Management / Richard L. Daft.

PART 1 INTRODUCTION TO MANAGEMENT 2
CHAPTER 1 THE CHANGING PARADIGM OF MANAGEMENT
The Definition of Management 7
The Four Management Functions 8
Organizational Performance 10
Management Skills II
D When Skills Fail 12
Management Types 13, ETC


CHAPTER 2 FOUNDATIONS OF MANAGEMENT UNDERSTANDING
Historical Forces shaping management
Classical Perspective 40
Humanistic Perspective 46
Management Science Perspective , ETC


CHAPTER 3 The Environment and Corporate Culture 70
The External Environment 72
The Organization-Environment Relationship 81
The Internal Environment: Corporate Culture 85
Environment and Culture 89
, Shaping Corporate Culture for Innovative Response
Management in Practice: Experiential Exercise , ETC.



CHAPTER 4 Managing in a Global Environment 104
A Borderless World 106
The International Business Environment 113
The Economic Environment 114
The Legal-Political Environment 116
The sociocultural Environment
Multinational Corporations 126
Managing in a Global Environment , etc



CHAPTER 5 Managerial Ethics and Corporate Social Responsibility 138
What Is Managerial Ethics? 140
Criteria for Ethical Decision Making 142
Factors Affecting Ethical Choices 144
The Manager 145 i The Organization 149
What Is Social Responsibility? 150
Organizational Stakeholders 151
The Ethic of Sustainability and the Natural Environment 153
Evaluating Corporate Social Responsibility, etc



CHAPTER 6 The environment of entrepreneurship and Small Business Management
What Is Entrepreneurship? 174
Entrepreneurship and the Environment 175
Who Are Entrepreneurs? 181
Starting are entrepreneurs?
Managing a Growing Business 194

PART III PLANNING
CHAPTER 7 organizational goal setting planning
Overview of Goals and Plans 210
Goals in Organizations •
Criteria for Effective Goals 217
Planning Types and Models 219
Management by Objectives 219


CHAPTER 8 Strategy Formulation and Implementation 236
Thinking Strategically 238
The Strategic Management Process 246
Formulating Corporate-Level Strategy 249
Formulating Business-Level Strategy 251
Formulating Functional-Level Strategy 257

CHAPTER 9 Managerial Decision Making 270
Types of Decisions and Problems 272
Decision-Making Models 275
Decision-Making Steps 281
Increasing Participation in Decision Making 288


PART IV ORGANIZING 304

CHAPTER 10 Fundamentals of Organizations 306
Organizing the Vertical Structure 308
Departmentalization 314
Management in Practice: Experiential Exercise 340
Management in Practice: Ethical Dilemma 341
Cases for Critical Analysis 341


CHAPTER 11 Using structural Design To Achieve Strategic Goals
Coordination
Loose versus : Tight Organisation structure
Factors affecting structure
Management in Practice: Experiential Exercise
Cases for Critical Analysis

CHAPTER 12 Change and Development
Learning Organization
Model of Planned Organization Change
Initiating Change
Implementing Change
Type Planned Change
Culture/people Changes
Management in Practice: Experiential Exercise 481
Management in Practice: Ethical Dilemma 484
Case for Critical Analysis 484


CHAPTER 13 Human Resource Management 378
The Strategic Goals of HRM
Environmental Influences on HRM 381
Competitive Strategy 381 > Federal Legislation 384
Attracting an Effective Workforce 389
Developing an Effective Workforce 399
Maintaining an Effective Workforce 404
Management in Practice: Experiential Exercise 409
Management in Practice: Ethical Dilemma 409
Case for Critical Analysis 410

CHAPTER 14 Managing Diverse Employees
Valuing Diversity 417
The Changing Workplace 420
Affirmative Action 424
New Responses to Diversity 428
Defining New Relationships in Organizations 434
Global Diversity 435
Benefits and Costs of Diversity
Management in Practice: Experiential Exercise 441
Management in Practice: Ethical Dilemma 442
Case for Critical Analysis

PART V LEADING
CHAPTER 15 Leadership in Organisations
The Nature of Leadership 490
Leadership Versus Management 493
Leadership Traits 494
Behavioral Approaches 495
New Leadership Approaches 511
Management in Practice: Experiential Exercise 514
Management in Practice: Ethical Dilemma 515
Case for Critical Analysis 516


CHAPTER 16 Motivation in Organizations 520
The Concept of Motivation 522
Foundations of Motivation 524
Content Perspectives on Motivation 525
Process Perspectives on Motivation 530
Reinforcement Perspective on Motivation 535
Job Design for Motivation



CHAPTER 17 Communicating in Organizations
Communication and the Manager's Job 558
Communicating Among People 561
Organizational Communication 568
Communicating in Teams
Managing Organizational Communication 580
Management in Practice: Experiential Exercise 585
Management in Practice: Ethical Dilemma 586
Case for Critical Analysis 587



CHAPTER 18 Teamwork Organizations
Teams at Work 594
Types of Teams 596
Formal Teams 596
Work Team Characteristics 602
Team Processes 605
Managing Team Conflict 611


PART VI CONTROLLING
CHAPTER 19 Quality Control and Productivity
The Importance of Control
Strategic planning and Quality control 632
Organizational Control Focus 633
Control Approaches to Quality
Total Quality Management 646


CHAPTER 20 Management Control Systems
Core Management Control System
Top Management Financial Control
Middle Management Budget Control, etc.


CHAPTER 21 Information System and Technology
Information Technology
Types of Information System
Strategic Use of Information Technology
Implementation of Information Technology
Management in Practice: Experiential Exercise 689
Management in Practice: Ethical Dilemma 690
Case for Critical Analysis 691


22 Operations and Service Management
The Organization as Production Systems
Designing Operations Management Systems 701
Inventory Management 711
Managing Productivity 717
Management in Practice: Experiential Exercise
Management in Practice: Ethical Dilemma
Case for Critical Analysis


CHAPTER 23 The Learing Organization
The Revolution in Management
The Learning Organization
The Changing Social Contract
The Changing Nature of Careers
Management in Practice: Experiential Exercise
Management in Practice: Ethical Dilemma
Case for Critical Analysis

CONTINUING CASE 726
Appendix: Video Case Library
Glossary 778
Indexes 791
7

Includes bibliographical Name indexes: p. 837-848, Company Index: p. 849-853, Subject Index: p.854-862