Contemporary urban planning 10th edition pdf download

But some managers may decide to act in an unethical way and put their own interests first, hurting others in the process. Apple Makes Sure Its Global Suppliers Act Responsibly As a worldwide leader in producing technology and other products, Apple coor- dinates with suppliers throughout the world.

Apple recently got into hot water over complaints of work hours, sex discrimination, and other serious abuses at the facilities of some of its Chinese suppliers.

Because of complaints of excessive African nations. Tantalum, in particular, is a much needed work hours, sex discrimination, and other abuses at Chinese component in cell phone production. The issue of mining facilities, Apple has changed how it monitors suppliers to ensure health and safety guidelines are followed. Each year, the company now publishes a supplier responsibility prog- ress report, which is made available to the public. In the report, Apple describes the extensive measures it is taking to ensure that the 1.

The company continues to conduct both routine and surprise audits of suppliers, which include interviewing workers, reviewing financial statements, and monitoring production practices. In Apple conducted audits and to date has terminated contracts with 20 suppliers. The company also monitors environmental conditions to ensure suppliers support good health and wellness for their employees.

The report showed significant improvement in many areas. Specifically, Apple reported that 97 percent of supplier factories adhere to a less than hour workweek, and none of its suppliers mine in war zone countries. And in the first year of its Clean Energy Program, Apple has helped its suppliers prevent more than 13, metric tons of carbon emissions. Managing a Diverse Workforce A major challenge for managers everywhere is to recognize the ethical need and legal require- ment to treat human resources fairly and equitably.

Today the age, gender, race, ethnicity, religion, sexual preference, and socioeconomic composition of the workforce presents new challenges for managers. To create a highly trained and motivated workforce, as well as to avoid lawsuits, managers must establish human resource management HRM procedures and practices that are legal and fair and do not discriminate against any organizational members.

Accenture provides a good example of a company that has utilized the potential of its diverse employees. Accenture is a global management consulting company that serves the IT needs of thousands of client companies in over countries around the world. At Accenture, managers at all levels realize consultants bring distinct experiences, talents, and values to their work, and a major management initiative is to take advantage of that diversity to encourage collaboration between consultants to improve the service Accenture provides each of its clients.

Almost 36 percent of its workforce is com- posed of women, and a little more than half of its employees are white and a third Asian. Accenture also works to accommodate individuals with disabilities, as well as promoting an inclusionary envi- ronment for lesbian, gay, bisexual, and transgender employees. In all these ways, Accenture uses its expertise in managing diversity to promote individual and organizational performance—one reason it has become the most successful and fast-growing consultancy company in the world.

Today more organizations are realizing that people are their most important resource and that developing and protecting human resources is the most important challenge for managers in a competitive global environment. Utilizing IT and E-Commerce As we have discussed, another important challenge for managers is to continually utilize efficient and effective new IT that can link and enable managers and employees to better perform their jobs—whatever their level in the organization.

UPS driver makes deliveries a day, and figuring out the quickest way to navigate all of those stops is a problem with economic implications for the shipping company.

UPS esti- mates that a driver with 25 packages could choose from 15 trillion trillion different routes! Of course, UPS drivers must also balance promised delivery times, traffic, and other factors into their decisions, meaning ORION is a critical technological competency helping UPS work effectively and efficiently. Increased global coordination helps improve quality and increase the pace of innovation.

Microsoft, Hitachi, IBM, and most other companies now search for new IT that can help them build a competitive advantage. The importance of IT is discussed in detail in Chapters 16 and 18, and throughout the text you will find examples of how IT is changing the way companies operate.

Practicing Global Crisis Management Today another challenge facing managers and organizations is global crisis management. The causes of global crises or disasters fall into two main categories: natural causes and human causes. Crises that arise because of natural causes include the hurricanes, tsunamis, earth- quakes, famines, and diseases that have devastated so many countries in the s; hardly any country has been untouched by their effects.

In a series of major earthquakes hit the country of Ecuador in South America, killing more than people and injuring more than 4, Meanwhile, human-created crises result from factors such as industrial pollution, inatten- tion to employee safety, the destruction of natural habitat or environment, and geopolitical tension and terrorism, including war.

