Leadership development plan based on the attached format reference
This paper will allow you to examine your leadership skills and develop a plan for moving forward.
Analyze your current leadership skills based on what you have learned in this course
Identify your primary style of leadership
Identify 2 leadership theories/styles that would be beneficial to your current/future leadership role.
Summarize your understanding of both
Explain how you would apply both to make you a more effective leader
Illustrate 2 positive outcomes that you would expect to occur from each
Examine your results from the following assessments completed throughout the term: Authentic Leadership and Emotional Intelligence.
Summarize each area and identify 2 areas within each assessment you wish to further develop.
Identify how you will develop each over the next year and how it will make you a more effective leader
Illustrate 2 positive outcomes that you would expect to occur from each
Develop a personal leadership philosophy and support your ideas with material from this course and outside research.
Provide an example where your leadership philosophy can be applied to lead an organizational change
Your leadership philosophy does not have to be any specific leadership model we reviewed. Rather, it should represent your trajectory of leadership as it applies to your career aspirations. Consider your leadership style, personality, career path and the industry you work (or wish to work in) and determine which leadership skills will be most effective.
Submit a 6 to 8-page paper double spaced
Please provide at least six (6) scholarly references to support your paper.
All references should be used as in-text citations.
All work must be completed in APA format (7th edition).
A title page and reference page must be included.
Leadership Development Paper
Student Name
Introduction
(I recommend writing this section after you have completed the paper)
Provide a paragraph introduction that describes the components that will be presented in the paper. This shouldnt be too detailed, just provide an overview of what you plan to cover.
SECTION I
Analysis of Current Leadership Skills
Self-Assessment
The first part of this section is your self-assessment that was completed in week 8 (https://www.mindtools.com/pages/article/newLDR_50.htm). Make sure to have reviewed feedback from your instructor on your self-assessment paper and make any required revisions that were suggested.
Leadership Theory
Here you are to identify (1) leadership theory that would be beneficial to your leadership role. You may want to also state here why you feel this would be beneficial to your role.
Summary of Leadership Theory
Here you are to summarize your understanding of the leadership theory itself.
Anticipated Application of Leadership Theory
Here you should explain how you would apply this theory to make you a more effective leader.
Anticipated Positive Outcomes
Here you are to illustrate (2) positive outcomes that you would expect to occur as a result of applying this leadership theory in your role.
SECTION II
Analysis of Change Leadership Theory
Change Theory
Here you are to identify (1) change leadership theory that would be beneficial to your role.
Summary of Change Leadership Theory
Here you are to summarize your understanding of the (1) change leadership theory.
Application of Change Leadership Theory
Here you should explain how you would apply this theory to make you a more effective leader.
Anticipated Positive Outcomes
Here you are to illustrate (2) positive outcomes that you would expect to occur as a result of applying this change leadership theory in your role.
SECTION III
Development of Personal Leadership Philosophy
Personal Leadership Philosophy
Research and develop your own personal leadership philosophy. You should do outside research as well as use material from this course to support your ideas.
Use of Leadership Philosophy to Lead Organizational Change
Here you should provide an example of where your leadership philosophy can be applied to lead an organizational change.
Application of Leadership Philosophy within Industry
The leadership philosophy should represent your trajectory of leadership as it applies to your career aspirations. Consider your career path and the industry you work within (or wish to work in) and determine what leadership skills will be the most effective. Summarize in this section why you feel that the leadership philosophy you have developed will serve you well in your industry and career.
Conclusion
(I recommend writing this section after you have completed the paper)
In this section you are to provide an overview of the whole paper and tie it back to what you said you would cover in the introduction. As a rule this section is usually written in past tense.
References
Your minimum of (6) references belong on a new page
Reminders:
The paper is to be double-spaced and a maximum of 6-8 pages (not including the title page and references pages).
