Management

MANAGEMENT, 12E readers 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. Cover......Page 1 Title......Page 2 Statement......Page 3 Copyright......Page 4 Dedication......Page 5 About the Author......Page 7 Brief Contents......Page 9 Contents......Page 11 Preface......Page 17 Ch 1: Learning Outcomes......Page 32 Ch 1: Introduction......Page 33 Management Competencies for Today’s World......Page 34 The Basic Functions of Management......Page 37 Organizational Performance......Page 40 Management Skills......Page 42 Management Types......Page 46 What Is a Manager’s Job Really Like?......Page 49 Managing in Small Businesses and Nonprofit Organizations......Page 59 Ch 1: Discussion Questions......Page 60 Ch 1: Apply Your Skills: Experiential Exercise......Page 61 Ch 1: Apply Your Skills: Ethical Dilemma......Page 62 Ch 1: Apply Your Skills: Case for Critical Analysis......Page 63 Ch 1: Endnotes......Page 64 Ch 2: Learning Outcomes......Page 68 Ch 2: Introduction......Page 69 The Historical Struggle......Page 70 Classical Perspective......Page 73 Humanistic Perspective......Page 78 Management Science......Page 84 Recent Historical Trends......Page 86 Innovative Management Thinking Into the Future......Page 88 Ch 2: Apply Your Skills: Experiential Exercise......Page 94 Ch 2: Apply Your Skills: Ethical Dilemma......Page 95 Ch 2: Apply Your Skills: Case for Critical Analysis......Page 96 Ch 2: Endnotes......Page 97 Ch 3: Learning Outcomes......Page 104 Ch 3: Introduction......Page 105 The External Environment......Page 106 The Organization–Environment Relationship......Page 115 The Internal Environment: Corporate Culture......Page 119 Types of Culture......Page 124 Shaping Corporate Culture for Innovative Response......Page 127 Ch 3: Apply Your Skills: Experiential Exercise......Page 131 Ch 3: Apply Your Skills: Ethical Dilemma......Page 132 Ch 3: Apply Your Skills: Case for Critical Analysis......Page 133 Ch 3: Endnotes......Page 134 Ch 4: Learning Outcomes......Page 140 Ch 4: Introduction......Page 141 A Borderless World......Page 142 The Changing International Landscape......Page 146 Multinational Corporations......Page 149 Getting Started Internationally......Page 153 The International Business Environment......Page 157 The Economic Environment......Page 158 The Legal-Political Environment......Page 161 The Sociocultural Environment......Page 162 International Trade Alliances......Page 168 Ch 4: Discussion Questions......Page 170 Ch 4: Apply Your Skills: Experiential Exercise......Page 171 Ch 4: Apply Your Skills: Ethical Dilemma......Page 172 Ch 4: Apply Your Skills: Case for Critical Analysis......Page 173 Ch 4: Endnotes......Page 174 Ch 5: Learning Outcomes......Page 180 Ch 5: Introduction......Page 181 What Is Managerial Ethics?......Page 182 Ethical Dilemmas: What Would You Do?......Page 186 Frameworks for Ethical Decision Making......Page 187 The Individual Manager and Ethical Choices......Page 189 What Is Corporate Social Responsibility?......Page 192 Evaluating Corporate Social Responsibility......Page 197 Managing Company Ethics and Social Responsibility......Page 199 Ch 5: Apply Your Skills: Experiential Exercise......Page 204 Ch 5: Apply Your Skills: Ethical Dilemma......Page 205 Ch 5: Apply Your Skills: Case for Critical Analysis......Page 206 Ch 5: Endnotes......Page 207 Ch 6: Learning Outcomes......Page 212 Ch 6: Introduction......Page 213 What Is Entrepreneurship?......Page 214 Impact of Entrepreneurial Companies......Page 215 Who Are Entrepreneurs?......Page 218 Social Entrepreneurship......Page 223 Launching an Entrepreneurial Start-Up......Page 224 Ch 6: Apply Your Skills: Experiential Exercise......Page 236 Ch 6: Apply Your Skills: Ethical Dilemma......Page 237 Ch 6: Apply Your Skills: Case for Critical Analysis......Page 238 Ch 6: Endnotes......Page 239 Ch 7: Learning Outcomes......Page 246 Ch 7: Introduction......Page 247 Goal Setting and Planning Overview......Page 248 Goal Setting in Organizations......Page 251 Operational Planning......Page 258 Benefits and Limitations of Planning......Page 263 Planning for a