Bibliographic record and links to related information available from the Library of Congress catalog.
Note: Contents data are machine generated based on pre-publication provided by the publisher. Contents may have variations from the printed book or be incomplete or contain other coding.
Contents Part One Management Chapter One Managers and Managing 2 A Manager?s Challenge Steve Jobs Has to Change His Approach to Management 3 Topics Overview 5 What Is Management? 5 Achieving High Performance: A Manager?s Goal 6 Why Study Management? 7 Essential Managerial Tasks 9 Planning 10 Organizing 12 Leading 13 Controlling 13 Performing Managerial Tasks: Mintzberg?s Typology 14 Levels and Skills of Managers 17 Levels of Management 17 Managerial Skills 19 Recent Changes in Management Practices 23 Restructuring and Outsourcing 23 Empowerment and Self-Managed Teams 24 Challenges for Management in a Global Environment 26 Building Competitive Advantage 27 Maintaining Ethical and Socially Responsible Standards 30 Managing a Diverse Workforce 32 Utilizing IT and E-Commerce 34 Practicing Global Crisis Management 34 Examples Manager as a Person Xerox?s Anne Mulcahy Is a Manager to Copy 11 Information Technology Byte IBM?s New Global Self-Managed Teams 25 Ethics in Action The Hidden Side of Valentine?s Day 31 Focus on Diversity People Are the Source of Competitive Advantage 33 Management in Action Summary and Review 35 Management in Action Topics for Discussion and Action 37 Building Management Skills 37 Managing Ethically 38 Small Group Breakout Exercise 38 Exploring the World Wide Web 39 Be the Manager 39 BusinessWeek Case in the News: HP?s Ultimate Team Player 39 BusinessWeek Case in the News: The Hardest Job in Silicon Valley 46 Chapter Two The Evolution of Management Thought 42 A Manager?s Challenge Finding Better Ways to Make Cars 43 Topics Overview 45 Scientific Management Theory 46 Job Specialization and the Division of Labor 46 F. W. Taylor and Scientific Management 47 The Gilbreths 51 Administrative Management Theory 54 The Theory of Bureaucracy 55 Fayol?s Principles of Management 57 Behavioral Management Theory 62 The Work of Mary Parker Follett 62 The Hawthorne Studies and Human Relations 63 Theory X and Theory Y 65 Management Science Theory 68 Organizational Environment Theory 69 The Open-Systems View 69 Contingency Theory 71 Examples Ethics in Action Fordism in Practice 50 Manager as a Person Andrew Carnegie Creates the New Industrial Company 52 Management Insight Peters and Waterman?s Excellent Companies 61 Managing Globally Teams, Teams, and More Teams at Nokia 72 Management in Action Summary and Review 73 Management in Action Topics for Discussion and Action 75 Building Management Skills 75 Managing Ethically 76 Small Group Breakout Exercise 78 Exploring the World Wide Web 78 Be the Manager 79 BusinessWeek Case in the News: <<titl to come>> 79 BusinessWeek Case in the News: Charm Offensive: Why America?s CEO?s Are Suddenly So Eager to Be Loved 81 Chapter Three Values, Attitudes, Emotions, and Culture: The Manager as a Person 84 TC \l1 " A Manager?s Challenge: PAETEC?s Culture of Care 85 Topics Overview 87 Enduring Characteristics: Personality Traits 87 The Big Five Personality Traits 7 Other Personality Traits That Affect Managerial Behavior 93 Values, Attitudes, and Moods and Emotions 94 Values: Terminal and Instrumental Attitudes 97 Moods and Emotions 101 Emotional Intelligence 104 Organizational Culture 105 Managers and Organizational Culture 107 The Role of Values and Norms in Organizational Culture 109 Culture and Managerial Action 114 Examples Managing Globally Expanding into China 91 Ethics in Action Taking Responsibility for Exposing Wrongdoing 96 Focus on Diversity Changing Attitudes 98 Manager as a Person Bernie Goldhirsh?s Legacy 104 Management in Action Summary and Review 116 Management in Action Topics for Discussion and