Principles of ManagementOER 2019 EditionOpenStax Publisher: OpenStax CollegeISBN: 9780998625768
Principles of Management
Solutions for Principles of Management
Problem 2DQ:
Can you think of any other examples of companies that try to do good while also doing well?Problem 3DQ:
Would you like to work for an organization that is committed to something more than just...Browse All Chapters of This Textbook
Chapter 1 - Managing And PerformingChapter 1.1 - What Do Managers Do?Chapter 1.2 - The Roles Managers PlayChapter 1.3 - Major Characteristics Of The Manager's JobChapter 2 - Managerial Decision-makingChapter 2.1 - Overview Of Managerial Decision-makingChapter 2.2 - How The Brain Processes Information To Make Decisions: Reflective And Reactive SystemsChapter 2.3 - Programmed And Nonprogrammed DecisionsChapter 2.4 - Barriers To Effective Decision-makingChapter 2.5 - Improving The Quality Of Decision-making
Chapter 2.6 - Group Decision-makingChapter 3 - The History Of ManagementChapter 3.1 - The Early Origins Of ManagementChapter 3.2 - The Italian RenaissanceChapter 3.3 - The Industrial RevolutionChapter 3.4 - Taylor-made ManagementChapter 3.5 - Administrative And Bureaucratic ManagementChapter 3.6 - Human Relations MovementChapter 3.7 - Contingency And System ManagementChapter 4 - External And Internal Organizational Environments And Corporate CultureChapter 4.1 - The Organization's External EnvironmentChapter 4.2 - External Environments And IndustriesChapter 4.3 - Organizational Designs And StructuresChapter 4.4 - The Internal Organization And External EnvironmentsChapter 4.5 - Corporate CulturesChapter 5 - Ethics, Corporate Responsibility, And SustainabilityChapter 5.1 - Ethics And Business Ethics DefinedChapter 5.2 - Dimensions Of Ethics: The Individual LevelChapter 5.3 - Ethical Principles And Responsible Decision-makingChapter 5.4 - Leadership: Ethics At The Organizational LevelChapter 5.5 - Ethics, Corporate Culture, And ComplianceChapter 5.6 - Corporate Social Responsibility (csr)Chapter 5.7 - Ethics Around The GlobeChapter 5.8 - Emerging Trends In Ethics, Csr, And ComplianceChapter 6 - International ManagementChapter 6.1 - Importance Of International ManagementChapter 6.2 - Hofstede's Cultural FrameworkChapter 6.3 - The Globe FrameworkChapter 6.4 - Cultural Stereotyping And Social InstitutionsChapter 6.5 - Cross-cultural AssignmentsChapter 6.6 - Strategies For Expanding GloballyChapter 6.7 - The Necessity Of Global MarketsChapter 7 - EntrepreneurshipChapter 7.1 - EntrepreneurshipChapter 7.2 - Characteristics Of Successful EntrepreneursChapter 7.3 - Small BusinessChapter 7.4 - Start Your Own BusinessChapter 7.5 - Managing A Small BusinessChapter 7.6 - The Large Impact Of Small BusinessChapter 7.7 - The Small Business AdministrationChapter 7.8 - Trends In Entrepreneurship And Small-business OwnershipChapter 8 - Strategic Analysis: Understanding A Firm’s Competitive EnvironmentChapter 8.1 - Gaining Advantages By Understanding The Competitive EnvironmentChapter 8.2 - Using Swot For Strategic AnalysisChapter 8.3 - A Firm's External Macro Environment: PestelChapter 8.4 - A Firm's Micro Environment: Porter's Five ForcesChapter 8.5 - The Internal EnvironmentChapter 8.6 - Competition, Strategy, And Competitive AdvantageChapter 8.7 - Strategic PositioningChapter 9 - The Strategic Management Process: Achieving And Sustaining Competitive AdvantageChapter 9.1 - Strategic ManagementChapter 9.2 - Firm Vision And MissionChapter 9.3 - The Role Of