Principles of Management
Free

Principles of Management

By [Authors removed at request of original publisher]
Free
Book Description

Principles of Management teaches management principles to tomorrow’s business leaders by weaving three threads through every chapter: strategy, entrepreneurship and active leadership.

https://doi.org/10.24926/8668.1801
ISBN: 978-1-946135-18-6

Table of Contents
  • Cover
  • Title Page
  • Copyright
  • Table Of Contents
  • Publisher Information
  • About the Authors
  • Acknowledgments
  • Dedications
  • Preface
  • Chapter 1: Introduction to Principles of Management
    • 1.1 Introduction to Principles of Management
    • 1.2 Case in Point: Doing Good as a Core Business Strategy
    • 1.3 Who Are Managers?
    • 1.4 Leadership, Entrepreneurship, and Strategy
    • 1.5 Planning, Organizing, Leading, and Controlling
    • 1.6 Economic, Social, and Environmental Performance
    • 1.7 Performance of Individuals and Groups
    • 1.8 Your Principles of Management Survivor’s Guide
  • Chapter 2: Personality, Attitudes, and Work Behaviors
    • 2.1 Chapter Introduction
    • 2.2 Case in Point: SAS Institute Invests in Employees
    • 2.3 Personality and Values
    • 2.4 Perception
    • 2.5 Work Attitudes
    • 2.6 The Interactionist Perspective: The Role of Fit
    • 2.7 Work Behaviors
    • 2.8 Developing Your Positive Attitude Skills
  • Chapter 3: History, Globalization, and Values-Based Leadership
    • 3.1 History, Globalization, and Values-Based Leadership
    • 3.2 Case in Point: Hanna Andersson Corporation Changes for Good
    • 3.3 Ancient History: Management Through the 1990s
    • 3.4 Contemporary Principles of Management
    • 3.5 Global Trends
    • 3.6 Globalization and Principles of Management
    • 3.7 Developing Your Values-Based Leadership Skills
  • Chapter 4: Developing Mission, Vision, and Values
    • 4.1 Developing Mission, Vision, and Values
    • 4.2 Case in Point: Xerox Motivates Employees for Success
    • 4.3 The Roles of Mission, Vision, and Values
    • 4.4 Mission and Vision in the P-O-L-C Framework
    • 4.5 Creativity and Passion
    • 4.6 Stakeholders
    • 4.7 Crafting Mission and Vision Statements
    • 4.8 Developing Your Personal Mission and Vision
  • Chapter 5: Strategizing
    • 5.1 Strategizing
    • 5.2 Case in Point: Unnamed Publisher Transforms Textbook Industry
    • 5.3 Strategic Management in the P-O-L-C Framework
    • 5.4 How Do Strategies Emerge?
    • 5.5 Strategy as Trade-Offs, Discipline, and Focus
    • 5.6 Developing Strategy Through Internal Analysis
    • 5.7 Developing Strategy Through External Analysis
    • 5.8 Formulating Organizational and Personal Strategy With the Strategy Diamond
  • Chapter 6: Goals and Objectives
    • 6.1 Goals and Objectives
    • 6.2 Case in Point: Nucor Aligns Company Goals With Employee Goals
    • 6.3 The Nature of Goals and Objectives
    • 6.4 From Management by Objectives to the Balanced Scorecard
    • 6.5 Characteristics of Effective Goals and Objectives
    • 6.6 Using Goals and Objectives in Employee Performance Evaluation
    • 6.7 Integrating Goals and Objectives with Corporate Social Responsibility
    • 6.8 Your Personal Balanced Scorecard
  • Chapter 7: Organizational Structure and Change
    • 7.1 Organizational Structure and Change
    • 7.2 Case in Point: Toyota Struggles With Organizational Structure
    • 7.3 Organizational Structure
    • 7.4 Contemporary Forms of Organizational Structures
    • 7.5 Organizational Change
    • 7.6 Planning and Executing Change Effectively
