Understanding Management 10th edition by Richard Daft, Dorothy Marcic – Ebook PDF Instant Download/Delivery: 1305502213 , 978-1305502215
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ISBN 10: 1305502213
ISBN 13: 978-1305502215
Author: Richard Daft, Dorothy Marcic
Prepare for management success with this engaging survey of modern management practice. UNDERSTANDING MANAGEMENT, 10E, seamlessly integrates classic management principles with today’s latest management ideas to create a current market-leading text that you will find captivating. Acclaimed authors Richard Daft and Dorothy Marcic cover management and entrepreneurial issues within small to midsize companies, where you are most likely to begin your career, as well as within larger global enterprises. You’ll gain valuable insights into real contemporary business as you examine today’s best management practices. This text helps you establish and build on practical skills with engaging examples and numerous skill-building and application exercises in every chapter. Using a streamlined format, this edition takes a close look at how change demands innovation and how innovation requires forward-thinking, flexible leaders and organizations. UNDERSTANDING MANAGEMENT, 10E, provides everything you need to become a successful manager who seizes business opportunities and leads change.
Understanding Management 10th Table of contents:
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
1.3. Organizational Performance
1.4. Management Skills
1.4a. When Skills Fail
1.5. What Is a Manager’s Job Really Like?
1.5a. Making the Leap: Becoming a New Manager
1.5b. Manager Activities
1.5c. Manager Roles
1.6. Managing in Small Businesses and Nonprofit Organizations
1.7. Innovative Management Thinking for a Changing World
1.8. Management and Organization
1.9. Classical Perspective
1.9a. Scientific Management
1.9b. Bureaucratic Organizations
1.9c. Administrative Principles
1.10. Humanistic Perspective
1.10a. Early Advocates
1.10b. Human Relations Movement
1.10c. Human Resources Perspective
1.10d. Behavioral Sciences Approach
1.11. Management Science
1.12. Recent Historical Trends
1.12a. Systems Thinking
1.12b. Contingency View
1.12c. Total Quality Management
1.13. Innovative Management Thinking for a Changing World
1.13a. Contemporary Management Tools
1.14. Managing the Technology-Driven Workplace
1.14a. Social Media Programs
1.14b. Customer Relationship Management
Chapter 1: Discussion Questions
Self-Learning
Group Learning
Action Learning
Ethical Dilemma
Case for Critical Analysis
On the Job Video Cases
The Clean-Energy Future Is Now
Part 2. The Environment of Management
Chapter 2. The Environment and Corporate Culture
2.1. The External Environment
2.1a. Task Environment
2.1b. General Environment
2.2. The Organization–Environment Relationship
2.2a. Environmental Uncertainty
2.2b. Adapting to the Environment
2.3. The Internal Environment: Corporate Culture
2.3a. Symbols
2.3b. Stories
2.3c. Heroes
2.3d. Slogans
2.3e. Ceremonies
2.4. Types of Culture
2.4a. Adaptability Culture
2.4b. Achievement Culture
2.4c. Involvement Culture
2.4d. Consistency Culture
2.5. Shaping Corporate Culture for Innovative Response
2.5a. Managing the High-Performance Culture
2.5b. Cultural Leadership
Chapter 2: Discussion Questions
Self-Learning
Group Learning
Action Learning
Ethical Dilemma
Case for Critical Analysis
On the Job Video Cases
Chapter 3. Managing in a Global Environment
3.1. A Borderless World
3.1a. Globalization
3.1b. Developing a Global Mind-Set
3.2. The Changing International Landscape
3.2a. China, Inc.
3.2b. India, the Service Giant
3.2c. Brazil’s Growing Clout
3.3. Multinational Corporations
3.3a. A Globalization Backlash
3.3b. Serving the Bottom of the Pyramid
3.4. Getting Started Internationally
3.4a. Exporting
3.4b. Outsourcing
3.4c. Licensing
3.4d. Direct Investing
3.5. The International Business Environment
3.6. The Economic Environment
3.6a. Economic Development
3.6b. Economic Interdependence
3.7. The Legal-Political Environment
3.8. The Sociocultural Environment
3.8a. Social Values
3.8b. Communication Differences
3.9. International Trade Alliances
3.9a. GATT and the WTO
3.9b. European Union
3.9c. North American Free Trade Agreement (NAFTA)