Use in-text citations in the paper and do not list any references that are not cited in the paper
References as well as citations are to follow APA format
Grammar and spell check papers before uploading them
I hope you find this template helpful. Good luck! bat27644_fm_i-xxx.inddi 12/05/17 03:47 PM
zlikovec/Shutterstock.com RF
Thomas S. Bateman
McIntire School of Commerce
University of Virginia
Scott A. Snell
Darden Graduate School of Business
University of Virginia
Robert Konopaske
McCoy College of Business
Texas State University
13e
MANAGEMENT
Leading & Collaborating in a Competitive World
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MANAGEMENT: LEADING & COLLABORATING IN A COMPETITIVE WORLD, THIRTEENTH
EDITION
Published by McGraw-Hill Education, 2 Penn Plaza, New York, NY 10121. Copyright 2019 by McGraw-Hill
Education. All rights reserved. Printed in the United States of America. Previous editions 2017, 2015, and
2013. 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 18
ISBN 978-1-259-92764-5
MHID 1-259-92764-4
Director: Michael Ablassmeir
Product Developer: Kelsey Darin
Executive Marketing Manager: Debbie Clare
Lead Content Project Manager: Christine Vaughan
Content Project Manager: Keri Johnson
Senior Buyer: Laura Fuller
Lead Designer: David Hash
Lead Content Licensing Specialist: Carrie Burger
Cover Image: zlikovec/Shutterstock.com RF
Compositor: SPi Global
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: Bateman, Thomas S., author.|Snell, Scott, 1958- author.|Konopaske,
Robert, author.
Title: Management: leading & collaborating in a competitive world/Thomas
S. Bateman, McIntire School of Commerce, University of Virginia, Scott A.
Snell, Darden Graduate School of Business, University of Virginia, Robert
Konopaske, McCoy College of Business, Texas State University.
Description: Thirteenth edition.|New York, NY: McGraw-Hill Education, [2019]
Identifiers: LCCN 2017048278|ISBN 9781259927645 (alk. paper)
Subjects: LCSH: Management.
Classification: LCC HD31.2 .B36 2019|DDC 658dc23
LC record available at https://lccn.loc.gov/2017048278
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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For my parents, Tom and Jeanine Bateman,
and Mary Jo, Lauren, T.J., and James
and
My parents, John and Clara Snell,
and Marybeth, Sara, Jack, and Emily
and
My parents, Art and Rose Konopaske,
and Vania, Nick, and Isabella
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v
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THOMAS S. BATEMAN
Thomas S. Bateman is
Bank of America pro-
fessor in the McIntire
School of Commerce at
the University of Virginia,
teaching leadership and
organizational behavior
at undergraduate and
graduate levels. For many
years prior to joining the
University of Virginia,
he taught organizational
behavior at the Kenan-
Flagler Business School
of the University of North
Carolina to undergraduates, MBA students, PhD students,
and practicing managers. He taught for two years in Europe
as a visiting professor at the Institute for Management
Development (IMD), one of the worlds leaders in the
design and delivery of executive education. Professor
Bateman earned his doctorate in business administration
at Indiana University, and his BA from Miami University.
Professor Bateman is an active management researcher,
writer, and consultant. He serves on the editorial boards
of the Academy of Management Review, the Academy of
Management Journal, and the Asia Pacific Journal of Business
and Management. His articles appear in professional jour-
nals such as the Academy of Management Journal, Academy
of Management Review, Journal of Applied Psychology,
Organizational Behavior and Human Decision Processes,
Journal of Organizational Behavior, Human Relations, Journal
of Macromarketing, and Proceedings of the National Academy
of Sciences. His recent work on leadership and psychology
in the domain of climate change appears in Nature Climate
Change, Global Environmental Change, and The Conversation.
Toms long-time research interests center on proactive
behavior (including leadership) by employees at all levels,
with a recent turn toward scientists and public leadership. His
consulting work has included a variety of organizations includ-
ing Singapore Airlines, the Brookings Institution, the U.S.
Chamber of Commerce, the Nature Conservancy, LexisNexis,
Weber Shandwick, the Association of Climate Change
Officers, and Chicagos Field Museum of Natural History.
SCOTT A. SNELL
Scott Snell is professor of
business administration at
the University of Virginias
Darden Graduate School
of Business. He teaches
courses in leadership,
organizational capability
development, and human
capital consulting. His
research focuses on human
resources and the mecha-
nisms by which organiza-
tions generate, transfer, and
integrate new knowledge
for competitive advantage.
