《管理學原理（英文版·原書第10版）》是2018年機械工業出版社出版的圖書，作者是[美]理察L.達夫特（Richard L. Daft） 。
基本介紹
- 書名：管理學原理（英文版·原書第10版）
- 作者：[美]理察L.達夫特（Richard L. Daft）
- ISBN：9787111610007
- 定價：79元
- 出版社：機械工業出版社
- 出版時間：2018年10月
- 開本：16開
內容簡介,圖書目錄,
內容簡介
達夫特《管理學原理》第10版在兼容傳統管理思想精髓的同時，以價值再造的方式探索了新的管理理念，強調了以普遍的不確定性為特點的動盪環境所需的創新性管理能力。新增或修訂了大量的實務性專欄及量表或評價表，以此讓讀者見證客觀的管理世界，提升洞察力，為其今後“以管理謀生”奠定堅實的基礎。
圖書目錄
目 錄
出版說明
導讀
關於作者
前言 創新管理的世界
術語表
第1章 創新管理 1
本章概要 1
1.1 當今世界的管理能力 3
1.2 管理的基本功能 6
1.3 組織績效 8
1.4 管理技能 10
1.5 管理者的工作是什麼 13
1.6 中小企業和非營利性組織中的管理 21
1.7 變化環境中的創新管理思維 23
1.8 管理與組織 24
1.9 古典管理理論 26
1.10 人本主義理念 31
1.11 管理科學理論 37
1.12 當前的歷史趨勢 38
1.13 變化環境中的創新管理思維 42
1.14 技術驅動型工作場所的管理 43
討論題 46
自主學習 46
團隊學習 48
實踐學習 48
倫理困境 48
第2章 環境與企業文化 51
本章概要 51
2.1 外部環境 53
2.2 組織與環境的關係 63
2.3 內部環境：企業文化 67
2.4 文化的種類 73
2.5 為提高回響能力而塑造企業文化 77
討論題 80
自主學習 81
團隊學習 82
實踐學習 83
倫理困境 84
第3章 全球化環境中的管理 85
本章概要 85
3.1 無邊界的世界 86
3.2 國際環境的改變 91
3.3 跨國公司 94
3.4 走向國際化 98
3.5 國際商務環境 102
3.6 經濟環境 103
3.7 法律–政治環境 106
3.8 社會文化環境 108
3.9 國際貿易聯盟 115
討論題 118
自主學習 118
團隊學習 119
實踐學習 120
倫理困境 120
第4章 管理倫理與社會責任 123
本章概要 123
4.1 什麼是管理倫理 124
4.2 倫理困境：你會怎么辦 129
4.3 倫理決策框架 130
4.4 個人管理者與倫理抉擇 133
4.5 什麼是企業社會責任 137
4.6 企業社會責任評價 141
4.7 企業倫理與社會責任管理 144
討論題 149
自主學習 149
團隊學習 150
實踐學習 152
倫理困境 153
第5章 管理計畫與目標 155
本章概要 155
5.1 目標與計畫概覽 157
5.2 組織中的目標設定 160
5.3 操作計畫 165
5.4 計畫的好處與局限性 169
5.5 動盪環境中的計畫 170
5.6 創新的計畫方法 174
5.7 戰略 176
5.8 戰略性思維 176
5.9 什麼是戰略管理 178
5.10 制定公司層面的戰略 186
5.11 制定經營戰略 187
討論題 189
自主學習 190
團隊學習 191
實踐學習 192
倫理困境 192
第6章 制定管理決策 195
本章概要 195
6.1 決策類型與問題 196
6.2 決策模型 203
6.3 決策步驟 210
6.4 個人決策框架 214
6.5 為什麼管理者會做出錯誤的決策 216
6.6 創新的決策 220
討論題 224
自主學習 224
團隊學習 225
實踐學習 226
倫理困境 227
第7章 組織結構設計 229
本章概要 229
7.1 縱向組織結構 232
7.2 部門化 242
7.3 橫向協調的組織結構 255
7.4 結構成形因素 261
討論題 266
自主學習 267
團隊學習 268
實踐學習 269
倫理困境 269
第8章 變革與創新管理 271
本章概要 271
8.1 創新與變革的工作場所 272
8.2 變革事物：新產品和技術 277
8.3 人事和文化變革 291
8.4 實施變革 296
討論題 300
自主學習 301
團隊學習 301
實踐學習 304
倫理困境 305
第9章 人力資源與多元化管理 307
本章概要 307
9.1 人力資源管理的戰略作用是提升組織績效 309
9.2 吸引有效的勞動力 314
9.3 人才開發 323
9.4 留住有效的勞動力 328
9.5 工作場所內的多元化 334
9.6 管理多元化 338
討論題 342
自主學習 343
團隊學習 345
實踐學習 346
倫理困境 346
第10章 領導 349
本章概要 349
10.1 領導力的性質 350
10.2 當代領導力 353
10.3 從管理到領導 359
10.4 領導特徵 361
10.5 行為理論 362
10.6 權變理論 364
10.7 魅力型領導和變革型領導 371
10.8 追隨 374
10.9 權力與影響力 378
討論題 383
自主學習 384
團隊學習 385
實踐學習 385
倫理困境 386
第11章 員工激勵 387
本章概要 387
11.1 個人需要與激勵 389
11.2 內在獎勵與外在獎勵 390
11.3 滿足型激勵理論 393
11.4 過程型激勵理論 400
11.5 激勵的強化理論 406
11.6 激勵的工作設計 409
11.7 激勵的創新觀點 412
討論題 418
自主學習 418
團隊學習 419
實踐學習 420
倫理困境 420
第12章 溝通管理 423
本章概要 423
12.1 溝通是管理者的工作職責 425
12.2 人際溝通 429
12.3 工作場所的溝通 439
討論題 451
自主學習 451
團隊學習 453
實踐學習 454
倫理困境 454
第13章 團隊領導 457
本章概要 457
13.1 團隊的價值 459
13.2 團隊合作的個人困境 466
13.3 工作團隊效能模型 468
13.4 虛擬團隊 469
13.5 團隊的特點 473
13.6 團隊的發展過程 476
13.7 團隊衝突管理 482
討論題 487
自主學習 488
團隊學習 488
實踐學習 488
倫理困境 489
第14章 管理質量和績效 491
本章概要 491
14.1 控制的意義 493
14.2 反饋控制模式 494
14.3 控制理念的變化 500
14.4 全面質量管理 506
14.5 預算控制 511
14.6 財務管控 514
14.7 質量控制的發展趨勢 519
討論題 521
自主學習 521
團隊學習 522
實踐學習 523
倫理困境 523
Contents
Introduction to Management
The World of Innovative Management 1
1.1 Management Competencies for Today抯燱orld 3
