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ISBN 10: 0357033809
ISBN 13: 978-0357033807
Author: Daft
PRODUCT ONLY AVAILABLE WITHIN CENGAGE UNLIMITED. MANAGEMENT, 13E helps you gain the confidence to manage and develop the ability to lead with innovative solutions in today’s rapidly changing business environment. Daft explores the emerging themes and management issues most important for managers in businesses today. Current and future managers learn to look beyond traditional techniques and ideas to tap into a full breadth of management skills. D.A. F.T. defines Management with the best in new and proven management competencies.
Management 13th Table of contents:
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
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