{"product_id":"exploring-management-isbn-9781119704188","title":"Exploring Management","description":"\u003cp\u003e\u003ci\u003eExploring Management\u003c\/i\u003e, 7th Edition supports teaching and learning of core management concepts by presenting material in a straightforward, conversational style with a strong emphasis on application. With a focus on currency, high-interest examples and pedagogy that encourages critical thinking and personal reflection, \u003ci\u003eExploring Management\u003c\/i\u003e, 7th Edition is the perfect balance between what students need and what instructors want.\u003c\/p\u003e \u003cp\u003eOrganized by study objectives and broken up into more manageable sections of material, the \u003ci\u003eSeventh Edition\u003c\/i\u003e supports better student comprehension and mastery of concepts. And features like skill builders, active learning activities, and team projects give students frequent opportunities to apply management concepts. Class activities provide opportunities for discussion and debate. Students can build solid management skills with self-assessments, class exercises, and team projects.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e1 \u003c\/b\u003e\u003cb\u003eManagers and the Management Process 1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e1.1 Explain What It Means to Be a Manager 2\u003c\/p\u003e \u003cp\u003eCareer Readiness is an Ongoing Personal Responsibility 2\u003c\/p\u003e \u003cp\u003eOrganizations Have Different Types and Levels of Managers 3\u003c\/p\u003e \u003cp\u003eAccountability Is a Foundation of Managerial Performance 5\u003c\/p\u003e \u003cp\u003eEffective Managers Help Others Achieve High Performance and Satisfaction 5\u003c\/p\u003e \u003cp\u003eManagers Are Coaches, Coordinators, and Supporters 6\u003c\/p\u003e \u003cp\u003e1.2 Describe What Managers Do and the Skills They Use 8\u003c\/p\u003e \u003cp\u003eManagers Plan, Organize, Lead, and Control 8\u003c\/p\u003e \u003cp\u003eManagers Perform Informational, Interpersonal, and Decisional Roles 10\u003c\/p\u003e \u003cp\u003eManagers Use Networking and Social Capital to Pursue Action Agendas 11\u003c\/p\u003e \u003cp\u003eManagers Use Technical, Human, and Conceptual Skills 11\u003c\/p\u003e \u003cp\u003eManagers Thrive on Lifelong Learning 12\u003c\/p\u003e \u003cp\u003e1.3 Discuss the Implications of Important Career Trends and Issues 14\u003c\/p\u003e \u003cp\u003eGlobalization Has Changed Societies and the World of Work 15\u003c\/p\u003e \u003cp\u003eFailures of Ethics and Corporate Governance Are Troublesome 15\u003c\/p\u003e \u003cp\u003eRespecting Diversity and Eliminating Discrimination Are Top Social Priorities 16\u003c\/p\u003e \u003cp\u003eTalent Is a “Must Have” in a Free-Agent, Gig, and On-Demand Economy 17\u003c\/p\u003e \u003cp\u003eTechnology and Analytics Are Driving a Smart Workforce 18\u003c\/p\u003e \u003cp\u003eSelf-Management Skills Are Essential for Career Success 19\u003c\/p\u003e \u003cp\u003eCareers Must be Managed Strategically and not Left to Chance 19\u003c\/p\u003e \u003cp\u003e\u003cb\u003e2 \u003c\/b\u003e\u003cb\u003eManagement Learning 24\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e2.1 Explain the Lessons of the Classical Management Approaches 25\u003c\/p\u003e \u003cp\u003eTaylor’s Scientific Management Sought Efficiency in Job Performance 25\u003c\/p\u003e \u003cp\u003eWeber’s Bureaucratic Organization Is Supposed to Be Efficient and Fair 27\u003c\/p\u003e \u003cp\u003eFayol’s Administrative Principles Describe Managerial Duties and Practices 28\u003c\/p\u003e \u003cp\u003e2.2 Describe the Contributions of the Behavioral Management Approaches 29\u003c\/p\u003e \u003cp\u003eSpaulding Espoused Respect for People and Belief in Community 29\u003c\/p\u003e \u003cp\u003eFollett Viewed Organizations as Communities of Cooperative Action 30\u003c\/p\u003e \u003cp\u003eThe Hawthorne Studies Focused Attention on the Human Side of Organizations 32\u003c\/p\u003e \u003cp\u003eMaslow Described How Human Needs Influence Motivation 32\u003c\/p\u003e \u003cp\u003eMcGregor Believed