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Management
The complete story
By
Norris Dorsey
McGraw-Hill
© 2003 The McGraw-Hill Companies, Inc. All rights reserved.
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Managing In The New Era
Managerial practices will always separate effective from
ineffective organizations
 Four key elements are new elements in business today

Internet
Globalization
New Era
Management
Knowledge
Management
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Collaboration
Across
“Boundaries”
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Managing In The New Era (cont.)
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The Internet
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communication technologies are driving massive change
initial enthusiasm for e-business has dwindled
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25% of publicly-held Web companies became profitable in 2002
most profitable Web companies sell information-based
products that don’t require shipping
old economy types now using the Internet as a tool to solidify
their future
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Managing In The New Era (cont.)
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Globalization
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far more than in the past, enterprises are global
competing globally is not easy
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companies often overestimate the attractiveness of foreign
markets
even small firms that do not operate on a global scale must
make strategic decisions based on international considerations
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face intense competition from high-quality foreign producers
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Managing In The New Era (cont.)
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Knowledge management
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practices aimed at discovering and harnessing an
organization’s intellectual resources
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unlock people’s expertise, skills, wisdom, and relationships
intellectual capital is the collective brainpower of the
organization
Collaboration across “boundaries”
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capitalize on the ideas of people outside the traditional
company “boundaries”
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occurs between as well as within organizations
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e.g., must effectively capitalize on customers’ brains
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Managing For Competitive Advantage
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Best managers and companies deliver all four
Cost
Competitiveness
Innovation
Competitive
Advantage
Quality
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Speed
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Managing For Competitive Advantage
(cont.)
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Innovation
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the introduction of new goods and services
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comes from people
must be a strategic goal
must be managed properly
Quality
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excellence of a product, including its attractiveness, lack of
defects, reliability, and long-term durability
importance of quality has increased dramatically
catering to customers’ other needs creates more perceived
quality
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Managing For Competitive Advantage
(cont.)
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Speed
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fast and timely execution, response, and delivery of results
often separates winners from losers in world competition
requirement has increased exponentially
Cost competitiveness
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costs are kept low enough so that you can realize profits and
price your products at levels that are attractive to consumers
key is efficiency - accomplishing goals by using resources
wisely and minimizing waste
little things can save big money
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cost cuts involve tradeoffs
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The Functions Of Management
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Management
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the process of working with people and resources to
accomplish organizational goals
good managers must be:
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effective - achieve organizational goals
efficient - achieve goals with minimum waste of resources
there are timeless principles of management
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still important for making managers and companies great
must add fresh thinking and new approaches
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The Functions Of Management (cont.)
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The manager who does not devote adequate attention and
resources to all four functions will fail
Leading
Organizing
Controlling
Planning
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The Functions Of Management (cont.)
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Planning
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specifying the goals to be achieved and deciding in advance
the appropriate actions taken to achieve those goals
delivering strategic value - planning function for the new era
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a dynamic process in which the organization uses the brains of
its members and of stakeholders to identify opportunities to
maintain and increase competitive advantage
process intended to create more value for the customer
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The Functions Of Management (cont.)
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Organizing
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assembling and coordinating the human, financial, physical,
informational, and other resources needed to achieve goals
building a dynamic organization - organizing function for the
new era
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viewing people as the most valuable resource
the future requires building flexible organizations
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The Functions Of Management (cont.)
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Leading
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stimulating people to be high performers
in the new era, managers must be good at mobilizing people to
contribute their ideas
Controlling
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monitoring progress and implementing necessary changes
makes sure that goals are met
new technology makes it possible to achieve more effective
controls
for the future, will have to be able to monitor continuous
learning and changing
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Management Levels
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Top-level managers (strategic managers)
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senior executives responsible for the overall management and
effectiveness of the organization
focus on long-term issues
emphasize the survival, growth, and effectiveness of the firm
concerned with the interaction between the organization and
its external environment
titles include Chief Executive Officer (CEO), Chief Operating
Officer (COO), company presidents and vice presidents
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Management Levels (cont.)
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Middle-level managers (tactical managers)
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located between top-level and frontline managers in the
organizational hierarchy
responsible for translating strategic goals and plans into more
specific objectives and activities
traditional role was that of an administrative controller who
bridged the gap between higher and lower levels
provide operating skills and practical problem solving the
keep the company working
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Management Levels (cont.)
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Frontline managers (operational managers)
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lower-level managers who supervise the operational activities
of the organization
directly involved with nonmanagement employees
increasingly being called on to be innovative and
entrepreneurial
titles include supervisor or sales manager
Working leaders with broad responsibilities

