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Ethical dilemmas, all-new end-of-chapter cases, and a fully updated set of On the Job video cases help students sharpen their diagnostic skills for management problem solving. The chapter sequence in MANAGEMENT is organized around the management functions of planning, organizing, leading, and controlling. Management, 12th Edition - PDF Free Download - Fox eBook From www.foxebook.net - August 10, 2016 6:09 PM Management, 12th Edition PDF Free Download, Reviews, Read Online, ISBN:, By Richard L. Free search PDF: management 9th edition richard l daft! DOC-Live - free unlimited DOCument files search and download. Management, 12th Edition - PDF Free Download - Fox eBook From www.foxebook.net - August 2, 2015 11:31 AM Management, 12th Edition PDF Free Download, Reviews, Read Online, ISBN:, By Richard L. Daft Management, 12th Edition - PDF Free Download.

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Understanding Management,

Eighth Edition

Richard L. Daft and Dorothy Marcic

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Licensed to: CengageBrain User	1
Introduction

Top Right: Aleksandar Bracinac/www.shutterstock.com Center: Haywiremedia/Shutterstock.com Bottom Right: Perov Stanislav/Shutterstock.com

How do you deﬁne turbulence? Flying into gusty winds at 30,000 feet? A recent breakup? This month’s cell phone bill?

For Sony Corp., turbulence is the recent data heist of more than 100 million PlayStation Network (PSN) user accounts, including stolen passwords, purchase histories, and possibly even credit card data.

The shocking news broke on April 26, 2011, when Sony’s senior director of corporate communications issued a blog post saying that the online video game network suffered a massive security break-in. The attack occurred one week earlier, as cybercriminals successfully breached Sony’s computer system, snatching private proﬁles and sensitive transaction information.

Daft Richard Management Pdf

To prevent additional damage, Sony shut down its PlayStation and PC-based networks for nearly a month—a move that risked sending customers to Microsoft Xbox and Nintendo Wii. The crisis also prompted statements from Kazuo Hirai, Sony’s PlayStation chief, who, with other top-level managers, offered a traditional heads-bowed Japanese apology. “We deeply apologize for the inconvenience we have caused,” Hirai was quoted as saying.

Given the danger that lurks in the murky underworld of cybercrime, where hackers can breach even the ﬁrewalls of security fortresses like the Pentagon and Sony, today’s multimedia managers must possess the ability to stay calm, be visible, and tell the truth—especially when facing worst-case scenarios.

Chapter Outline

Are You Ready to Be a Manager?

Why Innovative Management Matters

The Definition of Management

Organizational Performance

Management Skills

When Skills Fail

What Is It Like to Be a Manager?

Making the Leap: Becoming a New Manager

Manager Activities Manager Roles

Daft Management 9th Edition Pdf

Managing in Small Businesses and

Nonprofit Organizations

Innovative Management for the New	Bureaucratic Organizations
		Workplace	Administrative Principles
Turbulent Forces	Humanistic Perspective
New Workplace Characteristics
	Early Advocates
New Management Competencies
	Human Relations Movement
Innovative Management Thinking for a		Human Resources Perspective
Changing World	Behavioral Sciences Approach
Contemporary Management Tools	Quantitative Perspective
Managing the Technology-Driven
	Workplace	Recent Historical Trends
Evolution of Management Thinking	Systems Thinking
	Contingency View
Management and Organization		Total Quality Management
Classical Perspective
Scientific Management

Top Left: © Robnroll, Shutterstock Top Right: © James Steidl, Shutterstock

(See page 17, Being Caught in the Middle.)

Mostly True

2It’s easy for me to relate to people both above me in status or position and also those lower.

Please circle your opinion below each of the following statements.

Mostly False

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Innovative Management for a Changing World

Learning Outcomes

After studying this chapter, you should be able to:

1 Explain the difference between efficiency and effectiveness, and discuss their importance for organizational performance.

2 Define ten roles that managers perform in organizations.

3 Appreciate the manager’s role in small businesses and nonprofit organizations.

4 Understand the personal challenges involved in becoming a new manager.

5 Discuss turbulent forces that require a new workplace and the innovative management competencies needed to deal with today’s environment.

6 Know the difference between the new-style and the old-style manager.

7 Understand how historical forces influence the practice of management.

8 Identify and explain major developments in the history of management thought.

9 Describe the major components of the classical and humanistic management perspectives.

10 Explain the major concepts of the contingency view and total quality management.

Mostly True

Mostly False

(See page 17, Life on Speed Dial.)

4I like to be systematic when solving problems.

Mostly True

Mostly False

(See page 29, Scientific Management.)

5I have a good understanding of other people’s needs.

Mostly True

Mostly False

(See page 34, Human Relations Movement.)

