MGT 4479 Troy University Practice of Management by Objectives Homework A discussion board Several of the readings this week discussed management by objecti

MGT 4479 Troy University Practice of Management by Objectives Homework A discussion board Several of the readings this week discussed management by objectives (MBO).Discuss the different ways the practice of MBO was treated and discussed (e.g., favorable/unfavorable) in the readings. What are some take-aways (implications) you draw from the different presentation of MBOs across the readings? Explain. Drawing from the readings which largely deal with learning how to critically assess management practices and popular management literature, what implications does this (the different presentations of MBOs) have for assessing management practices? Do not use outside resources, just the book. You can start at P28 Tenth Edition
The Manager’s Bookshelf
A MOSAIC OF CONTEMPORARY VIEWS
Jon L. Pierce
University of Minnesota Duluth
John W. Newstrom
University of Minnesota Duluth
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Library of Congress Cataloging-in-Publication Data
The manager’s bookshelf : a mosaic of contemporary views / Jon L. Pierce, John W. Newstrom. —10th ed.
p. cm.
Includes bibliographical references and index.
ISBN-13: 978-0-13-304359-4
ISBN-10: 0-13-304359-2
1. Management literature—United States. I. Pierce, Jon L. (Jon Lepley). II. Newstrom, John W
HD70.U5M32 2014
658—dc23
2012030473
10 9 8 7 6 5 4 3 2 1
ISBN 10: 0-13-304359-2
ISBN 13: 978-0-13-304359-4
We dedicate this book to our beloved grandchildren—Madison, Peter,
Eric, Sawyer, William, Graham, Ruth Emma, Ruth Lillian, Axel, and
Pearl—who give us great pleasure, pride, and strong hope for the future.
BRIEF CONTENTS
PART 1
Introduction
1
PART 2
Best-Seller “Classics”
PART 3
High- and Low-Performing Organizations
PART 4
Organizational Strategy and Execution
PART 5
Organizational Culture
PART 6
Motivation
PART 7
Leadership and Power
139
PART 8
Teams and Teamwork
155
PART 9
Organizational Change
163
23
83
95
117
PART 10 “Undiscussable” Issues at Work
PART 11 Managerial Decision Making
175
193
PART 12 Ethics and Authenticity in the Workplace
PART 13 Emotions: Positive, Negative, and
Irrational 223
PART 14 Social Technologies at Work
239
PART 15 Management Fables: Lessons for
Success 251
PART 16 Contemporary Thinking About
Management 263
iv
65
211
CONTENTS
Preface
ix
Acknowledgments
About the Editors
PART 1
xii
xv
Introduction
1
Reading 1: Understanding and Using the Best Sellers, Jon L. Pierce and John
W. Newstrom 5
Reading 2: Reflections on the Best Sellers and a Cautionary Note, Jon L. Pierce
and John W. Newstrom, with Larry L. Cummings, Brad Jackson, and
Anne Cummings 12
PART 2
Best-Seller “Classics” 23
Reading 1: The Practice of Management, Peter F. Drucker, summarized by
John D. Stavig and Shaker A. Zahra 27
Reading 2: The One Minute Manager, Kenneth Blanchard and Spencer Johnson,
summarized by Charles C. Manz 31
Reading 3: Out of the Crisis, W. Edwards Deming, summarized by William B.
