©Prentice Hall, 2001Chapter 21 Managing In Today’s World

©Prentice Hall, 2001Chapter 22 Learning Outcomes Examine the three waves in modern social history and their effect on organizations View management from a global perspective Learn how technology is changing the manager’s job Define social responsibility and ethics

©Prentice Hall, 2001Chapter 23 Learning Outcomes Define the entrepreneurial spirit Describe the management implications of a diversified workforce Discuss quality and continuous improvement Learn why many companies have downsized

©Prentice Hall, 2001Chapter 24 Corporate Stars: 1960 Versus st Century1960sIndustry Airlines Automobiles Broadcasting Cameras Computers Film Retailing Information access Mail delivery Newspapers Securities Steel Pan Am General Motors CBS Bell & Howell IBM Eastman Kodak Sears Public library U.S. Post Office New York Times Merrill Lynch U.S. Steel Southwest Daimler-Chrysler CNN Minolta Dell Computer Fuji Wal-Mart America Online Federal Express USA Today Charles Schwab Nucor Steel

©Prentice Hall, 2001Chapter 25 Three Waves of Social Change The Age of Agriculture The Age of Information The Age of Industrialization

©Prentice Hall, 2001Chapter 26 The Global Marketplace Marketplace TransnationalCorporationsTransnationalCorporations Village Village MultinationalCorporationsMultinationalCorporations Border less Organizations Organizations

©Prentice Hall, 2001Chapter 27 Stages of Going Global Export to ForeignCountriesHireForeign Agents or BrokersContractForeignManagersLicensing-FranchisingJointVenturesForeignSubsidiary Stage I Stage II Stage III

©Prentice Hall, 2001Chapter 28 EthnocentrismParochialism Globalization and the Practice of Management

©Prentice Hall, 2001Chapter 29PowerDistanceIndividualismUncertaintyAvoidance Quantity Versus Quality of Life Hofstede’s Dimensions of National Culture

©Prentice Hall, 2001Chapter 210 Technology and the Organization Production process Customer service Information access Employee job skills Level playing field

©Prentice Hall, 2001Chapter 211 Technology and the Manager’s Job FormulatingPlans MonitoringActivities MakingDecisions DefiningJobs

©Prentice Hall, 2001Chapter 212 Arguments for Social Responsibility Arguments for Social Responsibility uPublic expectations uLong-run profits uEthical obligations uPublic relations image uBetter environment uPublic expectations uLong-run profits uEthical obligations uPublic relations image uBetter environment

©Prentice Hall, 2001Chapter 213 Arguments for Social Responsibility Arguments for Social Responsibility uFewer government regulations uBalance of responsibility and power uStockholder interests uPossession of resources uPrevention versus cures uFewer government regulations uBalance of responsibility and power uStockholder interests uPossession of resources uPrevention versus cures

©Prentice Hall, 2001Chapter 214 Arguments Against Social Responsibility Violation of profit maximization Dilution of purpose Costs outweigh benefits Too much power Lack of skills Lack of accountability Lack of broad public support

©Prentice Hall, 2001Chapter 215 SocialInvolvement in Business SocialResponsibility SocialObligation SocialResponsiveness

©Prentice Hall, 2001Chapter 216 Rights View UtilitarianView Theory of Justice View The Question of Ethics

©Prentice Hall, 2001Chapter 217 Key Management Issues EntrepreneurialSpiritSensitivity to Differences

©Prentice Hall, 2001Chapter 218 Total Quality Management Continuous improvement Employee empowerment Accurate measurement Customer focus Overall quality

©Prentice Hall, 2001Chapter 219 QuantumChanges OutsourcingRightsizing Work-ProcessEngineering

©Prentice Hall, 2001Chapter 220 The Contingent Workforce Workforce Part-TimeWorkersPart-TimeWorkersContractWorkersContractWorkersTemporaryEmployeesTemporaryEmployees