Understanding Management, 12th Edition
By Richard L. Daft And Dorothy Marcic
Contents:
Part 1 Introduction to Management 02
Chapter 1 Leading Edge Management 2
Management Competencies for Today’s World 5
Leading-Edge Management Competencies 5
The Trend Toward Bosslessness 7
The Basic Functions of Management 8
Organizational Performance 11
Management Skills 12
When Skills Fail 14
Challenges Facing New Managers 15
What Is a Manager’s Job Really Like? 17
Manager Activities 18
Manager Roles 21
Managing in Nonprofit Organizations 23
The Historical Struggle: The Things of Production Versus the Humanity
of Production 25
Classical Perspective 27
Scientific Management 27
Bureaucratic Organizations 28
Administrative Principles 30
Management Science 31
Humanistic Perspective 34
Early Advocates 34
Human Relations Movement 35
Human Resources Perspective 37
Behavioral Sciences Approach 39
Management Thinking into the Future 39
Managing the New Technology-Driven Workplace 40
Managing the New People-Driven Workplace 42
The Historical Struggle: Is Artificial Intelligence the Answer? 44
Part 2 The Environment of Management 52
Chapter 2 The Environment and Corporate Culture 52
The External Environment 54
Task Environment 55
General Environment 58
The Organization–Environment Relationship 63
Environmental Uncertainty 63
Adapting to the Environment 64
The Internal Environment: Corporate Culture 67
What Is Culture? 67
Toxic Cultures 69
Interpreting/Shaping Culture 69
Symbols 70
Stories 70
Heroes 70
Slogans 70
Ceremonies 71
Types of Culture 71
Adaptability Culture 71
Achievement Culture 72
Involvement Culture 73
Consistency Culture 73
Shaping Corporate Culture for
Innovative Response 75
Managing the High-Performance Culture 75
Cultural Leadership 77
Chapter 3 Managing in a Global Environment 84
A Borderless World 86
Globalization 87
Developing a Global Mind-Set 89
The Changing International Landscape 92
China Rising 92
India, the Service Giant 93
Multinational Corporations 95
Characteristics of Multinational Corporations 95
Serving the Bottom of the Pyramid 96
Getting Started Internationally 97
Legal–Political Challenges 99
Sociocultural Challenges 102
Social Values 102
Communication Challenges 105
International Trade Alliances 108
GATT and the WTO 108
European Union 108
United States–Mexico–Canada Agreement 109
Chapter 4 Managing Ethics and Social Responsibility 116
What Is Managerial Ethics? 118
Ethical Management Today 119
The Business Case for Ethics and Social Responsibility 121
Ethical Dilemmas: What Would You Do? 122
Frameworks for Ethical Decision Making 123
Utilitarian Approach 124
Individualism Approach 124
Moral-Rights Approach 124
Justice Approach 125
Practical Approach 126
The Individual Manager and Ethical Choices 127
The Stages of Moral Development 127
Giving Versus Taking 128
What Is Corporate Social Responsibility? 130
A New Purpose for the Corporation: Stakeholders 131
The Green Movement 133
Sustainability and the Triple Bottom Line 134
Benefit Corporations and B Lab 136
Managing Company Ethics
and Social Responsibility 138
Values-Oriented Approach 138
Structure-Oriented Approach 140
Whistle-Blowing 141
Part 3 Planning 148
Chapter 5 Planning and Goal Setting 148
Goal Setting and Planning Overview 150
Levels of Goals and Plans 151
The Organizational Planning Process 153
Goal Setting in Organizations 155
Organizational Mission 156
Managing Goal Conflict 157
Performance Management 159
Criteria for Effective Goals 160
Management by Objectives 161
Benefits and Limitations of Planning 164
Planning for a Turbulent Environment 165
Contingency Planning 166
Scenario Building 166
Setting Stretch Goals for Excellence 167
Crisis Planning 168
Thinking Strategically 172
What Is Strategic Management? 173
Purpose of Strategy 173
SWOT Analysis 176
