Principles of Management 4th edition by Talya Bauer, Berrin Erdogen, Jeremy Short – Ebook PDF Instant Download/Delivery: 1453392096 , 9781453392096
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Product details:
ISBN 10: 1453392096
ISBN 13: 9781453392096
Author: Talya Bauer, Berrin Erdogen, Jeremy Short
Principles of Management covers all of the traditional topics in an introductory management course. The authors teach management principles to tomorrow’s business leaders by weaving three threads through every chapter: strategy, entrepreneurship, and leadership. It is a concise, accessible, and engaging text which clearly communicates the latest findings and best practices related to mastering the principles of management.
Principles of Management 4th Table of contents:
Chapter 1: Introduction to Principles of Management
1.1 Who Are Managers?
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Types of Managers
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The Nature of Managerial Work
1.2 Psychology, Leadership, Entrepreneurship, and Strategy
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Psychology
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Leadership
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Entrepreneurship
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Strategy
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Synchronizing the Elements
1.3 Planning, Organizing, Leading, and Controlling
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Planning
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Organizing
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Leading
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Controlling
1.4 Economic, Social, and Environmental Performance
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Economic Performance
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Social and Environmental Performance
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Integration
1.5 Performance of Individuals and Groups
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Individual-Level Performance
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Group-Level Performance
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Compatibility
1.6 Managing Preferred Learning Styles
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Assess Your Preferred Learning Style
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Gauge-Discover-Reflect
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Journaling
1.7 Case in Point: Doing Good as a Core Business Strategy
Endnotes
Chapter 2: History, Trends, Globalization, and Ethics
2.1 Management History
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Early Principles
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Time and Motion
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Limitations
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Modern Ideas
2.2 Contemporary Principles
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Corporations as Social Movements
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Social Networking
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Learning and Virtual Organizations
2.3 Trends
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Summary of Key Trends
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Millennials, Environment, Innovation
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Income Disparity, Social Media
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Global Instability, Mobility, Creativity
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Collaboration
2.4 Globalization and Management
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Cross-Cultural Lessons
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Performance Orientation to Humane Orientation
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Global Ventures Gone Awry
2.5 Developing Values-Based Leadership Skills
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Ethical Challenges
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Importance of Ethics
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Integrating Ethics
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Ethical Decision-Making Process
2.6 Case in Point: Employee Engagement Toward B Corp Status
Endnotes
Chapter 3: Personality, Attitudes, and Work Behaviors
3.1 Personality and Values
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Big Five Traits
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Other Traits
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Personality Testing
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Values
3.2 Perception
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Visual, Self, and Social Perception
3.3 Work Attitudes
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Causes of Positive Attitudes
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Person–Environment Fit
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Organizational Justice
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Work Relationships
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Stress and Work-Life Balance
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Assessing Attitudes
3.4 Work Behaviors
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Job Performance
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Predictors
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Citizenship Behaviors
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Absenteeism and Turnover
3.5 Developing Positive Attitude Skills
3.6 Case in Point: Hiring for Match at Netflix
Endnotes
Chapter 4: Developing Mission, Vision, and Values
4.1 Roles of Mission, Vision, and Values
4.2 Mission and Vision in the P-O-L-C Framework
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Organizing, Leading, Controlling
4.3 Creativity and Passion
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Creativity Tools: SCAMPER, NGT
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Passion
4.4 Stakeholders
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Stakeholder Analysis
4.5 Developing Personal Mission and Vision
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Guidelines
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BHAG
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Schedule
4.6 Case in Point: REI, Retail with a Purpose
Endnotes
Chapter 5: Strategic Management
5.1 Strategic Management in the P-O-L-C Framework
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SWOT
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Internal/External Analysis
5.2 Emergence of Strategies
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Intended vs. Realized
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Strategy Development
5.3 Generic Business-Level Strategies
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Strategic Focus
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Cost Leadership, Differentiation
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Straddling
5.4 Internal Analysis
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Resources and Capabilities
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VRIO
5.5 External Analysis
