Nội dung

www.downloadslide.com Inspire ... with Robbins, Management, 6th edition! We live in dynamic times and ‘business as usual’ is no longer an option. Management students must be well prepared to manage modern, ever-changing organisations. Visit www.pearson.com.au/mymanagementlab to activate or purchase your access code today! Robbins | Bergman | Stagg | Coulter Management, 6th edition is accompanied by a flexible and completely revised suite of instructor and student resources designed to encourage critical thinking, make management concepts meaningful and excite students about the possibilities of a career in management. Management, 6th edition can be packaged with MyManagementLab, an interactive, personalised and engaging€learning solution for€instructors and students. 6 This new edition of Management is once again a resource at the leading edge of research for this dynamic discipline. Blending management theory with inspiring and innovative practices, Robbins shows managers and organisations how to meet their economic, environmental and social responsibilities. 6 Robbins | Bergman | Stagg | Coulter ISBN 978-1-4425-3860-3 9 781442 538603 Copyright © Pearson Australia (a division of Pearson Australia Group Pty Ltd) 2012 – 9781442538603 - Robbins/Management 6th edition Robbins 6e_Final Cover.indd 1 12/7/11 10:34:22 AM www.downloadslide.com Copyright © Pearson Australia (a division of Pearson Australia Group Pty Ltd) 2012 – 9781442538603 - Robbins/Management 6th edition Robbins 6e *Prelims.indd 1 17/6/11 11:58:23 AM www.downloadslide.com Copyright © Pearson Australia (a division of Pearson Australia Group Pty Ltd) 2012 – 9781442538603 - Robbins/Management 6th edition Robbins 6e *Prelims.indd 2 17/6/11 11:58:23 AM www.downloadslide.com Copyright © Pearson Australia (a division of Pearson Australia Group Pty Ltd) 2012 – 9781442538603 - Robbins/Management 6th edition Robbins 6e *Prelims.indd 3 17/6/11 11:58:27 AM www.downloadslide.com Copyright © Pearson Australia (a division of Pearson Australia Group Pty Ltd) 2012 Pearson Australia Unit 4, Level 3 14 Aquatic Drive Frenchs Forest NSW 2086 www.pearson.com.au Authorised adaptation from the United States edition, entitled Management, 10th edition, ISBN: 9780132090711 by Robbins, Stephen P.; Coulter, Mary, published by Pearson Education, Inc, publishing as Prentice Hall, Copyright © 2009. Sixth adaptation edition published by Pearson Australia Group Pty Ltd., Copyright © 2012. The Copyright Act 1968 of Australia allows a maximum of one chapter or 10% of this book, whichever is the greater, to be copied by any educational institution for its educational purposes provided that that educational institution (or the body that administers it) has given a remuneration notice to Copyright Agency Limited (CAL) under the Act. For details of the CAL licence for educational institutions contact: Copyright Agency Limited, telephone: (02) 9394 7600, email: info@copyright.com.au All rights reserved. Except under the conditions described in the Copyright Act 1968 of Australia and subsequent amendments, no part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without the prior permission of the copyright owner. Acquisitions Editors: Dan Tylman, Karen Hutchings and Judith Bamber Project Editor: Kathryn Munro Development Editor: Katie Pittard Editorial Coordinator: Camille Layt Production Controller: Barbara Honor Copy Editor: Robyn Flemming Proofreader: Annabel Adair Copyright and Pictures Editors: Laura Ramsay and Emma Gaulton Indexer: Jo Rudd Cover and internal design by Natalie Bowra Cover image © Olga Miltsova / Shutterstock Typeset by Midland Typesetters, Australia Printed in China 1 2 3 4 5 15 14 13 12 11 National Library of Australia Cataloguing-in-Publication Data Title: Edition: ISBN: VitalSource ISBN: Notes: Subjects: Other Authors: Dewey Number: Management / Stephen Robbins ... [et al.]. 6th ed. 9781442538603 (pbk). 9781442538658 Includes index. Management—Textbooks. Robbins, Stephen P. (Stephen Paul), 1943658 Every effort has been made to trace and acknowledge copyright. However, should any infringement have occurred, the publishers tender their apologies and invite copyright owners to contact them. Due to copyright restrictions, we may have been unable to include material from the print edition of the book in this digital edition, although every effort has been made to minimise instances of missing content. Copyright © Pearson Australia (a division of Pearson Australia Group Pty Ltd) 2012 – 9781442538603 - Robbins/Management 6th edition Robbins 6e *Prelims.indd 4 17/6/11 11:58:27 AM www.downloadslide.com contents in brief Preface Acknowledgements About the authors Making the most of your text Case matrix Part 1 Introduction â•⁄ 1 Introduction to organisations and management â•⁄ 2 Management yesterday and today xiv xvii xviii xix xxiv 1 3 41 Part 2 Defining the manager’s terrain â•⁄ 3 Environment and organisational culture: The constraints â•⁄ 4 Managing in a global environment â•⁄ 5 Social responsibility and managerial ethics â•⁄ 6 Managing change and innovation 77 79 123 165 211 Part 3 Planning â•⁄ 7 Decision making: The essence of a manager’s job â•⁄ 8 Foundations of planning â•⁄ 9 Strategic management 257 259 291 321 Part 4 Organising 10 Organisational structure and design 11 Managers and communication 12 Human resource management 355 357 391 423 Part 5 Leading 13 Understanding individual behaviour 14 Understanding groups and teams 15 Motivating employees 16 Leadership 469 471 517 555 601 Part 6 Controlling 17 Foundations of control 18 Managing operations 645 647 689 Glossary Index 719 733 Copyright © Pearson Australia (a division of Pearson Australia Group Pty Ltd) 2012 – 9781442538603 - Robbins/Management 6th edition Robbins 6e *Prelims.indd 5 17/6/11 11:58:29 AM www.downloadslide.com contents Preface Acknowledgements About the authors Making the most of your text Case matrix P ART 1 ╇ I NTRODUCT I ON 1 Introduction to organisations and management Learning outcomes What is an organisation?  Why are managers important? Managers who made a difference: Ian McLeod, CEO, Coles Group Who are managers? Managing workforce diversity and inclusion: Women are still underrepresented and underpaid in Australian businesses What is management? What do managers do? Management functions Management roles Management skills Summary of multiple perspectives on the manager’s job Is the manager’s job universal? Organisational level Organisational area Organisational type Organisational size Cross-national transferability Managing from a global perspective: Organisations and managers in today’s world How is the manager’s job changing? Importance of customers to the manager’s job Importance of innovation to the manager’s job Importance of sustainability to the manager’s job Managing for sustainability: Eco-efficiency and eco-effectiveness Why study management? The universality of management The reality of work Managing yourself Challenges and rewards of being a manager Thinking critically about ethics: How much is an executive worth? xiv xvii xviii xix xxiv 1 3 3 6 8 9 10 11 12 13 13 14 17 18 19 19 19 20 20 21 22 23 24 24 25 26 27 27 28 28 29 30 2 Learning summary Thinking critically about management issues Becoming a manager Working together: Team-based exercise Ethical dilemma Case application: Managing McDonald’s Australia Key terms Endnotes Photo credits  31 32 33 33 33 34 36 37 39 Management yesterday and today 41 Learning outcomes Historical background of management Scientific management Important contributions How do today’s managers use scientific management? General administrative theory Important contributions How do today’s managers use general administrative theories? Quantitative approach to management Important contributions How do today’s managers use the quantitative approach? Towards understanding organisational behaviour Early advocates The Hawthorne Studies The human relations movement and behavioural science theorists How do today’s managers use the behavioural approach? Managers who made a difference: Roger and Lesley Gillespie, co-founders, Bakers Delight Contemporary approaches The systems approach Managing from a global perspective: One Ford… One Team… One Plan… One Goal  The contingency approach Current trends and issues Globalisation Ethics Workforce diversity Managing in the Asia-Pacific region: Samsung’s ‘New Management’ initiative 41 44 46 46 48 48 48 49 50 51 52 52 52 53 54 54 55 56 56 57 58 59 59 61 62 64 Copyright © Pearson Australia (a division of Pearson Australia Group Pty Ltd) 2012 – 9781442538603 - Robbins/Management 6th edition Robbins 6e *Prelims.indd 6 17/6/11 11:58:30 AM www.downloadslide.com contents Entrepreneurship Knowledge management and learning organisations Thinking critically about ethics: WikiLeaks: What to publish or not to publish? Managing for sustainability Managing for sustainability: Yvon Chouinard, CEO, Patagonia and an environmentalist Learning summary Thinking critically about management issues Becoming a manager Working together: Team-based exercise Ethical dilemma Case application: Factor Five Key terms Endnotes Photo credits  P ART 2 ╇DEF I N I NG THE MANAGER ’ S TERRA I N 3 Environment and organisational culture: The constraints 65 66 Creating a customer-responsive culture Creating an organisational culture that embraces sustainability Spirituality and organisational culture Learning summary Thinking critically about management issues Becoming a manager Working together: Team-based exercise Ethical dilemma Case application: Out of control Key terms Endnotes Photo credits 67 67 69 70 71 71 72 72 73 75 75 76 77 79 Learning outcomes 79 The manager: Omnipotent or symbolic? 