Preface
This Eleventh Edition of Fundamentals of Management with MyLab Management covers the essentials of management in a way that provides a sound foundation for understanding the practical issues facing managers and organizations. The focus on knowing and applying the theories of management remains, while now also highlighting opportunities to develop employability skills. Fundamentals of Management with MyLab Management offers an approachable, streamlined, realistic emphasis around what works for managers and what doesn’t—with the ultimate goal to help students be successful.
To improve student results, we recommend pairing the text content with MyLab Management, which is the teaching and learning platform that empowers you to reach every student. By combining trusted author content with digital tools and a flexible learning platform, MyLab personalizes the learning experience to help your students learn and retain key course concepts while developing skills that future employers are seeking in potential employees. From Mini Sims to Personal Inventory Assessments, MyLab Management helps you teach your course your way. Learn more at www.pearson.com/
New to This Edition
New chapter on entrepreneurship.
All new Experiential Exercises. Each chapter’s new Experiential Exercise is a hands-on activity in which students typically collaborate with other students to complete a task, such as writing a personal mission statement.
Employability skills highlighted throughout book. Introduced in Chapter 1, these employability skills include critical thinking, communication, collaboration, knowledge application and analysis, and social responsibility. Each chapter is loaded with opportunities for students to use and work on the skills they’ll need to be successful in the twenty-first-century workplace.
Material on early twentieth-century contributors: A diversity perspective. Because management history is the result of the contributions of many diverse individuals, we added a section to the Management History Module highlighting some noteworthy contributors.
Module on professionalism and employability. Expanded version of the module on Careers now focuses on professionalism and employability.
Diversity material added to managing human resources chapter.
Managing operations material presented in a modular format.
Several new examples throughout, including Facebook’s public scrutiny over what it was doing and not doing to protect its community of users, BMW’s sustainability actions, digital currency use in Sweden, European “zombie” companies, Hootsuite’s culture, the global cashew industry, Fox Sports World Cup advertising challenge, the organizational redesign at The Wall Street Journal, and many others.
New and updated content, including current issues in organizational culture, anti-globalization, stumbling blocks to creativity, revision bias, crisis planning, digital tools as strategic weapons, managing disruptive innovation, remote work, multicultural brokers, inclusion, generational differences in the workplace, emotions and communication, alternate reality, toxic bosses, having civil conversations in the workplace, and workplace design.
Making Ethical Decisions in the Workplace. This element has been renamed, and content is 60 percent new.
Case Applications. 58 percent new.
New Management in the News in MyLab Management. News articles are posted regularly, along with discussion questions that help students to understand management issues in current events.
New Capstone Mini Sims in MyLab Management help students master overarching course concepts like leadership, planning, motivation, and diversity. By combining key themes from multiple chapters into unique scenarios, students are able to better understand how management concepts are related to one another. Four new Capstone Mini Sims are included with this edition.
Solving Teaching and Learning Challenges
Many students who take a principles of management course have difficulty understanding why they are taking the course in the first place. They presume that management is common sense, unambiguous, and dependent on intuition. They also need practice applying the concepts they are learning to real-world situations. Additionally, many students may not aim to be managers upon graduation, so they may struggle to see the parallels between this course and their career goals. We wrote Fundamentals of Management to address these challenges by developing a “management sense” grounded in theory for students while showing them how to apply concepts learned to real-world situations and enabling them to develop the necessary skills to be successful in any career.
Developing a “Management Sense”
Bust This Myth and Debunking Chapter Openers
Bust This Myth chapter openers include common myths that students may have about management. This feature debunks the common myths, helping students to better understand and develop their own management sense. Each one is accompanied by a Bust This Myth Video Exercise in MyLab Management.
The Think Like a Manager video series in MyLab Management shows students difficult business scenarios and asks them to respond through multiple choice question assignable activities.
Apply Concepts to the Real World
The NEW Chapter 7, Managing Entrepreneurial Ventures, reflects the recent growth in entrepreneurial ventures, helping students to understand trends happening in the real world.
Murad Sezer/Reuters
This text tackles tough issues such as globalization/anti-globalization, having civil conversations, anti-bias, and ethical dilemmas—giving students an accurate depiction of the business environment today.
Mini Sims put students in professional roles and give them the opportunity to apply course concepts and develop decision-making skills through real-world business challenges. At the end of the simulation, the student will receive immediate feedback based on the answers they gave. These simulations reinforce chapter concepts and students’ comprehension of those concepts.
(Try It Mini Sim in MyLab Management for Chapter 12, Motivating and Rewarding Employees)
NEW! Capstone Mini Sims help students master overarching course concepts like leadership, planning, motivation, and diversity. By combining key themes from multiple chapters into unique scenarios, students are able to better understand how management concepts are related to one another.
