Student Version The Decision Making Process Recognizing and defining the decision situation Identifying alternatives Choosing the “best” alternative Putting the alternative into practice © 2016 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 4–2 2 Types of Decisions Nonprogrammed decisions Programmed decisions Making Decisions © 2016 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 4–3 3 6 Decision-Making Conditions Decision Making Under Risk Decision Making Under Uncertainty Decision Making Under Certainty Conditions Affecting Decision Making © 2016 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 4–4 4 Distinguishing Between Decision Making Conditions Are there multiple possible outcomes? Are the probabilities of the outcomes known? Decision is certain. Decision is risky. Decision is uncertain. Yes No Yes No © 2016 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 4–5 5 The Classical Model of Decision Making When faced with a decision situation, managers should… obtain complete and perfect information eliminate uncertainty evaluate everything logically and rationally …and end up with a decision that best serves the interests of the organization © 2016 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 4–6 6 Steps in the Rational Decision-Making Process Recognizing and defining the decision situation Identifying alternatives Evaluating alternatives Implementing the chosen alternative Selecting the best alternative Implementing the chosen alternative © 2016 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 4–7 7 The Administrative Model of Decision Making When faced with a decision situation, managers actually… use incomplete and imperfect information are constrained by bounded rationality tend to.

1. Student Version
The Decision Making Process
Recognizing
and defining
the decision situation
Identifying alternatives
Choosing
the “best” alternative
Putting the alternative
into practice
© 2016 Cengage Learning. All rights reserved. May not be
copied, scanned, or duplicated, in whole or in part, except for
use as permitted in a license distributed with a certain product
or service or otherwise on a password-protected website for
classroom use.
4–2
2
Types of Decisions
Nonprogrammed decisions
Programmed
decisions
Making Decisions
© 2016 Cengage Learning. All rights reserved. May not be
copied, scanned, or duplicated, in whole or in part, except for
use as permitted in a license distributed with a certain product

2. or service or otherwise on a password-protected website for
classroom use.
4–3
3
6
Decision-Making Conditions
Decision Making Under Risk
Decision Making Under Uncertainty
Decision Making Under Certainty
Conditions Affecting
Decision Making
© 2016 Cengage Learning. All rights reserved. May not be
copied, scanned, or duplicated, in whole or in part, except for
use as permitted in a license distributed with a certain product
or service or otherwise on a password-protected website for
classroom use.
4–4
4
Distinguishing Between
Decision Making Conditions
Are there multiple possible outcomes?
Are the probabilities of the outcomes known?
Decision is certain.
Decision is risky.
Decision is uncertain.

3. Yes
No
Yes
No
© 2016 Cengage Learning. All rights reserved. May not be
copied, scanned, or duplicated, in whole or in part, except for
use as permitted in a license distributed with a certain product
or service or otherwise on a password-protected website for
classroom use.
4–5
5
The Classical Model of Decision Making
When faced with a decision situation, managers should…
obtain complete and perfect information
eliminate uncertainty
evaluate everything logically and rationally
…and end up with
a decision that best serves the interests of the organization
© 2016 Cengage Learning. All rights reserved. May not be
copied, scanned, or duplicated, in whole or in part, except for
use as permitted in a license distributed with a certain product
or service or otherwise on a password-protected website for
classroom use.
4–6
6

4. Steps in the Rational Decision-Making Process
Recognizing and defining the decision situation
Identifying alternatives
Evaluating alternatives
Implementing the chosen alternative
Selecting the best alternative
Implementing the chosen alternative
© 2016 Cengage Learning. All rights reserved. May not be
copied, scanned, or duplicated, in whole or in part, except for
use as permitted in a license distributed with a certain product
or service or otherwise on a password-protected website for
classroom use.
4–7
7
The Administrative Model of Decision Making
When faced with a decision situation, managers actually…
use incomplete and imperfect information
are constrained by bounded rationality
tend to satisfice
…and end up with
a decision that may or may not serve the interests of the
organization
© 2016 Cengage Learning. All rights reserved. May not be
copied, scanned, or duplicated, in whole or in part, except for
use as permitted in a license distributed with a certain product
or service or otherwise on a password-protected website for
classroom use.
4–8
8

