Understanding Management, 12th Edition by Daft TEST BANK

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Test Bank for Understanding Management, 12th Edition, 12e by Richard L. Daft, Dorothy Marcic TEST BANK ISBN-13: 9780357716892 FULL CHAPTERS INCLUDED Part 1: Introduction to Management Chapter 1:... Leading Edge 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 Challenges Facing New Managers 1-6 What Is a Manager's Job Really Like? 1-7 Managing in Nonprofit Organizations 1-8 The Historical Struggle: The Things of Production versus the Humanity of Production 1-9 Classical Perspective 1-10 Humanistic Perspective 1-11 Management Thinking into the Future 1-12 The Historical Struggle: Is Artificial Intelligence the Answer? Part 2: The Environment of Management Chapter 2: The Environment and Corporate Culture 2-1 The External Environment 2-2 The Organization-Environment Relationship 2-3 The Internal Environment: Corporate Culture 2-4 Interpreting/Shaping Culture 2-5 Types of Culture 2-6 Shaping Corporate Culture for Innovative Response Chapter 3: Managing in a Global Environment 3-1 A Borderless World 3-2 The Changing International Landscape 3-3 Multinational Corporations 3-4 Getting Started Internationally 3-5 Legal-Political Challenges 3-6 Sociocultural Challenges 3-7 International Trade Alliances Chapter 4: Managing Ethics and Social Responsibility 4-1 What Is Managerial Ethics? 4-2 Frameworks for Ethical Decision Making 4-3 The Individual Manager and Ethical Choices 4-4 What Is Corporate Social Responsibility? 4-5 Managing Company Ethics and Social Responsibility Part 3: Planning Chapter 5: Planning and Goal Setting 5-1 Goal Setting and Planning Overview 5-2 Goal Setting in Organizations 5-3 Performance Management 5-4 Benefits and Limitations of Planning 5-5 Planning for a Turbulent Environment 5-6 Thinking Strategically 5-7 What Is Strategic Management? 5-8 Formulating Corporate-Level Strategy 5-9 Formulating Business-Level Strategy Chapter 6: Managerial Decision Making 6-1 Types of Decisions and Problems 6-2 Decision-Making Models 6-3 Decision-Making Steps 6-4 Personal Decision Framework 6-5 Why Do Managers Make Bad Decisions? 6-6 Innovative Decision Making Part 4: Organizing Chapter 7: Designing Organization Structure 7-1 Organizing the Vertical Structure 7-2 Departmentalization 7-3 Organizing for Horizontal Coordination Chapter 8: Managing Innovation and Change 8-1 Innovation and the Changing Workplace 8-2 Changing Things: New Products and Processes 8-3 Changing People and Culture 8-4 Implementing Innovation and Change Chapter 9: Managing Human Talent and Diversity/Inclusion 9-1 The Strategic Role of HRM Is to Drive Organizational Performance 9-2 The Impact of Federal Legislation on HRM 9-3 The Changing Social Contract 9-4 Finding the Right People 9-5 Developing Talent 9-6 Maintaining an Effective Workforce 9-7 Diversity in the Workplace 9-8 Managing Diversity 9-9 Factors Shaping Personal Bias 9-10 Factors Affecting Women's Careers 9-11 Diversity Initiatives and Programs Part 5: Leading Chapter 10: Understanding Individual Behavior 10-1 Understanding Yourself and Others 10-2 Job Satisfaction and Trust 10-3 Perception and Attributions 10-4 Personality and Behavior 10-5 Emotions 10-6 Managing Yourself 10-7 Stress and Resilience Chapter 11: Leadership 11-1 The Nature of Leadership 11-2 From Management to Leadership 11-3 Contemporary Leadership 11-4 Leadership Traits 11-5 Behavioral and Contingency Approaches 11-6 Charismatic and Transformational Leadership 11-7 Followership 11-8 Power and Influence Chapter 12: Motivating Employees 12-1 Individual Needs and Motivation 12-2 Intrinsic and Extrinsic Rewards 12-3 Content Perspectives on Motivation 12-4 Process Perspectives on Motivation 12-5 Reinforcement Perspective on Motivation 12-6 Job Design for Motivation 12-7 Leading-Edge Ideas for Motivating Chapter 13: Managing Communication 13-1 Communication Is the Manager's Job 13-2 Purpose-Driven Communication 13-3 Communicating Effectively with Others 13-4 Workplace Communication Chapter 14: Leading Teams 14-1 The Value of Teams 14-2 Virtual Teams 14-3 The Personal Dilemma of Teamwork 14-4 Model of Team Effectiveness 14-5 Team Demographics 14-6 Team Processes 14-7 Managing Team Conflict Part 6: Controlling Chapter 15: Managing Quality and Performance 15-1 The Meaning of Control 15-2 Feedback Control Model 15-3 The Changing Philosophy of Control 15-4 Total Quality Management 15-5 Budgetary Control 15-6 Financial Control [Show More]

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