Three End-of-Chapter Application Cases per chapter feature real companies. These cases cover situations involving managers, management, and organizations. To help students apply management concepts to the real world, the cases ask students to assess a situation and answer questions about “how” and “why” and “what would you do?” These Case Applications cover a variety of companies, including Uber, Warby Parker, Netflix, General Electric, Tesla, and more.
(Case Application for Chapter 15, Tesla)
NEW! Experiential Exercises are all new. Each one is a hands-on activity in which students typically collaborate with other students to complete a task.
Developing Employability Skills
For students to succeed in a rapidly changing job market, they should be aware of their career options and how to go about developing a variety of skills. With MyLab Management and Fundamentals of Management, we focus on developing these skills in the following ways:
A new Employability Skills Matrix at the end of Chapter 1 provides students with a visual guide to features that support the development of skills employers are looking for in today’s business graduates, helping students to see from the start of the semester the relevance of the course to their career goals.
[Employability Skills Matrix from Chapter 1]
Boxed Features Highlight Opportunities to Develop Key Employability Skills.
Classic Concepts in Today’s Workplace help students to understand a classic management concept. Hofstede’s five dimensions of national culture, are still beneficial to managers in today’s workplaces.
Making Ethical Decisions in Today’s Workplace presents students with an ethical dilemma and encourages them to practice their skills in ethical decision making and critical decision making.
Managing Technology in Today’s Workplace describes how managers are using technology to monitor employee performance, looking at ways to have a more efficient and effective workplace.
Personal Inventory Assessments is a collection of online exercises designed to promote self-reflection and engagement in students, helping them better understand management concepts. These assessments help develop professionalism and awareness of oneself and others, skills necessary for future career success.
End-of-Chapter Management Skill Builder helps students move from merely knowing concepts to actually being able to use that knowledge.
The skill-building exercises included at the end of each chapter help you apply and use management concepts. We chose these skills because of their relevance to developing management competence and their linkage to one or more of the topic areas in this book.
Expanded Module on Professionalism and Employability
In this newly expanded module, students are provided with very practical information in terms of being professional and employable. It’s good to remind students that there is a future beyond getting their degree. But they must prepare themselves for it, with solid academic learning and practical advice.
Chapter by Chapter Changes
In addition to all these major changes, here is a chapter-by-chapter list of the topic additions and changes in the Eleventh Edition:
Chapter 1
Rewrote box feature questions to focus on skills
New Making Ethical Decisions box
Added material on employability skills, including Employability Skills Matrix
New Experiential Exercise
Two new cases (Walmart’s management training, Intel’s “chip” problem)
Updated one case (Zappo’s holacracy)
Added “Topic” to Case Apps
Highlighted different employability skill in each case
History Module
Added new section on Other Early Twentieth-Century Contributors: A Diversity Perspective
Chapter 2
Rewrote box feature questions to focus on skills
New Being Ethical box
Added new section on Current Issues in Organizational Culture
New Experiential Exercise
Two new cases (Uber, full pay transparency)
Updated one case (movie theatre industry)
Added “Topic” to Case Apps
Highlighted different employability skill in each case
Chapter 3
New opening Myth/Debunked
Rewrote box feature questions to focus on skills
New Being Ethical box
Added new information about anti-globalization
New Experiential Exercise
Two new cases (Chinese battery companies, NCAA basketball scandal)
Updated one case (Keurig)
Added “Topic” to Case Apps
Highlighted different employability skill in each case
Chapter 4
Rewrote box feature questions to focus on skills
Added “revision bias” to section on Common Errors
New Being Ethical box
Added information on stumbling blocks to creativity
New Experiential Exercise
One new case (Panera Bread Company)
Updated two cases (UPS, Baseball Data Analytics)
Added “Topic” to Case Apps
Highlighted different employability skills in each case
Chapter 5
Rewrote box feature questions to focus on skills
Added new material on digital tools as strategic weapons
Added new material on crisis planning