5. What Influences Decision Making
Satisficing
Bounded rationality
Coalitions
Escalation of commitment
Intuition
Risk propensity
Influences on
Decision Making
© 2016 Cengage Learning. All rights reserved. May not be
copied, scanned, or duplicated, in whole or in part, except for
use as permitted in a license distributed with a certain product
or service or otherwise on a password-protected website for
classroom use.
4–9
9
Managerial Ethics and Decision Making
Individual
Ethics
Managerial
Ethics
Employees
Other economic agents
Organizational
Ethics
© 2016 Cengage Learning. All rights reserved. May not be
copied, scanned, or duplicated, in whole or in part, except for
use as permitted in a license distributed with a certain product
or service or otherwise on a password-protected website for

6. classroom use.
4–10
10
Group and Team Decision Making
Interacting
group or team
Delphi
groups
Nominal
group
Forms of Group Decision Making
© 2016 Cengage Learning. All rights reserved. May not be
copied, scanned, or duplicated, in whole or in part, except for
use as permitted in a license distributed with a certain product
or service or otherwise on a password-protected website for
classroom use.
4–11
11
The
Group-think Process
Group Cohesiveness
Leader Promotion of Preferred
Solution

7. Insulation from Expert Opinion
Few Alternatives
No Reexamination of Preferred Alternative
No Reexamination of Rejected Alternative
Rejection of Expert Opinions
Selective Bias of New Information
No Contingency Plans
Lower Performance
Lower Decision Quality
Invulnerability
Rationalization
Morality
Stereotyping
Peer Pressure
Self-censorship
Unanimity
Mindguards
Group Characteristics
Symptoms of Groupthink
Decision-Making Defects
Outcome
Variables

8. © 2016 Cengage Learning. All rights reserved. May not be
copied, scanned, or duplicated, in whole or in part, except for
use as permitted in a license distributed with a certain product
or service or otherwise on a password-protected website for
classroom use.
4–12
12
Student Version
Organizational Goals
Guidance and unified direction
Promotion of good planning
Source of motivation
Evaluation
and control

9. Purposes of Goals
© 2016 Cengage Learning. All rights reserved. May not be
copied, scanned, or duplicated, in whole or in part, except for
use as permitted in a license distributed with a certain product
or service or otherwise on a password-protected website for
classroom use.
3–2
2
Kinds of Organizational Goals
By Level
Mission statement
Strategic goals
Tactical goals
Operational goals
By Area
Operations
Marketing
Finance
Production
By Time Frame
Long-term goals

10. Intermediate goals
Short-term goals
Explicit goals
Open-ended goals
Setting Organizational Goals
© 2016 Cengage Learning. All rights reserved. May not be
copied, scanned, or duplicated, in whole or in part, except for
use as permitted in a license distributed with a certain product
or service or otherwise on a password-protected website for
classroom use.
3–3
3
Planning Flow in Organizations
Strategic Plans
(upper management)
Tactical Plans
(middle management)
Operational Plans
(lower-level managers)
© 2016 Cengage Learning. All rights reserved. May not be
copied, scanned, or duplicated, in whole or in part, except for

11. use as permitted in a license distributed with a certain product
or service or otherwise on a password-protected website for
classroom use.
3–4
4
Basic Components of Strategy
Distinctive Competence
Competitive
Scope
Resource Deployment
Components of Strategy
© 2016 Cengage Learning. All rights reserved. May not be
copied, scanned, or duplicated, in whole or in part, except for
use as permitted in a license distributed with a certain product
or service or otherwise on a password-protected website for
classroom use.
3–5
5

12. Organizational Structure and
Strategic Alternatives
Business-level strategy
Functional-level strategy
Operations-level strategy
Corporate-level strategy
Business-level strategy
Functional-level strategy
Operations-level strategy
Market A
Market B
© 2016 Cengage Learning. All rights reserved. May not be
copied, scanned, or duplicated, in whole or in part, except for
use as permitted in a license distributed with a certain product
or service or otherwise on a password-protected website for
classroom use.
3–6
6
SWOT Analysis
Strengths

13. Weaknesses
Opportunities
Threats
SWOT Analysis
Internal
External
© 2016 Cengage Learning. All rights reserved. May not be
copied, scanned, or duplicated, in whole or in part, except for
use as permitted in a license distributed with a certain product
or service or otherwise on a password-protected website for
classroom use.
3–7
7
Formulating Business-Level Strategies
Overall cost leadership strategy
Focus
strategy
Differentiation strategy
Porter’s Generic
Strategies
© 2016 Cengage Learning. All rights reserved. May not be

