{"product_id":"exploring-management-9781119704188","title":"Exploring Management","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003e\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTable of Contents\u003c\/b\u003e\u003cbr\u003e\u003cp\u003e\u003cb\u003e1 \u003c\/b\u003e\u003cb\u003eManagers and the Management Process 1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e1.1 Explain What It Means to Be a Manager 2\u003c\/p\u003e \u003cp\u003eCareer Readiness is an Ongoing Personal Responsibility 2\u003c\/p\u003e \u003cp\u003eOrganizations Have Different Types and Levels of Managers 3\u003c\/p\u003e \u003cp\u003eAccountability Is a Foundation of Managerial Performance 5\u003c\/p\u003e \u003cp\u003eEffective Managers Help Others Achieve High Performance and Satisfaction 5\u003c\/p\u003e \u003cp\u003eManagers Are Coaches, Coordinators, and Supporters 6\u003c\/p\u003e \u003cp\u003e1.2 Describe What Managers Do and the Skills They Use 8\u003c\/p\u003e \u003cp\u003eManagers Plan, Organize, Lead, and Control 8\u003c\/p\u003e \u003cp\u003eManagers Perform Informational, Interpersonal, and Decisional Roles 10\u003c\/p\u003e \u003cp\u003eManagers Use Networking and Social Capital to Pursue Action Agendas 11\u003c\/p\u003e \u003cp\u003eManagers Use Technical, Human, and Conceptual Skills 11\u003c\/p\u003e \u003cp\u003eManagers Thrive on Lifelong Learning 12\u003c\/p\u003e \u003cp\u003e1.3 Discuss the Implications of Important Career Trends and Issues 14\u003c\/p\u003e \u003cp\u003eGlobalization Has Changed Societies and the World of Work 15\u003c\/p\u003e \u003cp\u003eFailures of Ethics and Corporate Governance Are Troublesome 15\u003c\/p\u003e \u003cp\u003eRespecting Diversity and Eliminating Discrimination Are Top Social Priorities 16\u003c\/p\u003e \u003cp\u003eTalent Is a “Must Have” in a Free-Agent, Gig, and On-Demand Economy 17\u003c\/p\u003e \u003cp\u003eTechnology and Analytics Are Driving a Smart Workforce 18\u003c\/p\u003e \u003cp\u003eSelf-Management Skills Are Essential for Career Success 19\u003c\/p\u003e \u003cp\u003eCareers Must be Managed Strategically and not Left to Chance 19\u003c\/p\u003e \u003cp\u003e\u003cb\u003e2 \u003c\/b\u003e\u003cb\u003eManagement Learning 24\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e2.1 Explain the Lessons of the Classical Management Approaches 25\u003c\/p\u003e \u003cp\u003eTaylor’s Scientific Management Sought Efficiency in Job Performance 25\u003c\/p\u003e \u003cp\u003eWeber’s Bureaucratic Organization Is Supposed to Be Efficient and Fair 27\u003c\/p\u003e \u003cp\u003eFayol’s Administrative Principles Describe Managerial Duties and Practices 28\u003c\/p\u003e \u003cp\u003e2.2 Describe the Contributions of the Behavioral Management Approaches 29\u003c\/p\u003e \u003cp\u003eSpaulding Espoused Respect for People and Belief in Community 29\u003c\/p\u003e \u003cp\u003eFollett Viewed Organizations as Communities of Cooperative Action 30\u003c\/p\u003e \u003cp\u003eThe Hawthorne Studies Focused Attention on the Human Side of Organizations 32\u003c\/p\u003e \u003cp\u003eMaslow Described How Human Needs Influence Motivation 32\u003c\/p\u003e \u003cp\u003eMcGregor Believed Managerial Assumptions Create Self-Fulfilling Prophecies 33\u003c\/p\u003e \u003cp\u003eArgyris Suggested That Workers Treated As Adults Will Be More Productive 34\u003c\/p\u003e \u003cp\u003e2.3 Identify the Foundations of Modern Management Thinking 36\u003c\/p\u003e \u003cp\u003eManagers Use Quantitative Analysis and Tools to Solve Complex Problems 36\u003c\/p\u003e \u003cp\u003eOrganizations Are Open Systems That Interact with Their Environments 37\u003c\/p\u003e \u003cp\u003eContingency Thinking Holds That There Is No One Best Way to Manage 39\u003c\/p\u003e \u003cp\u003eQuality Management Focuses Attention on Continuous Improvement 40\u003c\/p\u003e \u003cp\u003eEvidence-Based Management Seeks Hard Facts About What Really Works 40\u003c\/p\u003e \u003cp\u003e\u003cb\u003e3 \u003c\/b\u003e\u003cb\u003eEthics and Social Responsibility 44\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e3.1 Discuss Ethical Dilemmas and Common Ethics Issues in the Workplace 45\u003c\/p\u003e \u003cp\u003eEthical Behavior Is Values Driven 45\u003c\/p\u003e \u003cp\u003eViews Differ on What Constitutes Moral Behavior 46\u003c\/p\u003e \u003cp\u003eWhat Is Considered Ethical Can Vary Across Cultures 48\u003c\/p\u003e \u003cp\u003eEthical Dilemmas Are Tests of Personal Ethics and Values 50\u003c\/p\u003e \u003cp\u003eIt Can be Tempting to Rationalize Unethical Behavior 51\u003c\/p\u003e \u003cp\u003e3.2 Describe Ways to Maintain High Standards of Ethical Conduct 52\u003c\/p\u003e \u003cp\u003ePersonal Character Influences Ethical Decision Making 52\u003c\/p\u003e \u003cp\u003eManagers as Positive Role Models Can Inspire Ethical Conduct 53\u003c\/p\u003e \u003cp\u003eTraining in Ethical Decision Making Can Improve Ethical Conduct 54\u003c\/p\u003e \u003cp\u003eProtection of Whistleblowers Can Encourage Ethical Conduct 54\u003c\/p\u003e \u003cp\u003eFormal Codes of Ethics Set Standards for Ethical Conduct 55\u003c\/p\u003e \u003cp\u003e3.3 Explain What We Know About the Social Responsibilities of Organizations 57\u003c\/p\u003e \u003cp\u003eSocial Responsibility Is an Organization’s Obligation to Best Serve Society 57\u003c\/p\u003e \u003cp\u003ePerspectives Differ on the Importance of Corporate Social Responsibility 58\u003c\/p\u003e \u003cp\u003eShared Value Integrates Corporate Social Responsibility into Mission and Strategy 58\u003c\/p\u003e \u003cp\u003eSocial Businesses and Social Entrepreneurs Try to Solve Social Problems 60\u003c\/p\u003e \u003cp\u003eSocial Responsibility Audits Measure the Social Performance of Organizations 60\u003c\/p\u003e \u003cp\u003eSustainability Is an Important Social Responsibility Goal 61\u003c\/p\u003e \u003cp\u003e\u003cb\u003e4 \u003c\/b\u003e\u003cb\u003eManagers as Decision Makers 66\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e4.1 Explain How Managers Use Information to Solve Problems 67\u003c\/p\u003e \u003cp\u003eManagers Use Technological, Informational, and Analytical Competencies to Solve Problems 67\u003c\/p\u003e \u003cp\u003eManagers Deal with Problems Posing Threats and Offering Opportunities 68\u003c\/p\u003e \u003cp\u003eManagers Can Be Problem Avoiders, Problem Solvers, or Problem Seekers 68\u003c\/p\u003e \u003cp\u003eManagers Make Programmed and Nonprogrammed Decisions 69\u003c\/p\u003e \u003cp\u003eManagers Use Both Systematic and Intuitive Thinking 70\u003c\/p\u003e \u003cp\u003eManagers Use Different Cognitive Styles to Process Information for Decision Making 70\u003c\/p\u003e \u003cp\u003eManagers Make Decisions Under Conditions of Certainty, Risk, and Uncertainty 71\u003c\/p\u003e \u003cp\u003e4.2 Identify Five Steps in the Decision-Making Process 73\u003c\/p\u003e \u003cp\u003eStep 1—Identify and Define the Problem 74\u003c\/p\u003e \u003cp\u003eStep 2—Generate and Evaluate Alternative Courses of Action 74\u003c\/p\u003e \u003cp\u003eStep 3—Decide on a Preferred Course of Action 75\u003c\/p\u003e \u003cp\u003eStep 4—Take Action to Implement the Decision 76\u003c\/p\u003e \u003cp\u003eStep 5—Evaluate Results 77\u003c\/p\u003e \u003cp\u003eAll Steps - Double Check Your Ethical Reasoning 77\u003c\/p\u003e \u003cp\u003e4.3 Discuss Current Issues in Managerial Decision Making 79\u003c\/p\u003e \u003cp\u003eCreativity Infuses New Ideas Into Decision Making 79\u003c\/p\u003e \u003cp\u003eGroup Decision Making Has Advantages and Disadvantages 80\u003c\/p\u003e \u003cp\u003eJudgmental Heuristics and Other Biases Cause Decision-Making Errors 80\u003c\/p\u003e \u003cp\u003eAnalytics and Big Data Are Important Decision Making Tools 82\u003c\/p\u003e \u003cp\u003eManagers Should Prepare for Crisis Decision Making 83\u003c\/p\u003e \u003cp\u003e\u003cb\u003e5 \u003c\/b\u003e\u003cb\u003ePlans and Planning Techniques 87\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e5.1 