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