Action 117 Building Management Skills 117 Managing Ethically 118 Small Group Breakout Exercise 118 Exploring the World Wide Web 119 Be the Manager 119 BusinessWeek Case in the News: An Open-Source Lightning Rod 119 BusinessWeek Case in the News: Bucking the Odds at Amylin 121 Part Two The Environment of Management Chapter Four Ethics and Social Responsibility 124 A Manager?s Challenge Whole Foods Market Practices What It Preaches 125 Topics Overview 127 The Nature of Ethics 127 Ethical Dilemmas 127 Ethics and the Law 128 Changes in Ethics over Time 128 Stakeholders and Ethics 130 Stockholders 130 Managers 131 Employees 135 Suppliers and Distributors 135 Customers 135 Community, Society, and Nation 136 Rules for Ethical Decision Making 138 Why Should Managers Behave Ethically? 143 Ethics and Social Responsibility 146 Societal Ethics 146 Occupational Ethics 148 Individual Ethics 150 Organizational Ethics 150 Approaches to Social Responsibility 153 Four Different Approaches 154 Why Be Socially Responsible? 156 The Role of Organizational Culture 157 Examples Ethics in Action The Ethics of Some Nonprofits Are Not So Good 133 Ethics in Action Digital Piracy, Ethics, and Napster 141 Ethics in Action Is It Right to Use Child Labor? 147 Ethics in Action Habitat for Humanity Has to Rebuild Goodwill 152 Ethics in Action Apple Juice or Sugar Water? 155 Ethics in Action Johnson & Johnson?s Ethical Culture 159 Management in Action Summary and Review 160 Management in Action Topics for Discussion and Action 162 Building Management Skills 162 Managing Ethically 163 Small Group Breakout Exercise 163 Exploring the World Wide Web 163 Be the Manager 164 BusinessWeek Case in the News: Cleaning Up Boeing 164 BusinessWeek Case in the News: Fixing Apple?s ?Sweatshop? Woes 166 Chapter Five Managing Diverse Employees in a Multicultural Environment 168 TC \l3 " A Manager?s Challenge Diversity in the Boardroom and on the Police Force 169 Topics Overview 171 The Increasing Diversity of the Workforce and the Environment 171 Age 172 Gender 173 Race and Ethnicity 174 Religion 176 Capabilities/Disabilities 177 Socioeconomic Background 177 Sexual Orientation 179 Other Kinds of Diversity 181 Managers and the Effective Management of Diversity 181 Critical Managerial Roles 182 The Ethical Imperative to Manage Diversity Effectively 183 Effectively Managing Diversity Makes Good Business Sense 185 Perception 187 Factors That Influence Managerial Perception 188 Perception as a Determinant of Unfair Treatment 189 Overt Discrimination 192 How to Manage Diversity Effectively 193 Steps in Managing Diversity Effectively 193 Sexual Harassment 198 Forms of Sexual Harassment 199 Steps Managers Can Take to Eradicate Sexual Harassment 199 Examples Managing Globally Asians and Hispanics Projected to Be Fastest-Growing Group 175 Focus on Diversity Gays and Lesbians in the Workplace 180 Ethics in Action Habitat International?s Valuable Employees 190 Focus on Diversity Some Older Workers Fear Discrimination, Others Find New Opportunities 192 Management in Action Summary and Review 201 Management in Action Topics for Discussion and Action 202 Building Management Skills 202 Managing Ethically 203 Small Group Breakout Exercise 203 Exploring the World Wide Web 203 Be the Manager 203 BusinessWeek Case in the News: Making Bangalore Sound Like Boston 204 BusinessWeek Case in the News: The Rising Stock of Black Directors 205 Chapter Six Managing in the Global Environment 208 A Manager?s Challenge IKEA Is on Top of the Furniture World 209 Topics Overview 211 What Is the Global Environment? 