1.2 The Basic Functions of Management 6
1.3 Organizational Performance 8
1.4 Management Skills 10
1.4a When Skills Fail 10
1.5 What Is a Manager抯 Job Really Like? 13
1.5a Making the Leap: Becoming a New Manager 13
1.5b Manager Activities 15
1.5c Manager Roles 18
1.6 Managing in Small Businesses and Nonprofit Organizations 21
1.7 Innovative Management Thinking for a Changing World 23
1.8 Management and Organization 24
1.9 Classical Perspective 26
1.9a Scientific Management 26
1.9b Bureaucratic Organizations 28
1.9c Administrative Principles 30
1.10 Humanistic Perspective 31
1.10a Early Advocates 31
1.10b Human Relations Movement 32
1.10c Human Resources Perspective 33
1.10d Behavioral Sciences Approach 35
1.11 Management Science 37
1.12 Recent Historical Trends 38
1.12a Systems Thinking 38
1.12b Contingency View 40
1.12c Total Quality Management 40
1.13 Innovative Management Thinking for a Changing World 42
1.13a Contemporary Management Tools 42
1.14 Managing the Technology-Driven Workplace 43
1.14a Social Media Programs 43
1.14b Customer Relationship Management 43
Discussion Questions 46
Self-learning 46
Group Learning 48
Action Learning 48
Ethical Dilemma 48
The Environment of Management
The Environment and Corporate Culture 51
2.1 The External Environment 53
2.1a Task Environment 54
2.1b General Environment 58
2.2 The Organization朎nvironment Relationship 63
2.2a Environmental Uncertainty 63
2.2b Adapting to the Environment 64
2.3 The Internal Environment: Corporate Culture 67
2.3a Symbols 69
2.3b Stories 70
2.3c Heroes 71
2.3d Slogans 72
2.3e Ceremonies 72
2.4 Types of Culture 73
2.4a Adaptability Culture 73
2.4b Achievement Culture 75
2.4c Involvement Culture 75
2.4d Consistency Culture 75
2.5 Shaping Corporate Culture for Innovative Response 77
2.5a Managing the High-Performance Culture 77
2.5b Cultural Leadership 79
Discussion Questions 80
Self-Learning 81
Group Learning 82
Action Learning 83
Ethical Dilemma 84
Managing in a
Global Environment 85
3.1 A Borderless World 86
3.1a Globalization 88
3.1b Developing a Global Mind-Set 90
3.2 The Changing International Landscape 91
3.2a China, Inc. 91
3.2b India, the Service Giant 92
3.2c Brazil抯 Growing Clout 93
3.3 Multinational Corporations 94
3.3a A Globalization Backlash 95
3.3b Serving the Bottom of the Pyramid 96
3.4 Getting Started Internationally 98
3.4a Exporting 99
3.4b Outsourcing 99
3.4c Licensing 101
3.4d Direct Investing 101
3.5 The International Business Environment 102
3.6 The Economic Environment 103
3.6a Economic Development 104
3.6b Economic Interdependence 106
3.7 The Legal-Political Environment 106
3.8 The Sociocultural Environment 108
3.8a Social Values 108
3.8b Communication Differences 112
3.9 International Trade Alliances 115
3.9a GATT and the WTO 115
3.9b European Union 115
3.9c North American Free Trade Agreement (NAFTA) 117
Discussion Questions 118
Self-Learning 118
Group Learning 119
Action Learning 120
Ethical Dilemma 120
Managing Ethics and Social Responsibility 123
4.1 What Is Managerial Ethics? 124
4.1a Ethical Management Today 126