Strategic Analysis In Formulating A StrategyChapter 9.4 - Strategic Objectives And Levels Of StrategyChapter 9.5 - Planning Firm Actions To Implement StrategiesChapter 9.6 - Measuring And Evaluating Strategic PerformanceChapter 10 - Organizational Structure And ChangeChapter 10.1 - Organizational Structures And DesignChapter 10.2 - Organizational ChangeChapter 10.3 - Managing ChangeChapter 11 - Human Resource ManagementChapter 11.1 - An Introduction To Human Resource ManagementChapter 11.2 - Human Resource Management And ComplianceChapter 11.3 - Performance ManagementChapter 11.4 - Influencing Employee Performance And MotivationChapter 11.5 - Building An Organization For The FutureChapter 11.6 - Talent Development And Succession PlanningChapter 12 - Diversity In OrganizationsChapter 12.1 - An Introduction To Workplace DiversityChapter 12.2 - Diversity And The WorkforceChapter 12.3 - Diversity And Its Impact On CompaniesChapter 12.4 - Challenges Of DiversityChapter 12.5 - Key Diversity TheoriesChapter 12.6 - Benefits And Challenges Of Workplace DiversityChapter 12.7 - Recommendations For Managing DiversityChapter 13 - LeadershipChapter 13.1 - The Nature Of LeadershipChapter 13.2 - The Leadership ProcessChapter 13.3 - Types Of Leaders And Leader EmergenceChapter 13.4 - The Trait Approach To LeadershipChapter 13.5 - Behavioral Approaches To LeadershipChapter 13.6 - Situational (contingency) Approaches To LeadershipChapter 13.7 - Substitutes For And Neutralizers Of LeadershipChapter 13.8 - Transformational, Visionary, And Charismatic LeadershipChapter 13.9 - Leadership Needs In The 21st CenturyChapter 14 - Work Motivation For PerformanceChapter 14.1 - Motivation: Direction And IntensityChapter 14.2 - Content Theories Of MotivationChapter 14.3 - Process Theories Of MotivationChapter 14.4 - Recent Research On Motivation TheoriesChapter 15 - Managing TeamsChapter 15.1 - Teamwork In The WorkplaceChapter 15.2 - Team Development Over TimeChapter 15.3 - Things To Consider When Managing TeamsChapter 15.4 - Opportunities And Challenges To Team BuildingChapter 15.5 - Team DiversityChapter 15.6 - Multicultural TeamsChapter 16 - Managerial CommunicationChapter 16.1 - The Process Of Managerial CommunicationChapter 16.2 - Types Of Communications In OrganizationsChapter 16.3 - Factors Affecting Communications And The Roles Of ManagersChapter 16.4 - Managerial Communication And Corporate ReputationChapter 16.5 - The Major Channels Of Management Communication Are Talking, Listening, Reading, And WritingChapter 17 - Organizational Planning And ControllingChapter 17.1 - Is Planning ImportantChapter 17.2 - The Planning ProcessChapter 17.3 - Types Of PlansChapter 17.4 - Goals Or Outcome StatementsChapter 17.5 - Formal Organizational Planning In PracticeChapter 17.6 - Employees' Responses To PlanningChapter 17.7 - Management By Objectives: A Planning And Control TechniquChapter 17.8 - The Control- And Involvement-oriented Approaches To Planning And ControllingChapter 18 - Management Of Technology And InnovationChapter 18.1 - Mti—its Importance Now And In The FutureChapter 18.2 - Developing Technology And InnovationChapter 18.3 - External Sources Of Technology And InnovationChapter 18.4 - Internal Sources Of Technology And InnovationChapter 18.5 - Management Entrepreneurship Skills For Technology And InnovationChapter 18.6 - Skills Needed For MtiChapter 18.7 - Managing Now For Future Technology And Innovation
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