Management: Leading & Collaborating in a Competitive World 12th Edition

Chapter 01 - Managing and Performing 1 chapter Managing and Performing CHAPTER CONTENTS Bottom Line Learning Objectives 2 Key Student Questions 3 Class Roadmap 4 Bottom Line 12 Social Enterprise 13 Lecturettes 14 Discussion Questions 19 Experiential Exercises 23 Concluding Case 27 Examples 28 Supplemental Features 30 Chapter Video 30 Manager’s Hot Seat 30 Self-Assessment 35 1-1 Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. Chapter 01 - Managing and Performing LEARNING OBJECTIVES 1 Summarize the major challenges of

Chapter 01 - Managing and Performing 1-19 Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. 1. Identify and describe a great manager. What makes him or her stand out from the crowd?

Chapter 10 - Human Resources Management DISCUSSION QUESTIONS 1. How will changes in the labor force affect HRM practices for the next decade? As stated in the text, minorities, women (especially married women), and disabled workers will continue to play an important role in the increasingly diverse work force. Assuming the affirmative action

Chapter 10 - Human Resources Management 10 chapter Human Resources Management CHAPTER CONTENTS Learning Objectives 2 Key Student Questions 3 Class Roadmap 4 Bottom Line 13 Social Enterprise 14 Lecturettes 15 Discussion Questions 18 Experiential Exercises 22 Concluding Case 25 Examples 27 Supplemental Features 29 Chapter Video 29 Manager’s Hot Seat 29 Self-Assessment 33 10-1 Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. Chapter 10 - Human Resources Management LEARNING OBJECTIVES 1 Discuss how companies use human

Chapter 11 - Managing the Diverse Workforce DISCUSSION QUESTIONS 1. What opportunities do you see as a result of changes in our nation's work force? This is a very open-ended question, and may lead to another question, namely: Opportunities for what? One way of approaching it is to consider the business opportunities resulting- from

Chapter 11 - Managing the Diverse Workforce 11 chapter Managing the Diverse Workforce CHAPTER CONTENTS Learning Objectives 2 Key Student Questions 3 Class Roadmap 5 Bottom Line 12 Social Enterprise 13 Lecturettes 14 Discussion Questions 17 Experiential Exercises 20 Concluding Case 23 Part III Supporting Case 25 Examples 26 Supplemental Features 27 Chapter Video 27 Manager’s Hot Seat 27 Self-Assessments 31 11-1 Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. Chapter 11 - Managing the Diverse

Chapter 12 - Leadership 12 chapter Leadership CHAPTER CONTENTS Learning Objectives 2 Key Student Questions 3 Class Roadmap 4 Bottom Line 13 Social Enterprise 14 Lecturettes 15 Discussion Questions 18 Experiential Exercises 23 Concluding Case 26 Examples 28 Supplemental Features 30 Chapter Video 30 Manager’s Hot Seat 30 Self-Assessments 33 12-1 Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. Chapter 12 - Leadership LEARNING OBJECTIVES 1 Discuss what it means to be a leader. 2 Summarize what people want

Chapter 12 - Leadership DISCUSSION QUESTIONS 1. What do you want from your leader? People want leaders who will: • • Help them accomplish their goals by providing training and resources, clarifying a plan or goal, keeping them on task and on target, removing roadblocks and holding them accountable. Treat them with respect by asking for their

Chapter 13 - Motivating for Performance 13-17 Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. 3. According to the locus of control concept, individuals can be divided into two categories (internals and externals), with characteristics as

Chapter 13 - Motivating for Performance 13 chapter Motivating for Performance CHAPTER CONTENTS Learning Objectives 2 Key Student Questions 3 Class Roadmap 5 Bottom Line 15 Social Enterprise 16 Lecturettes 17 Discussion Questions 20 Experiential Exercises 25 Concluding Case 29 Examples 31 Supplemental Features 33 Chapter Video 33 Manager’s Hot Seat 33 Self-Assessments 33 13-1 Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. Chapter 13 - Motivating for Performance LEARNING OBJECTIVES 1 Identify the kinds of behaviors