14. copied, scanned, or duplicated, in whole or in part, except for
use as permitted in a license distributed with a certain product
or service or otherwise on a password-protected website for
classroom use.
3–8
8
Product Life Cycle
© 2016 Cengage Learning. All rights reserved. May not be
copied, scanned, or duplicated, in whole or in part, except for
use as permitted in a license distributed with a certain product
or service or otherwise on a password-protected website for
classroom use.
3–9

15. 9
Corporate-Level Strategies
Related diversification
(synergy)
Unrelated diversification
(risk/return)
Single-product strategy
(simplicity)
Strategic Choices
© 2016 Cengage Learning. All rights reserved. May not be
copied, scanned, or duplicated, in whole or in part, except for
use as permitted in a license distributed with a certain product
or service or otherwise on a password-protected website for
classroom use.
3–10
10
Implementing Related Diversification
Similar technology resources

16. Common marketing and distribution skills
Common brand name and reputation
Common customers and markets
Bases of Diversification Relatedness
© 2016 Cengage Learning. All rights reserved. May not be
copied, scanned, or duplicated, in whole or in part, except for
use as permitted in a license distributed with a certain product
or service or otherwise on a password-protected website for
classroom use.
3–11
11
Related Diversification’s Advantages
Reduction of business and economic risk
Creation of economies of scale and scope
Sharing of strengths and competencies
Creation of synergy and economic value
Competitive Advantages of Related Diversification
© 2016 Cengage Learning. All rights reserved. May not be
copied, scanned, or duplicated, in whole or in part, except for
use as permitted in a license distributed with a certain product
or service or otherwise on a password-protected website for

17. classroom use.
3–12
12
Managing Diversification
GE Business Screen
BCG Matrix
Portfolio Management
Techniques
© 2016 Cengage Learning. All rights reserved. May not be
copied, scanned, or duplicated, in whole or in part, except for
use as permitted in a license distributed with a certain product
or service or otherwise on a password-protected website for
classroom use.
3–13
13
Operational Planning
Single-use Plans

18. Standing Plans
Types of
Operational
Plans
Programs
Projects
Policies
Standard operating procedures
Rules and regulations
© 2016 Cengage Learning. All rights reserved. May not be
copied, scanned, or duplicated, in whole or in part, except for
use as permitted in a license distributed with a certain product
or service or otherwise on a password-protected website for
classroom use.
3–14
14
Contingency Planning and
Crisis Management
Crisis Management
Contingency Planning
Management in

19. Uncertain Situations
© 2016 Cengage Learning. All rights reserved. May not be
copied, scanned, or duplicated, in whole or in part, except for
use as permitted in a license distributed with a certain product
or service or otherwise on a password-protected website for
classroom use.
3–15
15
Student Version
Entrepreneurship’s Role in Society
Creation of
new jobs
Source of innovation
Support larger businesses
Engage in exporting

20. The Role of Small Businesses in the Economy
© 2016 Cengage Learning. All rights reserved. May not be
copied, scanned, or duplicated, in whole or in part, except for
use as permitted in a license distributed with a certain product
or service or otherwise on a password-protected website for
classroom use.
5–2
2
Strategy for Entrepreneurial Organizations
Emphasizing distinctive competencies
Gaining first mover advantage
Choosing an industry in which to compete
Basic Strategic
Challenges
© 2016 Cengage Learning. All rights reserved. May not be
copied, scanned, or duplicated, in whole or in part, except for
use as permitted in a license distributed with a certain product
or service or otherwise on a password-protected website for
classroom use.
5–3

21. 3
Strategically Utilizing
Distinctive Competencies
Identifying new markets
Taking first-mover advantage
Identifying niches in current markets
Seeking Competitive
Advantage
© 2016 Cengage Learning. All rights reserved. May not be
copied, scanned, or duplicated, in whole or in part, except for
use as permitted in a license distributed with a certain product
or service or otherwise on a password-protected website for
classroom use.
5–4
4
Writing a Business Plan
Business goals
and objectives

22. Business
strategies
Implementation
plans
Components of a Business Plan
© 2016 Cengage Learning. All rights reserved. May not be
copied, scanned, or duplicated, in whole or in part, except for
use as permitted in a license distributed with a certain product
or service or otherwise on a password-protected website for
classroom use.
5–5
5
Starting a New Business
Lower risk,
proven ability
Established
networks
Existing problems
Buying an Existing Business
No prior problems

