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© Pearson Education Limited, 2021

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Authorized adaptation from the United States edition, entitled Management, 15th Edition, ISBN 978-0-13-558185-8 by

Stephen P. Robbins and Mary Coulter, published by Pearson Education © 2021.

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Print ISBN 10: 1-292-34088-6

Print ISBN 13: 978-1-292-34088-3

eBook ISBN 13: 978-1-292-34089-0

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A catalogue record for this book is available from the British Library

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Management, eBook, Global Edition

Table of Contents

Front Cover

Title Page

Copyright Page

Dedication

Brief Contents

Contents

Preface

Acknowledgments

Part 1 Introduction to Management Chapter 1: Managers and You in the Workplace

Tell Who Managers Are and Where They Work

Who Is a Manager?

Where Do Managers Work?

Why Are Managers Important?

Management Versus Managers

What Is Management?

What Do Managers Do?

Managerial Challenges Today and Into the Future

Focus on Technology

Focus on Disruptive Innovation

Focus on Social Media

Focus on Ethics

Focus on Political Uncertainty

Focus on the Customer

Why Study Management?

The Universality of Management

The Reality of Work

Rewards from Being a Manager

Gaining Insights into Life at Work

Employability Skills

Boxed Features

FYI

It’s Your Career: The ABC’s of Managing Your Time

Learning from Failure: Successful Managers Learn from Their Failures

Workplace Confidential: Dealing with Organizational Politics

Preparing For: Exams/Quizzes

Preparing For: My Career

Case Application 1: Working with Artificial Intelligence

Case Application 2: Nike: Taking a Customer Focus to a New Level

Management History Module

Table of Contents

Early Management

Classical Approach

Scientific Management

General Administrative Theory

Behavioral Approach

Quantitative Approach

Contemporary Approaches



Chapter 2: Making Decisions The Decision-Making Process

Step 1: Identify a Problem

Step 2: Identify Decision Criteria

Step 3: Allocate Weights to the Criteria

Step 4: Develop Alternatives

Step 5: Analyze Alternatives

Step 6: Select an Alternative

Step 7: Implement the Alternative

Step 8: Evaluate Decision Effectiveness

Approaches to Decision Making

Rationality

Bounded Rationality

Intuition

Evidence-Based Management

Crowdsourcing

Types of Decisions

Structured Problems and Programmed Decisions

Unstructured Problems and Nonprogrammed Decisions

Comparing Decision Types

Decision-Making Styles

Decision-Making Biases and Errors

Cutting-Edge Approaches for Improving Decision Making

Design Thinking

Big Data and Artificial Intelligence

Boxed Features

FYI

Let’s Get REAL

Learning from Failure: James Dyson: A Man of a Thousand Failures

Workplace Confidential: Making Good Decisions



Case Application 1: Making Decisions with Bad Data

Case Application 2: Bringing Sports Analytics into the Thick of Things

Part 1: Management Practice

Table of Contents

A Manager’s Dilemma

Global Sense

Continuing Case: Starbucks—Introduction

Part 2 Basics of Managing in Today’s Workplace Chapter 3: Influence of the External Environment and the Organization’sCulture

The Manager: Omnipotent or Symbolic?

The Omnipotent View

The Symbolic View

Reality Suggests a Synthesis

The External Environment: Constraints and Challenges

Defining the Environment and Environmental Uncertainty

Monitoring the General Environment

The Specific Environment

Managing the Environment

Organizational Culture: Constraints and Challenges

What Is Organizational Culture?

Strong Cultures

Where Culture Comes From and How It Continues

How Employees Learn Culture

How Culture Affects Managers

Boxed Features

Lets Get REAL

FYI

Learning from Failure: A Corrupt Culture at Wells Fargo

It’s Your Career: Reading an Organization’s Culture: Find One That Is a

Right Fit for You

Workplace Confidential: Adjusting to a New Job or Work Team



Ethics Dilemma

Skill Exercise: Developing Your Environmental Scanning Skill

Working Together Team Exercise

My Turn to be a Manager

Case Application 1: Environmental Uncertainty at HBO

Case Application 2: Organizational Culture at Vice Media

Chapter 4: Managing in a Global Environment Clarifying Terminology

A Brief History of Globalization

The Case For and Against Globalization

The Win-Win Argument

The Downside of Globalization

Globalization Today

What Does This Mean for Managers?