New Managing Technology in Today’s Workplace box (using social media for environmental scanning)
New Experiential Exercise
Updated one case (Zara)
Two new cases (Ford Motor Company, Domino’s Pizza)
Added “Topic” to Case Apps
Highlighted different employability skills in each case
Chapter 6
Rewrote box feature questions to focus on skills
Added new section on managing disruptive innovation
New Being Ethical box
New Experiential Exercise
Updated one case (UnderArmour)
Two new cases (Volkswagen, Swiss watch industry)
Added “Topic” to Case Apps
Highlighted different employability skills in each case
Chapter 7
New chapter: Managing Entrepreneurial Ventures
Chapter 8
Rewrote box feature questions to focus on skills
New Being Ethical box
Added new material on remote work
New Experiential Exercise
One new case (United Air)
Updated two cases (NASA, PfizerWorks)
Added “Topic” to Case Apps
Highlighted different employability skills in each case
Chapter 9
New opening Myth/Debunked
New examples
Rewrote box feature questions to focus on skills
New Being Ethical box
Added additional material on sexual harassment
Moved diversity material to this chapter
Added discussion on inclusion
New Experiential Exercise
One new case (Starbucks and racial-bias training)
Updated two cases (résumé discrepancies, attracting tech talent)
Added “Topic” to Case Apps
Highlighted different employability skills in each case
Professionalism and Employability Module
New material on professionalism and employability
Revised material on careers
Chapter 10
Rewrote box feature questions to focus on skills
Added material on multicultural brokers
New Experiential Exercise
Two new cases (Microsoft and W. L. Gore)
Updated case (health-care industry)
Added “Topic” to Case Apps
Highlighted different employability skills in each case
Chapter 11
Rewrote box feature questions to focus on skills
Expanded discussion of generational differences in the workplace
New Experiential Exercise
Two new cases (Virgin Group, Adobe Systems)
Updated case (Google)
Added “Topic” to Case Apps
Highlighted different employability skills in each case
Chapter 12
Rewrote box feature questions to focus on skills
New Experiential Exercise
One new case (unlimited vacation time)
Two updated cases (Gravity Payments, Patagonia)
Added “Topic” to Case Apps
Highlighted different employability skills in each case
Chapter 13
Rewrote box feature questions to focus on skills
New Being Ethical box
New material on toxic bosses
New Experiential Exercise
Two new cases (General Electric, L’Oreal)
One updated case (developing Gen Y leaders)
Added “Topic” to Case Apps
Highlighted different employability skills in each case
Chapter 14
Rewrote box feature questions to focus on skills
New material added to discussion of emotions and communication
Reworked visual spread
Added discussion of alternate reality (AR)
New material on having civil conversations in the workplace
New material on workplace design
New Experiential Exercise
One new case (anytime feedback)
Two updated cases (athletes and Twitter and eliminating e-mail)
Added “Topic” to Case Apps
Highlighted different employability skills in each case
Chapter 15
Rewrote box feature questions to focus on skills
New Being Ethical box
New Experiential Exercise
Two new cases (Chipotle, Tesla)
One updated case (positive feedback)
Added “Topic” to Case Apps
Highlighted different employability skills in each case
Managing Operations Module
New presentation of material as a module
Instructor Teaching Resources
This program comes with the following teaching resources.
| Supplements available to instructors at www.pearsonhighered.com | Features of the Supplement |
|---|---|
Instructor’s Resource Manual authored by Veronica Horton |
|
Test Bank authored by Carol Heeter |
Over 2,500 multiple-choice, true/false, and essay questions with answers and these annotations:
|
| TestGen® Computerized Test Bank | TestGen allows instructors to:
|
PowerPoint Presentation authored by Veronica Horton |
Presents basic outlines and key points from each chapter. Slides meet accessibility standards for students with disabilities. Features include, but not limited to:
|
Acknowledgments
Writing and publishing a textbook requires the talents of a number of people whose names never appear on the cover. We’d like to recognize and thank a phenomenal team of talented people who provided their skills and abilities in making this book a reality. This team includes Kris Ellis-Levy, our specialist portfolio manager; Claudia Fernandes, our senior content producer; Carlie Marvel, our senior product marketer, Nicole Price, our field marketing manager; Stephanie Wall, our director of portfolio management; Nancy Moudry, our highly talented and gifted photo researcher; Lauren Cook, our talented digital media whiz who co-created the “Bust The Myth” videos; and Kristin Jobe, associate managing editor, Integra-Chicago.
