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1. I Need Help
2. Chapter 1 Overview
3. Who Are Managers?
4. Leadership, Entrepreneurship, and Strategy
5. Planning, Organizing, Leading, and Controlling
6. Economic, Social, and Environmental Performance
7. Performance of Individuals and Groups
8. Your Principles of Management Survivor's Guide
9. Chapter 1 Discussion
10. Ch. 1 Assignment: Goodwill Industries
11. Discussion Forum on Personal Experience With Management
12. Personality and Values
13. Chapter 2 Overview
14. Case in Point: SAS Institute Invests in Employees
15. Personality and Values
16. Perception
17. Work Attitudes
18. The Interactionist Perspective: The Role of Fit
19. Work Behaviors
20. Developing Your Positive Attitude Skills
21. Ch. 2 Discussion: Personalities and Values
22. Chapter 3 Overview
23. Ancient History: Management Through the 1990s
24. Contemporary Principles of Management
25. Global Trends
26. Globalization and Principles of Management
27. Developing Your Values-Based Leadership Skills
28. Chapter 3 Assignment: Hanna Andersson Corporation
29. Ch. 3 Discussion: Values and Ethics
30. Chapter 4 Overview
31. Strategic Management in the P-O-L-C Framework
32. How Do Strategies Emerge?
33. Strategy as Trade-Offs, Discipline, and Focus
34. Developing Strategy Through Internal Analysis
35. Developing Strategy Through External Analysis
36. Formulating Organizational and Personal Strategy With the Strategy Diamond
37. Ch. 4 Discussion: SWOT Analysis
38. Chapter 5 Overview
39. Case in Point: Nucor Aligns Company Goals With Employee Goals
40. The Nature of Goals and Objectives
41. From Management by Objectives to the Balanced Scorecard
42. Characteristics of Effective Goals and Objectives
43. Using Goals and Objectives in Employee Performance Evaluation
44. Integrating Goals and Objectives with Corporate Social Responsibility
45. Your Personal Balanced Scorecard
46. Ch. 5 Discussion: Goals and Objectives
47. Chapter 6 Overview
48. Case in Point: Toyota Struggles With Organizational Structure
49. Organizational Structure
50. Contemporary Forms of Organizational Structures
51. Organizational Change
52. Planning and Executing Change Effectively
53. Building Your Change Management Skills
54. Module 6 Discussion: Organizational Structure
55. Chapter 7 Overview
56. Case in Point: Networking Powers Relationships
57. An Introduction to the Lexicon of Social Networks
58. How Managers Can Use Social Networks to Create Value
59. Ethical Considerations With Social Network Analysis
60. Personal, Operational, and Strategic Networks
61. Mapping and Your Own Social Network
62. Module 7 Discussion: Social Networks
63. Chapter 8 Overview
64. Case in Point: Indra Nooyi Draws on Vision and Values to Lead
65. Who Is a Leader? Trait Approaches to Leadership
66. What Do Leaders Do? Behavioral Approaches to Leadership
67. What Is the Role of the Context? Contingency Approaches to Leadership
68. Contemporary Approaches to Leadership
69. Developing Your Leadership Skills
70. Module 8 Discussion: Leadership and Ethics
71. Chapter 9 Overview
72. Case in Point: Bernard Ebbers Creates Biased Decision Making at WorldCom
73. Understanding Decision Making
74. Faulty Decision Making
75. Decision Making in Groups
76. Developing Your Personal Decision-Making Skills
77. Module 9 Discussion: Decision-Making
78. Chapter 10 Overview
79. Understanding Communication
80. Communication Barriers
81. Different Types of Communication
82. Communication Channels
83. Developing Your Personal Communication Skills
84. Case in Point: Edward Jones Communicates Caring
85. Module 10 Discussion: Communication
86. Chapter 11 Overview
87. Case in Point: Zappos Creates a Motivating Place to Work
88. Need-Based Theories of Motivation
89. Process-Based Theories
90. Developing Your Personal Motivation Skills
91. Chapter 12 Overview
92. The Changing Role of Strategic Human Resource Management in Principles of Management
93. The War for Talent
94. Effective Selection and Placement Strategies
95. The Roles of Pay Structure and Pay for Performance
96. Designing a High-Performance Work System
97. Tying It All Together; Using the HR Balanced Scorecard to Gauge and Manage Human Capital, Including Your Own
98. Case in Point: Kronos Uses Science to Find the Ideal Employee
99. Module 12 Discussion: Organizational Controls
Would you prefer to work in a tall or flat organization? Why?
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