Gartner and M. James Naughton 35
Reading 4: The Human Side of Enterprise, Douglas McGregor, summarized by
Gayle Porter 40
Reading 5: Maslow on Management, Abraham H. Maslow, summarized by
John W. Newstrom 46
Reading 6: The Seven Habits of Highly Effective People, Stephen R. Covey,
summarized by John W. Newstrom 48
Reading 7: The Fifth Discipline, Peter M. Senge, summarized by
Dorothy Marcic 50
Reading 8: Competitive Advantage, Michael E. Porter, summarized by
Sara A. Morris 56
PART 3
High- and Low-Performing Organizations 65
Reading 1: Good to Great, Jim Collins, summarized by Mary Kate Gross 67
v
vi
Contents
Reading 2: Big Winners and Big Losers, Alfred A. Marcus, summarized by
Allen Harmon 71
Reading 3: How the Mighty Fall, Jim Collins, summarized by Tanya Pietz 78
PART 4
Organizational Strategy and Execution
83
Reading 1: Higher Ambition, Michael Beer, Russell Eisenstat, Nathaniel Foote,
Tobias Fredberg, and Flemming Norrgren, summarized by
Cathy A. Hanson 85
Reading 2: Responsible Restructuring, Wayne F. Cascio, summarized by
Stephen Rubenfeld 90
PART 5
Organizational Culture
95
Reading 1: Coming to a New Awareness of Organizational Culture,
Edgar H. Schein 97
Reading 2: Transparency: How Leaders Create a Culture of Candor,
Warren Bennis, Daniel Goleman, and James O’Toole, summarized
by Patrick Heraty 111
PART 6
Motivation
117
Reading 1: The Enthusiastic Employee, David Sirota, Louis A. Mischkind,
and Michael Irwin Meltzer, summarized by Shelley Ovrom 119
Reading 2: Psychological Capital, Fred Luthans, Carolyn M. Youssef,
and Bruce J. Avolio, summarized by Cathy A. Hanson 124
Reading 3: Why Pride Matters More Than Money, Jon R. Katzenbach,
summarized by AnneMarie Kaul 129
Reading 4: Mojo, Marshall Goldsmith, with Mark Reiter, summarized
by Meghan Brown 134
PART 7
Leadership and Power
139
Reading 1: Positive Leadership, Kim Cameron, summarized by Jodi Nelson 141
Reading 2: Bad Leadership, Barbara Kellerman, summarized by Warren Candy 144
Reading 3: Power, Jeffrey Pfeffer, summarized by Kristie J. Loescher 148
Contents
PART 8
Teams and Teamwork
155
Reading 1: Beyond Teams, Michael M. Beyerlein, Sue Freedman, Craig McGee,
and Linda Moran, summarized by David L. Beal 157
PART 9
Organizational Change
163
Reading 1: Building the Bridge as You Walk on It, Robert E. Quinn, summarized
by Peter Stark 165
Reading 2: A Sense of Urgency, John P. Kotter, summarized by David L. Beal 169
PART 10 “Undiscussable” Issues at Work 175
Reading 1: Workplace Survival, Ella W. Van Fleet and David D. Van Fleet,
summarized by Kelly L. Nelson 177
Reading 2: The No Asshole Rule: Building a Civilized Workplace and Surviving One
That Isn’t, Robert I. Sutton, summarized by Stephen Rubenfeld 182
Reading 3: It’s All Politics, Kathleen Kelley Reardon, summarized by
AnneMarie Kaul 187
PART 11 Managerial Decision Making
193
Reading 1: Thinking, Fast and Slow, Daniel Kahneman, summarized by
Amber Christian 195
Reading 2: Super Crunchers, Ian Ayres, summarized by Brian Russell 199
Reading 3: Gut Feelings: The Intelligence of the Unconscious, Gerd Gigerenzer,
summarized by Rebecca M. C. Boll 205
PART 12 Ethics and Authenticity in the
Workplace 211
Reading 1: Blind Spots, Max H. Bazerman and Ann E. Tenbrunsel, summarized
by Linda Hefferin 213
Reading 2: Authentic Leadership, Bill George, summarized by Randy Skalberg 218
PART 13 Emotions: Positive, Negative,
and Irrational 223
Reading 1: Prisoners of Our Thoughts, Alex Pattakos, summarized by
Gary P. Olson 225
vii
viii
Contents
Reading 2: Toxic Emotions at Work, Peter J. Frost, summarized by
Gary J. Colpaert 230
Reading 3: The Upside of Irrationality and Predictably Irrational, Dan Ariely,
summarized by Fred J. Dorn 235
PART 14 Social Technologies at Work
239
Reading 1: Groundswell, Charlene Li and Josh Bernoff, summarized by
Amber Christian 241
Reading 2: Content Rules, Ann Handley and C. C. Chapman, summarized by
Richard Kimbrough 246
PART 15 Management Fables: Lessons for
Success 251
Reading 1: Who Moved My Cheese?, Spencer Johnson, summarized by
Gary Stark 253
Reading 2: Fish!, Stephen C. Lundin, Harry Paul, and John Christensen,
summarized by John W. Newstrom 257
Reading 3: The Fun Minute Manager, Bob Pike, Robert C. Ford, and John
W. Newstrom, summarized by John W. Newstrom 259
PART 16 Contemporary Thinking About
Management 263
Reading 1: What Were They Thinking?, Jeffrey Pfeffer, summarized by
Adam Surma 265
Reading 2: Managing, Henry Mintzberg, summarized by Bob Stine 270
Reading 3: Hard Facts, Dangerous Half-Truths, and Total Nonsense, Jeffrey
Pfeffer and Robert I. Sutton, summarized by Jannifer David 274
Reading 4: Hot, Flat, and Crowded, Thomas Friedman, summarized by
Bob Stine 281
Glossary of Terms
285
Bibliography of Inclusions
Index
295
292
PREFACE
The last several decades were marked by a proliferation of books published on topics in management, leadership, and various organizational issues. This explosion of products apparently
reflects an intense and continuing fascination by managers, future managers, and the general
public with the inner workings of organizations and their managers, work teams and their leaders, and employees. Bookstores around the country and distribution sources on the Internet continue to offer a large number of management books, and many of these books have appeared
on various “business best-seller” lists—some remaining there for months and years at a time.
