BUS 101: Principles of Management

This course is designed to help students understand the major functions of management (planning, organizing, leading, and controlling) and the significance of each function in relationship to the existence of the company.

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Course Curriculum

1. Introduction
1. Managers in the Workforce
2. Top-Level Managers
3. Middle-Level Management
4. Low-Level Management
5. Lesson Summary
6. Quiz 1.1
1. Managerial Skill Sets
2. Technical Skills
3. Human Skills
4. Conceptual Skills
5. Lesson Summary
6. Quiz 1.2
1. Henry Mintzberg's Managerial Roles
2. Interpersonal Roles
3. Informational Roles
4. Decisional Roles
5. Mintzberg's Managerial Roles Today
6. Lesson Summary
7. Quiz 1.3
1. The Four Functions of Managers
2. Planning
3. Organizing
4. Leading
5. Controlling
6. Staffing
7. Lesson Review
8. Quiz 1.4
1. Leading as a Function of Management
2. Major McCarthy as a Leader
3. Manager Mike as a Leader
4. Leading: from Combat to Corporate
5. Lesson Summary
6. Quiz 1.5
1. Are All Managers Leaders?
2. What Is a Manager?
3. What Is a Leader?
4. The Manager versus the Leader
5. Lesson Summary
6. Quiz 1.6
1. Introduction
1. The Evolution of Classical Management Theory
2. The Classical Manager
3. Expansion of Classical Management Theory
4. Lesson Summary
5. Quiz 2.1
1. The Development of Bureaucracy
2. Characteristics of Bureaucratic Organizations
3. Lesson Summary
4. Quiz 2.2
1. Scientific Management
2. Application of Scientific Management
3. Henry Ford's Model T Production Line
4. Lesson Summary
5. Quiz 2.3
1. What Would Taylor Do?
2. The Observations of Frederick Taylor
3. The Father of Scientific Management
4. Taylor's Four Principles of Scientific Management
5. The Four Principles Applied
6. Lesson Summary
7. Quiz 2.4
1. Blamestorming
2. Henry Gantt
3. The Gantt Chart
4. Task and Bonus System
5. Lesson Summary
6. Quiz 2.5
1. From Scientific to Administrative
2. Principles 1-7
3. Principles Explained
4. Lesson Summary
5. Quiz 2.6
1. 14 Principles of Management
2. Review of Principles 1-7
3. Principles 8-14
4. Centralization
5. Scalar Chain
6. Order
7. Equity
8. Stability of Tenure of Personnel
9. Initiative
10. Esprit de Corps
11. Lesson Summary
12. Quiz 2.7
1. Meet the Gilbreths
2. Motion Study
3. Lesson Summary
4. Quiz 2.8
1. The New Guy in Town
2. Not Just a Concept, but a Profession
3. Putting It All Together and Building on One Another
4. Lesson Summary
5. Quiz 2.9
1. People Orientation and Group Network Management
2. Group Interactions
3. Lesson Summary
4. Quiz 2.10
1. Acceptance Theory to Authority
2. Informal and Formal Organizations
3. Water Cooler Culture
4. Informal Groups and Acceptance of Authority
5. Lesson Summary
6. Quiz 2.11
1. Introduction
1. A Shift Away from Classical Management Theory
2. The Emergence of the Neoclassical Theory of Management
3. Two Movements in the Neoclassical Theory
4. Human Relations Movement
5. Behavioral Movement
6. Lesson Summary
7. Quiz 3.1
1. A Shift in Theories
2. Behavior and Motivation
3. Lesson Summary
4. Quiz 3.2
1. Social Context of Work Environments
2. The Hawthorne Effect
3. The Hawthorne Studies
4. The Hawthorne Studies' Legacy
5. Lesson Summary
6. Quiz 3.3
1. Needs Theory of Motivation
2. Maslow's Hierarchy of Needs Theory
3. Maslow's Needs in Context
