Chat with us, powered by LiveChat Assignment-3 Please read the case “Is Tesla out of Control” on Page number 678, Chapter 16 – “Con | Max paper



Please read the case “Is Tesla out of Control” on Page number 678, Chapter 16 – “Controlling” available in your textbook/e-textbook “Management: A Practical Approach” 9th edition by Kinicki, A., & Williams, B., and answer the following questions:(see the attachment I uploaded the book ) 


Q1. What is the underlying problem in this case from the perspective of CEO Elon Musk?  (1 Mark)

Q2. What are the causes of the problem? (1 Mark)

Q3. Which areas of organizational control are part of Tesla’s plan to remedy issues with the Model 3? Provide examples. (1.5 Marks)

Q4. Is Musk exhibiting the two core principles of total quality management? Why or why not? (1.5 Marks)

Kingdom of Saudi Arabia

Ministry of Education

Saudi Electronic University

المملكة العربية السعودية

وزارة التعليم

الجامعة السعودية الإلكترونية

College of Administrative and Financial Sciences

Assignment 3 MGT101 (1st Term 2021-2022)

Deadline: 04/12/2021 @ 23:59

(To be posted/released to students on BB anytime in Week 11)

Course Name: Principles of Management

Student’s Name:

Course Code: MGT101

Student’s ID Number:

Semester: 1st


Academic Year: 1442/1443 H, 1st Term

For Instructor’s Use only

Instructor’s Name:

Students’ Grade: /5

Level of Marks: High/Middle/Low


· This assignment is an individual assignment.

Due date for Assignment 3 is 04/12/2021

· The Assignment must be submitted only in WORD format via allocated folder.

· Assignments submitted through email will not be accepted.

· Students are advised to make their work clear and well presented, marks may be reduced for poor presentation. This includes filling your information on the cover page.

· Students must mention question number clearly in their answer.

· Late submission will NOT be accepted.

· Avoid plagiarism, the work should be in your own words, copying from students or other resources without proper referencing will result in ZERO marks. No exceptions.

· All answered must be typed using Times New Roman (size 12, double-spaced) font. No pictures containing text will be accepted and will be considered plagiarism).

Submissions without this cover page will NOT be accepted.

Assignment Purposes/Learning Outcomes:

After completion of Assignment-3 students will able to understand the

LO 1.1: State the concept of management functions, roles, skills of a manager and the different theories of management.

LO 2.2:

Employ knowledge and techniques of strategic planning, problem solving, decision making and change management.


Please read the case “Is Tesla out of Control” on Page number 678, Chapter 16 – “Controlling” available in your textbook/e-textbook “Management: A Practical Approach” 9th edition by Kinicki, A., & Williams, B., and answer the following questions:


Q1. What is the underlying problem in this case from the perspective of CEO Elon Musk? (1 Mark)

Q2. What are the causes of the problem? (1 Mark)

Q3. Which areas of organizational control are part of Tesla’s plan to remedy issues with the Model 3? Provide examples. (1.5 Marks)

Q4. Is Musk exhibiting the two core principles of total quality management? Why or why not? (1.5 Marks)



A Practical Introduction



Angelo Kinicki
Arizona State University

Kent State University

Brian K. Williams


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 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

ISBN 978-1-260-07511-3
MHID 1-260-07511-7

Editorial Director: Michael Ablassmeir
Product Developer: Anne Ehrenworth
Executive Marketing Manager: Debbie Clare
Content Project Managers: Harvey Yep (Core)/Keri Johnson (Assessment)
Buyer: Susan K. Culbertson
Design: Jessica Cuevas
Content Licensing Specialists: Carrie Burger
Cover Image: ©Olivier Renck/Aurora/Getty Images
Compositor: Aptara®, Inc.

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: Kinicki, Angelo, author. | Williams, Brian K., 1938- author.
Title: Management : a practical introduction / Angelo Kinicki, Arizona State

 University, Brian K. Williams.
Description: Ninth edition. | New York, NY : McGraw-Hill Education, [2020]
Identifiers: LCCN 2018047636| ISBN 9781260075113 (alk. paper) | ISBN
 1260075117 (alk. paper)
Subjects: LCSH: Management.
Classification: LCC HD31 .K474 2020 | DDC 658—dc23 LC record available at

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.


