Robbins GE San Diego State University Mary Coulter Missouri State University Boston Columbus Indianapolis New York San Francisco Amsterdam Cape Town Dubai London Madrid Milan Munich Paris Montréal Toronto Delhi Mexico City São Paulo Sydney Hong Kong Seoul Singapore Taipei Tokyo Vice President, Business Publishing: Donna Battista Project Manager Team Lead: Judy Leale Editor-in-Chief: Stephanie Wall Project Manager: Kelly Warsak Senior Acquisitions Editor: Kris Ellis-Levy Operations Specialist: Diane Peirano Senior Acquisitions Editor, Global Editions: Steven Jackson Creative Director: Blair Brown Program Manager Team Lead: Ashley Santora Art Director/Program Design Lead: Janet Slowik Program Manager: Sarah Holle Interior Designer: QT Design Assistant Project Editor, Global Editions: Paromita Cover Designer: Lumina Datamatics Banerjee Vice President, Director of Digital Strategy & Assessment: Editorial Assistant: Bernard Ollila Paul Gentile Vice President, Product Marketing: Maggie Moylan Manager of Learning Applications: Paul Deluca Director of Marketing, Digital Services and Products: Digital Editor: Brian Surette Jeanette Koskinas Digital Studio Manager: Diane Lombardo Senior Manufacturing Controller, Global Editions: Trudy Digital Studio Project Managers: Robin Lazrus, Alana Kimber Coles, Monique Lawrence, Regina DaSilva Executive Product Marketing Manager: Anne Fahlgren Media Production Manager, Global Editions: Vikram Kumar Field Marketing Manager: Lenny Ann Raper Full-Service Project Management and Composition: Integra Senior Strategic Marketing Manager: Erin Gardner Software Services Pvt. 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: www.com © 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 1988.
Authorized adaptation from the United States edition, entitled Management, 13th Edition, ISBN 978-0-13-391029-2 by Stephen P. Robbins and Mary Coulter, published by Pearson Education © 2016. 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.
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Printed and bound by Courier Kendallville in The United States of America To my wife, Laura Steve To my husband, Ron Mary About the Authors STEPHEN P. ROBBINS received his Ph. from the University of Arizona. He previously worked for the Shell Oil Company and Reynolds Metals Company and has taught at the University of Nebraska at Omaha, Concordia University in Montreal, the University of Baltimore, Southern Illinois University at Edwardsville, and San Diego State University.
He is currently professor emeritus in management at San Diego State. Robbins’s research interests have focused on conflict, power, and politics in organizations, behavioral decision making, and the development of effective interpersonal skills. His articles on these and other topics have appeared in such journals as Business Horizons, the California Management Review, Business and Economic Perspectives, International Management, Management Review, Canadian Personnel and Industrial Relations, and The Journal of Management Education. Robbins is the world’s best-selling textbook author in the areas of management and organizational behavior.
His books have sold more than 6 million copies and have been translated into 20 languages. His books are currently used at more than 1,500 U. colleges and universities, as well as hundreds of schools throughout Canada, Latin America, Australia, New Zealand, Asia, and Europe. Robbins also participates in masters track competition.
Since turning 50 in 1993, he’s won 23 national championships and 14 world titles. He was inducted into the U. Masters Track & Field Hall of Fame in 2005 and is currently the world record holder at 100 m and 200 m for men 65 and over. MARY COULTER received her Ph.
from the University of Arkansas. She held different jobs including high school teacher, legal assistant, and city government program planner before completing her graduate work. She has taught at Drury University, the University of Arkansas, Trinity University, and Missouri State University. She is currently professor emeritus of management at Missouri State University.
In addition to Management, Dr. Coulter has published other books with Pearson including Fundamentals of Management (with Stephen P. Robbins), Strategic Management in Action, and Entrepreneurship in Action. When she’s not busy writing, Dr.
