PART ONE THE BASIS OF GLOBAL MANAGEMENT THEORY AND PRACTICE

1.Management：Science，Theory，and Practice

Definition of Management：Its Nature and Purpose

Managing：Science or Art？

The Evolution of Management Thought

International Perspective：The Wisdom of Peter Drucker

Patterns of Management Analysis：A Management Theory Jungle？

The Systems Approach to the Management Process

The Functions of Managers

The Systems Model of Management and the Organization of this Book

Summary

Key Ideas and Concepts for Review

For Discussion

Exercises/Action Steps

Internet Research

International Case：McDonald’s—Serving Fast Food Around the World

References

2.Management and Society：The External Environment，Social Responsibility，and Ethics

Operating in a Pluralistic Society

The Technological Environment

The Ecological Environment

The Social Responsibility of Managers

Ethics in Managing

Trust as the Basis for Change Management

Summary

Key Ideas and Concepts for Review

For Discussion

Exercises/Action Steps

Internet Research

International Case：Spirituality in the Workplace

References

3.Global，Comparative，and Quality Management

International Management and Multinational Corporations

Country Alliances and Economic Blocs

International Management：Cultural and Country Differences

Porter’s Competitive Advantage of Nations

Gaining a Global Competitive Advantage through Quality Management

Summary

Key Ideas and Concepts for Review

For Discussion

Exercise/Action Steps

Internet Research

Entrepreneurial Case：Starbucks—Quality Plus Social Conscious Sells Around the World

References

Part One Closing：The Basis of Global and Entrepreneurial Management

International Focus：China—The New Economic Giant

Entrepreneurial Focus：Silicon Valley and the Environment of Entrepreneurial Management

Global Car Industry Case：The Car Market in the New Europe

References

PART TWO PLANNING

4.Essentials of Planning and Managing by Objectives

Types of Plans

Steps in Planning

Objectives

Evolving Concepts in Management by Objectives

Summary

Key Ideas and Concepts for Review

For Discussion

Exercise/Action Steps

Internet Research

International Case：Developing Verifiable Goals

References

5.Strategies，Policies，and Planning Premises

The Nature and Purpose of Strategies and Policies

The Strategic Planning Process

The TOWS Matrix：A Modem Tool for Analysis of the Situation

Blue Ocean Strategy：In Pursuit of Opportunities in an Uncontested Market

The Portfolio Matrix：A Tool for Allocating Resources

Major Kinds of Strategies and Policies

Hierarchy of Company Strategies

Porter’s Industry Analysis and Generic Competitive Strategies

Premising and Forecasting

Summary

Key Ideas and Concepts for Review

For Discussion

Exercises/Action Steps

Internet Research

International Case：The Road Ahead for Shanghai Volkswagen

References

6.Decision Making

The Importance and Limitations of Rational Decision Making

Development of Alternatives and the Limiting Factor

Evaluation of Alternatives

Selecting an Alternative：Three Approaches

Programmed and Nonprogrammed Decisions

Decision Making under Certainty，Uncertainty，and Risk

Creativity and Innovation

Summary

Key Ideas and Concepts for Review

For Discussion

Exercises/Action Steps

Internet Research

International Case：Carrefour—Which Way to Go？

References

Part Two Closing：Global and Entrepreneurial Planning

International Focus：A TOWS Analysis of the Competitive Advantages and Disadvantages of Germany