in small firms and large firms that have adapted to the times,
managers have strategic, tactical, and operational
responsibilities
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Management Skills
Skill - specific ability that results from knowledge,
information, and aptitude
 Technical skill
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ability to perform a specialized task that involves a certain
method or process
managers at higher levels rely less on technical skills
Conceptual and decision skills
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ability to identify and resolve problems for the benefit of the
organization
assume greater importance as manager acquires more
responsibility
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Management Skills (cont.)
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Interpersonal and communication skills
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ability to lead, motivate, and communicate effectively with
others
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people skills
important throughout your career at every level of
management
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You And Your Career
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Jobs are no longer as secure for managers as they used to be
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organizations still try to develop and retain good employees
employee loyalty and commitment are still important
Companies offering “employability” to workers tend to be
more successful
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provide training and other learning experiences
employees perform work with greater responsibility
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You And Your Career (cont.)
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Be both a specialist and generalist
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specialist - expert in something
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provide concrete, identifiable value to the firm
generalist - knowing about a variety of business functions so
that you can understand work with different perspectives
Be self-reliant
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take responsibility for yourself, your actions, and your career
regardless of where you work
think and act like an entrepreneur
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look for opportunities to contribute in new ways
generate constructive change
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You And Your Career (cont.)
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Be connected
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establish many good working relationships
be a team player with strong interpersonal skills
all business is a function of human relationships
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competitive advantage depends upon you and other people
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Keys to Career Management
1.
2.
3.
4.
5.
6.
7.
8.
Think of yourself as a business.
Define your product: What is your area of expertise?
Know your target market: To whom are you going to sell this?
Be clear on why your customer buys from you. What is your
“value proposition” - what are you offering that causes him to
use you?
As in any business, strive for quality and customer satisfaction, even
if your customer is just someone else in your organization - like
your boss.
Know your profession or field and what’s going on there.
Invest in your own growth and development, the way a company
invests in research and development. What new products will you
be able to provide?
Be willing to consider changing your career.
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You And Your Career (cont.)
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Actively manage your relationship with your organization
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two ways to think about the nature of the relationships
between you and your employer
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view yourself as an employee
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two-way, mutually-beneficial exchange relationship
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model for just getting by
contributions likely to be minimal
think about how you can contribute and act accordingly
 figure out new ways to add value
organization likely provide full and fair rewards, support further
personal development, and offer more gratifying work environment
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Managerial Action Is Your Opportunity
To Contribute
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You
Your
Organization
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Managerial Actions
1. Delivering Strategic
Value
2. Building a Dynamic
Organization
3. Mobilizing People
4. Learning and
Changing
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Environmental Analysis
Environmental
Scanning
Scenario
Development
Benchmarking
Forecasting
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Characteristics Of Managerial Decisions
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Risk
Uncertainty
Lack of
Structure
Conflict
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Characteristics Of Managerial Decisions
(cont.)
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Lack of structure
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the usual state of affairs in managerial decision making
programmed decisions - decisions that have been encountered
and made in the past
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have objectively correct answers
are solvable by using simple rules, policies, or numerical
computations
nonprogrammed decisions - new, novel, complex decisions
having no proven answers
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decision maker must create or impose a method for making the
decision
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Characteristics Of Managerial Decisions
(cont.)
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Uncertainty and risk
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certainty - have sufficient information to predict precisely the
consequences of one’s actions
uncertainty - have insufficient information to know the
consequences of different actions
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cannot estimate the likelihood of various consequences of their
actions
risk - available information permits estimation of the
likelihood of various consequences
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probability of an action being successful is less than 100 percent,
and losses may occur
good managers prefer to manage risk
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Characteristics Of Managerial Decisions
(cont.)
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Conflict
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opposing pressures from different sources
occurs at two levels
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psychological conflict - individual decision makers:
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perceive several attractive options
perceive no attractive options
conflict between individuals or groups
few decisions are without conflict
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An Overview Of Planning
Fundamentals
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Planning
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the conscious, systematic process of making decisions about
goals and activities to be pursued in the future
importance of formal planning has grown dramatically
Basic planning process
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Step one: situational analysis
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a process planners use, within time and resource constraints, to
gather, interpret, and summarize all information relevant to the
planning issue under consideration
study past and current conditions, and forecast future trends
focuses on internal forces and influences from the external
