Case assignment
After reading the assigned Week 3 Chapters, complete the following case assignment in a Microsoft Word Document using APA 7th ed. Format. Do not submit your assignment in PDF format.
Please read Bloomberg Case in the News, Companies Have an Aha! Moment: Bullies Don’t Make the Best Managers, at the end of Chapter 10 on pages 303-305 in the textbook, and answer the corresponding questions (1-3) that follow it.
Type all answers in a Microsoft Word Document in APA format and submit it via the assignment link above by Sunday at 11:59 PM ET.
Please use this APA 7th ed. format paper template for the Case Assignment
Please Click Here for the APA 7th ed. format Template
Please read each question carefully and answer all the questions in their entirety. It is required to support your responses with information from the sources you used.
Please note: It is required to provide all the sources you used in your reference list in correct APA 7th ed. format. It is also required to cite all the information you provided from your sources in correct APA 7th ed. format using in-text and/or narrative citations.
Please read and follow the rubric below in an effort to earn full credit for your work.
Case Assignment Rubric
Thoroughly answered all of the questions: 50
References and citations to course or other source material: 20
Spelling/Grammar at college level: 10
Quality and Content of APA formatting: 20
TOTAL: 100 points
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Title of Your Paper
Your First and Last Name
Keiser University
MAN1021 Principles of Management
Date
Title of Your Paper
PLEASE DELETE ALL THE INSTRUCTIONS IN BLUE TEXT PRIOR TO SUBMITTING YOUR ASSIGNMENT
The title of your paper is in title case, bold, and centered. For the Case Assignments you may use the questions as your Level 1 Topic Headings which should also be in title case, bold, and centered. Provide your answers to the questions in paragraph format. Do not number your answers.
All paragraphs should be indented by one tab key (0.5 in.). This APA format paper template is already formatted with indentations and double spacing. All content in your paper should be in Times New Roman 12-pt font and double-spaced. Do not double/double-space between the paragraphs and APA Level 1 Topic Headings.
For the Case Assignments it is not necessary to provide an Abstract, Introduction, and Summary (Conclusion). It is required to provide a separate Title Page (the first page) and a separate Reference page at the end of your paper. The Reference page will include your reference list which will include all the sources you used for your assignment. Your sources are required to be in correct APA 7th ed. format. All references are required to be in hanging indent format and uniformly double-spaced. This includes the course textbook, any academic journal articles from the Online Keiser Library, and/or any professional online websites. Please refrain from using Wikipedia, any Wiki sites, online textbooks, and Blogs, as these are not credible sources and are not accepted. A standalone URL link is not an APA format reference and is not accepted.
Please note it is required to credit the authors who wrote the information you use in your responses. Therefore, it is required to cite all the information you used from your sources by including parenthetical and/or narrative citations in correct APA 7th ed. format to avoid plagiarism. Please utilize the APA Resources found in the Getting Started tab in the course menu on the left sidebar. Under APA Formatting Videos you will find helpful instructional documents and videos to learn correct APA 7th ed. format for citations and references. Please watch the videos.
Please see the Reference Page below with examples of correct format for your references. If you have any questions please feel free to ask in the Ask Questions forum or contact me directly.
When you save your document click on Save As and rename your paper in the following format:
Last Name First Name_MAN1021 Week 1 Case Assignment
Or
Last Name First Name_MAN1021 Week 3 Case Assignment
PLEASE DELETE ALL THE INSTRUCTIONS IN BLUE TEXT PRIOR TO SUBMITTING YOUR ASSIGNMENT
References
Below are examples of correct APA format references for a textbook, a journal article with a DOI, a journal article without a DOI, and a website.
Please note the references are required to be in alphabetical order.
Davis, J., & Manson, M. (2018). Professional management (3rd ed.). Pearson.
Plant, R. A., & Page, J. P. (2020). Understanding leadership styles used in management. Journal of Professional Management, 8(12), 8-15. https://doi.org/10.1047/jpm00012/26 or doi:10.1047/jpm00012/26
Scott, M. (2019). The art of effective management: Being the best leader. Journal of Business Ethics, 6(3), 33-41. https://nlo.ethics.bus/journal/10651
Soprano, T. (2019). The implementation of leadership styles for new managers: Developing organizational leaders. Insights in Management. https://www.im.org.developleaders.aspx
PLEASE DELETE ALL THE REFERENCE EXAMPLES AND THE INSTRUCTIONS IN BLUE TEXT PRIOR TO SUBMITTING YOUR ASSIGNMENT
Key points: (Delete this information prior to submitting your paper)
Citations are the in-text citations you provide in your written text such as parenthetical and narrative citations. References are the sources you used in your research.
