Principals of Management

Contributing Authors

David S. Bright, Wright State University
Anastasia H. Cortes, Virginia Tech University
Eva Hartmann, University of Richmond
K. Praveen Parboteeah, University of Wisconsin-Whitewater
Jon L. Pierce, University of Minnesota-Duluth
Monique Reece
Amit Shah, Frostburg State University
Siri Terjesen, American University
Joseph Weiss, Bentley University
Margaret A. White, Oklahoma State University
Donald G. Gardner, University of Colorado-Colorado Springs
Jason Lambert, Texas Woman’s University
Laura M. Leduc, James Madison University
Joy Leopold, Webster University
Jeffrey Muldoon, Emporia State University
James S. O’Rourke, University of Notre Dame

Chapter 1 Managing and Performing
Introduction
1.1 What Do Managers Do?
1.2 The Roles Managers Play
1.3 Major Characteristics of the Manager's Job
Key Terms
Summary of Learning Outcomes
Chapter Review Questions
Management Skills Application Exercises
Managerial Decision Exercises
Critical Thinking Case

Chapter 2 Managerial Decision-Making
Introduction
2.1 Overview of Managerial Decision-Making
2.2 How the Brain Processes Information to Make Decisions: Reflective and Reactive Systems
2.3 Programmed and Nonprogrammed Decisions
2.4 Barriers to Effective Decision-Making
2.5 Improving the Quality of Decision-Making
2.6 Group Decision-Making
Key Terms
Summary of Learning Outcomes
Chapter Review Questions
Management Skills Application Exercises
Managerial Decision Exercises
Critical Thinking Case

Chapter 3 The History of Management
Introduction
3.1 The Early Origins of Management
3.2 The Italian Renaissance
3.3 The Industrial Revolution
3.4 Taylor-Made Management
3.5 Administrative and Bureaucratic Management
3.6 Human Relations Movement
3.7 Contingency and System Management
Key Terms
Summary of Learning Outcomes
Chapter Review Questions
Managerial Decision Exercises

Chapter 4 External and Internal Organizational Environments and Corporate Culture
Introduction
4.1 The Organization's External Environment
4.2 External Environments and Industries
4.3 Organizational Designs and Structures
4.4 The Internal Organization and External Environments
4.5 Corporate Cultures
4.6 Organizing for Change in the 21st Century
Key Terms
Summary of Learning Outcomes
Chapter Review Questions
Management Skills Application Exercises
Managerial Decision Exercises
Critical Thinking Case

Chapter 5 Ethics, Corporate Responsibility, and Sustainability
Introduction
5.1 Ethics and Business Ethics Defined
5.2 Dimensions of Ethics: The Individual Level
5.3 Ethical Principles and Responsible Decision-Making
5.4 Leadership: Ethics at the Organizational Level
5.5 Ethics, Corporate Culture, and Compliance
5.6 Corporate Social Responsibility (CSR)
5.7 Ethics around the Globe
5.8 Emerging Trends in Ethics, CSR, and Compliance
Key Terms
Summary of Learning Outcomes
Chapter Review Questions
Management Skills Application Exercises
Managerial Decision Exercises
Critical Thinking Case

Chapter 6 International Management
Introduction
6.1 Importance of International Management
6.2 Hofstede's Cultural Framework
6.3 The GLOBE Framework
6.4 Cultural Stereotyping and Social Institutions
6.5 Cross-Cultural Assignments
6.6 Strategies for Expanding Globally
6.7 The Necessity of Global Markets
Key Terms
Summary of Learning Outcomes
Chapter Review Questions
Management Skills Application Exercises
Managerial Decision Exercises
Critical Thinking Case

Chapter 7 Entrepreneurship
Introduction
7.1 Entrepreneurship
7.2 Characteristics of Successful Entrepreneurs
7.3 Small Business
7.4 Start Your Own Business
7.5 Managing a Small Business
7.6 The Large Impact of Small Business
7.7 The Small Business Administration
7.8 Trends in Entrepreneurship and Small-Business Ownership
Key Terms
Summary of Learning Outcomes
Chapter Review Questions
Management Skills Application Exercises
Managerial Decision Exercises
Critical Thinking Case

Chapter 8 Strategic Analysis: Understanding a Firm’s Competitive Environment
Introduction
8.1 Gaining Advantages by Understanding the Competitive Environment
8.2 Using SWOT for Strategic Analysis
8.3 A Firm's External Macro Environment: PESTEL
8.4 A Firm's Micro Environment: Porter's Five Forces
8.5 The Internal Environment
8.6 Competition, Strategy, and Competitive Advantage
8.7 Strategic Positioning
Key Terms
Summary of Learning Outcomes
Chapter Review Questions
Management Skills Application Exercises
Managerial Decision Exercises
Critical Thinking Case