Chapter 14 - Teamwork 14 chapter Teamwork CHAPTER CONTENTS Learning Objectives 2 Key Student Questions 3 Class Roadmap 4 Bottom Line 12 Social Enterprise 13 Lecturettes 14 Discussion Questions 17 Experiential Exercises 20 Concluding Case 22 Examples 24 Supplemental Features 26 Chapter Video 26 Manager’s Hot Seat 26 Self-Assessments 30 14-1 Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. Chapter 14 - Teamwork LEARNING OBJECTIVES 1 Discuss how teams can contribute to an organization’s effectiveness. 2 Describe different types

Chapter 14 - Teamwork WORK-TEAM ROLES 1. Work-team roles can be categorized three ways: ACHIEVEMENT-ORIENTED ROLES ➢ Chairperson controls and manipulates group resources. This person may or may not be the appointed leader. ➢ The Shaper is task oriented and helps the group cut through peripheral issues in order to get at problems and decisions. ➢ Information

Chapter 15 - Communicating One may regret withholding communication because the receiver did not benefit or know the result of such information. Information should be communicated if it is important and if the benefits outweigh the costs of providing this form of communication. On the other hand, not all of your opinions may be

Chapter 15 - Communicating 15 chapter Communicating CHAPTER CONTENTS Learning Objectives 2 Key Student Questions 3 Class Roadmap 4 Bottom Line 11 Social Enterprise 12 Lecturettes 13 Discussion Questions 17 Experiential Exercises 22 Concluding Case 25 Part IV Supporting Case 27 Examples 28 Supplemental Features 30 Chapter Video 30 Manager’s Hot Seat 30 Self-Assessments 34 15-1 Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. Chapter 15 - Communicating LEARNING OBJECTIVES 1 Discuss important advantages of two-way communication. 2 Identify communication problems

Chapter 16 - Managerial Control ➢ Some organizations utilize a top-down budgeting process wherein budgets are imposed by top management onto subordinates. ➢ Top-down budgeting is usually better for: (1) making industry-wide economic projections;(2) establishing corporate planning parameters; (3) determining corporate goals; and (4) planning overall resource availability. Bottom-up Budgeting ➢ Most organizations prefer to use a

Chapter 16 - Managerial Control 16 chapter Managerial Control CHAPTER CONTENTS Learning Objectives 2 Key Student Questions 3 Class Roadmap 5 Bottom Line 12 Social Enterprise 13 Lecturettes 14 Discussion Questions 18 Experiential Exercises 22 Concluding Case 24 Examples 26 Supplemental Features 28 Chapter Video 28 Manager’s Hot Seat 28 Self-Assessments 28 16-1 Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. Chapter 16 - Managerial Control LEARNING OBJECTIVES 1 Explain why companies develop control systems for employees. 2 Summarize

Chapter 17 - Managing Technology and Innovation 17 chapter Managing Technology and Innovation CHAPTER CONTENTS Learning Objectives 2 Key Student Questions 3 Class Roadmap 4 Bottom Line 11 Social Enterprise 12 Lecturettes 13 Discussion Questions 16 Experiential Exercises 18 Concluding Case 20 Examples 22 Supplemental Features 24 Chapter Video 24 Manager’s Hot Seat 24 Self-Assessments 29 17-1 Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. Chapter 17 - Managing Technology and Innovation LEARNING OBJECTIVES 1 List the types

Chapter 17 - Managing Technology and Innovation DISCUSSION QUESTIONS 1. According to Francis Bacon, "A wise man will make more opportunities than he finds." What does this have to do with technology and innovation? What does it have to do with competitive advantage? The implication for technology and innovation is that new ideas are rarely