Different Types of International Organizations

Table of Contents

How Organizations Go International

Managing in a Global Environment

The Political/Legal Environment

The Economic Environment

The Cultural Environment

Boxed Features

FYI

Let’s Get REAL

Its Your Career: Developing Your Global PerspectiveWorking with People from

Other Cultures

Learning from Failure: Disney Learns That France Isn’t Florida



Case Application 1: Glencore: Conducting Business in Countries Where Others

Might Not

Case Application 2: Tariffs: Helping or Hurting General Motors?

Chapter 5: Managing Diversity Diversity 101

What Is Workplace Diversity?

Benefits of Workforce Diversity

The Changing Workplace

Characteristics of the US Population

What About Global Workforce Changes?

Types of Workplace Diversity

Age

Gender

Race and Ethnicity

Disabilities

Religion

LGBT: Sexual Orientation and Gender Identity

Challenges in Managing Diversity

Personal Bias

Glass Ceiling

Pay Inequities

Workplace Diversity Initiatives

Top Management Commitment to Diversity

Mentoring

Diversity Training

Employee Resource Groups

Some Final Thoughts and Questions

Boxed Features

FYI

Lets Get REAL

Workplace Confidential: Dealing with Diversity

Learning from Failure: Denny’s Answer to Its Diversity Problem

Table of Contents



Case Application 1: Gusto: Making a Difference in Gender Diversity

Case Application 2: Bring in Diversity . . . and Then What?

Chapter 6: Managing Social Responsibility and Ethics What is Social Responsibility?

Two Opposing Views

From Obligations to Responsiveness to Responsibility

Social Responsibility and Economic Performance

Green Management and Sustainability

How Organizations Go Green

Evaluating Green Management Actions

Managers and Ethical Behavior

Factors That Determine Ethical and Unethical Behavior

Ethics in an International Context

Encouraging Ethical Behavior

Employee Selection

Codes of Ethics

Leadership at the Top

Job Goals and Performance Appraisal

Ethics Training

Independent Social Audits

Current Issues in Social Responsibility and Ethics

Protecting Whistle-Blowers

Promoting Social Entrepreneurship

Social Media and Social Responsibility

Corporate Philanthropy

Boxed Features

FYI

Lets Get REAL

Learning from Failure: Siemens Atones for Its Sins

Workplace Confidential: Balancing Work and Personal Life



Case Application 1: Chobani: A Different Kind of Yogurt Company

Case Application 2: Every Kid Fed: Addressing Childhood Hunger Through Social

Entrepreneurship

Chapter 7: Managing Change and Disruptive Innovation The Case for Change

Living with VUCA

External Forces for Change

Internal Forces for Change

The Change Process

The Calm Waters Metaphor

The White-Water Rapids Metaphor

Table of Contents

Areas of Change

Strategy

Structure

Technology

People

Managing Change

Why Do People Resist Change?

Techniques for Reducing Resistance to Change

Contemporary Issues in Managing Change

Changing an Organization’s Culture

Employee Stress

Stimulating Innovation

Creativity Versus Innovation

Stimulating and Nurturing Innovation

Disruptive Innovation

Definition

Why Disruptive Innovation Is Important

Who’s Vulnerable?

Implications

Boxed Features

FYI

Let’s Get REAL 171,

Workplace Confidential: Coping with Job Stress



Case Application 1: Change from Within at Google

Case Application 2: Creating an Innovation Lab at Neiman Marcus

Part 2: Management Practice A Manager’s Dilemma

Global Sense

Continuing Case Starbucks—Basics of Managing In Today’s Workplace

Part 3 Planning Chapter 8: Foundations of Planning

The What and Why of Planning

What Is Planning?