Chapter 3: Discussion Questions
Self-Learning
Group Learning
Action Learning
Ethical Dilemma
Case for Critical Analysis
On the Job Video Cases
Chapter 4. Managing Ethics and Social Responsibility
4.1. What Is Managerial Ethics?
4.1a. Ethical Management Today
4.1b. The Business Case for Ethics and Social Responsibility
4.2. Ethical Dilemmas: What Would You Do?
4.3. Frameworks for Ethical Decision Making
Utilitarian Approach
4.4. The Individual Manager and Ethical Choices
4.4a. The Stages of Moral Development
4.4b. Givers versus Takers
4.5. What Is Corporate Social Responsibility?
4.5a. Organizational Stakeholders
4.5b. The Green Movement
4.5c. Sustainability and the Triple Bottom Line
4.6. Evaluating Corporate Social Responsibility
4.7. Managing Company Ethics and Social Responsibility
4.7a. Code of Ethics
4.7b. Ethical Structures
4.7c. Whistle-Blowing
Chapter 4: Discussion Questions
Self-Learning Instrument
Group Learning
Action Learning
Ethical Dilemma
Case for Critical Analysis
On the Job Video Cases
Part 3. Planning
Chapter 5. Planning and Goal Setting
5.1. Goal Setting and Planning Overview
5.1a. Levels of Goals and Plans
5.1b. The Organizational Planning Process
5.2. Goal Setting in Organizations
5.2a. Organizational Mission
5.2b. Goals and Plans
5.3. Operational Planning
5.3a. Criteria for Effective Goals
5.3b. Management-by-Objectives (MBO)
5.4. Benefits and Limitations of Planning
5.5. Planning for a Turbulent Environment
5.5a. Contingency Planning
5.5b. Building Scenarios
5.5c. Crisis Planning
5.6. Innovative Approaches to Planning
5.6a. Set Stretch Goals for Excellence
5.7. Strategy
5.8. Thinking Strategically
5.9. What Is Strategic Management?
5.9a. Purpose of Strategy
5.9b. SWOT Analysis
5.10. Formulating Corporate-Level Strategy
5.11. Formulating Business-Level Strategy
5.11a. The Competitive Environment
5.11b. Porter’s Competitive Strategies
Chapter 5: Discussion Questions
Self-Learning
Group Learning
Action Learning
Ethical Dilemma
Case for Critical Analysis
On the Job Video Cases
Chapter 6. Managerial Decision Making
6.1. Types of Decisions and Problems
6.1a. Programmed and Nonprogrammed Decisions
6.1b. Facing Uncertainty and Ambiguity
6.2. Decision-Making Models
6.2a. The Ideal, Rational Model
6.2b. How Managers Actually Make Decisions
6.2c. The Political Model
6.3. Decision-Making Steps
6.3a. Recognition of Decision Requirement
6.3b. Diagnosis and Analysis of Causes
6.3c. Development of Alternatives
6.3d. Selection of the Desired Alternative
6.3e. Implementation of the Chosen Alternative
6.3f. Evaluation and Feedback
6.4. Personal Decision Framework
6.5. Why Do Managers Make Bad Decisions?
6.6. Innovative Decision Making
6.6a. Start with Brainstorming
6.6b. Use Hard Evidence
6.6c. Engage in Rigorous Debate
6.6d. Avoid Groupthink
6.6e. Know When to Bail
6.6f. Do a Postmortem
Chapter 6: Discussion Questions
Self Learning
Group Learning
Action Learning
Ethical Dilemma
Case for Critical Analysis
On the Job Video Cases
Part 3 Integrative Case
Part 4. Organizing
Chapter 7. Designing Organization Structure
7.1. Organizing the Vertical Structure
7.1a. Work Specialization
7.1b. Chain of Command
7.1c. Span of Management
7.1d. Centralization and Decentralization
7.2. Departmentalization
7.2a. Vertical Functional Approach
7.2b. Divisional Approach
7.2c. Matrix Approach
7.2d. Team Approach
7.2e. Virtual Network Approach
7.3. Organizing for Horizontal Coordination
7.3a. The Need for Coordination
7.3b. Task Forces, Teams, and Project Management
7.3c. Relational Coordination
7.4. Factors Shaping Structure
7.4a. Structure Follows Strategy
7.4b. Structure Fits the Technology
Chapter 7: Discussion Questions
Self-Learning
Group Learning
Action Learning
Ethical Dilemma
Case for Critical Analysis
On the Job Video Cases
Chapter 8. Managing Change and Innovation
8.1. Innovation and the Changing Workplace
8.1a. Why Do People Resist Change?
