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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
      • 1.7Serious About People, Crazy About Chocolate: The Case of Tony’s Chocolonely
      • 1.8Ethical Dilemma
    • 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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      • 2.6The Power of People: The Case of The Cayuga Collection

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      • 2.7Ethical Dilemma

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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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      • 3.6A Better Workplace for Frontline Workers: The Case of Hilton

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      • 3.7Ethical Dilemma

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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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      • 4.6Toward an Inclusive Digital Economy: The Case of Mastercard

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      • 4.7Ethical Dilemma

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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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      • 5.8Ethical Dilemma

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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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      • 6.6Can Founders Be Too Motivated? The Case of Uber, Theranos, and WeWork

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      • 6.7Ethical Dilemma

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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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      • 7.6Organizational Reshuffle: The Case of Caterpillar

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      • 7.7Ethical Dilemma

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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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      • 8.6People and Purpose: The Case of the Virgin Group

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      • 8.7Ethical Dilemma

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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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      • 9.6Leading a Financial Behemoth: The Case of Jamie Dimon at JPMorganChase

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      • 9.7Ethical Dilemma

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    • 10Decision-Making

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      • 10.1Understanding Decision-Making and Creativity

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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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      • 10.5Deciding When to Pull the Plug: The Case of Kitty Hawk Corporation

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      • 10.6Ethical Dilemma

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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: The Power of an 18-Minute Story—Ted Talks

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      • 11.6Ethical Dilemma

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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: Teaming up to Create Art Glass as Big Business—Chihuly Studios

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      • 12.7Ethical Dilemma

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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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      • 13.5Working From Anywhere: The Case of GitLab

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      • 13.6Ethical Dilemma

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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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      • 14.7Supporting Employee Wellness Virtually: The Case of BetterUp

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      • 14.8Ethical Dilemma

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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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      • 15.7Secret Sauce of Success: The Case of Apple

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      • 15.8Ethical Dilemma

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