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- Full title: Understanding Management, 11th Edition
- Edition: 11th
- Copyright year: 2020
- Publisher: Cengage Learning
- Author: Richard L. Daft; Dorothy Marcic
- ISBN: 9781337918770, 9781337918770
- Format: PDF
Description of Understanding Management, 11th Edition:
Discover the keys to management success as Daft/Marcic’s UNDERSTANDING MANAGEMENT, 11E integrates classic management principles with today’s latest management ideas. This captivating, market-leading edition focuses on management and entrepreneurial issues within small to midsize companies — where you are most likely to begin your career – while still addressing challenges in larger global enterprises. Numerous new examples from today’s food business further reflect today’s trends. You gain valuable insights as you examine best practices in current management. This streamlined edition helps you build practical skills with engaging examples, skill-building and application exercises in every chapter. You examine how change demands innovation and how innovation requires forward-thinking and flexible leaders and organizations. Learn to become the successful manager who seizes business opportunities and leads change.Important Notice: Media content referenced within the product description or the product text may not be available in the ebook version.
Table of Contents of Understanding Management, 11th Edition PDF ebook:
ContentsPart 1 Introduction to ManagementChapter 1 The World of Innovative ManagementManagement Competencies for Today’s WorldThe Basic Functions of ManagementOrganizational PerformanceManagement SkillsWhen Skills FailWhat Is a Manager’s Job Really Like?Making the Leap: Becoming a New ManagerManager ActivitiesManager RolesManaging in Small Businesses and Nonprofit OrganizationsThe Evolution of Management ThinkingThe Historical Struggle: The Things of Production versus the Humanity of ProductionClassical PerspectiveScientific ManagementBureaucratic OrganizationsAdministrative PrinciplesManagement ScienceHumanistic PerspectiveEarly AdvocatesHuman Relations MovementHuman Resources PerspectiveBehavioral Sciences ApproachRecent Historical TrendsSystems ThinkingContingency ViewInnovative Management Thinking into the FutureManaging the New Technology-Driven WorkplaceManaging the New People-Driven WorkplaceThe Historical Struggle: Is Social Business the Answer?Part 2 The Environment of ManagementChapter 2 The Environment and Corporate CultureThe External EnvironmentTask EnvironmentGeneral EnvironmentThe Organization-Environment RelationshipEnvironmental UncertaintyAdapting to the EnvironmentThe Internal Environment: Corporate CultureSymbolsStoriesHeroesSlogansCeremoniesTypes of CultureAdaptability CultureAchievement CultureInvolvement CultureConsistency CultureShaping Corporate Culture for Innovative ResponseManaging the High-Performance CultureCultural LeadershipChapter 3 Managing in a Global EnvironmentA Borderless WorldGlobalizationDeveloping a Global Mind-setThe Changing International LandscapeChina, Inc.India, the Service GiantMultinational CorporationsCharacteristics of Multinational CorporationsServing the Bottom of the PyramidGetting Started InternationallyLegal-Political ChallengesSociocultural ChallengesSocial ValuesCommunication ChallengesInternational Trade AlliancesGATT and the WTOEuropean UnionNorth American Free Trade Agreement (NAFTA)Trans-Pacific PartnershipChapter 4 Managing Ethics and Social ResponsibilityWhat Is Managerial Ethics?Ethical Management TodayThe Business Case for Ethics and Social ResponsibilityEthical Dilemmas: What Would You Do?Frameworks for Ethical Decision MakingUtilitarian ApproachIndividualism ApproachApproachJustice ApproachPractical ApproachThe Individual Manager and Ethical ChoicesThe Stages of Moral DevelopmentGiving versus TakingWhat Is Corporate Social Responsibility?Organizational StakeholdersConscious CapitalismThe Green MovementSustainability and the Triple Bottom LineBenefit Corporations and B LabManaging Company Ethics and Social ResponsibilityCode of EthicsEthical StructuresWhistle-BlowingPart 3 PlanningChapter 5 Planning and Goal SettingGoal Setting and Planning OverviewLevels of Goals and PlansThe Organizational Planning ProcessGoal Setting in OrganizationsOrganizational MissionGoals and PlansPerformance ManagementCriteria for Effective GoalsManagement by Objectives (MBO)Benefits and Limitations of PlanningPlanning for a Turbulent EnvironmentContingency PlanningScenario BuildingCrisis PlanningInnovative Approaches to PlanningSet Stretch Goals for ExcellenceStrategyThinking StrategicallyWhat Is Strategic Management?Purpose of StrategyShould You Crowdsource Your Strategy?SWOT AnalysisFormulating Corporate-Level StrategyThe BCG MatrixDiversification StrategyFormulating Business-Level StrategyPorter’s Five Competitive ForcesChapter 6 Managerial Decision MakingTypes of Decisions and ProblemsProgrammed and Nonprogrammed DecisionsFacing Uncertainty and AmbiguityDecision-Making ModelsThe Ideal, Rational ModelHow Managers Make DecisionsThe Political ModelDecision-Making StepsRecognition of Decision RequirementDiagnosis and Analysis of CausesDevelopment of AlternativesSelection of the Desired AlternativeImplementation of the Chosen AlternativeEvaluation and FeedbackPersonal Decision FrameworkWhy Do Managers Make Bad Decisions?Innovative Decision MakingStart with BrainstormingUse Hard EvidenceEngage in Rigorous