Principles of Management

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

Description from LibreTexts.

Subjects
Business, Management
Licence
CC BY-NC-SA 3.0, as LibreTexts states it. Non-commercial use only.
Who can read
Tweens profiles and older, judged from its title and subjects

Contents

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  1. Front Matter
  2. TitlePage
  3. InfoPage
  4. Table of Contents
  5. Licensing
  6. 1: Introduction to Principles of Management
  7. 1.1: Introduction to Principles of Management
  8. 1.2: Case in Point: Doing Good as a Core Business Strategy
  9. 1.3: Who Are Managers?
  10. 1.4: Leadership, Entrepreneurship, and Strategy
  11. 1.5: Planning, Organizing, Leading, and Controlling
  12. 1.6: Economic, Social, and Environmental Performance
  13. 1.7: Performance of Individuals and Groups
  14. 1.8: Your Principles of Management Survivor’s Guide
  15. 2: Personality, Attitudes, and Work Behaviors
  16. 2.1: Chapter Introduction
  17. 2.2: Case in Point: SAS Institute Invests in Employees
  18. 2.3: Personality and Values
  19. 2.4: Perception
  20. 2.5: Work Attitudes
  21. 2.6: The Interactionist Perspective: The Role of Fit
  22. 2.7: Work Behaviors
  23. 2.8: Developing Your Positive Attitude Skills
  24. 3: History, Globalization, and Values-Based Leadership
  25. 3.1: History, Globalization, and Values-Based Leadership
  26. 3.2: Case in Point: Hanna Andersson Corporation Changes for Good
  27. 3.3: Ancient History: Management Through the 1990s
  28. 3.4: Contemporary Principles of Management
  29. 3.5: Global Trends
  30. 3.6: Globalization and Principles of Management
  31. 3.7: Developing Your Values-Based Leadership Skills
  32. 4: Developing Mission, Vision, and Values
  33. 4.1: Developing Mission, Vision, and Values
  34. 4.2: Case in Point: Xerox Motivates Employees for Success
  35. 4.3: The Roles of Mission, Vision, and Values
  36. 4.4: Mission and Vision in the P-O-L-C Framework
  37. 4.5: Creativity and Passion
  38. 4.6: Stakeholders
  39. 4.7: Crafting Mission and Vision Statements
  40. 4.8: Developing Your Personal Mission and Vision
  41. 5: Strategizing
  42. 5.1: Strategizing
  43. 5.2: Case in Point: Unnamed Publisher Transforms Textbook Industry
  44. 5.3: Strategic Management in the P-O-L-C Framework
  45. 5.4: How Do Strategies Emerge?
  46. 5.5: Strategy as Trade-Offs, Discipline, and Focus
  47. 5.6: Developing Strategy Through Internal Analysis
  48. 5.7: Developing Strategy Through External Analysis
  49. 5.8: Formulating Organizational and Personal Strategy With the Strategy Diamond
  50. 6: Goals and Objectives
  51. 6.1: Goals and Objectives
  52. 6.2: Case in Point: Nucor Aligns Company Goals With Employee Goals
  53. 6.3: The Nature of Goals and Objectives
  54. 6.4: From Management by Objectives to the Balanced Scorecard
  55. 6.5: Characteristics of Effective Goals and Objectives
  56. 6.6: Using Goals and Objectives in Employee Performance Evaluation
  57. 6.7: Integrating Goals and Objectives with Corporate Social Responsibility
  58. 6.8: Your Personal Balanced Scorecard
  59. 7: Organizational Structure and Change
  60. 7.1: Organizational Structure and Change
  61. 7.2: Case in Point: Toyota Struggles With Organizational Structure
  62. 7.3: Organizational Structure
  63. 7.4: Contemporary Forms of Organizational Structures
  64. 7.5: Organizational Change
  65. 7.6: Planning and Executing Change Effectively
  66. 7.7: Building Your Change Management Skills
  67. 8: Organizational Culture