Entrepreneurial Focus：Writing a Business Plan for an Entrepreneurial Venture

Global Car Industry Case：The Daimler-Chrysler Merger：A New World Order？

References

PART THREE ORGANIZING

7.The Nature of Organizing，Entrepreneuring，and Reengineering

Formal and Informal Organizations

Organizational Division：The Department

Organizational Levels and the Span of Management

An Organizational Environment for Entrepreneuring and Intrapreneuring

Reengineering the Organization

The Structure and Process of Organizing

Basic Questions for Effective Organizing

Summary

Key Ideas and Concepts for Review

For Discussion

Exercises/Action Steps

Internet Research

International Case：Reengineering the Business Process at Procter ＆ Gamble

References

8.Organization Structure：Departmentation

Departmentation byEnterprise Function

Departmentation by Territory or Geography

Departmentation by Customer Group

Departmentation by Product

Matrix Organization

Strategic Business Units

Organization Structures for the Global Environment

The Virtual Organization

The Boundaryless Organization

Choosing the Pattern of Departmentation

Summary

Key Ideas and Concepts for Review

For Discussion

Exercises/Action Steps

Internet Research

International Case：The Restructuring of Daimler-Benz

References

9.Line/Staff Authority，Empowerment，and Decentralization

Authority and Power

Empowerment

Line/Staff Concepts and Functional Authority

Decentralization of Authority

Delegation of Authority

The Art of Delegation

Recentralization of Authority and Balance as the Key to Decentralization

Summary

Key Ideas and Concepts for Review

For Discussion

Exercises/Action Steps

Internet Research

International Case：Ford’s European Organization Changes Strategy

References

10.Effective Organizing and Organization Culture

Avoiding Mistakes in Organizing by Planning

Avoiding Organizational Inflexibility

Making Staff Work Effective

Avoiding Conflict by Clarification

Ensuring Understanding of Organizing

Promoting an Appropriate Organization Culture

Summary

Key Ideas and Concepts for Review

For Discussion

Exercise/Action Steps

Internet Research

International Case：Restructuring at Korea’s Daewoo

References

Part Three Closing：Global and Entrepreneurial Organizing

International Focus：Organizing for Quality Service in Europe，North America，and Japan

Entrepreneurial Focus：Legal Forms of Organization and Intellectual Property of New Ventures

Global Car Industry Case：How the Lexus Was Bom—and Continued Its Success in the United States，but will Lexus Succeed in Japan？

References

PART FOUR STAFFING

11.Human Resource Management and Selection

Definition of Staffing

The Systems Approach to Human Resource Management：An Overview of the Staffing Function

Situational Factors Affecting Staffing

Selection：Matching the Person with the Job

The Systems Approach to Selection：An Overview

Position Requirements and Job Design

Skills and Personal Characteristics Needed in Managers

Matching Qualifications with Position Requirements

Selection Process，Techniques，and Instruments

Orienting and Socializing New Employees

Managing Human Resources While Moving Toward 2020

Summary

Key Ideas and Concepts for Review

For Discussion

Exercises/Action Steps

Internet Research

International Case：Trials and Challenges for Mr.Barrett at Intel

References

12.Performance Appraisal and Career Strategy

Choosing Appraisal Criteria

Appraising Managers against Verifiable Objectives

Appraising Managers as Managers：A Suggested Program

A Team Evaluation Approach

Application of Performance Review Software

Rewards and Stress of Managing

Formulating the Career Strategy

Summary

Key Ideas and Concepts for Review

For Discussion

Exercises/Action Steps

Internet Research

International Case：Woman CEO Manages by the Textbook

References

13.Managing Change through Manager and Organization Development

Manager Development Process and Training

Approaches to Manager Development：On-the-Job Training

Approaches to Manager Development：Internal and External Training

Evaluation and Relevance of Training Programs

Managing Change

Organizational Conflict

Organization Development

The Learning Organization

Summary

Key Ideas and Concepts for Review

For Discussion

Exercises/Action Steps

Internet Research

International Case：Jack Welch Leading Organizational Change at GE

References

Part Four Closing：Global and Entrepreneurial Staffing

International Focus：Training and Development for the Global Market：The German/European Model

