Previously found at the end of each chapter, this activity is now located in MyManagementLab. For every Challenge Case Summary, students can access questions that ask them how they would deal with the situation discussed in the Challenge Case located in the beginning and at the end of each chapter. This feature provides feedback based on the way students answer the questions.

Students can be assigned the Chapter Warm-Up before coming to class. Assigning these questions ahead of time will ensure that students come to class prepared.

This activity includes a video clip that can be assigned to students for outside-the-classroom viewing or watched in the classroom. The video clip corresponds to chapter material and is accompanied by multiple-choice questions that reinforce students’ comprehension of chapter content.

This activity includes a simulation that can be assigned to students as an outside-the-classroom activity or used in the classroom. After students watch the simulation, they are asked to make choices based on the scenario presented. At the end of the simulation, students receive immediate feedback based on the answers they gave. These simulations reinforce the concepts of the chapter and students’ comprehension of those concepts.

These are short essay questions that students can complete as an assignment and submit to you, the professor, for grading.

This section contains the foundation concepts necessary to obtain a worthwhile understanding of management.

• Chapter 1, “Introducing Modern Management: Concepts and Skills” This chapter introduces the primary activities that modern managers perform and discusses the skills that help managers to be successful throughout their careers. The new Practical Challenge highlight discusses how Michael Hoffman attains goals at New York Passport Agency, and the new Steps for Success highlight gives practical tactics on how to develop your own human skills. The new Tips for Managing around the Globe highlight gives practical insights about how to manage international experiences to best build international expertise. New material has also been added describing the salary levels of top managers.

• Chapter 2, “Managers, Society, and Sustainability” This newly named chapter has been extensively revised and includes an added focus on sustainability. It opens with a new Challenge Case, “IKEA Builds on Its Commitment to the Environment.” Major management and social topics like good corporate citizenship, social responsibility, social responsiveness, social responsibility challenges, philanthropy, sustainability, and ethics are all emphasized. New highlights include discussion about whether or not clothing retailers are responsible for Bangladeshi garment workers, how General Mills focuses on achieving sustainability, and steps for building an ethical work environment.

• Chapter 3, “Management and Diversity” This chapter, which opens with a new Challenge Case regarding diversity at GE Lighting, focuses on how to establish and maintain a workforce that includes a diverse assortment of human characteristics, all of which aid an organization in goal attainment. New coverage includes a discussion of the X, Y, Baby Boomer, and Silent generations. Freshness has been added to the chapter in the form of new coverage of stereotypes, the presentation of Sodexo as an example of how to promote diversity globally, and tips on how to motivate a multigenerational workforce.

• Chapter 4, “Managing in the Global Arena” This chapter focuses on managing company operations across various countries. The chapter opens with a Challenge Case on McDonald’s and its global exploits. New coverage in this chapter emphasizes managing risk globally, leading in other cultures, and focusing on ethics in global situations. The chapter ends with a new case, “Coca-Cola’s Effort to Refresh the Whole World.”

This section elaborates on planning as a primary management function.

• Chapter 5, “Plans and Planning Tools” This chapter provides a focused and unified presentation of the essentials of planning. The new Challenge Case explores how Wal-Mart uses planning concepts to improve performance. The chapter also includes a new example illustrating how Audi establishes production goals. The new Steps for Success feature reviews key steps that companies can take to write effective policies and procedures. The new Tips for Managing around the Globe feature shows how Mars Inc. uses forecasting to predict cocoa production levels. The chapter also provides recent and relevant examples related to the product life cycle. The new Practical Challenge highlight illustrates how two construction companies used scheduling techniques to meet project deadlines.

• Chapter 6, “Making Decisions” This chapter details the primary concepts involved with decision making. The new Tips for Managing around the Globe feature illustrates the processes used by Shaw Industries to make good decisions around the globe. The new Practical Challenge feature reviews how K’Nex Brands makes decisions that are consistent with the company’s important goal of maintaining manufacturing in the United States. The new Steps for Success highlight presents key steps to improve group decision making.