23. Freedom to choose
Higher risk and uncertainty
Starting from Scratch
© 2016 Cengage Learning. All rights reserved. May not be
copied, scanned, or duplicated, in whole or in part, except for
use as permitted in a license distributed with a certain product
or service or otherwise on a password-protected website for
classroom use.
5–6
6
Identifying a Business Opportunity
Where are they located?
At what price
will they buy
my product?
How will my product differ from those of my competitors?
Questions to Ask
Who are my customers?
In what quantities will they buy?
Who are my competitors?

24. © 2016 Cengage Learning. All rights reserved. May not be
copied, scanned, or duplicated, in whole or in part, except for
use as permitted in a license distributed with a certain product
or service or otherwise on a password-protected website for
classroom use.
5–7
7
Getting into the Game
Venture Capital Companies
Small-Business Investment Companies
SBA Financial Programs
Sources of
New Business
Financing
Personal
Resources
Strategic
Alliances
Lenders
© 2016 Cengage Learning. All rights reserved. May not be
copied, scanned, or duplicated, in whole or in part, except for

25. use as permitted in a license distributed with a certain product
or service or otherwise on a password-protected website for
classroom use.
5–8
8
22
Seeking New Business Advice
Advisory Boards
Management Consultants
Small Business Administration
Networking with Others
Sources of
Management
Advice
© 2016 Cengage Learning. All rights reserved. May not be
copied, scanned, or duplicated, in whole or in part, except for
use as permitted in a license distributed with a certain product
or service or otherwise on a password-protected website for

26. classroom use.
5–9
9
22
Sources of Help for Entrepreneurs
Boards of directors
Management consultants
SBA
Trade associations
Small-business networks
Pooling
Accountants
Bankers
Lawyers
Insurance agents
Computer consultants
Management Help
Professional Help

27. Outside Help
© 2016 Cengage Learning. All rights reserved. May not be
copied, scanned, or duplicated, in whole or in part, except for
use as permitted in a license distributed with a certain product
or service or otherwise on a password-protected website for
classroom use.
5–10
10
Franchising
Reduced
financial risk
Franchiser
support
Advantages
Franchise
start-up costs

28. Limitations of franchise
Loss of independence
Disadvantages
© 2016 Cengage Learning. All rights reserved. May not be
copied, scanned, or duplicated, in whole or in part, except for
use as permitted in a license distributed with a certain product
or service or otherwise on a password-protected website for
classroom use.
5–11
11
The Performance of Entrepreneurial Organizations
Crossovers to small business
by former large-business employees
The emergence
of E-commerce
Trends in New Business Start-Ups
Better survival rates for
small businesses

29. Increased entrepreneurial opportunities for minorities and
women
© 2016 Cengage Learning. All rights reserved. May not be
copied, scanned, or duplicated, in whole or in part, except for
use as permitted in a license distributed with a certain product
or service or otherwise on a password-protected website for
classroom use.
5–12
12
Entrepreneurial Success and Failure
Insufficient capital to sustain the business
Incompetence/ inexperience
Entrepreneurial
Success
Hard work, drive,
and dedication
Careful analysis of market conditions
Competence and experience

30. Not devoting sufficient time and effort
Weak internal
control systems
Luck
Reasons for Failure
Reasons for Success
© 2016 Cengage Learning. All rights reserved. May not be
copied, scanned, or duplicated, in whole or in part, except for
use as permitted in a license distributed with a certain product
or service or otherwise on a password-protected website for
classroom use.
5–13
13
Student Version
How Organizations and Environments Interact

31. Environments
Organization Environment Interface
Organizations
Change and Complexity
Competitive Forces
Turbulence
Information Management
Strategic Response
Mergers, Takeovers, Acquisitions, Alliances
Organization Design and Flexibility
Direct Influence
© 2016 Cengage Learning. All rights reserved. May not be
copied, scanned, or duplicated, in whole or in part, except for
use as permitted in a license distributed with a certain product
or service or otherwise on a password-protected website for
classroom use.
2–2

