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2 Vice President, Business Publishing: Donna Battista Editor-in-Chief: Stephanie Wall Senior Acquisitions Editor: Kris Ellis-Levy Senior Acquisitions Editor, Global Editions: Steven Jackson Program Manager Team Lead: Ashley Santora Program Manager: Sarah Holle Assistant Project Editor, Global Editions: Paromita Banerjee Editorial Assistant: Bernard Ollila Vice President, Product Marketing: Maggie Moylan Director of Marketing, Digital Services and Products: Jeanette Koskinas Senior Manufacturing Controller, Global Editions: Trudy Kimber Executive Product Marketing Manager: Anne Fahlgren Field Marketing Manager: Lenny Ann Raper Senior Strategic Marketing Manager: Erin Gardner Project Manager Team Lead: Judy Leale Project Manager: Kelly Warsak Operations Specialist: Diane Peirano Creative Director: Blair Brown Art Director/Program Design Lead: Janet Slowik Interior Designer: QT Design Cover Designer: Lumina Datamatics Vice President, Director of Digital Strategy & Assessment: Paul Gentile Manager of Learning Applications: Paul Deluca Digital Editor: Brian Surette Digital Studio Manager: Diane Lombardo Digital Studio Project Managers: Robin Lazrus, Alana Coles, Monique Lawrence, Regina DaSilva Media Production Manager, Global Editions: Vikram Kumar Full-Service Project Management and Composition: Integra Software Services Pvt. Ltd. Acknowledgements of third party content appear on the appropriate page within the text, which constitutes an extension of this copyright page. Pearson Education Limited Edinburgh Gate Harlow Essex CM20 2JE England and Associated Companies throughout the world Visit us on the World Wide Web at: Pearson Education Limited 2016 The rights of Stephen P. Robbins and Mary Coulter to be identified as authors of this work have been asserted by them in accordance with the Copyright, Designs and Patents Act Authorized adaptation from the United States edition, entitled Management, 13 th Edition, ISBN by Stephen P. Robbins and Mary Coulter, published by Pearson Education All rights reserved. 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 either the prior written permission of the publisher or a license permitting restricted copying in the United Kingdom issued by the Copyright Licensing Agency Ltd, Saffron House, 6 10 Kirby Street, London EC1N 8TS. All trademarks used herein are the property of their respective owners. The use of any trademark in this text does not vest in the author or publisher any trademark ownership rights in such trademarks, nor does the use of such trademarks imply any affiliation with or endorsement of this book by such owners. ISBN 10: ISBN 13: British Library Cataloguing-in-Publication Data A catalogue record for this book is available from the British Library. Typeset in 10/12 Times New Roman MT Std by Integra Software Services Pvt. Ltd. Printed and bound by Courier Kendallville in The United States of America

3 Management, Global Edition Table of Contents Cover Title Page Copyright Page About the Authors Contents Preface Acknowledgments Part 1 Introduction to Management Chapter 1: Managers in the Workplace Why Are Managers Important? Who Are Managers and Where Do They Work? What Do Managers Do? How Is the Managers Job Changing? Why Study Management? Case Application 1: Who Needs a Boss? Case Application 2: Building a Better Boss Management History Module Early Management Classical Approach Behavioral Approach Quantitative Approach Contemporary Approaches Chapter 2: Making Decisions The Decision-Making Process Managers Making Decisions Types of Decisions and Decision-Making Conditions Decision-Making Styles Effective Decision Making in Todays World Case Application 1: Tasting Success Case Application 2: The Business of Baseball Part 1: Management Practice Continuing Case: StarbucksIntroduction

4 Part 2 Basics of Managing in Todays Workplace Chapter 3: Managing the External Environment and the Organizations Culture The Manager: Omnipotent or Symbolic? The External Environment: Constraints and Challenges Organizational Culture: Constraints and Challenges Current Issues in Organizational Culture Case Application 1: Going to Extremes Case Application 2: Not Sold Out Chapter 4: Managing in a Global Environment Who Owns What? Whats Your Global Perspective? Understanding the Global Environment Doing Business Globally Managing in a Global Environment Case Application 1: Dirty Little Secret Case Application 2: Global Stumble Chapter 5: Managing Diversity Diversity The Changing Workplace Types of Workplace Diversity Challenges in Managing Diversity Workplace Diversity Initiatives Case Application 1: From Top to Bottom Case Application 2: Women in Management at Deutsche Telekom Chapter 6: Managing Social Responsibility and Ethics What Is Social Responsibility? Green Management and Sustainability Managers and Ethical Behavior Encouraging Ethical Behavior Social Responsibility and Ethics Issues in Todays World Case Application 1: A Novel Wellness Culture Case Application 2: Lessons from Lehman Brothers: Will We Ever Learn? Chapter 7: Managing Change and Innovation