Walkthrough Preface of 9e xv

PA R T 1
1 The Exceptional Manager: What You Do, How You

Do It 2

2 Management Theory: Essential Background for the
Successful Manager 42

PA R T 2
The Environment of Management
3 The Manager’s Changing Work Environment and

Ethical Responsibilities: Doing the Right Thing 76

4 Global Management: Managing across Borders 116

PA R T 3
5 Planning: The Foundation of Successful

Management 156

6 Strategic Management: How Exceptional Managers
Realize a Grand Design 188

Learning Module 1: Entrepreneurship 220

7 Individual and Group Decision Making: How
Managers Make Things Happen 238

PA R T 4
8 Organizational Culture, Structure, and Design:

Building Blocks of the Organization 280

9 Human Resource Management: Getting the Right
People for Managerial Success 322

10 Organizational Change and Innovation: Lifelong
Challenges for the Exceptional Manager 374

PA R T 5
11 Managing Individual Differences and Behavior:

Supervising People as People 408

12 Motivating Employees: Achieving Superior
Performance in the Workplace 456

13 Groups and Teams: Increasing Cooperation,
Reducing Conflict 502

14 Power, Influence, and Leadership: From Becoming a
Manager to Becoming a Leader 534

15 Interpersonal and Organizational Communication:
Mastering the Exchange of Information 580

PA R T 6
16 Control Systems and Quality Management:

Techniques for Enhancing Organizational
Effectiveness 630

Learning Module 2: The Project Planner’s Toolkit:
Flowcharts, Gantt Charts, and Break-Even Analysis 681

brief contents

Chapter Notes CN-1
Name Index IND-1

Organization Index IND-5
Glossary/Subject Index IND-11



To Joyce Kinicki, the love of my life, best friend, and the wind beneath

my wings.


about the author

Angelo Kinicki is an emeritus professor of management and held the
Weatherup/Overby Chair in Leadership from 2005 to 2015 at the W.P. Carey
School of Business at Arizona State University. He joined the faculty in 1982,
the year he received his doctorate in business administration from Kent State
University. He was inducted into the W.P. Carey Faculty Hall of Fame in 2016.
Angelo currently is the Dean’s Scholar in Residence at Kent State University.
He is teaching in the MBA program and serves on the Dean’s National Advisory

Angelo is the recipient of six teaching awards from Arizona State
University, where he taught in its nationally ranked MBA and PhD programs.
He also received several research awards and was selected to serve on the
editorial review boards for four scholarly journals. His current research
interests focus on the dynamic relationships among leadership;
organizational culture; organizational change; and individual, group, and
organizational performance. Angelo has published over 95 articles in a
variety of academic journals and proceedings and is co-author of eight
textbooks (32 including revisions) that are used by hundreds of universities
around the world. Several of his books have been translated into multiple
languages, and two of his books were awarded revisions of the year by
McGraw-Hill. Angelo was identified as being among the top 100 most
influential (top .6%) Organizational Behavioral authors in 2018 out of a total
of 16,289 academics.

Angelo is a busy international consultant and is a principal at Kinicki and Associates, Inc., a
management consulting firm that works with top management teams to create organizational
change aimed at increasing organizational effectiveness and profitability. He has worked with
many Fortune 500 firms as well as numerous entrepreneurial organizations in diverse
industries. His expertise includes facilitating strategic/operational planning sessions,
diagnosing the causes of organizational and work-unit problems, conducting organizational
culture interventions, implementing performance management systems, designing and
implementing performance appraisal systems, developing and administering surveys to
assess employee attitudes, and leading management/executive education programs. He
developed a 360° leadership feedback instrument called the Performance Management
Leadership Survey (PMLS) that is used by companies throughout the world.

Angelo and his wife of 37 years, Joyce, have enjoyed living in the beautiful Arizona desert
for 36 years. They are both natives of Cleveland, Ohio. They enjoy traveling, hiking, and
spending time in the White Mountains with Gracie, their adorable golden retriever. Angelo also
has a passion for golfing.

Courtesy of Angelo Kinicki


new to the ninth edition

We are pleased to share these exciting updates
and new additions!
Two major changes were implemented in the ninth edition. The first involved a new strategic
career readiness theme throughout the product to address employers’ concerns about
students graduating without being career ready. The second was to extend our emphasis on
the practical application of management. Below is a review of these substantive changes.