environment
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An Overview Of Planning
Fundamentals (cont.)
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Basic planning process (cont.)
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Step two: alternative goals and plans
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generate alternative future goals and plans to achieve them
goals - targets or ends the manager wants to reach
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plans - the actions or means intended to achieve goals
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should be specific, challenging, and realistic
should be acceptable to those charged with achieving them
identify alternative actions, needed resources, and potential obstacles
single use plans - designed to achieve goals that are unlikely to be
repeated in the future
standing plans - designed to achieve an enduring set of goals
contingency plans - actions to be taken when initial plans fail or if
events in the external environment require a sudden change
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An Overview Of Planning
Fundamentals (cont.)
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Basic planning process (cont.)
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Step three: goal and plan evaluation
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evaluate the advantages, disadvantages, and potential effects of
each alternative goal and plan
prioritize those goals
consider the implications of alternative plans
Step four: goal and plan selection
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identify the priorities and trade-offs among goals and plans
leads to a written set of goals and plans that are appropriate and
feasible within a predicted set of circumstances
scenario - narrative that describes a set of future conditions
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a contingency plan is attached to each scenario
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An Overview Of Planning
Fundamentals (cont.)
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Basic planning process (cont.)
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Step five: implementation
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plans are useless unless they are implemented properly
managers must understand the plan, have the necessary
resources, and be motivated to implement it
implementation likely to be more successful if managers and
employees have participated in the previous planning steps
the plan should be linked to other systems in the organization
Step six: monitor and control
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must continually monitor the actual performance in relation to
the goals and plans
develop control systems to take corrective action
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Identifying and
diagnosing the problem
Situational
analysis
Generating alternative
solutions
Alternative
goals and plans
Evaluating
alternatives
Goal and
plan evaluation
Making the
choice
Goal and
plan selection
Implementing
Implementation
Evaluation
Monitor and
control
Specific formal
planning steps
General decisionmaking stages
Decision-Making Stages And Formal
Planning Steps
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An Overview Of The HR Planning
Process
Planning
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Programming
Evaluation
Human
resources
activities
Results
Organizational
strategic
planning
HRM
environmental
scanning
•Labor markets
•Technology
•Legislation
•Competition
•Economy
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Human
resources
planning
•Demand forecast
•Internal labor supply
•External labor supply
•Job analysis
•Employee recruitment
•Employee selection
•Outplacement
•Training and
development
•Performance appraisal
•Reward systems
•Labor relations
•Productivity
•Quality
•Innovation
•Satisfaction
•Turnover
•Absenteeism
•Health
© 2003 The McGraw-Hill Companies, Inc. All rights reserved.
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The Global Environment
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Global environment
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becoming more integrated than ever before
World Trade Organization (WTO)
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rules apply to over 90 percent of international trade
has 144 member nations, including China
moved from reducing tariffs to eliminating nontariff barriers
International Monetary Fund (IMF)
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established by the United Nations
has 184 member countries
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The Global Environment (cont.)
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European unification
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European Union (EU)
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allows goods, services, capital, and human resources to flow
freely across national borders
goal is to strengthen Europe as an economic superpower
Maastrict Treaty
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impact of EU is hard to predict
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agreement to adopt a common European currency
 Euro
“Fortress Europe” may restrict trade with countries outside of the
EU
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The Global Environment (cont.)
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Pacific Rim
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important economic players include Japan and China
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four tigers - Korea, Taiwan, Singapore, and Hong Kong
Asia-Pacific Economic Cooperation (APEC)
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trying to:
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holds promise in facilitating and strengthening international
business relationships
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reduce trade barriers
establish general rules for investment
develop policies that encourage foreign investment
member countries represent 40 percent of the world’s population and
50 percent of the world’s economic output
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The Global Environment (cont.)
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North America
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North American Free Trade Agreement (NAFTA)
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an economic pact that combined the economies of the U.S.,
Canada, and Mexico
constitutes the world’s largest trading bloc
provides access to previously protected markets in each country
Mexico will have to bolster its infrastructure and take care of
troubling environmental issues
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Border Environment Cooperation Commission (BECC) - addresses
environmental concerns of communities on the border
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The Global Environment (cont.)
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Rest of the world
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globalization has left out three huge, high-potential regions
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Middle East
Africa
Latin America
these regions have a major share of the earth’s natural
resources
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Conventional Organization Chart
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President
Finance
R&D
Marketing
Chemical
Products
Personnel
Metal
Products
Personnel
Finance
Personnel
Finance
Manufacturing
Sales
Manufacturing
Sales
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The Vertical Structure (cont.)
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Delegation
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assignment of authority and responsibility to a subordinate
can occur between any two individuals in any type of
structure with regard to any task
responsibility - assignment of a task that an employee is
supposed to carry out

