[eBook] [PDF] Management, 13th Edition By Richard L. Daft

FM Title Page Copyright About The Author Brief Contents Contents PREFACE Part 1: Introduction To Management  Chapter 1: The World of Innovative Management 1-1 Management Competencies for Today’s World 1-2 The B ...

FM Title Page Copyright About The Author Brief Contents Contents PREFACE Part 1: Introduction To Management  Chapter 1: The World of Innovative Management 1-1 Management Competencies for Today’s World 1-2 The Basic Functions of Management 1-2A Planning 1-2B Organizing 1-2C Leading 1-2D Controlling 1-3 Organizational Performance 1-4 Management Skills 1-4A Technical Skills 1-4B Human Skills 1-4C Conceptual Skills 1-4D When Skills Fail 1-5 Management Types 1-5A Vertical Differences 1-5B Horizontal Differences 1-6 What Is a Manager’s JobReally Like? 1-6A Making the Leap: Becoming a New Manager 1-6B Manager Activities 1-6C Manager Roles 1-7 Managing in Small Businesses and Nonprofit Organizations On the Job Video Cases Discussion Questions Apply Your Skills: Experiential Exercise Apply Your Skills: Small Group Breakout Apply Your Skills: Ethical Dilemma Apply Your Skills: Case for Critical Analysis Endnotes Chapter 2: The Evolution of Management Thinking 2-1 The Historical Struggle: The Things of Production Versus the Humanity of Production 2-2 Classical Perspective 2-2A SCIENTIFIC MANAGEMENT 2-2B BUREAUCRATIC ORGANIZATIONS 2-2C ADMINISTRATIVE PRINCIPLES 2-2D Management science 2-3 Humanistic Perspective 2-3A EARLY ADVOCATES 2-3B HUMAN RELATIONS MOVEMENT 2-3C HUMAN RESOURCES PERSPECTIVE 2-3D BEHAVIORAL SCIENCES APPROACH 2-4 Recent Historical Trends 2-4A SYSTEMS THINKING 2-4B CONTINGENCY VIEW 2-5 Innovative Management Thinking into the Future 2-5A Managing the New Technology-Driven Workplace 2-5B Managing the New People-Driven Workplace 2-6 The Historical Struggle: Is Social Business the Answer? On the Job Video Cases Discussion Questions Apply Your Skills: Experiential Exercise Apply Your Skills: Small Group Breakout Apply Your Skills: Ethical Dilemma Apply Your Skills: Case for Critical Analysis Endnotes Part 2: The Environment of Management  Chapter 3: The Environment and Corporate Culture 3-1 The External Environment 3-1A Task Environment 3-1B General Environment 3-2 The Organization–Environment Relationship 3-2A Environmental Uncertainty 3-2B Adapting to the Environment 3-3 The Internal Environment: Corporate Culture 3-3A Symbols 3-3B Stories 3-3C Heroes 3-3D Slogans 3-3E Ceremonies 3-4 Types of Culture 3-4A Adaptability Culture 3-4B Achievement Culture 3-4C Involvement Culture 3-4D Consistency Culture 3-5 Shaping Corporate Culture for Innovative Response 3-5A Managing the High-Performance Culture 3-5B Cultural Leadership On the Job Video Cases Discussion Questions Apply Your Skills: Experiential Exercise Apply Your Skills: Small Group Breakout Apply Your Skills: Ethical Dilemma Apply Your Skills: Case for Critical Analysis Endnotes Chapter 4: Managing in a Global Environment 4-1 A Borderless World 4-1A Globalization 4-1B Developing a Global Mind-set 4-2 The Changing International Landscape 4-2A China, Inc. 4-2B India, the Service Giant 4-3 Multinational Corporations 4-3A Characteristics of Multinational Corporations 4-3B Serving the Bottom of the Pyramid 4-4 Getting Started Internationally 4-5 Legal–Political Challenges 4-6 Sociocultural Challenges 4-6A Social Values 4-6B Communication Challenges 4-7 International Trade Alliances 4-7A Gatt And The Wto 4-7B European Union 4-7C North American Free Trade Agreement (NAFTA ) 4-7D Trans-Pacific Partnership On the Job Video Cases Discussion Questions Apply Your Skills: Experiential Exercise Apply Your Skills: Small Group Breakout Apply Your Skills: Ethical Dilemma Apply Your Skills: Case for Critical Analysis Endnotes Chapter 5: Managing Ethics and Social Responsibility 5-1 What Is Managerial Ethics? 