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TWELFTH EDITION
MANAGEMENT
RICKY W. GRIFFIN
Texas A&M University
Australia • Brazil • Japan • Korea • Mexico • Singapore • Spain • United Kingdom • United States
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Management, Twelfth Edition © 2017, 2013 Cengage Learning
Ricky W. Griffin WCN: 02-200-202
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Print Number: 01 Print Year: 2015
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BRIEF CONTENTS
PART ONE Introducing Management
Chapter 1: Managing and the Manager’s Job 1
Chapter 2: Traditional and Contemporary Management Perspectives 34
PART TWO Understanding the Environmental
Context of Managing
Chapter 3: Understanding the Organization’s Environment 64
Chapter 4: Responding to the Ethical and Social Environment 100
Chapter 5: Navigating the Global Environment 135
PART THREE Planning and Decision Making
Chapter 6: Basic Elements of Planning and Decision Making 169
Chapter 7: Managing Strategy and Strategic Planning 203
Chapter 8: Managing Decision Making and Problem Solving 242
Chapter 9: Managing Start-Ups and New Ventures 272
PART FOUR The Organizing Process
Chapter 10: Basic Elements of Organizing 305
Chapter 11: Managing Organization Design 337
Chapter 12: Managing Organization Change and Innovation 366
Chapter 13: Managing Human Resources in Organizations 399
PART FIVE The Leading Process
Chapter 14: Basic Elements of Individual Behavior in Organizations 437
Chapter 15: Managing Employee Motivation and Performance 473
Chapter 16: Managing Leadership and Influence Processes 511
Chapter 17: Managing Interpersonal Relations and Communication 548
Chapter 18: Managing Work Groups and Teams 579
PART SIX The Controlling Process
Chapter 19: Basic Elements of Control 612
Chapter 20: Managing Operations, Quality, and Productivity 645
iii
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CONTENTS
PART ONE Introducing Skill-Building Personal Assessment 28
Management
Management at Work 30
CHAPTER 1: MANAGING AND THE YOU MAKE THE CALL: How to Make Mistakes
MANAGER’S JOB 1 and Influence People 31
MANAGEMENT IN ACTION: How to Make Mistakes Endnotes 32
and Influence People 2
CHAPTER 2: TRADITIONAL AND
An Introduction to Management 4 CONTEMPORARY
MANAGEMENT PERSPECTIVES 34
The Management Process (What do Managers do?) 7
Planning and Decision Making: Determining
MANAGEMENT IN ACTION: The Lighter Side of
Courses of Action 8
Sustainability 35
Organizing: Coordinating Activities and Resources 8
The Role of Theory and History in Management 37
Leading: Motivating and Managing People 8
The Importance of Theory and History 37
Controlling: Monitoring and Evaluating Activities 9
Precursors to Management Theory 38
Kinds of Managers 9
The Classical Management Perspective 39
Managing at Different Levels of the Organization 9
Scientific Management 39
Managing in Different Areas of the Organization 11
Administrative Management 41
TECH WATCH: Show Me the ROI 13 The Classical Management Perspective Today 41
Basic Managerial Roles and Skills 14 The Behavioral Management Perspective 42
Managerial Roles 14 The Human Relations Movement 43
The Emergence of Organizational Behavior 44
A WORLD OF DIFFERENCE: PR and Performance in
The Behavioral Management Perspective Today 45
Diversity Scoring 15
Managerial Skills 16
The Quantitative Management Perspective 45
The Nature of Managerial Work 19
TECH WATCH: Does ROI Have Redeeming Social
The Science and the Art of Management 19 Value? 46
Becoming a Manager 20 Management Science 47
The Scope of Management 21 Operations Management 47
The Quantitative Management Perspective Today 47
The New Workplace 24
Integrating Perspectives for Managers 48
Summary of Learning Outcomes and Key Points 26
The Systems Perspective 48
Discussion Questions 26 The Contingency Perspective 50