Turbulent Environment......Page 264 Innovative Approaches to Planning......Page 268 Ch 7: Discussion Questions......Page 271 Ch 7: Apply Your Skills: Ethical Dilemma......Page 272 Ch 7: Apply Your Skills: Case for Critical Analysis......Page 273 Ch 7: Endnotes......Page 274 Ch 8: Learning Outcomes......Page 278 Thinking Strategically......Page 280 What Is Strategic Management?......Page 282 The Strategic Management Process......Page 286 Formulating Corporate-Level Strategy......Page 291 Formulating Business-Level Strategy......Page 294 Global Strategy......Page 299 Strategy Execution......Page 302 Ch 8: Discussion Questions......Page 305 Ch 8: Apply Your Skills: Small Group Breakout......Page 306 Ch 8: Apply Your Skills: Case for Critical Analysis......Page 307 Ch 8: Endnotes......Page 308 Ch 9: Learning Outcomes......Page 312 Ch 9: Introduction......Page 313 Types of Decisions and Problems......Page 314 Decision-Making Models......Page 319 Decision-Making Steps......Page 325 Personal Decision Framework......Page 330 Why Do Managers Make Bad Decisions?......Page 332 Innovative Decision Making......Page 335 Ch 9: Apply Your Skills: Experiential Exercise......Page 339 Ch 9: Apply Your Skills: Small Group Breakout......Page 340 Ch 9: Apply Your Skills: Case for Critical Analysis......Page 341 Ch 9: On the Job Video Cases......Page 342 Ch 9: Endnotes......Page 343 Ch 10: Learning Outcomes......Page 350 Ch 10: Introduction......Page 351 Organizing the Vertical Structure......Page 352 Departmentalization......Page 361 Organizing for Horizontal Coordination......Page 374 Factors Shaping Structure......Page 379 Ch 10: Apply Your Skills: Experiential Exercise......Page 384 Ch 10: Apply Your Skills: Ethical Dilemma......Page 385 Ch 10: On the Job Video Cases......Page 386 Ch 10: Endnotes......Page 387 Ch 11: Learning Outcomes......Page 392 Ch 11: Introduction......Page 393 Innovation and the Changing Workplace......Page 394 Changing Things: New Products and Technologies......Page 398 Changing People and Culture......Page 410 Implementing Change......Page 415 Ch 11: Discussion Questions......Page 418 Ch 11: Apply Your Skills: Small Group Breakout......Page 419 Ch 11: Apply Your Skills: Ethical Dilemma......Page 420 Ch 11: On the Job Video Cases......Page 421 Ch 11: Endnotes......Page 422 Ch 12: Learning Outcomes......Page 428 Ch 12: Introduction......Page 429 The Strategic Role of HRM Is to Drive Organizational Performance......Page 430 The Impact of Federal Legislation on HRM......Page 434 The Changing Nature of Careers......Page 436 Finding the Right People......Page 440 Developing Talent......Page 449 Maintaining an Effective Workforce......Page 454 Ch 12: Apply Your Skills: Experiential Exercise......Page 458 Ch 12: Apply Your Skills: Ethical Dilemma......Page 459 Ch 12: Apply Your Skills: Case for Critical Analysis......Page 460 Ch 12: Endnotes......Page 461 Ch 13: Learning Outcomes......Page 466 Ch 13: Introduction......Page 467 Diversity in the Workplace......Page 469 Managing Diversity......Page 473 Factors Shaping Personal Bias......Page 477 Factors Affecting Women’s Careers......Page 481 Diversity Initiatives and Programs......Page 485 Ch 13: Apply Your Skills: Experiential Exercise......Page 490 Ch 13: Apply Your Skills: Small Group Breakout......Page 491 Ch 13: Apply Your Skills: Ethical Dilemma......Page 492 Ch 13: Apply Your Skills: Case for Critical Analysis......Page 493 Ch 13: Endnotes......Page 494 Ch 14: Learning Outcomes......Page 500 Ch 14: Introduction......Page 501 Understanding Yourself and Others......Page 502 Job Satisfaction and Trust......Page 505 Perception and Attributions......Page 507 Personality and Behavior......Page 510 Emotions......Page 518 Managing Yourself......Page 522 Stress and Stress Management......Page 524 Ch 14: Discussion Questions......Page 529 Ch 14: Apply Your Skills: Experiential Exercise......Page 530 Ch 14: Apply Your Skills: Ethical Dilemma......Page 532 Ch 14: Apply Your Skills: Case for Critical Analysis......Page 533 Ch 14: Endnotes......Page 534 Ch 15: Learning Outcomes......Page 540 Ch 15: Introduction......Page 