts they sell are manufactured abroad. respond to the opportunities and challenges they face. Moreover, the revolution in information technology These examples drive home to students how essential it is (IT) continues to transform how managers make decisions for them to develop a rich understanding of management across all levels of a company’s hierarchy and across all theory and research and the ability to apply what they have its functions and global divisions. The tenth edition of learned in organizational settings. our book continues to address these ongoing challenges The number and complexity of the strategic, organi- as IT continues to evolve rapidly, especially in the area of zational, and human resource challenges facing managers mobile digital devices such as smartphones and tablets that and all employees have continued to increase throughout can access ever more sophisticated software applications vii jon32665_fm_i-xxix.indd vii 10/12/16 05:19 PM Final PDF to printer that increase their functionality. Other major challenges contains an updated discussion of insourcing—bringing we continue to expand on in the new edition include the back jobs to the United States from other countries—and impact of the steadily increasing diversity of the workforce how this strategy is working well for companies looking on companies, and how this increasing diversity makes to increase productivity and keep labor costs under con- it imperative for managers to understand how and why trol. In addition, coverage of ethics and social responsi- people differ so they can effectively manage and reap the bility has been updated with examples of how companies many benefits of a diverse workforce. Similarly, across all are acknowledging the competitive advantage of a diverse functions and levels, managers and employees must con- workforce. New examples of global crisis management tinuously search out ways to “work smarter” and increase have been added that examine the social and economic performance. Using new IT to improve all aspects of an impact of a series of recent earthquakes in Ecuador, which organization’s operations to boost efficiency and customer continue to impact the country’s infrastructure and all- responsiveness is a vital part of this process. So too is important tourism industry. the continuing need to innovate and improve the quality Chapter 2 opens with the story of how General Elec- of goods and services, and the ways they are produced, tric has drastically changed its corporate portfolio of busi- to allow an organization to compete effectively. We have nesses in an effort to simplify its strategies and re-invent significantly revised the tenth edition of Contemporary itself as a “digital industrial company.” The chapter contin- Management to address these challenges to managers and ues to cover traditional management theories and how they their organizations. have been modified to address changing work conditions in the global environment today. Major Content Changes Chapter 3 updates material about the manager as a per- Once again, encouraged by the increasing number of son and the way personal characteristics of managers (and instructors and students who use each new edition of our all members of an organization) influence organizational book, and based on the reactions and suggestions of both culture and effectiveness. The chapter opens with a new users and reviewers, we have revised and updated our book “Manager’s Challenge” on Kevin Plank’s determination in the following ways. First, just as we have included per- to propel Under Armour to continued success. There are tinent new research concepts in each chapter, so too have also new discussions about recent levels of job satisfaction we been careful to eliminate outdated or marginal man- among U.S. workers, how top managers in Silicon Valley agement concepts. As usual, our goal has been to stream- are high on conscientiousness and openness to experience, line our presentation and keep the focus on the changes and a new “Manager as a Person” feature on Jess Lee of that have been taking place that have the most impact on Polyvore, a successful e-commerce company. managers and organizations. Our goal is to avoid present- Chapter 4, “Ethics and Social Responsibility,” pro- ing students with excessive content in too many and too vides updated material about the unethical and illegal long chapters just for the sake of including outmoded man- behaviors of managers from various industries. We have agement theory. In today’s world of instant sound bites, updated our coverage of the many issues involved in acting videos, text messaging, and tweets, providing the best and managing ethically, including an opening case about content is much more important than providing excessive TOMS and how the company added the elimination of bul- content—especially when some of our students are bur- lying to its corporate social agenda. We also discuss new dened by time pressures stemming from the need to work issues in ethics and ethical dilemmas and provide concep- long hours at paying jobs and meeting personal commit- tual tools to help students understand better how to make ments and obligations. ethical decisions. We highlight issues related to worker Second, we have added significant new management safety, environmental responsibility, and regulations to content and have reinforced its importance by using many protect consumer safety. Finally, we have updated coverage new relevant small and large company examples that are of the ethics of nonprofits and their managers as well as described in the chapter opening cases titled “A Man- how formerly ethical companies began to behave in unethi- ager’s Challenge”; in the many boxed examples featur- cal ways in order to boost their returns to shareholders. The ing managers and employees in companies both large and ethical exercise at the end of every chapter continues to be small in each chapter; and in the “Case in the News” clos- a popular feature of our book. ing cases. Chapter 5, “Managing Diverse Employees in a Mul- Chapter 1, for example, contains new and updated ticultural Environment,” focuses on the effective manage- material on the way changes in IT and the products and ment of the many faces of diversity in organizations for the services that result from it are affecting competition good of all stakeholders. A new “Manager’s Challenge” among companies. The chapter features a new opening highlights the strategies Novartis and Sodexo use to effec- case about Buzzfeed and the way its CEO and managers tively manage diversity in the workplace. We have updated orchestrate the sharing of original content and collect- the text material and examples for such issues as age, gen- ing of big data across multiple global platforms. It also der, race and ethnicity, disabilities, and sexual orientation. viii jon32665_fm_i-xxix.indd viii 10/12/16 05:19 PM Final PDF to printer A new text discussion focuses on the EEOC’s recent ruling which focuses on how companies can use vertical integra- declaring workplace discrimination illegal based on sexual tion and related diversification to increase long-term prof- orientation. We also discuss ways to effectively manage itability. A new opening case describes the challenges GM diversity and include an updated discussion of women’s CEO Mary Barra faced when she took over the top job earnings in comparison to men’s earnings. Methods to pre- at the global automaker. Her strong commitment to “own- vent discrimination and sexual harassment in an era when ing” the company’s ignition switch recall and maintaining many companies face discrimination lawsuits involving effective corporate strategies has helped GM get back on hundreds of millions of dollars are also considered. The track. The chapter also includes updated examples of busi- chapter provides expanded coverage of the way managers ness-level strategies that focus on low-cost strategies in a can take advantage of the increasing diversity of the popu- world in which prices continue to be under pressure due to lation and workforce to reap the performance benefits that increased global competition. In Chapter 9 we continue to stem from diversity while ensuring that all employees are explore how companies can develop new functional-level treated fairly. strategies to improve efficiency, quality, innovation, and Chapter 6 contains an integrated account of forces in responsiveness to customers. For example, in addition to both the domestic and global environments. It has also been coverage of TQM, including the Six Sigma approach, we revised and updated to reflect the way increasing global include a discussion of the importance of customer rela- competition and free trade have changed the global value tionship management (CRM) and the need to attract and creation process. The chapter uses updated examples from retain customers during challenging economic times. We the fashion industry, electronics industry, and automotive also describe how airlines continue to develop new func- industry to illustrate these issues. It also has an updated tional strategies concerning the most efficient way to discussion about the challenges faced by expats in mov- board passengers. ing abroad, as well as strategies utilized by companies in Chapters 10 and 11 offer updated coverage of orga- an effort to become key suppliers to emerging global busi- nizational structure and control and discuss how com- nesses. Finally, it continues to update the changing dynam- panies have confronted the need to reorganize their ics of global competition, including how newly dominant hierarchies and ways of doing business as the environ- companies have developed successful e-commerce strate- ment changes and competition increases. In Chapter 10, gies to customize products to the tastes of consumers in for example, we discuss how online eyewear company other parts of the world. Warby Parker has structured the relatively young orga- Chapter 7, “Decision Making, Learning, Creativity, nization in an effort to maximize customer service and and Entrepreneurship,” discusses these vital processes support, as well as to keep the company’s culture fresh in organizations and their implications for managers and and energized. We also continue to highlight examples all employees. The chapter opens with a new “Manager’s that show how companies are designing global organiza- Challenge” on how sound decision making at FUJIFILM tional structure and culture to improve performance. In Holdings has helped the company expand its business Chapter 11 we continue this theme by looking at how portfolio. We also include a discussion of the position of companies are changing their control systems to increase chief sustainability officer and examine how managers efficiency and quality, for example. More generally, how can make decisions to help ensure decisions contribute to to use control systems to increase quality is a theme sustainability. Also, we continue our discussion of social throughout the chapter. entrepreneurs who seek creative ways to address social We have updated and expanded our treatment of the problems to improve well-being by, for example, reduc- many ways in which managers can effectively manage ing poverty, increasing literacy, and protecting the natural and lead employees in their companies. For example, environment. More generally, we discuss how managers in Chapter 12 opens with a new “Manager’s Challenge” that organizations large and small can improve decision mak- highlights how treating employees well has led to excep- ing, learning, and creativity in their organizations. For tional customer service at ACUITY. The chapter also example, we discuss ways of curbing overconfidence in discusses best practices to recruit and attract outstanding decision making and how to use contests and rewards to employees, the importance of training and development, encourage creativity and give examples of companies that pay differentials, and family-friendly benefit programs. use them. In addition, there is treatment of the use of background As in the last edition, Chapter 8 focuses on corporate-, checks by employers, the use of forced ranking systems in global-, and business-level strategies, and Chapter 9 organizations, and issues concerning excessive CEO pay discusses functional strategies for managing value chain and pay comparisons between CEOs and average work- activities. These two chapters make clear the links between ers, and updated statistics on U.S. union membership. the different levels of strategy while maintaining a strong Chapter 13 continues coverage of prosocially motivated focus on managing operations and processes. Chapter 8 behavior, including examples of people who are motivated continues the discussion of planning and levels of strategy, to benefit others. It also discusses the many steps managers ix jon32665_fm_i-xxix.indd ix 10/12/16 05:19 PM

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Most books are stored in the elastic cloud where traffic is expensive. For this reason, we have a limit on daily download.