Principles of Management | Mason A. Carpenter, Talya Bauer, and Berrin Erdogan

- 1Introduction to Principles of Management
- 2Personality, Attitudes, and Work Behaviors
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  - 2.1Case in Point: SAS Institute Invests in Employees
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  - 2.2Personality and Values
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  - 2.3Perception
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  - 2.4Work Attitudes
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  - 2.5The Interactionist Perspective: The Role of Fit
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  - 2.6Work Behaviors
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  - 2.7Developing Your Positive Attitude Skills
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- 3History, Globalization, and Values-Based Leadership
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  - 3.1Case in Point: Hanna Andersson Corporation Changes for Good
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  - 3.2Ancient History: Management Through the 1990s
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  - 3.3Contemporary Principles of Management
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  - 3.4Global Trends
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  - 3.5Globalization and Principles of Management
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  - 3.6Developing Your Values-Based Leadership Skills
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- 4Developing Mission, Vision, and Values
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  - 4.1Case in Point: Xerox Motivates Employees for Success
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  - 4.2The Roles of Mission, Vision, and Values
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  - 4.3Mission and Vision in the P-O-L-C Framework
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  - 4.4Creativity and Passion
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  - 4.5Stakeholders
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  - 4.6Crafting Mission and Vision Statements
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  - 4.7Developing Your Personal Mission and Vision
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- 5Strategizing
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  - 5.1Case in Point: Flat World Knowledge Transforms Textbook Industry
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  - 5.2Strategic Management in the P-O-L-C Framework
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  - 5.3How Do Strategies Emerge?
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  - 5.4Strategy as Trade-Offs, Discipline, and Focus
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  - 5.5Developing Strategy Through Internal Analysis
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  - 5.6Developing Strategy Through External Analysis
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  - 5.7Formulating Organizational and Personal Strategy With the Strategy Diamond
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- 6Goals and Objectives
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  - 6.1Case in Point: Nucor Aligns Company Goals With Employee Goals
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  - 6.2The Nature of Goals and Objectives
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  - 6.3From Management by Objectives to the Balanced Scorecard
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  - 6.4Characteristics of Effective Goals and Objectives
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  - 6.5Using Goals and Objectives in Employee Performance Evaluation
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  - 6.6Integrating Goals and Objectives with Corporate Social Responsibility
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  - 6.7Your Personal Balanced Scorecard
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- 7Organizational Structure and Change
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  - 7.1Case in Point: Toyota Struggles With Organizational Structure
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  - 7.2Organizational Structure
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  - 7.3Contemporary Forms of Organizational Structures
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  - 7.4Organizational Change
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  - 7.5Planning and Executing Change Effectively
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  - 7.6Building Your Change Management Skills
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- 8Organizational Culture
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  - 8.1Case in Point: Google Creates Unique Culture
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  - 8.2Understanding Organizational Culture
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  - 8.3Measuring Organizational Culture
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  - 8.4Creating and Maintaining Organizational Culture
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  - 8.5Creating Culture Change
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  - 8.6Developing Your Personal Skills: Learning to Fit In
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- 9Social Networks
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  - 9.1Case in Point: Networking Powers Relationships
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  - 9.2An Introduction to the Lexicon of Social Networks
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  - 9.3How Managers Can Use Social Networks to Create Value
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  - 9.4Ethical Considerations With Social Network Analysis
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  - 9.5Personal, Operational, and Strategic Networks
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  - 9.6Mapping and Your Own Social Network
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- 10Leading People and Organizations
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  - 10.1Case in Point: Indra Nooyi Draws on Vision and Values to Lead
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  - 10.2Who Is a Leader? Trait Approaches to Leadership
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  - 10.3What Do Leaders Do? Behavioral Approaches to Leadership
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  - 10.4What Is the Role of the Context? Contingency Approaches to Leadership
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  - 10.5Contemporary Approaches to Leadership
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  - 10.6Developing Your Leadership Skills
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- 11Decision Making
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  - 11.1Case in Point: Bernard Ebbers Creates Biased Decision Making at WorldCom
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  - 11.2Understanding Decision Making
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  - 11.3Faulty Decision Making
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  - 11.4Decision Making in Groups
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  - 11.5Developing Your Personal Decision-Making Skills
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- 12Communication in Organizations
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  - 12.1Case in Point: Edward Jones Communicates Caring
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  - 12.2Understanding Communication
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  - 12.3Communication Barriers
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  - 12.4Different Types of Communication
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  - 12.5Communication Channels
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  - 12.6Developing Your Personal Communication Skills
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- 13Managing Groups and Teams
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  - 13.1Case in Point: General Electric Allows Teamwork to Take Flight
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  - 13.2Group Dynamics
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  - 13.3Understanding Team Design Characteristics
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  - 13.4Organizing Effective Teams
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  - 13.5Barriers to Effective Teams
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  - 13.6Developing Your Team Skills
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- 14Motivating Employees
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  - 14.1Case in Point: Zappos Creates a Motivating Place to Work
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  - 14.2Need-Based Theories of Motivation
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  - 14.3Process-Based Theories
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  - 14.4Developing Your Personal Motivation Skills
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- 15The Essentials of Control
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  - 15.1Case in Point: Newell Rubbermaid Leverages Cost Controls to Grow
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  - 15.2Organizational Control
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  - 15.3Types and Levels of Control
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  - 15.4Financial Controls
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  - 15.5Nonfinancial Controls
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  - 15.6Lean Control
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  - 15.7Crafting Your Balanced Scorecard
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- 16Strategic Human Resource Management
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  - 16.1Case in Point: Kronos Uses Science to Find the Ideal Employee
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  - 16.2The Changing Role of Strategic Human Resource Management in Principles of Management
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  - 16.3The War for Talent
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  - 16.4Effective Selection and Placement Strategies
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  - 16.5The Roles of Pay Structure and Pay for Performance
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  - 16.6Designing a High-Performance Work System
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  - 16.7Tying It All Together—Using the HR Balanced Scorecard to Gauge and Manage Human Capital, Including Your Own
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