Entrepreneurial Focus：Attracting Talent for the High Intensity Venture

Global Car Industry Case：Meet the CEOs of Car Makers

References

PART FIVE LEADING

14.Human Factors and Motivation

Human Factors in Managing

Motivation

An Early Behavioral Model：McGregor’s Theory X and Theory Y

Maslow’s Hierarchy of Needs Theory

Alderfer’s ERG Theory

Herzberg’s Motivation-Hygiene Theory

The Expectancy Theory of Motivation

Equity Theory

Goal Setting Theory of Motivation

Skinner’s Reinforcement Theory

McClelland’s Needs Theory of Motivation

Special Motivational Techniques

Job Enrichment

A Systems and Contingency Approach to Motivation

Summary

Key Ideas and Concepts for Review

For Discussion

Exercises/Action Steps

Internet Research

International Case—Managing the Hewlett-Packard Way：Will It Continue？

References

15.Leadership

Defining Leadership

Ingredients of Leadership

Trait Approaches to Leadership

Charismatic Leadership Approach

Leadership Behavior and Styles

Situational，or Contingency，Approaches to Leadership

Transactional and Transformational Leadership

Summary

Key Ideas and Concepts for Review

For Discussion

Exercises/Action Steps

Internet Research

Entrepreneurial Case—Profiles of Two Visionaries：Bill Gates and Steve Jobs

References

16.Committees，Teams，and Group Decision Making

The Nature of Committees and Groups

Reasons for Using Committees and Groups

Disadvantages and Misuse of Committees

Successful Operation of Committees and Groups

Additional Group Concepts

Teams

Conflicts in Committees，Groups，and Teams

Summary

Key Ideas and Concepts for Review

For Discussion

Exercises/Action Steps

Internet Research

International Case—To Merge or Not to Merge：That Is the Question for HP，Compaq，and CEO Fiorina

References

17.Communication

The Purpose of Communication

The Communication Process

Communication in the Organization

Barriers and Breakdowns in Communication

Toward Effective Communication

Electronic Media in Communication

Summary

Key Ideas and Concepts for Review

For Discussion

Exercises/Action Steps

Internet Research

International Case：Could the Challenger Accident Have Been Avoided？

References

Part Five Closing：Global and Entrepreneurial Leading

International Focus：Leading in Different Cultures

Entrepreneurial Focus：Traits of Entrepreneurial Leaders and Communicating with the Elevator Pitch

Global Car Industry Case—Leadership at Ford：With Bill Ford in the Driver Seat，Which Way Will He Drive？

References

PART SIX CONTROLLING

18.The System and Process of Controlling

The Basic Control Process

Critical Control Points，Standards，and Benchmarking

Control as a Feedback System

Real-Time Information and Control

Feedforward，or Preventive，Control

Control of Overall Performance

Profit and Loss Control

Control through Return on Investment

Management Audits and Accounting Firms

Bureaucratic and Clan Control

Requirements for Effective Controls

Summary

Key Ideas and Concepts for Review

For Discussion

Exercises/Action Steps

Internet Research

International Case：Wal-Mart in America and Around the Globe

References

19.Control Techniques and Information Technology

The Budget as a Control Device

Traditional Nonbudgetary Control Devices

Time-Event Network Analyses

Information Technology

The Use of Computers in Handling Information

Opportunities and Challenges Created by Information Technology

The Digital Economy，E-Commerce，and M-Commerce

Summary

Key Ideas and Concepts for Review

ForDiscussion

Exercises/Action Steps

Internet Research

Entrepreneurial Case：Can eBay’s Success Continue？

References

20.Productivity，Operations Management，and Total Quality Management

Productivity Problems and Measurement

Production and Operations Management：Manufacturing and Service

Quality Measurement in the Information Age

The Operations Management System

Tools and Techniques for Improving Productivity

Supply Chain and Value Chain Management

Summary

Key Ideas and Concepts for Review

For Discussion

Exercises/Action Steps

Internet Research

International Case：Toyota’s Global Production Strategy

References

Part Six Closing：Global Controlling and Challenges and Entrepreneurial Controlling

International Focus：The Future of Global Management

Entrepreneurial Focus：Managing for Rapid Growth and Liquidity Events

Global Car Industry Case：What Future Car Do You Want？

References

Appendix A—Summary of Major Principles or Guides for the Managerial Functions of Planning，Organizing，Staffing，Leading，and Controlling

Appendix B—Management Excellence Survey

Name Index

Subject Index