Management
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- Book: Principles of Management (OpenStax)
- Book: Principles of Management
- 1: Introduction to Principles of Management
- 1.1: Introduction to Principles of Management
- 1.2: Case in Point: Doing Good as a Core Business Strategy
- 1.3: Who Are Managers?
- 1.4: Leadership, Entrepreneurship, and Strategy
- 1.5: Planning, Organizing, Leading, and Controlling
- 1.6: Economic, Social, and Environmental Performance
- 1.7: Performance of Individuals and Groups
- 1.8: Your Principles of Management Survivor’s Guide
- 2: Personality, Attitudes, and Work Behaviors
- 3: History, Globalization, and Values-Based Leadership
- 3.1: History, Globalization, and Values-Based Leadership
- 3.2: Case in Point: Hanna Andersson Corporation Changes for Good
- 3.3: Ancient History: Management Through the 1990s
- 3.4: Contemporary Principles of Management
- 3.5: Global Trends
- 3.6: Globalization and Principles of Management
- 3.7: Developing Your Values-Based Leadership Skills
- 4: Developing Mission, Vision, and Values
- 4.1: Developing Mission, Vision, and Values
- 4.2: Case in Point: Xerox Motivates Employees for Success
- 4.3: The Roles of Mission, Vision, and Values
- 4.4: Mission and Vision in the P-O-L-C Framework
- 4.5: Creativity and Passion
- 4.6: Stakeholders
- 4.7: Crafting Mission and Vision Statements
- 4.8: Developing Your Personal Mission and Vision
- 5: Strategizing
- 5.1: Strategizing
- 5.2: Case in Point: Unnamed Publisher Transforms Textbook Industry
- 5.3: Strategic Management in the P-O-L-C Framework
- 5.4: How Do Strategies Emerge?
- 5.5: Strategy as Trade-Offs, Discipline, and Focus
- 5.6: Developing Strategy Through Internal Analysis
- 5.7: Developing Strategy Through External Analysis
- 5.8: Formulating Organizational and Personal Strategy With the Strategy Diamond
- 6: Goals and Objectives
- 6.1: Goals and Objectives
- 6.2: Case in Point: Nucor Aligns Company Goals With Employee Goals
- 6.3: The Nature of Goals and Objectives
- 6.4: From Management by Objectives to the Balanced Scorecard
- 6.5: Characteristics of Effective Goals and Objectives
- 6.6: Using Goals and Objectives in Employee Performance Evaluation
- 6.7: Integrating Goals and Objectives with Corporate Social Responsibility
- 6.8: Your Personal Balanced Scorecard
- 7: Organizational Structure and Change
- 7.1: Organizational Structure and Change
- 7.2: Case in Point: Toyota Struggles With Organizational Structure
- 7.3: Organizational Structure
- 7.4: Contemporary Forms of Organizational Structures
- 7.5: Organizational Change
- 7.6: Planning and Executing Change Effectively
- 7.7: Building Your Change Management Skills
- 8: Organizational Culture
- 9: Social Networks
- 9.1: Social Networks
- 9.2: Case in Point: Networking Powers Relationships
- 9.3: An Introduction to the Lexicon of Social Networks
- 9.4: How Managers Can Use Social Networks to Create Value
- 9.5: Ethical Considerations With Social Network Analysis
- 9.6: Personal, Operational, and Strategic Networks
- 9.7: Mapping and Your Own Social Network
- 10: Leading People and Organizations
- 10.1: Leading People and Organizations
- 10.2: Case in Point: Indra Nooyi Draws on Vision and Values to Lead
- 10.3: Who Is a Leader? Trait Approaches to Leadership
- 10.4: What Do Leaders Do? Behavioral Approaches to Leadership
- 10.5: What Is the Role of the Context? Contingency Approaches to Leadership
- 10.6: Contemporary Approaches to Leadership
- 10.7: Developing Your Leadership Skills
- 11: Decision Making
- 12: Communication in Organizations
- 13: Managing Groups and Teams
- 14: Motivating Employees
- 15: The Essentials of Control
- 16: Strategic Human Resource Management
- 16.1: Strategic Human Resource Management
- 16.2: Case in Point: Kronos Uses Science to Find the Ideal Employee
- 16.3: The Changing Role of Strategic Human Resource Management in Principles of Management
- 16.4: The War for Talent
- 16.5: Effective Selection and Placement Strategies
- 16.6: The Roles of Pay Structure and Pay for Performance
- 16.7: Designing a High-Performance Work System
- 16.8: Tying It All Together—Using the HR Balanced Scorecard to Gauge and Manage Human Capital, Including Your Own
