Fundamentals NINTH EDITION GLOBAL EDITION

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FundamentalsofManagementEssential Concepts and ApplicationsNINTH EDITIONGLOBAL EDITIONSTEPHEN P.ROBBINSSan Diego State UniversityDAVID A. DECENZOCoastal Carolina UniversityMARYCOULTERMissouri State isCape Town DubaiNew York San FranciscoLondon MadridDelhi Mexico City Säo Paulo SydneyMilanHong KongMunichUpper Saddle RiverParisMontreal TorontoSeoul Singapore Taipei Tokyo

-t.- 1'-ContentsHighlighted content indicates that it is presented via a Visual spread.Preface 17History Module: A Brief History ofManagements Roots 49Instructor Supplements 19Student Supplements 20About the Authors 22Part 1Introduction24Chapter 1 Managers and Management 24Who Are Managers and Where Do They Work? 27What Three Characteristics Do All Organizations Share? 28How Are Managers Different from NonmanagerialEmployees? 28What Titles Do Managers Have? 28From the Fast to the Presen! 1588-1705-1911-Today 29What Is Management? 303 WAYS TO LOOK AT WHAT MANAGERS DO 314 Functions Approach 31Management Roles Approach 32Skills and Competencies 33Is the Manager's Job Universal? 33And the Survey Says. 35Why Study Management? 36A Question of Ethics 36What Factors Are Reshaping and RedefiningManagement? 37Why Are Customers Important to the Manager's Job? 37Technology and the Manager's Job Is It Still ManagingWhen What You're Managing Are Robots? 38Why Is Innovation Important to the Manager's Job? 39Importance of Social Media to the Manager's Job 39Importance of Sustainability to the Manager's Job 40Wrapping It Up. 40ReviewChapter Summary 41 Discussion Questions 41 Management Skill Builder] Political Skill 42 ExperientialExercise 44 Case Application 1—Happier Employees - Happier Customers More Profit? 45 Case Application 2—Building a Better Boss 45 Case Application 3—SavingtheWorld 47 Endnotes 48Early Management 49Classical Approaches 50Behavioral Approach 51Quantitative Approach 52Contemporary Approaches 53Endnotes 55Chapter 2 The Management Environment 56What Is the External Environment and Why Is ItImportant? 59How Has the Economy Changed? 60From the Fast to the Presen!1981-1987-1991-Today 61What Role Do Demographics Play? 61How Does the External Environment Affect Managers? 62Technology and the Manager's Job Can TechnologyImprove the Way Managers Manage? 63A Question of Ethics 65WHAT IS ORGANIZATIONAL CULTURE? 66How Can Culture Be Described? 67Where Does Culture Come From? 67How Does Organizational Culture Affect Managers? 68How Does Culture Affect What Employees Do? 68How Does Culture Affect What Managers Do? 68And the Survey Says. 69ReviewChapter Summary 70 Discussion Questions 70 Management Skill Builder\ Understanding Culture 71 »Experiential Exercise 72 Case Application 7—ChinaZhongwang 73 Case Application 2—Not SoldOut 74 Case Application 3—Wild Ride 75 Endnotes 75Chapter 3 Integrative Managerial IssuesWhat Is Globalization and How Does It AffectOrganizations? 79What Does It Mean to Be "Global"? 80How Do Organizations Go Global? 80769

