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MindTap for Management

Author(s): Richard L. Daft

ISBN: 9781337685283

Edition: 13th

© Year : 2018

₹799

Binding: eBook

Pages:

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MindTap Management for Daft's Management, 13th Edition, is the digital learning solution that helps instructors engage and transform today’s students into critical thinkers with the ultimate goal of getting students to THINK and ACT like managers. Through paths of dynamic assignments and applications that you can personalize, real-time course analytics, and an accessible reader, MindTap helps you turn cookie-cutter into cutting-edge, apathy into engagement, and memorizers into higher-level thinkers. Our adaptive learning solution provides customized questions, text, and video resources based on student proficiency. As an instructor using MindTap, you have at your fingertips the right content and unique set of tools curated specifically for your course, all in an interface designed to improve workflow and save time when planning lessons and course structure.

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Part 1   INTRODUCTION TO MANAGEMENT

1 The World of Innovative 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 Management Types

1-6 What Is a Manager’s Job Really Like?

1-7 Managing in Small Businesses and Nonprofit Organizations

On the Job Video Cases

Discussion Questions

Apply Your Skills: Experiential Exercise

Apply Your Skills: Small Group Breakout

Apply Your Skills: Ethical Dilemma

Apply Your Skills: Case for Critical Analysis

Endnotes

 

2 The Evolution of Management Thinking

2-1 The Historical Struggle: The Things of Production Versus the Humanity of Production

2-2 Classical Perspective

2-3 Humanistic Perspective

2-4 Recent Historical Trends

2-5 Innovative Management Thinking into the Future

2-6 The Historical Struggle: Is Social Business the Answer?

On the Job Video Cases

Discussion Questions

Apply Your Skills: Experiential Exercise

Apply Your Skills: Small Group Breakout

Apply Your Skills: Ethical Dilemma

Apply Your Skills: Case for Critical Analysis

Endnotes

 

Part 2   THE ENVIRONMENT OF MANAGEMENT

3 The Environment and Corporate Culture

3-1 The External Environment

3-2 The Organization–Environment Relationship

3-3 The Internal Environment: Corporate Culture

3-4 Types of Culture

3-5 Shaping Corporate Culture for Innovative Response

On the Job Video Cases

Discussion Questions

Apply Your Skills: Experiential Exercise

Apply Your Skills: Small Group Breakout

Apply Your Skills: Ethical Dilemma

Apply Your Skills: Case for Critical Analysis

Endnotes

 

4 Managing in a Global Environment

4-1 A Borderless World

4-2 The Changing International Landscape

4-3 Multinational Corporations

4-4 Getting Started Internationally

4-5 Legal–Political Challenges

4-6 Sociocultural Challenges

4-7 International Trade Alliances

On the Job Video Cases

Discussion Questions

Apply Your Skills: Experiential Exercise

Apply Your Skills: Small Group Breakout

Apply Your Skills: Ethical Dilemma

Apply Your Skills: Case for Critical Analysis

Endnotes

 

5 Managing Ethics and Social Responsibility

5-1 What Is Managerial Ethics?

5-2 Ethical Dilemmas: What Would You Do?

5-3 Frameworks for Ethical Decision Making

5-4 The Individual Manager and Ethical Choices

5-5 What Is Corporate Social Responsibility?

5-6 Managing Company Ethics and Social Responsibility

On the Job Video Cases

Discussion Questions

Apply Your Skills: Experiential Exercise

Apply Your Skills: Small Group Breakout

Apply Your Skills: Ethical Dilemma

Apply Your Skills: Case for Critical Analysis

Endnotes

 

6 Managing Start-Ups and New Ventures

6-1 What Is Entrepreneurship?

6-2 Who Are Entrepreneurs?

