Content highlighted in purple indicates that it is presented via a visual spread.
Preface xiv
Instructor Teaching Resources xxii
About the Authors xxiv
Part 1 Introduction
Chapter 1 Managers and Management in Today’s Workplace 2
Who Are Managers and Where Do They Work? 5
What Three Characteristics Do All Organizations Share? 5
How Are Managers Different from Nonmanagerial Employees? 6
What Titles Do Managers Have? 6
Classic Concepts in Today’s Workplace 7
What Is Management? 8
3 Ways to Look at What Managers Do 9
4 Functions Approach 9
Management Roles Approach 10
Skills and Competencies 11
Is the Manager’s Job Universal? 11
Why Study Management? 14
Making Ethical Decisions in Today’s Workplace 14
What Factors Are Reshaping and Redefining Management? 15
Why Are Customers Important to the Manager’s Job? 16
Managing Technology in Today’s Workplace | Is It Still Managing When What You’re Managing Are Robots? 16
Why Is Innovation Important to the Manager’s Job? 17
Importance of Social Media to the Manager’s Job 17
Importance of Sustainability to the Manager’s Job 18
What Employability Skills Are Critical for Getting and Keeping a Job? 18
Wrapping It Up?.?.?.? 20
Knowing: Getting Ready for Exams and Quizzes Chapter Summary By Learning Outcome 22
Discussion Questions 23
Applying: Getting Ready for the Workplace Management Skill Builder | Becoming Politically Adept 23
Experiential Exercise 24
Case Application #1—Training Better Managers?.?.?.?Now at Walmart 25
Case Application #2—Who Needs a Boss? 26
Case Application #3—Destroying the World 27
Endnotes 28
History Module: A Brief History of Management’s Roots 30
Early Management 30
Classical Approaches 31
Other Early Twentieth-Century Contributors: A Diversity Perspective 32
Behavioral Approach 33
Quantitative Approach 34
Contemporary Approaches 35
Endnotes 37
Chapter 2 The Management Environment 38
What Is the External Environment and Why Is It Important? 41
What Is the Economy Like Today? 41
Classic Concepts in Today’s Workplace 43
What Role Do Demographics Play? 44
How Does the External Environment Affect Managers? 45
Managing Technology in Today’s Workplace | Can Technology Improve the Way Managers Manage? 45
Making Ethical Decisions in Today’s Workplace 47
What Is Organizational Culture? 49
Dimensions of Organizational Culture 50
How Does Organizational Culture Affect Managers? 51
How Does Culture Affect What Employees Do? 51
How Does Culture Affect What Managers Do? 52
What Are Current Issues in Organizational Culture? 53
Creating a Customer-Responsive Culture 53
Creating an Innovative Culture 53
Creating a Sustainability Culture 54
Creating an Ethical Culture 55
Creating a Learning Culture 55
Knowing: Getting Ready for Exams and Quizzes Chapter Summary by Learning Outcome 56
Discussion Questions 56
Applying: Getting Ready for the Workplace Management Skill Builder | Understanding Culture 57
Experiential Exercise 58
Case Application #1—Bad Ride. Bumpy Ride. 59
Case Application #2—Not Sold Out 60
Case Application #3—Extreme Openness 61
Endnotes 62
Chapter 3 Important Managerial Issues 64
What Is Globalization and How Does It Affect Organizations? 67
What Does It Mean to Be “Global”? 68
How Do Organizations Go Global? 68
What Are the Different Types of Global Organizations? 70
What Do Managers Need to Know about Managing in a Global Organization? 71
Classic Concepts in Today’s Workplace 72
What Does Society Expect from Organizations and Managers? 74
How Can Organizations Demonstrate Socially Responsible Actions? 74
Should Organizations Be Socially Involved? 75
What Is Sustainability and Why Is It Important? 76
Making Ethical Decisions in Today's Workplace 77
What Factors Determine Ethical and Unethical Behavior? 77
In What Ways Can Ethics Be Viewed? 78
How Can Managers Encourage Ethical Behavior? 78
Managing Technology in Today’s Workplace | The Ethics of Data Analytics 79
Knowing: Getting Ready for Exams and Quizzes Chapter Summary by Learning Outcome 82
Discussion Questions 82
Applying: Getting Ready for the Workplace Management Skill Builder | Building High Ethical Standards 83
Experiential Exercise 84
Case Application #1—Global Control 85
Case Application #2—Serious about Sustainability? 86