Use Times New Roman, 12 pt. font. Do not use bold print or uppercase font in references.
In a parenthetical citation at the end of a sentence provide only the authors last name and year of publication. Provide an ampersand (&) before the last authors name.
Example: (Jones & George, 2020).
A period is not placed before a parenthetical citation. The citation becomes a part of the sentence, so a period is placed after the citation.
In a narrative citation within the text use the word and before the authors last name.
Example: According to Jones and George (2020),
Direct quotes should not be italicized. When you use a direct quote, it is required to provide the page or paragraph number in the citation. Direct quotes should be short and used sparingly. The information you cite from your sources should be paraphrased in your words.
Please refrain from providing one citation at the end of your paragraphs. Providing a blanket citation at the end of every paragraph is unacceptable and does not meet APA format citing requirements.
All information provided from sources are required to be cited from the sources in which you found the information to avoid plagiarism.
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Title of Your Paper
Your First and Last Name
Keiser University
MAN1021 Principles of Management
Date
1
Title of Your Paper
Your First and Last Name
Keiser University
MAN1021 Principles of Management
Date page i
page ii
CONTEMPORARYManagement
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page iii
CONTEMPORARYManagement
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CONTEMPORARY MANAGEMENT, ELEVENTH EDITION
Published by McGraw-Hill Education, 2 Penn Plaza, New York, NY 10121. Copyright 2020 by
McGraw-Hill Education. All rights reserved. Printed in the United States of America. Previous
editions 2018, 2016, and 2014. No part of this publication may be reproduced or distributed in
any form or by any means, or stored in a database or retrieval system, without the prior written
consent of McGraw-Hill Education, including, but not limited to, in any network or other electronic
storage or transmission, or broadcast for distance learning.
Some ancillaries, including electronic and print components, may not be available to customers
outside the United States.
This book is printed on acid-free paper.
1 2 3 4 5 6 7 8 9 LWI 21 20 19
ISBN 978-1-260-07509-0 (bound edition)
MHID 1-260-07509-5 (bound edition)
ISBN 978-1-260-48866-1 (loose-leaf edition)
MHID 1-260-48866-7 (loose-leaf edition)
Managing Director: Terri Schiesl
Director: Michael Ablassmeir
Lead Product Developer: Kelly Delso
Product Developer: Haley Burmeister
Executive Marketing Manager: Debbie Clare
Senior Project Manager, Core Content: Kathryn D. Wright
Senior Project Manager, Assessment Content: Keri Johnson
Project Manager, Media Content: Karen Jozefowicz
Buyer: Sandy Ludovissy
Design: Jessica Cuevas
Content Licensing Specialist: Jaocb Sullivan
Cover Image: G.LIUDMILA/Shutterstock
Compositor: SPi Global
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All credits appearing on page or at the end of the book are considered to be an extension of the
copyright page.
Library of Congress Cataloging-in-Publication Data
Names: Jones, Gareth R., author. | George, Jennifer M., author.
Title: Contemporary management/Gareth R. Jones, Jennifer M. George, Jesse H. Jones
Graduate School of Business Rice University.
Description: Eleventh edition. | New York, NY: McGraw-Hill Education, [2020]
Identifiers: LCCN 2018048517| ISBN 9781260075090 (bound edition) | ISBN
1260075095 (bound edition) | ISBN 9781260488661 (loose-leaf edition) | ISBN
1260488667 (loose-leaf edition)
Subjects: LCSH: Management.
