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Management
Fourth Canadian Edition

JOHN R. SCHERMERHORN, JR.

Ohio University

DANIEL G. B ACHRACH
University of Alabama

BARRY WRIGHT
Brock University
VICE PRESIDENT, EDUCATION Tim Stookesberry
DIRECTOR, BUSINESS, ACCOUNTING, AND FINANCE Michael McDonald
EXECUTIVE EDITOR Lisé Johnson/Christine Moore
DEVELOPMENT EDITOR Daleara Hirjikaka
EDITORIAL ASSISTANT Ethan Lipson
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SENIOR CONTENT MANAGER Dorothy Sinclair
PRODUCTION EDITOR AND MEDIA SPECIALIST Meaghan MacDonald
DESIGN Wiley
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COVER PHOTO © Justin Lewis / Getty Images
PRODUCTION SERVICE Jackie Henry, Aptara Inc.

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Printed in the United States of America.

10 9 8 7 6 5 4 3 2 1
 About the Authors
B A R R Y W R I G H T M A , P H . D. , is an associate professor University of Hong Kong, on-site coordinator of the Ohio
and previously the interim dean at the Goodman School of University MBA and Executive MBA programs in Malaysia, and
Business at Brock University in St. Catharines, Ontario, and is Kohei Miura visiting professor at Chubu University in Japan.
the former director of the Niagara Community Observatory. He has served as adjunct professor at the National University
Dr. Wright has over 25 years of experience in the classroom. of Ireland at Galway and advisor to the Lao-American College
Prior to joining the faculty at Brock, he worked as a professor in Vientiane, Laos. He presently teaches an MBA course at
at St. Francis Xavier University, and taught at the International Università Politecnica Delle Marche in Ancona, Italy, and
Study Centre in Herstmonceux, United Kingdom, and at Ph.D. seminars in the Knowledge and Innovation Manage-
Queen’s University in Kingston, Ontario. He has also worked as ment doctoral program at Bangkok University, Thailand. At
an administrator with the City of Red Deer, Alberta. During his Ohio University he has twice been Director of the Center for
career as an educator, Barry has received several excellence Southeast Asian Studies.
in teaching awards at both the undergraduate and graduate A member of the Academy of Management, Dr. Schermerhorn
student levels. was chairperson of the Management Education and Devel-
At home in the classroom, Barry is also comfortable in the opment Division. Management educators and students alike
boardroom. He has served on several boards of directors, most know him as author of Exploring Management 4e (Wiley,
recently as board chair of the Niagara Health System, and has 2014) and Management 12e (Wiley, 2013) and co-author of
also provided a variety of training and research consultations Organizational Behavior 4e (Wiley, 2014). Dr. Schermerhorn
to a number of Canadian private and public organizations. has also published numerous articles, including ones in the
These services have included the development and implemen- Academy of Management Journal, Academy of Management
tation of programs in leadership, employee motivation, strate- Review, Academy of Management Executive, Organizational
gic planning, diversity management, stress management, and Dynamics, Asia-Pacific Journal of Management, Journal of Man-
managing organizational change. Barry also provides one-on- agement Development, and Journal of Management Education.
one “coaching” sessions for senior executives who have ex- Ohio University named Dr. Schermerhorn a University
pressed a desire for outside counsel. Professor, the university’s highest campus-wide honour for
He received his MA (Sport Psychology) and Ph.D. (Man- excellence in undergraduate teaching. He is a popular guest
agement) degrees from Queen’s University. His academic re- speaker at colleges and universities. He is available for student
search focuses on understanding and solving leadership chal- lectures and classroom visits, as well as for faculty workshops
lenges, change and its influence on organizational members, on scholarly manuscript development, textbook writing,
and creating effective work environments. high engagement teaching, and instructional and curriculum
Barry enjoys being married and being a father, coaching innovations.
sports, a trip to the art gallery, travelling, and a good laugh. D R . DA N I E L (DA N) G . B AC H R AC H is the Robert C. and
D R . J O H N R . S C H E R M E R H O R N , J R . , is the Charles G. Rosa P. Morrow Faculty Excellence Fellow and Professor
O’Bleness Professor of Management Emeritus in the College of Management in the Culverhouse College of Commerce
of Business at Ohio University, where he teaches graduate and Business Administration at the University of Alabama,
courses in management and organizational behaviour. Dr. where he teaches graduate and undergraduate courses
Schermerhorn earned a Ph.D. in organizational behaviour in management. Dr. Bachrach earned a Ph.D. in organiza-
from Northwestern University, an MBA (with distinction) in tional behaviour and human resource management—with
management and international business from New York a minor emphasis in strategic management—from Indiana
University, and a BS in business administration from the State University’s Kelley School of Business, an MS in industrial/
University of New York at Buff alo. He previously taught at organizational psychology from the University of Wisconsin-
Tulane University, the University of Vermont, and Southern Oshkosh, and a BA in psychology from Bates College in
Illinois University at Carbondale, where he also served as head Lewiston, Maine.
of the Department of Management and associate dean of the A member of the Academy of Management and the Society
College of Business Administration. for Industrial and Organizational Psychology, Dr. Bachrach
International experience adds a unique global dimen- serves on the editorial boards of the Journal of Applied Psy-
sion to Dr. Schermerhorn’s teaching and writing. He holds an chology and Organizational Behavior and Human Decision
honorary doctorate from the University of Pécs in Hungary. Processes. He is co-editor of the Handbook of Behavioral
He was a visiting professor of management at the Chinese Operations Management: Social and Psychological Dynamics

