Management Principles - 2012 Book Archive

720 Pages·2012·12.04 MB·English

Management Principles
v. 1.0
This is the bookManagement Principles(v. 1.0).
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Table of Contents
About the Authors................................................................................................................. 1
Acknowledgments................................................................................................................. 3
Dedications............................................................................................................................. 6
Preface..................................................................................................................................... 7
Chapter 1: Introduction to Principles of Management............................................... 10
Who Are Managers?.....................................................................................................................................13
Leadership, Entrepreneurship, and Strategy............................................................................................19
Planning, Organizing, Leading, and Controlling......................................................................................27
Economic, Social, and Environmental Performance................................................................................33
Performance of Individuals and Groups....................................................................................................39
Your Principles of Management Survivor’s Guide...................................................................................45
Chapter 2: Personality, Attitudes, and Work Behaviors ............................................ 59
Personality and Values................................................................................................................................62
Perception.....................................................................................................................................................80
Work Attitudes.............................................................................................................................................88
The Interactionist Perspective: The Role of Fit........................................................................................94
Work Behaviors............................................................................................................................................97
Developing Your Positive Attitude Skills................................................................................................111
Chapter 3: History, Globalization, and Values-Based Leadership.......................... 113
Ancient History: Management Through the 1990s.................................................................................115
Contemporary Principles of Management..............................................................................................123
Global Trends..............................................................................................................................................129
Globalization and Principles of Management.........................................................................................137
Developing Your Values-Based Leadership Skills..................................................................................143
Chapter 4: Developing Mission, Vision, and Values.................................................. 149
The Roles of Mission, Vision, and Values................................................................................................152
Mission and Vision in the P-O-L-C Framework.......................................................................................157
Creativity and Passion...............................................................................................................................165
Stakeholders...............................................................................................................................................176
Crafting Mission and Vision Statements.................................................................................................183
Developing Your Personal Mission and Vision.......................................................................................191
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Chapter 5: Strategizing.................................................................................................... 201
Strategic Management in the P-O-L-C Framework................................................................................204
How Do Strategies Emerge?......................................................................................................................213
Strategy as Trade-Offs, Discipline, and Focus.........................................................................................217
Developing Strategy Through Internal Analysis....................................................................................228
Developing Strategy Through External Analysis....................................................................................240
Formulating Organizational and Personal Strategy With the Strategy Diamond..............................252
Chapter 6: Goals and Objectives..................................................................................... 261
The Nature of Goals and Objectives.........................................................................................................263
From Management by Objectives to the Balanced Scorecard...............................................................268
Characteristics of Effective Goals and Objectives...................................................................................277
Using Goals and Objectives in Employee Performance Evaluation......................................................284
Integrating Goals and Objectives with Corporate Social Responsibility..............................................291
Your Personal Balanced Scorecard..........................................................................................................299
Chapter 7: Organizational Structure and Change...................................................... 306
Organizational Structure..........................................................................................................................308
Contemporary Forms of Organizational Structures...............................................................................317
Organizational Change..............................................................................................................................322
Planning and Executing Change Effectively............................................................................................334
Building Your Change Management Skills..............................................................................................341
Chapter 8: Organizational Culture................................................................................ 343
Understanding Organizational Culture...................................................................................................345
Measuring Organizational Culture...........................................................................................................349
Creating and Maintaining Organizational Culture.................................................................................358
Creating Culture Change...........................................................................................................................374
Developing Your Personal Skills: Learning to Fit In...............................................................................379
Chapter 9: Social Networks............................................................................................. 382
An Introduction to the Lexicon of Social Networks...............................................................................385
How Managers Can Use Social Networks to Create Value.....................................................................391
Ethical Considerations with Social Network Analysis............................................................................403
Personal, Operational, and Strategic Networks......................................................................................411
Mapping and Your Own Social Network..................................................................................................418
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Chapter 10: Leading People and Organizations.......................................................... 425
Who Is a Leader? Trait Approaches to Leadership.................................................................................428
What Do Leaders Do? Behavioral Approaches to Leadership................................................................434
What Is the Role of the Context? Contingency Approaches to Leadership.........................................439
Contemporary Approaches to Leadership...............................................................................................449
Developing Your Leadership Skills..........................................................................................................464
Chapter 11: Decision Making.......................................................................................... 468
Understanding Decision Making..............................................................................................................470
Faulty Decision Making.............................................................................................................................486
Decision Making in Groups.......................................................................................................................491
Developing Your Personal Decision-Making Skills.................................................................................499
Chapter 12: Communication in Organizations ........................................................... 501
Understanding Communication...............................................................................................................503
Communication Barriers...........................................................................................................................509
Different Types of Communication..........................................................................................................522
Communication Channels.........................................................................................................................530
Developing Your Personal Communication Skills..................................................................................541
Chapter 13: Managing Groups and Teams................................................................... 546
Group Dynamics.........................................................................................................................................548
Understanding Team Design Characteristics..........................................................................................559
Organizing Effective Teams......................................................................................................................574
Barriers to Effective Teams.......................................................................................................................581
Developing Your Team Skills....................................................................................................................584
Chapter 14: Motivating Employees ............................................................................... 586
Need-Based Theories of Motivation.........................................................................................................589
Process-Based Theories.............................................................................................................................598
Developing Your Personal Motivation Skills..........................................................................................619
Chapter 15: The Essentials of Control .......................................................................... 622
Organizational Control..............................................................................................................................624
Types and Levels of Control......................................................................................................................635
Financial Controls......................................................................................................................................641
Nonfinancial Controls................................................................................................................................651
Lean Control...............................................................................................................................................659
Crafting Your Balanced Scorecard...........................................................................................................666
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Chapter 16: Strategic Human Resource Management .............................................. 672
The Changing Role of Strategic Human Resource Management in Principles of Management........675
The War for Talent.....................................................................................................................................682
Effective Selection and Placement Strategies.........................................................................................688
The Roles of Pay Structure and Pay for Performance............................................................................695
Designing a High-Performance Work System.........................................................................................702
Tying It All Together—Using the HR Balanced Scorecard to Gauge and Manage Human Capital,
Including Your Own...................................................................................................................................709
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About the Authors
Mason Carpenter
Mason A. Carpenter (Ph.D., 1997, UT Austin) is the M.