6-3 Starting an Online or Mobile App Business

6-4 Social Entrepreneurship

6-5 Launching an Entrepreneurial Start-Up

6-6 Other Tactics for Becoming a Business Owner

6-7 Impact of Entrepreneurial Companies

On the Job Video Cases

Discussion Questions

Apply Your Skills: Experiential Exercise

Apply Your Skills: Small Group Breakout

Apply Your Skills: Ethical Dilemma

Apply Your Skills: Case for Critical Analysis

Endnotes

 

Part 3   PLANNING

7 Planning and Goal Setting

7-1 Goal Setting and Planning Overview

7-2 Goal Setting in Organizations

7-3 Performance Management

7-4 Benefits and Limitations of Planning

7-5 Planning for a Turbulent Environment

7-6 Innovative Approaches to Planning

On the Job Video Cases

Discussion Questions

Apply Your Skills: Experiential Exercise

Apply Your Skills: Small Group Breakout

Apply Your Skills: Ethical Dilemma

Apply Your Skills: Case for Critical Analysis

Endnotes

 

8 Strategy Formulation and Execution

8-1 Thinking Strategically

8-2 What Is Strategic Management?

8-3 The Strategic Management Process

8-4 Formulating Corporate-Level Strategy

8-5 Formulating Business-Level Strategy

8-6 Global Strategy

8-7 Strategy Execution

On the Job Video Cases

Discussion Questions

Apply Your Skills: Experiential Exercise

Apply Your Skills: Small Group Breakout

Apply Your Skills: Ethical Dilemma

Apply Your Skills: Case for Critical Analysis

Endnotes

 

9 Managerial Decision Making

9-1 Types of Decisions and Problems

9-2 Decision-Making Models

9-3 Decision-Making Steps

9-4 Personal Decision Framework

9-5 Why Do Managers Make Bad Decisions?

9-6 Innovative Decision Making

On the Job Video Cases

Discussion Questions

Apply Your Skills: Experiential Exercise

Apply Your Skills: Small Group Breakout

Apply Your Skills: Ethical Dilemma

Apply Your Skills: Case for Critical Analysis

Answers to Questions in “Manager’s Shoptalk”

Endnotes

 

Part 4   ORGANIZING

10 Designing Organization Structure

10-1 Organizing the Vertical Structure

10-2 Departmentalization

10-3 Organizing for Horizontal Coordination

10-4 Factors Shaping Structure

On the Job Video Cases

Discussion Questions

Apply Your Skills: Experiential Exercise

Apply Your Skills: Small Group Breakout

Apply Your Skills: Ethical Dilemma

Apply Your Skills: Case for Critical Analysis

Endnotes

 

11 Managing Change and Innovation

11-1 Innovation and the Changing Workplace

11-2 Changing Things: New Products and Technologies

11-3 Changing People and Culture

11-4 Implementing Change

On the Job Video Cases

Discussion Questions

Apply Your Skills: Experiential Exercise

Apply Your Skills: Small Group Breakout

Apply Your Skills: Ethical Dilemma

Apply Your Skills: Case for Critical Analysis

Endnotes

 

12 Managing Human Talent

12-1 The Strategic Role of HRM Is to Drive Organizational Performance

12-2 The Impact of Federal Legislation on HRM

12-3 The Changing Social Contract

12-4 Finding the Right People

12-5 Developing Talent

12-6 Maintaining an Effective Workforce

On the Job Video Cases

Discussion Questions

Apply Your Skills: Experiential Exercise

Apply Your Skills: Small Group Breakout

Apply Your Skills: Ethical Dilemma

Apply Your Skills: Case for Critical Analysis

Endnotes

 

13 Managing Diversity

13-1 Diversity in the Workplace

13-2 Managing Diversity

13-3 Factors Shaping Personal Bias

13-4 Factors Affecting Women’s Careers

13-5 Diversity Initiatives and Programs

On the Job Video Cases

Discussion Questions

Apply Your Skills: Experiential Exercise

Apply Your Skills: Small Group Breakout

Apply Your Skills: Ethical Dilemma

Apply Your Skills: Case for Critical Analysis

Endnotes

 