Case Application #3—Flagrant Foul 87
Endnotes 88
Part 2 Planning
Chapter 4 Making Decisions 90
How do Managers Make Decisions? 93
What Defines a Decision Problem? 93
What is Relevant in the Decision-Making Process? 94
How Does the Decision Maker Weight the Criteria and Analyze Alternatives? 94
What Determines the Best Choice? 96
What Happens in Decision Implementation? 96
What is the Last Step in the Decision Process? 97
What Common Errors Are Committed in the Decision-Making Process? 97
What Are the 3 Approaches Managers Can Use to Make Decisions? 99
Rational Model 99
Bounded Rationality 100
Classic Concepts in Today’s Workplace 101
Intuition and Managerial Decision Making 101
Managing Technology in Today’s Workplace | Making Better Decisions With Technology 102
What Types of Decisions and Decision-Making Conditions Do Managers Face? 103
How Do Problems Differ? 103
How Does a Manager Make Programmed Decisions? 103
How Do Nonprogrammed Decisions Differ from Programmed Decisions? 104
How Are Problems, Types of Decisions, and Organizational Level Integrated? 105
What Decision-Making Conditions Do Managers Face? 106
How Do Groups Make Decisions? 106
What Are the Advantages and Disadvantages of Group Decision Making? 107
When Are Groups Most Effective? 107
Making Ethical Decisions in Today's Workplace 108
How Can You Improve Group Decision Making? 108
What Contemporary Decision-Making Issues Do Managers Face? 109
How Does National Culture Affect Managers’ Decision Making? 109
Why Are Creativity and Design Thinking Important in Decision Making? 110
How is big data changing the way managers make decisions? 112
Knowing: Getting Ready for Exams and Quizzes Chapter Summary by Learning Outcome 114
Discussion Questions 115
Applying: Getting Ready for the Workplace Management Skill Builder | Being A Creative Decision Maker 115
Experiential Exercise 116
Case Application #1—Big Brown Numbers 117
Case Application #2—The Business of Baseball 118
Case Application #3—Slicing the Line 119
Endnotes 120
Quantitative Module: Quantitative Decision-Making Tools 122
Payoff Matrices 122
Decision Trees 123
Break-Even Analysis 124
Linear Programming 125
Queuing Theory 127
Economic Order Quantity Model 127
Endnotes 129
Chapter 5 Planning and Goal Setting 130
What Is Planning and Why Do Managers Need to Plan? 133
Why Should Managers Formally Plan? 133
What Are Some Criticisms of Formal Planning and How Should Managers Respond? 134
Does Formal Planning Improve Organizational Performance? 135
What Do Managers Need to Know about Strategic Management? 135
What Is Strategic Management? 136
Why Is Strategic Management Important? 136
What Are the Steps in the Strategic Management Process? 137
What Strategic Weapons Do Managers Have? 141
Making Ethical Decisions in Today’s Workplace 143
What Strategies Do Managers Use? 139
Corporate Strategy 139
Competitive Strategy 140
Functional Strategy 140
How Do Managers Set Goals and Develop Plans? 144
What Types of Goals Do Organizations Have and How Do They Set Those Goals? 144
Classic Concepts in Today’s Workplace 146
What Types of Plans Do Managers Use and How Do They Develop Those Plans? 147
What Contemporary Planning Issues Do Managers Face? 150
How Can Managers Plan Effectively in Dynamic Environments and in Crisis Situations? 151
How Can Managers Use Environmental Scanning? 152
Managing Technology in Today’s Workplace | Using Social Media for Environmental Scanning 152
Knowing: Getting Ready for Exams and Quizzes Chapter Summary by Learning Outcome 154
Discussion Questions 154
Applying: Getting Ready for the Workplace Management Skill Builder | Being A Good Goal Setter 155
Experiential Exercise 156
Case Application #1—Fast Fashion 157
Case Application #2— Mapping a New Direction 158
Case Application #3—Using Tech to Sell Pizza 159
Endnotes 161
Chapter 6 Managing Change and Innovation 164
What Is Change and How Do Managers Deal with It? 167
Why Do Organizations Need to Change? 168
Who Initiates Organizational Change? 169
How Does Organizational Change Happen? 169
Classic Concepts in Today’s Workplace 170
How Do Managers Manage Resistance to Change? 172
Why Do People Resist Organizational Change? 173
What Are Some Techniques for Reducing Resistance to Organizational Change? 173