Explain How and Why Managers Use the Planning Process 88\u003c\/p\u003e \u003cp\u003ePlanning Is One of the Four Functions of Management 88\u003c\/p\u003e \u003cp\u003ePlanning Sets Objectives and Identifies How to Achieve Them 89\u003c\/p\u003e \u003cp\u003ePlanning Improves Focus and Flexibility 90\u003c\/p\u003e \u003cp\u003ePlanning Improves Action Orientation 90\u003c\/p\u003e \u003cp\u003ePlanning Improves Coordination and Control 90\u003c\/p\u003e \u003cp\u003ePlanning Improves Time Management 91\u003c\/p\u003e \u003cp\u003e5.2 Identify the Types of Plans Used by Managers 92\u003c\/p\u003e \u003cp\u003eManagers Use Short-Range and Long-Range Plans 92\u003c\/p\u003e \u003cp\u003eManagers Use Strategic and Operational Plans 93\u003c\/p\u003e \u003cp\u003eOrganizational Policies and Procedures Are Plans 93\u003c\/p\u003e \u003cp\u003eBudgets Are Plans That Commit Resources to Activities 94\u003c\/p\u003e \u003cp\u003e5.3 Describe Useful Planning Tools and Techniques 96\u003c\/p\u003e \u003cp\u003eForecasting Tries to Predict the Future 96\u003c\/p\u003e \u003cp\u003eContingency Planning Creates Backup Plans for When Things Go Wrong 97\u003c\/p\u003e \u003cp\u003eScenario Planning Crafts Plans for Alternative Future Conditions 98\u003c\/p\u003e \u003cp\u003eBenchmarking Identifies Best Practices Used by Others 99\u003c\/p\u003e \u003cp\u003eGoal Setting Aligns Plans and Activities 99\u003c\/p\u003e \u003cp\u003eGoals Can Have Downsides and Must Be Well Managed 100\u003c\/p\u003e \u003cp\u003eParticipatory Planning Builds Implementation Capacities 100\u003c\/p\u003e \u003cp\u003e\u003cb\u003e6 \u003c\/b\u003e\u003cb\u003eControls and Control Systems 105\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e6.1 Identify How and Why Managers Use the Control Process 106\u003c\/p\u003e \u003cp\u003eControlling Is One of the Four Functions of Management 106\u003c\/p\u003e \u003cp\u003eStep 1—Control Begins with Objectives and Standards 107\u003c\/p\u003e \u003cp\u003eStep 2—Control Measures Actual Performance 108\u003c\/p\u003e \u003cp\u003eStep 3—Control Compares Results with Objectives and Standards 109\u003c\/p\u003e \u003cp\u003eStep 4—Control Takes Corrective Action as Needed 109\u003c\/p\u003e \u003cp\u003e6.2 Explain the Types of Controls Used by Managers 110\u003c\/p\u003e \u003cp\u003eManagers Use Feedforward, Concurrent, and Feedback Controls 111\u003c\/p\u003e \u003cp\u003eManagers Use Both Internal and External Controls 111\u003c\/p\u003e \u003cp\u003eManaging by Objectives Helps Integrate Planning and Controlling 112\u003c\/p\u003e \u003cp\u003e6.3 Identify Useful Control Tools and Techniques 114\u003c\/p\u003e \u003cp\u003eProject Management Keeps Complex Tasks on Target and Under Control 115\u003c\/p\u003e \u003cp\u003eQuality Control is a Foundation of Good Management 116\u003c\/p\u003e \u003cp\u003eInventory Controls Help Save Costs 117\u003c\/p\u003e \u003cp\u003eBreakeven Analysis Shows Where Revenues Will Equal Costs 118\u003c\/p\u003e \u003cp\u003eFinancial Ratios Measure Key Areas of Financial Performance 119\u003c\/p\u003e \u003cp\u003eBalanced Scorecards Keep the Focus on Strategic Control 120\u003c\/p\u003e \u003cp\u003e\u003cb\u003e7 \u003c\/b\u003e\u003cb\u003eStrategy and Strategic Management 124\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e7.1 Explain the Types of Strategies Used by Organizations 125\u003c\/p\u003e \u003cp\u003eStrategy Is a Comprehensive Plan for Achieving Competitive Advantage 126\u003c\/p\u003e \u003cp\u003eOrganizations Use Corporate, Business, and Functional Strategies 127\u003c\/p\u003e \u003cp\u003eGrowth Strategies Focus on Expansion 127\u003c\/p\u003e \u003cp\u003eRestructuring and Divestiture Strategies Focus on Consolidation 128\u003c\/p\u003e \u003cp\u003eGlobal Strategies Focus on International Business Opportunities 129\u003c\/p\u003e \u003cp\u003eCooperation Strategies Focus on Alliances and Partnerships 130\u003c\/p\u003e \u003cp\u003eE-Business Strategies Use the Web and Apps for Business Success 131\u003c\/p\u003e \u003cp\u003e7.2 Describe How Managers Formulate and Implement Strategies 133\u003c\/p\u003e \u003cp\u003eThe Strategic Management Process Analyzes, Formulates, and Implements Strategies 133\u003c\/p\u003e \u003cp\u003eSWOT Analysis Identifies Strengths, Weaknesses, Opportunities, and Threats 134\u003c\/p\u003e \u003cp\u003ePorter’s Five Forces Model Analyzes Industry Attractiveness 135\u003c\/p\u003e \u003cp\u003ePorter’s Competitive Strategies Model Identifies Business or Product Strategies 136\u003c\/p\u003e \u003cp\u003ePortfolio Planning Examines Strategies Across Multiple Businesses or Products 137\u003c\/p\u003e \u003cp\u003eStrategic Leadership Ensures Strategy Implementation and Control 138\u003c\/p\u003e \u003cp\u003e\u003cb\u003e8 \u003c\/b\u003e\u003cb\u003eOrganization Structure and Design 142\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e8.1 Explain Organizing as a Managerial Responsibility 143\u003c\/p\u003e \u003cp\u003eOrganizing Is One of the Management Functions 143\u003c\/p\u003e \u003cp\u003eOrganization Charts Describe Formal Structures of Organizations 144\u003c\/p\u003e \u003cp\u003eOrganizations Also Have Informal Structures 144\u003c\/p\u003e \u003cp\u003eInformal Structures Have Good Points and Bad Points 145\u003c\/p\u003e \u003cp\u003e8.2 Identify the Most Common Organization Structures 146\u003c\/p\u003e \u003cp\u003eFunctional Structures Group Together People Using Similar Skills 147\u003c\/p\u003e \u003cp\u003eDivisional Structures Group Together People by Products, Customers, or Locations 148\u003c\/p\u003e \u003cp\u003eMatrix Structures Combine the Functional and Divisional Structures 149\u003c\/p\u003e \u003cp\u003eTeam Structures Make Extensive Use of Permanent and Temporary Teams 150\u003c\/p\u003e \u003cp\u003eNetwork Structures are Built Around Strategic Alliances and Outsourcing 152\u003c\/p\u003e \u003cp\u003e8.3 Discuss Current Trends in Organizational Design 154\u003c\/p\u003e \u003cp\u003eOrganizations Are Becoming Flatter and Using Fewer Levels of Management 154\u003c\/p\u003e \u003cp\u003eOrganizations Are Increasing Decentralization, Delegation, and Empowerment 154\u003c\/p\u003e \u003cp\u003eOrganizations Are Becoming More Horizontal and Adaptive 156\u003c\/p\u003e \u003cp\u003eOrganizations Are Using More Alternative Work Schedules 157\u003c\/p\u003e \u003cp\u003eOrganizations Are Adjusting to Remote Working 158\u003c\/p\u003e \u003cp\u003eOrganizations Are Reconfiguring with New Virtual and Physical Architectures 159\u003c\/p\u003e \u003cp\u003e\u003cb\u003e9 \u003c\/b\u003e\u003cb\u003eOrganizational Cultures, Innovation, and Change 163\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e9.1 Explain the Nature of Organizational Culture 164\u003c\/p\u003e \u003cp\u003eOrganizational Culture Is the Personality of the Organization 164\u003c\/p\u003e \u003cp\u003eOrganizational Culture Shapes Behavior and Influences Performance 164\u003c\/p\u003e \u003cp\u003eNot All Organizational Cultures Are Alike 165\u003c\/p\u003e \u003cp\u003eThe Observable Culture Is What You See and Hear as an Employee or Customer 166\u003c\/p\u003e \u003cp\u003eThe Core Culture Contains the Underlying Values of the Organization 167\u003c\/p\u003e \u003cp\u003eValue-Based Management Supports a Strong Organizational Culture 168\u003c\/p\u003e \u003cp\u003e9.2 Discuss How Organizations Support and Achieve Innovation 170\u003c\/p\u003e \u003cp\u003eOrganizations Pursue Process, Product, and Business Model Innovations 170\u003c\/p\u003e \u003cp\u003eGreen Innovations Advance the Goals of Sustainability 170\u003c\/p\u003e \u003cp\u003eSocial Innovations Seek Solutions to Important Societal Problems 171\u003c\/p\u003e \u003cp\u003eCommercializing Innovation Turns New Ideas into Salable Products 171\u003c\/p\u003e \u003cp\u003eDisruptive Innovation Uses New Technologies to Displace Existing