Managerial Assumptions Create Self-Fulfilling Prophecies 33\u003c\/p\u003e \u003cp\u003eArgyris Suggested That Workers Treated As Adults Will Be More Productive 34\u003c\/p\u003e \u003cp\u003e2.3 Identify the Foundations of Modern Management Thinking 36\u003c\/p\u003e \u003cp\u003eManagers Use Quantitative Analysis and Tools to Solve Complex Problems 36\u003c\/p\u003e \u003cp\u003eOrganizations Are Open Systems That Interact with Their Environments 37\u003c\/p\u003e \u003cp\u003eContingency Thinking Holds That There Is No One Best Way to Manage 39\u003c\/p\u003e \u003cp\u003eQuality Management Focuses Attention on Continuous Improvement 40\u003c\/p\u003e \u003cp\u003eEvidence-Based Management Seeks Hard Facts About What Really Works 40\u003c\/p\u003e \u003cp\u003e\u003cb\u003e3 \u003c\/b\u003e\u003cb\u003eEthics and Social Responsibility 44\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e3.1 Discuss Ethical Dilemmas and Common Ethics Issues in the Workplace 45\u003c\/p\u003e \u003cp\u003eEthical Behavior Is Values Driven 45\u003c\/p\u003e \u003cp\u003eViews Differ on What Constitutes Moral Behavior 46\u003c\/p\u003e \u003cp\u003eWhat Is Considered Ethical Can Vary Across Cultures 48\u003c\/p\u003e \u003cp\u003eEthical Dilemmas Are Tests of Personal Ethics and Values 50\u003c\/p\u003e \u003cp\u003eIt Can be Tempting to Rationalize Unethical Behavior 51\u003c\/p\u003e \u003cp\u003e3.2 Describe Ways to Maintain High Standards of Ethical Conduct 52\u003c\/p\u003e \u003cp\u003ePersonal Character Influences Ethical Decision Making 52\u003c\/p\u003e \u003cp\u003eManagers as Positive Role Models Can Inspire Ethical Conduct 53\u003c\/p\u003e \u003cp\u003eTraining in Ethical Decision Making Can Improve Ethical Conduct 54\u003c\/p\u003e \u003cp\u003eProtection of Whistleblowers Can Encourage Ethical Conduct 54\u003c\/p\u003e \u003cp\u003eFormal Codes of Ethics Set Standards for Ethical Conduct 55\u003c\/p\u003e \u003cp\u003e3.3 Explain What We Know About the Social Responsibilities of Organizations 57\u003c\/p\u003e \u003cp\u003eSocial Responsibility Is an Organization’s Obligation to Best Serve Society 57\u003c\/p\u003e \u003cp\u003ePerspectives Differ on the Importance of Corporate Social Responsibility 58\u003c\/p\u003e \u003cp\u003eShared Value Integrates Corporate Social Responsibility into Mission and Strategy 58\u003c\/p\u003e \u003cp\u003eSocial Businesses and Social Entrepreneurs Try to Solve Social Problems 60\u003c\/p\u003e \u003cp\u003eSocial Responsibility Audits Measure the Social Performance of Organizations 60\u003c\/p\u003e \u003cp\u003eSustainability Is an Important Social Responsibility Goal 61\u003c\/p\u003e \u003cp\u003e\u003cb\u003e4 \u003c\/b\u003e\u003cb\u003eManagers as Decision Makers 66\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e4.1 Explain How Managers Use Information to Solve Problems 67\u003c\/p\u003e \u003cp\u003eManagers Use Technological, Informational, and Analytical Competencies to Solve Problems 67\u003c\/p\u003e \u003cp\u003eManagers Deal with Problems Posing Threats and Offering Opportunities 68\u003c\/p\u003e \u003cp\u003eManagers Can Be Problem Avoiders, Problem Solvers, or Problem Seekers 68\u003c\/p\u003e \u003cp\u003eManagers Make Programmed and Nonprogrammed Decisions 69\u003c\/p\u003e \u003cp\u003eManagers Use Both Systematic and Intuitive Thinking 70\u003c\/p\u003e \u003cp\u003eManagers Use Different Cognitive Styles to Process Information for Decision Making 70\u003c\/p\u003e \u003cp\u003eManagers Make Decisions Under Conditions of Certainty, Risk, and Uncertainty 71\u003c\/p\u003e \u003cp\u003e4.2 Identify Five Steps in the Decision-Making Process 73\u003c\/p\u003e \u003cp\u003eStep 1—Identify and Define the Problem 74\u003c\/p\u003e \u003cp\u003eStep 2—Generate and Evaluate Alternative Courses of Action 74\u003c\/p\u003e \u003cp\u003eStep 3—Decide on a Preferred Course of Action 75\u003c\/p\u003e \u003cp\u003eStep 4—Take Action to Implement the Decision 76\u003c\/p\u003e \u003cp\u003eStep 5—Evaluate Results 77\u003c\/p\u003e \u003cp\u003eAll Steps - Double Check Your Ethical Reasoning 