Principles of Management
Survey of administrative and behavioral processes fundamental to successfully operating various types of enterprises. Focuses on the management functions of planning, organizing, leading and controlling organizations and how management functions are impacted by domestic and global environmental factors.
This course will begin with an introduction that will help further the distinction between leadership and management, and then you will be introduced to major theories and models of leadership and of leadership development from a variety of perspectives. Next, you will be introduced to the process of decision-making in a variety of leadership settings. You will then study the processes of leading independently, or without direct authority. The final unit will focus on managing groups and teams. You may not be a leader after concluding this course, but you certainly will have a better understanding of the qualities of leadership. Perhaps you will discover there is a leader right at your fingertips.
Explain the roles, responsibilities, and accountability of managers in planning, organizing, leading and controlling within an organization.
Decision Making: Ability to identify and apply relevant information to set goals, perform job-related tasks, and make business decisions.
Leadership: Ability to motivate, influence, and support others to achieve desired outcomes.
Management in the workplace
This course will provide you with a structured introduction to the key tools and techniques used in information management and processing. This course will also provide you with an understanding of practical approaches and techniques, such as integrating content from various sources and constructing graphs to show data relationships that are often used to process and present information in business decision-making.
Teaching the strategic management course can be a challenge for many professors. In most business schools, strategic management is a ŇcapstoneÓ course that requires students to draw on insights from various functional courses they have completed (such as marketing, finance, and accounting) in order to understand how top executives make the strategic decisions that drive whether organizations succeed or fail. Although students have taken these functional courses, many students have very little experience with major organizational choices. It is this inexperience that can undermine many studentsŐ engagement in the course.
Mastering Strategic Management is designed to enhance student engagement in three innovative ways. The first is through visual adaptations of the key content in the book. It is well documented that many of today's students are visual learners. To meet students' wants and needs (and thereby create a much better teaching experience for professors), Mastering Strategic Management contains multiple graphic concept pages in ever section of every chapter of the book. Think of graphic concept pages as almost like info-graphics for key concepts in each section. This feature sets Mastering Strategic Management apart from any strategic management book on the market today. The second way the authors capture student interest through their textbook is by using a real-world company as the running example in each chapter. For example, Chapter 1 in Mastering Strategic Management utilizes Blackberry to harness the conceptual coverage of the chapter in a running, corporate, application to which students will relate. The third inventive way Mastering Strategic Management holds the attention of strategic management students is through the “strategy at the movies” feature in each chapter that links course concepts with a popular motion picture.
Table of Contents
Mastering Strategy: Art and Science
Defining Strategic Management and Strategy
Intended, Emergent, and Realized Strategies
The History of Strategic Management
Understanding the Strategic Management Process
Vision, Mission, and Goals
Assessing Organizational Performance
The CEO as Celebrity
Evaluating the External Environment
The Relationship between an Organization and Its Environment
Evaluating the General Environment
Evaluating the Industry
Mapping Strategic Groups
Managing Firm Resources
Beyond Resource-Based Theory: Other Views on Firm Performance
Selecting Business-Level Strategies
Understanding Business-Level Strategy through “Generic Strategies”
Focused Cost Leadership and Focused Differentiation
Stuck in the Middle
Supporting the Business-Level Strategy: Competitive and Cooperative Moves
Making Competitive Moves
Responding to Competitors' Moves
Making Cooperative Moves
Competing in International Markets
Advantages and Disadvantages of Competing in International Markets
Drivers of Success and Failure When
Competing in International Markets
Types of International Strategies
Options for Competing in International Markets
Selecting Corporate-Level Strategies
Vertical Integration Strategies
Strategies for Getting Smaller
Portfolio Planning and Corporate-Level Strategy
Executing Strategy through Organizational Design
The Basic Building Blocks of Organizational Structure
Creating an Organizational Structure
Creating Organizational Control Systems
Legal Forms of Business
Leading an Ethical Organization: Corporate Governance, Corporate Ethics, and Social Responsibility
Boards of Directors
Corporate Ethics and Social Responsibility
Understanding Thought Patterns: A Key to Corporate Leadership?
Organizational Behavior bridges the gap between theory and practice with a distinct "experiential" approach.
On average, a worker in the USA will change jobs 10 times in 20 years. In order to succeed in this type of career situation, individuals need to be armed with the tools necessary to be life-long learners. To that end, this book is not be about giving students all the answers to every situation they may encounter when they start their first job or as they continue up the career ladder. Instead, this book gives students the vocabulary, framework, and critical thinking skills necessary to diagnose situations, ask tough questions, evaluate the answers received, and to act in an effective and ethical manner regardless of situational characteristics.
This OpenStax resource aligns to introductory courses in Organizational Behavior. The text presents the theory, concepts, and applications with particular emphasis on the impact that individuals and groups can have on organizational performance and culture. An array of recurring features engages students in entrepreneurial thinking, managing change, using tools/technology, and responsible management; furthermore, the unique chapter on Social Media and Communication contextualizes the importance and implications of various platforms and communications methods.
This course will cover five major OB areas including managing individuals, managing groups, power and politics, conflict management, and organizational change. Before delving into more rigorous content, it is important to understand what an organization is and the history of organizational behavior as a discipline. In taking this into consideration, this course will begin with a look at the basics of an organization.
Principles of Management is designed to meet the scope and sequence requirements of the introductory course on management. This is a traditional approach to management using the leading, planning, organizing, and controlling approach. Management is a broad business discipline, and the Principles of Management course covers many management areas such as human resource management and strategic management, as well behavioral areas such as motivation. No one individual can be an expert in all areas of management, so an additional benefit of this text is that specialists in a variety of areas have authored individual chapters.
This course is organized around the well-established planning, organizing, leading, and controlling framework (or, simply, P-O-L-C). Three underlying themes carry throughout: strategic thinking, entrepreneurial thinking, and active management.
This course will illustrate the ways in which the practice of management evolves as firms grow in size. Historically, middle managers have served as so-called ŇgatekeepersÓ who collect, analyze, and pass information up and down the management chain within an organization. But two recent developments at the turn of the 21st century Đ namely, low-cost data manipulation in computers and the emergence of widespread, real-time communication (in the forms of inexpensive, long-distance global calling, email, text messaging, and social media) Đ have reduced the need for these middle-manager gatekeepers, and companies have eliminated thousands of such positions. The goal? To speed the flow of information and decision-making and reduce the number of layers that separate the customer from the leadership of an organization.
This textbook teaches management principles to tomorrow’s business leaders by weaving three threads through every chapter: strategy, entrepreneurship and active leadership.
This book's modular format easily maps to a POLC course organization (Planning, Organizing, Leading, and Controlling, attributed to Henri Fayol (1949, General and industrial management. London. Pitman Publishing company), and suits the needs of most undergraduate or graduate course in Principles of Management.
This open source textbook is derived from many sources, initially from the Principles of Management by Carpenter, Bauer, and Erdogan, but there is abundant new content as well. It is published under a Creative Commons license and as such there is no charge ever for this textbook.
The most important change from 1e is that static content was removed to make room for student-generated dynamic content. Throughout the book look for the names of contributing students in the red colored example boxes. As the term progresses, you will see new examples appear as fellow students research and summarize topics for current events, all are curated by the instructor.
Table of Contents
Part 1. Strategic Management Overview
Part 2. Corporate Governance
Part 3. The External Environment
Part 4. Internal Capability
Part 5. Business-level Strategy
Part 6. Formulating Strategy
Part 7. Corporate-level Strategy
Part 8. Analysis and Reporting