Practices 172\u003c\/p\u003e \u003cp\u003eInnovative Organizations Share Many Common Characteristics 173\u003c\/p\u003e \u003cp\u003e9.3 Describe How Managers Lead the Processes of Organizational Change 174\u003c\/p\u003e \u003cp\u003eOrganizations and Teams Need Change Leaders 175\u003c\/p\u003e \u003cp\u003eOrganizational Change Can Be Transformational or Incremental 175\u003c\/p\u003e \u003cp\u003ePlanned Change Includes Unfreezing, Changing, and Refreezing Phases 176\u003c\/p\u003e \u003cp\u003eTimes of Complexity Require Improvisation during the Change Process 177\u003c\/p\u003e \u003cp\u003eManagers Use Force-Coercion, Rational Persuasion, and Shared Power Change Strategies 178\u003c\/p\u003e \u003cp\u003eChange Leaders Identify and Deal Positively with Resistance to Change 179\u003c\/p\u003e \u003cp\u003e\u003cb\u003e10 \u003c\/b\u003e\u003cb\u003eHuman Resource Management 184\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e10.1 Describe the Purpose and Legal Context of Human Resource Management 185\u003c\/p\u003e \u003cp\u003eHuman Resource Management Attracts, Develops, and Maintains a Talented Workforce 185\u003c\/p\u003e \u003cp\u003eStrategic Human Resource Management Aligns Human Capital with Organizational Strategies 186\u003c\/p\u003e \u003cp\u003eLaws Protect Against Employment Discrimination 186\u003c\/p\u003e \u003cp\u003eLaws Can’t Guarantee That Employment Discrimination Will Never Happen 187\u003c\/p\u003e \u003cp\u003e10.2 Explain Essential Human Resource Management Practices 190\u003c\/p\u003e \u003cp\u003ePsychological Contracts Set the Exchange of Value Between Individuals and Organizations 190\u003c\/p\u003e \u003cp\u003eRecruitment Attracts Qualified Job Applicants 191\u003c\/p\u003e \u003cp\u003eSelection Makes Hiring Decisions 192\u003c\/p\u003e \u003cp\u003eOnboarding Introduces New Hires to the Organization 193\u003c\/p\u003e \u003cp\u003eTraining Develops Employee Skills and Capabilities 193\u003c\/p\u003e \u003cp\u003ePerformance Reviews Assess Work Accomplishments 194\u003c\/p\u003e \u003cp\u003eCareer Development Provides for Retention and Career Paths 195\u003c\/p\u003e \u003cp\u003e10.3 Summarize Current Issues in Human Resource Management 196\u003c\/p\u003e \u003cp\u003eJob Flexibility and Work–Life Balance are Top Priorities for Job Seekers 197\u003c\/p\u003e \u003cp\u003eMore People Are Working as Independent Contractors and Contingency Workers 197\u003c\/p\u003e \u003cp\u003eCompensation Plans Influence Recruitment and Retention 197\u003c\/p\u003e \u003cp\u003eFringe Benefits Are an Important Part of Compensation 199\u003c\/p\u003e \u003cp\u003eLabor Relations and Collective Bargaining Are Closely Governed by Law 199\u003c\/p\u003e \u003cp\u003e\u003cb\u003e11 \u003c\/b\u003e\u003cb\u003eLeadership 204\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e11.1 Describe the Foundations of Effective Leadership 205\u003c\/p\u003e \u003cp\u003eLeadership Is One of the Four Functions of Management 205\u003c\/p\u003e \u003cp\u003eLeaders Use Positioin and Personal Power to Achieve Influence 206\u003c\/p\u003e \u003cp\u003eLeaders Bring Vision to Teams and Organizations 207\u003c\/p\u003e \u003cp\u003eLeaders Display Different Traits in the Quest for Effectiveness 208\u003c\/p\u003e \u003cp\u003eLeaders Display Different Styles in the Quest for Effectiveness 209\u003c\/p\u003e \u003cp\u003e11.2 Summarize Insights of the Contingency Leadership Theories 211\u003c\/p\u003e \u003cp\u003eFiedler’s Contingency Model Matches Leadership Styles with Situational Demands 211\u003c\/p\u003e \u003cp\u003eThe Hersey-Blanchard Model Matches Leadership Styles with Followers’ Readiness to Perform 212\u003c\/p\u003e \u003cp\u003eHouse’s Path-Goal Theory Matches Leadership Styles with Task and Follower Characteristics 213\u003c\/p\u003e \u003cp\u003eLeader–Member Exchange Theory Describes How Leaders Treat In-Group and Out-Group Followers 213\u003c\/p\u003e \u003cp\u003eThe Vroom-Jago Model