should delegate enough authority to complete the task
accountability - expectation that employees perform a job,
take corrective action when necessary, and report upward on
the status and quality of their performance
 managers remain responsible and accountable for their own
actions and those of their subordinates

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The Vertical Structure (cont.)
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Delegation (cont.)
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advantages of delegation
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permits getting work done through others
manager saves time
manager frees herself/himself to devote energy to other
important, higher-level activities
provides subordinates with more important jobs
provides subordinates with the opportunity to develop new skills
and to demonstrate potential
from the organization’s perspective, jobs are done more
efficiently and cost-effectively
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Steps In Effective Delegation
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Define the goal succinctly
Select the person for the task
Solicit the subordinate’s view
about suggested approaches
Give the subordinate the authority, time, and resources
(people, money,equipment) to perform the assignment
Schedule checkpoints for
reviewing progress
Follow through by discussing
progress at appropriate intervals
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1 - 45
Diversity Today
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Diversity
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broad term used to refer to all kinds of differences
members of different groups share common values,
attitudes, and perceptions
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there is still much diversity within each group
U.S. businesses must learn to manage a diverse workforce
Managing diversity
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must be aware of characteristics common to a group
must manage employees as individuals
must support, nurture, and utilize these differences to the
organization’s advantage
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Components Of A Diversified
Workforce
Gender
Age
Racial and ethnic
minorities in the
United States
Immigrants
Physically and
mentally disabled
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Workforce
Diversity
Other
Religious affiliation
Veteran status
Sexual orientation
Expectations and values
Lifestyle
Skill level
Educational level
Economic class
Workstyle
Function and/or position
within the company
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1 - 47
How Effective Is Your Diversity
Program?
Ineffective
2%
Somewhat
ineffective
Undecided
13%
Very
Effective
8%
8%
Effective
22%
Somewhat
effective
49%
McGraw-Hill
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Diversity Today (cont.)

Size of the workforce
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U.S. civilian labor force is expected to reach 158 million by
2010
slowing in both the number of people joining the labor force
and the rate of labor force growth
U.S. traditionally had a surplus of labor
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number of jobs created expected to exceed the growth of the labor
force
employers likely to outsource some work
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Diversity Today (cont.)

Workers of the future

until recently, white, American born males dominated the
U.S. workforce
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now, they only account for 15 percent of the net growth
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1 - 50
Women In The Workforce
Women make up about 47 percent of the workforce
 99 percent of women will work for pay at some point in
their lives
 Overall labor force participation rate of women continues
increasing while the participation rate of men declines
 The long-term increase in the female labor force largely
reflects the greater frequency of paid work by mothers
 Today, 40 percent of multiple job holders are women
 One of every five married women who works outside the
home earns more than her husband
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Minorities And Immigrants
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Nonwhites make up about one-third of the growth rate in the workforce
Ethnic Americans now comprise nearly 25 percent of the total
population
By 2020, most of California’s entry-level workers will be Hispanic
English has become the second language for much of the population in
California, Texas, and Florida
The number of foreign-born U.S. residents is at its highest level in U.S.
history (one in ten residents)
The younger Americans are, the more likely they are to be persons of
color
6.8 million people in the U.S. identify themselves as multiracial
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Percentage Of Minority Managers
1995
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10.60%
Senior
1992
7.40%
1995
15.10%
Middle
1992
11.20%
1995
19.30%
Front-line
1992
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14.50%
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Vision
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Vision
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a mental image of a possible and desirable future state of the
organization
having a vision and communicating it to others are essential
components of great leadership
the best visions are both:
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ideal - communicates a standard of excellence and clear choice
of positive values
unique - communicates and inspires pride in being different
from other organizations
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1 - 54
Vision (cont.)

