Management 13th Edition by Richard Daft 0357033809 9780357033807

Part 1. Introduction

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 Job Really 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

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

Part 2. Environment

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

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

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

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 Entrepreneurial Companies

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

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

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

Chapter 9. Managerial Decision Making

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 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 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”

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

Chapter 11. Managing Change and Innovation

11-1. Innovation and the Changing 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

Chapter 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. 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

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 Awareness of Sexual Harassment

13-5E. Encouraging Employee Affinity 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

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

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

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

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

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

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