iii
iv About the Authors

in Production and Service Settings (Oxford University Press, Journal of Applied Psychology, Strategic Management Journal,
2014), co-author of Transformative Selling: Becoming a Re- Organizational Behavior and Human Decision Processes,
source Manager and a Knowledge Broker (Axcess Capon, 2014), Personnel Psychology, Journal of Management, Leadership
and senior co-author of 10 Don’ts on Your Digital Devices: The Quarterly, Production and Operations Management, Journal
Non-Techie’s Survival Guide to Digital Security and Privacy of Operations Management, Journal of Supply Chain Manage-
(Apress, 2014). Dr. Bachrach also has published extensively in a ment, and Journal of Personal Selling and Sales Management.
number of academic journals, including Organization Science,
 Preface
Today’s global workplace requires careful navigation. Some- to life in discussions, activities, and individual and team
times the waters are choppy and sometimes it’s smooth sailing. assignments: Evaluate Career Situations, Reflect on the
No matter the conditions, a successful organization requires Self-Assessment, Contribute to the Class Exercise, Manage
skilled leaders at the helm and confident team members who a Critical Incident, Collaborate on the Team Activity, and
know the ropes. Analyze the Case Study. These instructional enrichments are
With ever-changing technology and market conditions introduced at the very beginning of each chapter as part of
and opportunities, today’s organizations must be nimble. It What to Look for Inside: Skills Make You Valuable.
requires strategy, planning, teamwork, communication, and
preparation to be able to change course quickly. It is no longer
an option to remain safe in the harbour; organizations know
that taking risk is the path to success. Management 4e Philosophy
As you embark on your learning journey, this text will give
you a firm understanding of management theory and practices Today’s students are tomorrow’s leaders and managers. They
that will prepare you to launch your career, no matter which are our hope for the future during this time of social transfor-
way the winds blow. Whether you want to become a captain or mation. New values and management approaches are appear-
a valued crew member, Management 4e presents the tools to ing; organizations are changing forms and practices; jobs are
succeed from a Canadian perspective. being redefined and relocated; the age of information is a
major force in our lives; and the intricacies of globalization
are presenting major organizational and economic challenges.
New to Management 4e
Management 4e is designed to help students discover
Management 4e has been revised and updated with a focus on their true potential and accept personal responsibilities
real-world anchors for timely content, student engagement in for developing career skills.
critical thinking about real-world and personal career issues,
and instructor opportunities for enriched classroom activities
and assignments. Management 4e and its rich selection of timely examples
Timely content—All content has been updated. Examples and thought-provoking features for analysis and reflection is
of new and expanded coverage include triple bottom line and designed for this new world of work. It is crafted to help students
shared value view (Chapter 3), disruptive innovation and hu- understand that management is real and is an everyday part of
man sustainability (Chapter 4), reshoring and tax inversions their lives. By engaging with Management 4e, students explore
(Chapter 5), social entrepreneurship and crowdfunding (Chap- the essentials of management while also discovering their true
ter 6), data mining and analytics (Chapter 7), goal management potential for developing useful career skills. The content,
and goal alignment (Chapter 8 and Chapter 16), employment pedagogy, and features of this edition were carefully blended to
issues and controversies (Chapter 13), leadership and follower- support management educators who want their students to:
ship (Chapter 14), technology personality and mood contagion
(Chapter 15), and team virtuousness (Chapter 17). • grow in career readiness,
Student engagement features—Student engagement is an • become attractive internship and job candidates,
embedded theme in Management 4e. Look for these features
• gain confidence in critical thinking,
that bring life to disciplinary content: Analysis—Make Data Your
Friend, Choices—Think before You Act, Ethics—Know Right from • identify timely social and organizational issues, and
Wrong, Insight—Keep Learning about Yourself, and Wisdom— • embrace lifelong learning for career success.
Learn from Role Models. Each feature is designed and visually
presented to attract student attention and engage them in
reflection and critical thinking. These features are introduced
at the very outset of each chapter as part of What to Look for Management 4e Pedagogy
Inside: Management Is Real.
Enriched classroom opportunities—The active and enriched The pedagogical foundations of Management 4e are based on
classroom is also an embedded theme in Management 4e. Look four constructive balances that are essential to higher educa-
for these opportunities that make it easy to bring text content tion for business and management.