82 The omnipotent view 82 The symbolic view 83 Reality suggests a synthesis 83 Managers who made a difference: Chip Goodyear, former CEO, 84 BHP Billiton The external environment: Constraints and challenges 85 Defining the external environment 86 The specific environment 87 The general environment 88 Managing from a global perspective: Held hostage in France 92 How the environment affects managers 93 Assessing environmental uncertainty 93 Managing the stakeholder relationship 95 Organisational culture: Constraints and challenges 97 What is organisational culture? 97 Strong versus weak cultures 98 The source of culture 100 How an organisation’s culture continues 100 How employees learn culture 101 Managing workforce diversity and inclusion: Global stumble 103 How culture affects managers 104 Thinking critically about ethics: Should organisations protect whistleblowers? 106 Current organisational culture issues facing managers 106 Creating an ethical culture 106 Creating an innovative culture 107 Managing in the Asia-Pacific region: All staff make NetApp a different place to work 108 4 Managing in a global environment Learning outcomes The globalisation of business Who owns what? What is your global perspective? Managing in the Asia-Pacific region: Opportunities and challenges for fast-food companies in India The risk of cross-cultural blunders Thinking critically about ethics: IBM’s policy of moving jobs overseas Understanding the global environment Regional trading alliances Global trade mechanisms Managing workforce diversity and inclusion: Global challenges in population trends Doing business globally Different types of international organisations How organisations go international Australian and New Zealand companies going international Managing in a global environment The legal–political environment The economic environment The cultural environment Global management in today’s world Managing from a global perspective: Leading here is not like leading there: The role of national culture in effective leadership Sustainability on a global scale Managing for sustainability: Green up on aisle two Learning summary Thinking critically about management issues Becoming a manager Working together: Team-based exercise Ethical dilemma Case application: Learning to love globalisation at ╇ ‘German’ SAP vii 109 109 110 113 114 114 115 115 116 117 117 121 123 123 126 126 129 131 131 132 133 133 136 137 138 139 140 142 144 144 145 146 149 151 152 153 155 156 157 157 158 158 Copyright © Pearson Australia (a division of Pearson Australia Group Pty Ltd) 2012 – 9781442538603 - Robbins/Management 6th edition Robbins 6e *Prelims.indd 7 17/6/11 11:58:31 AM www.downloadslide.com viii contents Key terms Endnotes Photo credits  5 160 160 163 Social responsibility and managerial ethics 165 Learning outcomes 165 What is social responsibility? 168 Two opposing views of social responsibility 169 Social responsibility and economic performance 173 Ecologically sustainable management 174 Managing in the Asia-Pacific region: Sustainability in the Asia175 Pacific region Global environmental problems 176 How organisations adopt a more ecologically sustainable approach 176 Evaluating ecological sustainability 178 Managerial ethics 178 Managing for sustainability: Westpac Banking Corporation 179 Factors that affect employee ethics 181 Managing from a global perspective: Lessons from Lehman 184 Brothers: Will we ever learn? Ethics in a global context 186 Improving ethical behaviour 187 Social responsibility and ethics issues in today’s world 192 Managing ethical lapses and social irresponsibility 192 Thinking critically about ethics: Price fixing at Visy and Amcor 194 Social entrepreneurship 195 Managing workforce diversity and inclusion: Indigenous 196 employment in the northwest of Australia Businesses promoting positive social change 197 Learning summary 199 Thinking critically about management issues 200 200 Becoming a manager 201 Working together: Team-based exercise 201 Ethical dilemma Case application: The biggest corporate corruption scandal 202 in Australia’s history? 205 Key terms 205 Endnotes 210 Photo credits  6 Managing change and innovation Learning outcomes Forces for change External forces Internal forces Two views of the change process The calm waters metaphor The white-water rapids metaphor Putting the two views in perspective Managing from a global perspective: Nokia – faded signal 211 211 214 214 215 216 216 217 218 218 Managing organisational change 219 What is organisational change? 