What Reaction Do Employees Have to Organizational Change? 174
What Is Stress? 174
What Causes Stress? 175
How Can Managers Encourage Innovation in an Organization? 178
How Are Creativity and Innovation Related? 179
What’s Involved in Innovation? 179
Managing Technology in Today’s Workplace | Helping Innovation Flourish 180
How Can a Manager Foster Innovation? 180
How Does Design Thinking Influence Innovation? 182
What Is Disruptive Innovation and Why Is Managing it So Important? 183
Making Ethical Decisions in Today’s Workplace 183
What Is Disruptive Innovation? 183
Why Is Disruptive Innovation Important? 184
What Are the Implications of Disruptive Innovation? 184
Knowing: Getting Ready for Exams and Quizzes Chapter Summary by Learning Outcome 186
Discussion Questions 186
Applying: Getting Ready for the Workplace 187
Experiential Exercise 188
Case Application #1—Defeating the System 189
Case Application #2—The Next Big Thing 190
Case Application #3—Time to Change? 191
Endnotes 192
Chapter 7 Managing Entrepreneurial Ventures 194
What Is the Context of Entrepreneurship and Why Is It Important 197
What Is Entrepreneurship? 197
Is Entrepreneurship Different from Self-Employment? 198
Classic Concepts in Today’s Workplace 199
Who’s Starting Entrepreneurial Ventures? 199
Why Is Entrepreneurship Important? 200
What Do Entrepreneurs Do? 201
What Social Responsibility and Ethics Issues Face Entrepreneurs? 204
What Happens in the Entrepreneurial Process? 202
Exploring the Entrepreneurial Context 202
Identifying Opportunities and Possible Competitive Advantages 202
Starting the Venture 203
Managing the Venture HOW? 203
What’s Involved in Planning New Ventures? 205
What Initial Efforts Must Entrepreneurs Make? 205
How Should Entrepreneurs Research the Venture’s Feasibility? 206
What Planning Do Entrepreneurs Need to Do? 209
What Additional Planning Considerations Do Entrepreneurs Need to Address? 210
What’s Involved in Organizing an Entrepreneurial Venture? 212
What Are the Legal Forms of Organization for Entrepreneurial Ventures? 212
What Type of Organizational Structure Should Entrepreneurial Ventures Use? 212
What Human Resource Management Issues Do Entrepreneurs Face? 214
Managing Technology in Today’s Workplace | Startup Ideas: Cashing in on Technology 214
What’s Involved in Leading an Entrepreneurial Venture? 215
What Type of Personality Characteristics Do Entrepreneurs Have? 215
How Can Entrepreneurs Motivate Employees? 216
How Can Entrepreneurs Be Leaders? 217
Making Ethical Decisions in Today's Workplace 217
What’s Involved in Controlling an Entrepreneurial Venture? 218
How Is Growth Managed? 218
How Are Downturns Managed? 218
What’s Involved with Exiting the Venture? 219
Why Is It Important to Think about Managing Personal Challenges as an Entrepreneur? 219
Knowing: Getting Ready for Exams and Quizzes Chapter Summary by Learning Outcome 221
Discussion Questions 222
Applying: Getting Ready for the Workplace Management Skill Builder | Developing Grit 222
Experiential Exercise 223
Case Application #1—A Restaurant That Does More Than Just Feed Customers 224
Case Application #2—The X Factor 225
Case Application #3—Eyeing the Future 226
Endnotes 227
Part 3 Organizing
Chapter 8 Organizational Structure and Design 228
What Are the Six Key Elements in Organizational Design? 231
1 What Is Work Specialization? 231
2 What Is Departmentalization? 232
3 What Are Authority and Responsibility? 234
4 What Is Span of Control? 238
5 How Do Centralization and Decentralization Differ? 239
6 What Is Formalization? 239
Classic Concepts in Today’s Workplace 243
What Contingency Variables Affect Structural Choice? 240
Mechanistic or Organic 241
Strategy ? Structure 241
Size ? Structure 242
Technology ? Structure 242
Environment ? Structure 242
What Are Some Common Organizational Designs? 244
What Traditional Organizational Designs Can Managers Use? 244
What Contemporary Organizational Designs Can Managers Use? 245
What Are Today’s Organizational Design Challenges? 249
How Do You Keep Employees Connected? 249
How Do Global Differences Affect Organizational Structure? 249
Making Ethical Decisions in Today's Workplace 249
How Do You Build a Learning Organization? 250
