Management 14th Edition by Richard L. Daft, ISBN-13: 978-0357139752

Description

Management 14th Edition by Richard L. Daft, ISBN-13: 978-0357139752

[PDF eBook eTextbook] – Available Instantly

• Publisher: ‎ Cengage Learning; 14th edition (January 19, 2021)
• Language: ‎ English
• 784 pages
• ISBN-10: ‎ 0357139755
• ISBN-13: ‎ 978-0357139752

Develop with the confidence and innovative skills to lead in today’s rapidly changing, turbulent business environment with Daft’s market-leading MANAGEMENT, 14E. This reader-friendly presentation blends coverage of the latest managerial theories and emerging trends with a strong foundation in best management practices. New personal feedback inventories let you evaluate your strengths, while updated engagement exercises and applications guide you in expanding management competencies, harnessing your creativity and putting theory into practice. Recent research, organized around the four functions of management, helps you look beyond traditional techniques to consider a full breadth of progressive management solutions. Numerous new examples and cases from familiar organizations bring the practice of management into clear focus.

Table of Contents:

Cover Page

Title Page

Copyright Page

Dedication

About the Author

Preface

Acknowledgments

Part 1. Introduction to Management

Ch 1. Leading Edge Management

1-1. Management Competencies for Today’s World

1-1a. Leading-Edge Management Competencies

1-1b. The Trend Toward Bosslessness

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. Challenges Facing New Managers

1-6. What Is a Manager’s Job Really Like?

1-6a. Manager Types

1-6b. Manager Activities

1-6c. Manager Roles

1-7. Managing in Nonprofit Organizations

Ch1. Discussion Questions

Ch1. Apply Your Skills: Engagement Exercise

Ch1. Apply Your Skills: Small Group Breakout

Ch1. Apply Your Skills: Ethical Dilemma

Ch1. Apply Your Skills: Case for Critical Analysis

Ch 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. 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 Artificial Intelligence the Answer?

Ch2. Discussion Questions

Ch2. Apply Your Skills: Engagement Exercise

Ch2. Apply Your Skills: Small Group Breakout

Ch2. Apply Your Skills: Ethical Dilemma

Ch2. Apply Your Skills: Case for Critical Analysis

Part 2. The Environment of Management

Ch 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. What is Culture?

3-3b. Toxic Cultures

3-4. Interpreting/Shaping Culture

3-4a. Symbols

3-4b. Stories

3-4c. Heroes

3-4d. Slogans

3-4e. Ceremonies

3-5. Types of Culture

3-5a. Adaptability Culture

3-5b. Achievement Culture

3-5c. Involvement Culture

3-5d. Consistency Culture

3-6. Shaping Corporate Culture for Innovative Response

3-6a. Managing the High-Performance Culture

3-6b. Cultural Leadership

Ch3. Discussion Questions

Ch3. Apply Your Skills: Engagement Exercise

Ch3. Apply Your Skills: Small Group Breakout

Ch3. Apply Your Skills: Ethical Dilemma

Ch3. Apply Your Skills: Case for Critical Analysis

Ch 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 Rising

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. United States–Mexico–Canada Agreement

Ch4. Discussion Questions

Ch4. Apply Your Skills: Engagement Exercise

Ch4. Apply Your Skills: Small Group Breakout

Ch4. Apply Your Skills: Ethical Dilemma

Ch4. Apply Your Skills: Case for Critical Analysis

Ch 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

5-1c. Ethical Dilemmas: What Would You Do?

5-2. Frameworks for Ethical Decision Making

5-2a. Utilitarian Approach

5-2b. Individualism Approach

5-2c. Moral-Rights Approach

5-2d. Justice Approach

5-2e. Practical Approach

5-3. The Individual Manager and Ethical Choices

5-3a. The Stages of Moral Development

5-3b. Giving versus Taking

5-4. What Is Corporate Social Responsibility?

5-4a. A New Purpose for the Corporation: Stakeholders

5-4b. The Green Movement

5-4c. Sustainability and the Triple Bottom Line

5-4d. Benefit Corporations and B Lab

5-5. Managing Company Ethics and Social Responsibility

5-5a. Values-Oriented Approach

5-5b. Structure-Oriented Approach

5-5c. Whistle-Blowing

Ch5. Discussion Questions

Ch5. Apply Your Skills: Engagement Exercise

Ch5. Apply Your Skills: Small Group Breakout

Ch5. Apply Your Skills: Ethical Dilemma

Ch5. Apply Your Skills: Case For Critical Analysis

Ch 6. Managing Start-Ups and New Ventures

6-1. What Is Entrepreneurship?