10ContentsWHAT ARE THE OlFFERENT TYPES OF GLOBALORGANIZATIONS? 81What Do Managers Need to Know About Managing in aGlobal Organization? 82From the Fast to the Present 1970s-1980s-Today 83What Does Society Expect from Organizations andManagers? 85How Can Organizations Demonstrate Socially ResponsibleActions? 85Should Organizations Be Socially Involved? 86What Is Sustainability and Why Is It Important? 87And the Survey Says. 88What Factors Determine Ethical and UnethicalBehavior? 88In What Ways Can Ethics Be Viewed? 89How Can Managers Encourage Ethical Behavior? 89What Is Today's Workforce Like and How Does It Affectthe Way Organizations Are Managed? 91What Is Workplace Diversity? 91What Types of Diversity Are Found in Workplaces? 92A Question of Ethics 94How Are Organizations and Managers Adapting to aChanging Workforce? 94ReviewChapter Summary 96 Discussion Questions 96 Management Skill Builder You-»Being Ethical 97 Experiential Exercise 99 Case Application 1—Dirty LittleSecret 99 Case Application 2—Spy Games 99 Case Application 3—From Top to Bottom 100 Endnotes 101Part 2Flanning102Chapter 4 Foundations of Decision Making 102How Do Managers Make Decisions? 105What Defines a Decision Problem? 105What Is Relevant in the Decision-Making Process? 106How Does the Decision Maker Weight the Criteria andAnalyze Alternatives? 106What Determines the Best Choice? 108What Happens in Decision Implementation? 108What Is the Last Step in the Decision Process? 108What Common Errors Are Committed in the DecisionMaking Process? 109WHAT ARE THE 3 APPROACHES MANAGERSCAN USE TO MAKE DECISIONS? 110Rational Model 110Bounded Rationality 111From the Past to the Present 1945-1978-Today 112Intuition and Managerial Decision Making 112Technology ahd the Manager's Job Making BetterDecisions with Technology 113What Types of Decisions and Decision-Making ConditionsDo Managers Face? 114How Do Problems Differ? 114How Does a Manager Make ProgrammedDecisions? 115How Do Nonprogrammed Decisions Differ fromProgrammed Decisions? 116And the Survey Says. 116How Are Problems, Types of Decisions, and OrganizationalLevel Integrated? 116What Decision-Making Conditions Do Managers Face? 117How Do Groups Make Decisions? 117What Are the Advantages and Disadvantages of GroupDecision Making? 117When Are Groups Most Effective? 118How Can You Improve Group Decision Making? 119A Question of Ethics 119What Contemporary Decision-Making Issues DoManagers Face? 120How Does National Culture Affect Managers' DecisionMaking? 120Why Are Creativity and Design Thinking Important inDecision Making? 121ReviewChapter Summary 124 Discussion Questions 124 Management Skill Builder Being a Creative DecisionMaker 125 Experiential Exercise 127 Case Application 1—The Business of Baseball 127 Case Application 2—Tasting Success 128 Case Application 3—Decision Making, Saudi Style 129 Endnotes 130Quantitative Module: Quantitative DecisionMaking Aids 131Payoff Matrices 131Decision Trees 132Break-Even Analysis 133Ratio Analysis 134Linear Programming 136Queuing Theory 138Economic Order Quantity Model 138Endnotes 141Chapter 5 Foundations of Planning 142What Is Planning and Why Do Managers Need toPlan? 145Why Should Managers Formally Plan? 145What Are Some Criticisms of Formal Planning and HowShould Managers Respond? 146Does Formal Planning Improve OrganizationalPerformance? 147What Do Managers Need to Know About StrategieManagement? 147

ContentsWhat Is Strategie Management? 148Why Is Strategie Management Important? 148What Are the Steps in the Strategie ManagementProcess? 149What Strategie Weapons Do Managers Have? 150Technology and the Manager's Job IT and Strategy 151WHAT STRATEGIES DO MANAGERS USE? 152Corporate Strategy 152Competitive Strategy 153* Functional Strategy 153A Question of Ethics 155How Do Managers Set Goals and Develop Plans? 155What Types of Goals Do Organizations Have and How DoThey Set Those Goals? 155From the Past to the Present 1954-1960s and 1970s-Present 157What Types of Plans Do Managers Use and How Do TheyDevelop Those Plans? 158And the Survey Says. 160What Contemporary Flanning Issues Do ManagersFace? 161How Can Managers Plan Effeetively in DynamicEnvironments? 161How Can Managers Use Environmental Scanning? 162ReviewChapter Summary 163 Discussion Questions 163 Management Skill Builder Being a Good Goal Setter 164 Experiential Exercise 166 Case Application 1—FlipFlop 166 Case Application 2—Primark Takes on Burberryand Alexander MeQueen 167 Case Application 3—ShiftingDireetion 168 Endnotes 169Part 3Organizing170Chapter 6Organizational Structure andDesign 170What Are the Six Key Elements in OrganizationalDesign? 173(1) What Is Work Specialization? 174(2) What Is Depar

Fundamentals of Management Essential Concepts and Applications NINTH EDITION GLOBAL EDITION STEPHEN P.ROBBINS San Diego State University DAVID A. DECENZO Coastal Carolina University MARYCOULTER Missouri State University PEARSON Boston Columbus I

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