• Chapter 7, “Strategic Planning: Strategies, Tactics, and Competitive Dynamics” This chapter includes the latest research on strategic planning. The new Challenge Case focuses on how Facebook uses its strategy to gain a competitive advantage over its rivals. The chapter includes new coverage of the Affordable Care Act and its relationship to strategy. The chapter also includes a new example to illustrate how Hershey’s is using strategy to expand internationally. The new Steps for Success feature outlines how asking the right questions can help in the strategy formulation process. The new Tips for Managing around the Globe feature illustrates how Tata Motors has adapted its strategy to succeed internationally. The new Practical Challenge highlight illustrates the competitive dynamics taking place between Amazon and traditional retailers such as Home Depot and Target. The chapter concludes with a new end-of-chapter case that examines Nucor’s strategy and mission statement.

This section discusses organizing activities as a major management function.

• Chapter 8, “Fundamentals of Organizing” This chapter details the key concepts involved with organizing. The chapter begins with a new Challenge Case exploring how Microsoft adopted a new organizational structure to adapt to its competitive environment. The new Practical Challenge highlight illustrates how the Massachusetts Bay Transportation Authority centralized information to coordinate its security activities. The new Tips for Managing around the Globe highlight shows how Yum Brands established an international division to better serve its employees and customers around the world. The new Steps for Success highlight explains how companies can better implement matrix organizational structures; the chapter also includes new material on organic versus mechanistic organizational structures. The chapter concludes with a new end-of-chapter case illustrating the role of organizational structure in the success of Shutterstock.

• Chapter 9, “Responsibility, Authority, and Delegation” This chapter details the importance of responsibility, authority, and delegation in managerial effectiveness. The new Practical Challenge highlight illustrates how the Extended Stay America hotel chain uses “Get Out of Jail, Free” cards to help foster innovation among employees. The new Tips for Managing around the Globe highlight shows how Four Seasons Hotels and Resorts uses decentralization to succeed in international markets. The new Building Your Management Skills Portfolio exercise discusses the management challenges facing Charlie Strong, the new head football coach at the University of Texas.

• Chapter 10, “Human Resource Management” This chapter covers the primary concepts involved in understanding effective human resource management. The chapter provides discussion regarding the EEOC’s updated rules, which prohibit discrimination based on sexual orientation and genetic information. The chapter offers a new example of how the Moneta Group is handling its CEO succession process. The new Tips for Managing around the Globe feature reviews how European companies are adding more females to their boards of directors. The new Steps for Success highlight illustrates the advantages and challenges of computer-based training techniques. The new Practical Challenge highlight discusses the “scorecards” used by Citigroup for performance appraisals.

• Chapter 11, “Changing Organizations: Stress, Conflict, and Virtuality” This chapter discusses ways in which managers change organizations and the possible impacts of factors like stress, conflict, and virtuality in taking such action. The new Tips for Managing around the Globe highlight presents an account of how Avon tested introducing a change in one country before implementing the change in other countries, and the new Steps for Success highlight outlines how to manage stress caused by change. The new Practical Challenge highlight focuses on the method that Southwest Airlines uses to manage conflict. The new end-of-chapter case explores the use of virtual offices at Business Management Resource Group, an accounting firm.

This section discusses ways that managers should deal with employees. Reflecting the spirit of the AACSB guidelines, which encourage the thorough coverage of human factors in business curriculum, the influencing section is quite comprehensive.

• Chapter 12, “Influencing and Communication” This chapter introduces the topic of managing people, defines interpersonal communication, and presents organizational communication as the primary vehicle managers use to interact with employees. The chapter opens with a new case, entitled “How Evernote’s Phil Libin Keeps Communication Flowing.” Other new coverage focuses on identifying influential people, overcoming cultural barriers in foreign countries, and using eye contact in the communication process.

• Chapter 13, “Leadership” This chapter covers various established approaches to leadership: the trait approach, the behavioral approach, and the situational approach, which includes the life cycle theory of leadership, Fiedler’s contingency theory of leadership, and the path–goal theory of leadership. Emerging leadership thought is also discussed: servant leadership, Level 5 leadership, transformational leadership, and authentic leadership. New coverage explores how leadership might vary from one country to another, what it takes to become a transformational leader, and how to lead for greatness. The new end-of-chapter case is “Jeff Bezos Is the Force of Nature behind Amazon.”