Career Readiness Theme Promotes Employable Skills
Global surveys of CEOs and recruiters reveal that college graduates do not possess the knowl-
edge, skills, and attributes desired by employers, resulting in a lack of career readiness. We want
to promote the development of your students’ career readiness competencies so that they are
more employable. Therefore, we’ve introduced a new strategic theme of career readiness to cre-
ate a link between the principles of management and the objective of providing students with the
tools they need to flourish on their chosen employment path. This integration takes five forms:

• The career readiness theme is thoroughly introduced in Chapter 1. We introduce a major
section, 1.7, entitled “Building Your Career Readiness,” and present a model of career
readiness along with a table of competencies desired by employers.

• Over 40 of the product’s 66 Self-Assessments pertain directly to a career readiness
competency. Feedback from these self-assessment can be used to assist students in
creating a development plan focused on being career ready.

• Each chapter concludes with a new section entitled “Career Corner: Managing Your
Career Readiness.” This section serves two purposes. First, it assists students in linking
chapter content with the competencies of career readiness, which provides a powerful
association between the principles of management and the skills desired by employers.
Second, this material provides students with practical tips for developing targeted career
readiness competencies. We believe students can become more career ready by following
the advice in these Career Corner sections.

• We developed a targeted set of exercises in Connect, our online teaching and learning
platform, that give students hands-on experience working with the career readiness
competencies desired by employers.

• We created a set of experiential exercises for each chapter in our unique Teaching
Resource Manual that are targeted to develop students’ career readiness competencies.

Extending the Practical Application of Management Concepts
Practical application has always been a major feature of this product. We want students to
understand how to use what they are learning in both their personal and professional lives.
We extend our emphasis on practicality by:
• Every chapter begins with a new feature entitled “Manage U.” It replaces the Manager’s

Toolbox and provides students with actionable tips for applying the material in each chapter.
• Each chapter includes two new boxes that provide testimonials from millennials about

their experiences with effective and ineffective management. “I wish I . . .” boxes
illustrate real-world examples in which students recall an instance when they or their
boss could have better applied certain management concepts. “I’m glad I . . .” boxes
discuss positive applications of management concepts.

• To promote mastery of management concepts, we developed a continuing case on Uber
for each chapter. Application learning can be assessed in Connect.

• To promote critical thinking and problem solving, a key career readiness competency,
we revamped our Management in Action Cases. They now focus on higher levels of


learning by asking students to solve real organizational problems using relevant
management concepts.

Fully revised Teaching Resource Manual (TRM) provides complete guidance for instructors
The TRM was new to the eighth edition and was developed to provide instructors with a
turnkey solution to fostering a discussion-based and experiential learning experience. It
amounts to a traditional instructor’s manual on steroids by providing suggestions for
creatively teaching topics, suggested videos outside of the McGraw Hill arsenal (e.g.,
YouTube, The Wall Street Journal, etc.), group exercises, lecture enhancers, and supplemental
exercises that correspond with cases and Self-Assessments. The TRM has been praised by
instructors around the world for its depth, navigation, and experiential-based content. We
improved this resource based on feedback from faculty.

Our first change acknowledges that many of us teach online or in larger, in-person classes
(sometimes both!). The ninth edition TRM not only includes revised activities for the traditional
classroom, but also includes new online and large, in-person class activities for every chapter.

The next set of changes involve providing follow-up activities for the new career
readiness–based exercises in Connect because we believe students need these developmental
activities to increase their career readiness. We also provide in-depth teaching notes for new
Manager’s Hot Seat videos and Application-Based Activities in the form of simulations.

Finally, we provide new web video links for each chapter. These free, short videos allow
instructors to illustrate the practical applications of management principles. We also include
new current online article links instructors can use to discuss material that supplements the text.

• New Manage U feature: Using Management Skills for College

• Section 1.1—New Example box on efficiency versus

effectiveness discusses how Delta Airlines handled an
emergency at Atlanta’s Hartsfield-Jackson Airport. Updated
CEO pay and labor statistics. New example of museum
curator in discussion of rewards of management.

• Section 1.2—New boxed feature “I wish my manager was
more of a leader than a manager.”

