This is the table of contents for the book Management Principles (v. 1.1). For more details on it (including licensing), click here.
For more information on the source of this book, or why it is available for free, please see the project’s home page. You can browse or download additional books there. You may also download a PDF copy of this book (15 MB, suitable for printing or most e-readers), or a .zip file containing these HTML files (for use in a web browser offline).
Management Principles
If you would like to use this book offline, you may download a copy of the full book as a PDF (15 MB, suitable for printing or most e-readers), or a .zip file containing these HTML files (for use in a web browser offline). Individual chapter PDFs are available below.
Table of Contents
-
About the Authors (download PDF: 245 KB)
-
Acknowledgments (download PDF: 40 KB)
-
Dedications (download PDF: 38 KB)
-
Preface (download PDF: 61 KB)
-
Chapter 1: Introduction to Principles of Management (download PDF: 805 KB)
- Chapter Introduction
- Case in Point: Doing Good as a Core Business Strategy
- 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 (download PDF: 953 KB)
-
Chapter 3: History, Globalization, and Values-Based Leadership (download PDF: 687 KB)
-
Chapter 4: Developing Mission, Vision, and Values (download PDF: 846 KB)
-
Chapter 5: Strategizing (download PDF: 1 MB)
- Chapter Introduction
- Case in Point: Unnamed Publisher Transforms Textbook Industry
- 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 (download PDF: 988 KB)
- Chapter Introduction
- Case in Point: Nucor Aligns Company Goals With Employee Goals
- The Nature of Goals and Objectives
- From Management by Objectives to the Balanced Scorecard
- Characteristics of Effective Goals and Objectives
- Using 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 (download PDF: 875 KB)
-
Chapter 8: Organizational Culture (download PDF: 3 MB)
-
Chapter 9: Social Networks (download PDF: 951 KB)
- Chapter Introduction
- Case in Point: Networking Powers Relationships
- 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 (download PDF: 1 MB)
- Chapter Introduction
- Case in Point: Indra Nooyi Draws on Vision and Values to Lead
- 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 (download PDF: 915 KB)
-
Chapter 12: Communication in Organizations (download PDF: 933 KB)
-
Chapter 13: Managing Groups and Teams (download PDF: 767 KB)
-
Chapter 14: Motivating Employees (download PDF: 967 KB)
-
Chapter 15: The Essentials of Control (download PDF: 722 KB)
-
Chapter 16: Strategic Human Resource Management (download PDF: 565 KB)
- Chapter Introduction
- Case in Point: Kronos Uses Science to Find the Ideal Employee
- 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