5-1a Ethical Management Today 5-1B The Business Case for Ethics and Social Responsibility 5-2 Ethical Dilemmas: What Would You Do? 5-3 Frameworks for Ethical Decision Making 5-3A Utilitarian Approach 5-3B Individualism Approach 5-3C Moral-Rights Approach 5-3D Justice Approach 5-3E Practical Approach 5-4 The Individual Manager and Ethical Choices 5-4A The Stages of Moral Development 5-4B Giving Versus Taking 5-5 What Is Corporate Social Responsibility? 5-5A Organizational Stakeholders 5-5B Conscious Capitalism 5-5C The Green Movement 5-5D Sustainability and the Triple Bottom Line 5-5E Benefit Corporations and B-Lab 5-6 Managing Company Ethics and Social Responsibility 5-6A Code of Ethics 5-6B Ethical Structures 5-6C Whistle-Blowing On the Job Video Cases Discussion Questions Apply Your Skills: Experiential Exercise Apply Your Skills: Small Group Breakout Apply Your Skills: Ethical Dilemma Apply Your Skills: Case for Critical Analysis Endnotes Chapter 6: Managing Start-Ups and New Ventures 6-1 What Is Entrepreneurship? 6-2 Who Are Entrepreneurs? 6-2a Minority-Owned Businesses 6-2B Women-Owned Businesses 6-2C Traits of Entrepreneurs 6-3 Starting an Online or Mobile App Business 6-4 Social Entrepreneurship 6-5 Launching an Entrepreneurial Start-Up 6-5a Starting with an Idea 6-5B Writing the Business Plan 6-5C Choosing a Legal Structure 6-5D Arranging Financing 6-5E Participating in a Business Incubator 6-6 Other Tactics for Becoming a Business Owner 6-6a Buying an Existing Business 6-6B Buying a Franchise 6-7 Impact of EntrepreneurialCompanies 6-7a Entrepreneurship in the United States 6-7B Entrepreneurship Internationally On the Job Video Cases Discussion Questions Apply Your Skills: Experiential Exercise Apply Your Skills: Small Group Breakout Apply Your Skills: Ethical Dilemma Apply Your Skills: Case for Critical Analysis Endnotes Part 3: Planning Chapter 7: Planning and Goal Setting 7-1 Goal Setting and Planning Overview 7-1A Levels of Goals and Plans 7-1B The Organizational Planning Process 7-2 Goal Setting in Organizations 7-2A Organizational Mission 7-2B Goals and Plans 7-2C Align Goals Using a Strategy Map 7-3 Performance Management 7-3A Criteria for Effective Goals 7-3B Management by Objectives (MBO) 7-3C Single-Use and Standing Plans 7-4 Benefits and Limitations of Planning 7-5 Planning for a Turbulent Environment 7-5A Contingency Planning 7-5B Scenario Building 7-5C Crisis Planning 7-6 Innovative Approaches to Planning 7-6A Set Stretch Goals for Excellence 7-6B Use Performance Dashboards 7-6C Apply Flexible Goal Setting On the Job Video Cases Discussion Questions Apply Your Skills: Experiential Exercise Apply Your Skills: Small Group Breakout Apply Your Skills: Ethical Dilemma Apply Your Skills: Case for Critical Analysis Endnotes Chapter 8: Strategy Formulation and Execution 8-1 Thinking Strategically 8-2 What Is Strategic Management? 