• Section 1.3—This section was moved to section 1.7 and
section 1.4 was moved here. Introduces new key term
“nonmanagerial employees.” Updated salary information for
first-line managers. New examples for “for-profit” and
“nonprofit” organizations. New data in “Managers for Three
Types of Organizations.”

• Section 1.4—Section 1.6 became section 1.4, “Roles
Managers Must Play Successfully.” New example of Mary
Bara, CEO of GM, to illustrate managerial work activities. New
Practical Action box on mindfulness. New example of Google
CEO Sundar Pichai in discussion of informational roles.

viiNew to the ninth edition

The TRM is top of the line.

—Todd Korol,
Monroe Community College

The TRM is by far the most comprehensive and useful on the market. It is very user friendly for both
faculty and students.

—Gerald Schoenfeld,
Florida Gulf Coast University

“ ”
Completely revamped, revised, and updated
In each chapter, we refreshed examples, research, figures, tables, statistics, and photos, as
well as modified the design to accommodate new changes to this ninth edition. We have
also largely replaced topics in such popular features as Example boxes, Practical Action
boxes, Management in Action cases, and Legal/Ethical Challenges cases.

While the following list does not encompass all the updates and revisions, it does high-
light some of the more notable changes.

• Section 1.5—New running example of Mary Bara used to
explain the skills needed to manage. New boxed interview
feature “I’m glad I have conceptual skills.” New Practical
Action box on developing soft skills.

• Section 1.6—Updated Example box about Airbnb. Introduces
new key terms “information technology application skills” and
“meaningfulness.” New discussion of the Fourth Industrial
Revolution. Updated statistics regarding workforce diversity.
New discussion of Volkswagen and ethical standards.
Updated Practical Action box on cheating. New reference to
sexual harassment in discussion of ethical standards. New
suggestions for building meaning into your life.

• Section 1.7—Entire new section on building career readiness.
Introduces new key terms “attitude,” “career readiness,”
“proactive learning orientation,” and “resilience.” Includes
Figure 1.3 regarding gaps in college graduates and
employers’ assessment of students’ career readiness; Table
1.2 description of KSAOs needed for career readiness; Figure
1.4, Model of Career Readiness; and discussion of
developing career readiness. New Self-Assessment 1.2, To
What Extent Do You Accept Responsibility for Your Actions?

• Section 1.8—New section titled “Career Corner: Managing
Your Career Readiness.” Includes Figure 1.5, Process for
Managing Career Readiness, and review of its application.

• New Management in Action case: Did Major League Baseball
Value Money over Bob Bowman’s Behavior?

• New continuing case on Uber.

• New Manage U feature: What Type of Work Do I Prefer?
• Section 2.1—New Example box explores the successes and

failures of Zappos’ management experiment called “holacracy.”
• Section 2.2—New coverage of Charles Clinton Spaulding’s

role in administrative management.
• Section 2.3—New Example boxes including the new boxed

feature “I’m glad I work in an organization with a Theory Y
culture” and an update to the Example box studying open-plan
offices as an application of the behavioral science approach.

• Section 2.4—New Example box discussing operations
management at Intel.

• Section 2.5—New Example box applying systems thinking.
• Section 2.6—New Example box applying the contingency

viewpoint with manufacturers “pitching” jobs to parents of
college students hoping they’ll influence their children to
consider open positions after high school graduation. A new
Practical Action box exploring Big Data.

• Section 2.7—New boxed feature “I wish my manager
believed in a quality-management viewpoint,” as well as
expanded content to include a deeper discussion of Six
Sigma and ISO 9000, including definitions of both as well as
practical examples of companies using each approach.

• Section 2.8—Expanded and updated in-content examples to
showcase the three parts of a learning organization as well
as expanded content examples on the three roles managers
play in building learning organizations. Updated company
examples for learning organizations, including a discussion of
Google Buzz, American Express, and Apple.

• New Career Corner feature on Managing Your Career Readiness.
• New Management in Action case: The Decline of Sears.
• New continuing case on Uber.