• Chapter 14, “Motivation” This chapter defines motivation, describes the motivation process, and provides useful strategies that managers can use to motivate organization members. Both content and process theories of motivation are discussed in detail. New material focuses on using rewards to motivate people, communicating rewards that align with organizational values, and making motivation work in organizations.

• Chapter 15, “Groups and Teams” This chapter emphasizes managing clusters of people as a means of accomplishing organizational goals. Coverage focuses on managing teams and on groups versus teams, virtual teams, problem solving, self-managed and cross-functional teams, stages of team development, empowerment, the effectiveness of self-managed teams, and factors contributing to team effectiveness. The chapter opens with a new Challenge Case, “Better Teamwork Makes Numerica Credit Union a Winner.” The new Steps for Success highlight focuses on leading group development, and the new Practical Challenge highlight focuses on solving problems as a team. The new Tips for Managing around the Globe highlight explores trust in international teams, and the new end-of-chapter case is “How Yum Brands Fosters Team Spirit.”

• Chapter 16, “Managing Organization Culture” The chapter opens with a new Challenge Case titled “Zappos Doesn’t Sell Shoes—It ‘Delivers WOW.’ ” Major topics include defining organization culture, the importance of organization culture, and building a high-performance organization culture. Special discussion focuses on cultural artifacts: organizational values, myths, sagas, language, symbols, ceremonies, and rewards. New material has been included on Marriott International’s code of conduct, how a team-oriented culture supports high performance, and telling stories to build corporate culture. The new end-of-chapter case is “Testing the Health of Goldman Sachs’s Culture.”

This section presents control as a major management function. Major topics include fundamentals of control, controlling production, and information technology.

• Chapter 17, “Controlling, Information, and Technology” This chapter presents the latest research on controlling, information, and technology. The new Tips for Managing around the Globe highlight discusses how individuals exercise power differently in different countries because of cultural differences. The new Steps for Success highlight illustrates how companies use technology to harness “big data.” The new Practical Challenge highlight illustrates how organizations collect and exploit data from social media.

• Chapter 18, “Production and Control” The chapter describes Amazon’s use of robots to illustrate how companies incorporate automation to improve efficiency and reduce costs. The new Practical Challenge highlight explores how hospitals use continuous improvement to improve quality. The new Tips for Managing around the Globe feature reviews how Volkswagen chooses its manufacturing sites across the globe. The new Steps for Success highlight illustrates the role of budgets in the controlling process.

• Learning Module 1, “Managing: History and Current Thinking” This appendix presents the historical development of management thought that proceeds up to modern times. A new Challenge Case focuses on how CEO Alan Mulally emphasizes innovation to keep Ford Motor Company moving ahead. The new Practical Challenge highlight discusses how Bank of America redesigned work areas to improve productivity, while the new Steps for Success highlight provides advice on how to better understand employees. The new Tips for Managing around the Globe highlight describes crowdfunding, an innovative way that IBM encourages global innovation. A new appendix-ending case focuses on managing UPS in an Internet economy.

• Learning Module 2, “Management and Entrepreneurship” This appendix focuses on the discovery, evaluation, and exploitation of business opportunities. The new Practical Challenge highlight illustrates how Bohemian Guitars used crowdfunding to raise capital. The new Tips for Managing around the Globe feature shows how a student at MIT capitalized on an idea for a solar-powered stove to help rural residents in other countries cook their food. The new Steps for Success highlight describes the key steps an entrepreneur should take to start a new business. The appendix-ending case explains how one entrepreneur’s part-time job became a $40 million business called Drybar.

• Learning Module 3, “Encouraging Creativity and Innovation” This appendix presents new research on creativity and innovation and reports on the efforts of the most innovative companies in America. Integrated throughout the appendix is an example demonstrating how Netflix used innovative techniques to produce dramas that are available only to its subscribers. The new Tips for Managing around the Globe feature describes how Michelin uses innovation and quality control to create tires that appeal to consumers all over the world. The new Practical Challenge highlight shows how the United Nations used creativity to help rebuild Indonesia after the 2004 tsunami. The Steps for Success feature describes how organizations use hackathons to spur innovation.