Page 12 - Fundamentals of Management Myths Debunked (2017)_Flat

Contents 11
What Are the Steps in the Strategic Management What Are Some Common Organizational Designs? 198
Process? 158 What Traditional Organizational Designs Can
What Strategic Weapons Do Managers Have? 160 Managers Use? 198
Technology and the Manager’s Job | Innovative IT What Contemporary Organizational Designs Can
and Strategy 161 Managers Use? 199
What Are Today’s Organizational Design Challenges? 203
WhAT sTrATeGies do MAnAGers use? 162
How Do You Keep Employees Connected? 203
Corporate Strategy 162
Competitive Strategy 163 How Do Global Differences Affect Organizational
Structure? 203
Functional Strategy 163
How Do You Build a Learning Organization? 204
A Question of Ethics 165 Technology and the Manager’s Job | The Changing
World of Work 204
How Do Managers Set Goals and Develop
Plans? 165 How Can Managers Design Efficient and Effective Flexible
Work Arrangements? 206
What Types of Goals Do Organizations Have and How
Do They Set Those Goals? 165 Review
From the Past to the Present 167 Chapter Summary 209 • Discussion Questions 209 •
Management Skill Builder | Increasing Your Power 210 •
What Types of Plans Do Managers Use and How Do They Experiential Exercise 211 • Case Application 1—You Work
Develop Those Plans? 168 Where? 212 • Case Application 2—Lift Off 213 •
What Contemporary Planning Issues Do Case Application 3—A New Kind of Structure 214 •
Managers Face? 171 Endnotes 215
How Can Managers Plan Effectively in Dynamic
Environments? 172
How Can Managers Use Environmental Scanning? 173 Chapter 7 Managing Human Resources 218
What Is the Human Resource Management Process and
Review What Influences It? 221
Chapter Summary 174 • Discussion Questions 174 • What Is the Legal Environment of HRM? 222
Management Skill Builder | Being a Good Goal Setter 175 • From the Past to the Present 224
Experiential Exercise 176 • Case Application 1—Primark A Question of Ethics 225
Takes on Burberry and Alexander McQueen 177 • Case How Do Managers Identify and Select Competent
Application 2—Crisis Planning at Livestrong Foundation 178 •
Case Application 3—Eyeing the Future 179 • Endnotes 180 Employees? 225
1 What Is Employment Planning? 225
2A How Do Organizations Recruit Employees? 227
Part 3 Organizing 182 2B How Does a Manager Handle Layoffs? 228
3 How Do Managers Select Job Applicants? 228
Chapter 6 Organizational Structure and How Are Employees Provided with Needed Skills
Design 182
and Knowledge? 232
What Are the Six Key Elements in Organizational How Are New Hires Introduced to the
Design? 185 Organization? 232
(1) What Is Work Specialization? 185 Technology and the Manager’s Job | Social and
(2) What Is Departmentalization? 186 Digital HR 233
(3) What Are Authority and Responsibility? 188 What Is Employee Training? 234
(4) What Is Span of Control? 192
A Question of Ethics 193 keepinG GreAT peopLe: TWo WAys
(5) How Do Centralization and Decentralization Differ? 193 orGAnizATions do This 236
(6) What Is Formalization? 193 performance Management System 236
Compensating employees: pay and benefits 238
WhAT ConTinGenCy VAriABLes AFFeCT
sTruCTurAL ChoiCe? 194 What Contemporary HRM Issues Face Managers? 241
Mechanistic or organic 195 How Can Managers Manage Downsizing? 241
Strategy → Structure 195 How Can Workforce Diversity Be Managed? 242
Size → Structure 196 What Is Sexual Harassment? 242
technology → Structure 196 How and Why Are Organizations Controlling HR Costs? 243
environment → Structure 196 Review
Chapter Summary 245 • Discussion Questions 245 •
From the Past to the Present 197 Management Skill Builder | Providing Good Feedback 246 •