4.1b The Business Case for Ethics and Social Responsibility 128
4.2 Ethical Dilemmas: What Would You Do? 129
4.3 Frameworks for Ethical Decision Making 130
4.4 The Individual Manager and Ethical Choices 133
4.4a The Stages of Moral Development 133
4.4b Givers versus Takers 135
4.5 What Is Corporate Social Responsibility? 137
4.5a Organizational Stakeholders 137
4.5b The Green Movement 140
4.5c Sustainability and the Triple Bottom Line 140
4.6 Evaluating Corporate Social Responsibility 141
4.7 Managing Company Ethics and Social Responsibility 144
4.7a Code of Ethics 145
4.7b Ethical Structures 147
4.7c Whistle-Blowing 147
Discussion Questions 149
Self-Learning Instrument 149
Group Learning 150
Action Learning 152
Ethical Dilemma 153
Planning
Planning and Goal Setting 155
5.1 Goal Setting and Planning Overview 157
5.1a Levels of Goals and Plans 158
5.1b The Organizational Planning Process 159
5.2 Goal Setting in Organizations 160
5.2a Organizational Mission 160
5.2b Goals and Plans 163
5.3 Operational Planning 165
5.3a Criteria for Effective Goals 166
5.3b Management-by-Objectives (MBO) 167
5.4 Benefits and Limitations of Planning 169
5.5 Planning for a Turbulent Environment 170
5.5a Contingency Planning 170
5.5b Building Scenarios 170
5.5c Crisis Planning 171
5.6 Innovative Approaches to Planning 174
5.6a Set Stretch Goals for Excellence 175
5.7 Strategy 176
5.8 Thinking Strategically 176
5.9 What Is Strategic Management? 178
5.9a Purpose of Strategy 179
5.9b Swot Analysis 182
5.10 Formulating Corporate-Level Strategy 186
5.11 Formulating Business-Level Strategy 187
5.11a The Competitive Environment 187
5.11b Porter抯 Competitive Strategies 188
Discussion Questions 189
Self-Learning 190
Group Learning 191
Action Learning 192
Ethical Dilemma 192
Managerial Decision
Making 195
6.1 Types of Decisions and Problems 196
6.1a Programmed and Nonprogrammed Decisions 198
6.1b Facing Uncertainty and Ambiguity 199
6.2 Decision-Making Models 203
6.2a The Ideal, Rational Model 203
6.2b How Managers Actually Make Decisions 204
6.2c The Political Model 206
6.3 Decision-Making Steps 210
6.3a Recognition of Decision Requirement 211
6.3b Diagnosis and Analysis of Causes 211
6.3c Development of Alternatives 212
6.3d Selection of the Desired Alternative 212
6.3e Implementation of the Chosen Alternative 213
6.3f Evaluation and Feedback 214
6.4 Personal Decision Framework 214
6.5 Why Do Managers Make Bad Decisions? 216
6.6 Innovative Decision Making 220
6.6a Start with Brainstorming 220
6.6b Use Hard Evidence 220
6.6c Engage in Rigorous Debate 221
6.6d Avoid Groupthink 222
6.6e Know When to Bail 222
6.6f Do a Postmortem 223
Discussion Questions 224
Self Learning 224
Group Learning 225
Action Learning 226
Ethical Dilemma 227
Organizing
Designing Organization Structure 229
7.1 Organizing the Vertical Structure 232
7.1a Work Specialization 233
7.1b Chain of Command 234
7.1c Span of Management 238
7.1d Centralization and Decentralization 239
7.2 Departmentalization 242
7.2a Vertical Functional Approach 244
7.2b Divisional Approach 245
7.2c Matrix Approach 247