How Can Managers Design Efficient and Effective Flexible Work Arrangements? 251
Managing Technology in Today’s Workplace | The Changing World of Work 253
Knowing: Getting Ready for Exams and Quizzes Chapter Summary by Learning Outcome 255
Discussion Questions 255
Applying: Getting Ready for the Workplace Management Skill Builder | Increasing Your Power 256
Experiential Exercise 257
Case Application #1—Turbulence at United Air 258
Case Application #2—Lift Off 259
Case Application #3—A New Kind of Structure 260
Endnotes 261
Chapter 9 Managing Human Resources and Diversity 264
What Is the Human Resource Management Process and What Influences It? 267
What Is the Legal Environment of HRM? 268
Classic Concepts in Today’s Workplace 270
How Do Managers Identify and Select Competent Employees? 271
Making Ethical Decisions in Today's Workplace 271
1 What Is Employment Planning? 271
2A How Do Organizations Recruit Employees? 273
2B How Does a Manager Handle Layoffs? 274
3 How Do Managers Select Job Applicants? 274
How Are Employees Provided with Needed Skills and Knowledge? 278
How Are New Hires Introduced to the Organization? 278
Managing Technology in Today’s Workplace | Social and Digital HR 279
What Is Employee Training? 279
Keeping Great People: Two Ways Organizations Do This 282
Performance Management System 282
Compensating Employees: Pay and Benefits 284
What Contemporary HRM Issues Face Managers? 287
How Can Managers Manage Downsizing? 287
What Is Sexual Harassment? 288
How Are Organizations and Managers Adapting to a Changing Workforce? 289
How Can Workforce Diversity and Inclusion Be Managed? 291
What Is Workforce Diversity? 291
What Types of Diversity Are Found in Workplaces? 292
How Does Workforce Diversity and Inclusion Affect HRM? 294
What about Inclusion? 295
Knowing: Getting Ready for Exams and Quizzes Chapter Summary by Learning Outcome 296
Discussion Questions 297
Applying: Getting Ready for the Workplace Management Skill Builder | Providing Good Feedback 297
Experiential Exercise 298
Case Application #1—Race Relations 299
Case Application #2—Résumé Regrets 300
Case Application #3—Spotting Talent 301
Endnotes 302
Professionalism Module: Professionalism and Employability 305
What is Professionalism? 305
How Can I Show My Professionalism? 306
How Can I Have a Successful Career? 307
Assess Your Personal Strengths and Weaknesses 307
Identify Market Opportunities 307
Take Responsibility for Managing Your Own Career 308
Develop Your Interpersonal Skills 308
Practice Makes Perfect 308
Stay Up to Date 308
Network 308
Stay Visible 308
Seek a Mentor 308
Leverage Your Competitive Advantage 309
Don’t Shun Risks 309
It’s OK to Change Jobs 309
Opportunities, Preparation, and Luck = Success 309
Endnotes 309
Chapter 10 Managing Work Groups and Work Teams 310
What Is a Group and What Stages of Development Do Groups Go Through? 313
What Is a Group? 313
What Are the Stages of Group Development? 313
Making Ethical Decisions in Today’s Workplace 315
Classic Concepts in Today’s Workplace 320
5 Major Concepts of Group Behavior 316
1 Roles 316
2a Norms 316
2b Conformity 317
3 Status Systems 317
4 Group Size 318
5 Group Cohesiveness 318
How Are Groups Turned into Effective Teams? 321
Are Work Groups and Work Teams the Same? 321
What Are the Different Types of Work Teams? 322
What Makes a Team Effective? 323
Managing Technology in Today’s Workplace | Keeping Connected: IT And Teams 323
How Can a Manager Shape Team Behavior? 327
What Current Issues Do Managers Face in Managing Teams? 328
What’s Involved with Managing Global Teams? 328
When Are Teams Not the Answer? 330
Knowing: Getting Ready for Exams and Quizzes Chapter Summary by Learning Outcome 331
Discussion Questions 331
Applying: Getting Ready for the Workplace Management Skill Builder | Developing Your Coaching Skills 332
Experiential Exercise 333
Case Application #1—Rx: Teamwork 334
Case Application #2—Building Better Software Build Teams 335
Case Application #3—Employees Managing Themselves—Good Idea or Not? 336
Endnotes 337
Part 4 Leading
Chapter 11 Understanding Individual Behavior 340
What Are the Focus and Goals of Organizational Behavior? 343
What Is the Focus of OB? 343
