Principles of Management II

by Lumen Learning

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LibreTexts
Subjects
Business
Licence
CC BY-NC-SA 3.0, as LibreTexts states it. Non-commercial use only.
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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: Chapter 1 Overview
  8. 1.2: Who Are Managers?
  9. 1.3: Leadership, Entrepreneurship, and Strategy
  10. 1.4: Planning, Organizing, Leading, and Controlling
  11. 1.5: Economic, Social, and Environmental Performance
  12. 1.6: Performance of Individuals and Groups
  13. 1.7: Your Principles of Management Survivor’s Guide
  14. 1.8: Chapter 1 Discussion
  15. 1.9: Ch. 1 Assignment- Goodwill Industries
  16. 1.10: Discussion Forum on Personal Experience With Management
  17. 2: Personality, Attitudes and Work Behavior
  18. 2.1: Personality and Values
  19. 2.2: Chapter 2 Overview
  20. 2.3: Case in Point- SAS Institute Invests in Employees
  21. 2.4: Personality and Values
  22. 2.5: Perception
  23. 2.6: Work Attitudes
  24. 2.7: The Interactionist Perspective- The Role of Fit
  25. 2.8: Work Behaviors
  26. 2.9: Developing Your Positive Attitude Skills
  27. 2.10: Ch. 2 Discussion- Personalities and Values
  28. 3: History, Globalization, and Values-based Leadership
  29. 3.1: Chapter 3 Overview
  30. 3.2: Ancient History- Management Through the 1990s
  31. 3.3: Contemporary Principles of Management
  32. 3.4: Global Trends
  33. 3.5: Globalization and Principles of Management
  34. 3.6: Developing Your Values-Based Leadership Skills
  35. 3.7: Chapter 3 Assignment- Hanna Andersson Corporation
  36. 3.8: Ch. 3 Discussion- Values and Ethics
  37. 4: Strategizing
  38. 4.1: Chapter 4 Overview
  39. 4.2: Strategic Management in the P-O-L-C Framework
  40. 4.3: How Do Strategies Emerge?
  41. 4.4: Strategy as Trade-Offs, Discipline, and Focus
  42. 4.5: Developing Strategy Through Internal Analysis
  43. 4.6: Developing Strategy Through External Analysis
  44. 4.7: Formulating Organizational and Personal Strategy With the Strategy Diamond
  45. 4.8: Ch. 4 Discussion- SWOT Analysis
  46. 5: Goals and Objectives
  47. 5.1: Chapter 5 Overview
  48. 5.2: Case in Point- Nucor Aligns Company Goals With Employee Goals
  49. 5.3: The Nature of Goals and Objectives
  50. 5.4: From Management by Objectives to the Balanced Scorecard
  51. 5.5: Characteristics of Effective Goals and Objectives
  52. 5.6: Using Goals and Objectives in Employee Performance Evaluation
  53. 5.7: Integrating Goals and Objectives with Corporate Social Responsibility
  54. 5.8: Your Personal Balanced Scorecard
  55. 5.9: Ch. 5 Discussion- Goals and Objectives
  56. 6: Organizational Structure and Change
  57. 6.1: Chapter 6 Overview
  58. 6.2: Case in Point- Toyota Struggles With Organizational Structure
  59. 6.3: Organizational Structure
  60. 6.4: Contemporary Forms of Organizational Structures
  61. 6.5: Organizational Change
  62. 6.6: Planning and Executing Change Effectively
  63. 6.7: Building Your Change Management Skills
  64. 6.8: Module 6 Discussion- Organizational Structure
  65. 7: Social Networks
  66. 7.1: Chapter 7 Overview
  67. 7.2: Case in Point- Networking Powers Relationships
  68. 7.3: An Introduction to the Lexicon of Social Networks
  69. 7.4: How Managers Can Use Social Networks to Create Value
  70. 7.5: Ethical Considerations With Social Network Analysis
  71. 7.6: Personal, Operational, and Strategic Networks
  72. 7.7: Mapping and Your Own Social Network
  73. 7.8: Module 7 Discussion- Social Networks
  74. 8: Leading People and Organizations
  75. 8.1: Chapter 8 Overview
  76. 8.2: Case in Point- Indra Nooyi Draws on Vision and Values to Lead
  77. 8.3: Who Is a Leader? Trait Approaches to Leadership
  78. 8.4: What Do Leaders Do? Behavioral Approaches to Leadership
  79. 8.5: What Is the Role of the Context? Contingency Approaches to Leadership
  80. 8.6: Contemporary Approaches to Leadership
  81. 8.7: Developing Your Leadership Skills
  82. 8.8: Module 8 Discussion- Leadership and Ethics
  83. 9: Decision Making
  84. 9.1: Chapter 9 Overview
  85. 9.2: Case in Point- Bernard Ebbers Creates Biased Decision Making at WorldCom
  86. 9.3: Understanding Decision Making
  87. 9.4: Faulty Decision Making
  88. 9.5: Decision Making in Groups
  89. 9.6: Developing Your Personal Decision-Making Skills
  90. 9.7: Module 9 Discussion- Decision-Making
  91. 10: Communication in Organizations
  92. 10.1: Chapter 10 Overview
  93. 10.2: Understanding Communication
  94. 10.3: Communication Barriers
  95. 10.4: Different Types of Communication
  96. 10.5: Communication Channels
  97. 10.6: Developing Your Personal Communication Skills
  98. 10.7: Case in Point- Edward Jones Communicates Caring
  99. 10.8: Module 10 Discussion- Communication
  100. 11: Motivating Employees
  101. 11.1: Chapter 11 Overview
  102. 11.2: Case in Point- Zappos Creates a Motivating Place to Work
  103. 11.3: Need-Based Theories of Motivation
  104. 11.4: Process-Based Theories
  105. 11.5: Developing Your Personal Motivation Skills
  106. 12: Strategic Human Resource Management
  107. 12.1: Chapter 12 Overview
  108. 12.2: The Changing Role of Strategic Human Resource Management in Principles of Management
  109. 12.3: The War for Talent
  110. 12.4: Effective Selection and Placement Strategies
  111. 12.5: The Roles of Pay Structure and Pay for Performance
  112. 12.6: Designing a High-Performance Work System
  113. 12.7: Tying It All Together; Using the HR Balanced Scorecard to Gauge and Manage Human Capital, Including Your Own
  114. 12.8: Case in Point- Kronos Uses Science to Find the Ideal Employee
  115. 12.9: Module 12 Discussion- Organizational Controls
  116. Back Matter
  117. Index
  118. Glossary
  119. Detailed Licensing