541 The Nature of Leadership......Page 542 Contemporary Leadership......Page 543 From Management to Leadership......Page 549 Leadership Traits......Page 551 Behavioral Approaches......Page 552 Contingency Approaches......Page 554 Charismatic and Transformational Leadership......Page 559 Followership......Page 562 Power and Influence......Page 566 Ch 15: Discussion Questions......Page 570 Ch 15: Apply Your Skills: Small Group Breakout......Page 571 Ch 15: Apply Your Skills: Case for Critical Analysis......Page 572 Ch 15: On the Job Video Cases......Page 573 Ch 15: Endnotes......Page 574 Ch 16: Learning Outcomes......Page 580 Ch 16: Introduction......Page 581 Intrinsic and Extrinsic Rewards......Page 582 Content Perspectives on Motivation......Page 585 Process Perspectives on Motivation......Page 592 Reinforcement Perspective on Motivation......Page 597 Job Design for Motivation......Page 600 Innovative Ideas for Motivating......Page 603 Ch 16: Discussion Questions......Page 607 Ch 16: Apply Your Skills: Experiential Exercise......Page 608 Ch 16: Apply Your Skills: Ethical Dilemma......Page 609 Ch 16: Apply Your Skills: Case for Critical Analysis......Page 610 Ch 16: Endnotes......Page 611 Ch 17: Learning Outcomes......Page 616 Ch 17: Introduction......Page 617 Communication Is the Manager’s Job......Page 618 Communicating Among People......Page 621 Workplace Communication......Page 632 Ch 17: Discussion Questions......Page 641 Ch 17: Apply Your Skills: Experiential Exercise......Page 642 Ch 17: Apply Your Skills: Ethical Dilemma......Page 643 Ch 17: Apply Your Skills: Case for Critical Analysis......Page 644 Ch 17: Endnotes......Page 645 Ch 18: Learning Outcomes......Page 650 Ch 18: Introduction......Page 651 The Value of Teams......Page 652 The Personal Dilemma of Teamwork......Page 658 Model of Team Effectiveness......Page 660 Virtual Teams......Page 661 Team Characteristics......Page 664 Team Processes......Page 668 Managing Team Conflict......Page 672 Ch 18: Apply Your Skills: Experiential Exercise......Page 677 Ch 18: Apply Your Skills: Ethical Dilemma......Page 678 Ch 18: Apply Your Skills: Case for Critical Analysis......Page 679 Ch 18: Endnotes......Page 680 Ch 19: Learning Outcomes......Page 688 Ch 19: Introduction......Page 689 The Meaning of Control......Page 690 Feedback Control Model......Page 691 The Changing Philosophy of Control......Page 697 Total Quality Management......Page 702 Budgetary Control......Page 707 Financial Control......Page 709 Trends in Quality and Financial Control......Page 714 Ch 19: Apply Your Skills: Experiential Exercise......Page 716 Ch 19: Apply Your Skills: Ethical Dilemma......Page 717 Ch 19: Apply Your Skills: Case for Critical Analysis......Page 718 Ch 19: On the Job Video Cases......Page 719 Ch 19: Endnotes......Page 720 Appendix: Managing the Value Chain, Web 2.0, and E-Business......Page 727 Glossary......Page 747 Name Index......Page 761 Company Index......Page 779 Subject Index......Page 784 This text addresses emerging themes and the issues most important for meeting today's management demands and challenges. A blend of proven management techniques and new competencies demonstrates how to harness creativity and lead change as students learn to put theory into practice. D.A.F.T. defines Management with the best in new and proven management competencies. D. Development of the latest managerial theories and innovative skills prepares students to adapt to new technologies and inspire exceptional performances in managerial roles. A. Applications focus on contemporary ideas and relevance to students, using a combination of cutting-edge exercises, memorable examples, new video cases, and topics not typically found in other management texts. F. Foundations in the best management practices combine fresh ideas with proven research organized around the four functions of management. T. Technology in a leading support package delivers innovative solutions--from course management tools to new video cases, a media-rich eBook, and MindTap!"--To help ensure that students reach their full management potential