We also want to thank our reviewers—past and present—for the insights they have provided us:
David Adams, Manhattanville College
Lorraine P. Anderson, Marshall University
Maria Aria, Camden Community College
Marcia Marie Bear, University of Tampa
Barbara Ann Boyington, Brookdale Community College
Reginald Bruce, University of Louisville
Jon Bryan, Bridgewater State University
Elena Capella, University of San Francisco
James Carlson, Manatee Community College
Pam Carstens, Coe College
Casey Cegielski, Auburn University
Michael Cicero, Highline Community College
Evelyn Delanee, Daytona Beach Community College
Kathleen DeNisco, Erie Community College, South Campus
Jack Dilbeck, Ivy Tech State College
Fred J. Dorn, University of Mississippi
Michael Drafke, College of DuPage
Myra Ellen Edelstein, Salve Regina University
Deborah Gilliard, Metropolitan State College, Denver
Robert Girling, Sonoma State University
Patricia Green, Nassau Community College
Gary Greene, Manatee Community College, Venice Campus
Kenneth Gross, The University of Oklahoma
Jamey Halleck, Marshall University
Aaron Hines, SUNY New Paltz
Robyn Hulsart, Austin Peavy State University
Todd E. Jamison, Chadron State College
Edward A. Johnson, University of North Florida
Kayvan Miri Lavassani, North Carolina Central
Kim Lukaszewski, SUNY New Paltz
Brian Maruffi, Fordham University
Mantha Vlahos Mehallis, Florida Atlantic University
Christine Miller, Tennessee Technological University
Diane Minger, Cedar Valley College
Kimberly K. Montney, Kellogg Community College
James H. Moore, Arizona State University
Clara Munson, Albertus Magnus College
Jane Murtaugh, College of DuPage
Francine Newth, Providence College
Leroy Plumlee, Western Washington University
Pollis Robertson, Kellogg Community College
Cynthia Ruszkowski, Illinois State University
Thomas J. Shaughnessy, Illinois Central College
Andrea Smith-Hunter, Siena College
Martha Spears, Winthrop University
Jeff Stauffer, Ventura College
Kenneth R. Tillery, Middle Tennessee State University
Robert Trumble, Virginia Commonwealth University
Philip Varca, University of Wyoming
Margaret Viets, University of Vermont
Brad Ward, Kellogg Community College
Lucia Worthington, University of Maryland University College
Seokhwa Yun, Montclair State University
Thank You!
Steve, Mary, and Dave would like to thank you for considering and choosing our book for your management course. All of us have several years of teaching under our belt, and we know how challenging yet rewarding it can be. Our goal is to provide you with the best resources available to help you excel in the classroom!
About the Authors
Stephen P. Robbins received his Ph.D. from the University of Arizona. He previously worked for the Shell Oil Company and Reynolds Metals Company and has taught at the University of Nebraska at Omaha, Concordia University in Montreal, the University of Baltimore, Southern Illinois University at Edwardsville, and San Diego State University. He is currently professor emeritus in management at San Diego State.
Dr. Robbins’s research interests have focused on conflict, power, and politics in organizations, behavioral decision making, and the development of effective interpersonal skills. His articles on these and other topics have appeared in such journals as Business Horizons, the California Management Review, Business and Economic Perspectives, International Management, Management Review, Canadian Personnel and Industrial Relations, and the Journal of Management Education.
Dr. Robbins is the world’s best-selling textbook author in the areas of management and organizational behavior. His books have sold more than 10 million copies and have been translated into 20 languages. His books are currently used at more than 1,500 U.S. colleges and universities, as well as hundreds of schools throughout Canada, Latin America, Australia, New Zealand, Asia, and Europe.
For more details, see stephenprobbins.com.
Mary Coulter (Ph.D., University of Arkansas) held different jobs, including high school teacher, legal assistant, and city government program planner, before completing her graduate work. She has taught at Drury University, the University of Arkansas, Trinity University, and Missouri State University. She is currently professor emeritus of management at Missouri State University. In addition to Fundamentals of Management, Dr. Coulter has published other books with Pearson including Management (with Stephen P. Robbins), Strategic Management in Action, and Entrepreneurship in Action.
When she’s not busy writing, Dr. Coulter enjoys puttering around in her flower gardens; trying new recipes; reading all different types of books; and enjoying many different activities with husband Ron, daughters and sons-in-law Sarah and James and Katie and Matt, and most especially with her two grandkids, Brooklynn and Blake, who are the delights of her life!
David A. Decenzo (Ph.D., West Virginia University) is president of Coastal Carolina University in Conway, South Carolina. He has been at Coastal since 2002 when he took over leadership of the E. Craig Wall Sr. College of Business. As president, Dr. DeCenzo has implemented a comprehensive strategic planning process, ensured fiscal accountability through policy and practice, and promoted assessment and transparency throughout the university. Before joining the Coastal faculty in 2002, he served as director of partnership development in the College of Business and Economics at Towson University in Maryland. He is an experienced industry consultant, corporate trainer, public speaker, and board member. Dr. DeCenzo is the author of numerous textbooks that are used widely at colleges and universities throughout the United States and the world. Dr. DeCenzo and his wife, Terri, have four children: Mark, Meredith, Gabriella, and Natalie, and reside in Pawleys Island, South Carolina.