contents PART 1 Introduction CHAPTER ONE The Exceptional Manager: What You Do, How You Do It 2 41.1. Management: What IIs, What Its Bonotits Aro 4 Tho Fcc of re “Di Meher Onvahter 4 Key 1 Carer Growth: “Doing Things ve Neve Done tore” 4 The At of Management Dulin § Wry Ormarizations Value Meneges: The Muti Ehact 6 “The nancial Rewards of Bang an Exception Manager 6 nat Ave the Rewar of Stasyng & Practeng Management? 7 What Managers Do: The Four Principal Functions & Planning: Dscussedin Part 3.f This Book © Organizing: Dicousnd Part of This Bock 10 Loading: ieouesod in Part § of This Bock 10 Contin: Discussed in Pat 6 of Tris Back 10 ‘Seven Challenges to Being an Exceptional Manager 11 (CHALLENGE tt: Managing for Compative ‘Aeveniage Staying Atead of als 11 CHALLENGE #2: Managing or Diversity The Future Wor't Rosarbie te Past 13 (CHALLENGE #2: \aragia for Govalatien—The Expanding Management Universe 13 [CHALLENGE #4 Marasing fer information TechnologyDealng wth he “Nem Normal” 14 (CHALLENGE #5: Managing for Eticl Standards 15 CHALLENGE 44: Maraging for Sustainaoity—The Business of Greon 16 ‘CHALLENGE #7: Maraging for Hoppiress & Meanngtunees 17 How Stog is Your Motvaton to Be « Manager? ‘The Fist Se-Assessment 17 Pyramid Power: Loves & Aroas of ‘Management 18 ‘The Tadic! Maragernort Pyar Levels & ree 18 FourLovae of Manazement 18 ‘ous of Manage: Functional Mania Gorerl Maragors 20 Managers or Tree Tes of Organizations Fo Prof Nonewolt MatsalBoneit 21 De Managers Manage Dferei for tert Types of Organastone? 21 ‘The Skills Exceptional Managers Need 22 1 Teche Sks—The Abt to Paro Spectic dob 22 2. Conceptual Ski —The Abiy to Think Analytealy 22 '3, Murnan Skis ~The “Sot laa” Ani ts inert Wer with Peopie 23 Tho Most Valued Tots in Managers 23 Roles Managers Must Play Suovescfully 24 “The Manager's Rows: Minzberg’s Use Frings 24 “Te Types of Manager Foes: nererzona Informatenal, &Decisona! 26 ‘The Link between Entrepranourship & Management 28 Staring Up a Star-up: From Hats o Hamiaagers 28 Entrepreneurship Defic Taking Fisks in Pursuit of Oppartunty 23, Taking Something Practical nay Hom This Chapter 22 CHAPTER TWO Management Theory: Essential Background for the Successful Manager 40 2:4 Evolving Viewpoints: How We Got o Today's ‘Management Outlook 42 Creating Modern Management: The Handbook of Peter Docker 2 ‘Si Practical Reasons for Sting This Chapter 43 Two Overarching Perspectnet abot Management torical & Cortomparary Classical Viewpoint: Scientific & ‘Administrative Management 45 Selortic Wanogarent:Poneered by Taylor 8 the Gioreths 45 ‘Adminitrative Menagerent:Ploncerec by Fay! ‘aber 47 ‘The Problem wih the Classical Viewpot:Too Mechanistic 482.3. Behavioral Viewpoint: Behaviorism, Human lations, & Behavioral Selonoo 49 Early Bohovioriam:Pioncored by Munsterbor, Foe, Nay 49 “Tne Huan Relators Movement: Fenosted by Maslow & McGregor 50 “The Beherl Science Approach 51 24 Quantitative Viewpoints: Management Science & Operations Management 53 Management Sconce: Ushy Mathemates 10 Soive Maragemont Probie 5% ‘Oporatone Managemant: lng More Eroctve 54 2.5. Systems Viewpoint 55 “The Systems Viewpoint 55 “he Four Pats fa System 66 2.6 Contingency Viewpoint 58 Gary Ham: Meragerrent ideas Ar Not Fe, “oye aPrecere 80 Evsonce-Baeed Managoment:Fasng Har Fact, Fejectng Norserse 59 2.7. Quality-Managoment Viewpoint 61 uatty Contol & Qualty Assurance 81 “al Guay Managorent: Creating an Organization edeatd io Continous moreveent Gt 2.8. The Learning Organization in an Era of Recolerated Change 62 “ho Loaming Organzaten: Handing Knowledge & Moding Behar 63 Ho to ia Lareing Orpr Manages Pay 64 ter: Tee Res LegelcieslCratorge 68 PART 2 The Environment of Management CHAPTER THREE The Manogers Changing Work Environment & Ethical Responsibiltes: Doing the Right Thing 70 3.1 The TipleBotiom Line: People, Plant, & Prott 72 ‘Te loa Sere for Meena 72 8.2. The Community of Stakeholders inside the Organization 78 “Whom Shaud a Canptny 8 Response? 