8.1b. Disruptive Innovation
8.1c. The Ambidextrous Approach
8.2. Changing Things: New Products and Technologies
8.2a. Exploration
8.2b. Cooperation
8.2c. Innovation Roles
8.3. Changing People and Culture
8.3a. Training and Development
8.3b. Organization Development (OD)
8.4. Implementing Change
8.4a. Create a Sense of Urgency
8.4b. Apply Force-Field Analysis
8.4c. Use Implementation Tactics
Chapter 8: Discussion Questions
Self-Learning
Group Learning
Action Learning
Ethical Dilemma
Case for Critical Analysis
On the Job Video Cases
Chapter 9. Managing Human Resources and Diversity
9.1. The Strategic Role of HRM Is to Drive Organizational Performance
9.1a. The Strategic Approach
9.1b. Building Human Capital to Drive Performance
9.2. The Impact of Federal Legislation on HRM
9.3. The Changing Nature of Careers
9.3a. The Changing Social Contract
9.3b. Innovations in HRM
9.4. Finding the Right People
9.4a. Human Resource Planning
9.4b. Recruiting
9.4c. Selecting
9.5. Developing Talent
9.5a. Training and Development
9.5b. Performance Appraisal
9.6. Maintaining an Effective Workforce
9.6a. Compensation
9.6b. Benefits
9.6c. Rightsizing the Organization
9.6d. Termination
9.6e. Managing Diversity
9.7. Diversity in the Workplace
9.7a. Diversity in Corporate America
9.7b. Diversity on a Global Scale
9.8. Managing Diversity
9.8a. Diversity and Inclusion
9.8b. Diversity of Perspective
9.8c. Dividends of Workplace Diversity
9.9. Factors Shaping Personal Bias
9.9a. Workplace Prejudice, Discrimination, and Stereotypes
9.9b. Ethnocentrism
9.10. Factors Affecting Women’s Careers
9.10a. The Glass Ceiling
9.10b. Opt-Out Trend
9.10c. The Female Advantage
9.10d. Increasing Awareness of Sexual Harassment
Chapter 9: Discussion Questions
Self-Learning
Group Learning
Action Learning
Ethical Dilemma
Case for Critical Analysis
On the Job Video Cases
Part 5. Leading
Chapter 10. Understanding Individual Behavior
10.1. Understanding Yourself and Others
10.1a. The Value and Difficulty of Knowing Yourself
10.1b. Enhancing Your Self-Awareness
10.2. Job Satisfaction and Trust
10.2a. Job Satisfaction
10.2b. Trust
10.3. Perception and Attributions
10.3a. Perception and Perceptual Distortions
10.3b. Attributions: A Special Case of Perception
10.4. Personality and Behavior
10.4a. Personality Traits
10.4b. Attitudes and Behaviors Influenced by Personality
10.4c. Problem-Solving Styles and the Myers Briggs Type Indicator
10.5. Emotions
10.5a. Positive and Negative Emotions
10.5b. Emotional Intelligence
10.6. Managing Yourself
10.6a. Basic Principles for Self-Management
10.6b. A Step-by-Step Guide for Managing Your Time
10.7. Stress and Stress Management
10.7a. Challenge Stress and Threat Stress
10.7b. Type A and Type B Behavior
10.7c. Causes of Work Stress
10.7d. Innovative Responses to Stress
Chapter 10: Discussion Questions
Skills Self-learning
Group Learning
Action Learning
Ethical Dilemma
Case for Critical Analysis
On the Job Video Cases
Chapter 11. Leadership
11.1. The Nature of Leadership
11.2. Contemporary Leadership
11.2a. Level 5 Leadership
11.2b. Servant Leadership
11.2c. Authentic Leadership
11.2d. Gender Differences
11.3. From Management to Leadership
11.4. Leadership Traits
11.5. Behavioral Approaches
11.5a. Task versus People
11.5b. The Leadership Grid
11.6. Contingency Approaches
11.6a. The Situational Model of Leadership
11.6b. Fiedler’s Contingency Theory
11.6c. Situational Substitutes for Leadership
11.7. Charismatic and Transformational Leadership
