Management Daft

[Lucretia]

Richardhas been involved in management development and consulting for companies and organizations such as the American Banking Association, Bell Canada, Bristol-Myers Squibb, Ford Motor Company, Pratt & Whitney, USAA, First American National Bank, the Tennessee Valley Authority, the National Science Foundation, State Farm Insurance, the United States Air Force, the United States Army, and Vanderbilt Medical Center.

Richard has served on multiple editorial boards, including The Academy of Management Journal and Administrative Science Quarterly. He has served on the Board of Governors for the Academy of Management and the Board of Directors of the Organizational Behavior Teaching Society.

Richard has published 12 books, including Management, Organization Theory and Design, and The Leadership Experience, currently in their 11th, 11th, and 6th editions, respectively. His research has been published in journals such as Organization Science, Academy of Management Journal, Strategic Management Journal, and Management Science.

Designing Organizations and Transforming Organizational Cultures for Creating World Class Organizations, Conference on Leading and Managing Human Resources from a Strategic Perspective: Focus on the Service Sector in India, Sri Sathya Sai Institute of Higher Learning, Puttaparthi, India, 2003.

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He has made fundamental contributions to the study of organization behavior and organization design, and authored several books in these areas.[2] He co-developed media richness theory, with Robert H. Lengel, and is one of the most widely cited scholars in the field of management.[3]

He developed and managed the Center for Change Leadership at the Owen Graduate School of Management, Vanderbilt University, where he also served as Associate Dean for Academic Programs. He is a Fellow of the Academy of Management.

Develop with the confidence and innovative skills to lead in today's rapidly changing, turbulent business environment with Daft's market-leading MANAGEMENT, 14E. This reader-friendly presentation blends coverage of the latest managerial theories and emerging trends with a strong foundation in best management practices. New personal feedback inventories let you evaluate your strengths, while updated engagement exercises and applications guide you in expanding management competencies, harnessing your creativity and putting theory into practice. Recent research, organized around the four functions of management, helps you look beyond traditional techniques to consider a full breadth of progressive management solutions. Numerous new examples and cases from familiar organizations bring the practice of management into clear focus. In addition, MindTap online video cases, interactive exercises and applications further equip you to achieve exceptional results in your managerial role.

Richard L. Daft, Ph.D., is the Brownlee O. Currey, Jr., Professor of Management in the Owen Graduate School of Management at Vanderbilt University. Dr. 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 has been the associate editor-in-chief of Organization Science and served for three years as associate editor of Administrative Science Quarterly. Dr. Daft has authored or co-authored 14 books and written dozens of scholarly articles, papers and chapters in academic books. A noted expert in organization behavior and organization design, Dr. Daft is one of today's most highly cited academics in the fields of economics and business.

UPDATES THROUGHOUT THIS EDITION BRING TODAY'S PRACTICE OF MANAGEMENT INTO FOCUS. Numerous updated and new features throughout every chapter work with the latest, user-friendly content to engage contemporary students. Updated applications and exercises as well as the latest examples illuminate the relevance and applicability of the innovative management principles that students are learning.

WITHIN EACH CHAPTER, NEW "KNOW YOURSELF" FEATURES CONTINUE TO DEMONSTRATE PERSONAL APPLICATIONS. In addition to chapter openers, new "Know Yourself" personal self-insight inventories also appear within every chapter, further prompting students to consider how their own attributes and attitudes shape their applications of chapter concepts. For example, within the chapter on environment and culture (Ch. 3), this feature provides students with personal feedback about their "cultural intelligence," while the chapter on innovation (Ch. 11) guides students in assessing their creativity.

THE LATEST EXAMPLES OF MANAGEMENT CHALLENGES IN REAL ORGANIZATIONS INTRODUCE THE WRITTEN PRESENTATION WITHIN EACH CHAPTER. Every chapter immediately engages students with interesting and timely examples of management issues in actual organizations today. For example, this edition's chapter on strategy (Ch. 8) begins the text explanation with a discussion of the C.D.C.'s recent strategies for dealing with COVID-19.