4. Lesson Summary
5. Quiz 3.4
1. The Assumptions of Douglas McGregor
2. Theory X
3. Theory Y
4. The Self-Fulfilling Prophecies
5. Lesson Summary
6. Quiz 3.5
1. Introduction
1. 'Manager' Is an Adjective
2. Quantitative Approach
3. Systems Approach
4. Contingency Approach
5. Lesson Summary
6. Quiz 4.1
1. World War Births a New Management Method
2. Parts of the Quantitative Machine
3. What Decision Making Grew Up to Be
4. Four Parts of the Process
5. Lesson Summary
6. Quiz 4.2
1. The Pieces of a Company
2. Parts of Operations Management
3. A Narrow Part of the Company
4. Old and the New
5. Lesson Summary
6. Quiz 4.3
1. What Is a System?
2. The Company and the System
3. System Types
4. Order and Chaos in Systems
5. Lesson Summary
6. Quiz 4.4
1. Always Be Prepared
2. What is the Contingency School of Management?
3. Key Aspects of Contingency Management
4. Environmental Scanning
5. Lesson Summary
6. Quiz 4.5
1. It's All About Quality
2. The History of TQM
3. But What Really is TQM?
4. Reengineering
5. Kaizen
6. Lesson Summary
7. Quiz 4.6
1. Introduction
1. Navigating Change in Organizations
2. The Internal Environment
3. The External Environment
4. Environmental Scanning and Change
5. Changing for the Internal Environment
6. Changing for the External Environment
7. Lesson Summary
8. Quiz 5.1
1. Change in Organizations
2. Structural Change
3. Strategic Change
4. People Changes
5. Process Change
6. Lesson Summary
7. Quiz 5.2
1. Why Organizations Change
2. Reasons for Challenges
3. Pitfalls to Implementing Change
4. Overcoming Employee Opposition to Change
5. Lesson Summary
6. Quiz 5.3
1. The Planned Change Process
2. Recognize the Need to Change & Determine Goals
3. Establishing a Sense of Urgency
4. Appointing a Change Agent
5. Assess the Current Climate
6. Developing, Implementing & Evaluating the Change
7. Lesson Summary
8. Quiz 5.4
1. Kurt Lewin's Change Model
2. Unfreezing
3. Changing
4. Refreezing
5. Apply Lewin's Three Steps
6. Lesson Summary
7. Quiz 5.5
1. Force Field Analysis Change Model
2. How to Conduct a Force Field Analysis
3. Lesson Summary
4. Quiz 5.6
1. Kotter's Model of Organizational Change
2. Establishing a Sense of Urgency
3. Creating the Guiding Coalition
4. Creating and Communicating a Vision for Change
5. Empowering Broad-Based Action
6. Producing More Change
7. Anchor the Changes
8. Lesson Summary
9. Quiz 5.7
1. Reviewing Kotter's 8-Step Model
2. Applying Kotter's 8-Step Model
3. Establishing a Sense of Urgency
4. Creating the Guiding Coalition
5. Creating and Communicating a Vision for Change
6. Empowering Broad-Based Action
7. Generating Short-Term Wins
8. Producing More Change
9. Anchor the Changes
10. Lesson Summary
11. Quiz 5.8
1. Processing Information in Learning Organizations
2. Characteristics of the Learning Organization
3. Comparing Different Types of Organizations
4. Benefits of Becoming a Learning Organization
5. Lesson Summary
6. Quiz 5.9
1. Organizational Culture and Change
2. Internal and External Change
3. Breaking the Resistance to Change
4. Successful Change Strategies
5. Lesson Summary
6. Quiz 5.10
1. Introduction
1. Organizing Work and Employees in Organizations
2. Work Specialization in Organizations
3. The Advantages and Disadvantages of Work Specialization
4. Lesson Summary
5. Quiz 6.1
1. Authority in the Centralized Organization