32. 2
Five-Forces Analysis (Porter)
Performance of organizations in an industry
Power of
Buyers
Level of
Rivalry
Power of
Suppliers
Threat of
New Entrants
Threat of
Substitute Products
© 2016 Cengage Learning. All rights reserved. May not be
copied, scanned, or duplicated, in whole or in part, except for
use as permitted in a license distributed with a certain product

33. or service or otherwise on a password-protected website for
classroom use.
2–3
3
Determinants of Individual Ethics
Family
Influences
Situational
Factors
Values and
Morals
Experiences
Peer
Influences
Individual Ethics
© 2016 Cengage Learning. All rights reserved. May not be

34. copied, scanned, or duplicated, in whole or in part, except for
use as permitted in a license distributed with a certain product
or service or otherwise on a password-protected website for
classroom use.
2–4
4
Managerial Ethics
Employees

35. Organization
•
Conflicts of interest
•
Secrecy and
confidentiality
•
Honesty
•
Hiring and firing
•
Wages and working

36. conditions
•
Privacy and respect
Subject to ethical ambiguities
•
Advertising and promotions
•
Ordering and purchasing
•
Bargaining and negotiation
•
Financial disclosure
•
Shipping and solicitation
•
Other business relationships
Economic Agents
•
Customers
•
Competitors
•

37. Stockholders
•
Suppliers
•
Dealers
•
Unions
Areas of concern for managerial ethics:
How the firm treats the employee.
How the employee treats the firm.
How the firm treats other economic agents.
How the firm handles its financial reporting
© 2016 Cengage Learning. All rights reserved. May not be
copied, scanned, or duplicated, in whole or in part, except for
use as permitted in a license distributed with a certain product
or service or otherwise on a password-protected website for
classroom use.

38. 2–5
5
Fostering Ethical Organization Behavior
Train
Employees
Written Code
of Ethics
Individual Issues:
Behavior, Conscience, Privacy
Top Management Involvement
Managing Ethical Behavior
© 2016 Cengage Learning. All rights reserved. May not be
copied, scanned, or duplicated, in whole or in part, except for
use as permitted in a license distributed with a certain product
or service or otherwise on a password-protected website for
classroom use.
2–6
6

39. Emerging Ethical Issues
Ethical Leadership
(Integrity)
Ethics and Information Technology (Privacy)
Corporate Governance
(Sarbanes-Oxley)
Ethical Issues in Organizations
© 2016 Cengage Learning. All rights reserved. May not be
copied, scanned, or duplicated, in whole or in part, except for
use as permitted in a license distributed with a certain product
or service or otherwise on a password-protected website for
classroom use.
2–7
7
Social Responsibility
The Stakeholders
The General Social Welfare

40. The Environment
Social Responsibility of Organizations
© 2016 Cengage Learning. All rights reserved. May not be
copied, scanned, or duplicated, in whole or in part, except for
use as permitted in a license distributed with a certain product
or service or otherwise on a password-protected website for
classroom use.
2–8
8
Approaches to Social Responsibility
Proactive Stance
Accommodative Stance
Defensive Stance

41. Obstructionist Stance
Highest Degree of Social Responsibility
Lowest Degree of Social Responsibility
© 2016 Cengage Learning. All rights reserved. May not be
copied, scanned, or duplicated, in whole or in part, except for
use as permitted in a license distributed with a certain product
or service or otherwise on a password-protected website for
classroom use.
2–9
9
How Business and Government
Influence Each Other
© 2016 Cengage Learning. All rights reserved. May not be
copied, scanned, or duplicated, in whole or in part, except for
use as permitted in a license distributed with a certain product
or service or otherwise on a password-protected website for
classroom use.
2–10

42. 10
Managing Social Responsibility
Legal compliance
Ethical compliance
Philanthropic giving
Formal Organizational
Dimensions
Organization leadership and culture
Whistle Blowing
Informal Organizational
Dimensions
© 2016 Cengage Learning. All rights reserved. May not be
copied, scanned, or duplicated, in whole or in part, except for
use as permitted in a license distributed with a certain product
or service or otherwise on a password-protected website for
classroom use.
2–11

43. 11
Trends in International Business
Economic recovery from WWII
Decreasing isolation from competition
Increasing globalization of markets
International
Business Trends
© 2016 Cengage Learning. All rights reserved. May not be
copied, scanned, or duplicated, in whole or in part, except for
use as permitted in a license distributed with a certain product
or service or otherwise on a password-protected website for
classroom use.
2–12
12
International Business Activity
Types of International Business Activity
Importing
Exporting

