The introduction explains that operations and supply chain management are essential activities that determine how organizations create and deliver value to customers. Operations management focuses on designing, managing, and improving the processes that transform resources (such as materials, labor, technology, and information) into goods and services. Supply chain management extends this view by examining the flow of materials, information, and products from suppliers through organizations to final customers.

The authors emphasize that organizations compete not only through products and marketing but also through their ability to manage operations effectively. Strong operations can help businesses achieve advantages in areas such as:

The introduction explains that organic chemistry is the study of carbon-containing compounds and their structures, properties, reactions, and applications. It presents organic chemistry as a central science that connects molecular-level understanding with fields such as biology, medicine, materials science, agriculture, and industry.

The authors introduce the idea that the behavior of organic molecules is determined by their structures and the arrangement of atoms and bonds. Understanding these relationships allows chemists to predict how molecules interact, how reactions occur, and how new compounds can be designed and synthesized.

The book introduces organizational behavior (OB) from a strategic perspective. Its main argument is that people are a major source of an organization’s performance, competitive advantage, and long-term success.

Main ideas

• People are important organizational resources. Employees provide knowledge, skills, creativity, and ideas that can help an organization succeed.
• Organizational behavior affects performance. How employees think, behave, communicate, cooperate, and make decisions can directly influence organizational results.
• OB should support strategy. Employee behavior should be connected to the organization’s strategic goals rather than treated as a separate management issue.
• Individual behavior matters. The book examines learning, perception, personality, attitudes, values, motivation, stress, and leadership.
• Groups matter. Communication, decision-making, teamwork, conflict, power, and politics influence how organizations function.
• The organizational environment matters. Structure, culture, diversity, globalization, and organizational change also shape employee behavior

The Introduction explains what power means, how theories of power have developed, and why power is important for organizational leadership.

1. Meaning of power

Power is the ability to influence people, decisions, behaviour, or outcomes.

In an organization, power can help people:

• Influence decisions
• Gain cooperation
• Obtain resources
• Coordinate activities
• Achieve personal and organizational objectives
• Bring about change

The book focuses especially on personal and interpersonal power in organizational settings.

2. Power and leadership

Power is closely related to leadership because leaders must influence others to accomplish objectives.

A leader’s influence may come from:

The introduction presents the idea that change is unavoidable and that individuals and organizations must learn how to recognize challenges, respond effectively, and adapt to new circumstances. The book uses a simple story about a penguin colony facing a serious threat to explain the difficulties people experience when dealing with change.

The authors explain that many organizations fail to respond to change because people may ignore problems, resist new ideas, or struggle to move from familiar ways of working. Successful change requires awareness, leadership, teamwork, communication, and a willingness to take action.