v
vi Preface

• The balance of research insights with formative education. The timely content offers flexibility in meeting a wide
As educators we must be willing to make choices when bring- variety of course objectives and instructor preferences. The
ing the theories and concepts of our discipline to the atten- material is organized in five logical parts—Management,
tion of the introductory student. We cannot do everything in Environment, Planning and Controlling, Organizing, and
one course. The goal should be to make good content choices Leading. The parts and the accompanying material can be
that set the best possible foundations for lifelong learning. used in any order and combination. All content has been
updated and enriched with new features and examples from
the latest current events.
Our goal as educators should be to make good con-
tent and pedagogical choices that set the best pos-
sible foundations for lifelong learning. Learning Model
The Management 4e learning model makes it easy for students
• The balance of management theory with management to read, study, reflect, and use critical thinking. Their attention
practice. As educators we must understand the compel- is focused on building management skills and competencies
ling needs of students to learn and appreciate the applica- through active learning, and on discovering that management
tions of the material they are reading and thinking about. issues and themes permeate current events that affect every-
We must continually bring to their attention interesting day living.
and relevant examples.
• The balance of present understandings with future pos-
The Management 4e learning model makes it easy for
sibilities. As educators we must continually search for the
students to study, reflect, and use critical thinking as
directions in which the real world of management is head-
they read.
ing. We must select and present materials that can both
point students in the right directions and help them develop
the confidence and self-respect needed to best pursue them.
Each chapter opens with a compelling photo and quote,
• The balance of what “can” be done with what is, purely followed by a learning dashboard that provides a Chap-
and simply, the “right” thing to do. As educators we are ter Quick Start overview, list of Takeaway Questions, and a
role models; we set the examples. We must be willing to What to Look for Inside directory in two parts: Management
take stands on issues such as managerial ethics and social Is Real—with features on Analysis, Choices, Ethics, Insight,
responsibility. We must be careful not to let the concept and Wisdom; and Skills Make You Valuable—with features
of “contingency” betray the need for positive “action” and to Evaluate, Reflect, Contribute, Manage, Collaborate, and
“accountability” in managerial practice. Analyze. Figures and online animations provide visual sup-
port for student comprehension as concepts, theories, and
terms are introduced. The Management Learning Review
We are role models . . . we must be willing to take section helps students prepare for quizzes and exams by
stands on issues such as managerial ethics and completing a Takeaway Question Summary and Self-Test.
social responsibility. Interactive self-assessments give students a chance to en-
gage with some of the end-of-chapter questions in an online
environment.
Our students have pressing needs for direction as well as sug-
gestion. They have needs for application as well as information.
They have needs for integration as well as presentation. And they Self-Reflection, Active Learning,
have needs for confidence that comes from solid understanding.
Our goal is to put into your hands and into those of your students and Critical Thinking
a learning resource that can help meet these needs.
The What to Look for Inside guide in the learning dashboard
points out the many features in Management 4e that provide
students with important opportunities for self-reflection, ac-
Management 4e Highlights tive learning, and critical thinking. Management Is Real features
current events, timely issues, and real people and situations to
Management 4e introduces the essentials of management as build awareness and stimulate personal reflection.
they apply to organizations and careers in a complex global At the end of each chapter, Skills Make You Valuable fea-
society. The subject matter is carefully chosen to meet Associa- tures provide a variety of opportunities to build management
tion to Advance Collegiate Schools of Business (AACSB) accred- skills through individual and team learning activities.
itation guidelines, while still allowing extensive flexibility to fit A sampling of the Management Is Real and Skills Make You
various course designs, class sizes, and delivery formats. Valuable features follows:
 Preface vii