DebateAvoid GroupthinkKnow When to BailDo a PostmortemPart 4 OrganizingChapter 7 Designing Organization StructureOrganizing the Vertical StructureDivision of LaborChain of CommandSpan of ManagementCentralization and DecentralizationDepartmentalizationVertical Functional ApproachDivisional ApproachMatrix ApproachTeam ApproachVirtual Network ApproachOrganizing for Horizontal CoordinationThe Need for CoordinationTask Forces, Teams, and Project ManagementRelational CoordinationFactors Shaping StructureStructure Follows StrategyStructure Fits the TechnologyChapter 8 Managing Change and InnovationInnovation and the Changing WorkplaceDisruptive InnovationThe Ambidextrous ApproachChanging Things: New Products and TechnologiesExplorationCooperationInnovation RolesChanging People and CultureTraining and DevelopmentOrganization Development (OD)Implementing ChangeWhy Do People Resist Change?Create a Sense of UrgencyApply Force-Field AnalysisUse Implementation TacticsChapter 9 Managing Human Talent and DiversityThe Strategic Role of HRM Is to Drive Organizational PerformanceThe Strategic ApproachBuilding Human Capital to Drive PerformanceThe Impact of Federal Legislation on HRMThe Changing Social ContractThe End of Lifetime EmploymentInnovative HR PracticesFinding the Right PeopleHuman Resource PlanningRecruitingSelectingDeveloping TalentTraining and DevelopmentPerformance AppraisalMaintaining an Effective WorkforceRewardsBenefitsTerminationDiversity in the WorkplaceDiversity Challenges in Corporate Americaa Global ScaleManaging DiversityDiversity and InclusionDiversity of ThoughtDividends of Workplace DiversityFactors Shaping Personal BiasUnconscious BiasWorkplace Prejudice, Discrimination, and StereotypesChallenges Minorities FaceFactors Affecting Women’s CareersThe Glass CeilingThe Opt-Out TrendThe Female AdvantageDiversity Initiatives and ProgramsEnhancing Structures and PoliciesExpanding Recruitment EffortsEstablishing Mentor RelationshipsIncreasing Awareness of Sexual HarassmentEncouraging Employee Affinity GroupsPart 5 LeadingChapter 10 Understanding Individual BehaviorUnderstanding Yourself and OthersThe Value and Difficulty of Knowing YourselfEnhancing Your Self-AwarenessJob Satisfaction and TrustJob SatisfactionTrustPerception and AttributionsPerception and Perceptual DistortionsAttributions: A Special Case of PerceptionPersonality and BehaviorPersonality TraitsAttitudes and Behaviors Influenced by PersonalityProblem-Solving Styles and the Myers-Briggs Type IndicatorEmotionsPositive and Negative EmotionsEmotional IntelligenceManaging YourselfBasic Principles for Self-ManagementA Step-By-Step Guide for Managing Your TimeStress and Stress ManagementChallenge Stress and Threat StressType A and Type B Behavior PatternsCauses of Work StressInnovative Responses to StressChapter 11 LeadershipThe Nature of LeadershipContemporary LeadershipLevel 5 LeadershipServant LeadershipAuthentic LeadershipInteractive LeadershipFrom Management to LeadershipLeadership TraitsBehavioral ApproachesTask versus PeopleThe Leadership Grid?Contingency ApproachesThe Situational Model of LeadershipFiedler’s Contingency TheorySituational Substitutes for LeadershipCharismatic and Transformational LeadershipCharismatic LeadershipTransformational versus Transactional LeadershipFollowershipPower and InfluenceHard Position PowerPersonal Soft PowerOther Sources of PowerInterpersonal Influence TacticsChapter 12 Motivating EmployeesIndividual Needs and MotivationIntrinsic and Extrinsic RewardsContent Perspectives on MotivationThe Hierarchy of NeedsERG TheoryA Two-Factor Approach to MotivationAcquired NeedsProcess Perspectives on MotivationGoal SettingEquity TheoryExpectancy TheoryReinforcement Perspective on MotivationDirect ReinforcementSocial Learning TheoryJob Design for MotivationJob EnrichmentJob Characteristics ModelInnovative Ideas for MotivatingEmpowering People to Meet Higher NeedsGiving Meaning to Work Through EngagementThe Making Progress PrincipleChapter 13 Managing CommunicationCommunication Is the Manager’s JobWhat Is Communication?A Model of CommunicationCommunicating Among PeopleOpen Communication ClimateCommunication ChannelsCommunicating to Persuade and Influence OthersCommunicating with Radical CandorAsking QuestionsListeningNonverbal CommunicationWorkplace CommunicationSocial MediaPersonal Communication ChannelsFormal Communication ChannelsChapter 14 Leading TeamsThe Value of TeamsWhat Is a Team?Contributions of TeamsTypes of TeamsThe Personal Dilemma of TeamworkModel of Team EffectivenessVirtual TeamsTeam CharacteristicsSizeDiversityMember RolesTeam ProcessesStages of Team DevelopmentBuilding a Cohesive TeamEstablishing Team NormsManaging Team ConflictTypes of ConflictBalancing Conflict and CooperationCauses of ConflictStyles of Handling ConflictWays of Expressing ConflictNegotiationPart 6 ControllingChapter 15 Managing Quality and PerformanceThe Meaning of ControlFeedback Control ModelFour Steps of Feedback ControlThe Balanced ScorecardThe Changing Philosophy of ControlHierarchical versus Decentralized ApproachesOpen-Book ManagementTotal Quality ManagementTQM TechniquesTQM Success FactorsBudgetary ControlExpense BudgetRevenue BudgetCash BudgetCapital BudgetZero-Based BudgetFinancial ControlFinancial StatementsFinancial Analysis: Interpreting the NumbersTrends in Quality and Financial ControlInternational Quality StandardsElectronic MonitoringGlossaryName IndexCompany IndexSubject Index