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Bateman and Snell
Management: Building Competitive Advantage, 5/e, ©2002

Management: Competing in the New Era, 5/e
Thomas S Bateman, University of Virginia
Scott A Snell, Pennsylvania State University

Information Center


Sample Chapter
Table of Contents
Meet the Authors
Revision Changes
Feature Summary
Order a Review Copy

Sample Chapter

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Bateman Chapter 1 (512.0K)             Our Server



"Today's corporations are at a crossroads. Some say that the old economy is gone, giving way to a new economy. The new economy, they say, plays by different rules. Whether or not that is an overstatement, the Internet and other forces are transforming the country, the world, and the business world in particular. As Business Week describes it, 'The Darwinian struggle of daily business will be won by the people - and the organizations - that adapt most successfully to the new world that is unfolding.'

During this transition to the Internet era, your company must not only survive, but also exploit, the changes going on. Today's managers, young or old, cannot construct a business model, or manage effectively, based solely on either the old (Industrial Age) model or on the new Internet model. Both are highly relevant today, and both must be understood and managed appropriately. You and your company must recognize the new opportunities and threats, and reconcile them with fundamental management practices."

From Chapter 1, Bateman/Snell, MANAGEMENT: COMPETING IN THE NEW ERA, 5/e

In the latest revision of their best-selling principles of management text, Tom Bateman and Scott Snell have taken the four classical functions of management - planning, leading, organizing, and controlling - and reconceptualized them for the new era as delivering strategic value (planning), building a dynamic organization (organizing), mobilizing people (leading), and learning and changing (controlling).

Along with these four functions, Bateman/Snell have developed the fundamental success drivers, or four "bottom line" practices, that managers and companies must deliver to their customers in order to gain competitive advantage:

"To survive and win, you have to gain advantage over you competitors. You gain competitive advantage by being better than your competitors at doing valuable things for your customers. But what does this mean, specifically? What drives success? What must managers deliver? The fundamental success drivers are cost competitiveness, quality, speed, and innovation."

From Chapter 1, Bateman/Snell, MANAGEMENT: COMPETING IN THE NEW ERA, 5/e

Tom Bateman and Scott Snell have truly delivered a principles of management text for our time, with up-to-date examples and discussions of how the management process must utilize classic principles to build upon and combine with an emerging "New Economy" and how managerial actions are an opportunity for future managers to contribute.


Table of Contents

Part I. Foundations of Management
CHAPTER 1. Managing
Appendix: The Evolution of Management
CHAPTER 2. The External Environment
CHAPTER 3. Managerial Decision Making

Part II. Planning and Strategy
CHAPTER 4. Planning and Strategic Management
CHAPTER 5. Ethics and Corporate Responsibility
Appendix B: Managing in our Natural Environment
CHAPTER 6. International Management
CHAPTER 7. New Ventures

Part III. Organizing and Staffing
CHAPTER 8. Organization Structure
CHAPTER 9. The Responsive Organization
CHAPTER 10. Human Resource Management
CHAPTER 11. Managing a Diverse Workforce

Part IV. Leading
CHAPTER 12. Leadership
CHAPTER 13. Motivating for Performance
CHAPTER 14. Managing Teams
CHAPTER 15. Communicating

Part V. Control and Change
CHAPTER 16. Managerial Control
CHAPTER 17. Managing Technology and Innovation
Module: Operations Management in the New Economy
CHAPTER 18. Managing and Creating Change


Meet the Authors


Thomas S. Bateman is a chaired professor in the McIntire School of Commerce at the University of Virginia. Prior to joining the University of Virginia, he taught courses at the Kenan-Flager Business School of the University of North Carolina in organizational behavior to undergraduates, J.B.A. students, Ph.D. students, and practicing managers. He also recently returned from two years in Europe as a visiting professor at the International Institute for Management Development (IMD), one of the world's leaders in the design and delivery of executive education. Dr. Bateman completed his doctoral program in business administration in 1980 at Indiana University. Prior to receiving his doctorate, Dr. Bateman received his B.A. from Miami University. In addition to Virginia, UNC-Chapel Hill, and IMD, Dr. Bateman has taught at Texas A&M, Tulane, and Indiana Universities.

Dr. Bateman is an active management researcher, writer, and consultant. He has served on the editorial boards of major academic journals, and has presented numerous papers at professional meetings on topics including managerial decision making, job stress, negotiation, employee commitment and motivation, group decision making, and job satisfaction. These articles appeared in professional journals such as the Academy of Management Journal, Academy of Management Review, Journal of Applied Psychology, Organizational Behavior and Human Decision Profess, Journal of Management, Business Horizons, Journal of Organizational Behavior, Decision Sciences, and Financial Times Mastering Management Journal.

Dr. Bateman's current consulting and research centers around entrepreneurship in the United States, Central Europe, and Southeast Asia, and the pursuit of long-term, intrinsically-motivated work goals.

