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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
Psychology, 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 Preferred Learning Styles
1.7
Case in Point: Doing Good as a Core Business Strategy
2
History, Trends, Globalization, and Ethics
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2.1
Management History
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2.2
Contemporary Principles of Management
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2.3
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: Employee Engagement in Organizational Change Toward B Corp Status
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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: Hiring for Match at Netflix
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4
Developing Mission, Vision, and Values
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4.1
The Roles of Mission, Vision, and Values
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4.2
Mission and Vision in the P-O-L-C Framework
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4.3
Creativity and Passion
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4.4
Stakeholders
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4.5
Developing Your Personal Mission and Vision
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4.6
Case in Point: REI, Retail with a Purpose
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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
The Emergence of Strategies
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5.3
Understanding Generic Business-Level Strategies
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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: Leadership Development at Starbucks
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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: Changes in Latitudes, Changes in Attitudes
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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: Mary Barra of General Motors Values Culture
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9
Leading People and Organizations
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9.1
Who Is a Leader? Trait Approaches to Leadership
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9.2
What Do Leaders Do? Behavioral Approaches to Leadership
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9.3
What Is the Role of the Context? Contingency Approaches to Leadership
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9.4
Contemporary Approaches to Leadership
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9.5
Developing Your Leadership Skills
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9.6
Case in Point: Tim Cook Leads Apple
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10
Decision Making
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10.1
Understanding Decision Making
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10.2
Faulty Decision Making
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10.3
Decision Making in Groups
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10.4
Developing Your Personal Decision-Making Skills
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10.5
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: Instant Messaging in the Workplace with Slack
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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: Putting Peer Pressure to Work at Pret a Manger
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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: Creating Happiness Through Motivation at The Walt Disney Company
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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: Trusting Employees to Make Decisions at Microsoft
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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: Satisfaction and Retention of Long-Haul Truck Drivers
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