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

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