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Principles of Management v11 by Mason A Carpenter Ebook and TestBank Bundle Fast Access

Principles of Management v1.1 by Mason A. Carpenter is an educational resource designed to teach management principles through the lenses of strategy, entrepreneurship, and active leadership. The text emphasizes the importance of the triple bottom line—economic, social, and environmental performance—and is structured to align with the POLC framework. It includes various educational materials such as a study guide and test bank, catering to both undergraduate and graduate students in management courses.
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0% found this document useful (0 votes)
6 views321 pages

Principles of Management v11 by Mason A Carpenter Ebook and TestBank Bundle Fast Access

Principles of Management v1.1 by Mason A. Carpenter is an educational resource designed to teach management principles through the lenses of strategy, entrepreneurship, and active leadership. The text emphasizes the importance of the triple bottom line—economic, social, and environmental performance—and is structured to align with the POLC framework. It includes various educational materials such as a study guide and test bank, catering to both undergraduate and graduate students in management courses.
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
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Principles of Management v1.1 by Mason A. Carpenter\nPrinciples of Management v1.1 by


Mason A. Carpenter\nPrinciples of Management-Version 1.1 by Carpenter, Bauer and
Erdogan teaches management principles to tomorrow's business leaders by weaving three
threads through every chapter: strategy, entrepreneurship and active
leadership.\nStrategic â■■ All business school teachings have some orientation toward
performance and strategy and are concerned with making choices that lead to high
performance. Principles of Management will frame performance using the notion of the
triple bottom-line â■■ the idea that economic performance allows individuals and
organizations to perform positively in social and environmental ways as well. The
triple bottom line is financial, social, and environmental performance. It is
important for all students to understand the interdependence of these three facets of
organizational performance.\nThe Entrepreneurial Manager â■■ While the â■■General
Managementâ■■ course at Harvard Business School was historically one of its most
popular and impactful courses (pioneered in the 1960s by Joe Bower), recent Harvard
MBAs did not see themselves as â■■general managers.â■■ This course was relabeled
â■■The Entrepreneurial Managerâ■■ in 2006, and has regained its title as one of the
most popular courses. This reflects and underlying and growing trend that students,
including the undergraduates this book targets, can see themselves as entrepreneurs
and active change agents, but not just as managers.\nBy starting fresh with an
entrepreneurial/change management orientation, this text provides an exciting
perspective on the art of management that students can relate to. At the same time,
this perspective is as relevant to existing for-profit organizations (in the form
intrapreneurship) as it is to not-for-profits and new entrepreneurial
ventures.\nActive Leadership â■■Starting with the opening chapter, Principles of
Management show students how leaders and leadership are essential to personal and
organizational effectiveness and effective organizational change. Students are
increasingly active as leaders at an early age, and are sometimes painfully aware of
the leadership failings they see in public and private organizations. It is the
leader and leadership that combine the principles of management (the artist's
palette, tools, and techniques) to create the art of management.\nThis book's modular
format easily maps to a POLC (Planning, Organizing, Leading, and Controlling) course
organization, which was created by Henri Fayol (General and industrial management
(1949). London: Pitman Publishing company), and suits the needs of both undergraduate
and graduate course in Principles of Management.\nTABLE OF CONTENTS\nAbout the
Authors\nAcknowledgments\nDedications\nPreface\nChapter 1: Introduction to Principles
of Management\n1.1 Case in Point: Doing Good as a Core Business Strategy\n1.2 Who
Are Managers?\n1.3 Leadership, Entrepreneurship, and Strategy\n1.4 Planning,
Organizing, Leading, and Controlling\n1.5 Economic, Social, and Environmental
Performance\n1.6 Performance of Individuals and Groups\n1.7 Your Principles of
Management Survivor's Guide\nChapter 2: Personality, Attitudes, and Work
Behaviors\n2.1 Case in Point: SAS Institute Invests in Employees\n2.2 Personality and
Values\n2.3 Perception\n2.4 Work Attitudes\n2.5 The Interactionist Perspective: The
Role of Fit\n2.6 Work Behaviors\n2.7 Developing Your Positive Attitude
Skills\nChapter 3: History, Globalization, and Values-Based Leadership\n3.1 Case in
