AE: Management PrefaceCorrelation GuideTopic GuideInternet ReferencesUNIT 1: Managers, Performance, and the EnvironmentUnit OverviewPart A Management Classic 1. The Manager’s Job, Henry Mintzberg, Harvard Business Review, March/April 1990
This classic essay by Henry Mintzberg replaces the traditional view of management functions–to plan, coordinate, organize and control–with a look at what managers really do. Part B. Management Skills, Roles, and Performance2. Success in Management, Anne M. Mulcahy, Vital Speeches of the Day, November 1, 2002
Xerox was a company in trouble and is now coming out of it. Here is how the CEO helped to lead the way, in her own words. 3. The Science and Art of Managing, W. H. Weiss, Supervision, October 2007
Management is not only a science, but also an art. It combines the formal and informal organizational structures and procedures, along with the functions and authority to generate results that will lead to the success of the enterprise. Part C. The Environment 4. It’s a Flat World, After All, Thomas L. Friedman, The New York Times Magazine, April 3, 2005
This article is adapted from the recent best seller The World Is Flat by Thomas Friedman. Times are changing very rapidly on the world stage, and those who do not recognize the changes and act on it will be left behind.UNIT 2: PlanningUnit OverviewPart A. Management Classic 5. Planning, Henri Fayol, Management Classics, Goodyear Publishing Co., 1977
Planning has been recognized as one of the basic activities of managers for well over a hundred years. This article was written by Henri Fayol, one of the earliest writers on management. He was a successful businessman, writer, and, in many ways, the Peter Drucker of his day. Part B. Strategic Analysis 6. Going Green, Kevin M. Kelly, Automotive Design and Production, January 2008
There are many challenges that face the U.S. auto industry. Chief among these challenges are the demands that cars be more efficient in the use of carbon-based fuels. The article presents how the industry is approaching it, and also explains how it involves more than just emissions. 7. Why Environmental Scanning Works Except When You Need It, Brian J. Huffman, Business Horizons, May/June 2004
Environmental scanning is a regular part of strategic planning. The only problem is that people are not looking for or expecting to see the most important changes that are going to occur in their industry. 8. Embracing Confusion, Barry C. Jentz and Jerome T. Murphy, Phi Delta Kappan, January 2005
In a rapidly changing environment, confusion is likely to be the norm rather than an exception. How a leader handles a situation can turn what seems to be a threat into a strength and a learning experience for the entire organization. 9. How Managers’ Everyday Decisions Create or Destroy Your Company’s Strategy, Joseph L. Bower and Clark G. Gilbert, Harvard Business Review, February 2007
Corporate strategies are usually formed by the senior management, but managers on the ground, who are in the position to recognize opportunities that senior managers cannot see, also play a part in them. The question is, “Who really is doing the strategic planning: Senior management, line managers, or just maybe a little of both?” 10. Strategic Planning as a Management Philosophy, Will Davis, The Police Chief, December 2006
Strategic planning can be applied to many different kinds of organizations including police departments. This article describes how it has been successfully implemented by the Scottsdale, Arizona police department. UNIT 3: OrganizingUnit OverviewPart A. Management Classic 11. Classifying the Elements of Work, Frank B. Gilbreth and Lillian M. Gilbreth, Management Classics, Goodyear Publishing Company, 1977
Time and motion studies were among the earliest results of Frederick W. Taylor’s work. In this selection, two of the pioneers in these studies discuss the ideas upon which time and motion studies are based. Part B. Designing and Changing the Organization 12. The Dark Side of Change, G. Neil Karn and Donna S. Highfill, Across the Board, March/April 2004
Sometimes when a new manager comes on board, he or she has a need to put their stamp on the organization. They often do that by instituting unnecessary changes. 13. The Future Is Now, Ann Pomeroy, HR Magazine, September 2007
Redesigning the office is, perhaps, one of the most difficult things to do in a company, but Capital One is in the process of doing just that, and successfully too. UNIT 4: DirectingUnit OverviewPart A. Management Classic14. A Theory of Human Motivation, Abraham H. Maslow, Management Classics, Goodyear Publishing Company 1977
Abraham Maslow’s theory of motivation is well known. This is the classic article in which it was proposed. Part B. Leadership 15. The True Measure of a CEO, James O’Toole, Across the Board, September/October 2005
What makes a great CEO? Aristotle argued that a leader’s task is to create conditions under which all followers can reach their full human potential. How many do that? How many even try? 16. Making Judgment Calls, Noel M. Tichy and Warren G. Bennis, Harvard Business Review, October 2007
What is leadership? It is a complicated process of decision making, but ultimately, it is getting the important things right, most of the time. Part C. Performance 17. Can One Man Save GM?, Alex Taylor III, Fortune, September 19, 2005
General Motors is a corporation facing many problems. It has been slowly losing market share since 1970, and now has about half the domestic market share than it had then. How can this corporate giant be turned around? Part D. Communications 18. Disaster’s Future, Simon Moore, Business Horizons, January/February 2004
Information Technology is going to change the way the whole world communicates in the future. It has only recently started making changes in the developed world, but once the rest of the world catches up, it will be difficult to have any control over it. UNIT 5: ControllingUnit OverviewPart A. Management Classic 19. An Uneasy Look at Performance Appraisal, Douglas McGregor, Harvard Business Review, May/June 1957