    • 7.7 Building Your Change Management Skills
  • Chapter 8: Organizational Culture
    • 8.1 Organizational Culture
    • 8.2 Case in Point: Google Creates Unique Culture
    • 8.3 Understanding Organizational Culture
    • 8.4 Measuring Organizational Culture
    • 8.5 Creating and Maintaining Organizational Culture
    • 8.6 Creating Culture Change
    • 8.7 Developing Your Personal Skills: Learning to Fit In
  • Chapter 9: Social Networks
    • 9.1 Social Networks
    • 9.2 Case in Point: Networking Powers Relationships
    • 9.3 An Introduction to the Lexicon of Social Networks
    • 9.4 How Managers Can Use Social Networks to Create Value
    • 9.5 Ethical Considerations With Social Network Analysis
    • 9.6 Personal, Operational, and Strategic Networks
    • 9.7 Mapping and Your Own Social Network
  • Chapter 10: Leading People and Organizations
    • 10.1 Leading People and Organizations
    • 10.2 Case in Point: Indra Nooyi Draws on Vision and Values to Lead
    • 10.3 Who Is a Leader? Trait Approaches to Leadership
    • 10.4 What Do Leaders Do? Behavioral Approaches to Leadership
    • 10.5 What Is the Role of the Context? Contingency Approaches to Leadership
    • 10.6 Contemporary Approaches to Leadership
    • 10.7 Developing Your Leadership Skills
  • Chapter 11: Decision Making
    • 11.1 Decision Making
    • 11.2 Case in Point: Bernard Ebbers Creates Biased Decision Making at WorldCom
    • 11.3 Understanding Decision Making
    • 11.4 Faulty Decision Making
    • 11.5 Decision Making in Groups
    • 11.6 Developing Your Personal Decision-Making Skills
  • Chapter 12: Communication in Organizations
    • 12.1 Communication in Organizations
    • 12.2 Case in Point: Edward Jones Communicates Caring
    • 12.3 Understanding Communication
    • 12.4 Communication Barriers
    • 12.5 Different Types of Communication
    • 12.6 Communication Channels
    • 12.7 Developing Your Personal Communication Skills
  • Chapter 13: Managing Groups and Teams
    • 13.1 Managing Groups and Teams
    • 13.2 Case in Point: General Electric Allows Teamwork to Take Flight
    • 13.3 Group Dynamics
    • 13.4 Understanding Team Design Characteristics
    • 13.5 Organizing Effective Teams
    • 13.6 Barriers to Effective Teams
    • 13.7 Developing Your Team Skills
  • Chapter 14: Motivating Employees
    • 14.1 Motivating Employees
    • 14.2 Case in Point: Zappos Creates a Motivating Place to Work
    • 14.3 Need-Based Theories of Motivation
    • 14.4 Process-Based Theories
    • 14.5 Developing Your Personal Motivation Skills
  • Chapter 15: The Essentials of Control
    • 15.1 The Essentials of Control
    • 15.2 Case in Point: Newell Rubbermaid Leverages Cost Controls to Grow
    • 15.3 Organizational Control
    • 15.4 Types and Levels of Control
    • 15.5 Financial Controls
    • 15.6 Nonfinancial Controls
    • 15.7 Lean Control
    • 15.8 Crafting Your Balanced Scorecard
  • Chapter 16: Strategic Human Resource Management
    • 16.1 Strategic Human Resource Management
    • 16.2 Case in Point: Kronos Uses Science to Find the Ideal Employee
    • 16.3 The Changing Role of Strategic Human Resource Management in Principles of Management
    • 16.4 The War for Talent
    • 16.5 Effective Selection and Placement Strategies
    • 16.6 The Roles of Pay Structure and Pay for Performance
    • 16.7 Designing a High-Performance Work System
    • 16.8 Tying It All Together—Using the HR Balanced Scorecard to Gauge and Manage Human Capital, Including Your Own
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