Table of contents for Management : a practical introduction / Angelo Kinicki, Brian K. Williams.

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contents
A One-Minute Guide to Success in This Class 1
part 1 Introduction 2
chapter 1
The Exceptional Manager: What You Do, How You Do It 2
1.1	Management: What It Is, What Its Benefits Are 4
	The Art of Management Defined 4
	Why Organizations Value Managers: The Multiplier Effect 6
	Financial Rewards of Being a Star Manager 6
	Psychological Rewards of Being a Manager 7
1.2	Six Challenges to Being a Star Manager 8
	Challenge #1: Managing for Competitive Advantage?Staying Ahead of Rivals 
8
	Challenge #2: Managing for Diversity?The Future Won?t Resemble the Past 9
	Challenge #3: Managing for Globalization?The Expanding Management Universe 
10
	Challenge #4: Managing for Information Technology 10
	Challenge #5: Managing for Ethical Standards 11
	Challenge #6: Managing for Your Own Happiness & Life Goals 11
1.3	What Managers Do: The Four Principal Functions 12
	Planning: Discussed in Part 3 of This Book 12
	Organizing: Discussed in Part 4 of This Book 13
	Leading: Discussed in Part 5 of This Book 13
	Controlling: Discussed in Part 6 of This Book 13
1.4	Pyramid Power: Levels & Areas of Management 14
	The Traditional Management Pyramid: Levels & Areas 14
	Three Levels of Management 14
	Areas of Management: Functional Managers versus General Managers 16
	Managers for Three Types of Organizations: For-Profit, Nonprofit, Mutual-
Benefit 17
1.5	Roles Managers Must Play Successfully 18
	The Manager?s Roles: Mintzberg?s Useful Findings 18
	Three Types of Managerial Roles 20
1.6	The Skills Star Managers Need 22
	Technical Skills?The Ability to Perform a Specific Job 22
	Conceptual Skills?The Ability to Think Analytically 22
	Human Skills?The Ability to Interact Well with People 22
	Learning Portfolio 24
	Taking Something Practical Away from This Chapter: Getting Control of Your 
Time?Dealing with the Information Deluge in College & in Your Career 24, Key 
Terms Used in This Chapter 27, Summary 27, Management in Action 28, 
Self-
Assessment 29, Group Exercise 30, Ethical Dilemma 30, Video Case 31
chapter 2
Management Theory: Essential Background for The Successful Manager 32
2.1	Evolving Viewpoints: How We Got to Today?s Management Outlook 34
	Is Management an Art or a Science? 34
	Two Overarching Perspectives about Management & Four Practical Reasons for 
Studying Them 34
2.2	Classical Viewpoint: Scientific & Administrative Management 36
	Scientific Management: Pioneered by Taylor & the Gilbreths 37
	Administrative Management: Pioneered by Fayol & Weber 38
	The Problem with the Classical Viewpoint: Too Mechanistic 39
2.3	Behavioral Viewpoint: Behaviorism, Human Relations, & Behavioral Science 
40
	The Early Behaviorists: Pioneered by Munsterberg, Follett, & Mayo 40
	The Human Relations Movement: Pioneered by Maslow & McGregor 42
	The Behavioral Science Approach 43
2.4	Quantitative Viewpoints: Management Science & Operations Management 44
	Management Science: Using Mathematics to Solve Management Problems 44
	Operations Management: Helping Organizations Deliver Products or Services 
More 
Effectively 45
2.5	Systems Viewpoint 46
	The Systems Viewpoint 46
	The Four Parts of a System 46
2.6	Contingency Viewpoint 50
2.7	Quality-Management Viewpoint 52
	Quality Control & Quality Assurance 52
	Total Quality Management: Creating an Organization Dedicated to Continuous 