211 The Task Environment 212 Suppliers 213 Distributors 216 Customers 217 Competitors 218 The General Environment 221 Economic Forces 221 Technological Forces 222 Sociocultural Forces 223 Demographic Forces 224 Political and Legal Forces 225 The Changing Global Environment 226 The Process of Globalization 227 Declining Barriers to Trade and Investment 230 Declining Barriers of Distance and Culture 231 Effects of Free Trade on Managers 232 The Role of National Culture 235 Cultural Values and Norms 235 Hofstede?s Model of National Culture 236 National Culture and Global Management 239 Examples Managing Globally Global Supply Chain Management 215 Managing Globally American Rice Invades Japan 220 Managing Globally Nestl??s Food Empire 228 Managing Globally A Gaijin Works to Turn Around Sony 237 Management in Action Summary and Review 240 Management in Action Topics for Discussion and Action 242 Building Management Skills 242 Managing Ethically 243 Small Group Breakout Exercise 243 Exploring the World Wide Web 243 Be the Manager 244 BusinessWeek Case in the News: Do You Need to Be Green? 244 BusinessWeek Case in the News: The Future of Outsourcing 246 BusinessWeek Case in the News: Nokia Connects 248 Part Three Decision Making, Planning, and Strategy Chapter Seven TC \l1 " Decision Making, Learning, Creativity, and Entrepreneurship 250 A Manager?s Challenge Decision Making and Learning Are the Key to Entrepreneurial Success 251 Topics Overview 253 The Nature of Managerial Decision Making 253 Programmed and Nonprogrammed Decision Making 254 The Classical Model 257 The Administrative Model 258 Steps in the Decision-Making Process 262 Recognize the Need for a Decision 263 Generate Alternatives 264 Evaluate Alternatives 264 Choose Among Alternatives 267 Implement the Chosen Alternative 267 Learn from Feedback 268 Cognitive Biases and Decision Making 268 Prior-Hypothesis Bias 269 Representativeness Bias 269 Illusion of Control 269 Escalating Commitment 269 Be Aware of Your Biases 270 Group Decision Making 270 The Perils of Groupthink 271 Devil?s Advocacy and Dialectical Inquiry 271 Diversity Among Decision Makers 272 Organizational Learning and Creativity 273 Creating a Learning Organization 273 Promoting Individual Creativity 276 Promoting Group Creativity 279 Entrepreneurship and Creativity 280 Entrepreneurs and New Ventures 281 Intrapreneurship and Organizational Learning 282 Examples Manager as a Person Curbing Overconfidence 256 Information Technology Byte Revising Plans Never Ends for Craig Knouf 260 Ethics in Action NASA Focused on Changing Culture 266 Ethics in Action Learning, Creativity, and Social Responsibility at GlaxoSmithKline 275 Focus on Diversity Asking Different Questions and Providing Different Answers 277 Manager as a Person Omar Maden Creates a New Company 282 Management Insight How to Champion a Product at Ford 284 Management in Action Summary and Review 286 Management in Action Topics for Discussion and Action 288 Building Management Skills 288 Managing Ethically 289 Small Group Breakout Exercise 289 Exploring the World Wide Web 290 Be the Manager 290 BusinessWeek Case in the News: Five Offshore Practices That Pay Off 290 BusinessWeek Case in the News: Steering Patients through the System 292 Chapter Eight The Manager as a Planner and Strategist 294 A Manager?s Challenge Can Mattel?s Planners Help Barbie Compete with Bratz? 295 Topics Overview 297 Planning and Strategy 297 The Nature of the Planning Process 298 Why Planning Is Important 298 Levels of Planning 299 Levels and Types of Planning 301 Time Horizons of Plans 302 Standing Plans and Single-Use Plans 303 Scenario Planning 304 Determining the Organization?s Mission and Goals 305 Defining the Business 306 Establishing Major Goals 307 Formulating Strategy 307 SWOT Analysis 308 The Five Forces Model 311 Formulating Business-Level Strategies 312 Low-Cost Strategy 313 Differentiation Strategy 313 ?Stuck in the Middle? 