44. Licensing
Direct Investment
Alliances and Joint Ventures
© 2016 Cengage Learning. All rights reserved. May not be
copied, scanned, or duplicated, in whole or in part, except for
use as permitted in a license distributed with a certain product
or service or otherwise on a password-protected website for
classroom use.
2–13
13
The Context of International Management
International Management Functions
Political/Legal Environment
Government stability
Incentives for international trade
Controls on international trade
Economic communities
Economic
Environment
Economic system
Natural resources

45. Infrastructure
Cultural
Environment
Values, symbols, beliefs, and language
Individual differences across cultures
© 2016 Cengage Learning. All rights reserved. May not be
copied, scanned, or duplicated, in whole or in part, except for
use as permitted in a license distributed with a certain product
or service or otherwise on a password-protected website for
classroom use.
2–14
14
Quotas
Export restraint agreements
Tariffs
Controls on International Trade
International Trade Controls
© 2016 Cengage Learning. All rights reserved. May not be

46. copied, scanned, or duplicated, in whole or in part, except for
use as permitted in a license distributed with a certain product
or service or otherwise on a password-protected website for
classroom use.
2–15
15
The Structure of the Global Economy
European
Union
(EU)
North American Free Trade Agreement (NAFTA)
Latin American Integration Association
Caribbean Common
Market
Economic
Communities
© 2016 Cengage Learning. All rights reserved. May not be
copied, scanned, or duplicated, in whole or in part, except for
use as permitted in a license distributed with a certain product
or service or otherwise on a password-protected website for
classroom use.

47. 2–16
16
Determinants of Organization Culture
Organization
founder
Symbolic stories and ceremonies
Corporate success
Shared experiences
Organization
Culture
© 2016 Cengage Learning. All rights reserved. May not be
copied, scanned, or duplicated, in whole or in part, except for
use as permitted in a license distributed with a certain product
or service or otherwise on a password-protected website for
classroom use.
2–17
17

48. Student Version
What Is Management?
Engaging in a set of activities
Using organization resources
Achieving organizational goals
Management Is…
© 2016 Cengage Learning. All rights reserved. May not be
copied, scanned, or duplicated, in whole or in part, except for
use as permitted in a license distributed with a certain product
or service or otherwise on a password-protected website for
classroom use.
1–2
2
5

49. Basic Responsibility of Management
Efficiently
Effectively
Managing Organizations
© 2016 Cengage Learning. All rights reserved. May not be
copied, scanned, or duplicated, in whole or in part, except for
use as permitted in a license distributed with a certain product
or service or otherwise on a password-protected website for
classroom use.
1–3
3
6
Kinds of Managers by Level
Middle Managers
First-Line Managers
Top Managers

50. Kinds of Managers by Organization Level
© 2016 Cengage Learning. All rights reserved. May not be
copied, scanned, or duplicated, in whole or in part, except for
use as permitted in a license distributed with a certain product
or service or otherwise on a password-protected website for
classroom use.
1–4
4
Kinds of Managers by Area
Human Resources
Managers
Administrative
Managers
Specialist
Managers
Kinds of
Managers
by Area
Marketing
Managers
Financial

51. Managers
Operations
Managers
© 2016 Cengage Learning. All rights reserved. May not be
copied, scanned, or duplicated, in whole or in part, except for
use as permitted in a license distributed with a certain product
or service or otherwise on a password-protected website for
classroom use.
1–5
5
The Management Process
Planning
Organizing
Leading
Controlling
© 2016 Cengage Learning. All rights reserved. May not be
copied, scanned, or duplicated, in whole or in part, except for
use as permitted in a license distributed with a certain product
or service or otherwise on a password-protected website for
classroom use.
1–6

52. 6
9
What Skills Do Managers Need?
Interpersonal
Fundamental Management Skills
Technical
Conceptual
Communication
Time
Management
Decision
Making
Diagnostic

53. © 2016 Cengage Learning. All rights reserved. May not be
copied, scanned, or duplicated, in whole or in part, except for
use as permitted in a license distributed with a certain product
or service or otherwise on a password-protected website for
classroom use.
1–7
7
Management: Science or Art?
The Science of Management
The Art of Management
© 2016 Cengage Learning. All rights reserved. May not be
copied, scanned, or duplicated, in whole or in part, except for
use as permitted in a license distributed with a certain product
or service or otherwise on a password-protected website for
classroom use.
1–8
8