- 1: Introduction to Principles of Management
- Book: Organizational Behavior
- 1: Organizational Behavior
- 2: Managing Demographic and Cultural Diversity
- 3: Understanding People at Work: Individual Differences and Perception
- 3.1: Advice for Hiring Successful Employees: The Case of Guy Kawasaki
- 3.2: The Interactionist Perspective: The Role of Fit
- 3.3: Individual Differences: Values and Personality
- 3.4: Perception
- 3.5: The Role of Ethics and National Culture
- 3.6: Using Science to Match Candidates to Jobs: The Case of Kronos
- 3.7: Conclusion
- 3.8: Exercises
- 4: Individual Attitudes and Behaviors
- 5: Theories of Motivation
- 6: Designing a Motivating Work Environment
- 6.1: Motivating Steel Workers Works: The Case of Nucor
- 6.2: Motivating Employees Through Job Design
- 6.3: Motivating Employees Through Goal Setting
- 6.4: Motivating Employees Through Performance Appraisals
- 6.5: Motivating Employees Through Performance Incentives
- 6.6: The Role of Ethics and National Culture
- 6.7: Motivation Key for Success: The Case of Xerox
- 6.8: Conclusion
- 6.9: Exercises
- 7: Managing Stress and Emotions
- 8: Communication
- 8.1: You’ve Got Mail…and You’re Fired! The Case of RadioShack
- 8.2: Understanding Communication
- 8.3: Communication Barriers
- 8.4: Different Types of Communication and Channels
- 8.5: The Role of Ethics and National Culture
- 8.6: Employee Satisfaction Translates to Success: The Case of Edward Jones
- 8.7: Conclusion
- 8.8: Exercises
- 9: Managing Groups and Teams
- 9.1: Teamwork Takes to the Sky: The Case of General Electric
- 9.2: Group Dynamics
- 9.3: Understanding Team Design Characteristics
- 9.4: Management of Teams
- 9.5: Barriers to Effective Teams
- 9.6: The Role of Ethics and National Culture
- 9.7: Green Teams at Work: The Case of New Seasons Market
- 9.8: Conclusion
- 9.9: Exercises
- 10: Conflict and Negotiations
- 11: Making Decisions
- 12: Leading People Within Organizations
- 12.1: Taking on the Pepsi Challenge: The Case of Indra Nooyi
- 12.2: Who Is a Leader? Trait Approaches to Leadership
- 12.3: What Do Leaders Do? Behavioral Approaches to Leadership
- 12.4: What Is the Role of the Context? Contingency Approaches to Leadership
- 12.5: What’s New? Contemporary Approaches to Leadership
- 12.6: The Role of Ethics and National Culture
- 12.7: Leadership Development: The Case of Starbucks
- 12.8: Conclusion
- 12.9: Exercises
- 13: Power and Politics
- 14: Organizational Structure and Change
- 15: Organizational Culture
- 15.1: Building a Customer Service Culture: The Case of Nordstrom
- 15.2: Understanding Organizational Culture
- 15.3: Characteristics of Organizational Culture
- 15.4: Creating and Maintaining Organizational Culture
- 15.5: Creating Culture Change
- 15.6: The Role of Ethics and National Culture
- 15.7: Clash of the Cultures: The Case of Newell Rubbermaid
- 15.8: Conclusion
- 15.9: Exercises
- Book: Information Systems - A Manager's Guide to Harnessing Technology
- 1: Setting the Stage: Technology and the Modern Enterprise
- 2: Strategy and Technology: Concepts and Frameworks for Understanding What Separates Winners from Losers
- 3: Zara: Fast Fashion from Savvy Systems
- 4: Netflix: The Making of an E-commerce Giant and the Uncertain Future of Atoms to Bits
- 5: Moore’s Law: Fast, Cheap Computing and What It Means for the Manager
- 6: Understanding Network Effects
- 7: Peer Production, Social Media, and Web 2.0
- 8: Facebook: Building a Business from the Social Graph
- 8.1:0 Is Facebook Worth It?
- 8.1: Introduction
- 8.2: What’s the Big Deal?
- 8.3: The Social Graph
- 8.4: Facebook Feeds—Ebola for Data Flows
- 8.5: Facebook as a Platform
- 8.6: Advertising and Social Networks: A Work in Progress
- 8.7: Privacy Peril: Beacon and the TOS Debacle
- 8.8: Predators and Privacy
- 8.9: One Graph to Rule Them All: Facebook Takes Over the Web
- 9: Understanding Software: A Primer for Managers
- 10: Software in Flux: Partly Cloudy and Sometimes Free
- 10.1:0 Clouds and Tech Industry Impact
- 10.1:1 Virtualization: Software That Makes One Computer Act Like Many
- 10.1:2 Make, Buy, or Rent
- 10.1: Introduction
- 10.2: Open Source
- 10.3: Why Open Source?