Important points about visions
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a vision is necessary for effective leadership
a person or team can develop a vision for any job
many people, including managers who do not develop into
strong leaders, do not develop a clear vision
Visions can be inappropriate
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may reflect merely the leader’s personal needs
may ignore stakeholders’ needs
the vision must change when circumstances change
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Leading And Managing
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Ability to lead effectively sets excellent managers apart
from average ones

managers deal with ongoing organizational activities


planning and budgeting routines, structuring the organization
leadership includes orchestrating organizational change

creating a vision for the firm and inspiring people to attain it
management and leadership are both vitally important
 supervisory leadership - provides guidance, support, and
corrective feedback for day-to-day activities of work unit
members
 strategic leadership - gives purpose and meaning to
organizations
McGraw-Hill
© 2003 The McGraw-Hill Companies, Inc. All rights reserved.

Leading And Following

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Organizations succeed or fail because of how well followers
follow

effective followers:





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are capable of independent thinking
are actively committed to organizational goals
are enthusiastic about ideas and purposes beyond their own self
interest
master skills that are useful to the organization
hold performance standards that are higher than required
© 2003 The McGraw-Hill Companies, Inc. All rights reserved.
1 - 57
Power And Leadership

Power


ability to influence other people
Sources of power

legitimate power - leader has organizational authority





employees are obligated to comply with legitimate orders
reward power - leader has control over valued rewards
coercive power - leader has control over punishments
referent power - leader has personal characteristics that appeal
to others and make them desirous of the leader’s approval
expert power - leader has knowledge that others feel will be of
benefit to them
McGraw-Hill
© 2003 The McGraw-Hill Companies, Inc. All rights reserved.
1 - 58
Sources Of Power
Authority
Control over
rewards
Expertise
Power
Appealing
personal
characteristics
McGraw-Hill
Control over
punishments
© 2003 The McGraw-Hill Companies, Inc. All rights reserved.
Traditional Approaches To
Understanding Leadership

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Leader traits


trait approach - focussed on individual leaders to determine
the personal characteristics that great leaders share
characteristics that distinguish effective leaders



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
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drive - characteristics that reflect a high level of effort
leadership motivation - they want to lead
integrity - actions correspond to words
self-confidence - expectation that one is able to overcome
obstacles and make good decisions in the face of uncertainty
knowledge of the business - ability to interpret information
ability to perceive the needs of others and to adjust one’s
behavior accordingly
© 2003 The McGraw-Hill Companies, Inc. All rights reserved.
Traditional Approaches To
Understanding Leadership (cont.)

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Leader behaviors


behavioral approach - sought to identify what behaviors good
leaders exhibit
task performance - leader’s efforts to ensure that the work unit
reaches its goals


focus on work speed, quality and quantity of output, and rules
group maintenance - actions taken to ensure satisfaction


develop and maintain harmonious work relationships
leader-member exchange theory - focuses on the leader’s
behavior toward individuals


McGraw-Hill
focus is primarily on group maintenance behaviors
potential for cross-cultural differences
© 2003 The McGraw-Hill Companies, Inc. All rights reserved.
Traditional Approaches To
Understanding Leadership (cont.)

1 - 61
Leader behaviors (cont.)

participation in decision making - leader behaviors that
managers perform in involving their employees in making
decisions


autocratic leadership - makes decisions and then announces
them to the group
democratic leadership - solicits input from others

McGraw-Hill
uses consensus or majority vote to make the final choice
© 2003 The McGraw-Hill Companies, Inc. All rights reserved.
Traditional Approaches To
Understanding Leadership (cont.)

1 - 62
Leader behaviors (cont.)

effects of leader behavior

decision styles



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democratic approach resulted in the most positive attitudes
autocratic approach resulted in somewhat higher performance
laissez-faire - leadership philosophy characterized by an absence of
managerial decision making
characteristics of the situation, leader, and the follower determine the
appropriate decision-making style
© 2003 The McGraw-Hill Companies, Inc. All rights reserved.
1 - 63
Behaviors That Companies Want Employees
To Exhibit
Join the
organization
Exhibit good
citizenship
Achieve high
output
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Companies
must
motivate
workers to:
Remain in the
organization
Come to work
regularly
© 2003 The McGraw-Hill Companies, Inc. All rights reserved.
1 - 64
Setting Goals