77\u003c\/p\u003e \u003cp\u003e4.3 Discuss Current Issues in Managerial Decision Making 79\u003c\/p\u003e \u003cp\u003eCreativity Infuses New Ideas Into Decision Making 79\u003c\/p\u003e \u003cp\u003eGroup Decision Making Has Advantages and Disadvantages 80\u003c\/p\u003e \u003cp\u003eJudgmental Heuristics and Other Biases Cause Decision-Making Errors 80\u003c\/p\u003e \u003cp\u003eAnalytics and Big Data Are Important Decision Making Tools 82\u003c\/p\u003e \u003cp\u003eManagers Should Prepare for Crisis Decision Making 83\u003c\/p\u003e \u003cp\u003e\u003cb\u003e5 \u003c\/b\u003e\u003cb\u003ePlans and Planning Techniques 87\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e5.1 Explain How and Why Managers Use the Planning Process 88\u003c\/p\u003e \u003cp\u003ePlanning Is One of the Four Functions of Management 88\u003c\/p\u003e \u003cp\u003ePlanning Sets Objectives and Identifies How to Achieve Them 89\u003c\/p\u003e \u003cp\u003ePlanning Improves Focus and Flexibility 90\u003c\/p\u003e \u003cp\u003ePlanning Improves Action Orientation 90\u003c\/p\u003e \u003cp\u003ePlanning Improves Coordination and Control 90\u003c\/p\u003e \u003cp\u003ePlanning Improves Time Management 91\u003c\/p\u003e \u003cp\u003e5.2 Identify the Types of Plans Used by Managers 92\u003c\/p\u003e \u003cp\u003eManagers Use Short-Range and Long-Range Plans 92\u003c\/p\u003e \u003cp\u003eManagers Use Strategic and Operational Plans 93\u003c\/p\u003e \u003cp\u003eOrganizational Policies and Procedures Are Plans 93\u003c\/p\u003e \u003cp\u003eBudgets Are Plans That Commit Resources to Activities 94\u003c\/p\u003e \u003cp\u003e5.3 Describe Useful Planning Tools and Techniques 96\u003c\/p\u003e \u003cp\u003eForecasting Tries to Predict the Future 96\u003c\/p\u003e \u003cp\u003eContingency Planning Creates Backup Plans for When Things Go Wrong 97\u003c\/p\u003e \u003cp\u003eScenario Planning Crafts Plans for Alternative Future Conditions 98\u003c\/p\u003e \u003cp\u003eBenchmarking Identifies Best Practices Used by Others 99\u003c\/p\u003e \u003cp\u003eGoal Setting Aligns Plans and Activities 99\u003c\/p\u003e \u003cp\u003eGoals Can Have Downsides and Must Be Well Managed 100\u003c\/p\u003e \u003cp\u003eParticipatory Planning Builds Implementation Capacities 100\u003c\/p\u003e \u003cp\u003e\u003cb\u003e6 \u003c\/b\u003e\u003cb\u003eControls and Control Systems 105\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e6.1 Identify How and Why Managers Use the Control Process 106\u003c\/p\u003e \u003cp\u003eControlling Is One of the Four Functions of Management 106\u003c\/p\u003e \u003cp\u003eStep 1—Control Begins with Objectives and Standards 107\u003c\/p\u003e \u003cp\u003eStep 2—Control Measures Actual Performance 108\u003c\/p\u003e \u003cp\u003eStep 3—Control Compares Results with Objectives and Standards 109\u003c\/p\u003e \u003cp\u003eStep 4—Control Takes Corrective Action as Needed 109\u003c\/p\u003e \u003cp\u003e6.2 Explain the Types of Controls Used by Managers 110\u003c\/p\u003e \u003cp\u003eManagers Use Feedforward, Concurrent, and Feedback Controls 111\u003c\/p\u003e \u003cp\u003eManagers Use Both Internal and External Controls 111\u003c\/p\u003e \u003cp\u003eManaging by Objectives Helps Integrate Planning and Controlling 112\u003c\/p\u003e \u003cp\u003e6.3 Identify Useful Control Tools and Techniques 114\u003c\/p\u003e \u003cp\u003eProject Management Keeps Complex Tasks on Target and Under Control 115\u003c\/p\u003e \u003cp\u003eQuality Control is a Foundation of Good Management 116\u003c\/p\u003e \u003cp\u003eInventory Controls Help Save Costs 117\u003c\/p\u003e \u003cp\u003eBreakeven Analysis Shows Where Revenues Will Equal Costs 118\u003c\/p\u003e \u003cp\u003eFinancial Ratios Measure Key Areas of Financial Performance 119\u003c\/p\u003e \u003cp\u003eBalanced Scorecards Keep the Focus on Strategic Control 120\u003c\/p\u003e \u003cp\u003e\u003cb\u003e7 \u003c\/b\u003e\u003cb\u003eStrategy and Strategic Management 124\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e7.1 Explain the Types of Strategies Used by Organizations 125\u003c\/p\u003e \u003cp\u003eStrategy Is a Comprehensive Plan for Achieving Competitive Advantage 126\u003c\/p\u003e \u003cp\u003eOrganizations Use Corporate, Business, and Functional Strategies 127\u003c\/p\u003e \u003cp\u003eGrowth Strategies Focus on Expansion 127\u003c\/p\u003e \u003cp\u003eRestructuring and Divestiture Strategies Focus on Consolidation 128\u003c\/p\u003e \u003cp\u003eGlobal Strategies Focus on International Business Opportunities 129\u003c\/p\u003e \u003cp\u003eCooperation Strategies Focus on Alliances and Partnerships 130\u003c\/p\u003e \u003cp\u003eE-Business Strategies Use the Web and Apps for Business Success 131\u003c\/p\u003e \u003cp\u003e7.2 Describe How Managers Formulate and Implement Strategies 133\u003c\/p\u003e \u003cp\u003eThe Strategic Management Process Analyzes, Formulates, and Implements Strategies 133\u003c\/p\u003e \u003cp\u003eSWOT Analysis Identifies Strengths, Weaknesses, Opportunities, and Threats 134\u003c\/p\u003e \u003cp\u003ePorter’s Five Forces Model Analyzes Industry Attractiveness 135\u003c\/p\u003e \u003cp\u003ePorter’s Competitive Strategies Model Identifies Business or Product Strategies 136\u003c\/p\u003e \u003cp\u003ePortfolio Planning Examines Strategies Across Multiple Businesses or Products 137\u003c\/p\u003e \u003cp\u003eStrategic Leadership Ensures Strategy Implementation and Control 138\u003c\/p\u003e \u003cp\u003e\u003cb\u003e8 \u003c\/b\u003e\u003cb\u003eOrganization Structure and Design 142\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e8.1 Explain Organizing as a Managerial Responsibility 143\u003c\/p\u003e \u003cp\u003eOrganizing Is One of the Management Functions 143\u003c\/p\u003e \u003cp\u003eOrganization Charts Describe Formal Structures of Organizations 144\u003c\/p\u003e \u003cp\u003eOrganizations Also Have Informal Structures 144\u003c\/p\u003e \u003cp\u003eInformal Structures Have Good Points and Bad Points 145\u003c\/p\u003e \u003cp\u003e8.2 Identify the Most Common Organization Structures 146\u003c\/p\u003e \u003cp\u003eFunctional Structures Group Together People Using Similar Skills 147\u003c\/p\u003e \u003cp\u003eDivisional Structures Group Together People by Products, Customers, or Locations 148\u003c\/p\u003e \u003cp\u003eMatrix Structures Combine the Functional and Divisional Structures 149\u003c\/p\u003e \u003cp\u003eTeam Structures Make Extensive Use of Permanent and Temporary Teams 150\u003c\/p\u003e \u003cp\u003eNetwork Structures are Built Around Strategic Alliances and Outsourcing 152\u003c\/p\u003e \u003cp\u003e8.3 Discuss Current Trends in Organizational Design 154\u003c\/p\u003e \u003cp\u003eOrganizations Are Becoming Flatter and Using Fewer Levels of Management 154\u003c\/p\u003e \u003cp\u003eOrganizations Are Increasing Decentralization, Delegation, and Empowerment 154\u003c\/p\u003e \u003cp\u003eOrganizations Are Becoming More Horizontal and Adaptive 156\u003c\/p\u003e \u003cp\u003eOrganizations Are Using More Alternative Work Schedules 157\u003c\/p\u003e \u003cp\u003eOrganizations Are Adjusting to Remote Working 158\u003c\/p\u003e \u003cp\u003eOrganizations Are Reconfiguring with New Virtual and Physical Architectures 159\u003c\/p\u003e \u003cp\u003e\u003cb\u003e9 \u003c\/b\u003e\u003cb\u003eOrganizational Cultures, Innovation, and Change 163\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e9.1 Explain the Nature of Organizational Culture 164\u003c\/p\u003e \u003cp\u003eOrganizational Culture Is the Personality of the Organization 164\u003c\/p\u003e \u003cp\u003eOrganizational Culture Shapes Behavior and Influences Performance 164\u003c\/p\u003e \u003cp\u003eNot All Organizational Cultures Are Alike 165\u003c\/p\u003e \u003cp\u003eThe Observable Culture Is What You See and Hear as an Employee or Customer 166\u003c\/p\u003e \u003cp\u003eThe Core Culture Contains the Underlying Values of the Organization 167\u003c\/p\u003e \u003cp\u003eValue-Based Management Supports a Strong Organizational Culture 168\u003c\/p\u003e \u003cp\u003e9.2 Discuss How Organizations Support and Achieve Innovation 170\u003c\/p\u003e \u003cp\u003eOrganizations Pursue Process, Product, and