Test bank for Principles of Management v1.1 by Mason A. Carpenter



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Test bank for Principles of Management v1.1 by Mason A. Carpenter
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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.


About the Authors




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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Test bank for Principles of Management v1.1 by Mason A. Carpenter