314 Focused Low-Cost and Focused Differentiation Strategies 314 Formulating Corporate-Level Strategies 317 Concentration on a Single Industry 318 Vertical Integration 318 Diversification 320 International Expansion 323 Planning and Implementing Strategy 329 Examples Manager as a Person Douglas Conant Reheats Campbell Soup 309 Management Insight Different Ways to Compete in the Soft-Drink Business 315 Management Insight How to Make Related Diversification Work 321 Managing Globally How DHL Entered the U.S. Package Delivery Business 328 Management in Action Summary and Review 330 Management in Action Topics for Discussion and Action 331 Building Management Skills 331 Managing Ethically 331 Small Group Breakout Exercise 332 Exploring the World Wide Web 332 Be the Manager 332 BusinessWeek Case in the News: Lilly?s Labs Go Global 333 BusinessWeek Case in the News: Toyota: Way, Way Off-Road 333 Appendix How to Develop a Business Plan 336 Developing a Business Plan 336 Writing a Detailed Business Plan 337 Developing Your Own Business Plan 339 Chapter Nine Value-Chain Management: Functional Strategies for Competitive Advantage 340 A Manager?s Challenge Toyota?s Approach to Building Competitive Advantage 341 Topics Overview 343 Functional Strategies, the Value Chain, and Competitive Advantage 343 Functional Strategies and Value-Chain Management 345 Improving Responsiveness to Customers 347 What Do Customers Want? 348 Managing the Value Chain to Increase Responsiveness to Customers 349 Customer Relationship Management 350 Improving Quality 352 Total Quality Management 353 Improving Efficiency 356 Facilities Layout, Flexible Manufacturing, and Efficiency 356 Just-in-Time Inventory and Efficiency 360 Self-Managed Work Teams and Efficiency 362 Process Reengineering and Efficiency 362 Information Systems, the Internet, and Efficiency 363 Improving Innovation 364 Two Kinds of Innovation 364 Strategies to Promote Innovation and Speed Product Development 365 Managing the Value Chain: Some Remaining Issues 372 Boundary-Spanning Roles 372 Ethical Implications 374 Examples Information Technology Byte How CRM Helped Empire HealthChoice 351 Management Insight Citibank Uses TQM to Increase Customer Loyalty 354 Manager as a Person Paddy Hopkirk Improves Facilities Layout 358 Management Insight United Electric?s Kanban System 361 Management Insight How Google Encourages Innovation and Product Development 370 Ethics in Action The Human Cost of Improving Productivity 374 Management in Action Summary and Review 375 Management in Action Topics for Discussion and Action 377 Building Management Skills 377 Managing Ethically 378 Small Group Breakout Exercise 378 Exploring the World Wide Web 378 Be the Manager 379 BusinessWeek Case in the News: No One Does Lean Like the Japanese 379 Part Four Organizing and Controlling Chapter Ten Managing Organizational Structure and Culture 382 A Manager?s Challenge A Centralized, Military-Style Structure and Culture Transform Home Depot 383 Topics Overview 385 Designing Organizational Structure 385 The Organizational Environment 386 Strategy 387 Technology 387 Human Resources 388 Grouping Tasks into Jobs: Job Design 389 Job Enlargement and Job Enrichment 390 The Job Characteristics Model 391 Grouping Jobs into Functions and Divisions 392 Functional Structure 392 Divisional Structures: Product, Market, and Geographic 394 Matrix and Product Team Designs 399 Hybrid Structure 401 Coordinating Functions and Divisions 403 Allocating Authority 403 Integrating and Coordinating Mechanisms 410 Organizational Culture 412 Where Does Organizational Culture Come From? 414 Strong, Adaptive Cultures versus Weak, Inert Cultures 418 Examples Management Insight GlaxoSmithKline?s New Product Structure 396 Managing Globally How to Use Empowered Self-Managed Teams 407 Management Insight Microsoft Centralizes to Meet Google?s Challenge 409 Manager as a Person Sam Walton and Wal-Mart?s Culture 413 Management in Action Summary and Review 420 Management in Action Topics for Discussion and Action 421 Building Management Skills 421 Managing Ethically 422 Small Group Breakout Exercise 422 Exploring the World Wide Web 423 Be the Manager 424 BusinessWeek Case in the News: Information Technology: Stopping the Sprawl at HP 424 BusinessWeek Case in the News: The Art of Motivation 425 Chapter Eleven Organizational Control and Change 428 A Manager?s Challenge Microsoft Has Problems Controlling and Evaluating Its Employees 429 Topics Overview 431 What Is Organizational Control? 