73 Internal & External Stakahelaers 74 Irternal Stekanodere 75 3.3. The Community of Stakeholders Outside the Organization 76 “The Task Environ 76 “Te General Envtonent 60 34 The Ethical Responsibilities Required of You asa Manager 8% Defiring Eves & Values 89 Four Approseres to Osc Ethical lemmas 04 White-Cotar Grme, SabOs, 8 Etvca Training 05 How Organzatons Gon Fromate Chis 86 8.8, The Social Responsiiliies Required of You ‘asa Manager 83 Is Social Resporsivety Wortwhle? Opposing & Supporting Viewpoints 88 Corporate Soil Responsbly: The Top ofthe Pyros 9 ‘one Ty of Soci Responabity Cimate Chanae, Sietahabty, & Natur Capa 82 ‘Arete Type of Soi Responsibly: Priarthvopy, “Not Dying Re? 91 How Does Seng Good Pay Of? 9 8.6 Corporate Governance &3 The Neca for nsepsncent Drestore The Neca Tust 94 CHAPTER FOUR Giobal Management: Managing across Borders 100 4.1. Globalization: The Collapse of Time & Distanco 102 [Compettion & Globatzation: Who Wi Be No.1 Temorcw? 102 ‘The Rite of he “Global Vilbge” & Electronic Commerce 102 (Ore Big Work Markt The Global Econcmy 105, Cross-Border Bsns: The Rise of Bath Mogamersers 2 Mn Worgaids 105 4.2 You Intemational Management 106, {Way Learn abou! ntersational Management? 107 The Sucorst nteratonal Manage: Groce, 4.3 Why & How Companies Expand Intomationally 110 Why Companies Expard werationally 110 How Companes Expons nsosatenay 1114.4 The World of Fee ade: Regional Economic Cooperation 115 isonet Ta 115 Crganzaton romstng eration Tae 118 jr Trang ce NAFTA EU, APEC, ASEAN, Marcoss &CAFTA 117 Nest Favor Nation Teg St 119 Exchange Fates 119 48. Tho importance of Understanding Cultural Diferences 121 The tporianc of Nene tue 122 ‘utr rere he GLOBE Projet 122 ter Cllrs: Language, aro Space, Conacaton, Tima Ofeiaion Pesgon Swaomen say USS. Managers on Foran Aegan (My Do Toy Fat? 128 ey Tors Uo in Pi Capa 129 Undersandg the Sapo: Wit Baw? 191 Lagat et Catorge 189 PART 3 Planning CHAPTER FIVE Pianning:The Foundation of Successful Management 134 5.1 Planing & Stategy 138 Panna, State & rate Manager 198 \inyPaming 8 Stoic Manager ve Troorant 187 5.2. Fundamentals of Planing 140 Mason Vie Sites 140 ‘Tree Tipa of Pling for Tee Loves of Nauwrent Steg, Teal &Opwaton! 162 59 Goals Plans 144 Wee Typos! Goat: Sate, Tate Roped at Te Aton Plan the Operating Pan 144 pena rng Pane & Sng Us Pans 18 184 Promoting Goa Setting: SMART Goals & Management by Objectives 147 SMART Cons 147 Mangerent by Objectives Tre For Sto Prost forMouratngemlyers 142 {Caseaing Odeo 180 fa tre Tp Don 180 Thwimpotancect Deans 150 5.5. The Plannng/Contol Cycle 152 ay Ter sen TH Caper 154 Keyan 30 8 Contents Undertarng te Chapter Wrst Do! Know? 15 Management Aston 155 Lagalbeal Chaterge 158 CHAPTER SIX Shrotegic Management: How Exceptional Managers Realize a Grand Design 158 6.1 What Is Effective Strategy? 160 Strategic Postoning & ts Princip “62 (Does Stratagio Management Werk for Si es Wa asLage rims? 181 16.2. The Strategl-Management Process 162 ‘The Fe Spoof he Satagio Management Process 103 6.3 Establishing the Mission & tho Vision 165 ‘Charectoretice ot a Goos Meson Statorent 18 (Character of Good Vision Stats 168 G4 Assessing the Current Realty 167 Compete insigence 167 SWOT Analy 168 Forecasting: Proicting the Future 171 [Borermetking Comparing with tne Bost 178. Porter's Five Competitive Farees 173, 6.5. Formulating the Grand Strategy 175 “These Camm Grand Stotegins 175 Porter's Four Compatiive Srategies 176 ‘Single-Prosuct Strategy versus Dvesicatin Strategy 177 Tre BOG Matec 178 6.6 Implementing & Controling Strtoay: Execution 180 nplerening the Strategy 180 Maintairing Statgic Cael 180 Execution Geting Things Dane 180 he Tree Core Process of Business: Poop Strategy, & Operations 181, How Execuion Helps implement 8 Conrot Srateay 181 Kay Tes sen Understanding the Obani tt Do Krom Legale Cratogo 186 = soir 183 CHAPTER SEVEN Individual & Group Decision Making: How Managers Make Things Happen 188 7.1 TwoKinds of Decision Making: Rational & Nonrational 190 ‘Deesion Making inthe ea Wore! 190