Formulating Corporate-Level Strategy 179
Portfolio Strategy 179
The BCG Matrix 180
Diversification Strategy 181
Formulating Business-Level Strategy 182
Porter’s Five Competitive Forces 182
Porter’s Competitive Strategies 183
Chapter 6 Managerial Decision Making 192
Types of Decisions and Problems 195
Programmed and Nonprogrammed Decisions 195
Facing Uncertainty and Ambiguity 196
Decision-Making Models 199
The Ideal, Rational Model 199
How Managers Make Decisions 200
The Political Model 203
Decision-Making Steps 205
Recognition of Decision Requirement 205
Diagnosis and Analysis of Causes 206
Development of Alternatives 207
Selection of the Desired Alternative 207
Implementation of the Chosen Alternative 208
Evaluation and Feedback 208
Personal Decision Framework 210
Why Do Managers Make Bad Decisions? 213
Innovative Decision Making 217
Start with Brainstorming 217
Use Hard Evidence 217
Engage in Rigorous Debate 218
Avoid Groupthink 218
Know When to Bail 219
Do a Premortem and Postmortem 219
Part 4 Organizing 226
Chapter 7 Designing Organization Structure 226
Organizing the Vertical Structure 228
Division of Labor 229
Chain of Command 230
Span of Management 233
Centralization and Decentralization 235
Departmentalization 238
Vertical Functional Approach 238
Divisional Approach 240
Matrix Approach 242
Team Approach 244
Virtual Network Approach 247
Organizing for Horizontal Coordination 251
The Need for Coordination 251
Task Forces, Teams, and Project Management 252
Relational Coordination 253
Factors Shaping Structure 256
Structure Follows Strategy 257
Structure Fits the Workflow Technology 258
Chapter 8 Managing Innovation and Change 266
Innovation and the Changing Workplace 268
Disruptive Innovation 268
The Ambidextrous Approach 270
Changing Things: New Products and Processes 271
Discovery 273
Horizontal Collaboration and Open Innovation 277
Innovation Roles and Structures 280
Changing People and Culture 282
Training and Development 282
Organization Development 283
Implementing Innovation and Change 285
Implementation Stages 285
Why Do People Resist Change? 286
Create a Sense of Urgency 287
Use Implementation Tactics 289
Chapter 9 Managing Human Talent and Diversity/Inclusion 298
The Strategic Role of HRM Is to Drive Organizational Performance 300
The Strategic Approach 300
Building Human Capital to Drive Performance 303
The Impact of Federal Legislation on HRM 305
The Changing Social Contract 308
The End of Lifetime Employment 308
Leading-Edge HR Practices 310
Finding the Right People 312
Human Resource Planning 313
Recruiting 313
Selecting 316
Developing Talent 321
Training and Development 321
Performance Management 323
Maintaining an Effective Workforce 326
Rewards 326
Benefits 327
Termination 328
Diversity in the Workplace 330
Diversity Challenges in Corporate America 331
Diversity Challenges on a Global Scale 334
Managing Diversity 335
Diversity and Inclusion 335
Diversity of Thought 336
Dividends of Workplace Diversity 337
Factors Shaping Personal Bias 339
Unconscious Bias 339
Workplace Prejudice, Discrimination, and Stereotypes 341
Challenges Underrepresented Employees Face 343
Factors Affecting Women’s Careers 344
The First Rung of the Management Ladder 345
The Female Advantage 346
Diversity Initiatives and Programs 348
Enhance Structures and Policies 348
Expand Recruitment Efforts 348
Establish Sponsor Relationships 350
Provide Personal Coaching and Feedback 350
Increase Awareness of Sexual Harassment 351
Encourage Employee Resource Groups 351
Part 5 Leading 360
Chapter 10 Understanding Individual Behavior 360
Understanding Yourself and Others 362
The Value and Difficulty of Knowing Yourself 362
Enhance Your Self-Awareness 363
Job Satisfaction and Trust 365
Job Satisfaction 365
Trust 367
Perception and Attributions 368