  68. 8.1: Organizational Culture
  69. 8.2: Case in Point: Google Creates Unique Culture
  70. 8.3: Understanding Organizational Culture
  71. 8.4: Measuring Organizational Culture
  72. 8.5: Creating and Maintaining Organizational Culture
  73. 8.6: Creating Culture Change
  74. 8.7: Developing Your Personal Skills: Learning to Fit In
  75. 9: Social Networks
  76. 9.1: Social Networks
  77. 9.2: Case in Point: Networking Powers Relationships
  78. 9.3: An Introduction to the Lexicon of Social Networks
  79. 9.4: How Managers Can Use Social Networks to Create Value
  80. 9.5: Ethical Considerations With Social Network Analysis
  81. 9.6: Personal, Operational, and Strategic Networks
  82. 9.7: Mapping and Your Own Social Network
  83. 10: Leading People and Organizations
  84. 10.1: Leading People and Organizations
  85. 10.2: Case in Point: Indra Nooyi Draws on Vision and Values to Lead
  86. 10.3: Who Is a Leader? Trait Approaches to Leadership
  87. 10.4: What Do Leaders Do? Behavioral Approaches to Leadership
  88. 10.5: What Is the Role of the Context? Contingency Approaches to Leadership
  89. 10.6: Contemporary Approaches to Leadership
  90. 10.7: Developing Your Leadership Skills
  91. 11: Decision Making
  92. 11.1: Decision Making
  93. 11.2: Case in Point: Bernard Ebbers Creates Biased Decision Making at WorldCom
  94. 11.3: Understanding Decision Making
  95. 11.4: Faulty Decision Making
  96. 11.5: Decision Making in Groups
  97. 11.6: Developing Your Personal Decision-Making Skills
  98. 12: Communication in Organizations
  99. 12.1: Communication in Organizations
  100. 12.2: Case in Point: Edward Jones Communicates Caring
  101. 12.3: Understanding Communication
  102. 12.4: Communication Barriers
  103. 12.5: Different Types of Communication
  104. 12.6: Communication Channels
  105. 12.7: Developing Your Personal Communication Skills
  106. 13: Managing Groups and Teams
  107. 13.1: Managing Groups and Teams
  108. 13.2: Case in Point: General Electric Allows Teamwork to Take Flight
  109. 13.3: Group Dynamics
  110. 13.4: Understanding Team Design Characteristics
  111. 13.5: Organizing Effective Teams
  112. 13.6: Barriers to Effective Teams
  113. 13.7: Developing Your Team Skills
  114. 14: Motivating Employees
  115. 14.1: Motivating Employees
  116. 14.2: Case in Point: Zappos Creates a Motivating Place to Work
  117. 14.3: Need-Based Theories of Motivation
  118. 14.4: Process-Based Theories
  119. 14.5: Developing Your Personal Motivation Skills
  120. 15: The Essentials of Control
  121. 15.1: The Essentials of Control
  122. 15.2: Case in Point: Newell Rubbermaid Leverages Cost Controls to Grow
  123. 15.3: Organizational Control
  124. 15.4: Types and Levels of Control
  125. 15.5: Financial Controls
  126. 15.6: Nonfinancial Controls
  127. 15.7: Lean Control
  128. 15.8: Crafting Your Balanced Scorecard
  129. 16: Strategic Human Resource Management
  130. 16.1: Strategic Human Resource Management
  131. 16.2: Case in Point: Kronos Uses Science to Find the Ideal Employee
  132. 16.3: The Changing Role of Strategic Human Resource Management in Principles of Management
  133. 16.4: The War for Talent
  134. 16.5: Effective Selection and Placement Strategies
  135. 16.6: The Roles of Pay Structure and Pay for Performance
  136. 16.7: Designing a High-Performance Work System
  137. 16.8: Tying It All Together—Using the HR Balanced Scorecard to Gauge and Manage Human Capital, Including Your Own
  138. Back Matter
  139. Index
  140. Glossary
  141. Detailed Licensing