Classification: LCC HD31 .J597 2020 | DDC 658–dc23 LC record available at
https://lccn.loc.gov/2018048517
The Internet addresses listed in the text were accurate at the time of publication. The inclusion of a
website does not indicate an endorsement by the authors or McGraw-Hill Education, and McGraw-
Hill Education does not guarantee the accuracy of the information presented at these sites.
mheducation.com/highered
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https://lccn.loc.gov/2018048517
http://mheducation.com/highered
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BRIEF CONTENTS
Part One
Management
Chapter 1
Managers and Managing
Chapter 2
The Evolution of Management Thought
Chapter 3
Values, Attitudes, Emotions, and Culture: The Manager as a Person
Part Two
The Environment of Management
Chapter 4
Ethics and Social Responsibility
Chapter 5
Managing Diverse Employees in a Multicultural Environment
Chapter 6
Managing in the Global Environment
Part Three
Decision Making, Planning, and Strategy
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212
244
272
308
338
372
404
434
Chapter 7
Decision Making, Learning, Creativity, and Entrepreneurship
Chapter 8
The Manager as a Planner and Strategist
Chapter 9
Value Chain Management: Functional Strategies for Competitive Advantage
Part Four
Organizing and Controlling
Chapter 10
Managing Organizational Structure and Culture
Chapter 11
Organizational Control and Change
Chapter 12
Human Resource Management
Part Five
Leading Individuals and Groups
Chapter 13
Motivation and Performance
Chapter 14
Leadership
Chapter 15
Effective Groups and Teams
Part Six
Managing Critical Organizational Processes
Chapter 16
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466
496
522
NI-1
OI-1
SGI-1
Promoting Effective Communication
Chapter 17
Managing Conflict, Politics, and Negotiation
Chapter 18
Using Advanced Information Technology to Increase Performance
NAME INDEX
ORGANIZATION INDEX
SUBJECT GLINDEX
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AUTHORS
Gareth Jonescurrently offers pro bono advice on solving management problems to
nonprofit organizations in Houston, Texas. He received his BA in Economics/Psychology and his
PhD in Management from the University of Lancaster, UK. He was formerly Professor of
Management in the Graduate School of Business at Texas A&M University and earlier held
teaching and research appointments at Michigan State University, the University of Illinois at
Urbana-Champaign, and the University of Warwick, UK.
He continues to pursue his research interests in strategic management and organizational theory
and his well-known research that applies transaction cost analysis to explain many forms of
strategic and organizational behavior. He also studies the complex and changing relationships
between competitive advantage and information technology in the 2010s.
He has published many articles in leading journals of the field, and his research has appeared in
the Academy of Management Review, the Journal of International Business Studies, and Human
Relations. An article about the role of information technology in many aspects of organizational
functioning was published in the Journal of Management. One of his articles won the Academy of
Management Journals Best Paper Award, and he is one of the most cited authors in the Academy
of Management Review. He is, or has served, on the editorial boards of the Academy of
Management Review, the Journal of Management, and Management Inquiry.
Gareth Jones has used his academic knowledge to craft leading textbooks in management and
three other major areas in the management discipline: organizational behavior, organizational
theory, and strategic management. His books are widely recognized for their innovative,
contemporary content and for the clarity with which they communicate complex, real-world issues
to students.
Jennifer Georgeis the Mary Gibbs Jones Professor of Management and Professor of
Psychology in the Jesse H. Jones Graduate School of Business at Rice University. She received her
BA in Psychology/Sociology from Wesleyan University, her MBA in Finance from New York
University, and her PhD in Management and Organizational Behavior from New York University.
Prior to joining the faculty at Rice University, she was a professor in the Department of
Management at Texas A&M University.
Professor George specializes in organizational behavior and is well known for her research on
mood and emotion in the workplace, their determinants, and their effects on various individual and
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group-level work outcomes. She is the author of many articles in leading peer-reviewed journals
such as the Academy of Management Journal, the Academy of Management Review, the Journal of
Applied Psychology, Organizational Behavior and Human Decision Processes, Journal of
Personality and Social Psychology, Organization Science, and Psychological Bulletin. One of her
papers won the Academy of Managements Organizational Behavior Division Outstanding
Competitive Paper Award, and another paper won the Human Relations Best Paper Award. She is,
or has been, on the editorial review boards of the Journal of Applied Psychology, Academy of
Management Journal, Academy of Management Review, Administrative Science Quarterly, Journal
of Management, Organizational Behavior and Human Decision Processes, Organization Science,
International Journal of Selection and Assessment, and Journal of Managerial Issues; was a
consulting editor for the Journal of Organizational Behavior; was a member of the SlOP
Organizational Frontiers Series editorial board; and was an associate editor of the Journal of
Applied Psychology. She is a fellow in the Academy of Management, the American Psychological
Association, the American Psychological Society, and the Society for Industrial and Organizational
Psychology and a member of the Society for Organizational Behavior. She also has coauthored a
textbook titled Understanding and Managing Organizational Behavior.
