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TOC
Current
Table of Contents
Dedications
About the Authors
What’s New
Preface
Acknowledgments
1
Introduction to Principles of Management
1.1
Who Are Managers?
1.2
Leadership, Entrepreneurship, and Strategy
1.3
Planning, Organizing, Leading, and Controlling
1.4
Economic, Social, and Environmental Performance
1.5
Performance of Individuals and Groups
1.6
Managing Learning Styles
1.7
Case in Point: Doing Good as a Core Business Strategy
2
History, Globalization, and Ethics
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2.1
Ancient History: Management through the 1990s
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2.2
Contemporary Principles of Management
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2.3
Global Trends
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2.4
Globalization and Principles of Management
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2.5
Developing Your Values-Based Leadership Skills
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2.6
Case in Point: Hanna Andersson Corporation Changes for Good
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3
Personality, Attitudes, and Work Behaviors
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3.1
Personality and Values
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3.2
Perception
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3.3
Work Attitudes
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3.4
Work Behaviors
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3.5
Developing Your Positive Attitude Skills
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3.6
Case in Point: Advice for Hiring Successful Employees from Guy Kawasaki
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4
Developing Mission, Vision, and Values
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4.1
Developing Mission, Vision, and Values
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4.2
The Roles of Mission, Vision, and Values
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4.3
Mission and Vision in the P-O-L-C Framework
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4.4
Creativity and Passion
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4.5
Stakeholders
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4.6
Developing Your Personal Mission and Vision
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4.7
Case in Point: Xerox Motivates Employees for Success
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5
Strategic Management
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5.1
Strategic Management in the P-O-L-C Framework
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5.2
How Do Strategies Emerge?
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5.3
Strategy as Trade-Offs, Discipline, and Focus
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5.4
Developing Strategy through Internal Analysis
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5.5
Developing Strategy through External Analysis
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5.6
Formulating Organizational and Personal Strategy with the Strategy Diamond
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5.7
Case in Point: Flat World Knowledge’s Textbook Revolution
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6
Goals and Objectives
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6.1
The Nature of Goals and Objectives
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6.2
Management by Objectives and the Balanced Scorecard
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6.3
Using Goals and Objectives in Employee Performance Evaluation
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6.4
Integrating Goals and Objectives with Corporate Social Responsibility
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6.5
Your Personal Balanced Scorecard
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6.6
Case in Point: Nucor Aligns Company Goals with Employee Goals
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7
Organizational Structure and Change
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7.1
Organizational Structure
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7.2
Contemporary Forms of Organizational Structures
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7.3
Organizational Change
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7.4
Planning and Executing Change Effectively
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7.5
Building Your Change Management Skills
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7.6
Case in Point: Toyota Struggles with Organizational Structure
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8
Organizational Culture
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8.1
Understanding Organizational Culture
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8.2
Measuring Organizational Culture
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8.3
Creating and Maintaining Organizational Culture
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8.4
Creating Culture Change
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8.5
Developing Your Personal Skills: Learning to Fit In
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8.6
Case in Point: Google Creates Unique Culture
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9
Leading People and Organizations
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9.1
Leading People and Organizations
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9.2
Who Is a Leader? Trait Approaches to Leadership
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9.3
What Do Leaders Do? Behavioral Approaches to Leadership
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9.4
What Is the Role of the Context? Contingency Approaches to Leadership
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9.5
Contemporary Approaches to Leadership
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9.6
Developing Your Leadership Skills
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9.7
Case in Point: Indra Nooyi Draws on Vision and Values to Lead
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10
Decision Making
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10.1
Decision Making
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10.2
Understanding Decision Making
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10.3
Faulty Decision Making
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10.4
Decision Making in Groups
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10.5
Developing Your Personal Decision-Making Skills
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10.6
Case in Point: How Angry Birds Took Flight
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11
Communication in Organizations
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11.1
Understanding Communication
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11.2
Communication Barriers
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11.3
Different Types of Communication
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11.4
Communication Channels
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11.5
Developing Your Personal Communication Skills
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11.6
Case in Point: Edward Jones Communicates Caring
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12
Managing Groups and Teams
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12.1
Group Dynamics
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12.2
Understanding Team Design Characteristics
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12.3
Organizing Effective Teams
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12.4
Barriers to Effective Teams
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12.5
Developing Your Team Skills
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12.6
Case in Point: Pret A Manger Puts Peer Pressure to Work
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13
Motivating Employees
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13.1
Need-Based Theories of Motivation
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13.2
Process-Based Theories
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13.3
Developing Your Personal Motivation Skills
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13.4
Case in Point: Zappos Creates a Motivating Place to Work
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14
The Essentials of Control
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14.1
Organizational Control
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14.2
Types and Levels of Control
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14.3
Financial Controls
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14.4
Nonfinancial Controls
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14.5
Lean Control
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14.6
Crafting Your Balanced Scorecard
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14.7
Case in Point: Newell Rubbermaid Leverages Cost Controls to Grow
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15
Strategic Human Resource Management
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15.1
The Changing Role of Strategic Human Resource Management in Principles of Management
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15.2
The War for Talent
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15.3
Effective Selection and Placement Strategies
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15.4
The Roles of Pay Structure and Pay for Performance
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15.5
Designing a High-Performance Work System
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15.6
Tying It All Together: Using the HR Balanced Scorecard to Gauge and Manage Your Human Capital
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15.7
Case in Point: Kronos Uses Science to Find the Ideal Employee
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