Keith Weikel Professor of Leadership in UW Madison’s
Wisconsin School of Business. He is responsible for the
MBA and Executive MBA courses in business, corporate,
and global strategy, and the curriculum offered through
Wisconsin’s Strategic Leadership Institute. He is
coauthor ofStrategic Management: A Dynamic Perspective,
second edition, with Dr. Gerry Sanders and published by
Prentice Hall. His research concerns corporate
governance, top management teams, social networks,
and the strategic management of global start-ups, and is
published widely in top management and strategy
journals. He is Associate Editor of theAcademy of
Management Reviewand the Strategic Management Area
Editor forBusiness Expert Press, and serves on a handful of editorial boards. His
teaching accomplishments include MBA Professor of the Year, notoriety as one of
the two most popular professors in severalBusiness WeekMBA program polls, the
Larson Excellence in Teaching Award from the School of Business, and, most
recently, a Distinguished Teaching Award from the University of
Wisconsin–Madison.
Talya Bauer
Talya Bauer (Ph.D., 1994, Purdue University) is the Gerry
and Marilyn Cameron Professor of Management at
Portland State University. Dr. Bauer is an award-
winning teacher who specializes in teaching
organizational behavior, management, power and
influence, and negotiations, as well as training and
development at the graduate and undergraduate level.
She conducts research about relationships at work.
More specifically, she works in the areas of leadership,
selection, and new employee onboarding, which have
resulted in dozens of journal publications. She has acted
as a consultant for a variety of government, Fortune
1000, and start-up organizations. Dr. Bauer is involved
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About the Authors
in professional organizations and conferences at the national level, such as serving
on the Human Resource Management Executive Committee of the Academy of
Management and SIOP Program Chair and member-at-large for SIOP. She is the
editor ofJournal of Managementand is on the editorial boards for theJournal of
Applied PsychologyandIndustrial and Organizational Psychology: Perspectives on Science
and Practices, was recognized as one of the most published authors of the 1990s, and
is a Fellow of SIOP and APS.
Berrin Erdogan
Berrin Erdogan (Ph.D., 2002, University of Illinois at
Chicago) is the Express Employment Professionals
Endowed Professor at Portland State University. Dr.
Erdogan is an award-winning teacher who teaches
management, organizational behavior, and human
resources management. Her research interests focus on
individual attachment to organizations through
fairness, leader-subordinate relations, contextual
factors such as organizational culture, and person-
organization fit. Her work has been published in
journals such asAcademy of Management Journal,Journal
of Applied Psychology, andPersonnel Psychology. She has
conducted managerial seminars on the topics of
motivation, organizational justice, performance
appraisals, and training and development, and has worked as a corporate trainer.
She serves on the editorial boards ofJournal of Applied Psychology,Journal of
Management,Journal of Organizational Behavior, andPersonnel Psychology.
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Acknowledgments
We want to thank Margaret Lannamann for doing such a great job keeping all the
balls in the air, and Jeff Shelstad and Eric Frank for having the vision and
persistence to bringUnnamed Publisherinto being and for their faith in us as
among the firstUnnamed Publisherauthors. Many thanks, too, to the talented
Andrea Meyer, who was an invaluable resource in providing background content
for several of our chapters. We also thank Elsa Peterson for her tireless and amazing
developmental editing, Brett Guidry for helping to keep everything on track, and
Sharon Koch and Evelyn Forte for their expertise and contagiously positive
perspectives. We further thank Dean Scott Dawson and Portland State University,
and Michele Yoder and the University of Wisconsin–Madison for supporting our
work.
We would also like to thank the following colleagues whose comprehensive
feedback and suggestions for improving the material helped make this a better text:
Erin Atchley, University of Tennessee at Knoxville
Laura Bulas, Central Community College
Val Calvert, San Antonio College
Sylvia Charland, Fitchburg State College
Dexter Davis, Niagara University
Matt DeLuca, Baruch College
Charles Englehardt, St. Leo University
Jeff Fahrenwald, Rockford College
Carolyn Fausnaugh, Florida Institute of Technology
Don Furman, SUNY New Paltz/SUNY OCCC
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Acknowledgments
Shelly Gardner, Augustana College
Hugh Graham, Loras College
Bruce Gillies, California Lutheran University
Susan Greer, Horry-Georgetown Technical College
Dewey Hemphill, Crichton College
Kirk Heriot, Columbus State University
Betty Hoge, Bridgewater College
Gerald Hollier, University of Texas at Brownsville
Kathleen Jones, University of North Dakota
Claire Kent, Mary Baldwin College
Daniel Kent, Northern Kentucky University
Anita Leffel, The University of Texas at San Antonio
Damian Lonsdale, University of South Dakota
Daniel Morrell, University of South Carolina
Francine Newth, Providence College
Roy Pipitone, Erie Community College
Michael Provitera, Barry University
Linda Sargent, University of Texas Pan American
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