Improvement 53
2.8	The Learning Organization 54
	The Learning Organization: Handling Knowledge & Modifying Behavior 54
	How to Build a Learning Organization: Three Roles Managers Play 54
	Learning Portfolio 56
	Key Terms Used in This Chapter 56, Summary 56, Management in 
Action 58, 
Self-Assessment 60, Group Exercise 61, Ethical Dilemma 62, Video 
Case 63
part 2
The Environment of Management 64
chapter 3
The Manager?s Changing Work Environment & Responsibilities 64
3.1	The Community of Stakeholders Inside the Organization 66
	Internal & External Stakeholders 67
	Internal Stakeholders 67
3.2	The Community of Stakeholders Outside the Organization 70
	The Task Environment 70
	The General Environment 74
3.3	The Ethical Responsibilities Required of You as a Manager 76
	Defining Ethics & Values 76
	Four Approaches to Deciding Ethical Dilemmas 77
	How Organizations Can Promote Ethics 78
3.4	The Social Responsibilities Required of You as a Manager 80
	Is Social Responsibility Worthwhile? Opposing & Supporting Viewpoints 81
	Four Managerial Approaches to Social Responsibility 82
	Bottom Line: Does Being Good Pay Off Financially? 83
3.5	The New Diversified Workforce 84
	How to Think about Diversity: Which Differences Are Important? 84
	Trends in Workforce Diversity 86
	Barriers to Diversity 88
3.6	The Entrepreneurial Spirit 90
	Entrepreneurship Defined: Taking Risks in Pursuit of Opportunity 90
	Learning Portfolio 94
	Key Terms Used in This Chapter 94, Summary 94, Management in 
Action 96, 
Self-Assessment 97, Group Exercise 98, Ethical Dilemma 99, Video 
Case 99
chapter 4
Global Management: Managing Across Borders 100
4.1	Globalization: The Collapse of Time & Distance 102
	The Rise of the ?Global Village? & Electronic Commerce 102
	One Big World Market: The Global Economy 103
	Cross-Border Business: The Rise of Both Megamergers & Minifirms Worldwide 
104
4.2	You & International Management 110
	Why Learn About International Management? 106
	The Successful International Manager: Geocentric, Not Ethnocentric or 
Polycentric 
106
4.3	Why & How Companies Expand Internationally 110
	Why Companies Expand Internationally 110
	How Companies Expand Internationally 112
4.4	Economic & Political-Legal Differences 116
	Economic Differences: Adjusting to Other Countries? Economies 116
	Political-Legal Differences: Adjusting to Other Countries? Governments & 
Laws 118
4.5	The World of Free Trade: Regional Economic Cooperation 120
	Barriers to International Trade 120
	Organizations Promoting International Trade 121
	Major Trading Blocs: NAFTA, EU, ASEAN, & Mercosur 122
	Most Favored Nation Trading Status 123
4.6	The Importance of Understanding Cultural Differences 124
	The Importance of National Culture 124
	What Are Different Cultural Perceptions of Language, Nonverbal 
Communication, 
Time Orientation, & Religion? 125
	LEARNING PORTFOLIO 130
	Key Terms Used in This Chapter 130, Summary 130, Management in 
Action 
132, Self-Assessment 134, Group Exercise 135, Ethical Dilemma 136, 
Video 
Case 137
part 3 Planning 138
chapter 5
Planning: The Foundation of Successful Management 138
5.1	Planning & Uncertainty 140
	Why Not Plan? 140
	How Planning Helps You: Four Benefits 141
	Three Types of Uncertainty: State, Effect, & Response 142
	How Organizations Respond to Uncertainty 143
5.2	Fundamentals of Planning 144
	Mission & Vision Statements 145
	Three Types of Planning for Three Levels of Management: Strategic, 