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General Environment
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Porter’s Five Forces
5.6 Strategy Formulation with the Strategy Diamond
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Arenas, Differentiators, Logic
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Vehicles, Staging
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Personal Strategy
5.7 Case in Point: Starbucks Leadership Development
Endnotes
Chapter 6: Goals and Objectives
6.1 Nature of Goals and Objectives
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Measurement Challenges
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Role in P-O-L-C
6.2 MBO and Balanced Scorecard
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Dimensions
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Practice
6.3 Employee Performance Evaluation
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Reviews
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Best Practices
6.4 CSR Integration
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Measuring Corporate Social Performance
6.5 Personal Balanced Scorecard
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Mission, Vision, Strategy
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SMART Criteria
6.6 Case in Point: Nucor Aligns Company Goals
Endnotes
Chapter 7: Organizational Structure and Change
7.1 Organizational Structure
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Centralization, Formalization
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Hierarchies, Departmentalization
7.2 Contemporary Structures
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Matrix, Boundaryless, Learning Organizations
7.3 Organizational Change
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Drivers of Change
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Resistance
7.4 Change Planning and Execution
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Unfreezing, Executing, Refreezing
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Communication and Support
7.5 Building Change Management Skills
7.6 Case in Point: Change at Pret a Manger
Endnotes
Chapter 8: Organizational Culture
8.1 Understanding Culture
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Importance
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Levels
8.2 Measuring Culture
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Dimensions
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Culture Strength
8.3 Creating and Maintaining Culture
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Founders, Onboarding, Leadership
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Rituals, Layout, Language
8.4 Creating Culture Change
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New Symbols, Reward Systems
8.5 Developing Personal Culture-Fit Skills
8.6 Case in Point: Mary Barra at GM
Endnotes
Chapter 9: Leading People and Organizations
9.1 Trait Approaches
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Intelligence, Personality, Integrity
9.2 Behavioral Approaches
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Decision-Making, Limitations
9.3 Contingency Approaches
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Fiedler, Situational, Path-Goal
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Vroom-Yetton
9.4 Contemporary Approaches
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Transformational, Servant, Authentic
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Abusive Leadership, Humility
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Women in Leadership
9.5 Developing Leadership Skills
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Charisma, Authenticity
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Self-Reflection
9.6 Case in Point: Tim Cook at Apple
Endnotes
Chapter 10: Decision Making
10.1 Understanding Decision Making
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Rationality, Intuition, Creativity
10.2 Faulty Decision Making
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Common Biases and Errors
10.3 Group Decision Making
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Groupthink, Tools and Techniques
10.4 Personal Decision-Making Skills
10.5 Case in Point: Angry Birds
Endnotes
Chapter 11: Communication in Organizations
11.1 Communication Process
11.2 Communication Barriers
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Filtering, Bias, Overload
11.3 Types of Communication
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Verbal, Written, Nonverbal
11.4 Communication Channels
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Richness, Email, External
11.5 Personal Communication Skills
11.6 Case in Point: Slack Messaging
Endnotes
Chapter 12: Managing Groups and Teams
12.1 Group Dynamics
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Stages, Cohesion, Efficacy
12.2 Team Design
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Team Roles, Structures
12.3 Organizing Teams
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Norms, Contracts, Meetings
12.4 Barriers to Teams
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Poor Performance, Conflict
12.5 Developing Team Skills
12.6 Case in Point: Peer Pressure at Pret
Endnotes
Chapter 13: Motivating Employees
13.1 Need-Based Theories
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Maslow, ERG, Two-Factor, Acquired Needs
13.2 Process-Based Theories
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Equity, Expectancy, Reinforcement
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Goal Setting
13.3 Personal Motivation Skills
13.4 Case in Point: Disney Motivation
Endnotes
Chapter 14: The Essentials of Control
14.1 Organizational Control
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Costs and Benefits
14.2 Types and Levels of Control
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Proactive, Concurrent, Feedback
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Outcome and Behavioral
14.3 Financial Controls
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Balance Sheet, P&L, Cash Flow
14.4 Nonfinancial Controls
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Common Mistakes
14.5 Lean Control
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Five Core Principles
14.6 Personal Balanced Scorecard
14.7 Case in Point: Microsoft Empowerment
Endnotes
Chapter 15: Strategic Human Resource Management
15.1 HR’s Role in Management
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Human Capital and Outcomes
15.2 The War for Talent
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Attraction, Retention
15.3 Selection and Placement
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Interviews, Culture Fit
15.4 Pay Structures and Performance
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Group-Based and Individual Rewards
15.5 High-Performance Work Systems
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Succession, e-HRM
15.6 HR Balanced Scorecard
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Metrics and Alignment
15.7 Case in Point: Truck Driver Retention
Endnotes
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Tags: Talya Bauer, Berrin Erdogen, Jeremy Short, Principles of Management