Human-created crises, such as global warming due to emissions of carbon dioxide and other gases, may intensify the effects of natural disasters. For example, increasing global temperatures and acid rain may have increased the intensity of hurricanes, led to unusually strong rains, and contributed to lengthy droughts.

Scientists believe that global warming is responsible for the rapid destruction of coral reefs, forests, ani- mal species, and the natural habitat in many parts of the world. The shrinking polar ice caps are expected to raise the sea level by a few critical inches. Increasing geopolitical tensions, which reflect increased globalization, have upset the bal- ance of world power as nations have jockeyed to protect their economic and political interests.

Similar instability can be found elsewhere and results in the need for managers who can interpret and respond to often unpredictable contin- gencies in a global marketplace. Finally, industrial pollution and limited concern for the health and safety of workers have become increasingly significant problems for companies and countries.

Companies in heavy industries such as coal and steel have polluted millions of acres of land around major cit- ies in eastern Europe and Asia; billion-dollar cleanups are necessary.

The Chernobyl nuclear power plant meltdown released over 1, times as much radiation into the air as occurred at Hiroshima; over 50, people died as a result, while hundreds of thousands more have been affected.

Twenty-nine miners were killed. The tragic accident shocked and saddened the entire country and brought the issue of mine safety to the national forefront. Department of Labor. Miners have to build shafts roads that provide access and allow extraction.

Managing the construction of these underground roads is critical to ensure that they support the heavy industrial equipment needed to get the coal out. As coal is extracted, potentially explosive meth- ane gas is released into the air, where it interacts with coal dust.

Air quality must be monitored and maintained to reduce the potential for explosions. Joseph A. Massey management created a culture of fear and intimidation in their miners to hide their reckless practices.

Two other investigations found that worn and broken equipment, including clogged and broken water sprayers, had contributed to the blast. It was, to the contrary, a completely predictable result for a company that ignored basic safety standards and put too much faith in its own mythology.

This was the first time the company had publicly taken a strong defensive stance. In January West Virginia Governor Earl Ray Tomblin released an page report detailing new regulations and resources to promote safety in mines. These actions highlight the importance of partnership between industry and government.

Indeed, mine safety reflects a long history of coordinated efforts of mining com- panies, labor organizations, local communities, and government.

In Congress created the U. Bureau of Mines, which was charged with investigating accidents, advising industry, conducting production and safety research, and educating workers and their management on best practices for avoiding and handling accidents.

Management has an important role to play in helping people, organizations, and countries respond to global crises; such crises provide lessons in how to plan, organize, lead, and control the resources needed to both forestall and respond effectively to a crisis. Crisis management involves making important choices about how to 1 create teams to facilitate rapid decision making and communication, 2 establish the organizational chain of command and reporting relationships necessary to mobilize a fast response, 3 recruit and select the right people to lead and work in such teams, and 4 develop bargaining and negotiating strategies to manage the conflicts that arise whenever people and groups have different interests and objectives.

How well managers make such decisions determines how quickly an effective response to a crisis can be implemented, and it sometimes can prevent or reduce the severity of the crisis itself. Review organization is a collection of people who work together and coordinate their actions to achieve a wide variety of goals. Management is the pro- cess of using organizational resources to achieve organizational goals LO effectively and efficiently through planning, organizing, leading, and controlling.

An efficient organization makes the most productive use of its resources. An effective organization pur- sues appropriate goals and achieves these goals by using its resources to create goods or ser- vices that customers want. Managers at all levels of the organization and in all departments perform these tasks. Effective management means managing these activities successfully. First-line managers are responsible for the day-to-day supervision of nonmanage- rial employees.

Middle managers are responsible for developing and utilizing organizational resources efficiently and effectively. Top managers have cross-departmental responsibility. Three main kinds of managerial skills are conceptual, human, and technical. The need to develop and build technical skills leads organizations to divide managers into departments according to their job-specific responsibilities.

Top managers must establish appropriate goals for the entire organization and verify that department managers are using resources to achieve those goals.