He is currently working closely with companies including Nokia, Singapore Airlines, Quintiles, and USPS.

Scott A. Snell is Professor of Management in the Frank and Mary Jean Smeal College of Business Administration at the Pennsylvania State University. He received a BA in Psychology from Miami University, as well as MBA and Ph.D. degrees in Business Administration from Michigan State University. During his career, Dr. Snell has taught courses in human resource management and strategic management to undergraduates, graduates and executives. He is actively involved in executive education and has conducted international programs in Europe and Asia as well as Australia and New Zealand.

Professor Snell has worked with companies such as AT;amp;T, GE, IBM, Merck and Shell to address the alignment of human resource systems with strategic initiatives such as globalization, technological change, and knowledge management. His research and teaching interests center on the how leading companies manage their people for competitive advantage. This work focuses on the development and deployment of intellectual capital as a foundation of an organization's core competencies. Dr Snell's research has been published in a number of professional journals including the Academy of Management Journal, Academy of Management Review, Human Resource Management, Human Resource Management Review, Industrial Relations, Journal of Business Research, Journal of Management, Journal of Managerial Issues, Journal of Management Studies, Organizational Dynamics, Organization Studies Personnel Psychology, and Strategic Management Journal. He is also co-author of two books, Management: The Competitive Edge, and Managing Human Resources. In addition, Dr. Snell has served on the editorial boards of Journal of Managerial Issues, Digest of Management Research, Human Resource Management, Human Resource Management Review, Human Resource Planning, and Academy of Management Journal.


The merger, approved by the Justice Department in January 2001, is a business blockbuster: Internet powerhouse American Online merged with--or rather, most would call it an AOL takeover of--old-line media giant Time Warner. It's a monopoly, and a watershed event in the turn-of-the-millennium market mania.

Alternatively, maybe it's just a merger between two famous companies that may or may not work out.

Actually, it's more than just a merger. It's a $97 billion dollar merger between two corporations that personify the old and the new economies.

But maybe there is no distinction between old economy and new. Perhaps we're just living and managing in a new era that has new types of challenges, and is very interesting indeed.

Will the merger work? All eyes are on Bob Pittman, the co-chief operating officer, to see if he can make it happen. The challenge for AOL, and for Pittman, is to take full advantage of the Internet. According to Pittman, the Net will transform business and social life every bit as profoundly as electricity did a century ago. Says Pittman, "With all its copyrights, Time Warner is in a marvelous position to take advantage of the Net and not be frightened by it. AOL's mindset, assets, and expertise help them in that path."


The merger could be phenomenally successful, but there are signs of trouble. Growth in 2000 was slower than expected, revenues were lower, and losses due to merger write-offs were steep. Moreover, by 2001 the macroeconomic environment was threatening. The new company faces continual governmental antitrust oversight, and the two companies could not have corporate cultures that are more unalike. Business Week describes the cultural difference between Time Warner's graybeards and AOL's twentysomethings this way: when it comes to making deals or launching new ventures, it's "Let's do lunch" vs. "Let's skip lunch."

Short-term, investors are skeptical. AOL's stock dropped 48% in the year after the merger announcement. Time Warner's Gerald M. Levin was criticized for the timing and details of the sale to AOL. Analyst Henry Blodget says that Pittman won't convince Wall Street that the deal is working unless he boosts the stock price from $37.50 to $90 by mid-2002. Pittman says he's on the hot seat: "The company must hit the numbers expected of it." If it doesn't, "I'll be responsible." The company's CFO, Michael Kelly, says they can pull it off. "There are lots of dials and levers in achieving our results."

Strategically, Pittman must create valuable synergies between AOL and Time Warner and powerful new consumer services. Organizationally, he must blend two cultures, build bridges between units, create a new structure comprised of series of interlocking teams, and get people to work together.

The technological, strategic, and organizational challenges are daunting, to say the least.


Can Pittman do it? Communication is a bedrock of his leadership style. He persuaded Time Warner executives to trade in their e-mail system for AOL's. He put all employee-benefit processing online, saving the company tens of millions of dollars. Time Warner folks resisted, but came to see the advantages to the company. Pittman has held regular meetings every two or three weeks with division chiefs. They have hammered out budgets and Web strategies. They agreed on technologies. Open discussions help reduce corporate intrigue in which people speculate about one another's motives, and helps establish trust and mutual expectations for how the company will move forward.


Another bedrock is Pittman's approach is constructive conflict. Time Warner is known for its warring divisions, and managing the company is said to be like herding cats.

He encourages vigorous debate; several years ago at AOL his executives threw food at each other. But he bans personal attacks; the conflicts are to be over business issues, not personalities. Pittman's methods are cascading through AOL Time Warner.

Says Chairman Steve Case: "Bob has operational zeal." AOL time Warner CEO Levin: "Bob Pittman blends the realism of a top-flight executive with the creative vision of an entrepreneur."