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6	Chapter 1 Innovative Management for a Changing World
A person’s first job can be one of the most exciting times of life, but few people get the
experience and challenge of being a manager at the age of 16. Teresa Taylor, now chief
operating officer at Qwest, feels that she got just that. Taylor considered herself lucky to
be working as hostess at a local restaurant, but she was a bit stunned by the level of respon-
sibility she had. “I was in charge of scheduling, and I was in charge of deciding who gets
to go early, who gets to come in late, who gets to go on break, who doesn’t, what stations
should they be at,” she says. It seemed like a lot of power for someone just entering the
workforce, but Taylor soon realized she had to listen to the servers and try to meet their
needs in order to keep things running smoothly. It was a valuable lesson she applied many
times in future years, especially when she stepped into an official management role. “I
had to take a step back and say, ‘Well, I can’t muscle my way through this. I can’t do it all
myself.’ ” Like most managers, Taylor found that the more her responsibilities grew, the
more she had to listen to and rely on others to accomplish goals.1
Many new managers expect to have power, be in control, and be personally responsible
for departmental outcomes. A big surprise for many people when they first become a man-
ager is that they are much less in control of things than they expected. Managers depend
on subordinates more than the reverse, and they are evaluated on the work of other people
rather than on their own work. The nature of management is to motivate and coordinate
others to cope with diverse and far-reaching challenges. Managers set up the systems and
conditions that help other people perform well.
conditions that help other people perform well.	In the past, many managers did exercise tight control over employees. But the field of
What makes a good manager?		management is undergoing a revolution that asks managers to do more with less, wholly
Go to the Group Learning,		engage employees, see change rather than stability as natural, and inspire vision and
on page 44, that pertains to		cultural values that allow people to create a truly collaborative and productive workplace.
qualities and characteristics		This textbook introduces and explains the process of management and the changing ways
qualities and characteristics		of effective versus ineffective	of thinking about the world that are critical for managers. By reviewing the actions of
managers.
some successful and not-so-successful managers, you will learn the fundamentals of man-
agement. By the end of this chapter, you will already recognize some of the skills manag-
ers use to keep organizations on track, and you will
begin to understand how managers can achieve as-
tonishing results through people. By the end of this
book, you will understand fundamental manage-
ment skills for planning, organizing, leading, and
controlling a department or an entire organization.

Sladky	Why Innovative
	Management Matters
© AP Photo/Lynne
	The day after Haiti was hit by a massive earthquake
	in January 2010, Facebook users around the globe
ConceptConnection		were updating their statuses with the word Haiti
at a rate of 1,500 times a minute. It was concrete
A business may develop from a	good management and vision	evidence of the rapidly growing reach of Facebook,
can take it to the next level. Tattoo artists Ami James and Chris Núñez (pictured)		which started as a social networking site for college
started the business Miami Ink, which was the namesake of the TLC/Discovery reality		students.
		television program that ran from 2005 until 2008. The partners pitched the concept	Facebook’s success can be attributed to its
for the show with a friend and turned their business into the most well-known tattoo
design studio in the United States. Because TLC/Discovery owns the rights to the		managers’ effectiveness at innovation. Founder
name Miami Ink, James and Núñez planned for life after reality TV by creating another		and CEO Mark Zuckerberg says he wants manag-
Miami Beach tattoo studio, Love Hate Tattoo.	ers who aren’t afraid to break things in order to

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Why Innovative Management Matters

New Manager

Self-Test

Manager Achievement Test

Rate each item below based on your orientation toward personal achievement. Read each item and check either Mostly True or Mostly False as you feel right now.

Mostly True <<<

>>> Mostly False

1.I enjoy the feeling I get from mastering a new skill.

2.Working alone is typically better than working in a group.

3.I like the feeling I get from winning.

4.I like to develop my skills to a high level.

5. I rarely depend on anyone else to get things done.	See It
	Online

6. I am frequently the most valuable contributor to a team.

7. I like competitive situations.

8. To get ahead, it is important to be viewed as a winner.

Scoring and Interpretation: Give yourself 1 point for each Mostly True answer. In this case, a low score is better. A high score means a focus on personal achievement separate from others, which is ideal for a specialist or individual contributor. However, a manager is a generalist who gets things done through others. A desire to be a winner may cause you to compete with your people rather than develop their skills. As a manager, you will not succeed as a lone achiever who does not facilitate and coordinate others. If you checked three or fewer statements as Mostly True, your basic orientation is good. If you scored 6 or higher, your focus is on being an individual winner. You will want to shift your perspective to become an excellent manager.

make them better. Facebook’s management team encourages a culture of fearlessness, helping the company win the top spot on Fast Company’s 2010 list of the world’s 50 most innovative companies. Even during grim economic times, Facebook was increasing its engineering team, investing in new ideas, and pushing people to take risks for the future.2 Why does innovative management matter? Innovations in products, services, management systems, production processes, corporate values, and other aspects of the organization are what keep companies growing, changing, and thriving. Without innovation, no company can survive over the long run. In today’s world, industries, technologies, economies, governments, and societies are in constant flux, and managers are responsible for helping their organizations navigate through the unpredictable with flexibility and innovation. The meltdown of the housing and finance industries in the United States and the resulting global financial crisis, volatile oil prices and a devastating oil spill on the Gulf Coast, sweeping government changes, natural disasters such as major

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8	Chapter 1 Innovative Management for a Changing World

earthquakes in Haiti and Chile, continuing threats of terrorism, massive problems for automakers from General Motors to Toyota, global health scares such as the H1N1 flu virus, and other recent events have confirmed for managers the folly of managing for stability. The growing clout and expertise of companies in developing countries, particularly China and India, also have many Western managers worried. In such a turbulent and hypercompetitive global environment, managers must help their companies innovate more—and more quickly—than ever.