7.2d Team Approach 249
7.2e Virtual Network Approach 252
7.3 Organizing for Horizontal Coordination 255
7.3a The Need for Coordination 256
7.3b Task Forces, Teams, and Project Management 258
7.3c Relational Coordination 258
7.4 Factors Shaping Structure 261
7.4a Structure Follows Strategy 261
7.4b Structure Fits the Technology 264
Discussion Questions 266
Self-Learning 267
Group Learning 268
Action Learning 269
Ethical Dilemma 269
Managing Change and營nnovation 271
8.1 Innovation and the Changing Workplace 272
8.1a Why Do People Resist Change? 274
8.1b Disruptive Innovation 275
8.1c The Ambidextrous Approach 276
8.2 Changing Things: New Products and Technologies 277
8.2a Exploration 280
8.2b Cooperation 284
8.2c Innovation Roles 289
8.3 Changing People and Culture 291
8.3a Training and Development 292
8.3b Organization Development (OD) 292
8.4 Implementing Change 296
8.4a Create a Sense of Urgency 297
8.4b Apply Force-Field Analysis 297
8.4c Use Implementation Tactics 298
Discussion Questions 300
Self-Learning 301
Group Learning 301
Action Learning 304
Ethical Dilemma 305
Managing Human Resources and Diversity 307
9.1 The Strategic Role of HRM Is to Drive Organizational Performance 309
9.1a The Strategic Approach 310
9.1b Building Human Capital to Drive Performance 312
9.2 Finding the Right People 314
9.2a Human Resource Planning 315
9.2b Recruiting 315
9.2c Selecting 318
9.3 Developing Talent 323
9.3a Training and Development 323
9.3b Performance Appraisal 326
9.4 Maintaining an Effective Workforce 328
9.4a Compensation 328
9.4b Benefits 329
9.4c Rightsizing the Organization 330
9.4d Termination 330
9.4e Managing Diversity 331
9.5 Diversity in the Workplace 334
9.5a Diversity in Corporate America 334
9.5b Diversity on a Global Scale 337
9.6 Managing Diversity 338
9.6a Diversity and Inclusion 338
9.6b Diversity of Perspective 340
9.6c Dividends of Workplace Diversity 340
Discussion Questions 342
Self-Learning 343
Group Learning 345
Action Learning 346
Ethical Dilemma 346
Leading
Leadership 349
10.1 The Nature of Leadership 350
10.2 Contemporary Leadership 353
10.2a Level 5 Leadership 353
10.2b Servant Leadership 354
10.2c Authentic Leadership 355
10.2d Gender Differences 357
10.3 From Management to Leadership 359
10.4 Leadership Traits 361
10.5 Behavioral Approaches 362
10.5a Task versus People 362
10.5b The Leadership Grid 364
10.6 Contingency Approaches 364
10.6a The Situational Model of Leadership 365
10.6b Fiedler抯 Contingency Theory 367
10.6c Situational Substitutes for Leadership 369
10.7 Charismatic and Transformational Leadership 371
10.7a Charismatic Leadership 371
10.7b Transformational versus Transactional Leadership 372
10.8 Followership 374
10.9 Power and Influence 378
10.9a Hard Position Power 379
10.9b Personal Soft Power 379
10.9c Other Sources of Power 380
10.9d Interpersonal Influence Tactics 381
Discussion Questions 383
Self-Learning 384
Group Learning 385
Action Learning 385
Ethical Dilemma 386
Motivating Employees 387
11.1 Individual Needs and Motivation 389
11.2 Intrinsic and Extrinsic Rewards 390