5 The Change Process Types of Organizational Change Managing Resistance to Change Contemporary Issues in Managing Change Stimulating Innovation Case Application 1: A.S. Watson Group Case Application 2: Workplace Stress Can Kill Part 2: Management Practice Continuing Case: StarbucksBasics of Managing in Todays Workplace Part 3 Planning Chapter 8: Planning Work Activities The What and Why of Planning Goals and Plans Setting Goals and Developing Plans Contemporary Issues in Planning Case Application 1: Crisis Planning at Livestrong Foundation Case Application 2: Shifting Direction Chapter 9: Managing Strategy Strategic Management The Strategic Management Process Corporate Strategies Competitive Strategies Current Strategic Management Issues Case Application 1: Fast Fashion Case Application 2: Rewind and Replay Creating and Leading Entrepreneurial Ventures Module The Context of Entrepreneurship Start-up and Planning Issues Organizing Issues Leading Issues Controlling Issues Part 3: Management Practice

6 Continuing Case: StarbucksPlanning Untitled Part 4 Organizing Chapter 10: Designing Organizational StructureBasic Designs Designing Organizational Structure Mechanistic and Organic Structures Contingency Factors Affecting Structural Choice Traditional Organizational Designs Case Application 1: Ask Chuck Case Application 2: A New Kind of Structure Chapter 11: Designing Organizational StructureAdaptive Designs Contemporary Organizational Designs Organizing for Collaboration Flexible Work Arrangements Contingent Workforce Todays Organizational Design Challenges Case Application 1: You Work Where? Case Application 2: Organizational Volunteers Chapter 12: Managing Human Resources The Human Resource Management Process Identifying and Selecting Competent Employees Providing Employees with Needed Skills and Knowledge Retaining Competent, High-Performing Employees Contemporary Issues in Managing Human Resources Case Application 1: Maersk and HR Management Challenges in China Case Application 2: Stopping Traffic Managing Your Career Module Career opportunities in Management Chapter 13: Creating and Managing Teams Groups and Group Development Work Group Performance and Satisfaction Turning Groups into Effective Teams Current Challenges in Managing Teams

7 Case Application 1: Far and Wide Case Application 2: 737 Teaming Up for Take Off Part 4: Management Practice Continuing Case: StarbucksOrganizing Part 5 Leading Chapter 14: Managing Communication The Nature and Function of Communication Methods of Interpersonal Communication Effective Interpersonal Communication Organizational Communication Information Technology and Communication Communication Issues in Todays Organizations Case Application 1: Ban Case Application 2: Neutralizing the Concordia Effect! Chapter 15: Understanding and Managing Individual Behavior Focus and Goals of Organizational Behavior Attitudes and Job Performance Personality Perception Learning Contemporary Issues in Organizational Behavior Case Application 1: Great Place to Work Case Application 2: Employees First Chapter 16: Motivating Employees What is Motivation? Early Theories of Motivation Contemporary Theories of Motivation Current Issues in Motivation Case Application 1: Passion for the Outdoors and for People Case Application 2: Best Practices at Best Buy Chapter 17: Being an Effective Leader Who Are Leaders and What Is Leadership?

8 Early Leadership Theories Contingency Theories of Leadership\ Contemporary Views of Leadership Leadership Issues in the Twenty-First Century Case Application 1: Growing Leaders Case Application 2: Serving up Leaders Part 5: Management Practice Continuing Case: StarbucksLeading Part 6 Controlling Chapter 18: Monitoring and Controlling Endnotes Glossary A B What Is Controlling and Why Is It Important? The Control Process Controlling for Organizational and Employee Performance Tools for Measuring Organizational Performance Contemporary Issues in Control Case Application 1: Top Secret Case Application 2: Deepwater in Deep Trouble Planning and Control Techniques Module Techniques for Assessing the Environment Techniques for Allocating Resources Contemporary Planning and Control Techniques Managing Operations Module The Role of Operations Management What Is Value Chain Management and Why Is It Important? What Is Value Chain Management? Managing Operations Using Value Chain Management Current Issues in Managing Operations Part 6: Management Practice Continuing Case: StarbucksControlling

9 C D E F G H I J L M N O P Q R S T U V W Name Index A B C D E F G H I J K L M N O P

10 Q R S T U V W X Y Z Organization Index A B C D E F G H I J K L M N O P Q R S T U V W X Y Z

11 Subject Index A B C D E F G H I J K L M N O P Q R S T U V W Y