Why Do Managers Plan?

Planning and Performance

Types of Plans

Strategic Versus Operational Plans

Short-Term Versus Long-Term Plans

Specific Versus Directional Plans

Single-Use Versus Standing Plans

Contingency Factors in Planning

Level in the Organization

Table of Contents

Degree of Environmental Uncertainty

Length of Future Commitments

Objectives: The Foundation of Planning

Stated Versus Real Objectives

Traditional Objective Setting

Management by Objectives

Contemporary Issues in Planning

Environmental Scanning

Virtual Reality

Boxed Features

Let’s Get REAL

FYI

Learning from Failure: US Army Corps of Engineers and Hurricane Katrina

Workplace Confidential: When You Face a Lack of Clear Directions



Case Application 1: Capturing Anti-Trends at New Balance

Case Application 2: Living Up to Goals at Tesla

Chapter 9: Managing Strategy What Is Strategic Management and Why Is It Important?

Defining Strategic Management

Why Is Strategic Management Important?

The Strategic Management Process

Step 1: Identifying the Organization’s Current Mission, Goals, and Strategies

Step 2: Doing an External Analysis

Step 3: Doing an Internal Analysis

Step 4: Formulating Strategies

Step 5: Implementing Strategies

Step 6: Evaluating Results

Corporate Strategies

What Is Corporate Strategy?

What Are the Types of Corporate Strategy?

How Are Corporate Strategies Managed?

Competitive Strategies

The Role of Competitive Advantage

Sustaining Competitive Advantage

Examples of Differentiation Strategies

Boxed Features

FYI 223, 233,

Let’s Get REAL

It’s Your Career: Learning Your Strengths and Weaknesses

Workplace Confidential: Developing a Career Strategy

Learning from Failure: Coke Panics After the Pepsi Challenge



Table of Contents

Case Application 1: Turnaround at Chipotle

Case Application 2: Saving Lives Through Strategy at RapidSOS

Chapter 10: Entrepreneurial Ventures The Context of Entrepreneurship

What Is Entrepreneurship?

Why Is Entrepreneurship Important?

The Entrepreneurial Process

What Do Entrepreneurs Do?

