eBook - Management Ninth Edition by Richard L. Daft

Part 1 INTRODUCTION TO MANAGEMENT — p. 2 1 Innovative Management for Turbulent Times — p. 2 Are You Ready to Be a Manager? — p. 3 Why Innovation Matters — p. 4 The Definition of Management — p. 4 The Four Management Functions — p. 5 Organizational Performance — p. 7 Management Skills — p. 8 Management Types — p. 10 What Is It Like to Be a Manager? — p. 13 Management and the New Workplace — p. 21 2 The Evolution of Management Thinking — p. 32 Are You a New-Style or an Old-Style Manager? — p. 33 Management and Organization — p. 34 Classical Perspective — p. 36 Humanistic Perspective — p. 41 Management Science Perspective — p. 46 Recent Historical Trends — p. 47 Innovative Management Thinking For Turbulent Times — p. 50 Part 2 THE ENVIRONMENT OF MANAGEMENT — p. 62 3 The Environment and Corporate Culture — p. 62 Are You Fit for Managerial Uncertainty? — p. 63 The External Environment — p. 64 The Organization–Environment Relationship — p. 72 The Internal Environment: Corporate Culture — p. 75 Environment and Culture — p. 78 Shaping Corporate Culture for Innovative Response — p. 82 4 Managing in a Global Environment — p. 94 Are You Ready To Work Internationally? — p. 95 A Borderless World — p. 96 Getting Started Internationally — p. 98 The International Business Environment — p. 102 International Trade Alliances — p. 111 The Globalization Backlash — p. 113 Multinational Corporations — p. 114 Managing in a Global Environment — p. 115 5 Managing Ethics and Social Responsibility — p. 128 Will You Be a Courageous Manager? — p. 129 What Is Managerial Ethics? — p. 130 Ethical Dilemmas: What Would You Do? — p. 131 Criteria for Ethical Decision Making — p. 132 Manager Ethical Choices — p. 134 What Is Corporate Social Responsibility? — p. 138 The Ethic of Sustainability — p. 141 Evaluating Corporate Social Responsibility — p. 142 Managing Company Ethics and Social Responsibility — p. 144 Part 3 PLANNING — p. 158 6 Managerial Planning and Goal Setting — p. 158 Does Goal Setting Fit Your Management Style? — p. 159 Overview of Goals and Plans — p. 160 Goals in Organizations — p. 162 Operational Planning — p. 167 Planning for a Turbulent Environment — p. 172 Planning for High Performance — p. 175 7 Strategy Formulation and Implementation — p. 184 What Is Your Strategy Strength? — p. 185 Thinking Strategically — p. 186 What Is Strategic Management? — p. 188 The Strategic Management Process — p. 191 Formulating Corporate-Level Strategy — p. 194 Formulating Business-Level Strategy — p. 196 New Trends in Strategy — p. 199 Global Strategy — p. 200 Strategy Execution — p. 203 8 Managerial Decision Making — p. 212 How Do You Make Decisions? — p. 213 Types of Decisions and Problems — p. 214 Decision-Making Models — p. 217 Decision-Making Steps — p. 222 Personal Decision Framework — p. 226 Why Do Managers Make Bad Decisions? — p. 227 Innovative Group Decision Making — p. 228 Part 4 ORGANIZING — p. 242 9 Designing Adaptive Organizations — p. 242 What Are Your Leadership Beliefs? — p. 243 Organizing the Vertical Structure — p. 244 Centralization and Decentralization — p. 250 Departmentalization — p. 250 Organizing for Horizontal Coordination — p. 260 Reengineering — p. 263 Structure Follows Strategy — p. 264 10 Managing Change and Innovation — p. 276 Are You Innovative? — p. 277 Innovation and the Changing Workplace — p. 278 Changing Things: New Products and Technologies — p. 279 Changing People and Culture — p. 287 Implementing Change — p. 291 11 Managing Human Resources — p. 306 Getting the Right People on the Bus — p. 307 The Strategic Role of HRM Is to Drive Organizational Performance — p. 308 The Impact of Federal Legislation on HRM — p. 311 The Changing Nature of Careers — p. 314 Finding the Right People — p. 316 Managing Talent — p. 324 Maintaining an Effective Workforce — p. 329 12 Managing Diversity — p. 340 Do You Know Your Biases? — p. 341 The Changing Workplace — p. 342 Managing Diversity — p. 346 Factors Shaping Personal Bias — p. 350 Factors Affecting Women’s Careers — p. 353 The Female Advantage — p. 356 Cultural Competence — p. 356 Diversity Initiatives and Programs — p. 358 New Diversity Initiatives — p. 362 Part 5 LEADING — p. 376 13 Dynamics of Behavior in Organizations — p. 376 Are You Self-Confident? — p. 377 Organizational Behavior — p. 378 Attitudes — p. 378 Perception — p. 382 Personality and Behavior — p. 385 Person–Job Fit — p. 393 Learning — p. 394 Stress and Stress Management — p. 396 14 Leadership — p. 408 What’s Your Personal Style? — p. 409 The Nature of Leadership — p. 410 Contemporary Leadership — p. 410 From Management to Leadership — p. 414 Leadership Traits — p. 415 Behavioral Approaches — p. 415 Contingency Approaches — p. 418 Charismatic and Transformational Leadership — p. 422 Followership — p. 424 Power and Influence — p. 426 Leadership as Service — p. 429 15 Motivating Employees — p. 440 Are You Engaged or Disengaged? — p. 441 The Concept of Motivation — p. 442 Content Perspectives on Motivation — p. 443 Process Perspectives on Motivation — p. 448 Reinforcement Perspective on Motivation — p. 452 Job Design for Motivation — p. 454 Innovative Ideas for Motivating — p. 458 16 Managing Communication — p. 470 Are You Building a Personal Network? — p. 471 Communication Is the Manager’s Job — p. 472 Communicating Among People — p. 475 Organizational Communication — p. 483 Innovations in Organizational Communication — p. 489 17 Leading Teams — p. 502 How Do You Like to Work? — p. 503 Why Teams at Work? — p. 504 What Is a Team? — p. 504 How to Make Teams Effective — p. 506 Types of Teams — p. 507 Innovative Uses of Teams — p. 509 Team Characteristics — p. 512 Team Processes — p. 513 Managing Team Conflict — p. 517 Work Team Effectiveness — p. 522 Part 6 CONTROLLING — p. 536 18 Managing Quality and Performance — p. 536 What Is Your Attitude Toward Organizational Regulation and Control? — p. 537 The Meaning of Control — p. 538 Choosing Standards and Measures — p. 539 Feedback Control Model — p. 541 Financial Control — p. 546 The Changing Philosophy of Control — p. 548 Total Quality Management — p. 552 Trends in Quality and Financial Control — p. 557 19 Managing the Value Chain, Information Technology, and E-Business — p. 568 Which Side of Your Brain Do You Use? — p. 569 The Organization As a Value Chain — p. 570 Facilities Layout — p. 573 Technology Automation — p. 576 Inventory Management — p. 578 Information Technology Has Transformed Management — p. 580 A New Generation of Information Technology — p. 585 The Internet and E-Business — p. 586 APPENDIX A: MANAGING SMALL BUSINESS START-UPS — p. 601