Clearly, managers and others (including business school students at both graduate and undergraduate levels, as well as liberal arts students who are headed for a career in business or public
organizations) remain intrigued by, and are searching for insights, perspectives, and answers in,
the popular business literature.
We prepared The Manager’s Bookshelf: A Mosaic of Contemporary Views to serve the needs
of both managers and management students. Significant numbers of individuals in both of these
groups do not have sufficient time to read widely, yet many people find themselves involved in
conversations where someone else refers to ideas such as evidence-based management, vision,
self-directed work teams, Mojo, ethics, fun at work, or organizational politics. We believe that
a laudable and critical goal for managers, as well as all students of management, is to remain
current in their understanding of the wide range of views being expressed about organizational
and management practices. To help you become a better-informed organizational citizen, we
prepared The Manager’s Bookshelf, which introduces you to a broad array of popular management
books—both recent and “classic.”
NEW TO THIS EDITION
The 10th edition of The Manager’s Bookshelf introduces a fresh new set of readings into the
book. A dozen new best sellers are included, replacing numerous other books that had become
somewhat dated. The goal of these (and previous) revisions was to make The Manager’s
Bookshelf an undeniably comprehensive and up-to-date compendium of highly readable book
summaries. Here are the major changes we designed and built into the new edition:
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rationale for the book, the typical contents of the best sellers, a structured format for
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prove themselves to be enduring across time in their popularity.
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of organizational culture.
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ix
x
Preface
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how the world is changing.
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collaborative intelligence, “Super Crunchers,” and irrationality.
A COLLAGE AND A MOSAIC
The Manager’s Bookshelf, as a book of concise summaries, does not express the views of just
one individual on the management of organizations, nor does it attempt to integrate the views of
several dozen authors. Instead, this book is a collage—a composite portrait constructed from a
variety of classic and contemporary sources (approximately 80 percent of the books summarized
here were published in the twenty-first century). The Manager’s Bookshelf provides you with
insights into many aspects of organizational management from the perspectives of a diverse
and sometimes provocative group of management writers, including some highly regarded authors such as Peter Drucker, Jim Collins, Barbara Kellerman, Thomas Friedman, Jeffrey Pfeffer,
Stephen Covey, John Kotter, Spencer Johnson, and Michael Porter. Through this collection we
will introduce you to the thoughts, philosophies, views, and experiences of a number of authors
whose works have caught the attention of today’s management community—and often captivated them in the process.
This book contains a rich array of pieces—a veritable mosaic that provides a fascinating
overall portrait of management. From a topical perspective, its inclusions focus on motivation, ethics, social technologies, corporate strategy, leadership styles, and other key concerns of
managers. This collection includes the views from a variety of individuals—some practitioners
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and tenor, as well as the diverse bases for their conclusions. Indeed, critics have praised some of
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books have been attacked as being overly academic, superficial, redundant, glib, or unrealistic.
NATURE OF THE INCLUSIONS
The nature and source of the ideas expressed in this collection are diverse. Some inclusions are
prescriptive in nature, whereas others are more dispassionately descriptive; some are thoughtful and philosophical, whereas others limit themselves to reporting directly on their personal or
organizational experiences; some of these works represent armchair speculation, whereas others
are based on empirical study. Finally, the selections take a variety of forms, but the majority of
the inclusions are concise and objective summaries of popular books that have been specially
prepared for inclusion in The Manager’s Bookshelf.
