1: Introduction to Principles of Management
- Page ID
- 24369
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\(\newcommand{\avec}{\mathbf a}\) \(\newcommand{\bvec}{\mathbf b}\) \(\newcommand{\cvec}{\mathbf c}\) \(\newcommand{\dvec}{\mathbf d}\) \(\newcommand{\dtil}{\widetilde{\mathbf d}}\) \(\newcommand{\evec}{\mathbf e}\) \(\newcommand{\fvec}{\mathbf f}\) \(\newcommand{\nvec}{\mathbf n}\) \(\newcommand{\pvec}{\mathbf p}\) \(\newcommand{\qvec}{\mathbf q}\) \(\newcommand{\svec}{\mathbf s}\) \(\newcommand{\tvec}{\mathbf t}\) \(\newcommand{\uvec}{\mathbf u}\) \(\newcommand{\vvec}{\mathbf v}\) \(\newcommand{\wvec}{\mathbf w}\) \(\newcommand{\xvec}{\mathbf x}\) \(\newcommand{\yvec}{\mathbf y}\) \(\newcommand{\zvec}{\mathbf z}\) \(\newcommand{\rvec}{\mathbf r}\) \(\newcommand{\mvec}{\mathbf m}\) \(\newcommand{\zerovec}{\mathbf 0}\) \(\newcommand{\onevec}{\mathbf 1}\) \(\newcommand{\real}{\mathbb R}\) \(\newcommand{\twovec}[2]{\left[\begin{array}{r}#1 \\ #2 \end{array}\right]}\) \(\newcommand{\ctwovec}[2]{\left[\begin{array}{c}#1 \\ #2 \end{array}\right]}\) \(\newcommand{\threevec}[3]{\left[\begin{array}{r}#1 \\ #2 \\ #3 \end{array}\right]}\) \(\newcommand{\cthreevec}[3]{\left[\begin{array}{c}#1 \\ #2 \\ #3 \end{array}\right]}\) \(\newcommand{\fourvec}[4]{\left[\begin{array}{r}#1 \\ #2 \\ #3 \\ #4 \end{array}\right]}\) \(\newcommand{\cfourvec}[4]{\left[\begin{array}{c}#1 \\ #2 \\ #3 \\ #4 \end{array}\right]}\) \(\newcommand{\fivevec}[5]{\left[\begin{array}{r}#1 \\ #2 \\ #3 \\ #4 \\ #5 \\ \end{array}\right]}\) \(\newcommand{\cfivevec}[5]{\left[\begin{array}{c}#1 \\ #2 \\ #3 \\ #4 \\ #5 \\ \end{array}\right]}\) \(\newcommand{\mattwo}[4]{\left[\begin{array}{rr}#1 \amp #2 \\ #3 \amp #4 \\ \end{array}\right]}\) \(\newcommand{\laspan}[1]{\text{Span}\{#1\}}\) \(\newcommand{\bcal}{\cal B}\) \(\newcommand{\ccal}{\cal C}\) \(\newcommand{\scal}{\cal S}\) \(\newcommand{\wcal}{\cal W}\) \(\newcommand{\ecal}{\cal E}\) \(\newcommand{\coords}[2]{\left\{#1\right\}_{#2}}\) \(\newcommand{\gray}[1]{\color{gray}{#1}}\) \(\newcommand{\lgray}[1]{\color{lightgray}{#1}}\) \(\newcommand{\rank}{\operatorname{rank}}\) \(\newcommand{\row}{\text{Row}}\) \(\newcommand{\col}{\text{Col}}\) \(\renewcommand{\row}{\text{Row}}\) \(\newcommand{\nul}{\text{Nul}}\) \(\newcommand{\var}{\text{Var}}\) \(\newcommand{\corr}{\text{corr}}\) \(\newcommand{\len}[1]{\left|#1\right|}\) \(\newcommand{\bbar}{\overline{\bvec}}\) \(\newcommand{\bhat}{\widehat{\bvec}}\) \(\newcommand{\bperp}{\bvec^\perp}\) \(\newcommand{\xhat}{\widehat{\xvec}}\) \(\newcommand{\vhat}{\widehat{\vvec}}\) \(\newcommand{\uhat}{\widehat{\uvec}}\) \(\newcommand{\what}{\widehat{\wvec}}\) \(\newcommand{\Sighat}{\widehat{\Sigma}}\) \(\newcommand{\lt}{<}\) \(\newcommand{\gt}{>}\) \(\newcommand{\amp}{&}\) \(\definecolor{fillinmathshade}{gray}{0.9}\)- 1.1: Introduction to Principles of Management
- This page introduces management and its key components, focusing on essential leadership, entrepreneurship, and strategic planning skills. It explains the P-O-L-C framework—planning, organizing, leading, and controlling—as vital for organizational success. The text emphasizes the influence of effective management on all employees, the importance of creative problem-solving, and the interconnectedness of economic, social, and environmental performance in reaching organizational goals.
- 1.2: Case in Point: Doing Good as a Core Business Strategy
- Goodwill Industries International, a century-old nonprofit, supports employment for diverse individuals facing barriers through various programs, investing 84% of its revenue into these initiatives. In 2008, it assisted over 172,000 people in finding jobs. With 166 independent stores, Goodwill fosters diversity and adapts training to workforce needs while embracing sustainability and social responsibility.
- 1.3: Who Are Managers?
- This page outlines the evolving role of managers in organizations, transitioning from traditional hierarchies to models that focus on empowerment. It categorizes managers into various types, such as top, functional, and project managers, each with unique responsibilities. The nature of managerial work—planning, organizing, leading, and controlling—and Mintzberg's 10 managerial roles (interpersonal, informational, and decisional) are examined.
- 1.4: Leadership, Entrepreneurship, and Strategy
- This page emphasizes the importance of leadership, entrepreneurship, and strategy in management. Leadership inspires collective goals, while entrepreneurship identifies opportunities for value creation. Strategy involves crafting plans to meet organizational objectives. Additionally, it covers a multifaceted job role that encompasses various operational and financial responsibilities, highlighting qualities for the ideal candidate.
- 1.5: Planning, Organizing, Leading, and Controlling
- This page presents the P-O-L-C framework, which defines the four key management functions: planning (setting objectives and forecasts), organizing (structuring and resource allocation), leading (motivating subordinates), and controlling (performance alignment). While some critique its practical relevance, the framework is an important classification of management functions, each essential for achieving organizational goals.
- 1.6: Economic, Social, and Environmental Performance
- This page discusses the interdependencies of economic, social, and environmental performance within corporate social responsibility (CSR), emphasizing the triple bottom line approach as both responsible and beneficial for business, illustrated by companies like Ben & Jerry's. It also highlights CAM, a leader in sustainable electronics disposal, which has rapidly expanded while adhering to true stewardship principles, amidst competition.
- 1.7: Performance of Individuals and Groups
- This page addresses the interplay between individual and group performance in organizations, emphasizing the roles of formal job duties and organizational citizenship behaviors (OCBs) in driving success. It underscores the necessity of aligning individual and group goals for optimal results and highlights the importance of teamwork.
- 1.8: Your Principles of Management Survivor’s Guide
- This page emphasizes understanding learning styles—active vs. reflective, sensing vs. intuitive, visual vs. verbal, and sequential vs. global—in developing management skills. It suggests adapting learning strategies based on these styles and encourages collaborative learning and reflection. The importance of setting SMART goals to enhance performance and the practice of journaling for personal growth are highlighted.