Bob Pittman's task is to meld the yin and yang of Old and New Media, in this long-awaited convergence of the analog present and the digital future. But what does a lofty statement like that mean for the real people who worked in the former companies, the new merged company, and for everyone else who works, manages, and must survive and thrive in today's world?


C. Yang with R. Grover and A.T. Palmer, 2001. Show time for AOL Time Warner. Business Week, January 15.


In many ways, the AOL story is a metaphor for today's management opportunities and challenges. Think of the topics reflected in the story--globalization, corporate strategy, the "human element" of business, leadership, decision making, mergers, culture, costs, speed, managing change, creating futures, and so many others--and learn more about them in the following pages.

Our Goals

Our mission with this text hasn't changed from our previous editions: to inform, instruct, and inspire. We hope to inform by providing descriptions of the important concepts and practices of modern management. We hope to instruct by describing how you can take action on the ideas discussed. In other words, you will learn practical applications that will make you more effective in ways that benefit both you and your organization.

We hope to inspire not only by writing in a positive, interesting, optimistic way, but also by providing a real sense of the unlimited opportunities ahead of you. Whether your goal is starting your own company, leading a team to greatness, building a strong organization, delighting your customers, or generally forging a positive future, we want to inspire you to take positive actions.

We hope to inspire your to be both a thinker and a doer. we want you to think about the issues, thing about how to become a better manager, think about the impact of your actions, think before you act. But being a good thinker is not enough; you also must be a doer. Management is a world of action. It is a world that requires timely and appropriate action. It is a world not for the passive, but for those who commit to positive accomplishments.

We also hope to inspire you to keep learning. Keep applying the ideas you learn in this course, read about management in sources outside of this course, and certainly keep learning about management after you leave school and continue your career. Make no mistake about it, learning about management is a personal voyage that will last years, an entire career, your entire lifetime.

Competitive Advantage

Today's world is competitive. Never before has the world of work been so challenging. Never before has it been so imperative to your career that you learn the skills of management. Never before have people had so many vast opportunities with so many potential rewards.

You will compete with other people for jobs, resources, and promotions. Your organization will compete with other firms for contracts, clients, and customers. To survive the competition, and to thrive, you must perform in ways that give you an edge over your competitors, that make the other party want to hire you, buy from you, and do repeat business with you. You will want them to choose you, not your competitor.

To survive and thrive, today's managers have to think and act strategically. Today's customers are well educated, aware of their options, and demanding of excellence. For this reason, managers today must think constantly about how to build a capable workforce and manage in a way that delivers the goods and services that provide the best possible value to the customer.

By this standard, managers and organizations must perform. The four types of performance, on which the organization beats, equals, or loses to the competition, are cost, quality, speed, and innovation. These four performance dimensions, when done well, deliver value to the customer and competitive advantage to you and your organization. We will elaborate on all of these topics throughout the book. You can read the inside front cover for a brief overview.

Good managers find ways to make their organizations successful. The ways to do this are to build competitive advantage in the forms of cost competitiveness, quality, speed and innovation. Because of the importance of the four sources of competitive advantage--which really are goals that every manager should constantly try to achieve and improve upon--we refer to them frequently throughout the book. The idea is to keep you focused on a type of "bottom line", to make sure you think continually about "delivering the goods" that make both the manager (you) and the organization a competitive success.

Results Orientation

An important theme of this book, then, is how to manage in ways that deliver results--results that customers want. When you deliver high-quality, innovative products, quickly, and at a competitive price, you are achieving the results that can give you the competitive edge. And keep in mind, these are the same results that your competitors strive for as they try to gain an edge over you.

This approach makes this book unique among management texts. Rather than offering only concepts and processes, which nonetheless are integral parts of this text, we have a clear results orientation that is essential to success. The concepts and processes are means to an end, or the ways by which you can achieve the results you need.

Competing in the New Era

The subtitle of the book refers to the fact that managers must develop and sustain competitive advantage, and real results, in a time when the business world has been rocked by new developments. The Internet, globalization, knowledge management, the need to collaborate across organizational boundaries, and other changes in the business environment and business practice dramatically cast doubt on the relevance of the "old ways" of managing. In 2000, people were saying that the old economy was gone, giving way to a new economy in which a new game is played under very different rules.

But by 2001, the shakeout and economic slowdown had people saying that the old rules--including the need for profits!--are as vital as ever. Nonetheless, the context has changed, drastically. Perhaps there is no distinction between the old economy and new. Perhaps we are just living and managing in a new era that has new types of challenges, and is very interesting indeed. The AOL-Time Warner merger combines a company playing by the old rules, with one that has forged some of the new rules, in an effort to combine the strengths (and avoid the dangers) of both. This effort describes our goal of teaching managers and aspiring managers how to compete successfully in the new era.


