Examine the issues impacting today's current, fast-shifting business environment and the necessary management solutions with Daft/Marcic's market-leading UNDERSTANDING MANAGEMENT, 12E. Even before recent upheavals, managers and organizations were buffeted by competitive, social, technological and economic change. Today's managers face more demands than ever before in the scramble to cope with the turbulence of recent events, ethical and social turmoil, mobile commerce, economic instability, globalization, cybersecurity threats, increasing government regulation and global supply chains. This edition helps you, as a future manager, find leading-edge solutions to significant problems -- whether everyday challenges or once-in-a-lifetime crises. Content extends beyond techniques traditionally taught to encompass a breadth of management skills and new competencies you can use to face today's issues. MindTap and Write Experience digital resources are also available to help you seize opportunity and lead change.
Author(s): Richard L. Daft, Dorothy Marcic
Edition: 12
Publisher: Cengage Learning
Year: 2022
Language: English
Pages: 672
City: Boston
Cover
Brief Contents
Contents
Preface
About the Authors
Acknowledgments
Part 1: Introduction to Management
Chapter 1: Leading Edge 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 Challenges Facing New Managers
1-6 What Is a Manager's Job Really Like?
1-7 Managing in Nonprofit Organizations
1-8 The Historical Struggle: The Things of Production versus the Humanity of Production
1-9 Classical Perspective
1-10 Humanistic Perspective
1-11 Management Thinking into the Future
1-12 The Historical Struggle: Is Artificial Intelligence the Answer?
Part 2: The Environment of Management
Chapter 2: The Environment and Corporate Culture
2-1 The External Environment
2-2 The Organization-Environment Relationship
2-3 The Internal Environment: Corporate Culture
2-4 Interpreting/Shaping Culture
2-5 Types of Culture
2-6 Shaping Corporate Culture for Innovative Response
Chapter 3: Managing in a Global Environment
3-1 A Borderless World
3-2 The Changing International Landscape
3-3 Multinational Corporations
3-4 Getting Started Internationally
3-5 Legal-Political Challenges
3-6 Sociocultural Challenges
3-7 International Trade Alliances
Chapter 4: Managing Ethics and Social Responsibility
4-1 What Is Managerial Ethics?
4-2 Frameworks for Ethical Decision Making
4-3 The Individual Manager and Ethical Choices
4-4 What Is Corporate Social Responsibility?
4-5 Managing Company Ethics and Social Responsibility
Part 3: Planning
Chapter 5: Planning and Goal Setting
5-1 Goal Setting and Planning Overview
5-2 Goal Setting in Organizations
5-3 Performance Management
5-4 Benefits and Limitations of Planning
5-5 Planning for a Turbulent Environment
5-6 Thinking Strategically
5-7 What Is Strategic Management?
5-8 Formulating Corporate-Level Strategy
5-9 Formulating Business-Level Strategy
Chapter 6: Managerial Decision Making
6-1 Types of Decisions and Problems
6-2 Decision-Making Models
6-3 Decision-Making Steps
6-4 Personal Decision Framework
6-5 Why Do Managers Make Bad Decisions?
6-6 Innovative Decision Making
Part 4: Organizing
Chapter 7: Designing Organization Structure
7-1 Organizing the Vertical Structure
7-2 Departmentalization
7-3 Organizing for Horizontal Coordination
Chapter 8: Managing Innovation and Change
8-1 Innovation and the Changing Workplace
8-2 Changing Things: New Products and Processes
8-3 Changing People and Culture
8-4 Implementing Innovation and Change
Chapter 9: Managing Human Talent and Diversity/Inclusion
9-1 The Strategic Role of HRM Is to Drive Organizational Performance
9-2 The Impact of Federal Legislation on HRM
9-3 The Changing Social Contract
9-4 Finding the Right People
9-5 Developing Talent
9-6 Maintaining an Effective Workforce
9-7 Diversity in the Workplace
9-8 Managing Diversity
9-9 Factors Shaping Personal Bias
9-10 Factors Affecting Women's Careers
9-11 Diversity Initiatives and Programs
Part 5: Leading
Chapter 10: Understanding Individual Behavior
10-1 Understanding Yourself and Others
10-2 Job Satisfaction and Trust
10-3 Perception and Attributions
10-4 Personality and Behavior
10-5 Emotions
10-6 Managing Yourself
10-7 Stress and Resilience
Chapter 11: Leadership
11-1 The Nature of Leadership
11-2 From Management to Leadership
11-3 Contemporary Leadership
11-4 Leadership Traits
11-5 Behavioral and Contingency Approaches
11-6 Charismatic and Transformational Leadership
11-7 Followership
11-8 Power and Influence
Chapter 12: Motivating Employees
12-1 Individual Needs and Motivation
12-2 Intrinsic and Extrinsic Rewards
12-3 Content Perspectives on Motivation
12-4 Process Perspectives on Motivation
12-5 Reinforcement Perspective on Motivation
12-6 Job Design for Motivation
12-7 Leading-Edge Ideas for Motivating
Chapter 13: Managing Communication
13-1 Communication Is the Manager's Job
13-2 Purpose-Driven Communication
13-3 Communicating Effectively with Others
13-4 Workplace Communication
Chapter 14: Leading Teams
14-1 The Value of Teams
14-2 Virtual Teams
14-3 The Personal Dilemma of Teamwork
14-4 Model of Team Effectiveness
14-5 Team Demographics
14-6 Team Processes
14-7 Managing Team Conflict
Part 6: Controlling
Chapter 15: Managing Quality and Performance
15-1 The Meaning of Control
15-2 Feedback Control Model
15-3 The Changing Philosophy of Control
15-4 Total Quality Management
15-5 Budgetary Control
15-6 Financial Control
Glossary
Endnotes
Name Index
Company Index
Subject Index