431 The Importance of Organizational Control 432 Control Systems and IT 433 The Control Process 435 Output Control 438 Financial Measures of Performance 439 Organizational Goals 441 Operating Budgets 442 Problems with Output Control 444 Behavior Control 446 Direct Supervision 446 Management by Objectives 449 Bureaucratic Control 450 Problems with Bureaucratic Control 454 Clan Control 455 Organizational Change 456 Lewin?s Force-Field Theory of Change 457 Evolutionary and Revolutionary Change 458 Managing Change 459 Examples Management Insight Making the Financial Figures Come Alive 440 Managing Globally Wal-Mart Uses Output Control to Expand Internationally 443 Manager as a Person Tom LaSorda Is Close to Chrysler?s Employees 447 Management Insight How to Kill Customer Satisfaction 452 Management Insight James Casey Creates a Culture for UPS 455 Management in Action Summary and Review 462 Management in Action Topics for Discussion and Action 463 Building Management Skills 463 Managing Ethically 464 Small Group Breakout Exercise 464 Exploring the World Wide Web 464 Be the Manager 465 BusinessWeek Case in the News: Cracking the Whip at Wyeth 465 BusinessWeek Case in the News: How Failure Breeds Success 467 Chapter Twelve Human Resource Management 476 A Manager?s Challenge Democracy in Action at Semco 471 Topics Overview 473 Strategic Human Resource Management 473 Overview of the Components of HRM 475 The Legal Environment of HRM 477 Recruitment and Selection 480 Human Resource Planning 480 Job Analysis 482 External and Internal Recruitment 482 The Selection Process 484 Training and Development 489 Types of Training 489 Types of Development 491 Transfer of Training and Development 493 Performance Appraisal and Feedback 493 Types of Performance Appraisal 494 Who Appraises Performance? 497 Effective Performance Feedback 499 Pay and Benefits 500 Pay Level 501 Pay Structure 501 Benefits 503 Labor Relations 504 Unions 504 Collective Bargaining 505 Examples Information Technology Byte IBM?s Global Researchers Help Corporate Customers Achieve Their Goals 474 Focus on Diversity Is It Age Discrimination? 478 Ethics in Action Background Checks on the Rise 485 Focus on Diversity Development through Mentoring 492 Ethics in Action Is CEO Pay Over the Top? 502 Management in Action Summary and Review 506 Management in Action Topics for Discussion and Action 508 Building Management Skills 508 Managing Ethically 508 Small Group Breakout Exercise 509 Exploring the World Wide Web 509 Be the Manager 510 BusinessWeek Case in the News: You Are What You Post 510 BusinessWeek Case in the News: The Struggle to Measure Performance 512 Part Five Leading Individuals and Groups Chapter Thirteen Motivation and Performance 516 A Manager?s Challenge Consistently Ranking as a Best Company to Work For: Tindell and Boone Inspire and Motivate at the Container Store 517 Topics Overview 519 The Nature of Motivation 519 Expectancy Theory 523 Expectancy 523 Instrumentality 524 Valence 524 Bringing It All Together 525 Need Theories 525 Maslow?s Hierarchy of Needs 526 Alderfer?s ERG Theory 527 Herzberg?s Motivator-Hygiene Theory 528 McClelland?s Needs for Achievement, Affiliation, and Power 529 Other Needs 529 Equity Theory 531 Equity 531 Inequity 532 Ways to Restore Equity 532 Goal-Setting Theory 534 Learning Theories 535 Operant Conditioning Theory 535 Social Learning Theory 539 Pay and Motivation 542 Basing Merit Pay on Individual, Group, or Organizational Performance 543 Salary Increase or Bonus? 