What to Look for Inside

Management Is Real Skills Make You Valuable

4.1 Analysis Make Data Your Friend • Evaluate Career Situations:
Social Attitudes Shift on Women at Work, but Concerns for What Would You Do?
Equality Persist • Reflect On the Self-Assessment:
4.2 Ethics Know Right from Wrong Tolerance for Ambiguity

Offshore E-Waste Graveyards Bury a Problem • Contribute To the Class Exercise:

4.3 Insight Keep Learning about Yourself The Future Workplace

• Manage A Critical Incident:
Risk Taking Has Its Ups and Downs
It’s Also about Respect
4.4 Wisdom Learn from Role Models
• Collaborate On the Team Activity:
The Westons Take the Cake
Organizational Commitment to Sustainability Scorecard
4.5 Choices Think before You Act • Analyze The Case Study:
Sustainability Ranks Low among Global Executive Challenges Timberland—From Bootmaker to Earthkeeper: Walking a Green
Path

• Video cases: Video cases accompanying each chapter help to

Management 4e Exceptional illustrate and expand on relevant topics and allow for further
analysis and critical thinking. The videos are accompanied by
Content in Any Media teaching notes that provide starting points for lectures or for
general class discussion.
WileyPLUS is an online teaching and learning platform that in-
• Career Center: This special guide to building a student port-
tegrates text with interactive and multimedia content, online
folio is complete with professional resumé and competency
tools, and resources to provide a contemporary and appealing
documentations as well as Career Coach videos. Students
learning experience. Offering this product in WileyPLUS along
can also access CareerShift, a leading job search tool.
with a stand-alone eText and practical printed text options
allows the flexibility to suit any course format, whether it be • Management Weekly Updates: These timely updates keep
face-to-face, a hybrid/blended learning environment, or an you and your students updated and informed on the very
online class. Features in WileyPLUS include: latest in business news stories. Each week you will find
links to five new articles, video clips, business news sto-
• a complete version of the eText ries, and so much more with discussion questions to elab-
• ORION, a personalized, adaptive learning experience that orate on the stories in the classroom.
gives students the practice they need to build proficiency
on topics while using their study time more effectively.
The adaptive engine is powered by unique questions for
the entire content, giving students endless opportunities Management 4e Teaching and
for practice throughout the course.
• Author videos: Students can view Dan Bachrach’s and Learning Resources
John Schermerhorn’s videos before class. These videos
highlight core content for learning objectives. These Instructor’s Resource Manual
tutorials are intended to enhance students’ comprehen-
sion and facilitate students’ learning in their management The Instructor’s Resource Manual offers helpful teaching ideas;
course and provide the additional learning assistance advice on course development; sample assignments; and text
that students need to bridge the gap between theory and highlights, learning objectives, lecture outlines, class exercises,
application. lecture notes, answers to questions, and tips on using cases.
viii Preface