Topical Currency

It goes without saying that this textbook, in its fifth edition, remains on the cutting edge of topical coverage, as updated via both current business examples and recent management research. chapters are thoroughly updated and students are exposed to a wide variety of important current topics.

We have done our very best to draw from a wide variety of subject matter, sources, and personal experiences.

Forging the Future

By highlighting the sources of competitive advantage and using a clear results orientation, we continue our efforts to create a new generation of management texts. Our previous edition was more integrative than other texts and was the first to devote major coverage to the vital management topics of managing in our natural environment and managing workforce diversity. And, we have broken the traditional mold by encouraging students to "forge the future", including more coverage of career management in the first and last chapters.

Still, in this edition we retain the traditional functional organization. Even though the world has changed, it is not chaos. A functional approach still is useful in that it provides students and instructors with a framework within which to tackle dynamic issues. Moreover, we of course give full coverage to all the topics all management texts emphasize: globalization, total quality, change, ethics, teams, and so on.

As this textbook forges the future for management texts, we want to influence students to forge their futures. Throughout the text, a proactive rather than passive approach to management is encouraged. For example, Chapter 7, New Ventures, doesn't merely describe small business management; it inspires readers to create new ideas and new businesses. And Chapter 18, Managing and Creating Change, speaks to the importance of creating a great future, not just being ready for the future and adapting to it. We highlight the "Genius of the 'and' " and being both a leader and a learner.

With your help, we want to influence business in the future. Through our mission of informing, instructing, and inspiring, we hope you will apply these ideas to create your own organizations and/or make the organizations in which you work more successful and outstanding.

A Team Effort

This book is the product of a fantastic McGraw-Hill/Irwin team. Moreover, we wrote this book believing that we would form a team with the course instructor and with students. The entire team is responsible for the learning process.

Our goal, and that of the instructor, is to create a positive learning environment in which you can excel. But in the end, the raw material of this course is just words. It is up to you to use them as a basis for further thinking, deep learning, and constructive action.

What you do with the things you learn from this course, and with the opportunities the future holds, counts. As a manager, you can make a dramatic difference for yourself, and for other people. What managers do matters, tremendously.

Outstanding Pedagogy

Management: Competing in the New Era is pedagogically stimulating and is intended to maximize student learning. With this in mind, we used a wide array of pedagogical features--some tried and true, others new and novel:

End-of-chapter elements

End-of-part elements

Comprehensive Supplements

For the Student:

Student CD-ROM - Free with the purchase of a new textbook!

A Student CD-ROM containing interactivities, self-assessment exercises, chapter quizzes, and links for students to go above and beyond the boundaries of the printed textbook. One of the interactivities that will be included on the CD, "Maslow's Hierarchy", utilizes Flash technology with voiceovers and feedback to bring the concept to life in 3-D. Students are given scenarios and asked to choose what stage of the hierarchy it belongs in.

Online Learning Center - 5e

For the Instructor:


This book could not have been written and published without the valuable contributions of many individuals.

Our reviewers over the last four editions contributed time, expertise, and terrific ideas that significantly enhanced quality of the text. The reviewers of the fifth edition are:

Janice Felbauer
Austin Community College

David Foote
Middle Tennessee State University

Carolyn Hatton
Cincinnati State Tech Community College

Jim McElroy
Iowa State University

Dot Moore
The Citadel

Randy Nichols
Oakland City University

Fred Slack
Indiana University of Pennsylvania

Carl Sonntag
Pikes Peak Community College

Christina Stamper
University of North Carolina--Wilmington

Jim Wachspress
New Jersey Institute of Technology

Our thanks to those members of our focus group:

Ray Aldag
University of Wisconsin--Madison

Shawn Carraher
Indiana University-NW Campus

Al Crispo
Purdue University

Marya Leatherwood
University of Illinois -Springfield

MarySue Love
Maryville University

Granger Macy
Texas A&M--Corpus Christi

Michael Vijuk
William Rainey Harper College

Ben Weeks
St. Xavier University


We would also like to thank those that have reviewed for us in previous editions:

Debra A. Arvanites
Villanova University

Barbara Boyington
Brookdale Community College

Diane Caggiano
Fitchburg State College

Ron Dibattista
Bryant College

Dale Dickson
Mesa State College

William Jedlicka
William Rainey Harper College

Augustine Lado
Cleveland State University

Bert Nyman
Rockford College

Marc Siegall
California State University--Chico

Robert J. Ash
Rancho Santiago College

Charles A. Beasley
State University of New York--Buffalo

Hrach Bedrosian
New York University

Charles Blalack
>Kilgore College

Mary A. Bouchard
Bristol Community College

Eugene L. Britt
Grossmont College

Lyvonne Burleson
Rollins College--Brevard

Elizabeth A. Cooper
University of Rhode Island

Anne C. Cowden
California State University--Sacramento

Michael W. Drafke
College of DuPage

J. F. Fairbank
Pennsylvania State University

Alan J. Fredian
Loyola University--Chicago

Steve Garlick
DeVry Institute--Kansas City

John Hall
University of Florida

Donald E. Harris
Oakton Community College

Frederic J. Hebert
East Carolina University

Durward Hofler
Northeastern Illinois University

Thomas O. James
Benedictine College

Elias Kalman
Baruch College

Gus. L. Kotoulas
Morton College

Catherine C. McElroy
Bucks County Community College

David L. McLain
Virginia State University

Joseph B. Mosca
Monmouth College

James J. Ravelle
Moravian College

Joseph C. Santora
Essex County College


Many individuals contributed directly to our development as textbook authors. Dennis Organ provided one of the authors with an initial opportunity and guidance in textbook writing. John Weimeister has been a friend and adviser from the very beginning. The entire McGraw-Hill/Irwin team demonstrated continued and generous support for this book. John Biernat was a great champion for the project, and is a talented editor and good friend. Kurt Strand is, too! What a team!

Finally, we thank our families. Our parents, Jeanine and Thomas Bateman and Clara and John Snell, provided us with the foundation on which we have built our careers. They continue to be a source of great support. Our wives, Mary Jo and Marybeth, demonstrated great encouragement, insight, and understanding throughout the entire process. Our children, Lauren (who also helped with clerical work!), T. J., and Jamie Bateman, and Sara, Jack and Emily Snell, are an inspiration for everything we do.

Thomas S. Bateman
Charlottesville, VA



Scott A. Snell
State College, PA

Revision Changes


Feature Summary

Learning Objectives: Open each chapter, and 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 chapter

"From the Pages of Business Week": highlight recent Business Week articles in each chapter.

"Bottom line" practices icons:Cost, Quality, Speed, and Innovation - are placed at appropriate points in the text to indicate an extended example, best practice, or issue for discussion. The icons continually reinforce and enhance the learning of these important themes.

End-of-Chapter Material: includes key terms, Summary of Learning Objectives, Discussion Questions, Concluding Case, and Experiential Exercises. Also included at the end of each Part is an integrating case.


Print Supplements

Instructor's Resource Manual and Transparency Masters (0072408642)
Revised and updated by Thomas Lloyd of Westmoreland County Community College, this Instructor's resource contains a multitude of devices to help you enhance your course or classroom setting: a detailed outline of each chapter with appropriate teaching notes; answers for the "Setting the Stage" opening cases, "End-of-Chapter" questions, Concluding cases, Integrated cases, and suggested discussion questions; updated "Lecturettes" for additional material; additional suggested readings; sample syllabi; and Transparency Masters.


Testbank (0072408669)
Revised by Amit Shah of Frostburg State University, the testbank for this edition will include approximately 20% more questions per chapter, resulting in over 2000 possible questions. New for this edition are questions after Chapter 9 of the testbank for possible Mid-term exam questions, and also at the end of the testbank for use on a final exam.

Color Acetates (0072408677)
75 4-color acetates are provided directly from the PowerPoint slides.

Business Week Edition (0072495030)
With the selection of the Business Week Edition of the text, students receive a 15-week subscription to the print version of Business Week magazine and free access to the Business Week Resource Center website at for the duration of their magazine subscription. Students will have instant access to any business topic from the past nine years of Business Week - from 1991 to 1999. From the Resource Center, students may also access Business Week Online ( for current issues, online-only features, and career tips. Access to these sites provides a marvelous opportunity to increase students' Internet literacy as instructors explore new ways to integrate the web into a wide array of student exercises and research projects.

Professors who adopt the Business Week Edition will enjoy a complimentary subscription for a full year to Business Week magazine and complimentary access to the Business Week Resource Center website, as well as Business Week Online, through the duration of their subscription. Professors will also receive the weekly Professor's Guide, available through the Resource Center website, for the academic term. The Guide helps professors get a jump-start on preparing the following week's classes. By being available on Friday evening of the week preceding each issue, the Guide gives professors an opportunity to learn about cover stories and top headlines ahead of time. The Guide is also available, complimentary, through the duration of the academic period.

Digital Supplements
For the Student:

Student CD-ROM
New for this edition! The Student CD-ROM contains interactivities, self-assessment exercises, chapter quizzes, and links for students to go above and beyond the boundaries of the printed textbook. One of the interactivities that will be included on the CD, "Maslow's Hierarchy", utilizes Flash technology with voiceovers and feedback to bring the concept to life in 3-D. Students are given scenarios and asked to choose what stage of the hierarchy it belongs in. If you like to see a sample of this, please click here. (If the word "here" is not hot, the sample will be up shortly).

Online Learning Center:
In the Student Resources portion of this website you will find:

Chapter Quizzes
A self-evaluation of a student's knowledge of chapter material

Internet Exercises
Real-world application of chapter topics with links to websites and exercises to enhance chapter material

Self-Assessment links
Links to personality assessment sites on the web plus much more!