Business Model Innovations 170\u003c\/p\u003e \u003cp\u003eGreen Innovations Advance the Goals of Sustainability 170\u003c\/p\u003e \u003cp\u003eSocial Innovations Seek Solutions to Important Societal Problems 171\u003c\/p\u003e \u003cp\u003eCommercializing Innovation Turns New Ideas into Salable Products 171\u003c\/p\u003e \u003cp\u003eDisruptive Innovation Uses New Technologies to Displace Existing Practices 172\u003c\/p\u003e \u003cp\u003eInnovative Organizations Share Many Common Characteristics 173\u003c\/p\u003e \u003cp\u003e9.3 Describe How Managers Lead the Processes of Organizational Change 174\u003c\/p\u003e \u003cp\u003eOrganizations and Teams Need Change Leaders 175\u003c\/p\u003e \u003cp\u003eOrganizational Change Can Be Transformational or Incremental 175\u003c\/p\u003e \u003cp\u003ePlanned Change Includes Unfreezing, Changing, and Refreezing Phases 176\u003c\/p\u003e \u003cp\u003eTimes of Complexity Require Improvisation during the Change Process 177\u003c\/p\u003e \u003cp\u003eManagers Use Force-Coercion, Rational Persuasion, and Shared Power Change Strategies 178\u003c\/p\u003e \u003cp\u003eChange Leaders Identify and Deal Positively with Resistance to Change 179\u003c\/p\u003e \u003cp\u003e\u003cb\u003e10 \u003c\/b\u003e\u003cb\u003eHuman Resource Management 184\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e10.1 Describe the Purpose and Legal Context of Human Resource Management 185\u003c\/p\u003e \u003cp\u003eHuman Resource Management Attracts, Develops, and Maintains a Talented Workforce 185\u003c\/p\u003e \u003cp\u003eStrategic Human Resource Management Aligns Human Capital with Organizational Strategies 186\u003c\/p\u003e \u003cp\u003eLaws Protect Against Employment Discrimination 186\u003c\/p\u003e \u003cp\u003eLaws Can’t Guarantee That Employment Discrimination Will Never Happen 187\u003c\/p\u003e \u003cp\u003e10.2 Explain Essential Human Resource Management Practices 190\u003c\/p\u003e \u003cp\u003ePsychological Contracts Set the Exchange of Value Between Individuals and Organizations 190\u003c\/p\u003e \u003cp\u003eRecruitment Attracts Qualified Job Applicants 191\u003c\/p\u003e \u003cp\u003eSelection Makes Hiring Decisions 192\u003c\/p\u003e \u003cp\u003eOnboarding Introduces New Hires to the Organization 193\u003c\/p\u003e \u003cp\u003eTraining Develops Employee Skills and Capabilities 193\u003c\/p\u003e \u003cp\u003ePerformance Reviews Assess Work Accomplishments 194\u003c\/p\u003e \u003cp\u003eCareer Development Provides for Retention and Career Paths 195\u003c\/p\u003e \u003cp\u003e10.3 Summarize Current Issues in Human Resource Management 196\u003c\/p\u003e \u003cp\u003eJob Flexibility and Work–Life Balance are Top Priorities for Job Seekers 197\u003c\/p\u003e \u003cp\u003eMore People Are Working as Independent Contractors and Contingency Workers 197\u003c\/p\u003e \u003cp\u003eCompensation Plans Influence Recruitment and Retention 197\u003c\/p\u003e \u003cp\u003eFringe Benefits Are an Important Part of Compensation 199\u003c\/p\u003e \u003cp\u003eLabor Relations and Collective Bargaining Are Closely Governed by Law 199\u003c\/p\u003e \u003cp\u003e\u003cb\u003e11 \u003c\/b\u003e\u003cb\u003eLeadership 204\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e11.1 Describe the Foundations of Effective Leadership 205\u003c\/p\u003e \u003cp\u003eLeadership Is One of the Four Functions of Management 205\u003c\/p\u003e \u003cp\u003eLeaders Use Positioin and Personal Power to Achieve Influence 206\u003c\/p\u003e \u003cp\u003eLeaders Bring Vision to Teams and Organizations 207\u003c\/p\u003e \u003cp\u003eLeaders Display Different Traits in the Quest for Effectiveness 208\u003c\/p\u003e \u003cp\u003eLeaders Display Different Styles in the Quest for Effectiveness 209\u003c\/p\u003e \u003cp\u003e11.2 Summarize Insights of the Contingency Leadership Theories 211\u003c\/p\u003e \u003cp\u003eFiedler’s Contingency Model Matches Leadership Styles with Situational Demands 211\u003c\/p\u003e \u003cp\u003eThe Hersey-Blanchard Model Matches Leadership Styles with Followers’ Readiness to Perform 212\u003c\/p\u003e \u003cp\u003eHouse’s Path-Goal Theory Matches Leadership Styles with Task and Follower Characteristics 213\u003c\/p\u003e \u003cp\u003eLeader–Member Exchange Theory Describes How Leaders Treat In-Group and Out-Group Followers 213\u003c\/p\u003e \u003cp\u003eThe Vroom-Jago Model Describes How Leaders UseAlternative Decision-Making Methods 214\u003c\/p\u003e \u003cp\u003e11.3 Discuss Current Issues and Directions in Leadership Development 216\u003c\/p\u003e \u003cp\u003eTransformational Leaders Inspire Enthusiasm and High Performance 216\u003c\/p\u003e \u003cp\u003eEmotionally Intelligent Leaders Handle Emotions and Relationships Well 218\u003c\/p\u003e \u003cp\u003eInteractive Leaders Emphasize Communication, Listening, and Participation 218\u003c\/p\u003e \u003cp\u003eMoral Leaders Build Trust Through Personal Integrity 220\u003c\/p\u003e \u003cp\u003eServant Leaders are Follower Centered, Empowering, and Authentic 221\u003c\/p\u003e \u003cp\u003eVirtual Leaders of Remote Teams Thrive on Strong Task Skills 222\u003c\/p\u003e \u003cp\u003eLeadership Begins with “Good Old-Fashioned” Hard Work 222\u003c\/p\u003e \u003cp\u003e\u003cb\u003e12 \u003c\/b\u003e\u003cb\u003eIndividual Behavior 226\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e12.1 Describe How Perceptions Influence Individual Behavior 227\u003c\/p\u003e \u003cp\u003ePerception Filters Information Received From Our Environment 227\u003c\/p\u003e \u003cp\u003ePerceptual Distortions Can Hide Individual Differences 227\u003c\/p\u003e \u003cp\u003ePerception Can Cause Attribution Errors 229\u003c\/p\u003e \u003cp\u003eImpression Management Influences How Others Perceive Us 229\u003c\/p\u003e \u003cp\u003e12.2 Contrast How Different Personalities Influence Individual Behavior 230\u003c\/p\u003e \u003cp\u003eThe Big Five Personality Traits Describe Important Individual Differences 231\u003c\/p\u003e \u003cp\u003eThe Myers–Briggs Type Indicator Is a Popular Approach to Personality Assessment 232\u003c\/p\u003e \u003cp\u003ePersonalities Vary on Personal Conception Traits and Narcissism 233\u003c\/p\u003e \u003cp\u003ePeople with Type A Personalities Tend to Stress Themselves 234\u003c\/p\u003e \u003cp\u003e12.3 Explain How Attitudes, Emotions, and Moods Influence Individual Behavior 237\u003c\/p\u003e \u003cp\u003eAttitudes Predispose People to Act in Certain Ways 237\u003c\/p\u003e \u003cp\u003eJob Satisfaction Influences Work Behavior and Outcomes 238\u003c\/p\u003e \u003cp\u003eEmotions and Moods Influence Behavior 239\u003c\/p\u003e \u003cp\u003e\u003cb\u003e13 \u003c\/b\u003e\u003cb\u003eMotivation 244\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e13.1 Describe How Human Needs Influence Motivation to Work 245\u003c\/p\u003e \u003cp\u003eMaslow Describes a Hierarchy of Needs Topped by Self-Actualization 245\u003c\/p\u003e \u003cp\u003eAlderfer’s ERG Theory Discusses Existence, Relatedness, and Growth Needs 246\u003c\/p\u003e \u003cp\u003eMcClelland Identifies Acquired Needs for Achievement, Power, and Affiliation 247\u003c\/p\u003e \u003cp\u003eHerzberg’s Two-Factor Theory Focuses on Higher-Order Need Satisfaction 248\u003c\/p\u003e \u003cp\u003eThe Core Characteristics Model Integrates Motivation and Job Design 249\u003c\/p\u003e \u003cp\u003e13.2 Identify How Thoughts and Decisions Affect Motivation to Work 251\u003c\/p\u003e \u003cp\u003eEquity Theory Explains How Social Comparisons Motivate Individual Behavior 252\u003c\/p\u003e \u003cp\u003eExpectancy Theory Focuses on Individual Decisions to Work Hard, or Not 253\u003c\/p\u003e \u003cp\u003eGoal-Setting Theory Shows That the Right Goals Can Be Motivating 254\u003c\/p\u003e \u003cp\u003e13.3 Explain How Reinforcement Influences Motivation to Work 256\u003c\/p\u003e \u003cp\u003eOperant Conditioning Influences Behavior by Controlling Its Consequences 257\u003c\/p\u003e \u003cp\u003ePositive Reinforcement Connects Desirable Behavior with Pleasant Consequences 258\u003c\/p\u003e \u003cp\u003ePunishment Connects Undesirable Behavior with Unpleasant Consequences 259\u003c\/p\u003e \u003cp\u003e\u003cb\u003e14 \u003c\/b\u003e\u003cb\u003eTeams and Teamwork 263\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e14.1 Discuss the Importance of Teams and Teamwork 264\u003c\/p\u003e \u003cp\u003eTeams Offer Synergy and Other Benefits 264\u003c\/p\u003e \u003cp\u003eTeams Can Suffer from Performance Problems 265\u003c\/p\u003e \u003cp\u003eOrganizations Are Networks of Formal Teams and Informal Groups 265\u003c\/p\u003e \u003cp\u003eOrganizations Use Committees, Task Forces, and Cross-Functional Teams 266\u003c\/p\u003e \u003cp\u003eTechnology Has Mainstreamed Use of Virtual Teams 266\u003c\/p\u003e \u003cp\u003eSelf-Managing Teams Are a Form of Job Enrichment for Groups 268\u003c\/p\u003e \u003cp\u003e14.2 Identify the Building Blocks of Successful Teamwork 270\u003c\/p\u003e \u003cp\u003eTeams Need the Right Members to Be Effective 271\u003c\/p\u003e \u003cp\u003eTeams Need the Right Setting and Size to Be Effective 271\u003c\/p\u003e \u003cp\u003eTeams Need the Right Processes to Be Effective 272\u003c\/p\u003e \u003cp\u003eTeams Need to Master Different Stages of Development 272\u003c\/p\u003e \u003cp\u003eTeam Performance Is Influenced by Norms 274\u003c\/p\u003e \u003cp\u003eTeam Performance Is Influenced by Cohesiveness 275\u003c\/p\u003e \u003cp\u003eTeam Performance Is Influenced by Communication Networks 276\u003c\/p\u003e \u003cp\u003eTeam Performance Benefits from Shared Leadership 277\u003c\/p\u003e \u003cp\u003e14.3 Discuss How Managers Create and Lead High-Performance Teams 279\u003c\/p\u003e \u003cp\u003eTeam Building Can Improve Teamwork and Performance 279\u003c\/p\u003e \u003cp\u003eTeams Benefit When They Use the Right Decision Methods 279\u003c\/p\u003e \u003cp\u003eTeams Suffer When Groupthink Leads to Bad Decisions 281\u003c\/p\u003e \u003cp\u003eTeams Benefit When Conflicts Are Well Managed 281\u003c\/p\u003e \u003cp\u003e\u003cb\u003e15 \u003c\/b\u003e\u003cb\u003eCommunication 286\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e15.1 Explain the Nature of Communication and What Makes It Effective 287\u003c\/p\u003e \u003cp\u003eCommunication Helps to Build Social Capital 287\u003c\/p\u003e \u003cp\u003eThe Communication Process Has Lots of Room for Errors 287\u003c\/p\u003e \u003cp\u003eCommunication Is Persuasive When the Receiver Acts as the Sender Intends 289\u003c\/p\u003e \u003cp\u003e15.2 Identify the Major Barriers to Effective Communication 291\u003c\/p\u003e \u003cp\u003ePoor Use of Channels Makes It Difficult to Communicate Effectively 292\u003c\/p\u003e \u003cp\u003ePoor Written or Oral Expression Makes It Difficult to Communicate Effectively 292\u003c\/p\u003e \u003cp\u003eFailure to Spot Nonverbal Signals Makes It Difficult to Communicate Effectively 293\u003c\/p\u003e \u003cp\u003eInformation Filtering Makes It Difficult to Communicate Effectively 294\u003c\/p\u003e \u003cp\u003eOverloads and Distractions Make It Difficult to Communicate Effectively 295\u003c\/p\u003e \u003cp\u003e15.3 Discuss Ways to Improve Communication with People at Work 296\u003c\/p\u003e \u003cp\u003eActive Listening Helps Others to Say What They Really Mean 296\u003c\/p\u003e \u003cp\u003eConstructive Feedback Is Specific, Timely, and Relevant 297\u003c\/p\u003e \u003cp\u003eOffice Designs Can Encourage Interaction and Communication 297\u003c\/p\u003e \u003cp\u003eTransparency and Openness Build Trust in Communication 299\u003c\/p\u003e \u003cp\u003eAppropriate Online Behavior Is a Communication Essential 299\u003c\/p\u003e \u003cp\u003eSensitivity and Etiquette Improve Cross-Cultural Communication 300\u003c\/p\u003e \u003cp\u003e\u003cb\u003e16 \u003c\/b\u003e\u003cb\u003eDiversity and Global Cultures 304\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e16.1 Discuss What We Need to Know About Diversity in the Workplace 305\u003c\/p\u003e \u003cp\u003eInclusion Drives a Business Case for Diversity 305\u003c\/p\u003e \u003cp\u003eMulticultural Organizations Value and Support Diversity 306\u003c\/p\u003e \u003cp\u003eDiversity Bias Exists in Many Forms and Situations 306\u003c\/p\u003e \u003cp\u003eOrganizational Subcultures