543 Examples of Merit Pay Plans 544 Examples Ethics in Action McDonough Protects the Planet 520 Information Technology Byte High Motivation Rules at the SAS Institute 530 Managing Globally Learning from Others at Ritz-Carlton 540 Information Technology Byte Self-Management at Google 541 Management in Action Summary and Review 545 Management in Action Topics for Discussion and Action 547 Building Management Skills 547 Managing Ethically 548 Small Group Breakout Exercise 548 Exploring the World Wide Web 548 Be the Manager 549 BusinessWeek Case in the News: A Real Stake in Your Customers 549 BusinessWeek Case in the News: Open Season on Open Source? 550 Chapter Fourteen Leadership 554 A Manager?s Challenge Judy McGrath and MTV Networks 555 Topics Overview 557 The Nature of Leadership 557 Personal Leadership Style and Managerial Tasks 557 Leadership Styles Across Cultures 559 Power: The Key to Leadership 560 Empowerment: An Ingredient in Modern Management 564 Trait and Behavior Models of Leadership 565 The Trait Model 565 The Behavior Model 566 Contingency Models of Leadership 568 Fiedler?s Contingency Model 569 House?s Path-Goal Theory 571 The Leader Substitutes Model 574 Bringing It All Together 575 Transformational Leadership 576 Being a Charismatic Leader 577 Stimulating Subordinates Intellectually 577 Engaging in Developmental Consideration 578 The Distinction between Transformational and Transactional Leadership 578 Gender and Leadership 579 Emotional Intelligence and Leadership 581 Examples Ethics in Action John Mackey?s Personal Leadership Style 558 Manager as a Person Liane Pelletier Uses Her Expert Power in Alaska 562 Ethics in Action Consideration at Costco 566 Management Insight Supporting Creativity 573 Focus on Diversity Kathleen Ligocki Leads Tower Automotive 580 Management in Action Summary and Review 582 Management in Action Topics for Discussion and Action 584 Building Management Skills 585 Managing Ethically 585 Small Group Breakout Exercise 585 Exploring the World Wide Web 586 Be the Manager 586 BusinessWeek Case in the News: Making the Elephant Dance 586 BusinessWeek Case in the News: A Sister Act That?s Wowing Them 587 Chapter Fifteen Effective Groups and Teams A Manager?s Challenge Teams Work Wonders at Louis Vuitton and Nucor Corporation Topics Overview Groups, Teams, and Organizational Effectiveness Groups and Teams as Performance Enhancers Groups, Teams, and Responsiveness to Customers Teams and Innovation Groups and Teams as Motivators Types of Groups and Teams The Top-Management Team Research and Development Teams Command Groups Task Forces Self-Managed Work Teams Virtual Teams Friendship Groups Interest Groups Group Dynamics Group Size, Tasks, and Roles Group Leadership Group Development over Time Group Norms Group Cohesiveness Managing Groups and Teams for High Performance Motivating Group Members to Achieve Organizational Goals Reducing Social Loafing in Groups Helping Groups to Manage Conflict Effectively Examples Information Technology Byte Achieving Synergies by Identifying Expertise Information Technology Byte Pizza Teams Rule at Amazon Management Insight Teams Benefit from Deviance and Conformity at IDEO Ethics in Action Valero Energy?s Commitment to Employees Prevails in a Crisis Management in Action Summary and Review Management in Action Topics for Discussion and Action Building Management Skills Managing Ethically Small Group Breakout Exercise Exploring the World Wide Web Be the Manager BusinessWeek Case in the News: The Hardest Job in Silicon Valley BusinessWeek Case in the News: Seagate?s Morale-athon Part Six Managing Critical Organizational Processes Chapter Sixteen Promoting Effective Communication A Manager?s Challenge Jong-Yong Yun Reaps the Benefits of Face-to-Face Communication at Samsung Electronics Topics Overview Communication and Management The Importance of Good Communication The Communication