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PREFACE
Since the tenth edition of Contemporary Management was published, our book
continues to be a leader in the management market. This tells us that we continue to
meet the expectations of our existing users and attract new users to our book. It is clear
that most management instructors share with us a concern for the need to continuously
introduce new and emerging issues into the text and its examples to ensure that cutting-
edge issues and new developments in the field of contemporary management are
addressed.
In the new eleventh edition of Contemporary Management, we continue with our
mission to provide students the most current and up-to-date account of the changes
taking place in the world of business management. The fast-changing domestic and
global environment continues to pressure organizations and their managers to find new
and improved ways to respond to changing events in order to maintain and increase
their performance. More than ever, events around the globe, rapid changes in
technology, and economic pressures and challenges show how fast the success and even
survival of companies can change. For example, the increasing complexity of the
exchanges between global companies has profoundly affected the management of both
large and small organizations. Today there is increased pressure on managers to find
new management practices that can increase their companies efficiency and
effectiveness and ability to survive and prosper in an increasingly competitive global
environment.
In revising our book, we continue our focus on making our text relevant and
interesting to todays studentssomething that we know from instructor and student
feedback engages them and encourages them to make the effort necessary to assimilate
the text material. We continue to mirror the changes taking place in management
practices by incorporating recent developments in management theory and research into
our text and by providing vivid, current examples of how managers of companies large
and small have responded to the changes taking place. Indeed, we have incorporated
many new and contemporary examples in the new edition illustrating how founders,
managers, and employees in a variety of types of organizations respond to the
opportunities and challenges they face. These examples drive home to students how
essential it is for them to develop a rich understanding of management theory and
research and the ability to apply what they have learned in organizational settings.
The number and complexity of the strategic, organizational, and human resource
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challenges facing managers and all employees have continued to increase throughout
the 2010s. In most companies, managers at all levels are playing catch-up as they work
toward meeting these challenges by implementing new and improved management
techniques and practices. Today relatively small differences in performance between
companies, such as in the speed at which they can bring new products or services to
market or in how they motivate their employees to find ways to improve performance or
reduce costs, can combine to give one company a significant competitive advantage
over another. Managers and companies that use proven management techniques and
practices in their decision making and actions increase their effectiveness over time.
Companies and managers that are slower to implement new management techniques
and practices find themselves at a growing competitive disadvantage that makes it even
more difficult to catch up. Thus many industries have widening gaps between weaker
competitors and the most successful companies, whose performance reaches new
heights because their managers have made better decisions about how to use a
companys resources in the most efficient and effective ways. In the rapidly changing
and dynamic environment facing organizations today, effective managers recognize the
vital role that creativity and innovation play in successfully anticipating and responding
to these challenges as well as seizing the potential opportunities that they bring while
mitigating the threats.
The issues facing managers continue to intensify as changes in the global
environment, such as a tightening of the U.S. labor market and rising wages in China
and other countries, impact organizations large and small. Similarly, increasing
globalization means managers must respond to major differences in the legal rules and
regulations and ethical values and norms that prevail in countries around the globe.
Moreover, the revolution in information technology (IT) continues to transform how
managers make decisions across all levels of a companys hierarchy and across all its
functions and global divisions. The eleventh edition of our book addresses these
ongoing challenges as IT continues to change at breakneck speed, especially in the area
of artificial intelligence, blockchain technology, data analytics, and cybersecurity.
Other major challenges we continue to expand on in the new edition include the
impact of the steadily increasing diversity of the workforce on companies and how this
increasing diversity makes it imperative for managers to understand how and why
people differ so they can effectively manage and reap the many benefits of a diverse
workforce. Similarly, across all functions and levels, managers and employees must
continuously search out ways to work smarter and increase performance. Using new
IT to improve all aspects of an organizations operations to boost efficiency and
customer responsiveness is a vital part of this process. We have significantly revised the
eleventh edition of Contemporary Management to address these challenges to managers
and their organizations.