- 10.4: Examples of Open Source Software
- 10.5: Why Give It Away? The Business of Open Source
- 10.6: Cloud Computing: Hype or Hope?
- 10.7: The Software Cloud: Why Buy When You Can Rent?
- 10.8: SaaS: Not without Risks
- 10.9: The Hardware Cloud: Utility Computing and Its Cousins
- 11: The Data Asset: Databases, Business Intelligence, and Competitive Advantage
- 11.1: Introduction
- 11.2: Data, Information, and Knowledge
- 11.3: Where Does Data Come From?
- 11.4: Data Rich, Information Poor
- 11.5: Data Warehouses and Data Marts
- 11.6: The Business Intelligence Toolkit
- 11.7: Data Asset in Action: Technology and the Rise of Wal-Mart
- 11.8: Data Asset in Action: Harrah’s Solid Gold CRM for the Service Sector
- 12: A Manager’s Guide to the Internet and Telecommunications
- 13: Information Security: Barbarians at the Gateway (and Just About Everywhere Else)
- 14: Google: Search, Online Advertising, and Beyond
- 14.1:0 The Battle Unfolds
- 14.1: Introduction
- 14.2: Understanding Search
- 14.3: Understanding the Increase in Online Ad Spending
- 14.4: Search Advertising
- 14.5: Ad Networks—Distribution beyond Search
- 14.6: More Ad Formats and Payment Schemes
- 14.7: Customer Profiling and Behavioral Targeting
- 14.8: Profiling and Privacy
- 14.9: Search Engines, Ad Networks, and Fraud
- Book: Business Communication Skills for Managers
- 1: Communicating in Business
- 2: Writing in Business
- 3: Written Communication
- 4: Research
- 5: Visual Media
- 6: Reports
- 7: Public Speaking
- 8: Developing and Delivering Business Presentations
- 9: Communicating Through Technology
- 10: Social Media
- 11: Communicating Different Messages
- 12: Collaboration In And Across Teams
- 13: Social Diversity in the Workplace
- 14: Finding a Job
- 15: Recruiting and Selecting New Employees
- Book: Project Management from Simple to Complex
- 1: Introduction to Project Management
- 2: Project Profiling
- 3: Project Phases and Organization
- 4: Understanding and Meeting Client Expectations
- 5: Working with People on Projects
- 6: Communication Technologies
- 7: Starting a Project
- 8: Project Time Management
- 9: Estimating and Managing Costs
- 10: Managing Project Quality
- 11: Managing Project Risk
- 12: Project Procurement and Closure
- Book: Guidelines for Improving the Effectiveness of Boards of Directors of Nonprofit Organizations (Murray & Harrison)
- 1: Introduction
- 2: The Board’s Role and Responsibilities
- 3: The Board’s Role in Planning
- 4: The Board’s Role in Performance Assessment
- 5: The Board’s Role in Fundraising
- 6: The Board’s Structure and Operating Procedures
- 7: Effective Board Meetings
- 8: The Composition and Development of the Board
- 9: The Informal Culture of the Board
- 10: Leadership on the Board
- 11: Conclusions
- About the Authors
- Book: Human Resource Management
- 1: The Role of Human Resources
- 2: Developing and Implementing Strategic HRM Plans
- 3: Diversity and Multiculturalism
- 4: Recruitment
- 5: Selection
- 6: Compensation and Benefits
- 7: Retention and Motivation
- 8: Training and Development
- 9: Successful Employee Communication
- 10: Managing Employee Performance
- 11: Employee Assessment
- 12: Working with Labor Unions
- 13: Safety and Health at Work
- 14: International HRM
Fri, 24 May 2019 00:31:37 GMT
Management
Management is the administration of an organization, whether it is a business, a not-for-profit organization, or government body. Management includes the activities of setting the strategy of an organization and coordinating the efforts of its employees (or of volunteers) to accomplish its objectives through the application of available resources, such as financial, natural, technological, and human resources.
Book: Principles of Management (OpenStax)
Book: Principles of Management
Book: Organizational Behavior
Book: Information Systems - A Manager's Guide to Harnessing Technology
Book: Project Management from Simple to Complex
Book: Guidelines for Improving the Effectiveness of Boards of Directors of Nonprofit Organizations (Murray & Harrison)
Book: Human Resource Management