Perception and Perceptual Distortions 368
Attributions: A Special Case of Perception 370
Personality and Behavior 372
Personality Traits 372
Attitudes and Behaviors Influenced by Personality 375
Problem-Solving Styles and the Myers-Briggs Type Indicator™ 379
Emotions 381
Positive and Negative Emotions 381
Emotional Intelligence 382
Managing Yourself 385
Basic Principles for Self-Management 385
A Step-By-Step Guide for Managing Your Time 386
Stress and Resilience 388
Challenge Stress and Threat Stress 388
Causes of Work Stress 389
Enhancing Resilience 390
Chapter 11 Leadership 400
The Nature of Leadership 403
From Management to Leadership 405
Contemporary Leadership 406
Level 5 Leadership 406
Servant Leadership 408
Authentic Leadership 410
Interactive Leadership 411
Leadership Traits 413
Behavioral and Contingency Approaches 415
Behavioral: Task Versus People 415
Contingency: The Situational Model of Leadership 416
Contingency: Fiedler’s Contingency Theory 418
Contingency: Situational Substitutes for Leadership 420
Charismatic and Transformational Leadership 421
Charismatic Leadership 421
Transformational Versus Transactional Leadership 422
Followership 424
Power and Influence 428
Hard Position Power 429
Personal Soft Power 429
Other Sources of Power 430
Interpersonal Influence Tactics 430
Chapter 12 Motivating Employees 438
Individual Needs and Motivation 440
Intrinsic and Extrinsic Rewards 441
Content Perspectives on Motivation 444
The Hierarchy of Needs 445
ERG Theory 446
A Two-Factor Approach to Motivation 447
Acquired Needs 449
Process Perspectives on Motivation 451
Goal Setting 451
Equity Theory 452
Expectancy Theory 454
Reinforcement Perspective on Motivation 457
Direct Reinforcement 457
Social Learning Theory 459
Job Design for Motivation 459
Job Enrichment 460
Job Characteristics Model 460
Leading-Edge Ideas for Motivating 462
Empowering People to Meet Higher Needs 462
Giving Meaning to Work Through Engagement 463
Chapter 13 Managing Communication 472
Communication Is the Manager’s Job 474
What Is Communication? 475
A Model of Communication 476
Purpose-Driven Communication 478
Communicating Vision, Mission, and Values 478
Communicating to Persuade and Influence Others 479
Communicating Effectively with Others 481
Open Communication Climate 482
Communication Channels 484
Giving Feedback 486
Communicating with Candor 487
Asking Questions 488
Listening 489
Nonverbal Communication 490
Workplace Communication 492
Social Media 492
Personal Communication Networks 494
Formal Communication Channels 498
Chapter 14 Leading Teams 508
The Value of Teams 510
What Is a Team? 511
Contributions of Teams 512
Types of Teams 514
Virtual Teams 518
The Personal Dilemma of Teamwork 520
Model of Team Effectiveness 522
Team Demographics 524
Size 525
Diversity 525
Member Roles 525
Team Processes 528
Stages of Team Development 528
Building a Cohesive Team 530
Establishing Team Norms 531
Managing Team Conflict 533
Types of Conflict 533
Balancing Conflict and Cooperation 533
Causes of Conflict 534
Styles of Handling Conflict 535
Ways of Expressing Conflict 536
Negotiation 537
Part 6 Controlling 544
Chapter 15 Managing Quality and Performance 544
The Meaning of Control 546
Feedback Control Model 549
Four Steps of Feedback Control 549
The Balanced Scorecard 552
The Changing Philosophy of Control 554
Hierarchical Versus Decentralized Approaches 555
The Dilemma of Algorithmic Control 557
Total Quality Management 558
TQM Techniques 560
TQM Success Factors 562
Budgetary Control 563
Expense Budget 564
Revenue Budget 564
Cash Budget 564
Capital Budget 565
Zero-Based Budget 565
Financial Control 566
Financial Statements 567
Financial Analysis: Interpreting the Numbers 568
Glossary 576
Endnotes 584
Name Index 634
Company Index 637
Subject Index 640