6-2. Who Are Entrepreneurs?

6-2a. Minority-Owned Businesses

6-2b. Immigrant-Owned Businesses

6-2c. Women-Owned Businesses

6-2d. Traits of Entrepreneurs

6-3. Starting an Online or Mobile App Business

6-4. Social Entrepreneurship

6-5. Launching a 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. The Franchise Appeal

6-7. Entrepreneurship Internationally

Ch6. Discussion Questions

Ch6. Apply Your Skills: Engagement Exercise

Ch6. Apply Your Skills: Small Group Breakout

Ch6. Apply Your Skills: Ethical Dilemma

Ch6. Apply Your Skills: Case for Critical Analysis

Part 3. Planning

Ch 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. Managing Goal Conflict

7-2c. Align Goals Using a Strategy Map

7-3. Performance Management

7-3a. Criteria for Effective Goals

7-3b. Management by Objectives

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. Setting Stretch Goals for Excellence

7-5d. Crisis Planning

Ch7. Discussion Questions

Ch7. Apply Your Skills: Engagement Exercise

Ch7. Apply Your Skills: Small Group Breakout

Ch7. Apply Your Skills: Ethical Dilemma

Ch7. Apply Your Skills: Case for Critical Analysis

Ch 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

Ch8. Discussion Questions

Ch8. Apply Your Skills: Engagement Exercise

Ch8. Apply Your Skills: Small Group Breakout

Ch8. Apply Your Skills: Ethical Dilemma

Ch8. Apply Your Skills: Case for Critical Analysis

Ch 9. Managerial Decision Making

9-1. Types of Decisions and Problems

9-1a. Programmed and Nonprogrammed Decisions

9-1b. Facing Uncertainty and Ambiguity

Ambiguity and Conflict

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 Make Bad 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 Premortem and Postmortem

Ch9. Discussion Questions

Ch9. Apply Your Skills: Engagement Exercise

Ch9. Apply Your Skills: Small Group Breakout

Ch9. Apply Your Skills: Ethical Dilemma

Ch9. Apply Your Skills: Case for Critical Analysis

Ch9. Answers to Questions in “Manager’s Shoptalk”

Part 4. Organizing

Ch 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 Workflow Technology

Ch 10. Discussion Questions

Ch 10. Apply Your Skills: Engagement Exercise

Ch 10. Apply Your Skills: Small Group Breakout

Ch 10. Apply Your Skills: Ethical Dilemma

Ch 10. Apply Your Skills: Case for Critical Analysis

Ch 11. Managing Innovation and Change

11-1. Innovation and the Changing Workplace

11-1a. Disruptive Innovation

11-1b. The Ambidextrous Approach

11-2. Changing Things: New Products and Processes

11-2a. Discovery

11-2b. Horizontal Collaboration and Open Innovation

11-2c. Innovation Roles and Structures

11-3. Changing People and Culture

11-3a. Training and Development

11-3b. Organization Development

11-4. Implementing Innovation and Change

11-4a. Implementation Stages

11-4b. Why Do People Resist Change?

11-4c. Create a Sense of Urgency

11-4d. Use Implementation Tactics

Ch11. Discussion Questions

Ch11. Apply Your Skills: Engagement Exercise

Ch11. Apply Your Skills: Small Group Breakout

Ch11. Apply Your Skills: Ethical Dilemma

Ch11. Apply Your Skills: Case for Critical Analysis

Ch 12. Managing Human Talent

12-1. The Strategic Role of HRM Is to Drive Organizational Performance

12-1a. The Strategic Approach

12-1b. Building Human Capital to 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. Leading-Edge 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 Management

12-6. Maintaining an Effective Workforce

12-6a. Rewards

12-6b. Benefits

12-6c. Termination

Ch 12. Discussion Questions

Ch 12. Apply Your Skills: Engagement Exercise

Ch 12. Apply Your Skills: Small Group Breakout

Ch 12. Apply Your Skills: Ethical Dilemma

Ch 12. Apply Your Skills: Case for Critical Analysis

Ch 13. Managing Diversity and Inclusion

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 Underrepresented Employees Face