Coulter enjoys puttering around in her flower gardens, trying new recipes, reading all different types of books, and enjoying many different activities with husband Ron, daughters and sons-in- law Sarah and James, and Katie and Matt, and most especially with her two grandkids, Brooklynn and Blake, who are the delights of her life! Brief Contents Preface 25 Acknowledgments 33 Part 1 Introduction to Management Part 2 Basics of Managing in Today’s Workplace Chapter 1: Managers in the Chapter 3: Managing the External Workplace 34 Environment and the Organization’s Management History Module 58 Culture 102 Chapter 2: Making Decisions 72 Chapter 4: Managing in a Global Environment 128 Part 1 Management Practice 98 Chapter 5: Managing Diversity 154 Chapter 6: Managing Social Responsibility and Ethics 182 Chapter 7: Managing Change and Innovation 212 Part 2 Management Practice 240 Part 3 Planning Part 4 Organizing Chapter 8: Planning Work Chapter 10: Designing Organizational Activities 246 Structure—Basic Designs 320 Chapter 9: Managing Strategy 266 Chapter 11: Designing Organizational Creating and Leading Structure—Adaptive Designs 344 Entrepreneurial Ventures Chapter 12: Managing Human Module 292 Resources 368 Part 3 Management Practice 316 Managing Your Career Module 400 Chapter 13: Creating and Managing Teams 404 Part 4 Management Practice 430 Part 5 Leading Part 6 Controlling Chapter 14: Managing Chapter 18: Monitoring and Communication 434 Controlling 554 Chapter 15: Understanding and Planning and Control Techniques Managing Individual Behavior 460 Module 584 Chapter 16: Motivating Employees 492 Managing Operations Chapter 17: Being an Effective Module 599 Leader 522 Part 6 Management Practice 614 Part 5 Management Practice 548 &OEOPUFT t (MPTTBSZ t /BNF*OEFY t 0SHBOJ[BUJPO*OEFY t 4VCKFDU*OEFY This page intentionally left blank Contents Preface 25 Acknowledgments 33 Part 1 Introduction to Management 34 Chapter 1: Managers in the Workplace 34 Why Are Managers Important? 36 Who Are Managers and Where Do They Work? 37 Who Is a Manager? 37 Where Do Managers Work? 38 What Do Managers Do? 39 Management Functions 40 Mintzberg’s Managerial Roles and a Contemporary Model of Managing 42 Management Skills 43 How Is the Manager’s Job Changing? 45 Importance of Customers to the Manager’s Job 46 Importance of Social Media to the Manager’s Job 47 Importance of Innovation to the Manager’s Job 48 Importance of Sustainability to the Manager’s Job 48 Why Study Management? 49 The Universality of Management 49 The Reality of Work 50 Rewards and Challenges of Being a Manager 50 Boxed Features It’s Your Career: The ABC’s of Managing Your Time 34 FYI 38 Future Vision: Is It Still Managing When What You’re Managing Are Robots? 39 Let’s Get REAL 42, 45 Leader Making a Difference: Ursula Burns 48 Preparing for: Exam/Quizzes 51 Chapter Summary by Learning Objectives 51 Review and Discussion Questions 53 Preparing for: My Career 53 Personal Inventory Assessments: Time Management Assessment 53 Ethics Dilemma 53 Skill Exercise: Developing Your Political Skill 54 Working Together: Team Exercise 54 Learning to Be a Manager 54 7 8 Contents Case Application 1: Who Needs a Boss? 55 Case Application 2: Building a Better Boss 56 Management History Module 58 Early Management 58 Classical Approach 60 Behavioral Approach 63 Quantitative Approach 65 Contemporary Approaches 67 Chapter 2: Making Decisions 72 The Decision-Making Process 73 Step 1: Identify a Problem 74 Step 2: Identify Decision Criteria 74 Step 3: Allocate Weights to the Criteria 75 Step 4: Develop Alternatives 75 Step 5: Analyze Alternatives 76 Step 6: Select an Alternative 76 Step 7: Implement the