Test Bank Practice Quizzes

This comprehensive Test Bank consists of more than 200 These online quizzes of varying levels of difficulty focus on key
questions per chapter. Each chapter includes true/false, terms and concepts and are designed to help students evaluate
multiple-choice, and short-answer questions. The questions their individual progress.
are designed to vary in degree of difficulty to challenge your
students. All questions are tagged with learning objectives,
Bloom’s Taxonomy categories, and AACSB Standards. The PowerPoint Presentation Slides
Computerized Test Bank is from a test-generating program
that allows instructors to modify and add questions to the Test This robust set of slides will enhance your students’ overall
Bank, and to customize their exams. experience in the management classroom.

Acknowledgements
Writing is always a big task and there are many people who have contrib- I am grateful to the following colleagues who offered their percep-
uted greatly to this project. Special thanks go to Lisé Johnson, Acquisi- tive and very useful feedback during development and contributed to
tions Editor, for her support and vision for the project. I would very much the related supplements.
like to acknowledge Deanna Durnford, Daleara Hirjikaka, and Meaghan
Ann Conquergood, Athabasca University
MacDonald of John Wiley & Sons Canada, Ltd. The support each has
Burchell Hanson, Humber College
provided to me is truly above and beyond—thank you. I would also like
Judy Kovacs, Northern Alberta Institute of Technology
to thank Anita Osborne, Senior Marketing Manager, for her very helpful
Richard Michalski, McMaster University
counsel on making the content faculty-focused and student-friendly.
Horatio Morgan, Ryerson University
I would also like to thank Laurel Hyatt (a truly gifted writer), Lana
Sui Sui, Ryerson University
Okerlund, and Belle Wong for their extraordinary editorial contributions.
Wendy Tarrel, Nova Scotia Community College
I would like to offer my particular thanks to Linda Bramble, who
Gerhard Trippen, University of Toronto
was both innovative and instrumental in creating many of the Cana-
dian features and cases in this offering. She is a talented writer and In closing, I would especially like to thank my family—my lovely
scholar and I am blessed to have her join me on this project. wife Mary, darling daughters Monica and Kit, and happy son John
I am also thankful for the expert sales team that Wiley Canada has Emmett—who all offered hugs and help along the way. To my father
in place. Each and every one of them is a true delight to work with (go and mother Herb and Mable Wright, for all your guidance, strength,
for the gold). To all, my heartfelt thanks. and love, I dedicate this book.

Barry Wright
St. Catharines, Ontario
August 2017
 Brief Contents
Part One Management Part Five Leading
1. Management Today 1 14. Leading and Leadership Development 263

2. Management Learning Past to Present 23 15. Individual Behaviour 283

3. Ethics and Social Responsibility 40 16. Motivation Theory and Practice 304

17. Teams and Teamwork 325

Part Two Environment
18. Communication and Collaboration 347
4. Environment, Innovation, and
Sustainability 61 A P P E NDIX A Operations and Services
Management 369
5. Global Management and Cultural
Diversity 78 CA S E ST U DIE S Management Cases for Critical
Thinking 383
6. Entrepreneurship and New Ventures 100
SELF-TEST ANSWERS 407
Part Three Planning and Controlling E NDNOT E S 415
7. Information and Decision-Making 119
ORGANIZATION INDEX 447
8. Planning Processes and Techniques 141
NA M E INDE X 451
9. Control Processes and Systems 159
S U BJE CT INDE X 454
10. Strategy and Strategic Management 176

