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Table of Contents

    • About the Authors
    • 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
    • 2Personality, Attitudes, and Work Behaviors

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      • 2.1Personality and Values

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      • 2.2Perception

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      • 2.3Work Attitudes

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      • 2.4Work Behaviors

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      • 2.5Developing Your Positive Attitude Skills

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      • 2.6Case in Point: Advice for Hiring Successful Employees from Guy Kawasaki

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    • 3Developing Mission, Vision, and Values

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      • 3.1Developing Mission, Vision, and Values

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      • 3.2The Roles of Mission, Vision, and Values

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      • 3.3Mission and Vision in the P-O-L-C Framework

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      • 3.4Creativity and Passion

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      • 3.5Stakeholders

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      • 3.6Developing Your Personal Mission and Vision

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      • 3.7Case in Point: Xerox Motivates Employees for Success

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    • 4Strategic Management

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      • 4.1Strategic Management in the P-O-L-C Framework

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      • 4.2How Do Strategies Emerge?

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      • 4.3Strategy as Trade-Offs, Discipline, and Focus

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      • 4.4Developing Strategy through Internal Analysis

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      • 4.5Developing Strategy through External Analysis

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      • 4.6Formulating Organizational and Personal Strategy with the Strategy Diamond

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      • 4.7Case in Point: Flat World Knowledge’s Textbook Revolution

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    • 5Goals and Objectives

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      • 5.1The Nature of Goals and Objectives

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      • 5.2Management by Objectives and the Balanced Scorecard

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      • 5.3Using Goals and Objectives in Employee Performance Evaluation

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      • 5.4Integrating Goals and Objectives with Corporate Social Responsibility

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      • 5.5Your Personal Balanced Scorecard

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      • 5.6Case in Point: Nucor Aligns Company Goals with Employee Goals

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    • 6Leading People and Organizations

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      • 6.1Leading People and Organizations

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      • 6.2Who Is a Leader? Trait Approaches to Leadership

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      • 6.3What Do Leaders Do? Behavioral Approaches to Leadership

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      • 6.4What Is the Role of the Context? Contingency Approaches to Leadership

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      • 6.5Contemporary Approaches to Leadership

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      • 6.6Developing Your Leadership Skills

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      • 6.7Case in Point: Indra Nooyi Draws on Vision and Values to Lead

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    • 7Organizational Culture

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    • 8Managerial Communication

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      • 8.1Change this Name

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    • 9Managing Groups and Teams

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      • 9.1Group Dynamics

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      • 9.2Understanding Team Design Characteristics

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      • 9.3Organizing Effective Teams

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      • 9.4Barriers to Effective Teams

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      • 9.5Developing Your Team Skills

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      • 9.6Case in Point: Pret A Manger Puts Peer Pressure to Work

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    • 10Motivating Employees

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      • 10.1Need-Based Theories of Motivation

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      • 10.2Process-Based Theories

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      • 10.3Developing Your Personal Motivation Skills

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      • 10.4Case in Point: Zappos Creates a Motivating Place to Work

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    • 11Strategic Human Resource Management

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      • 11.1The Changing Role of Strategic Human Resource Management in Principles of Management

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      • 11.2The War for Talent

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      • 11.3Effective Selection and Placement Strategies

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      • 11.4The Roles of Pay Structure and Pay for Performance

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      • 11.5Designing a High-Performance Work System

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      • 11.6Tying It All Together: Using the HR Balanced Scorecard to Gauge and Manage Your Human Capital

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      • 11.7Case in Point: Kronos Uses Science to Find the Ideal Employee

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