He is co-author of four books: Managing People and
Knowledge in Professional Service Firms, Management: Leading
& Collaborating in a Competitive World, M: Management, and
Managing Human Resources. His work has been published
in a number of journals such as the Academy of Management
Journal, Academy of Management Review, Strategic
Management Journal, Journal of Management, Journal of
Management Studies, and Human Resource Management, and
he was recently listed among the top 100 most-cited authors
in scholarly journals of management. He has served on the
boards of the Strategic Management Societys human capi-
tal group, the Society for Human Resource Management
Foundation, the Academy of Managements human resource
division, the Human Resource Management Journal, the
Academy of Management Journal, and the Academy of
Management Review. Professor Snell has worked with com-
panies such as AstraZeneca, Deutsche Telekom, Shell, and
United Technologies to align strategy, capability, and invest-
ments in talent. Prior to joining the Darden faculty in 2007,
he was professor and director of executive education at
Cornell Universitys Center for Advanced Human Resource
Studies and a professor of management in the Smeal College
of Business at Pennsylvania State University. He received a
BA in psychology from Miami University, as well as MBA
and PhD degrees in business administration from Michigan
State University.
About the Authors
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ROBERT KONOPASKE
Rob Konopaske is an
associate professor of
management and prin-
ciples of management
course coordinator in
the McCoy College
of Business at Texas
State University. At the
College, he also serves
as the Director of the
Institute for Global
Business. A passionate
educator who cares
deeply about providing
students with an excep-
tional learning experience, Rob has taught numerous under-
graduate, graduate, and executive management courses,
including Introduction to Management, Organizational
Behavior, Human Resource Management, International
Human Resources Management, and International
Business. He has received numerous teaching honors
while at Texas State University, most recently the 2016
Presidential Distinction Award, 2014 Gregg Master Teacher
Award, and 20122013 Namesake for the PAWS Preview
new student socialization program (an honor bestowed
annually upon eight out of approximately 2,000 faculty and
staff). Rob earned his doctoral degree in business adminis-
tration (management) at the University of Houston, a mas-
ter in international business studies (MIBS) degree from
the University of South Carolina, and a bachelor of arts
degree (Phi Beta Kappa) from Rutgers University. He has
taught at the University of Houston, the University of North
Carolina at Wilmington, and Florida Atlantic University.
Rob is co-author of several recent editions of six books:
Management: Leading & Collaborating in a Competitive World,
M: Management, Organizational Behavior and Management,
Human Resource Management, Global Management and
Organizational Behavior, and Organizations: Behavior,
Structure, Processes. The eleventh edition of Organizations
won a McGuffey Award (for longevity of textbooks and
learning materials whose excellence has been demonstrated
over time) from the national Text and Academic Authors
Association.
Robs research has been published in such outlets as
the Journal of Applied Psychology, Academy of Management
Executive, Management International Review, Business
Horizons, Human Resource Management, Journal of Business
Research, Journal of Management Education, Nonprofit
Management and Leadership, Journal of Managerial
Psychology, and Human Resource Management Review.
Dr. Konopaske currently serves on the editorial board of
the International Journal of Human Resource Management.
Rob has lived and worked internationally, speaks three
languages, and has held management positions with a large
nonprofit organization and a Fortune 500 multinational
firm. He consults, trains, and conducts research projects for
a wide range of companies and industries. Current or for-
mer clients include Credit Suisse, PricewaterhouseCoopers,
Buffalo Wings & Rings, KPMG, New Braunfels Utilities,
and Johnson & Johnson.
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vii
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Our goal is to keep you focused on delivering important
bottom line resultsto make sure you think continually
about delivering the goods that make both you and your
organization successful. Good management practices and
processes are the keys to delivering the results that you
want and your employer wants. This results-oriented focus
of Management, 13th edition, is a unique highlight you will
take away from this book.
Leading & Collaborating
Yes, business is competitive. But its not that simple. In fact,
to think strictly in terms of competition is overly cynical, and
such cynicism can sabotage your performance. Along with
a realistic perspective on competitive realities, important
action elements in managerial success are collaboration and
leadership. To succeed, teams and organizations need people
to work with rather than against one another, Put another
way, you cant perform alonethe world is too complex, and
business is too challenging.
You need to work with your teammates. Leaders and fol-
lowers need to work as collaborators more than as adver-
saries. Work groups throughout your organization need
to cooperate with one another. Business and government,
often viewed as antagonists, can work productively together.
And today more than ever, companies that traditionally were
competitors engage in joint ventures and find other ways to
collaborate on some things even as they compete in others.
Leadership is needed to make these collaborations work.
How does an organization create competitive advan-
tage through collaboration? Its all about the people, and it
derives from good leadership.