Tactical, & 
Operational 146
	Goals & Action Plans 147
	Setting SMART Goals 148
5.3	The Planning/Control Cycle 150
5.4	Promoting Goal Setting: Management by Objectives 152
	What Is MBO? The Four-Step Process for Motivating Employees 152
	Cascading Objectives: MBO from the Top Down 153
5.5	Project Planning 154
	Why Project Planning Is Important Today 154
	The Project Life Cycle: The Predictable Evolution of a Project 156
	The Importance of Project Deadlines 158
	LEARNING PORTFOLIO 160
	Key Terms Used in This Chapter 160, Summary 160, Management in 
Action 
161, Self-Assessment 162, Group Exercise 164, Ethical Dilemma 165, 
Video 
Case 165
chapter 6
Strategic Management: How Star Managers Realize a Grand Design 168
6.1	The Dynamics of Strategic Planning 170
	Strategy, Strategic Management, & Strategic Planning: What They Are, Why 
They?re 
Important 171
	Why Strategic Management & Strategic Planning Are Important 171
	Does Strategic Management Work for Small as Well as Large Firms? 173
6.2	The Strategic Management Process 174
	The Five Steps of the Strategic Management Process 175
6.3	Establishing the Grand Strategy 180
	SWOT Analysis 180
	Forecasting: Predicting the Future 182
6.4	Formulating Strategy 184
	Porter?s Four Competitive Strategies 184
	The Product Life Cycle: Different Stages Require Different Strategies 186
	Single Product Strategy versus Diversification Strategy 188
	Competitive Intelligence 189
6.5	Carrying Out & Controlling Strategy 190
	The Balanced Scorecard 190
	Measurement Management 192
	The Feedback Loop 193
	Learning Portfolio 194
	Key Terms Used in This Chapter 194, Summary 194, Management in 
Action 
195, Self-Assessment 197, Group Exercise 198, Ethical Dilemma 199, 
Video 
Case 199
chapter 7
Individual & Group Decision Making: How Managers Make Things Happen 202
7.1	The Nature of Decision Making 204
	Decision Making Defined 204
	Types of Decisions: Programmed versus Nonprogrammed 205
	General Decision-Making Styles: Directive, Analytical, Conceptual, 
Behavioral 206
7.2	Two Kinds of Decision Making: Rational & Nonrational 208
	Rational Decision Making: Managers Should Make Logical & Optimum Decisions 
208
	Stage 1: Identify the Problem or Opportunity?Determining the Actual versus 
the 
Desirable 209
	Stage 2: Think Up Alternative Solutions?Both the Obvious & the Creative 
209
	Stage 3: Evaluate Alternatives & Select a Solution?Ethics, Feasibility, & 
Effectiveness 209
	Stage 4: Implement & Evaluate the Solution Chosen 210
	What?s Wrong with the Rational Model? 211
	Nonrational Decision Making: Managers Find It Difficult to Make Optimum 
Decisions 
212
	Making Better Decisions through Knowledge Management 213
7.3	Making Ethical Decisions 214
	Road Map to Ethical Decision Making: A Decision Tree 214
	Applying the Ethical Decision Tree 215
	General Moral Principles for Managers 216
7.4	Group Decision Making: How to Work with Others 218
	Advantages & Disadvantages of Group Decision Making 218
	What Managers Need to Know About Groups & Decision Making 219
	Participative Management: Involving Employees in Decision Making 220
	Group Problem-Solving Techniques: Reaching for Consensus 221
	More Group Problem-Solving Techniques 222
7.5	How to Overcome Barriers to Decision Making 224
	How Do Individuals Respond to a Decision Situation? Ineffective & 
Effective 
Responses 224
	Four Common Decision-Making Biases: Rules of Thumb or ?Heuristics? 226
	LEARNING PORTFOLIO 230