For the Instructor:

Instructor's Presentation CD-ROM (0072408618)
This CD-ROM offers you an exciting and state-of-the-art way to utilize all of the text's visually-oriented supplement items in one presentation management system. By organizing the many features of the Instructor's Resource Manual, PowerPoint slides, 1-2 minute clips from the Video collection, and other lecture material in electronic format, this CD offers a comprehensive and convenient tool that allows you to customize your lectures and presentations.


PowerPoint (0072408634)
Developed and prepared by Michael Gordon of Rutgers University, Management 5e includes a complete PowerPoint;reg; presentation package with one file of PowerPoint;reg; 'slides' for each chapter. Each PowerPoint;reg; file has more than a dozen overheads relating to the chapter, complete with builds and transitions. Figures from the text are also included.

Video Collection (0072408685)
A complete video collection is available for use in the classroom with one video per chapter and a video case found in the text. Fourteen of the 18 videos are from the NBC Archives and present such topics as fighting stress on the job, companies providing on-the-job fitness opportunities, and the increasing number of companies offering workers flextime.


Computerized Testing for Windows (007240860X)
The entire Test Bank manual is available in a computerized version for Windows. Instructors receive special software that lets them design their own examinations from the test bank questions. It also lets instructors edit test items and add their own questions to the test bank.

Online Learning Center
In the Instructor Resources portion of the website you will find the downloadable Instructor's Manual and PowerPoint slides, additional chapter-related readings, web-based projects, a link to our Management Online Resource Experience supersite, a bulletin board for you to share your tips and insights with other faculty, and much more.

Student Center


Chapter 1: Managing
Chapter 2: The External Environment
Chapter 3: Managerial Decision Making
Chapter 4: Planning and Strategic Management
Chapter 5: Ethics and Corporate Responsibility
Chapter 6: International Management
Chapter 7: New Ventures
Chapter 8: Organization Structure
Chapter 9: The Responsive Organization
Chapter 10: Human Resource Management
Chapter 11: Managing a Diverse Workforce
Chapter 12: Leadership
Chapter 13: Motivating for Performance
Chapter 14: Managing Teams
Chapter 15: Communicating
Chapter 16: Managerial Control
Chapter 17: Managing Technology and Innovation
Chapter 18: Managing and Creating Change


Guide to Electronic Research

Click here for the Guide to Electronic Research.


Return to Research Library || Return to Student Union || Return to Writing Lab || Return to Faculty Resources


Periodically, we will post "Updates" or new material to this Online Learning Center. Because of the way our websites are structured, along with 3rd party platform delivery issues, most of these Updates will be found here. These materials could include everything from links, to downloadable documents, to new interactivities (like those on the Student CD-ROM). If Instructor Resources are warranted, this material will be password protected similar to the Instructor Resources area of the site.


Student Online_Practice Mid-term (20.0K)
Student Online Practice Final (22.0K)


Business Jargon Hints

A big note of "thanks" to Dr. Folsom of the University of South Carolina - Aiken for developing the Business Jargon exercises.


Language Used in American and Global Business

Have you ever corresponded or had an in depth conversation with someone from another country about business? If you have, you probably struggled to make yourself understood. In the U.S., we tend to use an abundance of business jargon, non-standard English terms, phrases, or acronyms that quickly convey an idea or concept. Jargon works if the people we are communicating with know the meaning of these terms. Business jargon is colorful, useful, but also dangerous. It excludes people who are not familiar with the terms or phrases. It is also sometimes used by people to make themselves or their ideas sound important. In a recent survey of office workers in Britain, 35 percent said they deliberately use business jargon to show they are in control and therefore more credible!

For example, consider the business buzzword generator below. Take the three underlined terms below, strategic, partnering alliance. Doesn't this sound important? But what does it mean? Take one term from each column and create your own business jargon. Could you explain the buzzword phrases you generated? Do this several times and say the phrase you create out loud. You will be amazed how important-sounding the business buzzwords you create will seem to be; yet they are meaningless or at best confusing.

Column 1 Column 2 Column 3
strategic cost-based core competency
interactive logistical alliance
responsive discretionary re-engineering
reciprocal empowering values
customer-oriented visionary benchmark
functional partnering paradigm



But seriously, business jargon is everywhere. How many different words do you use to describe your supervisor? Make a list and then click here to see some possibilities.

Can you think of others? No obscenities allowed!

What about all the terms we use to say someone is being terminated from employment? Make a list, then click here for examples.


Throughout your study of management, be aware of the prevalence of jargon in business. In each Part below, we created sentences with jargon commonly used in American business. Change each underlined term or phrase into standard English that your global business customer or associate would be more likely to understand. Then click on the term or phrase to see its meaning.