Part Four Organizing

11. Organization Structures and Design 199

12. Organization Culture and Change 220

13. Strategic Human Resource Management 241

ix
Contents
Part One Management 3 Ethics and Social
1 Management Today 1 Responsibility 40

1.1 Working Today 2 3.1 Ethics 42

1.2 Organizations 7 3.2 Ethics in the Workplace 44
1.3 Managers 9 3.3 Maintaining High Ethical Standards 48
1.4 The Management Process 12 3.4 Social Responsibility 50
1.5 Learning How to Manage 14 Management Learning Review: Get Prepared
Management Learning Review: Get Prepared for Quizzes and Exams 55
for Quizzes and Exams 16 Summary 55
Summary 16 Chapter Glossary 56
Chapter Glossary 17 Self-Test 3 57
Self-Test 1 18 Management Skills & Competencies:
Management Skills & Competencies: Make Yourself Valuable! 58
Make Yourself Valuable! 20 Evaluate Career Situations 58
Evaluate Career Situations 20 Reflect on the Self-Assessment 59
Reflect on the Self-Assessment 20 Contribute to the Class Exercise 59
Contribute to the Class Exercise 21 Manage a Critical Incident 60
Manage a Critical Incident 21 Collaborate on the Team Activity 60
Collaborate on the Team Activity 21 Analyze the Case Study 60
Analyze the Case Study 22
Part Two Environment
2 Management Learning Past 4 Environment, Innovation,
to Present 23 and Sustainability 61

2.1 Classical Management Approaches 24 4.1 The External Environment 63

2.2 Behavioural Management Approaches 27 4.2 Environment and Value Creation 66
2.3 Modern Management Foundations 31 4.3 Environment and Innovation 67
Management Learning Review: Get Prepared 4.4 Environment and Sustainability 71
for Quizzes and Exams 35 Management Learning Review: Get Prepared
Summary 35 for Quizzes and Exams 73
Chapter Glossary 36 Summary 73
Self-Test 2 36 Chapter Glossary 74
Management Skills & Competencies: Self-Test 4 74
Make Yourself Valuable! 38 Management Skills & Competencies:
Evaluate Career Situations 38 Make Yourself Valuable! 76
Reflect on the Self-Assessment 38 Evaluate Career Situations 76
Contribute to the Class Exercise 38 Reflect on the Self-Assessment 76
Manage a Critical Incident 39 Contribute to the Class Exercise 77
Collaborate on the Team Activity 39 Manage a Critical Incident 77
Analyze the Case Study 39 Collaborate on the Team Activity 77
Analyze the Case Study 77