13-4. Factors Affecting Women’s Careers

13-4a. The First Rung of the Management Ladder

13-4b. The Female Advantage

13-5. Diversity Initiatives and Programs

13-5a. Enhance Structures and Policies

13-5b. Expand Recruitment Efforts

13-5c. Establish Sponsor Relationships

13-5d. Provide Personal Coaching and Feedback

13-5e. Increase Awareness of Sexual Harassment

13-5f. Encourage Employee Resource Groups

Ch13. Discussion Questions

Ch13. Apply Your Skills: Engagement Exercise

Ch13. Apply Your Skills: Small Group Breakout

Ch13. Apply Your Skills: Ethical Dilemma

Ch13. Apply Your Skills: Case for Critical Analysis

Part 5. Leading

Ch 14. Understanding Individual Behavior

14-1. Understanding Yourself and Others

14-1a. The Value and Difficulty of Knowing Yourself

14-1b. Enhance 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 Resilience

14-7a. Challenge Stress and Threat Stress

14-7b. Causes of Work Stress

14-7c. Enhancing Resilience

Ch14. Discussion Questions

Ch14. Apply Your Skills: Engagement Exercise

Ch14. Apply Your Skills: Small Group Breakout

Ch14. Apply Your Skills: Ethical Dilemma

Ch14. Apply Your Skills: Case for Critical Analysis

Ch 15. Leadership

15-1. The Nature of Leadership

15-2. From Management to Leadership

15-3. Contemporary Leadership

15-3a. Level 5 Leadership

15-3b. Servant Leadership

15-3c. Authentic Leadership

15-3d. Interactive Leadership

15-4. Leadership Traits

15-5. Behavioral and Contingency Approaches

15-5a. Behavioral: Task versus People

15-5b. Contingency: The Situational Model of Leadership

15-5c. Contingency: Fiedler’s Contingency Theory

15-5d. Contingency: Situational Substitutes for Leadership

15-6. Charismatic and Transformational Leadership

15-6a. Charismatic Leadership

15-6b. Transformational versus Transactional Leadership

15-7. Followership

15-8. Power and Influence

15-8a. Hard Position Power

15-8b. Personal Soft Power

15-8c. Other Sources of Power

15-8d. Interpersonal Influence Tactics

Ch15. Discussion Questions

Ch15. Apply Your Skills: Engagement Exercise

Ch15. Apply Your Skills: Small Group Breakout

Ch15. Apply Your Skills: Ethical Dilemma

Ch15. Apply Your Skills: Case for Critical Analysis

Ch 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. Leading-Edge Ideas for Motivating

16-7a. Empowering People to Meet Higher Needs

16-7b. Giving Meaning to Work through Engagement

Ch16. Discussion Questions

Ch16. Apply Your Skills: Engagement Exercise

Ch16. Apply Your Skills: Small Group Breakout

Ch16. Apply Your Skills: Ethical Dilemma

Ch16. Apply Your Skills: Case for Critical Analysis

Ch 17. Managing Communication

17-1. Communication Is the Manager’s Job

17-1a. What Is Communication?

17-1b. A Model of Communication

17-2. Purpose-Driven Communication

17-2a. Communicating Vision, Mission, and Values

17-2b. Communicating to Persuade and Influence Others

17-3. Communicating Effectively with Others

17-3a. Open Communication Climate

17-3b. Communication Channels

17-3c. Giving Feedback

17-3d. Communicating with Candor

17-3e. Asking Questions

17-3f. Listening

17-3g. Nonverbal Communication

17-4. Workplace Communication

17-4a. Social Media

17-4b. Personal Communication Networks

17-4c. Formal Communication Channels

Ch17. Discussion Questions

Ch17. Apply Your Skills: Engagement Exercise

Ch17. Apply Your Skills: Small Group Breakout

Ch17. Apply Your Skills: Ethical Dilemma

Ch17. Apply Your Skills: Case for Critical Analysis

Ch 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. Virtual Teams

18-3. The Personal Dilemma of Teamwork

18-4. Model of Team Effectiveness

18-5. Team Demographics

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

Ch18. Discussion Questions

Ch18. Apply Your Skills: Engagement Exercise

Ch18. Apply Your Skills: Small Group Breakout

Ch18. Apply Your Skills: Ethical Dilemma

Ch18. Apply Your Skills: Case for Critical Analysis

Part 6. Controlling

Ch 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. The Dilemma of Algorithmic Control

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

Ch19. Discussion Questions

Ch19. Apply Your Skills: Engagement Exercise

Ch19. Apply Your Skills: Small Group Breakout

Ch19. Apply Your Skills: Ethical Dilemma

Ch19. Apply Your Skills: Case for Critical Analysis

Appendix. Operations Management and E-Commerce

What makes us different?

• Instant Download

• Always Competitive Pricing

• 100% Privacy

• FREE Sample Available

• 24-7 LIVE Customer Support