219 Types of change 219 Managing workforce diversity and inclusion: Deutsche 223 Telekom Managing resistance to change 223 Why people resist change 223 Using force-field analysis 224 Techniques for reducing resistance 226 Managing for sustainability: Community involvement to 227 overcome resistance Contemporary issues in managing change 228 Changing organisational cultures 228 Managing the downsized workplace 231 Handling employee stress 233 Thinking critically about ethics: Long working hours and stress – 235 what are the costs? Making change happen successfully 236 Stimulating innovation 238 Creativity versus innovation 238 Stimulating and nurturing innovation 238 Managers who made a difference: Ratan Tata, Indian 240 business guru Change, innovation and sustainability 241 Sustainability-driven change 242 Social and environmental entrepreneurs 243 Sustainability – a profound challenge for change 245 Learning summary 247 248 Thinking critically about management issues 248 Becoming a manager 249 Working together: Team-based exercise 249 Ethical dilemma 249 Case application: Kodak Australasia 251 Key terms 252 Endnotes 256 Photo credits  P ART 3 ╇ P LANN I NG  7 Decision making: The essence of a manager’s job Learning outcomes The decision-making process Step 1: Identifying a problem Managing in the Asia-Pacific region: Pacific Laundry reduces water and power usage Step 2: Identifying decision criteria Step 3: Allocating weights to the criteria Step 4: Developing alternatives Step 5: Analysing alternatives Step 6: Selecting an alternative 257 259 259 262 263 264 265 265 265 266 266 Copyright © Pearson Australia (a division of Pearson Australia Group Pty Ltd) 2012 – 9781442538603 - Robbins/Management 6th edition Robbins 6e *Prelims.indd 8 17/6/11 11:58:32 AM www.downloadslide.com contents Step 7: Implementing the alternative 267 Step 8: Evaluating decision effectiveness 267 The manager as decision maker 267 Managers who made a difference: Richard Goyder, CEO, 268 Wesfarmers Making decisions: Rationality, bounded rationality and intuition 269 Types of problems and decisions 272 Decision-making conditions 273 Managing for sustainability: Universities act on sustainability 274 Decision-making styles 277 Decision-making biases and errors 277 Managing workforce diversity and inclusion: The value of diversity in decision making 279 Summing up managerial decision making 279 Thinking critically about ethics: A mistake by Google? 280 Decision making for today’s world 281 Managing from a global perspective: Cultural differences 282 in leaders’ decision-making styles Learning summary 284 Thinking critically about management issues 285 285 Becoming a manager Working together: Team-based exercise 286 286 Ethical dilemma Case application: Designing for dollars 286 Key terms 288 288 Endnotes Photo credits 289  8 Foundations of planning Learning outcomes The what and why of planning What is planning? Why do managers plan? Managing for sustainability: Sustainable dairy farms in a changing climate Planning and performance Goals and plans Types of goals Managers who made a difference: Brian Doolan, CEO, The Fred Hollows Foundation Types of plans Setting goals and developing plans Approaches to setting goals Managing workforce diversity and inclusion: A university’s standing plan on diversity Characteristics of well-designed goals Steps in goal setting Developing plans Approaches to planning Project management 291 291 294 294 294 295 296 297 297 298 299 301 301 303 304 304 305 306 307 Contemporary issues in planning Effective planning in dynamic environments Managing from a global perspective: Underwater chaos Use of environmental scanning and competitive intelligence Forecasting Thinking critically about ethics: Suggested techniques for gathering competitor information Learning summary Thinking critically about management issues Becoming a manager Working together: Team-based exercise Ethical dilemma Case application: Icelandic volcano, 1; ╇╇ global commerce, 0 Key terms Endnotes Photo credits 9 Strategic management Learning outcomes The importance of strategic management What is strategic management? Why is strategic management important? Managers who made a difference: Margot and Alan Spalding, Jimmy Possum Furniture The strategic management process Step 1: Identifying the organisation’s current mission, goals and strategies Step 2: Doing an external analysis Managing for sustainability: Palm oil and sustainability Step 3: Doing an internal analysis Step 4: Formulating strategies Step 5: Implementing strategies Step 6: Evaluating results Corporate strategies What is corporate strategy? What are the three main types of corporate strategy? Thinking critically about ethics: Should ethical considerations be part of strategy decisions? How are corporate strategies managed? Competitive strategies The role of competitive advantage Managing in the Asia-Pacific region: John Borghetti changes strategy at Virgin Blue Choosing a competitive strategy Functional strategies Current strategic management issues The need for strategic leadership The need for strategic flexibility New directions in organisational strategies ix 308 308 309 310 311 311 314 315 315 316 316 316 318 318 320 321 321 324 324 325 326 327 327 328 329 330 331 331 332 332 332 333 334 335 336 336 338 339 340 341 341 342 342 Copyright © Pearson Australia (a division of Pearson Australia Group Pty Ltd) 2012 – 9781442538603 - Robbins/Management 6th edition Robbins 6e *Prelims.indd 9 17/6/11 11:58:33 AM