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1. Request Access
2. I Need Help
3. Chapter 1 Overview
4. Who Are Managers?
5. Leadership, Entrepreneurship, and Strategy
6. Planning, Organizing, Leading, and Controlling
7. Economic, Social, and Environmental Performance
8. Performance of Individuals and Groups
9. Your Principles of Management Survivor's Guide
10. Chapter 1 Discussion
11. Ch. 1 Assignment: Goodwill Industries
12. Discussion Forum on Personal Experience With Management
13. Personality and Values
14. Chapter 2 Overview
15. Case in Point: SAS Institute Invests in Employees
16. Personality and Values
17. Perception
18. Work Attitudes
19. The Interactionist Perspective: The Role of Fit
20. Work Behaviors
21. Developing Your Positive Attitude Skills
22. Ch. 2 Discussion: Personalities and Values
23. Chapter 3 Overview
24. Ancient History: Management Through the 1990s
25. Contemporary Principles of Management
26. Global Trends
27. Globalization and Principles of Management
28. Developing Your Values-Based Leadership Skills
29. Chapter 3 Assignment: Hanna Andersson Corporation
30. Ch. 3 Discussion: Values and Ethics
31. Chapter 4 Overview
32. Strategic Management in the P-O-L-C Framework
33. How Do Strategies Emerge?
34. Strategy as Trade-Offs, Discipline, and Focus
35. Developing Strategy Through Internal Analysis
36. Developing Strategy Through External Analysis
37. Formulating Organizational and Personal Strategy With the Strategy Diamond
38. Ch. 4 Discussion: SWOT Analysis
39. Chapter 5 Overview
40. Case in Point: Nucor Aligns Company Goals With Employee Goals
41. The Nature of Goals and Objectives
42. From Management by Objectives to the Balanced Scorecard
43. Characteristics of Effective Goals and Objectives
44. Using Goals and Objectives in Employee Performance Evaluation
45. Integrating Goals and Objectives with Corporate Social Responsibility
46. Your Personal Balanced Scorecard
47. Ch. 5 Discussion: Goals and Objectives
48. Chapter 6 Overview
49. Case in Point: Toyota Struggles With Organizational Structure
50. Organizational Structure
51. Contemporary Forms of Organizational Structures
52. Organizational Change
53. Planning and Executing Change Effectively
54. Building Your Change Management Skills
55. Module 6 Discussion: Organizational Structure
56. Chapter 7 Overview
57. Case in Point: Networking Powers Relationships
58. An Introduction to the Lexicon of Social Networks
59. How Managers Can Use Social Networks to Create Value
60. Ethical Considerations With Social Network Analysis
61. Personal, Operational, and Strategic Networks
62. Mapping and Your Own Social Network
63. Module 7 Discussion: Social Networks
64. Chapter 8 Overview
65. Case in Point: Indra Nooyi Draws on Vision and Values to Lead
66. Who Is a Leader? Trait Approaches to Leadership
67. What Do Leaders Do? Behavioral Approaches to Leadership
68. What Is the Role of the Context? Contingency Approaches to Leadership
69. Contemporary Approaches to Leadership
70. Developing Your Leadership Skills
71. Module 8 Discussion: Leadership and Ethics
72. Chapter 9 Overview
73. Case in Point: Bernard Ebbers Creates Biased Decision Making at WorldCom
74. Understanding Decision Making
75. Faulty Decision Making
76. Decision Making in Groups
77. Developing Your Personal Decision-Making Skills
78. Module 9 Discussion: Decision-Making
79. Chapter 10 Overview
80. Understanding Communication
81. Communication Barriers
82. Different Types of Communication
83. Communication Channels
84. Developing Your Personal Communication Skills
85. Case in Point: Edward Jones Communicates Caring
86. Module 10 Discussion: Communication
87. Chapter 11 Overview
88. Case in Point: Zappos Creates a Motivating Place to Work
89. Need-Based Theories of Motivation
90. Process-Based Theories
91. Developing Your Personal Motivation Skills
92. Chapter 12 Overview
93. The Changing Role of Strategic Human Resource Management in Principles of Management
94. The War for Talent
95. Effective Selection and Placement Strategies
96. The Roles of Pay Structure and Pay for Performance
97. Designing a High-Performance Work System
98. Tying It All Together; Using the HR Balanced Scorecard to Gauge and Manage Human Capital, Including Your Own
99. Case in Point: Kronos Uses Science to Find the Ideal Employee
100. Module 12 Discussion: Organizational Controls
Would you prefer to work in a tall or flat organization? Why?
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Principles of Management by Lumen Learning is licensed under a Creative Commons Attribution 4.0 International License, except where otherwise noted.