An Integrating Framework 51
Building Effective Time-Management Skills 27
Contemporary Management Issues and
Building Effective Conceptual Skills 28
Challenges 52
v
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vi Contents
Contemporary Applied Perspectives 53 Managing Organization Culture 81
Contemporary Management Challenges 54
The Multicultural Environment 82
LEADING THE WAY: A Hooters Girl on the Fast Trends in Diversity and Multiculturalism 82
Track 54 Dimensions of Diversity and Multiculturalism 84
Summary of Learning Outcomes and Organization–Environment Relationships 86
Key Points 56
How Environments Affect Organizations 86
How Organizations Adapt to Their Environments 89
Discussion Questions 57
Building Effective Decision-Making Skills 58 Summary of Learning Outcomes and Key Points 92
Building Effective Interpersonal Skills 58 Discussion Questions 93
Skill-Building Personal Assessment 59 Building Effective Time-Management Skills 93
Management at Work 61 Building Effective Communication Skills 94
YOU MAKE THE CALL: The Lighter Side of Skill-Building Personal Assessment 95
Sustainability 62
Management at Work 96
Endnotes 63
YOU MAKE THE CALL: Putting
Miscommunication in Context 97
PART TWO Understanding the
Environmental Context of Managing Endnotes 98
CHAPTER 3: UNDERSTANDING CHAPTER 4: RESPONDING TO THE
THE ORGANIZATION’S ETHICAL AND SOCIAL
ENVIRONMENT 64 ENVIRONMENT 100
MANAGEMENT IN ACTION: Putting MANAGEMENT IN ACTION: Management by
Miscommunication in Context 65 Objectionable Behavior 101
The Organization’s Environments 67 Individual Ethics in Organizations 103
Managerial Ethics 104
The External Environment 68
The General Environment 69 LEADING THE WAY: Happy Fit 106
Ethics in an Organizational Context 108
DOING BUSINESS ON PLANET EARTH: Packaging
Managing Ethical Behavior 108
Sustainability 71
The Task Environment 73 Emerging Ethical Issues in Organizations 112
Ethical Leadership 112
BEYOND TRADITIONAL BUSINESS: How to Make a
Ethical Issues in Corporate Governance 113
Cause Effective 75
Ethical Issues in Information Technology 113
The Internal Environment 78
Social Responsibility and Organizations 114
Owners 78
Areas of Social Responsibility 114
Board of Directors 79
Employees 79 DOING BUSINESS ON PLANET EARTH: Raising the
Physical Work Environment 79 CSR Bar 117
Arguments For and Against Social Responsibility 118
The Organization’s Culture 80
Organizational Approaches to Social Responsibility 120
The Importance of Organization Culture 80
Determinants of Organization Culture 81 The Government and Social Responsibility 122
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Contents vii
How Government Influences Organizations 122 Competing in a Global Economy 159
How Organizations Influence Government 124 Globalization and Organization Size 159
Management Challenges in a Global Economy 160
Managing Social Responsibility 125
Formal Organizational Actions 125 Summary of Learning Outcomes and
Informal Organizational Actions 126 Key Points 162
Evaluating Social Responsibility 127
Discussion Questions 162
Summary of Learning Outcomes and Key Points 128
Building Effective Technical Skills 163
Discussion Questions 128
Building Effective Communication Skills 164
Building Effective Diagnostic and Decision-
Skill-Building Personal Assessment 164
Making Skills 129
Management at Work 165
Building Effective Interpersonal Skills 130
YOU MAKE THE CALL: Into Africa 167
Skill-Building Personal Assessment 130
Endnotes 167
Management at Work 131
YOU MAKE THE CALL: Management by PART THREE Planning and Decision
Objectionable Behavior 133 Making
Endnotes 133
CHAPTER 6: BASIC ELEMENTS OF
PLANNING AND DECISION
CHAPTER 5: NAVIGATING THE GLOBAL
MAKING 169
ENVIRONMENT 135
MANAGEMENT IN ACTION: Cruise Control 170
MANAGEMENT IN ACTION: Into Africa 136
Decision Making and the Planning Process 172