A Hybrid Path to Entrepreneurship

Start-Up and Planning Issues

Identifying Environmental Opportunities and Competitive Advantage

Researching the Venture’s Feasibility—Ideas

Researching the Venture’s Feasibility—Competitors

Researching the Venture’s Feasibility—Financing

Developing a Business Plan

Organizing Issues

Legal Forms of Organization

Organizational Design and Structure

Human Resource Management

Leading Issues

Personality Characteristics of Entrepreneurs

The Entrepreneur as Leader

Control Issues

Potential Control Problems and Actions

Exiting the Venture

Boxed Features

Workplace Confidential: Dealing with Risks

FYI


Learning from Failure: The Third Time Is a Charm for Vera Wang



Case Application 1: Becoming an Entrepreneur While In College with Brainz Power

Case Application 2: Qordoba: How Sweet It Is to Find a Solution to a Problem


Global Sense

Continuing Case Starbucks—Planning

Part 4 Organizing Chapter 11: Designing Organizational Structure

Six Elements of Organizational Design

Work Specialization

Departmentalization

Chain of Command

Table of Contents

Span of Control

Centralization and Decentralization

Formalization

Mechanistic and Organic Structures

Contingency Factors Affecting Structural Choice

Strategy and Structure

Size and Structure

Technology and Structure

Environmental Uncertainty and Structure

Traditional Organizational Design Options

Simple Structure

Functional Structure

Divisional Structure

Organizing for Flexibility in the Twenty-First Century

Team Structures

Matrix and Project Structures

The Virtual Organization

Telecommuting

Compressed Work Weeks

Flextime

Job Sharing

The Contingent Workforce

Boxed Features

Lets Get REAL

Workplace Confidential: Coping with Multiple Bosses

FYI 281, 288, 288,

Learning from Failure: Working at Home Doesn’t Work at IBM



Case Application 1: Making a Flat Organization Work at Punchkick

Case Application 2: The Invisible Workforce at Google

Chapter 12: Managing Human Resources Why Human Resource Management Is Important

The Human Resource Management Process

External Factors That Affect the Human Resource Management Process

The Economy

Labor Unions

Laws and Rulings

Demography

Identifying and Selecting Competent Employees

Human Resource Planning

Recruitment and Decruitment

Selection

Providing Employees With Needed Skills and Knowledge

Orientation and Socialization

Table of Contents

Employee Training

Retaining Competent, High-Performing Employees

Performance Evaluation

Compensation and Benefits

Career Development

Contemporary Issues in Managing Human Resources

Sexual Harassment

Bullying in the Workplace

Boxed Features

Workplace Confidential: Job Search

FYI

Lets Get REAL

Learning from Failure: Forced Rankings Bomb at Microsoft



Case Application 1: “Moneyball for HR” at Unilever

Case Application 2: Keeping Dealership Sales Staff from Leaving at Nissan

Chapter 13: Managing Groups and Teams Groups and Group Development

What Is a Group?

Stages of Group Development

Work Group Performance and Satisfaction

External Conditions Imposed on the Group

Group Member Resources

Group Structure

Group Processes

Group Tasks

Turning Groups into Effective Teams

The Difference Between Groups and Teams

Types of Work Teams

Creating Effective Work Teams

Boxed Features

FYI


It’s Your Career: Maximizing Outcomes Through Negotiation

Workplace Confidential: Handling Difficult Coworkers



Case Application 1: Making Delivery Drones a Reality at Alphabet

Case Application 2: “Remote Week” at HubSpot


Global Sense

Continuing Case Starbucks—Organizing

Table of Contents

Part 5 Leading Chapter 14: Managing Communication

Understanding Communication

What Is Communication?

Functions of Communication

The Communication Process

Modes of Communicating

Barriers to Effective Communication

Overcoming the Barriers

Effective Organizational Communication

Formal Versus Informal

Direction of Flow

Networks

Communication in the Internet and Social Media Age

The 24/7 Work Environment

Social Media

Cybersecurity

Becoming a Better Communicator

Sharpening Your Persuasion Skills

Sharpening Your Speaking Skills

Sharpening Your Writing Skills

Sharpening Your Reading Skills

Boxed Features

It’s Your Career: I’m Listening!

Lets Get REAL

Workplace Confidential: An Uncommunicative Boss

FYI 369, 370, 372,

Learning from Failure: GM’s Catastrophic Communications Breakdown



Case Application 1: Communicating as the Company Grows at Hootsuite

Case Application 2: Communication Challenge at Facebook

Chapter 15: Understanding and Managing Individual Behavior Focus and Goals of Organizational Behavior

Focus of Organizational Behavior

Goals of Organizational Behavior

Attitudes and Job Performance

Job Satisfaction

Job Involvement and Organizational Commitment

Employee Engagement

Attitudes and Consistency

Cognitive Dissonance Theory

Attitude Surveys

Implications for Managers

Personality

Table of Contents

MBTI®

The Big Five Model

The Dark Triad

Additional Personality Insights

Personality Types in Different Cultures

Emotions and Emotional Intelligence


Perception

Factors That Influence Perception

Attribution Theory

Shortcuts Used in Judging Others


Learning

Operant Conditioning

Social Learning

Shaping: A Managerial Tool


Boxed Features

FYI

Lets Get REAL

Workplace Confidential: An Abusive Boss



Case Application 1: Employee Experience at IBM

Case Application 2: Getting Your Company’s Logo as a Tattoo

Chapter 16: Motivating Employees What is Motivation?