Create Diversity Challenges 308\u003c\/p\u003e \u003cp\u003eManaging Diversity Is a Leadership Priority 309\u003c\/p\u003e \u003cp\u003e16.2 Explain What We Should Know About Diversity Among Global Cultures 311\u003c\/p\u003e \u003cp\u003eCulture Shock Is Discomfort in Cross-Cultural Situations 311\u003c\/p\u003e \u003cp\u003eCultural Intelligence Is an Ability to Adapt to Different Cultures 312\u003c\/p\u003e \u003cp\u003eThe “Silent” Languages of Cultures Include Context, Time, and Space 313\u003c\/p\u003e \u003cp\u003eCultural Tightness and Looseness Varies Around the World 314\u003c\/p\u003e \u003cp\u003eHofstede’s Model Identifies Value Differences Among National Cultures 316\u003c\/p\u003e \u003cp\u003eIntercultural Competencies Are Essential Career Skills 317\u003c\/p\u003e \u003cp\u003e\u003cb\u003e17 \u003c\/b\u003e\u003cb\u003eGlobalization and International Business 321\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e17.1 Discuss How Globalization Affects International Business 322\u003c\/p\u003e \u003cp\u003eGlobalization Increases Interdependence of the World’s Economies 322\u003c\/p\u003e \u003cp\u003eBusinesses Go Global for Many Reasons 324\u003c\/p\u003e \u003cp\u003eBusinesses Go Global in Different Ways 324\u003c\/p\u003e \u003cp\u003eLegal Systems and Economic Nationalism Pose International Business Challenges 325\u003c\/p\u003e \u003cp\u003eRegional Economic Alliances Influence International Business Dealings 326\u003c\/p\u003e \u003cp\u003e17.2 Explain the Challenges and Controversies Facing Global Corporations 329\u003c\/p\u003e \u003cp\u003eGlobal Corporations Have Extensive Operations in Many Countries 329\u003c\/p\u003e \u003cp\u003eThe Actions of Global Corporations Can Be Controversial 329\u003c\/p\u003e \u003cp\u003eManagers of Global Corporations Face Ethics Challenges 330\u003c\/p\u003e \u003cp\u003eThe Management Process is Complicated in Global Corporations 332\u003c\/p\u003e \u003cp\u003e\u003cb\u003e18 \u003c\/b\u003e\u003cb\u003eEntrepreneurship and Small Business 337\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e18.1 Describe Entrepreneurship and the Characteristics of Entrepreneurs 338\u003c\/p\u003e \u003cp\u003eEntrepreneurs Are Risk-Takers Who Spot and Pursue pportunities 338\u003c\/p\u003e \u003cp\u003eEntrepreneurs Face Risks of Failure in Their Drives to Succeed 340\u003c\/p\u003e \u003cp\u003eEntrepreneurs Often Share Similar Characteristics and Backgrounds 340\u003c\/p\u003e \u003cp\u003eEntrepreneurs Often Share Similar Personality Traits 341\u003c\/p\u003e \u003cp\u003eWomen and Minority Entrepreneurs Are Growing in Numbers 342\u003c\/p\u003e \u003cp\u003eSocial Entrepreneurs Seek Novel Solutions to Pressing Social Problems 343\u003c\/p\u003e \u003cp\u003e18.2 Discuss the Nature of Small Businesses and How to Start One 345\u003c\/p\u003e \u003cp\u003eSmall Businesses Are Mainstays of the Economy 346\u003c\/p\u003e \u003cp\u003eSmall Businesses Must Master Three Life-Cycle Stages 346\u003c\/p\u003e \u003cp\u003eFamily-Owned Businesses Face Unique Challenges 346\u003c\/p\u003e \u003cp\u003eMany Small Businesses Fail Within 5 Years 347\u003c\/p\u003e \u003cp\u003eAssistance Is Available to Help Small Businesses to Get Started 348\u003c\/p\u003e \u003cp\u003eA Small Business Should Start with a Sound Business Plan 349\u003c\/p\u003e \u003cp\u003eThere Are Different Forms of Small Business Ownership 349\u003c\/p\u003e \u003cp\u003eThere Are Different Ways of Financing a Small Business 351\u003c\/p\u003e \u003cp\u003eSkill-Building Portfolio \/ Cases For Critical Thinking \/ Test Prep Answers \/ Glossary \/ Endnotes \/ Name Index \/ Organization Index \/ Subject Index\u003c\/p\u003e","brand":"Wiley","offers":[{"title":"Default Title","offer_id":47989188624613,"sku":"NP9781119704188","price":111.0,"currency_code":"USD","in_stock":false}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/1842\/7735\/files\/9781119704188.jpg?v=1761783143","url":"https:\/\/k12savings.com\/es\/products\/exploring-management-isbn-9781119704188","provider":"K12savings","version":"1.0","type":"link"}