Three stereotypes of leadership are that it comes from
the top of the company, that it comes from ones immedi-
ate boss, and that it means being decisive and issuing com-
mands. These stereotypes contain some truth, but realities
are much more complex and challenging.
First, the person at the top may or may not provide effec-
tive leadershipin fact, truly good leadership is far too rare.
Second, organizations need leaders at all levels, in every
team and work unit. This includes you, beginning early in
your career, and this is why leadership is a vital theme in
this book. Third, leaders should be capable of decisiveness
and of giving commands, but relying too much on this tra-
ditional approach isnt enough. Great leadership is far more
inspirational than that, and helps people both to think
Welcome to our 13th edition! Thank you to everyone who
has used and learned from previous editions. We are proud to
present to you our best-ever edition.
Our Goals
Our mission with this text is to inform, instruct, and inspire.
We hope to inform by providing descriptions of the impor-
tant concepts and practices of modern management. We
hope to instruct by describing how you can identify options,
make decisions, and take effective action. We hope to inspire
not only by writing in an interesting way but also by provid-
ing a real sense of the challenges and fascinating opportuni-
ties ahead of you. Whether your goal is starting your own
company, leading a team to greatness, building a strong orga-
nization, delighting your customers, or generally forging a
positive and sustainable future, we want to inspire you to take
meaningful action.
We hope to inspire you to be both a thinker and a doer.
We want you to know the important issues, consider the con-
sequences of your actions, and think before you act. But good
thinking is not enough; management is a world of action.
It is a world for those who commit to high performance.
Competitive Advantage
The world of management is competitive, while also rich with
important collaborative opportunities. Never before has it
been so imperative to your career that you learn the skills of
management. Never before have people had so many opportu-
nities and challenges with so many potential risks and rewards.
You will compete with other people for jobs, resources,
and promotions. Your employer will compete with others
for contracts, clients, and customers. To survive the compe-
tition, and to thrive, you must perform in ways that give you
an edge that makes others want to hire you, buy from you,
and do repeat business with you. Now and over time, you
will want them to choose you, not the competition.
By this standard, managers and organizations must
perform. Six essential performance dimensions are cost,
quality, speed, innovation, service, and sustainability. When
managed well, these performance dimensions deliver value
to your customer and competitive advantage to you and
your organization. Lacking performance on one or more of
them puts you at a disadvantage. We elaborate on them all,
throughout the book.
Preface
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differently and to work differentlyincluding working col-
laboratively toward outstanding results.
True leadershipfrom your boss as well as from you
inspires collaboration, which in turn generates results that
are good for you, your employer, your customer, and all the
people involved.
As Always, Currency and
Variety in the 13th Edition
It goes without saying that this textbook, in its 13th edition,
remains on the cutting edge of topical coverage, updated
throughout with both current business examples and recent
management research. We continue to emphasize real results,
sustainability, and diversity, themes on which we were early
and remain current leaders.
While still organizing the chapters around the clas-
sic management functions, we modernize those functions
with a far more dynamic orientation. Looking constantly at
change and the future, we describe the management func-
tions as Delivering Strategic Value (for Planning), Building
a Dynamic Organization (for Organizing), Mobilizing
People (for Leading), and last but hardly least, Learning
and Changing (for Controlling).
Special Features
Every chapter offers a fascinating and useful portfolio of spe-
cial boxed features that bring the subject matter to life in real
time:
1. Management in Action, a hallmark feature, presents
unfolding contemporary three-part cases about todays
business leaders and companies. The first part, Managers
Brief, encourages students at the start of each chapter to
begin thinking about one or more of that chapters major
themes in the context of the current business scene. For
example, Chapter 1 introduces Facebooks Mark Zuckerberg
and some of the challenges his company faces. The second
Management in Action element, Progress Report, appears
about halfway through each chapter and incorporates addi-
tional chapter themes into the narrative. At each stage of
this unfolding feature, we offer suggestions or questions for
classroom discussion, in-class group work, or simply reflec-
tion. Closing out the Management in Action three-part series
is Onward, at the end of each chapter, which distills key
aspects of the chapter and challenges students with questions
for further consideration. Chapter 1s closing Onward seg-
ment reflects on what it might be like to work at Facebook.