Early Theories of Motivation

Maslow’s Hierarchy of Needs Theory

McGregor’s Theory X and Theory Y

Herzberg’s Two-Factor Theory

Three-Needs Theory

Contemporary Theories of Motivation

Goal-Setting Theory

Reinforcement Theory

Designing Motivating Jobs

Equity Theory

Expectancy Theory

Integrating Contemporary Theories of Motivation

Current Issues in Motivation

Managing Cross-Cultural Motivational Challenges

Motivating Unique Groups of Workers

Designing Appropriate Rewards Programs

Boxed Features

It’s Your Career: What Motivates You?

FYI

Table of Contents

Workplace Confidential: Feelings of Unfair Pay


Learning from Failure: NSPS: Pay-for-Performance Gone Bad



Case Application 1: Motivating Employees Who Love the Outdoors at REI

Case Application 2: Motivating Under Constraints at Televerde

Chapter 17: Being an Effective Leader Who Are Leaders, and What Is Leadership?

Early Leadership Theories

Leadership Traits

Leadership Behaviors

Contingency Theories of Leadership

The Fiedler Model

Hersey and Blanchard’s Situational Leadership Theory

Path-Goal Model

Contemporary Views of Leadership

Leader–Member Exchange (LMX) Theory

Charismatic Leadership

Transformational-Transactional Leadership

Authentic Leadership

Ethical Leadership

Servant Leadership

Followership

Integrating Theories of Leadership

Leadership Issues in the Twenty-First Century

Managing Power

Developing Credibility and Trust

Leading Virtual Teams

Leadership Training

When Leadership May Not Be Important

Boxed Features

FYI

Learning from Failure: The Firing of Steve Jobs at Apple


Workplace Confidential: A Micromanaging Boss

It’s Your Career: How to Be Seen as Trustworthy



Case Application 1: Transforming the Fashion Industry at Stitch Fix

Case Application 2: Recognizing What Leadership Is Needed at the Golden State

Warriors


Global Sense

Table of Contents

Continuing Case Starbucks—Leading

Part 6 Controlling Chapter 18: Monitoring and Controlling

What is Controlling, and Why is it Important?

What Is Controlling?

Why Is Controlling Important?

The Control Process

Step 1: Measuring Actual Performance

Step 2: Comparing Actual Performance Against the Standard

Step 3: Taking Managerial Action

Summary

Controlling for Organizational and Employee Performance

What Is Organizational Performance?

Measures of Organizational Performance

Controlling for Employee Performance

Tools for Measuring Organizational Performance

Feedforward/Concurrent/Feedback Controls

Financial Controls

Information Controls

Balanced Scorecard

Benchmarking of Best Practices

Contemporary Issues in Control

Social Media as a Control Tool

Global Differences in Control

Workplace Privacy

Employee Theft

Corporate Governance

Boxed Features

FYI

Workplace Confidential: Responding to an Unfair Performance Review

Lets Get REAL



Case Application 1: Bug Bounty Hackers at General Motors

Case Application 2: Posting for Just Other Employees to See

Planning and Control Techniques Module Techniques for Assessing the Environment

Environmental Scanning

Forecasting

Techniques for Allocating Resources

Budgeting

Scheduling

Breakeven Analysis

Linear Programming

Contemporary Planning Techniques

Table of Contents

Project Management

Scenario Planning

Review and Discussion Questions

Managing Operations Module The Role of Operations Management

Services and Manufacturing

Managing Productivity

Strategic Role of Operations Management

Value Chain Management

What is Value Chain Management?

Goal of Value Chain Management

Benefits of Value Chain Management

Value Chain Strategy

Current Issues in Managing Operations

Technology’s Role in Operations Management

The Robots Are Coming!

Quality Management

Quality Goals

Mass Customization

Creating a Lean Organization

Review and Discussion Questions


Global Sense

Continuing Case Starbucks—Controlling

Glossary

Name Index

Organization Index

Subject Index

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