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Test bank for Principles of Management Version 2.0 by Mason A. Carpenter

Test bank for Principles of Management Version 2.0 by Mason A. Carpenter

WHAT’S NEW IN 2.0:

      • UPDATED CHAPTER CASES:

All end of chapter cases were either revised to include the latest content or are completely new. New cases include Rovio, the company behind the wildly popular Angry Birds game, UK-based Pret a Manger sandwich shops, best selling author and management consultant Guy Kawasaki, and investment firm TIAA CREF’s CEO Roger Ferguson.

      • INTERACTIVE VIDEO ELEMENTS:

New video links have been added throughout the book.

      • NEW FACTS, FIGURES, & BUSINESS EXAMPLES:All facts and figures have been updated, and new business examples are included throughout.

In writing Principles of Management, vol. 2.0, Carpenter, Bauer, Erdogan, and Short all had simple aims:

      • To teach management principles to tomorrow’s business leaders by weaving three threads through every chapter: strategy, entrepreneurship, and leadership

This textbook is suitable for these courses: Principles of Management

This textbook is suitable for 2 and 4 year institutions.


PEDAGOGICAL FEATURES:

      • STRATEGY:

This text frames performance using the notion of the triple bottom-line: financial, social, and environmental performance. It is important for all students to understand the interdependence of these three facets of organizational performance.

      • ENTREPRENEURSHIP:

There is a growing trend that students see themselves as entrepreneurs and active change agents, not just as managers. By starting fresh with an entrepreneurial/change management orientation, this text provides an exciting perspective on the art of management.

      • ACTIVE LEADERSHIP:

Starting with the opening chapter, this text shows students how leaders and leadership are essential to personal and organizational effectiveness.

      • CUSTOMIZABILITY:

The Flat World Knowledge publishing model allows instructors to adapt the textbook to the exact needs of their specific class and student body.

See how easy it is to customize a textbook in this 4 minute demo: Flat World Editing Platform Video Demo

In addition, the authors provide brief cases in the Instructors Manual for those who take a case approach to the course or who wish to incorporate cases.


This edition of Principles of Management is dedicated to Dr. Mason Carpenter (1961-2011). Mason’s love for and commitment to teaching and research are sorely missed. His original vision for this book lives on in this edition as do many of his words and examples. Working with Mason was a joy and we are lucky to have had the chance to know him and call him a friend, coauthor, and colleague. Thank you, Mason.

TABLE OF CONTENTS

Dedications

About the Authors

What’s New

Preface

Acknowledgments

Chapter 1: Introduction to Principles of Management

1.1 Who Are Managers?

1.2 Leadership, Entrepreneurship, and Strategy

1.3 Planning, Organizing, Leading, and Controlling

1.4 Economic, Social, and Environmental Performance

1.5 Performance of Individuals and Groups

1.6 Managing Learning Styles

1.7 Case in Point: Doing Good as a Core Business Strategy

Chapter 2: Personality, Attitudes, and Work Behaviors

2.1 Personality and Values

2.2 Perception

2.3 Work Attitudes

2.4 Work Behaviors

2.5 Developing Your Positive Attitude Skills

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

Chapter 3: Developing Mission, Vision, and Values

3.1 Developing Mission, Vision, and Values

3.2 The Roles of Mission, Vision, and Values

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

3.4 Creativity and Passion

3.5 Stakeholders

3.6 Developing Your Personal Mission and Vision

3.7 Case in Point: Xerox Motivates Employees for Success

Chapter 4: Goals and Objectives

4.1 The Nature of Goals and Objectives

4.2 Management by Objectives and the Balanced Scorecard

4.3 Using Goals and Objectives in Employee Performance Evaluation

4.4 Integrating Goals and Objectives with Corporate Social Responsibility

4.5 Your Personal Balanced Scorecard

4.6 Case in Point: Nucor Aligns Company Goals with Employee Goals

Chapter 5: Organizational Structure and Change

5.1 Organizational Structure

5.2 Contemporary Forms of Organizational Structures

5.3 Organizational Change

5.4 Planning and Executing Change Effectively

5.5 Building Your Change Management Skills

5.6 Case in Point: Toyota Struggles with Organizational Structure

Chapter 6: Leading People and Organizations

6.1 Leading People and Organizations

6.2 Who Is a Leader? Trait Approaches to Leadership

6.3 What Do Leaders Do? Behavioral Approaches to Leadership

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

6.5 Contemporary Approaches to Leadership

6.6 Developing Your Leadership Skills

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

Chapter 7: Decision Making

7.1 Decision Making

7.2 Understanding Decision Making

7.3 Faulty Decision Making

7.4 Decision Making in Groups

7.5 Developing Your Personal Decision-Making Skills

7.6 Case in Point: How Angry Birds Took Flight

Chapter 8: Managing Groups and Teams

8.1 Group Dynamics

8.2 Understanding Team Design Characteristics

8.3 Organizing Effective Teams

8.4 Barriers to Effective Teams

8.5 Developing Your Team Skills

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

Chapter 9: Motivating Employees

9.1 Need-Based Theories of Motivation

9.2 Process-Based Theories

9.3 Developing Your Personal Motivation Skills

9.4 Case in Point: Zappos Creates a Motivating Place to Work

Chapter 10: The Essentials of Control

10.1 Organizational Control

10.2 Types and Levels of Control

10.3 Financial Controls

10.4 Nonfinancial Controls

10.5 Lean Control

10.6 Crafting Your Balanced Scorecard

10.7 Case in Point: Newell Rubbermaid Leverages Cost Controls to Grow

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Test bank for Principles of Management Version 2.0 by Mason A. Carpenter