Managers have restructured and downsized operations and outsourced activities to reduce costs. Companies are also empow- ering their workforces and using self-managed teams to increase efficiency and effectiveness. Managers are increasingly using IT to achieve these objectives. One of the main challenges is building a competitive advantage by increasing efficiency; quality; speed, flex- ibility, and innovation; and responsiveness to customers.

Other challenges include behaving in an ethical and socially responsible way toward people inside and outside the organization, managing a diverse workforce, utilizing new IT, and practicing global crisis management. Management in Action Topics for Discussion and Action. Discussion Action 1.

Describe the difference between efficiency and 6. Choose an organization such as a school or a bank; effectiveness, and identify real organizations that you visit it; then list the different organizational resources think are, or are not, efficient and effective.

How do managers use these resources to maintain and improve its performance? In what ways can managers at each of the three levels of management contribute to organizational efficiency 7. Visit an organization, and talk to first-line, middle, and and effectiveness? Identify an organization that you believe is high- organization be efficient and effective. Give five reasons you think the performance levels of 8. Ask a middle or top manager, perhaps someone you the two organizations differ so much.

What are the building blocks of competitive advantage? How much time does he or Why is obtaining a competitive advantage important to she spend in performing each task? Like Mintzberg, try to find a cooperative manager who 5. List changed the most over the last 10 years? Why have the roles the manager plays, and indicate how much these changes occurred? Think about the organization and its resources. Do its then answer these questions: managers use organizational resources effectively?

Think about your direct supervisor. Of what performance? Describe how the organization treats its human management is this person? How does this treatment affect the attitudes 2. For example, which particular 7. If you could give your manager one piece of advice or management tasks and roles does this person perform change one management practice in the organization, most often? What kinds of management skills does this what would it be? How attuned are the managers in the organization to 3.

Do you think the tasks, roles, and skills of your the need to increase efficiency, quality, innovation, supervisor are appropriate for the particular job he or or responsiveness to customers? How well do you she performs? How could this manager improve his or think the organization performs its prime goals of her task performance?

How can IT affect this? For example,. The incident could be something you experienced as an employee or a customer or some- rules or norms were broken? Who benefited or was harmed by what took place? What was the outcome for the people involved? What steps might you take to prevent such unethical behavior and encourage people to behave in an Questions ethical way?

Either by yourself or in a group, give three reasons you think the behavior was unethical. For example, what. Then discuss the following scenario:.

Y ou and your partners have decided to open a large full- service restaurant in your local community; it will be open from 7 a. Which building blocks of competitive advantage do you need to establish to help your restaurant succeed? What criteria will you use to evaluate how successfully dinner. Discuss the most important decisions that must be begin operations.

You and your partners have little experi- made about a planning, b organizing, c leading, ence in managing a restaurant beyond serving meals or eat- and d controlling to allow you and your partners to ing in restaurants, and you now face the task of deciding use organizational resources effectively and build a how you will manage the restaurant and what your respec- competitive advantage.

For each managerial task, list the issues to solve, and 1. Describe your managerial hierarchy. Feel free to peruse his personal website, and search planning, organizing, leading, and controlling Curb Records.

What is his approach to managing? What values help define him as a manager? Y ou have just been called in to help managers at Achieva, a fast-growing Internet software company that special- izes in business-to-business B2B network software. Although this structure worked well in the past, you have been told that problems are arising. Questions There have been increasing complaints from employ- ees that good performance is not being recognized in the 1. What kinds of organizing and controlling problems is organization and that they do not feel equitably treated.

Achieva suffering from? Moreover, there have been complaints about getting man- 2. What kinds of management changes need to be made agers to listen to their new ideas and to act on them. A bad to solve them? A re the humans of finance an endangered species? People are still the lubricant that oils the wheels of payroll last year.

About one of every five will be automated out of a job by , according to Rogers. What and risk-taking. From Hong Kong to Dublin, executing and settling trades, writing changes about to sweep across the Brooklyn to Dubai, these upstarts analysis, monitoring risk. The to identify potential equity clients. Call it self-disruption. Both Bank of Amer- year-old custody bank that pre- work extinct. In February, spurred talk of government-funded mated robo-advisers. More than 40 State Street executives told analysts universal basic income programs that global banks have joined forces with that after spending five years upgrad- would pay citizens a regular stipend.