8-2a Purpose of Strategy 8-2B Levels of Strategy 8-3 The Strategic Management Process 8-3a Strategy Formulation Versus Execution 8-3B SWOT Analysis 8-4 Formulating Corporate-Level Strategy 8-4a Portfolio Strategy 8-4B The BCG Matrix 8-4C Diversification Strategy 8-5 Formulating Business-Level Strategy 8-5a Porter’s Five Competitive Forces 8-5B Porter’s Competitive Strategies 8-6 Global Strategy 8-6A Globalization Strategy 8-6B Multidomestic Strategy 8-6C Glocalization Strategy 8-7 Strategy Execution On the Job Video Cases Discussion Questions Apply Your Skills: Experiential Exercise Apply Your Skills: Small Group Breakout Apply Your Skills: Ethical Dilemma Apply Your Skills: Case for Critical Analysis Endnotes Chapter 9: ManagerialDecisionMaking 9-1 Types of Decisions and Problems 9-1a Programmed and Nonprogrammed Decisions 9-1B Facing Uncertainty and Ambiguity 9-2 Decision-Making Models 9-2A The Ideal, Rational Model 9-2B How Managers Make Decisions 9-2c The Political Model 9-3 Decision-Making Steps 9-3A Recognition of Decision Requirement 9-3B Diagnosis and Analysis of Causes 9-3C Development of Alternatives 9-3D Selection of the Desired Alternative 9-3E Implementation of the Chosen Alternative 9-3F Evaluation and Feedback 9-4 Personal Decision Framework 9-5 Why Do Managers MakeBad Decisions? 9-6 Innovative Decision Making 9-6A Start with Brainstorming 9-6B Use Hard Evidence 9-6C Engage in Rigorous Debate 9-6D Avoid Groupthink 9-6E Know When to Bail 9-6F Do a Postmortem On the Job Video Cases Discussion Questions Apply Your Skills: Experiential Exercise Apply Your Skills: Small Group Breakout Apply Your Skills: Ethical Dilemma Apply Your Skills: Case for Critical Analysis Answers to Questions in “Manager’s Shoptalk” Endnotes Part 4: Organizing Chapter 10: Designing Organization Structure 10-1 Organizing the Vertical Structure 10-1a Division of Labor 10-1B Chain of Command 10-1C Span of Management 10-1D Centralization and Decentralization 10-2 Departmentalization 10-2A Vertical Functional Approach 10-2B Divisional Approach 10-2C Matrix Approach 10-2D Team Approach 10-2E Virtual Network Approach 10-3 Organizing for Horizontal Coordination 10-3A The Need for Coordination 10-3B Task Forces, Teams, and Project Management 10-3C Relational Coordination 10-4 Factors Shaping Structure 10-4A Structure Follows Strategy 10-4B Structure Fits the Technology On the Job Video Cases Discussion Questions Apply Your Skills: Experiential Exercise Apply Your Skills: Small Group Breakout Apply Your Skills: Ethical Dilemma Apply Your Skills: Case for Critical Analysis Endnotes Chapter 11: Managing Change and Innovation 11-1 Innovation and theChanging Workplace 11-1a Disruptive Innovation 11-1B The Ambidextrous Approach 11-2 Changing Things: New Products and Technologies 11-2A Exploration 11-2B Cooperation 11-2C Innovation Roles 11-3 Changing People and Culture 11-3A Training and Development 11-3B Organization Development (OD) 11-4 Implementing Change 11-4A Why Do People Resist Change? 11-4B Create a Sense of Urgency 11-4C Apply Force-Field Analysis 11-4D Use Implementation Tactics On the Job Video Cases Discussion Questions Apply Your Skills: Experiential Exercise Apply Your Skills: Small Group Breakout Apply Your Skills: Ethical Dilemma Apply Your Skills: Case for Critical Analysis Endnotes Chapter 12: ManagingHuman Talent 12-1 The Strategic Role of HRM Is to Drive Organizational Performance 12-1A The Strategic Approach 12-1B Building Human Capitalto Drive Performance 12-2 The Impact of Federal Legislation on HRM 12-3 The Changing Social Contract 12-3A The End of lifetime employment 12-3B Innovative HR Practices 12-4 Finding the Right People 12-4A Human Resource Planning 12-4B