Goal setting theory


Goals that motivate




people have conscious goals that energize them and direct their
thoughts and behaviors toward a particular end
goals should be acceptable to employees
goals should be challenging but attainable
goals should be specific, quantifiable, and measurable
Limitations of goal setting


individualized goals create competition and reduce cooperation
single productivity goals interfere with other dimensions of
performance
McGraw-Hill
© 2003 The McGraw-Hill Companies, Inc. All rights reserved.
The Consequences Of Behavior
Positive reinforcement
or
negative reinforcement
Same behavior
likely to be
repeated
Punishment
or
extinction
Same behavior
less likely to be
repeated
1 - 65
Behavior
McGraw-Hill
© 2003 The McGraw-Hill Companies, Inc. All rights reserved.
Understanding People’s Needs

Content theories


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1 - 66
indicate the kinds of needs that people want to satisfy
the extent to which and the ways in which a person’s needs are
met or not met affect her/his behavior on the job
Maslow’s need hierarchy

human needs are organized into five major types




McGraw-Hill

physiological - food, water, sex, and shelter
safety or security - protection against threat and deprivation
social - friendship, affection, belonging, and love
ego - independence, achievement, freedom, recognition, and selfesteem
self-actualization - realizing one’s potential
© 2003 The McGraw-Hill Companies, Inc. All rights reserved.
Understanding People’s Needs (cont.)

1 - 67
Maslow’s need hierarchy (cont.)

postulates that people satisfy these needs one at a time, from
bottom to top




people motivated to satisfy lower needs before they try to satisfy
higher needs
once satisfied, a need is no longer a powerful motivator
not altogether accurate theory of human motivation
nonetheless, made three major contributions



McGraw-Hill
identified important need categories
helped to think in terms of lower- and higher-level needs
increased salience of personal growth and self-actualization
© 2003 The McGraw-Hill Companies, Inc. All rights reserved.
Understanding People’s Needs (cont.)

1 - 68
Alderfer’s ERG theory

postulates that people have three basic need sets


Existence needs - material and physiological desires
Relatedness needs - involve relationships with other people


Growth needs - motivate people to productivity or creativity



satisfied by the process of mutually sharing thoughts and feelings
satisfied by fully utilizing personal capacities and developing new
capacities
postulates that several different needs can be operating at once
has greater scientific support than Maslow’s hierarchy

McGraw-Hill
both theories remind managers of the types of reinforcers or
rewards that can be used to motivate people
© 2003 The McGraw-Hill Companies, Inc. All rights reserved.
Comparison Of Maslow’s Need
Hierarchy And ERG Theory
McGraw-Hill
1 - 69
© 2003 The McGraw-Hill Companies, Inc. All rights reserved.
1 - 70
The Contributions Of Teams
Building block
for organization
structure
Force for
innovation
Effects on
organizations
Force for
change
Force for
speed
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Force for
productivity
Force for
quality
Force for
cost reduction
© 2003 The McGraw-Hill Companies, Inc. All rights reserved.
1 - 71
Benefits Of Groups

Benefits derived by organizations




groups have greater total resources than individuals do
groups have a greater diversity of resources
groups can aid decision making
Benefits derived by members



a group is a useful learning mechanism
a group can satisfy important personal needs
group members can provide one another with feedback


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identify opportunities for growth and development
train, coach, and mentor
© 2003 The McGraw-Hill Companies, Inc. All rights reserved.
The New Team Environment

1 - 72
Definitions

working group - collection of people who work in the same
area or have been drawn together to undertake a task


do not necessarily come together as a unit and achieve significant
performance improvements
team - small number of people with complementary skills who
are committed to a common purpose, common performance
goals, and a common approach for which they hold
themselves mutually accountable


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real teams are more fully integrated into the organizational
structure
authority of teams is increasing
© 2003 The McGraw-Hill Companies, Inc. All rights reserved.
The New Team Environment
Traditional environment
•Managers determine and plan the
work
•Jobs are narrowly defined
•Cross-training is viewed as
inefficient
•Most information is “management
property”
•Training for nonmanagers focuses
on technical skills
•Risk taking is discouraged and
punished
•People work alone
•Rewards based on individual
performance
•Managers determine “best methods”
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1 - 73
Team environment
•Managers and teams jointly determine
and plan the work
•Jobs require broad skills and knowledge
•Cross-training is the norm
•Most information is freely shared
•Continuous learning requires training
for all
•Encourage and support measured risk
taking
•People work together
•Rewards based on contributions to the
team and individual performance
•Everyone works to improve methods
and processes
© 2003 The McGraw-Hill Companies, Inc. All rights reserved.
Improving Communication Skills

1 - 74
Improving sender skills

presentation and persuasion skills



writing skills - require clear, logical thinking




redundancy - state your viewpoint in a variety of ways
powerful messages are simple and informative
strive for clarity, organization, readability, and brevity
first draft rarely is as good as it could be
be critical of your own writing
language - word choice can enhance or interfere with
communications

McGraw-Hill

consider the receiver’s background and adjust your language
learn something about foreign language for overseas business
© 2003 The McGraw-Hill Companies, Inc. All rights reserved.
Improving Communication Skills
(cont.)