54. 18
The Importance of Theory and History
Management
Theory
Management
History
Understanding
Management
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copied, scanned, or duplicated, in whole or in part, except for
use as permitted in a license distributed with a certain product
or service or otherwise on a password-protected website for
classroom use.
1–9
9
The Historical Context of Management

55. 3000
B.C.
2500
B.C.
A
Sumerians
F
Chinese

56. B
Egyptians
C
Babylonians
D
Greeks
G
Venetians
E
Romans
2000
B.C.
1500
B.C.
1000
B.C.
500

57. B.C.
A.D.
1500
A.D.
500
A.D.
1000
A
Used written rules and regulations for governance
B
Used management practices to construct pyramids
C
Used extensive set of laws and policies for governance
D
Used different governing systems for cities and state
E
Used organized structure for communication and control
F
Used extensive organization structure for government
agencies and the arts
G
Used organization design and planning concepts to
control the seas

58. © 2016 Cengage Learning. All rights reserved. May not be
copied, scanned, or duplicated, in whole or in part, except for
use as permitted in a license distributed with a certain product
or service or otherwise on a password-protected website for
classroom use.
1–10
10

59. Classical Management Perspective
Scientific Management
Administrative
Management
Classical
Management
Perspective
Fredrick Taylor
Frank and Lillian Gilbreth
Henri Fayol
Lyndall Urwick
Max Weber
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copied, scanned, or duplicated, in whole or in part, except for
use as permitted in a license distributed with a certain product
or service or otherwise on a password-protected website for
classroom use.
1–11
11
5

60. Behavioral Management Perspective
Hugo Munsterberg
Mary Parker Follett
Behavioral
Management
Perspective
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copied, scanned, or duplicated, in whole or in part, except for
use as permitted in a license distributed with a certain product
or service or otherwise on a password-protected website for
classroom use.
1–12
12
21
Lights, Roll Camera, Manage !!!
Interpersonal

61. Roles
Informational
Roles
Key Managerial
Roles
Decisional
Roles
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copied, scanned, or duplicated, in whole or in part, except for
use as permitted in a license distributed with a certain product
or service or otherwise on a password-protected website for
classroom use.
1–13
13
Key Managerial Roles (Munsterberg)
Key Management
Roles
Interpersonal
Roles
Decisional

62. Roles
Informational
Roles
Figurehead
Leader
Liaison
Monitor
Disseminator
Spokesperson
Entrepreneur
Disturbance handler
Negotiator
© 2016 Cengage Learning. All rights reserved. May not be
copied, scanned, or duplicated, in whole or in part, except for
use as permitted in a license distributed with a certain product
or service or otherwise on a password-protected website for
classroom use.
1–14
14

63. Supervisor
Individual Needs and Motives
Social
Context
Individual Responses
Task
Human Relations View of Management
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copied, scanned, or duplicated, in whole or in part, except for
use as permitted in a license distributed with a certain product
or service or otherwise on a password-protected website for
classroom use.
1–15
15
Behavioral Management Theorists
McGregor’s Theory X and Theory Y
Maslow’s
Hierarchy of Needs

64. Behavioral Management
Contributors
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use as permitted in a license distributed with a certain product
or service or otherwise on a password-protected website for
classroom use.
1–16
16
23
Quantitative Management Perspective
Operations Management
Management
Science
Quantitative
Management
Fields
© 2016 Cengage Learning. All rights reserved. May not be

65. copied, scanned, or duplicated, in whole or in part, except for
use as permitted in a license distributed with a certain product
or service or otherwise on a password-protected website for
classroom use.
1–17
17
31
The Systems Perspective
Open Systems
Closed Systems
Subsystems
Organizational
Systems Concepts
© 2016 Cengage Learning. All rights reserved. May not be
copied, scanned, or duplicated, in whole or in part, except for
use as permitted in a license distributed with a certain product
or service or otherwise on a password-protected website for
classroom use.

66. 1–18
18
37
The Contingency Perspective
Universal Perspectives
Contingency Perspective
Management of
Organizations
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use as permitted in a license distributed with a certain product
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1–19
19

67. The Contingency Perspective Process
Problem or Situation