Describes How Leaders UseAlternative Decision-Making Methods 214\u003c\/p\u003e \u003cp\u003e11.3 Discuss Current Issues and Directions in Leadership Development 216\u003c\/p\u003e \u003cp\u003eTransformational Leaders Inspire Enthusiasm and High Performance 216\u003c\/p\u003e \u003cp\u003eEmotionally Intelligent Leaders Handle Emotions and Relationships Well 218\u003c\/p\u003e \u003cp\u003eInteractive Leaders Emphasize Communication, Listening, and Participation 218\u003c\/p\u003e \u003cp\u003eMoral Leaders Build Trust Through Personal Integrity 220\u003c\/p\u003e \u003cp\u003eServant Leaders are Follower Centered, Empowering, and Authentic 221\u003c\/p\u003e \u003cp\u003eVirtual Leaders of Remote Teams Thrive on Strong Task Skills 222\u003c\/p\u003e \u003cp\u003eLeadership Begins with “Good Old-Fashioned” Hard Work 222\u003c\/p\u003e \u003cp\u003e\u003cb\u003e12 \u003c\/b\u003e\u003cb\u003eIndividual Behavior 226\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e12.1 Describe How Perceptions Influence Individual Behavior 227\u003c\/p\u003e \u003cp\u003ePerception Filters Information Received From Our Environment 227\u003c\/p\u003e \u003cp\u003ePerceptual Distortions Can Hide Individual Differences 227\u003c\/p\u003e \u003cp\u003ePerception Can Cause Attribution Errors 229\u003c\/p\u003e \u003cp\u003eImpression Management Influences How Others Perceive Us 229\u003c\/p\u003e \u003cp\u003e12.2 Contrast How Different Personalities Influence Individual Behavior 230\u003c\/p\u003e \u003cp\u003eThe Big Five Personality Traits Describe Important Individual Differences 231\u003c\/p\u003e \u003cp\u003eThe Myers–Briggs Type Indicator Is a Popular Approach to Personality Assessment 232\u003c\/p\u003e \u003cp\u003ePersonalities Vary on Personal Conception Traits and Narcissism 233\u003c\/p\u003e \u003cp\u003ePeople with Type A Personalities Tend to Stress Themselves 234\u003c\/p\u003e \u003cp\u003e12.3 Explain How Attitudes, Emotions, and Moods Influence Individual Behavior 237\u003c\/p\u003e \u003cp\u003eAttitudes Predispose People to Act in Certain Ways 237\u003c\/p\u003e \u003cp\u003eJob Satisfaction Influences Work Behavior and Outcomes 238\u003c\/p\u003e \u003cp\u003eEmotions and Moods Influence Behavior 239\u003c\/p\u003e \u003cp\u003e\u003cb\u003e13 \u003c\/b\u003e\u003cb\u003eMotivation 244\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e13.1 Describe How Human Needs Influence Motivation to Work 245\u003c\/p\u003e \u003cp\u003eMaslow Describes a Hierarchy of Needs Topped by Self-Actualization 245\u003c\/p\u003e \u003cp\u003eAlderfer’s ERG Theory Discusses Existence, Relatedness, and Growth Needs 246\u003c\/p\u003e \u003cp\u003eMcClelland Identifies Acquired Needs for Achievement, Power, and Affiliation 247\u003c\/p\u003e \u003cp\u003eHerzberg’s Two-Factor Theory Focuses on Higher-Order Need Satisfaction 248\u003c\/p\u003e \u003cp\u003eThe Core Characteristics Model Integrates Motivation and Job Design 249\u003c\/p\u003e \u003cp\u003e13.2 Identify How Thoughts and Decisions Affect Motivation to Work 251\u003c\/p\u003e \u003cp\u003eEquity Theory Explains How Social Comparisons Motivate Individual Behavior 252\u003c\/p\u003e \u003cp\u003eExpectancy Theory Focuses on Individual Decisions to Work Hard, or Not 253\u003c\/p\u003e \u003cp\u003eGoal-Setting Theory Shows That the Right Goals Can Be Motivating 254\u003c\/p\u003e \u003cp\u003e13.3 Explain How Reinforcement Influences Motivation to Work 256\u003c\/p\u003e \u003cp\u003eOperant Conditioning Influences Behavior by Controlling Its Consequences 257\u003c\/p\u003e \u003cp\u003ePositive Reinforcement Connects Desirable Behavior with Pleasant Consequences 258\u003c\/p\u003e \u003cp\u003ePunishment Connects Undesirable Behavior with Unpleasant Consequences 259\u003c\/p\u003e \u003cp\u003e\u003cb\u003e14 \u003c\/b\u003e\u003cb\u003eTeams and Teamwork 263\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e14.1 Discuss the Importance of Teams and Teamwork 