	Key Terms Used in This Chapter 230, Summary 230, Management in 
Action 
232, Self-Assessment 233, Group Exercise 234, Ethical Dilemma 235, 
Video 
Case 236
part 4 Organizing 238
chapter 8
Organizational Culture, Structure, & Design: Building Blocks of the Organization 
238
8.1	What Kind of Organizational Culture Will You Be Operating In? 240
	What Is an Organizational Culture? 240
	The Two Levels of Culture: Invisible & Visible 241
	The Importance of Culture 242
8.2	What Is an Organization? 244
	The Organization: Three Types 244
	The Organization Chart 246
8.3	The Major Elements of an Organization 248
	Common Elements of an Organization: Four Proposed by Edgar Schein 248
	Common Elements of Organizations: Three More That Most Authorities Agree 
On 
249
8.4	Basic Types of Organizational Structures 252
	The Simple Structure: For the Small Firm 252
	The Functional Structure: Grouping by Similar Work Specialties 252
	The Divisional Structure: Grouping by Similarity of Purpose 254
	The Conglomerate Structure: Grouping by Industry 255
	The Hybrid Structure: Functional & Divisional Used within the Same 
Organization 
256
	The Matrix Structure: A Grid of Functional & Divisional for Two Chains of 
Command 
256
	The Team-Based Structure: Eliminating Functional Barriers to Solve 
Problems 257
	The Network Structure: Connecting a Central Core to Outside Firms by 
Computer 
Connections 259
8.5	Contingency Design: Factors in Creating the Best Structure 260
	The Environment: Mechanistic versus Organic Organizations?the Burns & 
Stalker 
Model 260
	The Environment: Differentiation versus Integration?the Lawrence & Lorsch 
Model 
262
	Size: The Larger the Organization, the More Mechanistic 263
	Technology: Small-Batch, Large-Batch, or Continuous-Process?Woodward?s 
Model 
263
	Life Cycle: Four Stages in the Life of an Organization 264
8.6	Toward Building a Learning Organization 266
	Why Organizations Might Resist Learning 266
	The New Paradigm: ?We?re All Stakeholders? 267
	Learning Portfolio 268
	Key Terms Used in This Chapter 268, Summary 268, Management in 
Action 
270, Self-Assessment 271, Group Exercise 272, Ethical Dilemma 273, 
Video 
Case 274
chapter 9
Human Resource Management: Getting the Right People for Managerial Success 
276
9.1	Strategic Human Resource Management 278
	Human Resource Management: Managing an Organization?s Most Important 
Resource 278
	Planning the Human Resources Needed 279
9.2	The Legal Requirements of Human Resource Management 282
	Labor Relations 282
	Compensation & Benefits 282
	Health & Safety 282
	Equal Employment Opportunity 282
9.3	Recruitment & Selection: Putting the Right People into the Right Jobs 284
	Recruitment: How to Attract Qualified Applicants 284
	Selection: How to Choose the Best Person for the Job 286
9.4	Orientation, Training, & Development 290
	Orientation: Helping Newcomers Learn the Ropes 290
	Training & Development: Helping People Perform Better 291
9.5	Performance Appraisal 294
	Defining Performance Appraisal 294
	Who Should Make Performance Appraisals? 295
	Effective Performance Feedback 297
9.6	Managing an Effective Workforce: Compensation & Benefits 298
	Wages or Salaries 298
	Incentives 298
	Benefits 298
9.7	Other Concerns in Managing an Effective Workforce 300
	Managing Promotions, Transfers, Disciplining, & Dismissals 300
	Maintaining Effective Relationships with Employees 302
	Learning Portfolio 304
	Key Terms Used in This Chapter 304, Summary 304, Management in 