11.7a. Charismatic Leadership
11.7b. Transformational versus Transactional Leadership
11.8. Followership
11.9. Power and Influence
11.9a. Hard Position Power
11.9b. Personal Soft Power
11.9c. Other Sources of Power
11.9d. Interpersonal Influence Tactics
Chapter 11: Discussion Questions
Self-Learning
Group Learning
Action Learning
Ethical Dilemma
Case for Critical Analysis
On the Job Video Cases
Chapter 12. Motivating Employees
12.1. Individual Needs and Motivation
12.2. Intrinsic and Extrinsic Rewards
12.3. Content Perspectives on Motivation
12.3a. The Hierarchy of Needs
12.3b. ERG Theory
12.3c. A Two-Factor Approach to Motivation
12.3d. Acquired Needs
12.4. Process Perspectives on Motivation
12.4a. Goal Setting
12.4b. Equity Theory
12.4c. Expectancy Theory
12.5. Reinforcement Perspective on Motivation
12.5a. Direct Reinforcement
12.5b. Social Learning Theory
12.6. Job Design for Motivation
12.6a. Job Enrichment
12.6b. Job Characteristics Model
12.7. Innovative Ideas for Motivating
12.7a. Empowering People to Meet Higher Needs
12.7b. Giving Meaning to Work through Engagement
12.7c. The Making Progress Principle
Chapter 12: Discussion Questions
Self-Learning
Group Learning
Action Learning
Ethical Dilemma
Case for Critical Analysis
On the Job Video Cases
Chapter 13. Managing Communication
13.1. Communication Is the Manager’s Job
13.1a. What Is Communication?
13.1b. A Model of Communication
13.2. Communicating among People
13.2a. Open Communication Climate
13.2b. Communication Channels
13.2c. Communicating to Persuade and Influence Others
13.2d. Communicating with Candor
13.2e. Asking Questions
13.2f. Listening
13.2g. Nonverbal Communication
13.3. Workplace Communication
13.3a. Social Media
13.3b. Personal Communication Channels
13.3c. Formal Communication Channels
13.3d. Crisis Communication
Chapter 13: Discussion Questions
Self-Learning
Group Learning
Action Learning
Ethical Dilemma
Case for Critical Analysis
On the Job Video Cases
Chapter 14. Leading Teams
14.1. The Value of Teams
14.1a. What Is a Team?
14.1b. Contributions of Teams
14.1c. Types of Teams
14.2. The Personal Dilemma of Teamwork
14.3. Model of Team Effectiveness
14.4. Virtual Teams
14.5. Team Characteristics
14.5a. Size
14.5b. Diversity
14.5c. Member Roles
14.6. Team Processes
14.6a. Stages of Team Development
14.6b. Building a Cohesive Team
14.6c. Establishing Team Norms
14.7. Managing Team Conflict
14.7a. Types of Conflict
14.7b. Balancing Conflict and Cooperation
14.7c. Causes of Conflict
14.7d. Styles to Handle Conflict
14.7e. Negotiation
Chapter 14: Discussion Questions
Self-Learning
Group Learning
Action Learning
Ethical Dilemma
Case for Critical Analysis
On the Job Video Cases
Part 5: Integrative Case
Part 6. Controlling
Chapter 15. Managing Quality and Performance
15.1. The Meaning of Control
15.2. Feedback Control Model
15.2a. Four Steps of Feedback Control
15.2b. The Balanced Scorecard
15.3. The Changing Philosophy of Control
15.3a. Hierarchical versus Decentralized Approaches
15.3b. Open-Book Management
15.4. Total Quality Management
15.4a. TQM Techniques
15.4b. TQM Success Factors
15.5. Budgetary Control
15.5a. Expense Budget
15.5b. Revenue Budget
15.5c. Zero-Based Budget
15.6. Financial Control
15.6a. Financial Statements
15.6b. Financial Analysis: Interpreting the Numbers
15.7. Trends in Quality and Financial Control
15.7a. International Quality Standards
15.7b. Corporate Governance
Chapter 15: Discussion Questions
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