What con- blockchain, software that allows assets how much more could be done. Maligned in recent tech strategy is to make sure that, move it forward electronically. At Street had 32, people on the after new regulations reined in profits State Street, for example, incompatible. In since , just before the financial people need to manually work an equities, electronic trading has deci- crisis, when it peaked at 64, Even if reve- many assume had gone the way of alternative exchanges like dark pools.

Instructions These changes are well under way est rates, improving economies, and received that way require a human to in government bond trading, where a rebound in debt trading, new plat- manually shuttle trade and settlement technology-powered firms such as forms will simply scale up to the higher information between screens. In other Citadel Securities have made inroads, volumes without needing many more instances, missing or mismatched and in foreign exchange, where year- flesh-and-blood operators.

Wall Street information in complicated trades old XTX Markets now ranks as one of has reached peak human. MarketAxess, bespoke assets such as structured ment and corporate bank. Algorithms which is one of the biggest electronic credit. People will be needed to con- already tackle tasks such as vetting venues in credit, clocked a 27 percent ceive of, create, and maintain new banking clients, pricing assets, and surge in trading volume in the first products.

Matthew Dixon, an assistant hedging some orders without human quarter. Bloomberg LP, the parent professor of finance at the Illinois Insti- intervention. Dixon says. Goldman Sachs is offering cli- Bloomberg Markets, June 8, Used with obviously want to automate every- ents access to its proprietary research permission of Bloomberg. All thing, but you have to prioritize. Bond ness with the firm. What management challenges a broken market. What are some of the advantages dozens of electronic-trading startups the human element is central to deal- and disadvantages of replacing looking to connect buyers and sellers.

What all of this means is that the in the near future? When investors embrace elec- number of front-office trading and tronic trading, margins collapse while deal making jobs has been in decline.

Mahony, T. Jerdee, and buzzfeed. Gomez-Mejia, J. McCann, and blog. Peretti Is Building a Year Media tions 24 , — Nord and M. Extend Deal to , Arranges fastcompany. November 5, December 18, Do Traits poynter. Nieman Lab, www. Collins and K. Resource Practices in Creating Organiza- Entrepreneur, www.

Hill, Becoming a Manager: Mastery of November 2, Goodman, Pennings, et al. Lorsch, ed. Garrahan and H. New York: Free Press, A November , 78— Kraul, P. Fayol, General and Industrial Man- McKenna, and M. Academy of Management Executive, believe these four capture the essence of November , — Statistic Brain, www. Drucker, Management Tasks, Respon- accessed June 8, Hambrick, ed. Concepts and Methods for Studying Top Krisher and C.

Dispatch, www. Carroll, ed. Hambrick and P. The Wall Street Journal, www. Shaw and V. Barry, Moral Issues in Business, 6th ed. Belmont, U. Labor Department for Employment Rosenbush and L. June 8, Druskate and J.

Journal 46 August , — Parker, T. Wall, and P. Jackson, www. April 1, ; J. Jackson et al. Baum, A. Joel, and E. Robinson and C. Bunderson and K. Gazette Mail, www. Jamieson and J. Seiders and L. Academy of Management Executive 12 Learning Objectives After studying this chapter, you should be able to: LO Describe how the need to increase organizational efficiency and effectiveness has guided the evolution of management theory.

LO Explain the principle of job specialization and division of labor, and tell why the study of person—task relationships is central to the pursuit of increased efficiency. LO Identify the principles of administration and organization that underlie effective organizations. LO Trace the changes in theories about how managers should behave to motivate and control employees. And sometimes companies have to completely re-think their corporate strategies when their business becomes too diverse and somewhat unwieldy.

General Electric is one example of a company that grew at a fast pace by acquiring different types of businesses. However, in recent years, senior management has made some strategic moves to simplify its business mix in an effort to increase value to shareholders and to position the company for continued success. It is the only company included in the original Dow Jones Industrial Index that is still included today.

The filament is protected from oxidation by a glass bulb that contains inert gas or a vacuum. GE was not the first company to produce and sell such bulbs and related electrical equipment. To do this, GE draws on the gies by simplifying its business mix. Focusing on the goal ration of America RCA. In GE age. To be consistent across operations, these completed its largest acquisition ever, buying businesses can become highly formalized and Alstom, a French power and grid business, for bureaucratic.