What Are the Goals of Organizational Behavior? 344
What Role Do Attitudes Play in Job Performance? 345
What Are the Three Components of an Attitude? 345
What Attitudes Might Employees Hold? 345
Do Individuals’ Attitudes and Behaviors Need to Be Consistent? 346
What Is Cognitive Dissonance Theory? 346
Making Ethical Decisions in Today’s Workplace 347
How Can an Understanding of Attitudes Help Managers Be More Effective? 348
What Do Managers Need to Know About Personality? 348
How Can We Best Describe Personality? 349
Managing Technology in Today’s Workplace | Increased Reliance on Emotional Intelligence 351
Can Personality Traits Predict Practical Work-Related Behaviors? 351
How Do We Match Personalities and Jobs? 353
Do Personality Attributes Differ Across Cultures? 354
How Can an Understanding of Personality Help Managers Be More Effective? 354
What Is Perception and What Influences It? 355
What Influences Perception? 355
How Do Managers Judge Employees? 356
How Can an Understanding of Perception Help Managers Be More Effective? 358
Classic Concepts in Today’s Workplace 362
How Do Learning Theories Explain Behavior? 359
Operant conditioning 359
Social learning theory 360
Shaping Behavior 360
What Contemporary OB Issues Face Managers? 362
How Do Generational Differences Affect the Workplace? 362
How Do Managers Deal with Negative Behavior in the Workplace? 364
Knowing: Getting Ready for Exams and Quizzes Chapter Summary by Learning Outcome 366
Discussion Questions 367
Applying: Getting Ready for the Workplace Management Skill Builder | Understanding Employee Emotions 367
Experiential Exercise 369
Case Application #1—Getting All Emotional at Google 369
Case Application #2—Putting Customers Second 370
Case Application #3—Adobe’s Advantage 371
Endnotes 372
Chapter 12 Motivating and Rewarding Employees 376
What Is Motivation? 379
4 Early Theories of Motivation (1950s & 1960s) 380
1 Maslow’s Hierarchy of Needs Theory 380
2 McGregor’s Theory X and Theory Y 381
3 Herzberg’s Two-Factor Theory 381
4 McClelland’s Three-Needs Theory 383
How Do the Contemporary Theories Explain Motivation? 384
What Is Goal-Setting Theory? 384
How Does Job Design Influence Motivation? 385
Classic Concepts in Today’s Workplace 386
What Is Equity Theory? 388
How Does Expectancy Theory Explain Motivation? 389
How Can We Integrate Contemporary Motivation Theories? 390
What Current Motivation Issues Do Managers Face? 392
How Can Managers Motivate Employees When the Economy Stinks? 392
How Does Country Culture Affect Motivation Efforts? 392
How Can Managers Motivate Unique Groups of Workers? 393
Making Ethical Decisions on Today’s Workplace 394
How Can Managers Design Appropriate Rewards Programs? 395
Managing Technology in Today’s Workplace | Individualized Rewards 396
Knowing: Getting Ready for Exams and Quizzes Chapter Summary by Learning Outcome 398
Discussion Questions 399
Applying: Getting Ready for the Workplace Management Skill Builder | Being a Good Motivator 399
Experiential Exercise 400
Case Application #1—One for the Money?.?.?.? 401
Case Application #2—Unlimited Vacation Time? Really? 402
Case Application #3—Passionate Pursuits 403
Endnotes 404
Chapter 13 Leadership and Trust 408
Who Are Leaders, and What Is Leadership? 411
Classic Concepts in Today’s Workplace 411
What Do Early Leadership Theories Tell Us About Leadership? 412
THE LEADER What Traits Do Leaders Have? 412
THE BEHAVIORS What Behaviors Do Leaders Exhibit? 414
University of Iowa 414
Ohio State 414
University of Michigan 414
Managerial Grid 414
What Do the Contingency Theories of Leadership Tell Us? 415
What Was the First Comprehensive Contingency Model? 415
How Do Followers’ Willingness and Ability Influence Leaders? 416
How Participative Should a Leader Be? 418
How Do Leaders Help Followers? 419
What Is Leadership Like Today? 420
What Do the Four Contemporary Views of Leadership Tell Us? 421
Making Ethical Decisions in Today’s Workplace 423
What Issues Do Today’s Leaders Face? 424
Managing Technology in Today’s Workplace | Virtual Leadership 425
Why Is Trust the Essence of Leadership? 427
A Final Thought Regarding Leadership 429
Knowing: Getting Ready for Exams and Quizzes Chapter Summary by Learning Outcome 430