Recruiting 12-4C Selecting 12-5 Developing Talent 12-5A Training and Development 12-5B Performance Appraisal 12-6 Maintaining an Effective Workforce 12-6A Rewards 12-6B Benefits 12-6C Termination On the Job Video Cases Discussion Questions Apply Your Skills: Experiential Exercise Apply Your Skills: Small Group Breakout Apply Your Skills: Ethical Dilemma Apply Your Skills: Case for Critical Analysis Endnotes Chapter 13: Managing Diversity 13-1 Diversity in the Workplace 13-1A Diversity Challenges in Corporate America 13-1B Diversity Challenges on a Global Scale 13-2 Managing Diversity 13-2A Diversity and Inclusion 13-2B Diversity of Thought 13-2C Dividends of Workplace Diversity 13-3 Factors Shaping Personal Bias 13-3A Unconscious Bias 13-3B Workplace Prejudice, Discrimination, and Stereotypes 13-3C Challenges Minorities Face 13-4 Factors Affecting Women’s Careers 13-4A The Glass Ceiling 13-4B The Opt-Out Trend 13-4C The Female Advantage 13-5 Diversity Initiatives and Programs 13-5A Enhancing Structures and Policies 13-5B Expanding Recruitment Efforts 13-5C Establishing Mentor Relationships 13-5D Increasing Aw arenessof Sexual Harassment 13-5E Encouraging EmployeeAffinity Groups On the Job Video Cases Discussion Questions Apply Your Skills: Experiential Exercise Apply Your Skills: Small Group Breakout Apply Your Skills: Ethical Dilemma Apply Your Skills: Case for Critical Analysis Endnotes Part 5: Leading Chapter 14: Understanding Individual Behavior 14-1 Understanding Yourself and Others 14-1A The Value and Difficulty of Knowing Yourself 14-1B Enhancing Your Self-Awareness 14-2 Job Satisfaction and Trust 14-2A Job Satisfaction 14-2B Trust 14-3 Perception and Attributions 14-3A Perception and Perceptual Distortions 14-3B Attributions: A Special Case of Perception 14-4 Personality and Behavior 14-4A Personality Traits 14-4B Attitudes and Behaviors Influenced by Personality 14-4C Problem-Solving Styles and the Myers-Briggs Type Indicator™ 14-5 Emotions 14-5A Positive and Negative Emotions 14-5B Emotional Intelligence 14-6 Managing Yourself 14-6A Basic Principles for Self-Management 14-6B A Step-by-Step Guide for Managing Your Time 14-7 Stress and Stress Management 14-7A Challenge Stress and Threat Stress 14-7B Type A and Type B Behavior Patterns 14-7C Causes of Work Stress 14-7D Innovative Responses to Stress On the Job Video Cases Discussion Questions Apply Your Skills: Experiential Exercise Apply Your Skills: Small Group Breakout Apply Your Skills: Ethical Dilemma Apply Your Skills: Case for Critical Analysis Endnotes Chapter 15: Leadership 15-1 The Nature of Leadership 15-2 Contemporary Leadership 15-2A Level 5 Leadership 15-2B Servant Leadership 15-2c Authentic Leadership 15-2D Interactive Leadership 15-3 From Management to Leadership 15-4 Leadership Traits 15-5 Behavioral Approaches 15-5A Task Versus People 15-5B The Leadership Grid® 15-6 Contingency Approaches 15-6A The Situational Model of Leadership 15-6B Fiedler’s Contingency Theory 15-6C Situational Substitutes for Leadership 15-7 Charismatic and Transformational Leadership 15-7A Charismatic Leadership 15-7B Transformational Versus Transactional Leadership 15-8 Followership 15-9 Power and Influence 15-9A Hard Position Power 15-9B Personal Soft Power 15-9C Other Sources of Power 15-9D Interpersonal Influence Tactics On the Job Video Cases Discussion Questions Apply Your Skills: Experiential Exercise Apply Your Skills: Small Group Breakout Apply Your Skills: Ethical Dilemma Apply Your