Chapter 9 The Strategic Management Process: Achieving and Sustaining Competitive Advantage
Introduction
9.1 Strategic Management
9.2 Firm Vision and Mission
9.3 The Role of Strategic Analysis in Formulating a Strategy
9.4 Strategic Objectives and Levels of Strategy
9.5 Planning Firm Actions to Implement Strategies
9.6 Measuring and Evaluating Strategic Performance
Key Terms
Summary of Learning Outcomes
Chapter Review Questions
Management Skills Application Exercises
Managerial Decision Exercises
Critical Thinking Case

Chapter 10 Organizational Structure and Change
Introduction
10.1 Organizational Structures and Design
10.2 Organizational Change
10.3 Managing Change
Key Terms
Summary of Learning Outcomes
Chapter Review Questions
Management Skills Application Exercises
Managerial Decision Exercises
Critical Thinking Case

Chapter 11 Human Resource Management
Introduction
11.1 An Introduction to Human Resource Management
11.2 Human Resource Management and Compliance
11.3 Performance Management
11.4 Influencing Employee Performance and Motivation
11.5 Building an Organization for the Future
11.6 Talent Development and Succession Planning
Key Terms
Summary of Learning Outcomes
Chapter Review Questions
Management Skills Application Exercises
Managerial Decision Exercises
Critical Thinking Case

Chapter 12 Diversity in Organizations
Introduction
12.1 An Introduction to Workplace Diversity
12.2 Diversity and the Workforce
12.3 Diversity and Its Impact on Companies
12.4 Challenges of Diversity
12.5 Key Diversity Theories
12.6 Benefits and Challenges of Workplace Diversity
12.7 Recommendations for Managing Diversity
Key Terms
Summary of Learning Outcomes
Chapter Review Questions
Management Skills Application Exercises
Managerial Decision Exercises
Critical Thinking Case

Chapter 13 Leadership
Introduction
13.1 The Nature of Leadership
13.2 The Leadership Process
13.3 Leader Emergence
13.4 The Trait Approach to Leadership
13.5 Behavioral Approaches to Leadership
13.6 Situational (Contingency) Approaches to Leadership
13.7 Substitutes for and Neutralizers of Leadership
13.8 Transformational, Visionary, and Charismatic Leadership
13.9 Leadership Needs in the 21st Century
Key Terms
Summary of Learning Outcomes
Chapter Review Questions
Management Skills Application Exercises
Managerial Decision Exercises
Critical Thinking Case

Chapter 14 Work Motivation for Performance
Introduction
14.1 Motivation: Direction and Intensity
14.2 Content Theories of Motivation
14.3 Process Theories of Motivation
14.4 Recent Research on Motivation Theories
Key Terms
Summary of Learning Outcomes
Chapter Review Questions
Management Skills Application Exercises
Managerial Decision Exercises
Critical Thinking Case

Chapter 15 Managing Teams
Introduction
15.1 Teamwork in the Workplace
15.2 Team Development Over Time
15.3 Things to Consider When Managing Teams
15.4 Opportunities and Challenges to Team Building
15.5 Team Diversity
15.6 Multicultural Teams
Key Terms
Summary of Learning Outcomes
Chapter Review Questions
Management Skills Application Exercises
Managerial Decision Exercises
Critical Thinking Case

Chapter 16 Managerial Communication
Introduction
16.1 The Process of Managerial Communication
16.2 Types of Communications in Organizations
16.3 Factors Affecting Communications and the Roles of Managers
16.4 Managerial Communication and Corporate Reputation
16.5 The Major Channels of Management Communication Are Talking, Listening, Reading, and Writing
Key Terms
Summary of Learning Outcomes
Chapter Review Questions
Management Skills Application Exercises
Managerial Decision Exercises
Critical Thinking Case

Chapter 17 Organizational Planning and Controlling
Introduction
17.1 Is Planning Important
17.2 The Planning Process
17.3 Types of Plans
17.4 Goals or Outcome Statements
17.5 Formal Organizational Planning in Practice
17.6 Employees' Responses to Planning
17.7 Management by Objectives: A Planning and Control Technique
17.8 The Control- and Involvement-Oriented Approaches to Planning and Controlling
Key Terms
Summary of Learning Outcomes
Chapter Review Questions
Management Skills Application Exercises
Managerial Decision Exercises
Critical Thinking Case

Chapter 18 Management of Technology and Innovation
Introduction
18.1 MTI—Its Importance Now and In the Future
18.2 Developing Technology and Innovation
18.3 External Sources of Technology and Innovation
18.4 Internal Sources of Technology and Innovation
18.5 Management Entrepreneurship Skills for Technology and Innovation
18.6 Skills Needed for MTI
18.7 Managing Now for Future Technology and Innovation
Key Terms
Summary of Learning Outcomes
Chapter Review Questions
Management Skills Application Exercises
Managerial Decision Exercises
Critical Thinking Case