This mosaic of readings can provide you with useful insights, provoke your own reflective
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organizations. We expect that these readings will prompt you to raise questions of yourself and
your peers about the viability of many of the ideas expressed by these authors regarding the
practice of organizational management. We hope and predict that these readings will prompt
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Preface
compelling stories, provocative assertions, and detailed data that are not possible to include in
our summaries. Finally, we hope that these summaries will encourage you to continue your managerial self-development through a variety of avenues, including ongoing reading of both the
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INSTRUCTOR’S MANUAL
This book offers, to adopters, an Instructor’s Manual that includes suggestions for using best
sellers in the classroom, a sample classroom assignment, and provocative questions for each
reading to guide instructors in classroom discussion.
5IF *OTUSVDUPST .BOVBM JT BWBJMBCMF UP BEPQUJOH JOTUSVDUPST GPS EPXOMPBE BU
www.pearsonhighered.com/irc. Registration is simple and gives the instructor immediate access
to other titles and new editions. Instructors should visit http://247.pearsoned.com/ for answers
to frequently asked questions and for toll-free user-support phone numbers.
COURSESMART
CourseSmart eTextbooks were developed for students looking to save on required or recommended textbooks. Students simply select their eText by title or author and purchase immediate access to the content for the duration of the course using any major credit card. With
a CourseSmart eText, students can search for specific keywords or page numbers, take notes
online, print out reading assignments that incorporate lecture notes, and bookmark important
passages for later review. For more information or to purchase a CourseSmart eTextbook, visit
www.coursesmart.com.
Jon L. Pierce
John W. Newstrom
xi
ACKNOWLEDGMENTS
We express our sincere and very warm appreciation to several colleagues who played key roles
in the preparation of this edition of The Manager’s Bookshelf: A Mosaic of Contemporary Views.
Their commitment and dedication to students of organizations and management, coupled with
their varied contributions, made this improved and updated edition possible.
We would also like to single out our late friend and colleague, Larry L. Cummings (Carlson
4DIPPMPG.BOBHFNFOUBUUIF6OJWFSTJUZPG.JOOFTPUBBOEi5IF*OTUJUVUFw GPSIJTi3FGMFDUJPOT
POUIF#FTU4FMMFSTwDPOUBJOFEJO1BSUPGPVSCPPL8FBMTPWBMVFUIFBEEJUJPOBMDPNNFOUTQSPvided on managerial best sellers offered by Brad Jackson, Anne Cummings, and John Newstrom,
which greatly enrich the discussion in that section.
CONTRIBUTORS TO THIS EDITION
We extend our thanks to a number of individuals who provided us with a great deal of assistance
and support for the preparation of this book. Many of our management colleagues, former students, and professional managerial associates took the time and effort—always under tight time
pressures—to contribute to this book by carefully reading and preparing a summary of one of
the selected books. Many of these individuals wanted to offer their personal opinion, add their
endorsements or criticisms, and surface elements of their own management philosophies, but
at our urging they stuck to their assigned task. To them we express our thanks for their time,
energy, and commitment to furthering management education.
The following individuals prepared book summaries for this edition of The Manager’s
Bookshelf:
Best-Seller “Classics”
John D. Stavig and Shaker A. Zahra, University of Minnesota—Drucker’s The Practice of
Management
Charles C. Manz, University of Massachusetts, Amherst—Blanchard and Johnson’s The One
Minute Manager
William B. Gartner, Georgetown University, and M. James Naughton, Expert-Knowledge
Systems, Inc.—Deming’s Out of the Crisis
Gayle Porter, Rutgers University—McGregor’s The Human Side of Enterprise
John W. Newstrom, University of Minnesota Duluth—Maslow’s Maslow on Management
John W. Newstrom, University of Minnesota Duluth—Covey’s The Seven Habits of Highly
Effective People
Dorothy Marcic, Vanderbilt University—Senge’s The Fifth Discipline
Sara A. Morris, Old Dominion University—Porter’s Competitive Advantage
High- and Low-Performing Organizations
Mary Kate Gross, U.S. Department of Veteran’s Affairs—Collins’s Good to Great
Allen Harmon, University of Minnesota Duluth and WDSE-TV�…
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