• New Manage U feature: Increase Ethical Behavior by

Fostering an Ethical Climate.
• Section 3.1—Updated content regarding Millennials and their

search for meaning.
• Section 3.2—Updated content and company applications for

internal stakeholders at SAS and the board of directors at

• Section 3.3—New Example box discussing United Airlines and
its responsibilities to its stakeholders versus customers. New
boxed feature “I wish I kept a closer eye on trends affecting
our suppliers.” Updated statistics regarding unions. New
Example box discussing Amazon’s new headquarters and
whether it will benefit the city chosen. New boxed feature “I’m
glad I kept current on my industry’s general environment.”
Updated Example discussing the Internet of Things. Introduces
new key term “LGBTQ.” New figure showcasing the states in
which marijuana is legal. Various content updates, including
company examples for the task environment (including an
updated list of “America’s Most Hated Companies”) and special
interest groups with a discussion of the #MeToo movement and
international forces such as Brexit. Updated examples for
sociocultural forces to include seismic changes. Updated
statistics for demographic forces of change.

• Section 3.4—New Example box featuring Volkswagen and
ethics. Introduces new key term “abusive supervision.”
Updated statistics on workplace cheating. New Example box
discussing “whistleblowing” photographer Simon Edelman’s
photos of the Trump administration and the fallout. Updated
content examples for recent Sarbox cases and the most
common ethics violations at work.

• Section 3.5—New content example of Tom’s Shoes as a
company showcasing social responsibility. New example of
the benefits to Coca-Cola for going green and new table
showing how being ethical and socially responsible pays off.

• Section 3.6—New Example box discussing HD Supply
Holdings and Fox News and the good and bad of corporate

• New Career Corner feature on Managing Your Career

• New Management in Action case: Who’s to Blame for College
Basketball’s Dark Underbelly?

viii New to the ninth edition

• Updated Legal/Ethical Challenge: Should You Apply to Have
Your Student Loans Forgiven?

• New continuing case on Uber.

• New Manage U feature: Working Successfully Abroad:

Developing Cultural Awareness.
• Section 4.1—Updated section opener with new statistics

regarding United States imports in 2016. Updated Table 4.1
and corresponding content with competitiveness rankings for
2016–2017. New Example box featuring international
e-commerce company Alibaba. Updated content on the
positive and negative effects of globalization. New content
examples featuring recent megamergers including CVS/
Dignity Health, Amazon/Wholefoods.

• Section 4.2—New Example box discussing how to get an edge
in the global job market. Introduces new key term “cross-
cultural awareness.” The career readiness competency of
cross-cultural awareness is defined and leads into the
corresponding Practical Action box. Features an updated
discussion of U.S. brands that are foreign owned. New boxed
feature “I wish I considered the impact of ethnocentrism.”

• Section 4.3—Updated discussion on the foreign
manufacturing of Apple products. An updated discussion of
why companies expand internationally, including Netflix,
Amazon, and Ford Motor Company and expanded
discussion of foreign subsidiaries. Updated examples for
how companies expand internationally, including Under
Armour. Updated examples of global outsourced jobs,
including an updated Table 4.2 with top exporting countries
through 2016. Updated list of U.S. companies opening
franchises overseas, including Chick-fil-A and Cold Stone.

• Section 4.4—Updated Table 4.3 with the U.S.’s top ten
trading partners. Updated content regarding tariffs with a
discussion of the Trump administration as well as updated
content pertaining to import quotas, dumping, and
embargoes and sanctions. New table featuring organizations
promoting international trade. Updated discussion on NAFTA,
the EU, and other trading blocs complete with a new Example
box discussing Brexit’s impact on Britain and the EU. Updated
Example box to showcase the exchange rates on various
common products like rent, Starbucks, and designer jeans.
Updated statistics for major economies, including China,
India and Brazil.

• Section 4.5—Changed the section title to “The Value of
Understanding International Differences” and expanded the
opening with a discussion on international differences. An
updated discussion on language and personal space with a
discussion on learning foreign language online and through
apps and a new Example box discussing the differences in
personal space in various countries. Updated content on
differences in communication. New Practical Action box
discussing how to run an international meeting. New Figure

4.2 discussing current followers of world religions. Current
examples of expropriation, corruption, and labor abuses. An
updated discussion on expatriates and why U.S. managers
often fail. New boxed feature “I’m glad I understood the
GLOBE Project’s cultural dimensions.”

• New Career Corner feature: Managing Your Career
Readiness: Working Overseas. New key term “context.”

• New Management in Action case: The Growth and Stall of
Didi Chuxing.

• New Legal/Ethical Challenge: Should Qatar Be Hosting the
2022 World Cup?