Major Content Changes
Encouraged by the number of instructors and students who use each new edition of our
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book, and based on the reactions and suggestions of both users and reviewers, we have
revised and updated our book in the following ways. First, just as we have included new
research concepts as appropriate, so too have we been careful to eliminate outdated or
marginal management concepts. As usual, our goal has been to streamline our
presentation and keep the focus on the changes taking place that have the most impact
on managers and organizations. In todays world of instant sound bites, videos, text
messaging, and tweets, providing the best content is much more important than
providing excessive contentespecially when some of our students are burdened by
time pressures stemming from the need to work long hours at paying jobs and meeting
personal commitments and obligations.
Second, we have added new management content and have reinforced its
importance by using many small and large company examples that are described in the
chapter opening cases titled A Managers Challenge; in the many boxed examples
featuring managers and employees in companies both large and small in each chapter;
and in the Case in the News closing cases.
Chapter 1, for example, contains new and updated material on the way recent
changes in IT and the products and services that result from it are affecting competition
among companies. The chapter features a new opening feature about Microsoft CEO
Satya Nadella and his quest to reboot the tech giant by encouraging staff to adopt a
mind-set that is constantly learning and improving, retooling products and services to
encourage efficiency and innovation, and placing a high value on diversity in the
workplace. New chapter highlights include features about working as a city manager,
managing a large emergency room facility, and recovering from a companywide ethical
scandal at Wells Fargo. The chapter also contains an updated discussion and examples
about managing a diverse workforce, including Americas best employers for diversity.
Chapter 2 opens with the story of how Comcast is rethinking the customer
experience in an effort to sustain competitive advantage. The chapter continues to cover
traditional management theories and how they have been modified to address changing
work conditions in the global environment today. In addition, a new discussion focuses
on the theory of dynamic capabilities, which encourages managers to use the
organizations past experience to shift focus when situations demand a different
approach.
Chapter 3 updates material about the manager as a person and the way personal
characteristics of managers (and all members of an organization) influence
organizational culture and effectiveness. The chapter opens with a new Managers
Challenge on Geisha Williams, the CEO of PG&E (one of the countrys largest gas
and oil utilities) and the first Latina to run a Fortune 500 company. There is also new
content about personality assessments, including the Myers-Briggs Type Indicator and
the DiSC Inventory Profile, as well as chapter features on promoting ethical values in
the hotel industry and understanding emotional intelligence in various cultures.
Chapter 4 provides updated material about the unethical and illegal behaviors of
managers from various industries. We have updated our coverage of the many issues
involved in acting and managing ethically, including an opening story about Tesla and
its involvement in building microgrids to help restore power in Puerto Rico after the
island suffered devastating damage from recent hurricanes. We also discuss new issues
in ethics and provide conceptual tools to help students understand better how to make
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ethical decisions. We highlight issues related to worker safety, environmental
responsibility, and regulations to protect consumer safety. Finally, we have updated
coverage of the ethics of nonprofits and their managers as well as added chapter features
on Accentures new chatbot that is helping to guide employee ethical behavior and a
global organization that protects home-based apparel workers in foreign countries. The
ethical exercise at the end of every chapter continues to be a popular feature of our
book.
Chapter 5 focuses on the effective management of the many faces of diversity in
organizations for the good of all stakeholders. A new Managers Challenge highlights
the strategies Intel uses to effectively manage diversity in the workplace. We have
updated chapter content, examples, and statistics for such issues as age, gender, race and
ethnicity, disabilities, sexual orientation, and the pay gap between women and men. In
addition, we have added a new discussion about implicit bias and how it affects most
peoples actions and decisions in an unconscious manner. The chapter also provides
expanded coverage of the way managers can leverage the increasing diversity of the
population and workforce to reap the performance benefits that stem from diversity
while ensuring that all employees are treated fairly. Finally, the discussion about sexual
harassment has been revised to include recent statistics and information about the
#MeToo movement, which impacts women in many different work situations.
Chapter 6 contains an integrated account of forces in both the domestic and global
environments. A new Managers Challenge describes the challenges and opportunities
Amazon faced as it tried to expand its e-commerce business to India. The chapter has
also been revised and updated to reflect the way increasing global competition and free
trade have changed the global value creation process. The chapter uses examples from
the fashion industry, electronics industry, and the music-streaming industry to illustrate
these issues. In addition, a new section describes the GLOBE project, which extends
Hofstedes work on national culture by examining additional dimensions that may
impact how business is conducted in a variety of cultures and countries. The chapter
also has an updated discussion about the challenges faced by expats in moving abroad,
as well as strategies utilized by companies in an effort to become key suppliers to
emerging global businesses.
