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About This Book
1.1 Introduction to Principles of Management
1.2 Planning, Organizing, Leading, and Controlling
1.3 History of Management
1.4 Management Skills
2.1 Organizational Culture
2.2 Case in Point: Google Creates Unique Culture
2.3 Understanding Organizational Culture
2.4 Measuring Organizational Culture
2.5 Creating and Maintaining Organizational Culture
2.6 Creating Culture Change
2.7 Developing Your Personal Skills: Learning to Fit In
3.1 Developing Mission, Vision, and Values
3.2 Case in Point: Xerox Motivates Employees for Success
3.3 The Roles of Mission, Vision, and Values
3.4 Mission and Vision in the P-O-L-C Framework
3.5 Stakeholders
3.6 Crafting Mission and Vision Statements
3.7 Goals and Objectives
3.8 Characteristics of Effective Goals and Objectives
3.9 SMART Objectives
3.10 Operational Planning
3.11 Contingency Planning
3.12 Developing Your Personal Mission and Vision
4.1 Strategic Management
4.2 Case in Point: Unnamed Publisher Transforms Textbook Industry
4.3 Strategic Management in the P-O-L-C Framework
4.4 How Do Strategies Emerge?
4.5 Developing Strategy Through External Analysis - Porter's Five Forces
4.6 Strategy Tools
4.7 Porter's Generic Strategies
4.8 Miles and Snow Typology
4.9 Product Life Cycle Strategies
4.10 Diversification and Integration
4.11 Global Strategies
4.12 Game Theory
4.13 Formulating Organizational and Personal Strategy With the Strategy Diamond
5.1 Decision Making
5.2 Decision Making Conditions
5.3 Classical Decision Making
5.4 Rational Decision Making
5.5 The Administrative Model
5.6 Other Factors in Decision Making
5.7 Group Decision Making
5.8 Decision Making in Practice
6.1 Entrepreneurs
6.2 Entrepreneurial Strategies
6.3 Forms of Ownership
6.4 Financing a New Business
6.5 Management Advice
6.6 Success and Failure
7.1 Organizational Structure and Change
7.2 Case in Point: Toyota Struggles With Organizational Structure
7.3 Job Design
7.4 Organizational Structure
7.5 Contemporary Forms of Organizational Structures
7.6 Reporting Relationships and Span of Control
7.7 Organization Coordination
7.8 Organizational Change
7.9 Organizational Development
7.10 Building Your Change Management Skills
8.1 Strategic Human Resource Management
8.2 Case in Point: Kronos Uses Science to Find the Ideal Employee
8.3 The Changing Role of Strategic Human Resource Management in Principles of Management
8.4 The War for Talent
8.5 Effective Selection and Placement Strategies
8.6 The Roles of Pay Structure and Pay for Performance
8.7 Designing a High-Performance Work System
8.8 Employee Performance Evaluation
8.9 Your Personal Balanced Scorecard
8.10 Benefits and Alternative Work Arrangements
8.11 Tying It All Together—Using the HR Balanced Scorecard to Gauge and Manage Human Capital, Including Your Own
9.1 Chapter Introduction
9.2 Individual Behaviors
9.3 Attitudes and Behavior
10.1 Motivating Employees
10.2 Case in Point: Zappos Creates a Motivating Place to Work
10.3 Need-Based Theories of Motivation, Maslow, Hertzberg
10.4 Process-Based Theories
10.5 Developing Your Personal Motivation Skills
11.1 Leading People and Organizations
11.2 Sources of Power
11.3 Case in Point: Indra Nooyi Draws on Vision and Values to Lead
11.4 Who Is a Leader? Trait Approaches to Leadership
11.5 What Do Leaders Do? Behavioral Approaches to Leadership
11.6 The Leadership Grid Styles
11.7 What Is the Role of the Context? Contingency Approaches to Leadership
11.8 Contemporary Approaches to Leadership
11.9 Developing Your Leadership Skills
12.1 Managing Groups and Teams
12.2 Case in Point: General Electric Allows Teamwork to Take Flight
12.3 Group Dynamics
12.4 Understanding Team Design Characteristics
12.5 Organizing Effective Teams
12.6 Barriers to Effective Teams
12.7 Developing Your Team Skills
13.1 Communication in Organizations
13.2 Case in Point: Edward Jones Communicates Caring
13.3 Understanding Communication
13.4 Communication Barriers
13.5 Different Types of Communication
13.6 Communication Channels
13.7 Developing Your Personal Communication Skills
14.1 The Essentials of Control
14.2 Case in Point: Newell Rubbermaid Leverages Cost Controls to Grow
14.3 Organizational Control
14.4 Types and Levels of Control
14.5 Financial Controls
14.6 Nonfinancial Controls
14.7 Lean Control
14.8 Crafting Your Balanced Scorecard
Index of Terms and Concepts
9.1 Chapter Introduction 9.2 Individual Behaviors 9.3 Attitudes and Behavior
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Principles Of Management Copyright © by William Klinger is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License, except where otherwise noted.