People can learn to manage innovatively. Interestingly, some hard-nosed business executives have turned to a study of the Grateful Dead rock band for a lesson or two.

Who said that, “[in an information economy] the best way to raise demand for your product is to give it away”? Perhaps Jeff Bezos, founder of Amazon.com? Maybe Sergey Brin or Larry Page, cofounders of Google?

Actually, those words were written by Grateful Dead lyricist John Perry Barlow in a 1994 issue of Wired magazine, long before most people were even thinking about “Internet business models.” The Dead were famous for allowing fans to tape their shows, giving up a major source of revenue in potential record sales but dramatically widening their fan base in the process—and those fans spent plenty of money on concert tickets, merchandise, and so forth, as well as records.

Far from being lackadaisical about their jobs, Dead members always treated the band as a business, incorporating early on and establishing a board of directors that included people from all levels of the organization. They pioneered numerous ideas and practices that were later embraced by corporations. One example was their decision to focus intensely on their most loyal fan base and find ways to create and deliver superior customer value. Even more interesting is how, in a pre-Facebook world, the band found ways to foster a “community of interest” that defied distance. Decades before the Internet and social networking sites, intense bonds of friendship and loyalty often developed among Deadheads living thousands of miles apart.

Barry Barnes, a business professor who lectures to business leaders about the Grateful Dead, says the band’s ability to constantly think and behave innovatively is a lesson for today’s managers. The band thrived for decades, through bad times as well as good. “If you’re going to survive this economic downturn,” Barnes says, “you better be able to turn on a dime. The Dead were exemplars.”3

Innovation has become the new imperative, despite the need for companies to control costs in today’s economy. In a January 2009 survey of corporate executives in Asia, North America, Europe, and Latin America, 76 percent agreed that “innovation is more important than cost reduction for long-term success.”4 Throughout this text, we will spotlight various companies that reflect managers’ ability to think and act innovatively. In addition,

Chapter 8 discusses innovation and change in detail. First, let’s begin our exploration of the world of management by learning some basics about what it means to be a manager.

The Definition of Management

Every day, managers solve difficult problems, turn organizations around, and achieve astonishing performances. To be successful, every organization needs good managers.

What do managers actually do? The late famed management theorist Peter Drucker, often credited with creating the modern study of management, summed up the job of the manager by specifying five tasks.5 In essence, managers set goals, organize activities, motivate and communicate, measure performance, and develop people. These five manager activities apply not only to top executives such as Mark Zuckerberg at Facebook, Steve Odland at Office Depot, or Ursula Burns at Xerox, but also to the manager of a restaurant

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The Definition of Management

in your hometown, the leader of an airport security team, a supervisor at a Web hosting service, or the director of sales and marketing for a local business.

Manager’s activities fall into four core management functions: planning (setting goals and deciding activities), organizing (organizing activities and people), leading (motivating, communicating with, and developing people), and controlling (establishing targets and measuring performance). Depending on their job situation, managers perform numerous and varied tasks, but they all can be categorized under these four primary functions. Thus, our definition of management is as follows:

Management is the attainment of organizational goals in an effective and efficient manner through planning, organizing, leading, and controlling organizational resources. This definition holds two important ideas: (1) the four functions of planning, organizing, leading, and controlling, and (2) the attainment of organizational goals in an effective and efficient manner. Let’s first take a look at the four primary management functions. Later in the chapter, we’ll discuss organizational effectiveness and efficiency, as well as the multitude of skills managers use to successfully perform their jobs.

Exhibit 1.1 illustrates the process of how managers use resources to attain organizational goals through the functions of planning, organizing, leading, and controlling. Chapters of this book are devoted to the multiple activities and skills associated with each function, as well as to the environment, global competitiveness, and ethics that influence how managers perform these functions.

EXHIBIT

Nokia x2 00 unlock code free. The Process of Management

1.1

Management Functions
Planning
Select goals and
ways to attain them
Resources	Controlling	Organizing	Performance
■ Human	Controlling	Organizing	■ Attain goals
■ Financial	Monitor activities	Assign	■ Products
■ Raw materials	and make	responsibility for task	■ Services
■ Technological	corrections	accomplishment	■ Efﬁciency
■ Information	■ Effectiveness
Leading
Use inﬂuence to
motivate employees

•Managers get things done by coordinating and motivating other people.

•Management often is a different experience from what people expect.

•Innovative management is critical in today’s turbulent world.

•Facebook’s success can be attributed to the effectiveness of its innovative managers.

•Management is defined as the attainment of organizational goals in an effective and efficient manner through planning, organizing, leading, and controlling organizational resources.

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