x
 Contents xi

Management Learning Review: Get Prepared

5 Global Management and for Quizzes and Exams 135
Cultural Diversity 78 Summary 135
Chapter Glossary 136
5.1 Management and Globalization 80 Self-Test 7 137
5.2 Global Businesses 87 Management Skills & Competencies:
5.3 Cultures and Global Diversity 90 Make Yourself Valuable! 138
5.4 Global Management Learning 93 Evaluate Career Situations 138
Management Learning Review: Get Prepared Reflect on the Self-Assessment 138
for Quizzes and Exams 94 Contribute to the Class Exercise 139
Summary 94 Manage a Critical Incident 140
Chapter Glossary 95 Collaborate on the Team Activity 140
Self-Test 5 96 Analyze the Case Study 140
Management Skills & Competencies:
Make Yourself Valuable! 98 8 Planning Processes and
Evaluate Career Situations 98
Reflect on the Self-Assessment 98
Techniques 141
Contribute to the Class Exercise 98
8.1 Why and How Managers Plan 143
Manage a Critical Incident 99
8.2 Types of Plans Used by Managers 146
Collaborate on the Team Activity 99
8.3 Planning Tools and Techniques 149
Analyze the Case Study 99
8.4 Implementing Plans to Achieve Results 151
Management Learning Review: Get Prepared
6 Entrepreneurship and for Quizzes and Exams 154
Summary 154
New Ventures 100
Chapter Glossary 155
Self-Test 8 156
6.1 The Nature of Entrepreneurship 102
Management Skills & Competencies:
6.2 Entrepreneurship and Small Business 107
Make Yourself Valuable! 157
6.3 New Venture Creation 109
Management Learning Review: Get Prepared Evaluate Career Situations 157
for Quizzes and Exams 114 Reflect on the Self-Assessment 157
Summary 114 Contribute to the Class Exercise 158
Chapter Glossary 114 Manage a Critical Incident 158
Self-Test 6 115 Collaborate on the Team Activity 158
Management Skills & Competencies: Analyze the Case Study 158
Make Yourself Valuable! 116
Evaluate Career Situations 116 9 Control Processes and
Reflect on the Self-Assessment 117 Systems 159
Contribute to the Class Exercise 118
Manage a Critical Incident 118 9.1 Why and How Managers Control 161
Collaborate on the Team Activity 118 9.2 The Control Process 165
Analyze the Case Study 118 9.3 Control Tools and Techniques 168
Management Learning Review: Get Prepared
for Quizzes and Exams 171
Part Three Planning and Summary 171
Chapter Glossary 171
Controlling Self-Test 9 172
7 Information and Decision- Management Skills & Competencies:
Making 119 Make Yourself Valuable! 173
Evaluate Career Situations 173
7.1 Information, Technology, and Management 121 Reflect on the Self-Assessment 174
7.2 Problem Solving and Managerial Decisions 123 Contribute to the Class Exercise 174
7.3 The Decision-Making Process 127 Manage a Critical Incident 175
7.4 Decision-Making Pitfalls and Creativity 131 Collaborate on the Team Activity 175
Analyze the Case Study 175
xii Contents

Management Learning Review: Get Prepared

10 Strategy and Strategic for Quizzes and Exams 236
Management 176 Summary 236
Chapter Glossary 236
10.1 Strategic Management 178 Self-Test 12 237
10.2 Essentials of Strategic Analysis 181 Management Skills & Competencies:
10.3 Corporate-Level Strategy Formulation 184 Make Yourself Valuable! 238
10.4 Business-Level Strategy Formulation 188 Evaluate Career Situations 238
10.5 Strategy Implementation 191 Reflect on the Self-Assessment 239
Management Learning Review: Get Prepared Contribute to the Class Exercise 239
for Quizzes and Exams 193 Manage a Critical Incident 240
Summary 193 Collaborate on the Team Activity 240
Chapter Glossary 194 Analyze the Case Study 240
Self-Test 10 194
Management Skills & Competencies:
Make Yourself Valuable! 196
13 Strategic Human Resource
Evaluate Career Situations 196 Management 241
Reflect on the Self-Assessment 196
Contribute to the Class Exercise 197 13.1 Human Resource Management 243
Manage a Critical Incident 197 13.2 Attracting a Quality Workforce 246
Collaborate on the Team Activity 198 13.3 Developing a Quality Workforce 251
Analyze the Case Study 198 13.4 Maintaining a Quality Workforce 253
Management Learning Review: Get Prepared
for Quizzes and Exams 257
Part Four Organizing Summary 257
11 Organization Structures Chapter Glossary 257
and Design 199 Self-Test 13 259
Management Skills & Competencies:
11.1 Organizing as a Management Function 201 Make Yourself Valuable! 260
11.2 Traditional Organization Structures 203 Evaluate Career Situations 260
11.3 Horizontal Organization Structures 207 Reflect on the Self-Assessment 261
11.4 Organizational Designs 211 Contribute to the Class Exercise 261
Management Learning Review: Get Prepared Manage a Critical Incident 261
for Quizzes and Exams 215 Collaborate on the Team Activity 262
Summary 215 Analyze the Case Study 262
Chapter Glossary 215
Self-Test 11 216
Management Skills & Competencies: Part Five Leading
Make Yourself Valuable! 218
Evaluate Career Situations 218 14 Leading and Leadership
Reflect on the Self-Assessment 218 Development 263
Contribute to the Class Exercise 218
Manage a Critical Incident 219 14.1 The Nature of Leadership 265
Collaborate on the Team Activity 219 14.2 Leadership Traits and Behaviours 268
Analyze the Case Study 219 14.3 Contingency Approaches to Leadership 270
14.4 Personal Leadership Development 274
12 Organization Culture Management Learning Review: Get Prepared
for Quizzes and Exams 277
and Change 220
Summary 277
Chapter Glossary 278
12.1 Organizational Cultures 222
Self-Test 14 279
12.2 Multicultural Organizations and Diversity 226
12.3 Organizational Change 230
 Contents xiii