Alternative 76 Step 8: Evaluate Decision Effectiveness 77 Managers Making Decisions 77 Making Decisions: Rationality 78 Making Decisions: Bounded Rationality 78 Making Decisions: The Role of Intuition 79 Making Decisions: The Role of Evidence-Based Management 80 Types of Decisions and Decision-Making Conditions 81 Types of Decisions 81 Decision-Making Conditions 83 Decision-Making Styles 85 Linear–Nonlinear Thinking Style Profile 86 Decision-Making Biases and Errors 86 Overview of Managerial Decision Making 88 Effective Decision Making in Today’s World 88 Guidelines for Effective Decision Making 89 Design Thinking and Decision Making 90 Big Data and Decision Making 90 Boxed Features It’s Your Career: Problem Solving—Not A Problem 72 FYI 77, 81, 87, 90 Let’s Get REAL 80 Future Vision: Who Makes the Decisions, Person or Machine? 83 Leader Making a Difference: Elon Musk 85 Preparing for: Exam/Quizzes 91 Chapter Summary by Learning Objectives 91 Review and Discussion Questions 93 Preparing for: My Career 93 Personal Inventory Assessments: Solving Problems Analytically and Creatively 93 Contents 9 Ethics Dilemma 93 Skill Exercise: Developing Your Creativity Skill 94 Working Together: Team Exercise 94 My Turn to Be a Manager 95 Case Application 1: Tasting Success 95 Case Application 2: The Business of Baseball 96 Part 1: Management Practice 98 A Manager’s Dilemma 98 Global Sense 98 Continuing Case: Starbucks—Introduction 98 Part 2 Basics of Managing in Today’s Workplace 102 Chapter 3: Managing the External Environment and the Organization’s Culture 102 The Manager: Omnipotent or Symbolic? 104 The Omnipotent View 104 The Symbolic View 104 The External Environment: Constraints and Challenges 105 The Economic Environment 106 The Demographic Environment 106 How the External Environment Affects Managers 108 Organizational Culture: Constraints and Challenges 111 What Is Organizational Culture? 111 Strong Cultures 114 Where Culture Comes From and How It Continues 114 How Employees Learn Culture 116 How Culture Affects Managers 117 Current Issues in Organizational Culture 119 Creating an Innovative Culture 119 Creating a Customer-Responsive Culture 119 Spirituality and Organizational Culture 120 Boxed Features It’s Your Career: Reading an Organization’s Culture: Find One Where You’ll Be Happy 102 Future Vision: Tomorrow’s Workforce: More Diverse Than Ever 107 Let’s Get REAL 108, 115 Leader Making a Difference: Akio Toyoda 110 FYI 111 Preparing for: Exam/Quizzes 122 Chapter Summary by Learning Objectives 122 Review and Discussion Questions 123 Preparing for: My Career 123 Personal Inventory Assessments: What’s My Comfort with Change? 123 Ethics Dilemma 123 Skill Exercise: Developing Your Environmental Scanning Skill 124 10 Contents Working Together: Team Exercise 124 Learning to Be a Manager 124 Case Application 1: Going to Extremes 125 Case Application 2: Not Sold Out 126 Chapter 4: Managing in a Global Environment 128 Who Owns What? 130 What’s Your Global Perspective? 131 Understanding the Global Environment 132 Regional Trading Alliances 132 Global Trade Mechanisms 135 Doing Business Globally 136 Different Types of International Organizations 137 How Organizations Go International 138 Managing in a Global Environment 139 The Political/Legal Environment 139 The Economic Environment 140 The Cultural Environment 141 Global Management in Today’s World 144 Challenges of Managing a Global Workforce 146 Boxed Features It’s Your Career: Developing Your Global Perspective—Working with People from Other Cultures 128 FYI 131, 137 Leader Making a Difference: Christine Lagarde 136 Future Vision: The Internet: A Necessary Ingredient of a Global World?