Test bank for Principles of Management v1.1 by Mason A. Carpenter
Test bank for Principles of Management v1.1 by Mason A. Carpenter
Principles 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.
Strategic — 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 — 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.
The Entrepreneurial Manager — While the ”General Management“ 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 ”general managers.“ This course was relabeled ”The Entrepreneurial Manager“ 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.
By 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.
Active Leadership —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.
This 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.
TABLE OF CONTENTS
About the Authors
Acknowledgments
Dedications
Preface
Chapter 1: Introduction to Principles of Management
1.1 Case in Point: Doing Good as a Core Business Strategy
1.2 Who Are Managers?
1.3 Leadership, Entrepreneurship, and Strategy
1.4 Planning, Organizing, Leading, and Controlling
1.5 Economic, Social, and Environmental Performance
1.6 Performance of Individuals and Groups
1.7 Your Principles of Management Survivor’s Guide
Chapter 2: Personality, Attitudes, and Work Behaviors
2.1 Case in Point: SAS Institute Invests in Employees
2.2 Personality and Values
2.3 Perception
2.4 Work Attitudes
2.5 The Interactionist Perspective: The Role of Fit
2.6 Work Behaviors
2.7 Developing Your Positive Attitude Skills
Chapter 3: History, Globalization, and Values-Based Leadership
3.1 Case in Point: Hanna Andersson Corporation Changes for Good
3.2 Ancient History: Management Through the 1990s
3.3 Contemporary Principles of Management
3.4 Global Trends
3.5 Globalization and Principles of Management
3.6 Developing Your Values-Based Leadership Skills
Chapter 4: Developing Mission, Vision, and Values
4.1 Case in Point: Xerox Motivates Employees for Success
4.2 The Roles of Mission, Vision, and Values
4.3 Mission and Vision in the P-O-L-C Framework
4.4 Creativity and Passion
4.5 Stakeholders
4.6 Crafting Mission and Vision Statements
4.7 Developing Your Personal Mission and Vision
Chapter 5: Strategizing
5.1 Case in Point: Flat World Knowledge Transforms Textbook Industry
5.2 Strategic Management in the P-O-L-C Framework
5.3 How Do Strategies Emerge?
5.4 Strategy as Trade-Offs, Discipline, and Focus
5.5 Developing Strategy Through Internal Analysis
5.6 Developing Strategy Through External Analysis
5.7 Formulating Organizational and Personal Strategy With the Strategy Diamond
Chapter 6: Goals and Objectives
6.1 Case in Point: Nucor Aligns Company Goals With Employee Goals
6.2 The Nature of Goals and Objectives
6.3 From Management by Objectives to the Balanced Scorecard
6.4 Characteristics of Effective Goals and Objectives
6.5 Using Goals and Objectives in Employee Performance Evaluation
6.6 Integrating Goals and Objectives with Corporate Social Responsibility
6.7 Your Personal Balanced Scorecard
Chapter 7: Organizational Structure and Change
7.1 Case in Point: Toyota Struggles With Organizational Structure
7.2 Organizational Structure
7.3 Contemporary Forms of Organizational Structures
7.4 Organizational Change
7.5 Planning and Executing Change Effectively
7.6 Building Your Change Management Skills
Chapter 8: Organizational Culture
8.1 Case in Point: Google Creates Unique Culture
8.2 Understanding Organizational Culture
8.3 Measuring Organizational Culture
8.4 Creating and Maintaining Organizational Culture
8.5 Creating Culture Change
8.6 Developing Your Personal Skills: Learning to Fit In
Chapter 9: Social Networks
9.1 Case in Point: Networking Powers Relationships
9.2 An Introduction to the Lexicon of Social Networks
9.3 How Managers Can Use Social Networks to Create Value
9.4 Ethical Considerations With Social Network Analysis
9.5 Personal, Operational, and Strategic Networks
9.6 Mapping and Your Own Social Network
Chapter 10: Leading People and Organizations
10.1 Case in Point: Indra Nooyi Draws on Vision and Values to Lead
10.2 Who Is a Leader? Trait Approaches to Leadership
10.3 What Do Leaders Do? Behavioral Approaches to Leadership
10.4 What Is the Role of the Context? Contingency Approaches to Leadership
10.5 Contemporary Approaches to Leadership
10.6 Developing Your Leadership Skills
Chapter 11: Decision Making
11.1 Case in Point: Bernard Ebbers Creates Biased Decision Making at WorldCom
11.2 Understanding Decision Making
11.3 Faulty Decision Making
11.4 Decision Making in Groups
11.5 Developing Your Personal Decision-Making Skills
Chapter 12: Communication in Organizations
12.1 Case in Point: Edward Jones Communicates Caring
12.2 Understanding Communication
12.3 Communication Barriers
12.4 Different Types of Communication
12.5 Communication Channels
12.6 Developing Your Personal Communication Skills
Chapter 13: Managing Groups and Teams
13.1 Case in Point: General Electric Allows Teamwork to Take Flight
13.2 Group Dynamics
13.3 Understanding Team Design Characteristics
13.4 Organizing Effective Teams
13.5 Barriers to Effective Teams
13.6 Developing Your Team Skills
Chapter 14: Motivating Employees
14.1 Case in Point: Zappos Creates a Motivating Place to Work
14.2 Need-Based Theories of Motivation
14.3 Process-Based Theories
14.4 Developing Your Personal Motivation Skills
Chapter 15: The Essentials of Control
15.1 Case in Point: Newell Rubbermaid Leverages Cost Controls to Grow
15.2 Organizational Control
15.3 Types and Levels of Control
15.4 Financial Controls
15.5 Nonfinancial Controls
15.6 Lean Control
15.7 Crafting Your Balanced Scorecard
Chapter 16: Strategic Human Resource Management
16.1 Case in Point: Kronos Uses Science to Find the Ideal Employee
16.2 The Changing Role of Strategic Human Resource Management in Principles of Management
16.3 The War for Talent
16.4 Effective Selection and Placement Strategies
16.5 The Roles of Pay Structure and Pay for Performance
16.6 Designing a High-Performance Work System
16.7 Tying It All Together—Using the HR Balanced Scorecard to Gauge and Manage Human Capital, Including Your Own
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