Point: Hanna Andersson Corporation Changes for Good\n3.2 Ancient History: Management
Through the 1990s\n3.3 Contemporary Principles of Management\n3.4 Global Trends\n3.5
Globalization and Principles of Management\n3.6 Developing Your Values-Based
Leadership Skills\nChapter 4: Developing Mission, Vision, and Values\n4.1 Case in
Point: Xerox Motivates Employees for Success\n4.2 The Roles of Mission, Vision, and
Values\n4.3 Mission and Vision in the P-O-L-C Framework\n4.4 Creativity and
Passion\n4.5 Stakeholders\n4.6 Crafting Mission and Vision Statements\n4.7 Developing
Your Personal Mission and Vision\nChapter 5: Strategizing\n5.1 Case in Point: Flat
World Knowledge Transforms Textbook Industry\n5.2 Strategic Management in the P-O-L-C
Framework\n5.3 How Do Strategies Emerge?\n5.4 Strategy as Trade-Offs, Discipline,
and Focus\n5.5 Developing Strategy Through Internal Analysis\n5.6 Developing Strategy
Through External Analysis\n5.7 Formulating Organizational and Personal Strategy With
the Strategy Diamond\nChapter 6: Goals and Objectives\n6.1 Case in Point: Nucor
Aligns Company Goals With Employee Goals\n6.2 The Nature of Goals and Objectives\n6.3
From Management by Objectives to the Balanced Scorecard\n6.4 Characteristics of
Effective Goals and Objectives\n6.5 Using Goals and Objectives in Employee
Performance Evaluation\n6.6 Integrating Goals and Objectives with Corporate Social
Responsibility\n6.7 Your Personal Balanced Scorecard\nChapter 7: Organizational
Structure and Change\n7.1 Case in Point: Toyota Struggles With Organizational
Structure\n7.2 Organizational Structure\n7.3 Contemporary Forms of Organizational
Structures\n7.4 Organizational Change\n7.5 Planning and Executing Change
Effectively\n7.6 Building Your Change Management Skills\nChapter 8: Organizational
Culture\n8.1 Case in Point: Google Creates Unique Culture\n8.2 Understanding
Organizational Culture\n8.3 Measuring Organizational Culture\n8.4 Creating and
Maintaining Organizational Culture\n8.5 Creating Culture Change\n8.6 Developing Your
Personal Skills: Learning to Fit In\nChapter 9: Social Networks\n9.1 Case in Point:
Networking Powers Relationships\n9.2 An Introduction to the Lexicon of Social
Networks\n9.3 How Managers Can Use Social Networks to Create Value\n9.4 Ethical
Considerations With Social Network Analysis\n9.5 Personal, Operational, and Strategic
Networks\n9.6 Mapping and Your Own Social Network\nChapter 10: Leading People and
Organizations\n10.1 Case in Point: Indra Nooyi Draws on Vision and Values to
Lead\n10.2 Who Is a Leader? Trait Approaches to Leadership\n10.3 What Do Leaders Do?
Behavioral Approaches to Leadership\n10.4 What Is the Role of the Context?
Contingency Approaches to Leadership\n10.5 Contemporary Approaches to
Leadership\n10.6 Developing Your Leadership Skills\nChapter 11: Decision Making\n11.1
Case in Point: Bernard Ebbers Creates Biased Decision Making at WorldCom\n11.2
Understanding Decision Making\n11.3 Faulty Decision Making\n11.4 Decision Making in
Groups\n11.5 Developing Your Personal Decision-Making Skills\nChapter 12:
Communication in Organizations\n12.1 Case in Point: Edward Jones Communicates
Caring\n12.2 Understanding Communication\n12.3 Communication Barriers\n12.4 Different
Types of Communication\n12.5 Communication Channels\n12.6 Developing Your Personal
Communication Skills\nChapter 13: Managing Groups and Teams\n13.1 Case in Point:
General Electric Allows Teamwork to Take Flight\n13.2 Group Dynamics\n13.3
Understanding Team Design Characteristics\n13.4 Organizing Effective Teams\n13.5
Barriers to Effective Teams\n13.6 Developing Your Team Skills\nChapter 14: Motivating
Employees\n14.1 Case in Point: Zappos Creates a Motivating Place to Work\n14.2 Need-
Based Theories of Motivation\n14.3 Process-Based Theories\n14.4 Developing Your
Personal Motivation Skills\nChapter 15: The Essentials of Control\n15.1 Case in
Point: Newell Rubbermaid Leverages Cost Controls to Grow\n15.2 Organizational
Control\n15.3 Types and Levels of Control\n15.4 Financial Controls\n15.5 Nonfinancial
Controls\n15.6 Lean Control\n15.7 Crafting Your Balanced Scorecard\nChapter 16:
Strategic Human Resource Management\n16.1 Case in Point: Kronos Uses Science to Find
the Ideal Employee\n16.2 The Changing Role of Strategic Human Resource Management in
Principles of Management\n16.3 The War for Talent\n16.4 Effective Selection and
Placement Strategies\n16.5 The Roles of Pay Structure and Pay for Performance\n16.6
Designing a High-Performance Work System\n16.7 Tying It All Togetherâ■■Using the HR
Balanced Scorecard to Gauge and Manage Human Capital, Including Your Own\nFree Sample
Principles of Management v1.1 by Mason A. Carpenter\nFor customer's satisfaction, we
provide free samples for any required Textbook solution or test bank to check and
evaluate before making the final purchase..\nIf you require any further information,
let me know. using Live Chat or Contact Us\nPrinciples of Management v1.1 by Mason A.
Carpenter

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