Nonverbal skills




signals other than those that are spoken or written
can support or undermine the stated message
nonverbal cues may make a greater impact than other signals
can send a positive message with nonverbal signals by:



using time appropriately
arranging the office to foster open communication
remembering your body language


1 - 75
facial expression and tone of voice
Nonverbal signals in different countries

need to correctly interpret the nonverbal signals of others
McGraw-Hill
© 2003 The McGraw-Hill Companies, Inc. All rights reserved.
Improving Communication Skills
(cont.)

1 - 76
Improving receiver skills

listening - good listening is difficult and not nearly as
common as needed





reflection - process by which a person states what s/he believes
the other person is saying
listening begins with personal contact
good listening leads to development of trust
listening more important for innovation than for routine work
reading - reading mistakes are common and costly



McGraw-Hill
read memos promptly and carefully
note important points for later referral
read materials outside of your immediate concerns
© 2003 The McGraw-Hill Companies, Inc. All rights reserved.
Ten Keys To Effective Listening
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
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1 - 77
Find an area of interest
Judge content, not delivery
Hold your fire
Listen for ideas
Be flexible
Resist distraction
Exercise your mind
Keep your mind open
Capitalize on thought speed
Work at listening
© 2003 The McGraw-Hill Companies, Inc. All rights reserved.
1 - 78
Managing Change

Organizational change is managed effectively when:




the organization is moved from its current state to a planned
future state
the change works as planned
the transition is accomplished without excessive costs to the
organization or to individual organizational members
People are the key to successful change


people must take an interest and active role in helping the
organization as a whole
permanent rekindling of individual creativity and
responsibility should be a consequence of change
McGraw-Hill
© 2003 The McGraw-Hill Companies, Inc. All rights reserved.
1 - 79
Managing Change (cont.)

Motivating people to change

people must be motivated to change


people often resist change
general reasons for resistance - arise regardless of the content
of the change




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inertia - people don’t want to disturb the status quo
timing - managers should introduce change when people are
receptive
surprise - resistance is likely when change is sudden, unexpected,
or extreme
peer pressure - work teams may band together in opposition to
change
© 2003 The McGraw-Hill Companies, Inc. All rights reserved.
1 - 80
Managing Change (cont.)

Motivating people to change (cont.)

change-specific reasons for resistance - arise from the
specific nature of a proposed change



self-interest - fear that something of value will be lost
misunderstanding - people may resist because they don’t fully
understand the purpose of the change
different assessments - employees receive different - and usually
less - information than management receives


management tactics - many fail to commit employees to change


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such discrepancies in knowledge cause people to develop different
assessments of proposed changes
force the change on employees
do not provide the necessary resources, knowledge, or leadership
© 2003 The McGraw-Hill Companies, Inc. All rights reserved.
Reasons For Resistance To Change
1 - 81
General Reasons For Resistance
Inertia
Timing
Surprise
Peer
pressure
Resistance to Change
Self-Interest
Misunderstanding
Different
assessments
Management
tactics
Change-specific Reasons for Resistance
McGraw-Hill
© 2003 The McGraw-Hill Companies, Inc. All rights reserved.
1 - 82
Implementing Change
Unfreezing
(breaking from
the old ways of
doing things)
McGraw-Hill
Moving
(instituting
the changes)
Refreezing
(reinforcing and
supporting the
new ways)
© 2003 The McGraw-Hill Companies, Inc. All rights reserved.
Characteristics Of Controls
System control
Bureaucratic control
Market control
Clan control
McGraw-Hill
1 - 83
Features and requirements
Uses formal rules, standards, hierarchy, legitimate
authority. Works best where tasks are certain and
workers are independent.
Uses prices, competition, profit centers, exchange
relationships. Works best where tangible output can
be identified and market can be established between
parties.
Involves culture, shared values, beliefs, expectations,
and trust. Works best where there is “no one best
way” to do a job and where employees are
empowered to make decisions.
© 2003 The McGraw-Hill Companies, Inc. All rights reserved.