• New continuing case on Uber.

• New Manage U feature: Making an Effective Plan for Starting

Your Career.
• Section 5.1—New Example box on how to write a business plan.

The previous discussion of VRIO was moved from this section
to Chapter 6. New research on the benefits of planning.

• Section 5.2—Opens with a new Table 5.1 discussing and
summarizing mission, vision, and values statements. New
example box on Coca-Cola includes the company’s mission,
vision, and values statements. A new Example box discusses
Coca-Cola’s six long-term strategies. New boxed feature “I
wish my manager put more effort into operational planning.”

• Section 5.3—New boxed feature “I’m glad I developed an
action plan.” Updated Example box pertaining to long and
short-term goals at Southwest Airlines.

• Section 5.4—New Example box on setting clear goals at
Snapchat. Included new research on goal setting programs.
Revised the three types of goals used in MBO: performance-
based, behavioral-based, and learning-based. New Self-
Assessment determining whether students have a proactive
learning orientation. Added Tornier as an example of an
Action Plan. New Practical Action box for small businesses
and goal setting.

• Section 5.5—New Example box applying the planning/control
cycle through Tesla’s Model 3.

• New Career Corner feature: Managing Your Career

• New Management in Action case: Fender Rebrands to Stay in
Tune with the Times.

• New Legal/Ethical Challenge: Is Pfizer Putting Profits above
Alzheimer’s Patients?

• New continuing case on Uber.

New Learning Module: Entrepreneurship
• New Manage U feature: So You Want to Start a Business?
• Section LM 1.1—Introduces entrepreneurship and its

foundation, including a discussion of Elon Musk. Introduces

ixNew to the ninth edition

the concept of intrapreneurship, leading to a new Example
box discussing Intel’s Genevieve Bell. Discusses how
entrepreneurship is different from self-employment. A new
figure LM 1.1 lists the characteristics of entrepreneurs. New
Self-Assessment to determine if students have an
“entrepreneurial spirit.” A discussion of entrepreneurship
across the globe. New Table LM 1.1 with facts about small

• Section LM 1.2—Begins by discussing how entrepreneurs
come up with ideas to start a business. Discusses how to
write a business plan. Reviews the options for creating a
legal structure for a business and how to obtain financing.
The importance of creating the right organizational culture
and design is explored. New Example box featuring the start
and growth of a small business.

• New Manage U feature: Building Your Personal Brand.
• Section 6.1—New coverage regarding levels of strategy.

New Figure 6.1 shows three levels of strategy. Introduces
the new key term “functional level strategy.” Updated
research on strategic planning at small and large firms. New
Example box illustrates strategic planning at Evernote and
Groove HQ.

• Section 6.2—The five steps of the strategic management
process were changed to reflect current thinking. New boxed
feature “I wish my company would have evaluated its current
reality before opening the doors for business.” New Self-
Assessment on strategic thinking.

• Section 6.3—Begins with new key term “sustainable
competitive advantage.” Updated Example box of SWOT
analysis for Toyota; VRIO discussion from Chapter 5 now
featured in this section with updated content and a new
Figure 6.3. New Example box on developing competitive
advantage in the Internet economy. Updated Example box
with contingency planning in the wake of Hurricane Harvey
with a discussion on CVS, Walgreens, and Fed Ex.

• Section 6.4—Renamed “Establishing Corporate Level
Strategy.” Section now opens with Three Overall Types of
Corporate Strategy and includes a new table showcasing
how a company can implement overall corporate level
strategies. New discussion of the BCG Matrix and different
diversification strategies. Introduces new key term “unrelated
diversification.” Discussion on Porter’s five competitive forces
and four competitive strategies moved to Section 6.5.

• Section 6.5—Renamed “Establishing Business Level
Strategy.” The discussion on Porter’s competitive forces and
strategies moved to this section. New examples used to
illustrate these concepts.

• Section 6.6—Renamed “Executing and Controlling Strategy.”
New boxed feature “I’m glad my company adjusts its strategy
as we go.”

• New Career Corner feature: Managing Your Career

• New Management in Action case: General Electric’s Evolving

• New Legal/Ethical Challenge: Is Your School Selling Your Bank

• New continuing case on Uber.

• New Manage U feature: How to Make Good Decisions.
• Section 7.1—Updated …

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