NEW "SNAPSHOT" BRIEF EXAMPLES DEPICT REAL CORPORATE BEHAVIORS AND ACTIONS THAT RELATE TO CHAPTER TOPICS. Each chapter contains approximately 30 of these short, practical examples that emphasize the relevance of what students are reading. For example, the chapter on strategy (Ch. 8) offers "Snapshots" featuring organizations ranging from Starbucks, Hallmark, Costco and Family Dollar to Bed Bath & Beyond, Kroger, Disney+, Uber & Lyft, Ticketmaster, PepsiCo, Twitter, SpaceX, Tesla, Gore-Tex, Pixar and Snapchat.

NEW "REMEMBER THIS" FEATURES SUMMARIZE KEY POINTS FROM EACH MAJOR SECTION. These "Remember This" features highlight important takeaway points and examples after each chapter section for easy review. By creating an overview of each section, the summaries within each chapter remain brief and easily digestible for students.

NEW AND UPDATED "CREATING A GREENER WORLD" FEATURES HIGHLIGHT SUSTAINABILITY INITIATIVES. These feature boxes in every chapter demonstrate how companies today are emphasizing sustainability initiatives to increase company value as well as help the environment. Students review memorable examples, such as Enel S.p.A. Utility's work with renewable power in Italy that appears in this edition's Chapter 8.

NEW EXAMPLES IN EACH CHAPTER DEMONSTRATE MANAGEMENT RESPONSES TO THE COVID-19 PANDEMIC. At least one example in each chapter illustrates how actual managers have directed their businesses' responses to handling the challenges inherent in the recent COVID-19 pandemic.

REVISIONS AND UPDATES FOCUS ON HIGH STUDENT ENGAGEMENT. Memorable, contemporary photos for key examples work with updated feature boxes and the approximately 30 "Snapshot" brief examples of individuals and organizations in each chapter to bring examples to life and keep content relevant for students. These features also work with the interactive "Know Yourself" questionnaires at the beginning and middle of every chapter to keep students actively learning and applying principles.

UPDATED PERSONAL EXPERIENTIAL EXERCISES HELP STUDENTS APPLY THEIR LEARNING TO WORK EXPERIENCES. Your students can complete these powerful Experiential Exercises, which appear at the end of each chapter, on their own, online or in-class, depending on your preference.

UPDATED SMALL GROUP BREAKOUT EXERCISES ENCOURAGE STUDENT PARTICIPATION. You can use these specially designed Small Group Breakout Exercises, which reflect the latest management developments and content, either in-class or online to reinforce important principles and applications.

UPDATED ETHICAL DILEMMAS EXPLORE SOME OF TODAY'S MOST CHALLENGING MANAGEMENT ISSUES. You can use these ethical dilemmas to prompt meaningful group or class discussions, or you can use the dilemmas as online assignments to encourage students to explore today's important ethical issues independently.

UPDATED CASES FOR CRITICAL ANALYSIS STRENGTHEN STUDENTS' DECISION MAKING AND CRITICAL-THINKING SKILLS. These timely cases stretch students' critical-thinking abilities as they investigate management problems, examine the options, propose and support the best business solutions. You can use these cases to facilitate class or group discussions or as online student assignments.

Richard L. Daft addresses themes and issues directly relevant to both the everyday demands and significant challenges facing businesses today. Comprehensive coverage helps develop managers able to look beyond traditional techniques and ideas to tap into a full breadth of management skills. With the best in proven management and new competencies that harness creativity, D.A.F.T. is Management!Read less

Management is a robust foundations text providing a balance of broad, theoretical content with an engaging, easy-to-understand writing style. It covers the four key management functions - planning, organising, leading and controlling - conveying to students the elements of a manager's working day.

Real-life local and international examples showcase the ongoing changes in the management world. Focusing on a 'skills approach', they bring concepts to life for students, supporting motivation, confidence and mastery. Each part concludes with a contemporary continuing case study, focusing on car company Toyota as it faces managerial challenges and opportunities in the region.

Symbolic interactionism is presented as a theoretical approach for understanding media choice processes during managerial communications. In an exploratory study, 65 managers from 11 organizations were interviewed about communication incidents involving face-to-face, telephone, electronic mail, and written media. Managers were asked the reasons they chose the particular medium. A content analysis of the reasons suggests that three factors influenced managers' media choices: (a) ambiguity of the message content and richness of the communication medium, (b) symbolic cues provided by the medium, and (c) situational determinants such as time and distance. The findings also indicated the diversity of media use in management communications, with face-to-face selected primarily for content and symbolic reasons, whereas telephone and electronic mail typically were chosen because of situational constraints.

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