Process The Role of Perception in Communication The Dangers of Ineffective Communication Information Richness and Communication Media Face-to-Face Communication Spoken Communication Electronically Transmitted Personally Addressed Written Communication Impersonal Written Communication Communication Networks Communication Networks in Groups and Teams Organizational Communication Networks External Networks Information Technology and Communication The Internet Intranets Groupware and Collaboration Software Communication Skills for Managers Communication Skills for Managers as Senders Communication Skills for Managers as Receivers Understanding Linguistic Styles Examples Managing Globally Global Communication Enables Global Innovation Management Insight When Face-to-Face Communication Is Best Ethics in Action Monitoring E-mail and Internet Usage Information Technology Byte Wikis to the Rescue Management in Action Summary and Review Management in Action Topics for Discussion and Action Building Management Skills Managing Ethically Small Group Breakout Exercise Exploring the World Wide Web Be the Manager BusinessWeek Case in the News: The Office Chart That Really Counts BusinessWeek Case in the News: You: The Brand Chapter Seventeen Managing Conflict, Politics, and Negotiation A Manager?s Challenge Bridging Cultures and Mind-Sets at Toyota Topics Overview Organizational Conflict Types of Conflict Sources of Conflict Conflict Management Strategies Negotiation Distributive Negotiation and Integrative Bargaining Strategies to Encourage Integrative Bargaining Organizational Politics The Importance of Organizational Politics Political Strategies for Gaining and Maintaining Power Political Strategies for Exercising Power Examples Management Insight Keeping Interpersonal Conflict from Getting Out of Hand Information Technology Byte Computerized Negotiations Ethics in Action Everyone Is a Winner at El Faro Management in Action Summary and Review Management in Action Topics for Discussion and Action Building Management Skills Managing Ethically Small Group Breakout Exercise Exploring the World Wide Web Be the Manager BusinessWeek Case in the News: Inside the Coup at Nike BusinessWeek Case in the News: Mickey D's McMakeover Chapter Eighteen Using Advanced Information Technology to Increase Performance A Manager?s Challenge Bricks, Clicks, or Bricks-and-Clicks Supermarkets? Topics Overview Information and the Manager?s Job Attributes of Useful Information What Is Information Technology? Information and Decisions Information and Control Information and Coordination The IT Revolution The Effects of Advancing IT IT and the Product Life Cycle Computer Networks Types of Management Information Systems The Organizational Hierarchy: The Traditional Information System Transaction-Processing Systems Operations Information Systems Decision Support Systems Artificial Intelligence and Expert Systems Enterprise Resource Planning Systems E-Commerce Systems The Impact and Limitations of Information Technology Strategic Alliances, B2BNetwork Structures, and IT Flatter Structures and Horizontal Information Flows Limitations of IT Examples Management Insight Herman Miller?s Office of the Future Management Insight IBM?s ?Business-on-Demand? IT Manager as a Person How Judy Lewent Became One of the Most Powerful Women in Corporate America Information Technology Byte SAP?s ERP System Information Technology Byte Information Flows at Tel Co. and Soft Co. Management in Action Summary and Review Management in Action Topics for Discussion and Action Building Management Skills Managing Ethically Small Group Breakout Exercise Exploring the World Wide Web Be the Manager BusinessWeek Case in the News: The Quickening of Nissan BusinessWeek Case in the News: FedEx: Taking Off Like ?a Rocket Ship? Glossary Credits Index
Library of Congress Subject Headings for this publication: