Management Leading and Collaborating in a Competitive World

Bateman and Snell have consistently discussed and explained the traditional, functional approach to management through planning (delivering strategic value), organizing (building a dynamic organization), leading (mobilizing people), and controlling (learning and changing). Management: Leading & Collaborating in a Competitive World retains its series of "firsts": first to have a chapter on diversity, first to devote a section to the natural environment, and first to relate a "bricks and clicks" theme to explain the challenges of managing in a New Economy. This new edition is no exception with an emphasis on leadership and collaboration as a means to success. To survive competition and thrive in today's world, you must perform in ways that give you an edge over your competitors. Four essential performance dimensions - cost, quality, speed, and innovation - when well done, deliver value to the customer and competitive advantage to students and their employers. In the new Seventh Edition of Management, Bateman and Snell go a step further to discuss the advantages of leadership and collaboration as two essential means to these four "bottom line" practices that successful managers and companies must deliver to their customers. This leadership and collaboration theme is the key to successful management. People working with one another, rather than against, is essential to competitive advantage. By reinforcing these new business practices in context with the functional approaches, the authors deliver a unique theme among all principles of management texts - how to manage, lead, and collaborate in ways that deliver results.The four classical functions (planning, organizing, leading, and controlling) are retained but also reconceptualized for the new era as delivering strategic value (planning), building a dynamic organization (organizing), mobilizing people (leading), and learning and changing (controlling).Chapter 1 is new and discusses the Internet, globalization, knowledge management, and collaboration across boundaries, while retaining coverage of the management functions and competitive themes. It concludes with a section titled ĹźYou and Your CareerĹź, personalizing the chapter and setting a personal tone for the book.Learning Objectives: open each chapter, identify what students will learn by reading and studying the chapter.Opening Quotes: provide a thought-provoking preview of chapter material. The quotes are from people like Peter Drucker (on management), Jack Welch (on strategy), Henry David Thoreau (on ethics), Julius Caesar (on leadership), and Charles Kettering (on change and the future).Setting the Stage: the chapter opening vignette describes an actual organizational situation and provides a rich introductory example and practical application of the chapter topic.Boxed features: describe current examples and controversial issues and are found throughout each chapterExperiential exercises, which appear in each chapter, encourage students to apply the theories they have just learned."From the Pages of Business Week": highlight recent Business Week articles in each chapterAdvantages of Collaboration Boxes - Successful organizations are based on the premise that working together creates leaders, teamwork, strategic alliances, and partnerships. This collaboration is a means to four "bottom line" practices - quality, cost, speed, and innovation - that all good managers should deliver. These boxes demonstrate how organizations create competitive advantage through people working together as teammates, cooperating with one another, and working productively together.New `unfoldingĹź cases begin with content in the chapter-opening prologues illustrating real management situations. The connection box in the middle of the chapter adds a second layer to the case and provides studentsĹź with practical application of the chapter concepts. Chapter-concluding epilogues wrap-up the case. Examples include cleaning up CitigroupĹźs culture, Jeff Bezos forming Amazon.com, Telecom Managers Fight for Market Share - to name just a few - highlighted to provide a relevant example of the chapter concepts.New Concluding Cases at the end of each chapter are hypothetical cases based on real management events. For example, in Chapter 5 the concluding case is on J&G Garden Center: Lawn Care Services Division which discusses the ownerĹźs ethical and moral conflicts regarding the welfare of his customers and neighbors for pesticide or fungicide lawn applications.Five new Supplemental Cases can be found at the end of each part. These optional cases are longer and include 'Pension Benefits Guaranty Corporation' at the end of Part 3, 'Leadership at AIG: Does Style Matter?' at the end of Part 4, and 'Fannie May: Lassiez-Faire Control?' at the end of Part 5.Updated "Bottom Line" Practice Icons (Quality, Cost, Speed, Innovation) - these hallmark icons have been updated to include a short explanation in the margin making the connection between the icon and the topic in the paragraph. These icons are located at appropriate points in the text to indicate an extended example, best practice, or issue for discussion. They continually reinforce and enhance the learning of these important themes.The end-of-chapter material has been updated to include more self-assessment exercises and experiential exercises to encourage students to apply the theories they have just learned in the chapter. Margin Pop-Ups are located periodically throughout the chapters. This new feature provides informative and interesting factoids, ideas, quotes, or other items to supplement the text material. The margin pop-ups add variety and memorable material to enrich students' learning experience.The interactive exercises and self-assessments previously found on the student CD-ROM have been moved online at www.mhhe.com/bateman7e.