Skills: Case for Critical Analysis Endnotes Chapter 16: Motivating Employees 16-1 Individual Needs and Motivation 16-2 Intrinsic and Extrinsic Rewards 16-3 Content Perspectives on Motivation 16-3A The Hierarchy of Needs 16-3B ERG Theory 16-3C A Two-Factor Approach to Motivation 16-3D Acquired Needs 16-4 Process Perspectives on Motivation 16-4A Goal Setting 16-4B Equity Theory 16-4C Expectancy Theory 16-5 Reinforcement Perspective on Motivation 16-5A Direct Reinforcement 16-5B Social Learning Theory 16-6 Job Design for Motivation 16-6A Job Enrichment 16-6B Job Characteristics Model 16-7 Innovative Ideas for Motivating 16-7A Empowering People to Meet Higher Needs 16-7B Giving Meaning to Work Through Engagement 16-7C The Making Progress Principle On the Job Video Cases Discussion Questions Apply Your Skills: Experiential Exercise Apply Your Skills: Small Group Breakout Apply Your Skills: Ethical Dilemma Apply Your Skills: Case for Critical Analysis Endnotes Chapter 17: Managing Communication 17-1 Communication Is the Manager’s Job 17-1A What Is Communication? 17-1B A Model of Communication 17-2 Communicating Among People 17-2A Open Communication Climate 17-2B Communication Channels 17-2C Communicating to Persuade and Influence Others 17-2D Communicating with Radical Candor 17-2E Asking Questions 17-2F Listening 17-2G Nonverbal Communication 17-3 Workplace Communication 17-3A Social Media 17-3B Personal Communication Channels 17-3C Formal Communication Channels On the Job Video Cases Discussion Questions Apply Your Skills: Experiential Exercise Apply Your Skills: Small Group Breakout Apply Your Skills: Ethical Dilemma Apply Your Skills: Case for Critical Analysis Endnotes Chapter 18: Leading Teams 18-1 The Value of Teams 18-1A What Is a Team? 18-1B Contributions of Teams 18-1C Types of Teams 18-2 The Personal Dilemma of Teamwork 18-3 Model of Team Effectiveness 18-4 Virtual Teams 18-5 Team Characteristics 18-5A Size 18-5B Diversity 18-5C Member Roles 18-6 Team Processes 18-6A Stages of Team Development 18-6B Building a Cohesive Team 18-6C Establishing Team Norms 18-7 Managing Team Conflict 18-7A Types of Conflict 18-7B Balancing Conflict and Cooperation 18-7C Causes of Conflict 18-7D Styles of Handling Conflict 18-7E Ways of Expressing Conflict 18-7F Negotiation On the Job Video Cases Discussion Questions Apply Your Skills: Experiential Exercise Apply Your Skills: Small Group Breakout Apply Your Skills: Ethical Dilemma Apply Your Skills: Case for Critical Analysis Endnotes Part 6: Controlling Chapter 19: Managing Quality and Performance 19-1 The Meaning of Control 19-2 Feedback Control Model 19-2A Four Steps of Feedback Control 19-2B The Balanced Scorecard 19-3 The Changing Philosophy of Control 19-3A Hierarchical Versus Decentralized Approaches 19-3B Open-Book Management 19-4 Total Quality Management 19-4A TQM Techniques 19-4B TQM Success Factors 19-5 Budgetary Control 19-5A Expense Budget 19-5B Revenue Budget 19-5C Cash Budget 19-5D Capital Budget 19-5E Zero-Based Budget 19-6 Financial Control 19-6A Financial Statements 19-6B Financial Analysis: Interpreting the Numbers 19-7 Trends in Quality and Financial Control 19-7A International Quality Standards 19-7B Electronic Monitoring On the Job Video Cases Discussion Questions Apply Your Skills: Experiential Exercise Apply Your Skills: Small Group Breakout Apply Your Skills: Ethical Dilemma Apply Your Skills: Case for Critical Analysis Endnotes Appendix Glossary Name Index Company Index Subject Index