Country Differences

Cross-border Trade and Investment

Global Money System

Competing in a Global Marketplace

Chapter 1    Managing

Learning Objectives

  1. The major challenges of managing in the new era
  2. The drivers of competitive advantage for your company
  3. The functions of management and how they are evolving in today's business environment
  4. The nature of management at different organizational levels
  5. The skills you need to be an effective manager
  6. What to strive for as you manage your career

Multiple Choice Quiz          True or False         Internet Exercises

Additional Readings        Video Discussion Questions

Chapter 1 Power Point Presentation (1065.0K)         Our Server

Chapter 2    The External Environment

Learning Objectives

  1. How environmental forces influence organizations, as well as how organizations can influence their environments
  2. How to make a distinction between the macroenvironment and the competitive environment
  3. Why organizations should attend to economic and social developments in the environment
  4. How to analyze the competitive environment
  5. How organizations respond to environmental uncertainty

Multiple Choice Quiz       True or False           Internet Exercises

Additional Readings              Video Discussion Questions

Chapter 2 Power Point Presentation (1200.0K)       Our Server

Chapter 3     Managerial Decision Making

Learning Objectives

  1. The kinds of decisions you will face as a manager
  2. How to make "rational" decisions
  3. The pitfalls you should avoid when making decisions
  4. The pros and cons of using a group to make decisions
  5. The procedures to use in leading a decision-making group
  6. How to encourage creative decisions
  7. The processes by which decisions are made in organizations
  8. How to make decisions in a crisis

Multiple Choice Quiz        True or False          Internet Exercises

Additional Readings            Video Discussion Questions

Chapter 3 Power Point Presentation (1035.0K)       Our Server

Chapter 4   Planning and Strategic Management

Learning Objectives

  1. How to proceed through the basic steps in any planning process
  2. How strategic planning differs from tactical and operational planning
  3. Why it is important to analyze both the external environment and internal resources of the firm before formulating a strategy
  4. The choices available for corporate strategy
  5. How companies can achieve competitive advantage through business strategy
  6. How core competencies provide the foundation for business strategy
  7. The keys to effective strategy implementation

Multiple Choice Quiz            True or False         Internet Exercises

Additional Readings          Video Discussion Questions

Chapter 4 Power Point Presentation (1031.0K)        Our Server

Chapter 5      Ethics and Corporate Responsibility

Learning Objectives

  1. How different ethical perspectives guide decision making
  2. How companies influence the ethics environment
  3. The options you have when confronting ethical issues
  4. The important issues surrounding corporate social responsibility
  5. How the political and social environment affects your firmís competitive position and legitimacy
  6. The strategies corporations use to manage the political and social environment
  7. The role of managers in our natural environment

Multiple Choice Quiz         True or False          Internet Exercises

Additional Readings          Video Discussion Questions

Chapter 5 Power Point Presentation (1013.0K)       Our Server

Chapter 6   International Management

Learning Objectives

  1. Why the world economy is becoming more integrated than ever before
  2. What integration of the global economy means for individual companies and for their managers
  3. The strategies organizations use to compete in the global marketplace
  4. The various entry modes organizations use to enter overseas markets
  5. How companies can approach the task of staffing overseas operations
  6. The skills and knowledge managers need to manage globally
  7. Why cultural differences across countries influence management

Multiple Choice Quiz           True or False           Internet Exercises

Additional Readings            Video Discussion Questions

Chapter 6 Power Point Presentation (1024.0K)         Our Server

Chapter 7     New Ventures

Learning Objectives

  1. The activities of entrepreneurship
  2. How to find and evaluate ideas for new business ventures
  3. What it takes to be a successful entrepreneur
  4. How to write a great business plan
  5. The important management skills, resources, and strategies needed to avoid failure and achieve success
  6. Key criteria for deciding whether your start-up should be global from the outset
  7. The process of spinning off new ventures
  8. How to foster intrapreneurship and an entrepreneurial orientation in large companies

Multiple Choice Quiz          True or False          Internet Exercises

Additional Readings     Video Discussion Questions

Chapter 7 Power Point Presentation (1013.0K)      Our Server

Chapter 8      Organization Structure

Learning Objectives

  1. How differentiation and integration influence your organization's structure
  2. How authority operates
  3. The roles of the board of directors and the chief executive officer
  4. How span of control affects structure and managerial effectiveness
  5. How to delegate work effectively
  6. The difference between centralized and decentralized organizations
  7. How to allocate jobs to work units
  8. How to manage the unique challenges of the matrix organization
  9. The nature of important integrative mechanisms

Multiple Choice Quiz           True or False             Internet Exercises

Additional Readings               Video Discussion Questions

Chapter 8 Power Point Presentation (1594.0K)       Our Server

Chapter 9     The Responsive Organization

Learning Objectives

  1. The market imperatives a firm must meet to survive
  2. The potential advantages of creating an organic form of organization
  3. How a firm can "be" both small and big
  4. How to manage information-processing demands
  5. How firms organize to meet customer requirements
  6. How firms organize around different types of technology
  7. The new types of dynamic organizational concepts and forms that are being used for strategic responsiveness