11.3 Content Perspectives on Motivation 393
11.3a The Hierarchy of Needs 393
11.3b ERG Theory 395
11.3c A Two-Factor Approach to Motivation 396
11.3d Acquired Needs 398
11.4 Process Perspectives on Motivation 400
11.4a Goal Setting 400
11.4b Equity Theory 402
11.4c Expectancy Theory 404
11.5 Reinforcement Perspective on Motivation 406
11.5a Direct Reinforcement 407
11.5b Social Learning Theory 408
11.6 Job Design for Motivation 409
11.6a Job Enrichment 409
11.6b Job Characteristics Model 410
11.7 Innovative Ideas for Motivating 412
11.7a Empowering People to Meet Higher Needs 413
11.7b Giving Meaning to Work Through Engagement 415
11.7c The Making Progress Principle 417
Discussion Questions 418
Self-Learning 418
Group Learning 419
Action Learning 420
Ethical Dilemma 420
Managing Communication 423
12.1 Communication Is the Manager抯 Job 425
12.1a What Is Communication? 427
12.1b A Model of Communication 427
12.2 Communicating among People 429
12.2a Open Communication Climate 429
12.2b Communication Channels 431
12.2c Communicating to Persuade and Influence Others 433
12.2d Communicating with Candor 434
12.2e Asking Questions 435
12.2f Listening 436
12.2g Nonverbal Communication 438
12.3 Workplace Communication 439
12.3a Social Media 439
12.3b Personal Communication Channels 441
12.3c Formal Communication Channels 447
12.3d Crisis Communication 449
Discussion Questions 451
Self-Learning 451
Group Learning 453
Action Learning 454
Ethical Dilemma 454
Leading Teams 457
13.1 The Value of Teams 459
13.1a What Is a Team? 460
13.1b Contributions of Teams 461
13.1c Types of Teams 463
13.2 The Personal Dilemma of Teamwork 466
13.3 Model of Team Effectiveness 468
13.4 Virtual Teams 469
13.5 Team Characteristics 473
13.5a Size 473
13.5b Diversity 473
13.5c Member Roles 474
13.6 Team Processes 476
13.6a Stages of Team Development 476
13.6b Building a Cohesive Team 479
13.6c Establishing Team Norms 481
13.7 Managing Team Conflict 482
13.7a Types of Conflict 482
13.7b Balancing Conflict and Cooperation 483
13.7c Causes of Conflict 484
13.7d Styles to Handle Conflict 484
13.7e Negotiation 485
Discussion Questions 487
Self-Learning 488
Group Learning 488
Action Learning 488
Ethical Dilemma 489
Controlling
Managing Quality and Performance 491
14.1 The Meaning of Control 493
14.2 Feedback Control Model 494
14.2a Four Steps of Feedback Control 495
14.2b The Balanced Scorecard 498
14.3 The Changing Philosophy of Control 500
14.3a Hierarchical versus Decentralized Approaches 500
14.3b Open-Book Management 504
14.4 Total Quality Management 506
14.4a TQM Techniques 507
14.4b TQM Success Factors 510
14.5 Budgetary Control 511
14.5a Expense Budget 512
14.5b Revenue Budget 512
14.5c Zero-Based Budget 513
14.6 Financial Control 514
14.6a Financial Statements 515
14.6b Financial Analysis: Interpreting the Numbers 516
14.7 Trends in Quality and Financial Control 519
14.7a International Quality Standards 519
14.7b Corporate Governance 520
Discussion Questions 521
Self-Learning 521
Group Learning 522
Action Learning 523
Ethical Dilemma 523