GE believes that Alstom company to maintain control over its operations. In addition, the ity to respond to changing market dynamics and company recently announced the creation is likely to hinder innovation. According to Immelt, GE the process. For example, even though a GE are mission-based. In this digital, quick-paced due to cost concerns. Today incandescent bulbs business environment, he believes that speed are being phased out in favor of CFLs, and GE and simplification are synonymous with quality has lost ground to competitors like Philips.

Overview As this sketch of the evolution of management thinking at GE suggests, changes in management practices occur as managers, theorists, research- ers, and customers look for ways to increase how efficiently and effec- tively products can be made. The driving force behind the evolution of management theory is the search for better ways to use organizational resources to make goods and services.

Advances in management thought typically occur as managers and researchers find better ways to perform the principal management tasks: planning, organizing, leading, and control- ling human and other organizational resources. In this chapter we examine how management thought has evolved in modern times and the central concerns that have guided ongoing advances in management theory.

First we examine the so-called classical management theories that emerged around the turn of the 20th century. These include scientific management, which focuses on matching people and tasks to maxi- mize efficiency, and administrative management, which focuses on identifying the principles that will lead to the creation of the most efficient system of organization and management. Next we consider behavioral management theories, developed both before and after World War II; these focus on how managers should lead and control their workforces to increase performance.

Then we discuss management science theory, which developed during World War II and has become increasingly important as researchers have developed rigorous ana- lytical and quantitative techniques to help managers measure and control organizational per- formance.

Finally, we discuss changes in management practices from the middle to the late 20th century and focus on the theories developed to help explain how the external environ- ment affects the way organizations and managers operate. By the end of this chapter you will understand how management thought and theory have evolved over time. You will also understand how economic, political, and cultural forces have affected the development of these theories and how managers and their organizations have changed their behavior as a result.

In Figure 2. Scientific The evolution of modern management began in the closing decades of the 19th century, after the industrial revolution had swept through Europe.

Management and America. Many major economic, Theory technical, and cultural changes were taking place. The introduction of steam power and the development of sophisticated machinery and equip- ment changed how goods were produced, particularly in the weaving and clothing industries. Small workshops run by skilled workers who produced hand-manufactured products a sys- tem called crafts production were being replaced by large factories in which sophisticated machines controlled by hundreds or even thousands of unskilled or semiskilled workers made.

For example, raw cotton and wool, which in the past had been spun into yarn by LO Describe how families or whole villages working together, were now shipped to factories, where workers the need to increase operated machines that spun and wove large quantities of yarn into cloth. Moreover, many managers and supervisors in these workshops and factories were guided the evolution engineers who had only a technical orientation. They were unprepared for the social problems of management that occur when people work together in large groups in a factory or shop system.

Managers theory. LO Explain the principle of job Job Specialization and the Division of Labor specialization and division of labor, Initially, management theorists were interested in why the new machine shops and factory and tell why the system were more efficient and produced greater quantities of goods and services than older, study of person— crafts-style production operations.

Nearly years before, Adam Smith had been one of the task relationships first writers to investigate the advantages associated with producing goods and services in is central to the factories. A famous economist, Smith journeyed around England in the s, studying the pursuit of increased effects of the industrial revolution.

Smith identified two different manufacturing methods. The other had each worker performing only one or a few of these 18 tasks. Connect with us to learn more. We're sorry! We don't recognize your username or password. Please try again. The work is protected by local and international copyright laws and is provided solely for the use of instructors in teaching their courses and assessing student learning.

You have successfully signed out and will be required to sign back in should you need to download more resources. Out of print. Contemporary Urban Planning, 10th Edition. If You're an Educator Additional order info. Join over Based on the author's extensive experience as a working planner, this book gives readers an insider's view of sub-state urban planning--the nitty-gritty details on the interplay of politics, law, money, and interest groups.

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Although we are sure that in the past some other. Contemporary Issues in Australian Urban and Regional Planning looks at a wide range of planning issues in Australia from the city to the regional scale, covering key topics in sustainable development and planning including economic, social, environmental and governance perspectives.

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