264\u003c\/p\u003e \u003cp\u003eTeams Offer Synergy and Other Benefits 264\u003c\/p\u003e \u003cp\u003eTeams Can Suffer from Performance Problems 265\u003c\/p\u003e \u003cp\u003eOrganizations Are Networks of Formal Teams and Informal Groups 265\u003c\/p\u003e \u003cp\u003eOrganizations Use Committees, Task Forces, and Cross-Functional Teams 266\u003c\/p\u003e \u003cp\u003eTechnology Has Mainstreamed Use of Virtual Teams 266\u003c\/p\u003e \u003cp\u003eSelf-Managing Teams Are a Form of Job Enrichment for Groups 268\u003c\/p\u003e \u003cp\u003e14.2 Identify the Building Blocks of Successful Teamwork 270\u003c\/p\u003e \u003cp\u003eTeams Need the Right Members to Be Effective 271\u003c\/p\u003e \u003cp\u003eTeams Need the Right Setting and Size to Be Effective 271\u003c\/p\u003e \u003cp\u003eTeams Need the Right Processes to Be Effective 272\u003c\/p\u003e \u003cp\u003eTeams Need to Master Different Stages of Development 272\u003c\/p\u003e \u003cp\u003eTeam Performance Is Influenced by Norms 274\u003c\/p\u003e \u003cp\u003eTeam Performance Is Influenced by Cohesiveness 275\u003c\/p\u003e \u003cp\u003eTeam Performance Is Influenced by Communication Networks 276\u003c\/p\u003e \u003cp\u003eTeam Performance Benefits from Shared Leadership 277\u003c\/p\u003e \u003cp\u003e14.3 Discuss How Managers Create and Lead High-Performance Teams 279\u003c\/p\u003e \u003cp\u003eTeam Building Can Improve Teamwork and Performance 279\u003c\/p\u003e \u003cp\u003eTeams Benefit When They Use the Right Decision Methods 279\u003c\/p\u003e \u003cp\u003eTeams Suffer When Groupthink Leads to Bad Decisions 281\u003c\/p\u003e \u003cp\u003eTeams Benefit When Conflicts Are Well Managed 281\u003c\/p\u003e \u003cp\u003e\u003cb\u003e15 \u003c\/b\u003e\u003cb\u003eCommunication 286\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e15.1 Explain the Nature of Communication and What Makes It Effective 287\u003c\/p\u003e \u003cp\u003eCommunication Helps to Build Social Capital 287\u003c\/p\u003e \u003cp\u003eThe Communication Process Has Lots of Room for Errors 287\u003c\/p\u003e \u003cp\u003eCommunication Is Persuasive When the Receiver Acts as the Sender Intends 289\u003c\/p\u003e \u003cp\u003e15.2 Identify the Major Barriers to Effective Communication 291\u003c\/p\u003e \u003cp\u003ePoor Use of Channels Makes It Difficult to Communicate Effectively 292\u003c\/p\u003e \u003cp\u003ePoor Written or Oral Expression Makes It Difficult to Communicate Effectively 292\u003c\/p\u003e \u003cp\u003eFailure to Spot Nonverbal Signals Makes It Difficult to Communicate Effectively 293\u003c\/p\u003e \u003cp\u003eInformation Filtering Makes It Difficult to Communicate Effectively 294\u003c\/p\u003e \u003cp\u003eOverloads and Distractions Make It Difficult to Communicate Effectively 295\u003c\/p\u003e \u003cp\u003e15.3 Discuss Ways to Improve Communication with People at Work 296\u003c\/p\u003e \u003cp\u003eActive Listening Helps Others to Say What They Really Mean 296\u003c\/p\u003e \u003cp\u003eConstructive Feedback Is Specific, Timely, and Relevant 297\u003c\/p\u003e \u003cp\u003eOffice Designs Can Encourage Interaction and Communication 297\u003c\/p\u003e \u003cp\u003eTransparency and Openness Build Trust in Communication 299\u003c\/p\u003e \u003cp\u003eAppropriate Online Behavior Is a Communication Essential 299\u003c\/p\u003e \u003cp\u003eSensitivity and Etiquette Improve Cross-Cultural Communication 300\u003c\/p\u003e \u003cp\u003e\u003cb\u003e16 \u003c\/b\u003e\u003cb\u003eDiversity and Global Cultures 304\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e16.1 Discuss What We Need to Know About Diversity in the Workplace 305\u003c\/p\u003e \u003cp\u003eInclusion Drives a Business Case for Diversity 305\u003c\/p\u003e \u003cp\u003eMulticultural Organizations Value and Support Diversity 306\u003c\/p\u003e \u003cp\u003eDiversity Bias Exists in Many Forms and Situations 306\u003c\/p\u003e \u003cp\u003eOrganizational Subcultures Create Diversity Challenges 308\u003c\/p\u003e \u003cp\u003eManaging Diversity Is a Leadership Priority 309\u003c\/p\u003e \u003cp\u003e16.2 Explain What We Should Know About Diversity Among Global Cultures 311\u003c\/p\u003e \u003cp\u003eCulture Shock Is Discomfort in Cross-Cultural Situations 311\u003c\/p\u003e \u003cp\u003eCultural Intelligence Is an Ability to Adapt to Different Cultures 312\u003c\/p\u003e \u003cp\u003eThe “Silent” Languages of Cultures Include Context, Time, and Space 313\u003c\/p\u003e \u003cp\u003eCultural Tightness and Looseness Varies Around the World 314\u003c\/p\u003e \u003cp\u003eHofstede’s Model Identifies Value Differences Among National Cultures 316\u003c\/p\u003e \u003cp\u003eIntercultural Competencies Are Essential Career Skills 317\u003c\/p\u003e \u003cp\u003e\u003cb\u003e17 \u003c\/b\u003e\u003cb\u003eGlobalization and International Business 321\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e17.1 Discuss How Globalization Affects International Business 322\u003c\/p\u003e \u003cp\u003eGlobalization Increases Interdependence of the World’s Economies 322\u003c\/p\u003e \u003cp\u003eBusinesses Go Global for Many Reasons 324\u003c\/p\u003e \u003cp\u003eBusinesses Go Global in Different Ways 324\u003c\/p\u003e \u003cp\u003eLegal Systems and Economic Nationalism Pose International Business Challenges 325\u003c\/p\u003e \u003cp\u003eRegional Economic Alliances Influence International Business Dealings 326\u003c\/p\u003e \u003cp\u003e17.2 Explain the Challenges and Controversies Facing Global Corporations 329\u003c\/p\u003e \u003cp\u003eGlobal Corporations Have Extensive Operations in Many Countries 329\u003c\/p\u003e \u003cp\u003eThe Actions of Global Corporations Can Be Controversial 329\u003c\/p\u003e \u003cp\u003eManagers of Global Corporations Face Ethics Challenges 330\u003c\/p\u003e \u003cp\u003eThe Management Process is Complicated in Global Corporations 332\u003c\/p\u003e \u003cp\u003e\u003cb\u003e18 \u003c\/b\u003e\u003cb\u003eEntrepreneurship and Small Business 337\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e18.1 Describe Entrepreneurship and the Characteristics of Entrepreneurs 338\u003c\/p\u003e \u003cp\u003eEntrepreneurs Are Risk-Takers Who Spot and Pursue pportunities 338\u003c\/p\u003e \u003cp\u003eEntrepreneurs Face Risks of Failure in Their Drives to Succeed 340\u003c\/p\u003e \u003cp\u003eEntrepreneurs Often Share Similar Characteristics and Backgrounds 340\u003c\/p\u003e \u003cp\u003eEntrepreneurs Often Share Similar Personality Traits 341\u003c\/p\u003e \u003cp\u003eWomen and Minority Entrepreneurs Are Growing in Numbers 342\u003c\/p\u003e \u003cp\u003eSocial Entrepreneurs Seek Novel Solutions to Pressing Social Problems 343\u003c\/p\u003e \u003cp\u003e18.2 Discuss the Nature of Small Businesses and How to Start One 345\u003c\/p\u003e \u003cp\u003eSmall Businesses Are Mainstays of the Economy 346\u003c\/p\u003e \u003cp\u003eSmall Businesses Must Master Three Life-Cycle Stages 346\u003c\/p\u003e \u003cp\u003eFamily-Owned Businesses Face Unique Challenges 346\u003c\/p\u003e \u003cp\u003eMany Small Businesses Fail Within 5 Years 347\u003c\/p\u003e \u003cp\u003eAssistance Is Available to Help Small Businesses to Get Started 348\u003c\/p\u003e \u003cp\u003eA Small Business Should Start with a Sound Business Plan 349\u003c\/p\u003e \u003cp\u003eThere Are Different Forms of Small Business Ownership 349\u003c\/p\u003e \u003cp\u003eThere Are Different Ways of Financing a Small Business 351\u003c\/p\u003e \u003cp\u003eSkill-Building Portfolio \/ Cases For Critical Thinking \/ Test Prep Answers \/ Glossary \/ Endnotes \/ Name Index \/ Organization Index \/ Subject Index\u003c\/p\u003e","brand":"John Wiley \u0026 Sons Inc","offers":[{"title":"Default Title","offer_id":49528861589847,"sku":"9781119704188","price":128.66,"currency_code":"GBP","in_stock":true}],"url":"https:\/\/bookcurl.com\/products\/exploring-management-9781119704188","provider":"Book Curl","version":"1.0","type":"link"}