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Table of Contents

    • Dedications
    • About the Authors
    • What’s New
    • Preface
    • Acknowledgments
    • 1Introduction to Principles of Management
      • 1.1Who Are Managers?
      • 1.2Leadership, Entrepreneurship, and Strategy
      • 1.3Planning, Organizing, Leading, and Controlling
      • 1.4Economic, Social, and Environmental Performance
      • 1.5Performance of Individuals and Groups
      • 1.6Managing Learning Styles
      • 1.7Case in Point: Doing Good as a Core Business Strategy
    • 2History, Globalization, and Ethics

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      • 2.1Ancient History: Management through the 1990s

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      • 2.2Contemporary Principles of Management

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      • 2.3Global Trends

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      • 2.4Globalization and Principles of Management

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      • 2.5Developing Your Values-Based Leadership Skills

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      • 2.6Case in Point: Hanna Andersson Corporation Changes for Good

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    • 3Personality, Attitudes, and Work Behaviors

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      • 3.1Personality and Values

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      • 3.2Perception

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      • 3.3Work Attitudes

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      • 3.4Work Behaviors

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      • 3.5Developing Your Positive Attitude Skills

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      • 3.6Case in Point: Advice for Hiring Successful Employees from Guy Kawasaki

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    • 4Developing Mission, Vision, and Values

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      • 4.1Developing Mission, Vision, and Values

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      • 4.2The Roles of Mission, Vision, and Values

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      • 4.3Mission and Vision in the P-O-L-C Framework

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      • 4.4Creativity and Passion

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      • 4.5Stakeholders

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      • 4.6Developing Your Personal Mission and Vision

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      • 4.7Case in Point: Xerox Motivates Employees for Success

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    • 5Strategic Management

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      • 5.1Strategic Management in the P-O-L-C Framework

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      • 5.2Developing Strategy through Internal Analysis

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      • 5.3Developing Strategy through External Analysis

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      • 5.4How Do Strategies Emerge?

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      • 5.5Strategy as Trade-Offs, Discipline, and Focus

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      • 5.6Formulating Organizational and Personal Strategy with the Strategy Diamond

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      • 5.7Case in Point: Flat World Knowledge’s Textbook Revolution

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    • 6Goals and Objectives

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      • 6.1The Nature of Goals and Objectives

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      • 6.2Management by Objectives and the Balanced Scorecard

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      • 6.3Using Goals and Objectives in Employee Performance Evaluation

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      • 6.4Integrating Goals and Objectives with Corporate Social Responsibility

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      • 6.5Your Personal Balanced Scorecard

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      • 6.6Case in Point: Nucor Aligns Company Goals with Employee Goals

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    • 7Organizational Structure and Change

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      • 7.1Organizational Structure

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      • 7.2Contemporary Forms of Organizational Structures

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      • 7.3Organizational Change

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      • 7.4Planning and Executing Change Effectively

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      • 7.5Building Your Change Management Skills

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      • 7.6Case in Point: Toyota Struggles with Organizational Structure

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    • 8Organizational Culture

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      • 8.1Understanding Organizational Culture

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      • 8.2Measuring Organizational Culture

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      • 8.3Creating and Maintaining Organizational Culture

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      • 8.4Creating Culture Change

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      • 8.5Developing Your Personal Skills: Learning to Fit In

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      • 8.6Case in Point: Google Creates Unique Culture

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    • 9Leading People and Organizations

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      • 9.1Leading People and Organizations

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      • 9.2Who Is a Leader? Trait Approaches to Leadership

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      • 9.3What Do Leaders Do? Behavioral Approaches to Leadership

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      • 9.4What Is the Role of the Context? Contingency Approaches to Leadership

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      • 9.5Contemporary Approaches to Leadership

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      • 9.6Developing Your Leadership Skills

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      • 9.7Case in Point: Indra Nooyi Draws on Vision and Values to Lead

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    • 10Decision Making

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      • 10.1Decision Making

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      • 10.2Understanding Decision Making

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      • 10.3Faulty Decision Making

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      • 10.4Decision Making in Groups

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      • 10.5Developing Your Personal Decision-Making Skills

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      • 10.6Case in Point: How Angry Birds Took Flight

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    • 11Communication in Organizations

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      • 11.1Understanding Communication

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      • 11.2Communication Barriers

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      • 11.3Different Types of Communication

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      • 11.4Communication Channels

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      • 11.5Developing Your Personal Communication Skills

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      • 11.6Case in Point: Edward Jones Communicates Caring

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    • 12Managing Groups and Teams

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      • 12.1Group Dynamics

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      • 12.2Understanding Team Design Characteristics

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      • 12.3Organizing Effective Teams

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      • 12.4Barriers to Effective Teams

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      • 12.5Developing Your Team Skills

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      • 12.6Case in Point: Pret A Manger Puts Peer Pressure to Work

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    • 13Motivating Employees

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      • 13.1Need-Based Theories of Motivation

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      • 13.2Process-Based Theories

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      • 13.3Developing Your Personal Motivation Skills

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      • 13.4Case in Point: Zappos Creates a Motivating Place to Work

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    • 14The Essentials of Control

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      • 14.1Organizational Control

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      • 14.2Types and Levels of Control

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      • 14.3Financial Controls

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      • 14.4Nonfinancial Controls

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      • 14.5Lean Control

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      • 14.6Crafting Your Balanced Scorecard

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      • 14.7Case in Point: Newell Rubbermaid Leverages Cost Controls to Grow

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    • 15Strategic Human Resource Management

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      • 15.1The Changing Role of Strategic Human Resource Management in Principles of Management

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      • 15.2The War for Talent

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      • 15.3Effective Selection and Placement Strategies

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      • 15.4The Roles of Pay Structure and Pay for Performance

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      • 15.5Designing a High-Performance Work System

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      • 15.6Tying It All Together: Using the HR Balanced Scorecard to Gauge and Manage Your Human Capital

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      • 15.7Case in Point: Kronos Uses Science to Find the Ideal Employee

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