Management: Leading & Collaborating in the Competitive World

641 Pages·2022·64.505 MB·English

by  Thomas Bateman

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MANAGEMENT
Leading & Collaborating in a Competitive World
15e
Ortodox/Shutterstock/Iko/Shutterstock
Thomas S. Bateman
McIntire School of Commerce
University of Virginia
Robert Konopaske
McCoy College of Business
Texas State University
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MANAGEMENT
Published by McGraw Hill LLC, 1325 Avenue of the Americas, New York, NY 10019. Copyright ©2023 by
McGraw Hill LLC. All rights reserved. Printed in the United States of America. 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 LLC, 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 27 26 25 24 23 22
ISBN 978-1-265-05130-3
MHID 1-265-05130-5
Cover Image: Ortodox/Shutterstock/Iko/Shutterstock
All credits appearing on page or at the end of the book are considered to be an extension of the copyright page.
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 LLC, and McGraw Hill LLC does not guarantee the
accuracy of the information presented at these sites.
mheducation.com/highered
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For my parents, Tom and Jeanine Bateman,
and Mary Jo, Lauren, T.J., James, and Rinska
and
My parents, Art and Rose Konopaske,
and Vania, Nick, and Isabella
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About the Authors
THOMAS S. BATEMAN ROBERT KONOPASKE
Thomas S. Bateman is pro- Rob Konopaske is an asso-
fessor emeritus (now living ciate professor of manage-
in Maine) with the McIntire ment and principles of
School of Commerce at the management core course
University of Virginia. For coordinator in the McCoy
many years prior to his two College of Business at Texas
decades at UVA teaching State University. At the
leadership and organiza- College, he also serves as
tional behavior to students the director of the Institute
of every level, he taught for Global Business. A
at the University of North passionate educator who
Carolina–Chapel Hill; the cares deeply about provid-
Institute for Management ing students with an excep-
Development (IMD) in tional learning experience,
Lausanne, Switzerland; Dan Addison/UVA University Robert Konopaske Rob has taught numerous
Communications
and Texas A&M University. undergraduate, graduate,
Professor Bateman earned his doctorate in business admin- and executive management courses, including Principles of
istration at Indiana University, and his BA from Miami Management, Organizational Behavior, Human Resource
University. Management, International Human Resources Management,
Tom is a long-time researcher, writer, and consultant. His and Cross-Cultural Management. He has received numer-
editorial board memberships have included the Academy of ous teaching honors while at Texas State University, includ-
Management Review, the Academy of Management Journal, and ing the 2016 Presidential Distinction Award, 2014 Gregg
Journal of Management. His articles appear in journals such as Master Teacher Award, and 2012–2013 Namesake for the
the Academy of Management Journal, Academy of Management PAWS Preview new student socialization program (an honor
Review, Journal of Applied Psychology, Organizational Behavior bestowed annually upon 8 out of approximately 2,000 fac-
and Human Decision Processes, Journal of Organizational ulty and staff). Rob earned his doctoral degree in business
Behavior, Human Relations, Journal of Macromarketing, and administration (management) at the University of Houston,
Proceedings of the National Academy of Sciences. a master’s in international business studies (MIBS) degree
Tom’s long-time research interests center on proactive from the University of South Carolina, and a bachelor of
behavior (including leadership) by employees at all levels, arts degree from Rutgers University, where he was inducted
with a recent turn toward proactivity that targets climate into the Phi Beta Kappa honor society. He has taught at the
action and sustainability. Proaction-—long-term-oriented University of Houston, the University of North Carolina at
behaviors intended to change current trajectories, avoid Wilmington, and Florida Atlantic University.
future problems, and create better futures-—is a significant Rob is co-author of several editions of popular text-
emphasis in this textbook. books: Management: Leading & Collaborating in a
Tom blogs for Psychology Today, and his recent work on Competitive World, M: Management, Organizational Behavior
psychological aspects of climate action appears in Nature and Management, Human Resource Management, and
Climate Change, Global Environmental Change, GreenBiz, Organizations: Behavior, Structure, Processes. The eleventh
and The Conversation. Tom’s consulting work has included edition of Organizations won a McGuffey Award (for lon-
a variety of organizations, including Akima, Singapore gevity of textbooks and learning materials whose excellence
Airlines, the Brookings Institution, Nokia, the U.S. Chamber has been demonstrated over time) from the national Text
of Commerce, the Nature Conservancy, LexisNexis, Weber and Academic Authors’ Association.
Shandwick, the Association of Climate Change Officers, and Rob’s research has been published in such outlets as
Chicago’s Field Museum of Natural History. the Journal of Applied Psychology, Academy of Management
v
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Executive, Management International Review, Business Rob has lived and worked internationally, speaks three
Horizons, Human Resource Management, Journal of Business languages, and has held management positions with a large
Research, Journal of Management Education, Nonprofit nonprofit organization and a Fortune 500 multinational
Management and Leadership, Journal of Managerial firm. He consults, trains, and conducts research projects
Psychology, and Human Resource Management Review. Rob for a wide range of companies and industries. Past cli-
currently serves on the editorial board of the International ents include Credit Suisse, PricewaterhouseCoopers, and
Journal of Human Resource Management. Occidental Oil.
vi
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Preface
Welcome to our 15th edition! Thanks to all for your long- for contracts, clients, customers, and employees. To sur-
standing and recent support, plus a warm welcome to our vive the competition, and to thrive, you must perform in
latest new adopters. We are proud and exceptionally enthu- ways that give you an edge and make others want to hire
siastic to offer you our best--ever learning experience. you, buy from you, and do repeat business with you. Now
and over time, you will want them to choose you, not the
Our Goals competition.