Multiple Choice Quiz          True or False           Internet Exercises

Additional Readings              Video Discussion Questions

Chapter 9 Power Point Presentation (1046.0K)      Our Server

Chapter 10   Human Resource Management

Learning Objectives

  1. How companies use human resources management to gain competitive advantage
  2. Why companies recruit both internally and externally for new hires
  3. The various methods available for selecting new employees
  4. Why companies spend so much on training and development
  5. How to determine who should appraise an employee's performance
  6. How to analyze the fundamental aspect of a reward system
  7. How unions influence human resources management
  8. How the legal system influences human resources management

Multiple Choice Quiz        True or False         Internet Exercises

Additional Readings             Video Discussion Questions

Chapter 10 Power Point Presentation (1089.0K)       Our Server

Chapter 11   Managing a Diverse Workforce

Learning Objectives

  1. How changes in the U.S. workforce make diversity a critical organizational and managerial issue
  2. The distinction between affirmative action and managing diversity
  3. How companies can gain a competitive edge by effectively managing diversity
  4. What challenges a company is likely to encounter with a diverse workforce
  5. How an organization can take steps to cultivate diversity

Multiple Choice Quiz          True or False        Internet Exercises

Additional Readings          Video Discussion Questions

Chapter 11 Power Point Presentation (1029.0K)         Our Server

Chapter 12     Leadership

Learning Objectives

  1. What it means to be a leader
  2. How a good vision helps you be a better leader
  3. How to understand and use power
  4. The personal traits and skills of effective leaders
  5. The behaviors that will make you a better leader
  6. What it means to be a charismatic and transformational leader
  7. How to further your own leadership development

Multiple Choice Quiz         True or False          Internet Exercises

Additional Readings              Video Discussion Questions

Chapter 12 Power Point Presentation (1084.0K)         Our Server

Chapter 13    Motivating for Performance

Learning Objectives

  1. The kinds of behaviors managers need to motivate in people
  2. How to set challenging, motivating goals
  3. How to reward good performance
  4. The key beliefs that affect people's motivation
  5. The ways in which people's individual needs affect their behavior
  6. How to create a motivating, empowering job
  7. How people assess fairness and how to achieve fairness
  8. The causes and consequences of a satisfied workforce

Multiple Choice Quiz           True or False          Internet Exercises

Additional Readings            Video Discussion Questions

Chapter 13 Power Point Presentation (1034.0K)       Our Server

Chapter 14   Managing Teams

Learning Objectives

  1. How teams contribute to your organizationís effectiveness
  2. What makes the new team environment different from the old
  3. How groups become teams
  4. Why groups sometimes fail
  5. How to build an effective team
  6. How to manage your teamís relationships with other teams
  7. How to manage conflict

Multiple Choice Quiz        True or False        Internet Exercises

Additional Readings          Video Discussion Questions

Chapter 14 Power Point Presentation (1026.0K)       Our Server

Chapter 15    Communicating

Learning Objectives

  1. The important advantages of two-way communication
  2. Communications problems to avoid
  3. When and how to use the various communications channels
  4. Ways to become a better "sender" and, "receiver" of information
  5. How to improve downward, upward, and horizontal communications
  6. How to work with the company grapevine
  7. The advantages and characteristics of the boundary less organization

Multiple Choice Quiz        True or False     Internet Exercises

Additional Readings       Video Discussion Questions

Chapter 15 Power Point Presentation (1027.0K)         Our Server

Chapter 16    Managerial Control

Learning Objectives

  1. Why companies develop control systems for employees
  2. How to design a basic bureaucratic control system
  3. The purposes for using budgets as a control device
  4. How to interpret financial ratios and other financial controls
  5. The procedures for implementing effective control systems
  6. The different ways that market control mechanisms are used by organizations
  7. How clan control can be approached in an empowered organization

Multiple Choice Quiz         True or False         Internet Exercises

Additional Readings              Video Discussion Questions

Chapter 16 Power Point Presentation (1031.0K)      Our Server

Chapter 17    Managing Technology and Innovation

Learning Objectives

  1. The process involved in the development of new technologies
  2. How technologies proceed through a life cycle
  3. How to manage technology for competitive advantage
  4. How to assess technology needs
  5. Where new technologies originate and the best strategies for acquiring them
  6. How people play a role in managing technology
  7. How to develop an innovative organization
  8. The key characteristics of successful development projects

Multiple Choice Quiz          True or False          Internet Exercises

Additional Readings          Video Discussion Questions

Chapter 17 Power Point Presentation (1023.0K)          Our Server

Chapter 18    Managing and Creating Change

Learning Objectives

  1. What it takes to be world class
  2. How to manage change effectively
  3. How to best prepare for the future

Multiple Choice Quiz      True or False           Internet Exercises

Additional Readings           Video Discussion Questions

Chapter 18 Power Point Presentation (1010.0K)          Our Server