Higher Education
Author(s): Richard L. Daft
ISBN: 9781337685283
Edition: 13th
© Year : 2018
Binding: eBook
Pages:
MindTap Management for Daft's Management, 13th Edition, is the digital learning solution that helps instructors engage and transform today’s students into critical thinkers with the ultimate goal of getting students to THINK and ACT like managers. Through paths of dynamic assignments and applications that you can personalize, real-time course analytics, and an accessible reader, MindTap helps you turn cookie-cutter into cutting-edge, apathy into engagement, and memorizers into higher-level thinkers. Our adaptive learning solution provides customized questions, text, and video resources based on student proficiency. As an instructor using MindTap, you have at your fingertips the right content and unique set of tools curated specifically for your course, all in an interface designed to improve workflow and save time when planning lessons and course structure.
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Part 1 INTRODUCTION TO MANAGEMENT
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
1-5 Management Types
1-6 What Is a Manager’s Job Really Like?
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
Endnotes
2 The Evolution of Management Thinking
2-1 The Historical Struggle: The Things of Production Versus the Humanity of Production
2-2 Classical Perspective
2-3 Humanistic Perspective
2-4 Recent Historical Trends
2-5 Innovative Management Thinking into the Future
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
Endnotes
Part 2 THE ENVIRONMENT OF MANAGEMENT
3 The Environment and Corporate Culture
3-1 The External Environment
3-2 The Organization–Environment Relationship
3-3 The Internal Environment: Corporate Culture
3-4 Types of Culture
3-5 Shaping Corporate Culture for Innovative Response
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
Endnotes
4 Managing in a Global Environment
4-1 A Borderless World
4-2 The Changing International Landscape
4-3 Multinational Corporations
4-4 Getting Started Internationally
4-5 Legal–Political Challenges
4-6 Sociocultural Challenges
4-7 International Trade Alliances
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
Endnotes
5 Managing Ethics and Social Responsibility
5-1 What Is Managerial Ethics?
5-2 Ethical Dilemmas: What Would You Do?
5-3 Frameworks for Ethical Decision Making
5-4 The Individual Manager and Ethical Choices
5-5 What Is Corporate Social Responsibility?
5-6 Managing Company Ethics and Social Responsibility
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
Endnotes
6 Managing Start-Ups and New Ventures
6-1 What Is Entrepreneurship?
6-2 Who Are Entrepreneurs?
6-3 Starting an Online or Mobile App Business
6-4 Social Entrepreneurship
6-5 Launching an Entrepreneurial Start-Up
6-6 Other Tactics for Becoming a Business Owner
6-7 Impact of Entrepreneurial Companies
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
Endnotes
Part 3 PLANNING
7 Planning and Goal Setting
7-1 Goal Setting and Planning Overview
7-2 Goal Setting in Organizations
7-3 Performance Management
7-4 Benefits and Limitations of Planning
7-5 Planning for a Turbulent Environment
7-6 Innovative Approaches to Planning
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
Endnotes
8 Strategy Formulation and Execution
8-1 Thinking Strategically
8-2 What Is Strategic Management?
8-3 The Strategic Management Process
8-4 Formulating Corporate-Level Strategy
8-5 Formulating Business-Level Strategy
8-6 Global 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
Endnotes
9 Managerial Decision Making
9-1 Types of Decisions and Problems
9-2 Decision-Making Models
9-3 Decision-Making Steps
9-4 Personal Decision Framework
9-5 Why Do Managers Make Bad Decisions?
9-6 Innovative Decision Making
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”
Endnotes
Part 4 ORGANIZING
10 Designing Organization Structure
10-1 Organizing the Vertical Structure
10-2 Departmentalization
10-3 Organizing for Horizontal Coordination
10-4 Factors Shaping Structure
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
Endnotes
11 Managing Change and Innovation
11-1 Innovation and the Changing Workplace
11-2 Changing Things: New Products and Technologies
11-3 Changing People and Culture
11-4 Implementing Change
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
Endnotes
12 Managing Human Talent
12-1 The Strategic Role of HRM Is to Drive Organizational Performance
12-2 The Impact of Federal Legislation on HRM
12-3 The Changing Social Contract
12-4 Finding the Right People
12-5 Developing Talent
12-6 Maintaining an Effective Workforce
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
Endnotes
13 Managing Diversity
13-1 Diversity in the Workplace
13-2 Managing Diversity
13-3 Factors Shaping Personal Bias
13-4 Factors Affecting Women’s Careers
13-5 Diversity Initiatives and Programs
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
Endnotes
Part 5 LEADING
14 Understanding Individual Behavior
14-1 Understanding Yourself and Others
14-2 Job Satisfaction and Trust
14-3 Perception and Attributions
14-4 Personality and Behavior
14-5 Emotions
14-6 Managing Yourself
14-7 Stress and Stress Management
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
Endnotes
15 Leadership
15-1 The Nature of Leadership
15-2 Contemporary Leadership
15-3 From Management to Leadership
15-4 Leadership Traits
15-5 Behavioral Approaches
15-6 Contingency Approaches
15-7 Charismatic and Transformational Leadership
15-8 Followership
15-9 Power and Influence
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
Endnotes
16 Motivating Employees
16-1 Individual Needs and Motivation
16-2 Intrinsic and Extrinsic Rewards
16-3 Content Perspectives on Motivation
16-4 Process Perspectives on Motivation
16-5 Reinforcement Perspective on Motivation
16-6 Job Design for Motivation
16-7 Innovative Ideas for Motivating
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
Endnotes
17 Managing Communication
17-1 Communication Is the Manager’s Job
17-2 Communicating Among People
17-3 Workplace Communication
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
Endnotes
18 Leading Teams
18-1 The Value of Teams
18-2 The Personal Dilemma of Teamwork
18-3 Model of Team Effectiveness
18-4 Virtual Teams
18-5 Team Characteristics
18-6 Team Processes
18-7 Managing Team Conflict
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
Endnotes
Part 6 CONTROLLING
19 Managing Quality and Performance
19-1 The Meaning of Control
19-2 Feedback Control Model
19-3 The Changing Philosophy of Control
19-4 Total Quality Management
19-5 Budgetary Control
19-6 Financial Control
19-7 Trends in Quality and Financial Control
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
Endnotes
Appendix: Managing the Value Chain, Web 2.0, and E-Business
Glossary
Name Index
Company Index
Subject Index
Richard L. Daft, Vanderbilt University
Richard L. Daft is the Brownlee O. Currey, Jr. Professor of Management and Principal Senior Lecturer in the Owen Graduate School of Management at Vanderbilt University. Professor Daft specializes in the study of organization theory and leadership and is a fellow of the Academy of Management. He has served on the editorial boards of the Academy of Management Journal, Administrative Science Quarterly and Journal of Management Education. He was the associate editor-in-chief of Organization Science and served for three years as associate editor of Administrative Science Quarterly. Professor Daft has authored or co-authored 14 books and written dozens of scholarly articles, papers and chapters in other books.