The Nature of International Business 138
The Meaning of International Business 139 Organizational Goals 174
Trends in International Business 140 Purposes of Goals 174
Managing the Process of Globalization 141 Kinds of Goals 175
Competing in a Global Market 144 Responsibilities for Setting Goals 176
Managing Multiple Goals 178
The Structure of the Global Economy 145
Mature Market Economies and Systems 145 Organizational Planning 178
High-Potential/High-Growth Economies 147 Kinds of Organizational Plans 179
Other Economies 147 Time Frames for Planning 179
The Role of the GATT and the WTO 148
TECH WATCH: Starting Conversations 180
Environmental Challenges of International Responsibilities for Planning 181
Management 149 Contingency Planning and Crisis Management 182
The Economic Environment 149
Tactical Planning 185
DOING BUSINESS ON PLANET EARTH: Cold Developing Tactical Plans 185
Calling 151
Executing Tactical Plans 186
The Political-Legal Environment 152
The Cultural Environment 154 Operational Planning 187
Single-Use Plans 187
A WORLD OF DIFFERENCE: Competing with Local
Standing Plans 188
Headhunters 156
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viii Contents
BEYOND TRADITIONAL BUSINESS: Secret Unrelated Diversification 221
Operating Procedure 303 189
LEADING THE WAY: The Beauty of
Managing Goal-Setting and Planning Processes 190 Differentiation 222
Barriers to Goal Setting and Planning 190
Implementing Corporate-Level Strategies 223
Overcoming the Barriers 192
Becoming a Diversified Firm 224
Using Goals to Implement Plans 193
Managing Diversification 225
Summary of Learning Outcomes and Key Points 195
International and Global Strategies 228
Discussion Questions 196 Developing International and Global Strategies 228
Strategic Alternatives for International Business 230
Building Effective Decision-Making Skills 197
Summary of Learning Outcomes and Key Points 232
Building Effective Time-Management Skills 197
Discussion Questions 233
Skill-Building Personal Assessment 198
Building Effective Decision-Making Skills 233
Management at Work 199
Building Effective Conceptual Skills 234
YOU MAKE THE CALL: Cruise Control 201
Skill-Building Personal Assessment 235
Endnotes 202
Management at Work 237
CHAPTER 7: MANAGING STRATEGY AND
STRATEGIC PLANNING 203 YOU MAKE THE CALL: Stay Hungry 239
Endnotes 240
MANAGEMENT IN ACTION: Stay Hungry 204
The Nature of Strategic Management 206 CHAPTER 8: MANAGING DECISION
MAKING AND PROBLEM
The Components of Strategy 206
SOLVING 242
Levels of Strategy 207
Strategy Formulation and Implementation 207
MANAGEMENT IN ACTION: Moneyball on
Steroids 243
BEYOND TRADITIONAL BUSINESS: Like It or
Not 208
The Nature of Decision Making 245
Using SWOT Analysis to Formulate Strategy 209 Decision Making Defined 245
Evaluating an Organization’s Strengths 209 Types of Decisions 246
Evaluating an Organization’s Weaknesses 211 Decision-Making Conditions 246
Evaluating an Organization’s Opportunities and
Rational Perspectives on Decision Making 249
Threats 212
The Classical Model of Decision Making 249
Formulating Business-Level Strategies 212 Steps in Rational Decision Making 250
Porter’s Generic Strategies 212 Evidence-Based Management 254
The Miles and Snow Typology 214
Behavioral Elements in Decision Making 255
Strategies Based on the Product Life Cycle 216
The Administrative Model 255
Implementing Business-Level Strategies 217 Political Forces in Decision Making 256
Implementing Porter’s Generic Strategies 217
A WORLD OF DIFFERENCE: The Verdict on
Implementing Miles and Snow’s Strategies 218
Diversity 257
Formulating Corporate-Level Strategies 219 Intuition and Escalation of Commitment 258
Single-Product Strategy 220 Risk Propensity and Decision Making 259
Related Diversification 220 Ethics and Decision Making 259
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