Principles of management

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Author : Mason Carpenter,Talya Bauer,Berrin Erdogan

Table of Contents
About the Authors
Acknowledgments
Dedications
Preface
Chapter 1: Introduction to Principles of Management
Who Are Managers?
Leadership, Entrepreneurship, and Strategy
Planning, Organizing, Leading, and Controlling
Economic, Social, and Environmental Performance
Performance of Individuals and Groups
Your Principles of Management Survivor’s Guide
Chapter 2: Personality, Attitudes, and Work Behaviors
Personality and Values
Perception
Work Attitudes
The Interactionist Perspective: The Role of Fit
Work Behaviors
Developing Your Positive Attitude Skills
Chapter 3: History, Globalization, and Values-Based Leadership
Ancient History: Management Through the 1990s
Contemporary Principles of Management
Global Trends
Globalization and Principles of Management
Developing Your Values-Based Leadership Skills
Chapter 4: Developing Mission, Vision, and Values
The Roles of Mission, Vision, and Values
Mission and Vision in the P-O-L-C Framework
Creativity and Passion
Stakeholders
Crafting Mission and Vision Statements
Developing Your Personal Mission and Vision

Chapter 5: Strategizing
Strategic Management in the P-O-L-C Framework
How Do Strategies Emerge?
Strategy as Trade-Offs, Discipline, and Focus
Developing Strategy Through Internal Analysis
Developing Strategy Through External Analysis
Formulating Organizational and Personal Strategy With the Strategy Diamond
Chapter 6: Goals and Objectives
The Nature of Goals and Objectives
From Management by Objectives to the Balanced Scorecard
Characteristics of Effective Goals and Objectives
sing Goals and Objectives in Employee Performance Evaluation
Integrating Goals and Objectives with Corporate Social Responsibility
Your Personal Balanced Scorecard
Chapter 7: Organizational Structure and Change
Organizational Structure
Contemporary Forms of Organizational Structures
Organizational Change
Planning and Executing Change Effectively
Building Your Change Management Skills
Chapter 8: Organizational Culture
Understanding Organizational Culture
Measuring Organizational Culture
Creating and Maintaining Organizational Culture
Creating Culture Change
Developing Your Personal Skills: Learning to Fit In
Chapter 9: Social Networks
An Introduction to the Lexicon of Social Networks
How Managers Can Use Social Networks to Create Value
Ethical Considerations with Social Network Analysis
Personal, Operational, and Strategic Networks
Mapping and Your Own Social Network
Chapter 10: Leading People and Organizations.
Who Is a Leader? Trait Approaches to Leadership
What Do Leaders Do? Behavioral Approaches to Leadership.
What Is the Role of the Context? Contingency Approaches to Leadership
Contemporary Approaches to Leadership
Developing Your Leadership Skills
Chapter 11: Decision Making
Understanding Decision Making
Faulty Decision Making
Decision Making in Groups
Developing Your Personal Decision-Making Skills
Chapter 12: Communication in Organizations
Understanding Communication
Communication Barriers
Different Types of Communication.
Communication Channels
Developing Your Personal Communication Skills
Chapter 13: Managing Groups and Teams
Group Dynamics
Understanding Team Design Characteristics
Organizing Effective Teams
Barriers to Effective Teams
Developing Your Team Skills
Chapter 14: Motivating Employees
Need-Based Theories of Motivation
Process-Based Theories
Developing Your Personal Motivation Skills
Chapter 15: The Essentials of Control
Organizational Control
Types and Levels of Control
Financial Controls
Nonfinancial Controls
Lean Control
Crafting Your Balanced Scorecard

Chapter 16: Strategic Human Resource Management
The Changing Role of Strategic Human Resource Management in Principles of Management
The War for Talent
Effective Selection and Placement Strategies
The Roles of Pay Structure and Pay for Performance
Designing a High-Performance Work System
Tying It All Together—Using the HR Balanced Scorecard to Gauge and Manage Human Capital,
Including Your Own

PeperBook: Management Accounting: Principles & Practice

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