Action 
306, Self-Assessment 307, Group Exercise 309, Ethical Dilemma 310, 
Video 
Case 311
chapter 10
Organizational Change & Innovation: Life-Long Challenges for the Exceptional 
Manager 314
10.1	The Nature of Change in Organizations 316
	Fundamental Change: What Will You Be Called Upon to Deal With? 316
	Two Types of Change: Reactive versus Proactive 316
	The Forces for Change: Outside & Inside the Organization 318
	Areas in Which Change Is Often Needed: People, Technology, Structure, & 
Strategy 
320
10.2	The Threat of Change: Managing Employee Fear & Resistance 322
	The Degree to Which Employees Fear Change: From Least Threatening to Most 
Threatening 322
	Lewin?s Change Model: Unfreezing, Changing, & Refreezing 323
	Kotter?s Eight Steps for Leading Organizational Change 324
10.3	Organization Development: What It Is, What It Can Do 326
	What Can OD Be Used For? 326
	Characteristics of OD 327
	How OD Works 327
	The Effectiveness of OD 328
10.4	Promoting Innovation within the Organization 330
	Types of Innovation: Product or Process, Incremental or Radical 330
	Four Characteristics of Innovation 331
	Celebrating Failure: Cultural & Other Factors Encouraging Innovation 332
	How You Can Foster Innovation: Three Steps 334
	Learning Portfolio 336
	Key Terms Used in This Chapter 336, Summary 336, Management in 
Action 
337, Self-Assessment 338, Group Exercise 339, Ethical Dilemma 341, 
Video 
Case 341
part 5 Leading 344
chapter 11
Managing Individual Differences & Behavior 344
11.1	Values, Attitudes, & Behavior 346
	Organizational Behavior: Trying to Explain & Predict Workplace Behavior 
346
	Values: What Are Your Consistent Beliefs & Feelings about All Things? 346
	Attitudes: What Are Your Consistent Beliefs & Feelings about Specific 
Things? 347
	Behavior: How Values & Attitudes Affect People?s Actions & Judgments 349
11.2	Work-Related Attitudes & Behaviors Managers Need to Deal With 350
	Work-Related Attitudes: Job Satisfaction, Job Involvement, & 
Organizational 
Commitment 350
	Important Workplace Behaviors 351
11.3	Personality & Individual Behavior 352
	The Big Five Personality Dimensions 352
	Four Traits Important in Organizations 353
11.4	Perception & Individual Behavior 356
	The Four Steps in the Perceptual Process 356
	Three Distortions in Perception 356
	The Self-Fulfilling Prophecy, or Pygmalion Effect 359
	Causal Attributions 360
11.5	Understanding Stress & Individual Behavior 362
	What Is Stress? 362
	The Sources of Job-Related Stress: Individual Tasks & Roles, Groups, 
Organizations, 
& Nonwork Factors 363
	The Consequences of Stress 364
	Reducing Stressors in the Organization 365
	Learning Portfolio 366
	Key Terms Used in This Chapter 366, Summary 366, Management in 
Action 
368, Self-Assessment 369, Group Exercise 370, Ethical Dilemma 371, 
Video 
Case 372
chapter 12
Motivating Employees: Achieving Superior Performance in the Workplace 374
12.1	Motivating for Performance 376
	Motivation: What It Is, Why It?s Important 376
	The Three Major Perspectives on Motivation: Overview 377
12.2	Need-Based Perspectives on Employee Motivation 378
	Maslow?s Hierarchy of Needs Theory: Five Levels 378
	Herzberg?s Two-Factor Theory: From Dissatisfying Factors to Satisfying 
Factors 380
	McClelland?s Acquired Needs Theory: Achievement, Affiliation, & Power 382
12.3	Process Perspectives on Employee Motivation 384
	Expectancy Theory: How Much Do You Want & How Likely Are You to Get It? 
