• "REMEMBER THIS" FEATURE REINFORCES KEY CONCEPTS FOR STUDENT RECALL. These easily recognizable sections at the end of each major topic discussion throughout this edition distill key concepts into easy-to-read bulleted lists. Students find a one-stop-shop for quick concept review as this section highlights key terms and definitions as well as other key points important to the management concept.
• FOCUS ON EMERGING THEMES AND INNOVATIVE EXAMPLES. This edition focuses on today''s ever-changing business landscape and the recent and critical challenges facing managers working within this environment. A "Hot Topic" icon used throughout the text draws students'' attention to some of the most up-the-date examples of management turbulence.
• SELF-ASSESSMENTS ENCOURAGE PERSONAL MANAGERIAL DEVELOPMENT. Students immediately become engaged in chapter topics as brief "Opening Questionnaires" pose thought-provoking questions related to the chapter''s content. In addition, "New Manager Self-Test" features within each chapter let students inventory their personal skills and check their understanding of how concepts apply, first-hand, to the manager''s role.
• END OF CHAPTER EXERCISES ALLOW STUDENTS TO EXPERIENCE AND APPLY MANAGEMENT CONCEPTS THEY''VE LEARNED. Engaging end-of-chapter "Experiential Exercises," "Small Group Breakouts," and "Ethical Dilemmas" allow students to work individually or in teams to check their understanding of management principles as they experience common management situations and apply concepts to practical events. Questionnaires, scenarios, and activities provide opportunities for students to work individually or in teams.
• "CASES FOR CRITICAL ANALYSIS" SHARPEN DIAGNOSTIC SKILLS FOR MANAGEMENT PROBLEM SOLVING. Brief, but substantive, cases at the end of each chapter provide opportunities to apply, analyze, and discuss management events within well-known organizations. Case situations are based on real management events; however, the identities of companies and managers have been disguised.
• This edition includes a new bonus feature that looks at how companies are using smart management practices to reduce their impact on the planet. The Green Power boxed feature in every chapter highlights companies like Acciona using green real estate development practices, Subaru Indiana Automotive creating a zero-landfill manufacturing plant, SAP hiring a chief sustainability officer, and many more.
• The new part-ending Integrative Cases also provide examples of environmentally friendly businesses while simultaneously providing students with noteworthy examples of good management skills. The cases feature both large and small businesses, including Honda''s development of a natural gas-powered car, UPS''s acquisition of a fleet of natural gas-powered trucks, and Clean Energy Fuels Corp.''s partnership with Navistar International to build a system for providing natural gas to fuel these "green" vehicles.
• The Innovative Way sections have always provided outstanding examples of forward-thinking businesses and in the 11th edition the companies featured in this section have been updated to represent a broader range of large and small companies as well as international firms. Students will recognize familiar powerhouses like Toyota, JetBlue, Trader Joe''s, and Gap, Inc., and will be introduced to an array of smaller international firms like Bremen Castings Inc., Godrej & Boyce, Semco, and Illumination Entertainment.
• Manager''s Shop Talk and Manager''s Self-Test are two of students'' favorite features appearing in every chapter throughout the book, and many of these have been updated to reflect the latest in management thinking. New Manager''s Shop Talk box topics include goal setting, time management tips, creative problem solving, and ace interviewing techniques, while new Manager''s Self-Tests explore students'' aptitude for servant leadership, teach them how to delegate, and help them develop a personal mission statement.
• NEW ERA OF MANAGEMENT, 11e, has also been thoroughly updated to provide the latest data and research findings on important management theories, including new technologies, globalization, social media, competitive dynamics, the functioning of multinational corporations, environmental uncertainty, adaptive organizations, sustainability, and many more.

PART I: INTRODUCTION TO MANAGEMENT.

1. Managing in Turbulent Times.

2. The Evolution of Management Thinking.

PART II: THE ENVIRONMENT OF MANAGEMENT.

3. Corporate Culture and the Environment.

4. Managing in a Global Environment.

5. Ethics and Social Responsibility.

6. Small Business Start-Ups.

PART III: PLANNING.

7. Planning and Goal Setting.

8. Strategy Formulation and Implementation.

9. Decision Making.

PART IV: ORGANIZING.

10. Designing Adaptive Organizations.

11. Change and Innovation.

12. Human Resource Management.

13. Meeting the Challenge of Diversity.

PART V: LEADING.

14. Dynamics of Behavior in Organizations.

15. Leadership.

16. Motivation

17. Communication.

18. Teamwork.

PART VI: CONTROLLING.

19.Quality and Performance.

Appendix: Managing the Value Chain, Information Technology, and E-Business.

Richard L. Daft

Richard L. Daft, Ph.D., is the Brownlee O. Currey, Jr., Professor of Management in the Owen Graduate School of Management at Vanderbilt University. Professor Daft specializes in the study of organization theory and leadership. He is a fellow of the Academy of Management and has served on the editorial boards of Academy of Management Journal, Administrative Science Quarterly, and Journal of Management Education. Professor Daft has authored or coauthored 13 books, including The Executive and the Elephant: A Leader's Guide to Building Inner Excellence (Jossey-Bass, 2010), Organization Theory and Design (South-Western, 2010), The Leadership Experience (South-Western, 2011), and What to Study: Generating and Developing Research Questions (Sage, 1982). He published Fusion Leadership: Unlocking the Subtle Forces That Change People and Organizations (Berrett-Koehler, 2000) with Robert Lengel. He also has authored dozens of scholarly articles, papers, and chapters. His work has been published in Administrative Science Quarterly, Academy of Management Journal, Academy of Management Review, Strategic Management Journal, Journal of Management, Accounting Organizations and Society, Management Science, MIS Quarterly, California Management Review, and Organizational Behavior Teaching Review. Professor Daft also is an active teacher and consultant. He has taught management, leadership, organizational change, organizational theory, and organizational behavior. He has been involved in management development and consulting for many companies and government organizations, including the American Bankers Association, Bridgestone, Bell Canada, the Transportation Research Board, Nortel, TVA, Pratt & Whitney, State Farm Insurance, Tenneco, the U.S. Air Force, the U.S. Army, J. C. Bradford & Co., Central Parking System, Entergy, Bristol-Myers Squibb, First American National Bank, and the Vanderbilt University Medical Center.