Principles of Management

Table of Contents

• Licensing Information

• Chapter 1: Introduction to Principles of Management

  • Chapter Introduction
  • Case in Point: Doing Good as a Core Business Strategy
  • Who Are Managers?
  • Leadership, Entrepreneurship, and Strategy
  • Planning, Organizing, Leading, and Controlling
  • Economic, Social, and Environmental Performance
  • Performance of Individuals and Groups
  • Your Principles of Management Survivor’s Guide

• Chapter 2: Personality, Attitudes, and Work Behaviors

  • Chapter Introduction
  • Case in Point: SAS Institute Invests in Employees
  • Personality and Values
  • Perception
  • Work Attitudes
  • The Interactionist Perspective: The Role of Fit
  • Work Behaviors
  • Developing Your Positive Attitude Skills

• Chapter 3: History, Globalization, and Values-Based Leadership

  • Chapter Introduction
  • Case in Point: Hanna Andersson Corporation Changes for Good
  • Ancient History: Management Through the 1990s
  • Contemporary Principles of Management
  • Global Trends
  • Globalization and Principles of Management
  • Developing Your Values-Based Leadership Skills

• Chapter 4: Developing Mission, Vision, and Values

  • Chapter Introduction
  • Case in Point: Xerox Motivates Employees for Success
  • The Roles of Mission, Vision, and Values
  • Mission and Vision in the P-O-L-C Framework
  • Creativity and Passion
  • Stakeholders
  • Crafting Mission and Vision Statements
  • Developing Your Personal Mission and Vision

• Chapter 5: Strategizing

  • Chapter Introduction
  • Case in Point: Unnamed Publisher Transforms Textbook Industry
  • Strategic Management in the P-O-L-C Framework
  • How Do Strategies Emerge?
  • Strategy as Trade-Offs, Discipline, and Focus
  • Developing Strategy Through Internal Analysis
  • Developing Strategy Through External Analysis
  • Formulating Organizational and Personal Strategy With the Strategy Diamond

• Chapter 6: Goals and Objectives

  • Chapter Introduction
  • Case in Point: Nucor Aligns Company Goals With Employee Goals
  • The Nature of Goals and Objectives
  • From Management by Objectives to the Balanced Scorecard
  • Characteristics of Effective Goals and Objectives
  • Using Goals and Objectives in Employee Performance Evaluation
  • Integrating Goals and Objectives with Corporate Social Responsibility
  • Your Personal Balanced Scorecard

• Chapter 7: Organizational Structure and Change

  • Chapter Introduction
  • Case in Point: Toyota Struggles With Organizational Structure
  • Organizational Structure
  • Contemporary Forms of Organizational Structures
  • Organizational Change
  • Planning and Executing Change Effectively
  • Building Your Change Management Skills

• Chapter 8: Organizational Culture

  • Chapter Introduction
  • Case in Point: Google Creates Unique Culture
  • Understanding Organizational Culture
  • Measuring Organizational Culture
  • Creating and Maintaining Organizational Culture
  • Creating Culture Change
  • Developing Your Personal Skills: Learning to Fit In

• Chapter 9: Social Networks

  • Chapter Introduction
  • Case in Point: Networking Powers Relationships
  • An Introduction to the Lexicon of Social Networks
  • How Managers Can Use Social Networks to Create Value
  • Ethical Considerations With Social Network Analysis
  • Personal, Operational, and Strategic Networks
  • Mapping and Your Own Social Network

• Chapter 10: Leading People and Organizations

  • Chapter Introduction
  • Case in Point: Indra Nooyi Draws on Vision and Values to Lead
  • Who Is a Leader? Trait Approaches to Leadership
  • What Do Leaders Do? Behavioral Approaches to Leadership
  • What Is the Role of the Context? Contingency Approaches to Leadership
  • Contemporary Approaches to Leadership
  • Developing Your Leadership Skills

• Chapter 11: Decision Making

  • Chapter Introduction
  • Case in Point: Bernard Ebbers Creates Biased Decision Making at WorldCom
  • Understanding Decision Making
  • Faulty Decision Making
  • Decision Making in Groups
  • Developing Your Personal Decision-Making Skills

• Chapter 12: Communication in Organizations

  • Chapter Introduction
  • Case in Point: Edward Jones Communicates Caring
  • Understanding Communication
  • Communication Barriers
  • Different Types of Communication
  • Communication Channels
  • Developing Your Personal Communication Skills

• Chapter 13: Managing Groups and Teams

  • Chapter Introduction
  • Case in Point: General Electric Allows Teamwork to Take Flight
  • Group Dynamics
  • Understanding Team Design Characteristics
  • Organizing Effective Teams
  • Barriers to Effective Teams
  • Developing Your Team Skills

• Chapter 14: Motivating Employees

  • Chapter Introduction
  • Case in Point: Zappos Creates a Motivating Place to Work
  • Need-Based Theories of Motivation
  • Process-Based Theories
  • Developing Your Personal Motivation Skills

• Chapter 15: The Essentials of Control

  • Chapter Introduction
  • Case in Point: Newell Rubbermaid Leverages Cost Controls to Grow
  • Organizational Control
  • Types and Levels of Control
  • Financial Controls
  • Nonfinancial Controls
  • Lean Control
  • Crafting Your Balanced Scorecard

• Chapter 16: Strategic Human Resource Management

  • Chapter Introduction
  • Case in Point: Kronos Uses Science to Find the Ideal Employee
  • The Changing Role of Strategic Human Resource Management in Principles of Management
  • The War for Talent
  • Effective Selection and Placement Strategies
  • The Roles of Pay Structure and Pay for Performance
  • Designing a High-Performance Work System
  • Tying It All Together—Using the HR Balanced Scorecard to Gauge and Manage Human Capital, Including Your Own