Chapter 18 - Creating and Leading Change and now complete regularly in local events. Or, I had the opportunity to study abroad for a semester and now am planning to specialize in languages and international business. 5. Review the methods for dealing with resistance to change. Generate specific examples of each that you have

Chapter 18 - Creating and Leading Change 18 chapter Creating and Leading Change CHAPTER CONTENTS Learning Objectives 2 Key Student Questions 3 Class Roadmap 4 Bottom Line 9 Social Enterprise 10 Lecturettes 11 Discussion Questions 15 Experiential Exercises 20 Concluding Case 22 Part V Supporting Case 24 Examples 27 Supplemental Features 28 Chapter Video 28 Manager’s Hot Seat 28 Self-Assessments 32 18-1 Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education Chapter 18 - Creating and Leading Change LEARNING

Chapter 02 - The External and Internal Environments 2 chapter The External and Internal Environments CHAPTER CONTENTS Learning Objectives 2 Key Student Questions 3 Class Roadmap 4 Bottom Line 13 Social Enterprise 14 Lecturettes 15 Discussion Questions 16 Experiential Exercises 19 Concluding Case 21 Examples 22 Supplemental Features 24 Chapter Video 24 Manager’s Hot Seat 24 Self-Assessment 24 2-1 Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. Chapter 02 - The External and Internal Environments LEARNING

Chapter 02 - The External and Internal Environments BOTTOM LINE p. 47: Does low-cost mean low-quality? Why or why not? Not necessarily. Efforts to save money can improve processes—for example, simplifying a process in a way that reduces errors along with costs. It can involve reducing waste. It can involve locating in parts of the

Chapter 03 - Managerial Decision Making 3 chapter Managerial Decision Making CHAPTER CONTENTS Learning Objectives 2 Key Student Questions 3 Class Roadmap 4 Bottom Line 12 Social Enterprise 13 Lecturettes 14 Discussion Questions 17 Experiential Exercises 22 Concluding Case 26 Part I Supporting Case 27 Examples 30 Supplemental Features 33 Chapter Video 33 Manager’s Hot Seat 33 Self-Assessment 37 3-1 Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. Chapter 03 - Managerial Decision Making LEARNING OBJECTIVES 1 Describe the

Chapter 03 - Managerial Decision Making Advantages: ➢ ➢ ➢ ➢ ➢ ➢ More information is available when several people are making the decision. Wider range of perspectives and approaches to problem solving. Better analysis: “Two heads are better than one.” Intellectual stimulation: A group session can unleash people’s creativity. Group members will understand the decision better if they were part of

Chapter 04 - Planning and Strategic Management chapter 4 Planning and Strategic Management CHAPTER CONTENTS Learning Objectives 2 Key Student Questions 3 Class Roadmap 4 Bottom Line 11 Social Enterprise 13 Lecturettes 14 Discussion Questions 17 Experiential Exercises 21 Concluding Case 24 Examples 25 Supplemental Features 27 Chapter Video 27 Manager’s Hot Seat 27 Self-Assessment 32 4-1 Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. Chapter 04 - Planning and Strategic Management LEARNING OBJECTIVES 1 Summarize the basic

Chapter 04 - Planning and Strategic Management communication and the purpose of the meeting, and the notes that are relevant for the previous or current meeting being offered.1 LECTURETTE 4.2: Preparing Your Business Plan Most people plan more extensively for a vacation than they do for a new business. An entrepreneur should not quit

Chapter 05 - Ethics, Corporate Responsibility, and Sustainability 5 chapter Ethics, Corporate Responsibility, and Sustainability CHAPTER CONTENTS Learning Objectives 2 Key Student Questions 3 Class Roadmap 4 Bottom Line 11 Social Enterprise 12 Lecturettes 13 Discussion Questions 16 Experiential Exercises 21 Concluding Case 23 Examples 25 Supplemental Features 27 Chapter Video 27 Manager’s Hot Seat 27 Self-Assessment 32 5-1 Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. Chapter 05 - Ethics, Corporate Responsibility, and