384
	Equity Theory: How Fairly Do You Think You?re Being Treated in Relation to 
Others? 387
	Goal-Setting Theory: Objectives Should Be Specific & Challenging but 
Achievable 
389
12.4	Reinforcement Perspectives on Motivation 390
	The Four Types of Reinforcement: Positive, Negative, Extinction, & 
Punishment 390
	Using Reinforcement to Motivate Employees 392
12.5	Motivation Through Job Design 394
	Fitting Jobs to People 394
	The Job Characteristics Model: Five Job Attributes for Better Work 
Outcomes 395
12.6	Using Compensation & Other Rewards to Motivate 398
	Motivation & Compensation 398
	Nonmonetary Ways of Motivating Employees 399
	LEARNING PORTFOLIO 402
	Key Terms Used in This Chapter 402, Summary 402, Management in 
Action 
404, Self-Assessment 405, Group Exercise 406, Ethical Dilemma 407, 
Video 
Case 408
chapter 13
Groups & Teams: From Conflict to Cooperation 410
13.1	Managing Conflict 412
	The Nature of Conflict: Disagreement Is Normal 412
	Can Too Little or Too Much Conflict Affect Performance? 413
	Seven Causes of Conflict 414
	How to Stimulate Constructive Conflict 416
13.2	Teamwork: Cornerstone of Progressive Management 418
	More Teamwork: The Change Today?s Employees Need to Make 418
	Why Teamwork Matters 419
13.3	Groups versus Teams 420
	Groups & Teams: How Do They Differ? 420
	Formal versus Informal Groups 421
	Work Teams for Four Purposes: Advice, Production, Project, & Action 421
	Two Types of Teams in Action: Quality Circles Compared with Self-Managed 
Teams 
422
13.4	Stages of Group & Team Development 426
	Stage 1: Forming??Why Are We Here?? 426
	Stage 2: Storming??Why Are We Fighting Over Who Does What & Who?s in 
Charge?? 426
	Stage 3: Norming??Can We Agree on Roles & Work as a Team?? 427
	Stage 4: Performing??Can We Do the Job Properly?? 427
	Stage 5: Adjourning??Can We Help Members Transition Out?? 427
13.5	Building Effective Teams 428
	Performance Goals & Feedback 428
	Motivation through Mutual Accountability 429
	Size: Small Teams or Large Teams? 429
	Roles: How Team Members Are Expected to Behave 430
	Norms: Unwritten Rules for Team Members 431
	Cohesiveness: The Importance of Togetherness 432
	Groupthink: When Peer Pressure Discourages ?Thinking Outside the Box? 433
	LEARNING PORTFOLIO 436
	Key Terms Used in This Chapter 436, Summary 436, Management in 
Action 
437, Self-Assessment 438, Group Exercise 440, Ethical Dilemma 441, 
Video 
Case 441
chapter 14
Power, Influence, & Leadership: From Becoming a Manager to Becoming a Leader 
442
14.1	The Nature of Leadership: Wielding Influence 444
	Managers & Leaders: Not Always the Same 444
	Five Sources of Power 445
	Leadership & Influence: Using Persuasion to Get Your Way at Work 446
	Five Approaches to Leadership 448
14.2	Trait Approaches: Do Leaders Have Distinctive Personality Characteristics? 
450
	Three Trait Perspectives: Kouzes & Posner, Brossidy, & Goleman 450
	Judge?s Research: Is Personality More Important Than Intelligence in 
Leadership? 