So, managers and their employers must perform. In this
Our threefold mission with this text is to inform, instruct, book we emphasize essential performance dimensions: cost,
and inspire. We strive to inform students about the impor- quality, speed, innovation, service, and sustainability. When
tant concepts, practices, and leaders in the world of manage- managed well, these performance “deliverables” offer value
ment. We hope to instruct readers by helping them identify to customers and competitive advantage to you and your
their options, make good decisions, and take effective action. organization.
To inspire is no small aspiration, but we aspire to do so by More than other management textbooks, we try to keep
providing a real sense of the challenges, possibilities, and you focused on delivering important “bottom-line” results.
opportunities that lie ahead. We want you to think continually about providing the goods
Inspiring is a word not often used to describe textbooks, (products and services) that make both you and your orga-
but it’s a long-standing goal for us. Whether your personal nization successful.
goals include teaching or learning or both, starting your Good management practices and processes are keys to
own company, leading a team to greatness, building an producing what you and your employer want. This results-
enduring organization, delighting your customers, or gen- oriented focus is a unique highlight you will take away from
erally forging a gratifying career, we hope to help you find this book.
fulfilling futures.
We hope to inspire you to be both a thinker and a doer. Leading & Collaborating
We want you to know the important issues, consider the
consequences of your actions, and think before you act. Yes, business and the world at large are competitive. But it’s
But good thinking is not enough; management is a world not that simple. In fact, to think strictly in terms of compe-
of action, reaction, and adaptation, and then more of tition is overly cynical and often self-limiting, sometimes—
the same. sooner or later—sabotaging performance.
Along with a realistic perspective on competitive reali-
Competitive Advantage ties, vital managerial skills sets include collaboration and
leadership. To succeed, teams and organizations need
Students and future leaders need to understand certain people to work with rather than against one another. Put
realities. The world of management is competitive. It also another way, you can’t perform alone—the world is too com-
is rich with important collaborative opportunities that plex, and business is too challenging.
can strengthen the performance of individuals, teams, and You need to work with your teammates. Leaders and
organizations. followers need to work as collaborators more than as
Furthermore, managers have never faced so many tough adversaries. Work groups throughout your organization
challenges with so many potential risks and rewards. Never need to cooperate with one another. Business and govern-
before has it been so imperative to your career that you ment, often viewed as antagonists, can work productively
learn the skills of management. together. And intense competitors collaborate on some
You will compete with other people for jobs, resources, things-—for example, joint ventures-—even as they compete
and promotions. Your employer will compete with others in other arenas.
vii
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How does an organization create competitive advan- of course we include them in the references. Meanwhile,
tage through collaboration? It’s all about the people, and it we continue to proudly emphasize bottom-line results,
derives from good leadership. diversity and inclusiveness, and sustainability—themes on
which we were early leaders and remain very current.
Leadership, Clichés, and Stereotypes While still organizing the chapters around the classic
Three stereotypes about leadership are that the top execu- management functions, we modernize those functions with
tives will provide it, that your immediate boss will provide a realistically dynamic orientation. Looking constantly at
it, and that you as a leader need to be decisive and com- change and the future, we describe the management func-
manding. These beliefs contain some truth, but are seriously tions as Delivering Strategic Value (traditionally, Planning),
flawed. They can misrepresent, mislead, and subvert poten- Building a Dynamic Organization (Organizing), Mobilizing
tial. Realities are far more complex; striving for deeper under- People (Leading), and last but hardly least, Learning and
standing is essential. Changing (Controlling).
Top executives and your immediate bosses may or may
not provide effective leadership—in fact, truly good leader- Special Features
ship is far too rare. Organizations need leaders at all levels, The new 15th edition provides the most comprehensive
in every team and work unit. This includes you, beginning and current management coverage. While we always update
early in your career, which is why leadership is a vital theme our content with compelling and current examples, we also
in this book. Leaders should be capable of being decisive, listen to those who use our text on a daily basis. We value
but relying heavily on sheer authority—commanding and this feedback and strive to adjust our text accordingly. As a
controlling—isn’t good enough. Great leadership involves result, each edition becomes stronger in ways that go beyond
inspiring people to think and work differently—including updates.
working collaboratively on complex challenges to deliver While we continue to offer many of the iconic features
outstanding results. of our text, we have also changed how certain information
True leadership—from your bosses as well as from you— is presented. In previous editions, we included examples of
inspires collaboration, which in turn generates positive inclusivity in the form of a boxed feature. Inclusivity must
results for you, your employer, and your customers. be the norm rather than a periodic highlight, so rather than
Leadership is an overused word, rarely understood and highlight what should be a constant practice and policy, we
delivered to full potential. Like all professions, the man- have integrated diversity and inclusivity into every chapter’s
agement field is populated by buzzwords and clichés. content.
Throughout this text and in your course you will learn to Another important change for which we can thank
recognize commonly used terms and concepts, but we urge our reviewers is a new, streamlined feature titled
you to go further to learn about them in greater depth, with “Spotlight on. . . .” In these boxes throughout the text we
the goal of working with them to their full potential. That is, offer contemporary takes on social entrepreneurship, the
to others’ advantage as well as your own. digital world, careers, sustainability, and many more rel-
evant topics. More on this below.
As Always, Currency and Finally, we have added a new career readiness feature in
most chapters. Titled “Take Charge of Your Career,” these
Variety in the 15th Edition
boxed items provide helpful information to students as they
look toward and pursue their professional goals.
This new edition is again on the leading edge of topical
coverage. We have updated throughout with current busi-
Features in Detail
ness examples, recent events that affect business, and new
research. COVID-19 is the biggest and most consequen- “Management in Action” is a hallmark feature, presenting
tial event since our previous edition; we have worked hard unfolding, three-part cases about today’s business leaders and
to describe its impact on organizations and their people, companies. The first part, “Manager’s Brief,” encourages stu-
how managers have responded, and lessons we have dents at the start of each chapter to begin thinking about one
learned. We have also tried to strike the right balance and or more chapter themes in the context of the current busi-
not overdo this pandemic coverage, because things keep ness scene. The second element, “Progress Report,” appears
changing and students will have plenty of other challenges partway through each chapter and adds more themes to
on their minds. the narrative. Here, we offer questions for class discussion,
In each edition, we scour top journals for the latest stud- group work, or simply reflection. Closing out each unfolding
ies and review articles that will add value to our text, and theme at the end of the chapter is “Onward.” This element
viii Preface
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also includes questions for further consideration and perhaps • Assessing “fit” with an employer’s organization culture
additional research.
• Finding an ethical employer
Most of these “Management in Action” stories depict a
• Landing an internship
single company and/or leader and unfold chronologically
as they illustrate various chapter themes. New and revised • Receiving constructive feedback
examples include:
• Finding a mentor
• Lynsi Snyder: Managing In-N-Out to Success
• Honing one’s leadership skills
• Assessing Uber’s Management Decisions
• Building teamwork skills
• Management and Ethics: The New Landscape
Concluding Cases offer an opportunity for students
• Alibaba: Going Global
to read about and discuss disguised-but-real compa-
• Entrepreneurs Are Not Them, They’re Us nies and people, reinforcing key chapter concepts and
themes. Examples include:
• Mary Barra: Changing GM’s Structure with the Times
• A New Manager at USA Hospital Supply
• Netflix’s Agile Culture
• PRGA Motors
• Communication during Difficult Times
• Soaring Eagle Skate Company
“Spotlight on . . .” feature offers chapter-relevant, topi-
• Wish You Would Toy Store
cal, and timely themes. Some come from outside the private
sector, as so many students are deeply interested in how • Oré Earth Skin Care Tries to Stay Natural
business collaborates with organizations in other sectors,
• A Global Launch for Treasure Cup
particular in the realms of social enterprise, social entre-
• Rolling Out Soft Scroll
preneurship, and sustainability. Another recurring theme
in this feature is how companies and others employ digi- • Stanley Lynch Investment Group
tal advances such as artificial intelligence, blockchain, and
• DIY Stores
social media—areas that students will relate to and in the
• Invincibility Systems
process, learn of practices most relevant to managerial deci-
sion making. Instructors might learn a lot as well! Examples • Niche Hotel Group
include:
• Leadership Change Hurts Breitt, Starr & Diamond LLC
• AI: Help or Hindrance in Communicating?
• Big Bison Resorts: Finding the Right Motivators
• Social Entrepreneurship: Business for the Better
• Un-Teamwork at Quadra
• Worldwide Competition for Student Entrepreneurs
• Communicating at Best Trust Bank
• Science + Business = Limitless Possibilities?
• Growly Grizzly Bear Lodge
• Combatting Climate Change
• Innovating at Worldwide Games
• How AI Affects Leadership
• Eatwell Technologies
• Global Virtual Teams
Supporting Cases at the end of Chapters 3, 7, 11, 15, and
• Co-working: Is It Here to Stay?
18 offer additional topics for students who want to delve
• Measuring Social Impact further into concepts covered in the book’s five parts.
Bottom Line feature throughout the text calls out the
In addition to this new feature and at the request of our
six essential types of performance deliverables on which
reviewers, we have included more questions for students to
an organization beats, equals, or loses to the competition:
consider and discuss.
cost, quality, speed, innovation, service, and sustainability.
“Take Charge of Your Career” feature provides help-
These performance dimensions, when done well, deliver
ful information for students about the steps they can take
value to the customer and competitive advantage to you and
now in order to excel in their chosen career. Students
your organization. Periodic icons remind students of their
will find useful tips and advice on an array of topics
impact on the bottom line.
including:
Preface ix
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