Chapter 7 discusses the vital processes of decision making, learning, and creativity
in organizations and their implications for managers and all employees. The chapter
opens with a new Managers Challenge on how creativity and the ability to learn
helped the management of 23andMe, an online genetic screening service, adapt its
business when roadblocks almost derailed the company. We also include a discussion of
the position of chief sustainability officer and examine how managers can make
decisions to help ensure their actions contribute to sustainability. Also, we continue our
discussion of social entrepreneurs who seek creative ways to address social problems to
improve well-being by, for example, reducing poverty, increasing literacy, and
protecting the natural environment. In addition, we expanded the discussion of
strategies for creating and sustaining a learning organization and added features on
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decision-making strategies at a beauty-products startup and Western Unions successful
approach to constant learning throughout the organization.
As in the last edition, Chapter 8 focuses on corporate-, global-, and business-level
strategies, and Chapter 9 discusses functional strategies for managing value chain
activities. These two chapters make clear the links between the different levels of
strategy while maintaining a strong focus on managing operations and processes.
Chapter 8 continues the discussion of planning and levels of strategy, which focuses on
how companies can use vertical integration and related diversification to increase long-
term profitability. A new opening story describes the strategies put in place by Marriott
International CEO Arne Sorenson and his management team to expand the companys
growth over the next few years. The chapter also includes updated examples of
business-level strategies that focus on low-cost strategies in a world in which prices
continue to be under pressure due to increased global competition. In Chapter 9 we
continue to explore how companies can develop new functional-level strategies to
improve efficiency, quality, innovation, and responsiveness to customers. We also
added a discussion on the importance of value chain analysis for managers within any
organization to help increase efficiency, reduce costs, and strengthen collaboration
among various functional activities. In addition to coverage of TQM, including the Six
Sigma approach, we include a discussion of the importance of customer relationship
management (CRM) and the need to attract and retain customers especially during
challenging economic times.
Chapters 10 and 11 offer updated coverage of organizational structure and control
and discuss how companies have confronted the need to reorganize their hierarchies and
ways of doing business as the environment changes and competition increases. In
Chapter 10, for example, we discuss how McDonalds CEO Steve Easterbrook made
major organizational changes, including a move to the city for the companys corporate
headquarters, in an effort to revitalize and re-energize the companys culture and overall
business. We also continue to highlight examples that show how companies are
designing global organizational structure and culture to improve performance. In
Chapter 11 we continue this theme by looking at how companies are changing their
control systems to increase efficiency and quality, for example. More generally, how to
use control systems to increase quality is a theme throughout the chapter.
We have updated and expanded our treatment of the many ways in which managers
can effectively manage and lead employees in their companies. For example, Chapter
12 opens with a new Managers Challenge that highlights how Home Depots
strategic focus on hiring and retaining top workers in a tight labor market continues to
pay off for the home improvement retail giant. The chapter also discusses best practices
to recruit and attract outstanding employees, the importance of training and
development, pay differentials, and family-friendly benefit programs. In addition, there
is treatment of the use of background checks by employers, the use of forced ranking
systems in organizations, and issues concerning excessive CEO pay and pay
comparisons between CEOs and average workers, and updated statistics on U.S. union
membership. Finally, we added a discussion on the recent trend of companies doing
away with annual performance appraisals in an effort to provide real-time feedback and
foster ongoing conversations about job performance, expectations, and growth and
development. Chapter 13 continues coverage of prosocially motivated behavior,
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including examples of people who are motivated to benefit others. It also discusses the
many steps managers can take to create a highly motivated workforce and the
importance of equity and justice in organizations.
Chapter 14 highlights the critical importance of effective leadership in
organizations and factors that contribute to managers being effective leaders, including
a discussion of servant leadership. A new Managers Challenge describes the
effective leadership demonstrated by the two recent CEOs of the Dana-Farber Cancer
Institute. There is also a discussion of how managers with expert power need to
recognize that they are not always right. The chapter also addresses how emotional
intelligence may help leaders respond appropriately when they realize they have made a
mistake, and it gives updated examples of leadership in a variety of organizations.
Expanded and updated coverage of the effective management of teams, including virtual
teams, is provided in Chapter 15, which opens with a new Managers Challenge that
highlights how the U.S. Army has se