452
	Gender Studies: Do Women Have Traits That Make Them Better Leaders? 452
14.3	Behavioral Approaches: Do Leaders Show Distinctive Patterns of Behavior? 
454
	The University of Michigan Leadership Model & the Ohio State Leadership 
Model 
454
	Blake & Mouton?s Managerial/Leadership Grid Model: Concern for Both 
Production 
& People 455
14.4	Contingency Approaches: Does Leadership Vary with the Situation? 458
	The Contingency Leadership Model: Fiedler?s Approach 458
	The Path?Goal Leadership Model: House?s Approach 459
	The Situational Leadership Model: Hersey & Blanchard?s Approach 462
14.5	The Full-Range Approach: Uses of Transactional & Transformational 
Leadership 
464
	Transactional versus Transformational Leaders 464
	The Best Leaders Are Both Transactional & Transformational 465
	Implications of Transformational Leadership for Managers 466
14.6	Five Additional Perspectives 468
	Shared Leadership 468
	Servant Leadership: Meeting the Goals of Followers & Organization, Not of 
Oneself 
468
	Leading for Loyalty: Six Principles for Generating Faithful Employees, 
Customers, & 
Investors 469
	Level 5 Leadership 471
	E-Leadership: Managing for Global Networks 472
	LEARNING PORTFOLIO 474
	Key Terms Used in This Chapter 474, Summary 474, Management in 
Action 
476, Self-Assessment 478, Group Exercise 479, Ethical Dilemma 481, 
Video 
Case 481
chapter 15
Interpersonal & Organizational Communication 482
15.1	The Communication Process: What It Is, How It Works 484
	Communication Defined: The Transfer of Information & Understanding 484
	How the Communication Process Works 485
	Selecting the Right Medium for Effective Communication 486
15.2	Barriers to Communication 488
	Physical Barriers: Sound, Time, Space, & So On 489
	Semantic Barriers: When Words Matter 489
	Personal Barriers: Individual Attributes That Hinder Communication 491
	Nonverbal Communication 492
	Gender-Related Communication Differences 493
15.3	How Managers Fit into the Communication Process 496
	Formal Communication Channels: Up, Down, Sideways, & Outward 496
	Informal Communication Channels 498
15.4	Communication in the Information Age 500
	Communications Tools of Information Technology: Offspring of the Internet 
500
	Dealing with Information Overload 503
15.5	Improving Communication Effectiveness 504
	Being an Effective Listener 504
	Being an Effective Reader 505
	Being an Effective Writer 507
	Being an Effective Speaker 508
	Learning Portfolio 510
	Key Terms Used in This Chapter 510, Summary 510, Management in 
Action 
511, Self-Assessment 512, Group Exercise 515, Ethical Dilemma 516, 
Video 
Case 517
part 6 Control 518
chapter 16
Control: Techniques for Enhancing Organizational Effectiveness 518
16.1	Managing for Productivity 520
	What Is Productivity? 520
	Why Increasing Productivity Is Important 521
16.2	Control: When Managers Monitor Performance 522
	Why Is Control Needed? 522
	Steps in the Control Process 524
	Types of Control: Feedforward, Concurrent, & Feedback 526
16.3	Levels, Areas, & Styles of Control 528
	Levels of Control: Strategic, Tactical, & Operational 528
	Areas of Control: Physical, Human, Informational, & Financial 529
	Styles of Implementing Controls: Bureaucratic, Market, & Clan 530
16.4	Some Financial Tools for Control 532
	Budgets: Formal Financial Projections 532
	Financial Statements: Summarizing the Organization?s Financial Status 534
	Ratio Analysis: Indicators of an Organization?s Financial Health 534
	Audits: External versus Internal 534
16.5	Total Quality Management 536
	Core TQM Principles: Deliver Customer Value & Strive for Continuous 
Improvement 
536
	Some TQM Techniques 538
16.6	Managing Control Effectively 542
	The Keys to Successful Control 542
	Barriers to Control Success 543
	Finale: Some Life Lessons 545
	LEARNING PORTFOLIO 546
	Key Terms Used in This Chapter 546, Summary 546, Management in 
Action 
548, Self-Assessment 549, Group Exercise 550, Ethical Dilemma 551, 
Video 
Case 552
Appendix
The Project Planner?s Toolkit: Flowcharts, Gantt Charts, & Break-Even Analysis 
A 
1
	Tool #1: Flowcharts?for Showing Event Sequences & Alternate Decision 
Scenarios 
A2
	Tool #1: Gantt Charts?Visual Time Schedules for Work Tasks A4
	Tool #3: Break-Even Analysis?How Many Items Should You Sell to Turn a 
Profit? 
A6
Chapter Notes CN1
Glossary G1
Credits CR1
Name Index I1
Company & Organization Index I5
Subject Index I9

Library of Congress Subject Headings for this publication:

Management.