2. Social Enterprise boxes offer examples illustrating
chapter themes from outside the private sector. Many
students are deeply interested in social entrepreneurs and
enterprises, inherently and for future employment possi-
bilities. Examples include: Ashokas Bill Drayton, Pioneer
of Social Entrepreneurship (Chapter 1), Are Business
School Graduates Willing to Work for Social Enterprises?
(Chapter 10), and Piramal Sarvajal Provides Clean Water
via Water ATMs, (Chapter 17).
3. Multiple Generations at Work boxes discuss chapter
themes from multigenerational perspectives, based on data
rather than stereotypes, with a goal of strengthening what
too often are difficult workplace relationships. Examples
include: Are Portfolio Careers the New Normal?
(Chapter 2), Crowdsourcing: An Inexpensive Source of
Creative Ideas (Chapter 3), and Tech-Savvy Gen Z Is
Entering the Workforce (Chapter 17).
4. The Digital World feature offers unique examples of
how companies and other users employ digital/social media
in ways that capitalize on various ideas in each chapter.
Students of course will relate to the social media but also
learn of interesting examples and practice that most did not
know before. Instructors will learn a lot as well!
Thats the big picture. We believe the management sto-
ries in the boxed features light up the discussion and con-
nect the major themes of the new edition with the many
real worlds students will enter soon.
Up next is just a sampling of specific changes, updates,
and new highlights in the 13th editionenough to convey
the wide variety of people, organizations, issues, and man-
agement challenges represented throughout the text.
Chapter 1
New Management in Action about Mark Zuckerberg of
Facebook.
New Social Enterprise about Bill Drayton of Ashoka.
New example of Yum! Brands having 43,000 restaurants
in 135 countries.
New Exhibit 1.1: Staying Ahead of the Competition.
New example of entrepreneurial college students pitch-
ing sustainable business ideas.
New passage about artificial intelligence simplifying
human-technology interfaces.
New example of Quicken Loans Rocket Mortgage appli-
cations taking minutes to complete.
New passage about Facebook entering the job posting
space to compete against LinkedIn.
Chapter 2
New Management in Action about Jeff Bezos creating
Amazons organizational environment.
New Multiple Generations at Work about portfolio
careers becoming the new normal.
New Social Enterprise about the Paris Agreement and
combating climate change.
New example of Microsofts HoloLens teaching medical
students about human anatomy.
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New passage about Wells Fargos incentive system lead-
ing to a major corporate scandal.
New example about Amazon suing companies that sell
false positive reviews on its site.
Revised Exhibit 5.2: Examples of Decisions Made
under Different Ethical Systems.
New example about Nabiscos utilitarian decision to lay
off 1,200 workers at a Chicago plant.
Updated Exhibit 5.3: Current Ethical Issues in Business.
New Exhibit 5.6: A Process for Ethical Decision Making.
New example about Starbucks building Leadership
Energy and Environmental Design (LEED) stores in
20 countries.
Chapter 6
New Management in Action about Alibabas evolution
to a global brand.
New example of Harley-Davidsons marketing of motor-
cycles to riders in international markets.
New example of Chinese companies purchasing U.S.
firms and divisions like Starwood Hotels, Smithfield
Foods, and GEs appliance business.
Updated Exhibit 6.1: Top 10 Global Firms.
New example of a small business, AppIt, expanding
internationally by acquiring a software development
company in India.
New example about the Philippines becoming a popular
location for outsourcing.
New passage about McDonalds collaborating with an
Indian entrepreneur to adapt its menu (e.g., Chicken
Maharajah Mac) to the vegetarian country.
Chapter 7
New Management in Action about Starbucks entrepre-
neurial beginnings.
New example about 28 million small businesses generat-
ing over half of all jobs in the U.S.
Updated Exhibit 7.2: Successful Entrepreneurs Who
Started in Their 20s.
New examples of franchises including Jimmy Johns and
Jazzercise.
Updated Multiple Generations at Work: Millennial Entre-
preneurs Can Learn from Others with More Experience.
New passage about Barbara Nascimento, founder of The
Traveller Tours in Portugal, describing how to start a
business.
New example of Gordon Logan, CEO of Sports Clips,
leveraging the skills of a top management team.
Revised Exhibit 2.5: Potential Substitutes and
Complements.
New example of AstraZeneca losing patent protection of
its $5 billion product, Crestor.
New passage on organizational challenges associated
with acquisitions.
New example of Target investing in green chemistry
innovation.
Chapter 3
New Management in Action about Ubers questionable
decision making.