Management Skills & Competencies: 17.3 How Teams Work 332

Make Yourself Valuable! 280 17.4 Decision-Making in Teams 339
Evaluate Career Situations 280 Management Learning Review: Get Prepared
Reflect on the Self-Assessment 281 for Quizzes and Exams 341
Contribute to the Class Exercise 281 Summary 341
Manage a Critical Incident 282 Chapter Glossary 342
Collaborate on the Team Activity 282 Self-Test 17 342
Analyze the Case Study 282 Management Skills & Competencies:
Make Yourself Valuable! 344
15 Individual Behaviour 283 Evaluate Career Situations 344
Reflect on the Self-Assessment 344
15.1 Perception 285 Contribute to the Class Exercise 345
15.2 Personality 288 Manage a Critical Incident 345
15.3 Attitudes 291 Collaborate on the Team Activity 346
15.4 Emotions, Moods, and Stress 295 Analyze the Case Study 346
Management Learning Review: Get Prepared
for Quizzes and Exams 298 18 Communication and
Summary 298
Chapter Glossary 298
Collaboration 347
Self-Test 15 299
18.1 The Communication Process 349
Management Skills & Competencies:
18.2 Improving Collaboration through
Make Yourself Valuable! 301
Communication 353
Evaluate Career Situations 301
18.3 Managing Conflict 356
Reflect on the Self-Assessment 301
18.4 Managing Negotiation 359
Contribute to the Class Exercise 302
Management Learning Review: Get Prepared
Manage a Critical Incident 302
for Quizzes and Exams 362
Collaborate on the Team Activity 303
Summary 362
Analyze the Case Study 303
Chapter Glossary 363
Self-Test 18 364
16 Motivation Theory and Practice 304 Management Skills & Competencies:
Make Yourself Valuable! 365
16.1 Individual Needs and Motivation 306
Evaluate Career Situations 365
16.2 Process Theories of Motivation 309
Reflect on the Self-Assessment 366
16.3 Reinforcement Theory 314
Contribute to the Class Exercise 366
16.4 Motivation and Job Design 316
Manage a Critical Incident 367
Management Learning Review: Get Prepared
Collaborate on the Team Activity 367
for Quizzes and Exams 319
Analyze the Case Study 367
Summary 319
Chapter Glossary 320 A P P E NDIX A Operations and Services
Self-Test 16 321 Management 369
Management Skills & Competencies:
Make Yourself Valuable! 322 CA S E ST U DIE S Management Cases for Critical
Evaluate Career Situations 322
Thinking 383
Reflect on the Self-Assessment 323
Contribute to the Class Exercise 323 S E L F -T E ST A NS W E RS 407
Manage a Critical Incident 323
Collaborate on the Team Activity 324 E NDNOT E S 415
Analyze the Case Study 324
ORGANIZATION INDEX 447
17 Teams and Teamwork 325
NA M E INDE X 451
17.1 Teams in Organizations 327
17.2 Trends in the Use of Teams 329 S U BJE CT INDE X 454
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