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Table of Contents

    • Dedications
    • About the Authors
    • Preface
    • Acknowledgments
    • 1Introduction to Principles of Management
      • 1.1Who Are Managers?
      • 1.2Psychology, Leadership, Entrepreneurship, and Strategy
      • 1.3Planning, Organizing, Leading, and Controlling
      • 1.4Economic, Social, and Environmental Performance
      • 1.5Performance of Individuals and Groups
      • 1.6Managing Preferred Learning Styles
      • 1.7Case in Point: The Power of the People at Cayuga Collection
    • 2History, Trends, Globalization, and Ethics

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      • 2.1Management History

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      • 2.2Contemporary Principles of Management

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      • 2.3Trends

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      • 2.4Globalization and Principles of Management

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      • 2.5Developing Your Values-Based Leadership Skills

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      • 2.6Case in Point: Employee Engagement in Organizational Change Toward B Corp Status

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    • 3Personality, Attitudes, and Work Behaviors

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      • 3.1Personality and Values

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      • 3.2Perception

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      • 3.3Work Attitudes

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      • 3.4Work Behaviors

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      • 3.5Developing Your Positive Attitude Skills

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      • 3.6Case in Point: Zoom Video Communications Delivering Happiness

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    • 4Developing Mission, Vision, and Values

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      • 4.1The Roles of Mission, Vision, and Values

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      • 4.2Mission and Vision in the P-O-L-C Framework

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      • 4.3Creativity and Passion

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      • 4.4Stakeholders

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      • 4.5Developing Your Personal Mission and Vision

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      • 4.6Case in Point: Motivated Employees at Patagonia

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    • 5Strategic Management

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      • 5.1Strategic Management in the P-O-L-C Framework

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      • 5.2The Emergence of Strategies

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      • 5.3Understanding Generic Business-Level Strategies

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      • 5.4Developing Strategy Through Internal Analysis

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      • 5.5Developing Strategy Through External Analysis

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      • 5.6Formulating Organizational and Personal Strategy with the Strategy Diamond

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      • 5.7Case in Point: At Costco, Strong Culture Leads to Strong Performance

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    • 6Goals and Objectives

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      • 6.1The Nature of Goals and Objectives

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      • 6.2Management by Objectives and the Balanced Scorecard

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      • 6.3Using Goals and Objectives in Employee Performance Evaluation

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      • 6.4Integrating Goals and Objectives with Corporate Social Responsibility

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      • 6.5Your Personal Balanced Scorecard

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      • 6.6Case in Point: Performance with a Purpose at PepsiCo.

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    • 7Organizational Structure and Change

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      • 7.1Organizational Structure

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      • 7.2Contemporary Forms of Organizational Structures

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      • 7.3Organizational Change

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      • 7.4Planning and Executing Change Effectively

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      • 7.5Building Your Change Management Skills

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      • 7.6Case in Point: Evolving through Acquisition: The Campbell Soup Company

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    • 8Organizational Culture

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      • 8.1Understanding Organizational Culture

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      • 8.2Measuring Organizational Culture

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      • 8.3Creating and Maintaining Organizational Culture

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      • 8.4Creating Culture Change

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      • 8.5Developing Your Personal Skills: Learning to Fit In

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      • 8.6Case in Point: The Power of Heart at Southwest Airlines

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    • 9Leading People and Organizations

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      • 9.1Who Is Considered a Leader? Trait Approaches to Leadership

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      • 9.2What Do Leaders Do? Behavioral Approaches to Leadership

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      • 9.3What Is the Role of the Context? Contingency Approaches to Leadership

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      • 9.4Contemporary Approaches to Leadership

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      • 9.5Developing Your Leadership Skills

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      • 9.6Case in Point: An Inclusive Leader Approach at Stitch Fix

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    • 10Decision Making

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      • 10.1Understanding Decision Making

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      • 10.2Faulty Decision Making

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      • 10.3Decision Making in Groups

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      • 10.4Developing Your Personal Decision-Making Skills

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      • 10.5Case in Point: Making the Decision to Invest in Detroit

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    • 11Communication in Organizations

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      • 11.1Understanding Communication

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      • 11.2Communication Barriers

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      • 11.3Different Types of Communication

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      • 11.4Developing Your Personal Communication Skills

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      • 11.5Case in Point: Communication that Transcends Cultures at IKEA

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    • 12Managing Groups and Teams

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      • 12.1Group Dynamics

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      • 12.2Understanding Team Design Characteristics

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      • 12.3Managing Effective Teams

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      • 12.4Barriers to Effective Teams

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      • 12.5Developing Your Team Skills

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      • 12.6Case in Point: Building Teams with Kindness

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    • 13Motivating Employees

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      • 13.1Understanding Motivation

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      • 13.2Need-Based Theories of Motivation

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      • 13.3Process-Based Theories

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      • 13.4Developing Your Personal Motivation Skills

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      • 13.5Case in Point: Diverse and Color Proud at Gap Inc.

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    • 14The Essentials of Control

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      • 14.1Organizational Control

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      • 14.2Types and Levels of Control

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      • 14.3Financial Controls

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      • 14.4Nonfinancial Controls

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      • 14.5Lean Control

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      • 14.6Crafting Your Balanced Scorecard

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      • 14.7Case in Point: SpaceX Mitigating Stress at Work

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    • 15Strategic Human Resource Management

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      • 15.1The Changing Role of Strategic Human Resource Management in Principles of Management

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      • 15.2The War for Talent

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      • 15.3Effective Selection and Placement Strategies

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      • 15.4The Roles of Pay Structure and Pay for Performance

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      • 15.5Designing a High-Performance Work System

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      • 15.6Tying It All Together: Using the HR Balanced Scorecard to Gauge and Manage Your Human Capital

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      • 15.7Case in Point: People Come First at SAS

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