In this classic article, Douglas McGregor, who has also written about the X and Y theories of management, looks at how performance appraisals can be effectively used to help the management and to control the enterprise. Part B. Financial Control 20. Zero In on the Numbers, Susan Ladika, HR Magazine, January 2005
The budget is one of the chief devices for controlling expenses and planning for the future. How the budget is approached, and how people can be prepared for it, are discussed here. Part C. Security 21. Corporate Security Management, Security Director’s Report, August 2005
This is a report of a survey conducted by Security Director’s Report that analyzed security operations at hundreds of companies. This report tells what companies do to try to protect themselves from possible thefts and other security threats. Part D. Total Quality Management and Supply Chain 22. Quality Is Easy, David C. Crosby, Quality Magazine, January 2006
Zero Defects is one of the approaches to quality management. This article outlines the seven laws of defect prevention to achieve zero defects. 23. Are You the Weakest Link in Your Company’s Supply Chain?, Reuben E. Slone, John T. Mentzer, and J. Paul Dittmann, Harvard Business Review, September 2007
To take advantage of the supply chain, senior management has to understand it and appreciate its importance in the new, hyper-competitive economy. Not to do so is to miss an opportunity to significantly improve their company’s performance. UNIT 6: Staffing and Human ResourcesUnit OverviewPart A. Management Classic 24. Management Women and the New Facts of Life, Felice N. Schwartz, Harvard Business Review, January/February 1989
This is the article, first published in 1989, that started all the discussion of the “Mommy track” and the “Daddy track” for employees. Part B. Developing Human Resources 25. The Health-Care Tussle, David Glenn, The Chronicle of Higher Education, January 21, 2005
The cost of health care affects everyone, including educational institutions, which must address the increases in these costs while at the same time trying to keep their expenses under control. This is becoming more difficult. 26. Where Are All the Workers?, Peter Coy and Jack Ewing, BusinessWeek, April 9, 2007
There is a worldwide labor shortage. It’s not that there aren’t any unemployed workers, it’s that there aren’t enough workers, worldwide, with the necessary skills. 27. The Next Bubble?, Rebecca Fannin, Chief Executive, January/February 2004
There has been a great deal of discussion about the outsourcing of jobs to India and China, as well as to other countries in the developing world. The author warns that there may be a downside to this activity, if businesses aren’t careful. Part C. Maintaining an Effective Workforce 28. Turning Boomers into Boomerangs, The Economist, February 18, 2006
Older workers are going to be a resource that will have to be tapped in the future, if organizations are to have an adequate labor supply. The question is ‘How to do it and make the workplace friendly to retired workers, who want to return to work?’ UNIT 7: Perspectives and TrendsUnit OverviewPart A. Management Classic 29. The Discipline of Innovation, Peter F. Drucker, Harvard Business Review, August 2002
In this classic article from the Harvard Business Review, Peter Drucker identifies several kinds of opportunities that can be used to help develop innovation. Part B. The Multinational Corporation 30. Caterpillar, A. Taylor, Fortune, August 20, 2007
Caterpillar is an iconic American brand. They have been an enormously successful multinational corporation over the past 50 years, but they have not been without their share of problems. The question is “Can they continue to meet future challenges?” Part C. Corporate Culture 31. 5 Simple Steps to Build a Winning Corporate Culture, Gary Bradt, Supervision, March 2008
The author suggests five steps that management may take to turn a culture around in an organization. They are not difficult to understand, but they may be hard to implement. Part D. Ethics and Social Responsibility32. The Tone at the Top and Ethical Conduct Connection, Barbara Lamberton, Paul H. Mihalek, CPA, and Carl S. Smith, CMA, CFM, CPA, from Strategic Finance (March 2005)
A company’s ethical climate is set by senior management. If the company’s top managers are seen as being unethical, then the rest of the employees will take the cue from them. As the saying goes, “The fish stinks from the head down.”33. Beyond the Green Corporation, Pete Engardio, BusinessWeek, January 29, 2007
Corporations are realizing that there is money to be made in being environmentally friendly. Not only is it good for the environment, but it is also good for business, for the bottom line, and for the price of the stock. 34. The Road to Stronger Corporate Governance, Linda Zong, Corporate Board, March/April 2004
The Sarbanes-Oxley Act of 2002 has mandated a stronger role for outside directors on the boards of corporations. This is particularly true in the financial and executive compensation aspects of the board’s responsibilities. Part E. Small Business and Entrepreneurship 35. Up to the Challenge, Mark Henricks, Entrepreneur, February 2006
Here is the story of three entrepreneurs who got the opportunity to grow their businesses to the next level by getting some of the best advice possible. They still face challenges, yet continue to make great progress. 36. Only the Money Is Real, Michael Fitzgerald, Inc. Magazine, February 2007
Entrepreneurs are creative. But it takes a special kind of creativity to create an entire world, which is what Phillip Rosedale of Second Life has done. This is an interview where he explains how he, with the help of others, did it. Test-Your-Knowledge FormArticle Rating Form