New example of General Electric using data analytics to
improve efficiencies of digital wind farms.
Updated Exhibit 3.2: Comparison of Types of
Decisions.
New passage about National Geographics Wanderlust
social media photo competition.
New Exhibit 3.3: The Phases of Decision Making.
New example about IDEO suggesting ways to encourage
employee creativity.
New Exhibit 3.8: Managing Group Decision Making.
New example about Havenly crowdsourcing feedback on
its pricing and new product ideas.
Chapter 4
Updated Management in Action about Walt Disney
scripting its own success.
Revised Exhibit 4.1: Decision-Making Stages and
Formal Planning Steps.
New passage about General Motors and Lyft forming
an alliance to create a fleet of on-demand autonomous
vehicles.
Revised Exhibit 4.3: Hierarchy of Goals and Plans.
New passage about Chipotles challenges with recent
food-safety events.
New Exhibit 4.5: The Strategic Management Process.
New passage about Elon Musk committing to enable
human travel to Mars.
New example of the U.S. Environmental Protection
Agencys methane-to-energy projects.
Chapter 5
New Multiple Generations at Work about Millennials
being bullish on business.
New Social Enterprise about Indias Barefoot College, a
college for the poor by the poor.
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New example of the U.S. government considering major
changes to the H-1B temporary visa program.
New passage on companies settling discrimination law-
suits brought by employees.
Chapter 11
New Management in Action about diversity and inclu-
sion at Apple.
Updated Social Enterprise about managing diversity at
Change.org.
Updated example about changing workforce
demographics.
Updated Exhibit 11.3: Top Ten Most Powerful Women
Executives.
New example of Kaiser Permanente, AT&T, and
MasterCard continuing their strong commitment to
diversity.
Updated example of the number of women in leadership
positions in S&P 500 companies.
New example of percentage of individuals with disabili-
ties who are employed.
Updated Exhibit 11.6: Some Top Executives of Color.
Chapter 12
Updated Management in Action about Indra Nooyis
leading PepsiCo to perform with purpose.
New Social Enterprise about Elizabeth Hauslers engi-
neering of disaster-proof homes.
New example of Richard Branson, CEO of Virgin Group,
envisioning a world powered by renewable energy by 2050.
New Exhibit 12.4: Sources of Leader Power.
Updated example of famous leaders including Margaret
Thatcher, Nelson Mandela, Julius Caesar, and George
Washington.
New example of servant leadership philosophies at
Zappos, Whole Foods Market, and the Container Store.
New example of how Cheryl Bachelder, CEO of Popeyes
Louisiana Kitchen, used active listening to increase store
sales by 25 percent.
New passages about lateral, intergroup, and shared
leadership.
Chapter 13
Updated Management in Action about what makes soft-
ware company, SAS, such a great place to work.
Updated Multiple Generations at Work about
Millennials wanting to fulfill higher-order needs.
Updated Social Enterprise about giving veterans a
renewed sense of purpose.
Chapter 8
Updated Management in Action about leadership and
structural changes at General Motors.
Updated Social Enterprise about Kivas approach to
organizing.
Updated Multiple Generations at Work about online
networks replacing traditional hierarchies.
New examples of Shake Shack, Microsoft, and Sanofi
using top management teams.
New Exhibit 8.2: Examples of Differentiation.
New Exhibit 8.13: A Network Organization.
New examples of how Southwest Airlines, MasterCard,
SAP, and Target are integrating marketing and commu-
nications functions.
New example of how the Internal Revenue Service is
organized around customer groups.
Chapter 9
New passages about organizing around ordinary and
dynamic capabilities.
New example of Canons core capability in innovative
image technology.
New example about Dr Pepper Snapple Group, Coca-
Cola, and PepsiCo forming an alliance to cut by 25
percent the amount of sugar in their soft drinks by
2025.
Revised Exhibit 9.2: How Is Can Become Wes.
New example of Walmarts CEO trying to reduce
bureaucracy while encouraging employees to take more
initiative.
New example of Capital One using predictive analytics
to make credit card offers to customers.
New examples of small and large batch technologies.
Chapter 10
Updated Management in Action about Googles ability
to hire top talent.
Updated Social Enterprise about business school gradu-
ates working for social enterprises.
Updated Multiple Generations at Work about college
students needing soft skills.
New example about Kayak, Etsy, and