Chapter 05 - Ethics, Corporate Responsibility, and Sustainability • Frankenfoods: Europeans’ skepticism about genetically modified food is taking hold in the U.S., making targets of companies such as Monsanto. This has become an ethical dilemma for Monsanto. Environmentalists, students, and unionists’ charge that a global trade and economic bodies operate in the interests of multinational companies. •

Chapter 06 - International Management 6 chapter International Management CHAPTER CONTENTS Learning Objectives 2 Key Student Questions 3 Class Roadmap 4 Bottom Line 12 Social Enterprise 13 Lecturettes 14 Discussion Questions 18 Experiential Exercises 21 Concluding Case 23 Examples 25 Supplemental Features 28 Chapter Video 28 Manager’s Hot Seat 28 Self-Assessment 32 6-1 Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. Chapter 06 - International Management LEARNING OBJECTIVES 1 Discuss what integration of the global economy means

Chapter 06 - International Management who keep them in business. There is a need to become socially responsive to meet the needs of stakeholders that are an inherent part of the Japanese culture.4 4 Kunii, Irene, “Stand up and Fight,” Business Week, September 11, 2000, p 54-55. 6-17 Copyright © 2017 McGraw-Hill Education. All rights

Chapter 07 - Entrepreneurship DISCUSSION QUESTIONS 1. On a scale of 1 to 10, what is your level of personal interest in becoming an independent entrepreneur? Why did you rate yourself as you did? Each student should be instructed to rate his or her level of interest in becoming an independent entrepreneur on either

Chapter 07 - Entrepreneurship 7 chapter Entrepreneurship CHAPTER CONTENTS Learning Objectives 2 Key Student Questions 3 Class Roadmap 4 Bottom Line 12 Social Enterprise 13 Lecturettes 14 Discussion Questions 17 Experiential Exercises 22 Concluding Case 25 Part II Supporting Case 27 Examples 29 Supplemental Features 31 Chapter Video 31 Manager’s Hot Seat 31 Self-Assessment 31 7-1 Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. Chapter 07 - Entrepreneurship LEARNING OBJECTIVES 1 Describe why people become entrepreneurs and what it

Chapter 08 - Organization Structure Most students have held a position in some organization and thus should be able to draw the organization chart. It may help for them to do it by name rather than position. Among the terms that should be used are span of control, delegation, responsibility, and authority. In

Chapter 08 - Organization Structure 8 chapter Organization Structure CHAPTER CONTENTS Learning Objectives 2 Key Student Questions 3 Class Roadmap 4 Bottom Line 12 Social Enterprise 14 Lecturettes 15 Discussion Questions 17 Experiential Exercises 21 Concluding Case 27 Examples 29 Supplemental Features 31 Chapter Video 31 Manager’s Hot Seat 31 Self-Assessment 35 8-1 Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. Chapter 08 - Organization Structure LEARNING OBJECTIVES 1 Explain how differentiation and integration influence an organization’s

Chapter 09 - Organizational Agility 9 chapter Organizational Agility CHAPTER CONTENTS s Learning Objectives 2 Key Student Questions 3 Class Roadmap 4 Bottom Line 13 Social Enterprise 15 Lecturettes 16 Discussion Questions 20 Experiential Exercises 24 Concluding Case 26 Examples 28 Supplemental Features 30 Chapter Video 30 Manager’s Hot Seat 30 Self-Assessment 30 9-1 Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. Chapter 09 - Organizational Agility LEARNING OBJECTIVES 1 Discuss why it is critical for organizations to be

Chapter 09 - Organizational Agility LECTURETTES LECTURETTE 9.1: The Ideal and Future of Bureaucracy THE IDEAL BUREAUCRACY 1. Max Weber, a German sociologist, made his mark on management theory when he developed his concept of bureaucracy. As large organizations were evolving out of the industrial revolution, they clearly lacked a basis for orderly organization and management.