Part 5   LEADING

14 Understanding Individual Behavior

14-1 Understanding Yourself and Others

14-2 Job Satisfaction and Trust

14-3 Perception and Attributions

14-4 Personality and Behavior

14-5 Emotions

14-6 Managing Yourself

14-7 Stress and Stress Management

On the Job Video Cases

Discussion Questions

Apply Your Skills: Experiential Exercise

Apply Your Skills: Small Group Breakout

Apply Your Skills: Ethical Dilemma

Apply Your Skills: Case for Critical Analysis

Endnotes

 

15 Leadership

15-1 The Nature of Leadership

15-2 Contemporary Leadership

15-3 From Management to Leadership

15-4 Leadership Traits

15-5 Behavioral Approaches

15-6 Contingency Approaches

15-7 Charismatic and Transformational Leadership

15-8 Followership

15-9 Power and Influence

On the Job Video Cases

Discussion Questions

Apply Your Skills: Experiential Exercise

Apply Your Skills: Small Group Breakout

Apply Your Skills: Ethical Dilemma

Apply Your Skills: Case for Critical Analysis

Endnotes

 

16 Motivating Employees

16-1 Individual Needs and Motivation

16-2 Intrinsic and Extrinsic Rewards

16-3 Content Perspectives on Motivation

16-4 Process Perspectives on Motivation

16-5 Reinforcement Perspective on Motivation

16-6 Job Design for Motivation

16-7 Innovative Ideas for Motivating

On the Job Video Cases

Discussion Questions

Apply Your Skills: Experiential Exercise

Apply Your Skills: Small Group Breakout

Apply Your Skills: Ethical Dilemma

Apply Your Skills: Case for Critical Analysis

Endnotes

 

17 Managing Communication

17-1 Communication Is the Manager’s Job

17-2 Communicating Among People

17-3 Workplace Communication

On the Job Video Cases

Discussion Questions

Apply Your Skills: Experiential Exercise

Apply Your Skills: Small Group Breakout

Apply Your Skills: Ethical Dilemma

Apply Your Skills: Case for Critical Analysis

Endnotes

 

18 Leading Teams

18-1 The Value of Teams

18-2 The Personal Dilemma of Teamwork

18-3 Model of Team Effectiveness

18-4 Virtual Teams

18-5 Team Characteristics

18-6 Team Processes

18-7 Managing Team Conflict

On the Job Video Cases

Discussion Questions

Apply Your Skills: Experiential Exercise

Apply Your Skills: Small Group Breakout

Apply Your Skills: Ethical Dilemma

Apply Your Skills: Case for Critical Analysis

Endnotes

 

Part 6   CONTROLLING

19 Managing Quality and Performance

19-1 The Meaning of Control

19-2 Feedback Control Model

19-3 The Changing Philosophy of Control

19-4 Total Quality Management

19-5 Budgetary Control

19-6 Financial Control

19-7 Trends in Quality and Financial Control

On the Job Video Cases

Discussion Questions

Apply Your Skills: Experiential Exercise

Apply Your Skills: Small Group Breakout

Apply Your Skills: Ethical Dilemma

Apply Your Skills: Case for Critical Analysis

Endnotes

 

Appendix: Managing the Value Chain, Web 2.0, and E-Business

Glossary

Name Index

Company Index

Subject Index

 

Richard L. Daft, Vanderbilt University

Richard L. Daft is the Brownlee O. Currey, Jr. Professor of Management and Principal Senior Lecturer in the Owen Graduate School of Management at Vanderbilt University. Professor Daft specializes in the study of organization theory and leadership and is a fellow of the Academy of Management. He has served on the editorial boards of the Academy of Management Journal, Administrative Science Quarterly and Journal of Management Education. He was the associate editor-in-chief of Organization Science and served for three years as associate editor of Administrative Science Quarterly. Professor Daft has authored or co-authored 14 books and written dozens of scholarly articles, papers and chapters in other books.