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Principles of Management II

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Principles of Management II

Business
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Lumen Learning
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LibreTexts
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LibreTexts
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CC BY-NC-SA
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EN
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Mục lục· 110 mục
  1. 01: Introduction to Principles of Management
  2. 1.01: Chapter 1 Overview
  3. 1.02: Who Are Managers
  4. 1.03: Leadership Entrepreneurship and Strategy
  5. 1.04: Planning Organizing Leading and Controlling
  6. 1.05: Economic Social and Environmental Performance
  7. 1.06: Performance of Individuals and Groups
  8. 1.07: Your Principles of Management Survivors Guide
  9. 1.08: Chapter 1 Discussion
  10. 1.09: Ch. 1 Assignment- Goodwill Industries
  11. 1.10: Discussion Forum on Personal Experience With Management
  12. 02: Personality Attitudes and Work Behavior
  13. 2.01: Personality and Values
  14. 2.02: Chapter 2 Overview
  15. 2.03: Case in Point- SAS Institute Invests in Employees
  16. 2.04: Personality and Values
  17. 2.05: Perception
  18. 2.06: Work Attitudes
  19. 2.07: The Interactionist Perspective- The Role of Fit
  20. 2.08: Work Behaviors
  21. 2.09: Developing Your Positive Attitude Skills
  22. 2.10: Ch. 2 Discussion- Personalities and Values
  23. 03: History Globalization and Values-based Leadership
  24. 3.01: Chapter 3 Overview
  25. 3.02: Ancient History- Management Through the 1990s
  26. 3.03: Contemporary Principles of Management
  27. 3.04: Global Trends
  28. 3.05: Globalization and Principles of Management
  29. 3.06: Developing Your Values-Based Leadership Skills
  30. 3.07: Chapter 3 Assignment- Hanna Andersson Corporation
  31. 3.08: Ch. 3 Discussion- Values and Ethics
  32. 04: Strategizing
  33. 4.01: Chapter 4 Overview
  34. 4.02: Strategic Management in the P-O-L-C Framework
  35. 4.03: How Do Strategies Emerge
  36. 4.04: Strategy as Trade-Offs Discipline and Focus
  37. 4.05: Developing Strategy Through Internal Analysis
  38. 4.06: Developing Strategy Through External Analysis
  39. 4.07: Formulating Organizational and Personal Strategy With the Strategy Diamond
  40. 4.08: Ch. 4 Discussion- SWOT Analysis
  41. 05: Goals and Objectives
  42. 5.01: Chapter 5 Overview
  43. 5.02: Case in Point- Nucor Aligns Company Goals With Employee Goals
  44. 5.03: The Nature of Goals and Objectives
  45. 5.04: From Management by Objectives to the Balanced Scorecard
  46. 5.05: Characteristics of Effective Goals and Objectives
  47. 5.06: Using Goals and Objectives in Employee Performance Evaluation
  48. 5.07: Integrating Goals and Objectives with Corporate Social Responsibility
  49. 5.08: Your Personal Balanced Scorecard
  50. 5.09: Ch. 5 Discussion- Goals and Objectives
  51. 06: Organizational Structure and Change
  52. 6.01: Chapter 6 Overview
  53. 6.02: Case in Point- Toyota Struggles With Organizational Structure
  54. 6.03: Organizational Structure
  55. 6.04: Contemporary Forms of Organizational Structures
  56. 6.05: Organizational Change
  57. 6.06: Planning and Executing Change Effectively
  58. 6.07: Building Your Change Management Skills
  59. 6.08: Module 6 Discussion- Organizational Structure
  60. 07: Social Networks
  61. 7.01: Chapter 7 Overview
  62. 7.02: Case in Point- Networking Powers Relationships
  63. 7.03: An Introduction to the Lexicon of Social Networks
  64. 7.04: How Managers Can Use Social Networks to Create Value
  65. 7.05: Ethical Considerations With Social Network Analysis
  66. 7.06: Personal Operational and Strategic Networks
  67. 7.07: Mapping and Your Own Social Network
  68. 7.08: Module 7 Discussion- Social Networks
  69. 08: Leading People and Organizations
  70. 8.01: Chapter 8 Overview
  71. 8.02: Case in Point- Indra Nooyi Draws on Vision and Values to Lead
  72. 8.03: Who Is a Leader Trait Approaches to Leadership
  73. 8.04: What Do Leaders Do Behavioral Approaches to Leadership
  74. 8.05: What Is the Role of the Context Contingency Approaches to Leadership
  75. 8.06: Contemporary Approaches to Leadership
  76. 8.07: Developing Your Leadership Skills
  77. 8.08: Module 8 Discussion- Leadership and Ethics
  78. 09: Decision Making
  79. 9.01: Chapter 9 Overview
  80. 9.02: Case in Point- Bernard Ebbers Creates Biased Decision Making at WorldCom
  81. 9.03: Understanding Decision Making
  82. 9.04: Faulty Decision Making
  83. 9.05: Decision Making in Groups
  84. 9.06: Developing Your Personal Decision-Making Skills
  85. 9.07: Module 9 Discussion- Decision-Making
  86. 10: Communication in Organizations
  87. 10.01: Chapter 10 Overview
  88. 10.02: Understanding Communication
  89. 10.03: Communication Barriers
  90. 10.04: Different Types of Communication
  91. 10.05: Communication Channels
  92. 10.06: Developing Your Personal Communication Skills
  93. 10.07: Case in Point- Edward Jones Communicates Caring
  94. 10.08: Module 10 Discussion- Communication
  95. 11: Motivating Employees
  96. 11.01: Chapter 11 Overview
  97. 11.02: Case in Point- Zappos Creates a Motivating Place to Work
  98. 11.03: Need-Based Theories of Motivation
  99. 11.04: Process-Based Theories
  100. 11.05: Developing Your Personal Motivation Skills
  101. 12: Strategic Human Resource Management
  102. 12.01: Chapter 12 Overview
  103. 12.02: The Changing Role of Strategic Human Resource Management in Principles of Management
  104. 12.03: The War for Talent
  105. 12.04: Effective Selection and Placement Strategies
  106. 12.05: The Roles of Pay Structure and Pay for Performance
  107. 12.06: Designing a High-Performance Work System
  108. 12.07: Tying It All Together Using the HR Balanced Scorecard to Gauge and Manage Human Capital Including Your Own
  109. 12.08: Case in Point- Kronos Uses Science to Find the Ideal Employee
  110. 12.09: Module 12 Discussion- Organizational Controls