Discussion Questions 431
Applying: Getting Ready for the Workplace Management Skill Builder | Being A Good Leader 431
Experiential Exercise 432
Case Application #1—“Success Theater” at General Electric 433
Case Application #2—Developing Gen Y Leaders 434
Case Application #3—Investing in Leadership 435
Endnotes 436
Chapter 14 Managing Organizational and Interpersonal Communication 440
How Do Managers Communicate Effectively? 443
How Does the Communication Process Work? 443
Are Written Communications More Effective Than Verbal Ones? 445
Is the Grapevine an Effective Way to Communicate? 445
How Do Nonverbal Cues Affect Communication? 445
Classic Concepts in Today’s Workplace 446
What Barriers Keep Communication from Being Effective? 446
How Can Managers Overcome Communication Barriers? 449
Managing Technology in Today’s Workplace | Office of Tomorrow 454
Technology and Managerial Communication 451
Networked Communication 451
Mobile Communication 452
What Communication Issues Do Managers Face Today? 455
How Do We Manage Communication in an Internet World? 455
How Does Knowledge Management Affect Communication? 457
What Role Does Communication Play in Customer Service? 458
How Can We Get Employee Input and Why Should We? 458
Making Ethical Decisions in Today’s Workplace 459
How Do We Have Civil Conversations in the Workplace? 459
How Does Workplace Design Affect Communication? 460
Why Should Managers Be Concerned with Communicating Ethically? 461
Knowing: Getting Ready for Exams and Quizzes Chapter Summary by Learning Outcome 462
Discussion Questions 462
Applying: Getting Ready for the Workplace Management Skill Builder | Being A Good Listener 463
Experiential Exercise 464
Case Application #1— #AthletesusingTwitter 464
Case Application #2—Banning E-Mail. Banning Voice Mail. 465
Case Application #3— Anytime Feedback 466
Endnotes 467
Part 5 Controlling
Chapter 15 Controlling Work and Organizational Processes 470
What Is Control and Why Is It Important? 473
What Is Control? 473
Why Is Control Important? 473
What Takes Place as Managers Control? 475
1 What Is Measuring? 475
Making Ethical Decisions in Today’s Workplace 476
Classic Concepts in Today’s Workplace 478
2 How Do Managers Compare Actual Performance to Planned Goals? 478
3 What Managerial Action Can Be Taken? 479
What Should Managers Control? 480
When Does Control Take Place? 480
Keeping Track: What Gets Controlled? 482
Keeping Track of an Organization’s Finances 482
Keeping Track of Organization’s Information 483
Keeping Track of Employee Performance 484
Keeping Track Using a Balanced Scorecard Approach 485
What Contemporary Control Issues Do Managers Confront? 486
Do Controls Need to Be Adjusted for Cultural Differences? 486
Managing Technology in Today’s Workplace | Monitoring Employees 487
What Challenges Do Managers Face in Controlling the Workplace? 487
Knowing: Getting Ready for Exams and Quizzes Chapter Summary by Learning Outcome 492
Discussion Questions 492
Applying: Getting Ready for the Workplace Management Skill Builder | Disciplining Difficult Employees 493
Experiential Exercise 494
Case Application #1—HealthyFast Food? 495
Case Application #2—If You Can’t Say Something Nice, Don’t Say Anything at All 496
Case Application #3—Goals and Controls 496
Endnotes 498
Operations Module: Managing Operations 500
What Do I Need to Know About Operations Management? 500
What Is Operations Management? 500
1 How Do Service and Manufacturing Firms Differ? 501
2 How Do Businesses Improve Productivity? 501
3 What Role Does Operations Management Play in a Company’s Strategy? 503
What Is Value Chain Management and Why Is It Important? 503
What Is Value Chain Management? 504
What Are the Goals of Value Chain Management? 504
How Does Value Chain Management Benefit Businesses? 505
How Is Value Chain Management Done? 505
What Are the Requirements for Successful Value Chain Management? 505
What Are the Obstacles to Value Chain Management? 508
What Contemporary Issues Do Managers Face in Managing Operations? 509
1 What Role Does Technology Play in Operations Management? 510
2 How Do Managers Control Quality? 510
3 How Are Projects Managed? 513
Final Thoughts on Managing Operations 517
Endnotes 517
Glossary 519
Index 526