达夫特《管理学原理》第10版在兼容传统管理思想精髓的同时，以价值再造的方式探索了新的管理理念，强调了以普遍的不确定性为特点的动荡环境所需的创新性管理能力。新增或修订了大量的实务性专栏及量表或评价表，以此让读者见证客观的管理世界，提升洞察力，为其今后“以管理谋生”奠定坚实的基础。

目　　录
出版说明
导读
关于作者
前言　创新管理的世界
术语表
第1章　创新管理 1
本章概要 1
1.1　当今世界的管理能力 3
1.2　管理的基本功能 6
1.3　组织绩效 8
1.4　管理技能 10
1.5　管理者的工作是什么 13
1.6　中小企业和非营利性组织中的管理 21
1.7　变化环境中的创新管理思维 23
1.8　管理与组织 24
1.9　古典管理理论 26
1.10　人本主义理念 31
1.11　管理科学理论 37
1.12　当前的历史趋势 38
1.13　变化环境中的创新管理思维 42
1.14　技术驱动型工作场所的管理 43
讨论题 46
自主学习 46
团队学习 48
实践学习 48
伦理困境 48
第2章　环境与企业文化 51
本章概要 51
2.1　外部环境 53
2.2　组织与环境的关系 63
2.3　内部环境：企业文化 67
2.4　文化的种类 73
2.5　为提高响应能力而塑造企业文化 77
讨论题 80
自主学习 81
团队学习 82
实践学习 83
伦理困境 84
第3章　全球化环境中的管理 85
本章概要 85
3.1　无边界的世界 86
3.2　国际环境的改变 91
3.3　跨国公司 94
3.4　走向国际化 98
3.5　国际商务环境 102
3.6　经济环境 103
3.7　法律–政治环境 106
3.8　社会文化环境 108
3.9　国际贸易联盟 115
讨论题 118
自主学习 118
团队学习 119
实践学习 120
伦理困境 120
第4章　管理伦理与社会责任 123
本章概要 123
4.1　什么是管理伦理 124
4.2　伦理困境：你会怎么办 129
4.3　伦理决策框架 130
4.4　个人管理者与伦理抉择 133
4.5　什么是企业社会责任 137
4.6　企业社会责任评价 141
4.7　企业伦理与社会责任管理 144
讨论题 149
自主学习 149
团队学习 150
实践学习 152
伦理困境 153
第5章　管理计划与目标 155
本章概要 155
5.1　目标与计划概览 157
5.2　组织中的目标设定 160
5.3　操作计划 165
5.4　计划的好处与局限性 169
5.5　动荡环境中的计划 170
5.6　创新的计划方法 174
5.7　战略 176
5.8　战略性思维 176
5.9　什么是战略管理 178
5.10　制定公司层面的战略 186
5.11　制定经营战略 187
讨论题 189
自主学习 190
团队学习 191
实践学习 192
伦理困境 192
第6章　制定管理决策 195
本章概要 195
6.1　决策类型与问题 196
6.2　决策模型 203
6.3　决策步骤 210
6.4　个人决策框架 214
6.5　为什么管理者会做出错误的决策 216
6.6　创新的决策 220
讨论题 224
自主学习 224
团队学习 225
实践学习 226
伦理困境 227
第7章　组织结构设计 229
本章概要 229
7.1　纵向组织结构 232
7.2　部门化 242
7.3　横向协调的组织结构 255
7.4　结构成形因素 261
讨论题 266
自主学习 267
团队学习 268
实践学习 269
伦理困境 269
第8章　变革与创新管理 271
本章概要 271
8.1　创新与变革的工作场所 272
8.2　变革事物：新产品和技术 277
8.3　人事和文化变革 291
8.4　实施变革 296
讨论题 300
自主学习 301
团队学习 301
实践学习 304
伦理困境 305
第9章　人力资源与多元化管理 307
本章概要 307
9.1　人力资源管理的战略作用是提升组织绩效 309
9.2　吸引有效的劳动力 314
9.3　人才开发 323
9.4　留住有效的劳动力 328
9.5　工作场所内的多元化 334
9.6　管理多元化 338
讨论题 342
自主学习 343
团队学习 345
实践学习 346
伦理困境 346
第10章　领导 349
本章概要 349
10.1　领导力的性质 350
10.2　当代领导力 353
10.3　从管理到领导 359
10.4　领导特征 361
10.5　行为理论 362
10.6　权变理论 364
10.7　魅力型领导和变革型领导 371
10.8　追随 374
10.9　权力与影响力 378
讨论题 383
自主学习 384
团队学习 385
实践学习 385
伦理困境 386
第11章　员工激励 387
本章概要 387
11.1　个人需要与激励 389
11.2　内在奖励与外在奖励 390
11.3　满足型激励理论 393
11.4　过程型激励理论 400
11.5　激励的强化理论 406
11.6　激励的工作设计 409
11.7　激励的创新观点 412
讨论题 418
自主学习 418
团队学习 419
实践学习 420
伦理困境 420
第12章　沟通管理 423
本章概要 423
12.1　沟通是管理者的工作职责 425
12.2　人际沟通 429
12.3　工作场所的沟通 439
讨论题 451
自主学习 451
团队学习 453
实践学习 454
伦理困境 454
第13章　团队领导 457
本章概要 457
13.1　团队的价值 459
13.2　团队合作的个人困境 466
13.3　工作团队效能模型 468
13.4　虚拟团队 469
13.5　团队的特点 473
13.6　团队的发展过程 476
13.7　团队冲突管理 482
讨论题 487
自主学习 488
团队学习 488
实践学习 488
伦理困境 489
第14章　管理质量和绩效 491
本章概要 491
14.1　控制的意义 493
14.2　反馈控制模式 494
14.3　控制理念的变化 500
14.4　全面质量管理 506
14.5　预算控制 511
14.6　财务管控 514
14.7　质量控制的发展趋势 519
讨论题 521
自主学习 521
团队学习 522
实践学习 523
伦理困境 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