2. Authority in the Decentralized Organization
3. Lesson Summary
4. Quiz 6.2
1. Why Do Structures Differ?
2. Cost Minimization Strategy
3. Cost Minimization Strategy
4. Innovation Strategy
5. Imitation Strategy
6. Lesson Summary
7. Quiz 6.3
1. Organizational Design and Organizational Behavior
2. How Structure Influences Organizational Members
3. How Work Specialization Affects Employee Performance
4. How Centralization Affects Employee Performance
5. Lesson Summary
6. Quiz 6.4
1. Organizational Design
2. Simple Design Structure
3. Functional Design
4. Divisional Design
5. Lesson Summary
6. Quiz 6.5
1. What is a Divisional Structure?
2. Advantages of a Divisional Structure
3. Disadvantages of a Divisional Structure
4. Lesson Summary
5. Quiz 6.6
1. Review of Organizational Design
2. Matrix Design
3. Team Design
4. Network Design
5. Lesson Summary
6. Quiz 6.7
1. Organizational Structure
2. Mechanistic Structure
3. Organic Structure
4. Lesson Summary
5. Quiz 6.8
1. Work Teams
2. Functional Work Teams
3. Cross-Functional Work Teams
4. Self-Directed Work Teams
5. Lesson Summary
6. Quiz 7.1
1. Group Development
2. Forming
3. Storming
4. Norming
5. Performing
6. Adjourning
7. Lesson Summary
8. Quiz 7.2
1. Group Cohesion
2. The Importance of Team Building
3. How Team Building Works
4. Personality-Based Team Building
5. Activity-Based Team Building
6. Skills-Based Team Building
7. Lesson Summary
8. Quiz 7.3
1. Have I Experienced Groupthink?
2. Groupthink Explained
3. Space Shuttle Challenger Disaster
4. Lesson Summary
5. Quiz 7.4
1. Conflict in Teams
2. Where Conflict Comes From
3. People Conflict
4. Task Conflict
5. Lesson Summary
6. Quiz 7.5
1. Introduction
1. What is Leadership?
2. Leadership in Organizations
3. A Leader's Role
4. Lesson Summary
5. Quiz 8.1
1. More than Meets the Eye
2. The Transformational Leader
3. Follow the Transformational Leader
4. Transformational Leaders in Today's Workplace
5. Lesson Summary
6. Quiz 8.2
1. Actions and Reactions
2. The Transactional Leader
3. TaKesha the Transactional Leader
4. Lesson Summary
5. Quiz 8.3
1. Philanthropy Isn't Dead
2. To Serve is to Lead
3. Show Me the Servant
4. Lesson Summary
5. Quiz 8.4
1. Parlez-vous français?
2. Laissez-faire Leadership
3. Leon the Laissez-faire Leader
4. Lesson Summary
5. Quiz 8.5
1. The Concept of Sharing
2. The Participative or Democratic Leader
3. Pablo the Participative Leader
4. Lesson Summary
5. Quiz 8.6
1. Control Freaks
2. The Authoritarian or Autocratic Leader
3. The Benefits of the Authoritarian or Autocratic Leader
4. Lesson Summary
5. Quiz 8.7
1. What is Charisma?
2. The Charismatic Leader
3. The Ugly Side of Charisma
4. Lesson Summary
5. Quiz 8.8
1. The Situational Leader
2. Situational Leadership Defined
3. Situational Leader Example
4. Lesson Summary
5. Quiz 8.9
1. By The Book
2. The Bureaucratic Leader
3. Bureaucratic Leadership in Organizations
4. Lesson Summary
5. Quiz 8.10
1. The Blake and Mouton Managerial Grid
2. The Two Behavior Dimensions
3. Five Leadership Styles
4. Country Club Leader
5. Impoverished Leader
6. Middle-of-the-Road Leader
7. Team Leader
8. Produce or Perish Leader
9. Lesson Summary
10. Quiz 8.11
1. Managerial Power
2. Personal Power
3. Referent Power
4. Expert Power
5. Lesson Summary
6. Quiz 8.12
1. Managerial Power
2. Positional Power
3. Lesson Summary
4. Quiz 8.13
1. Introduction
1. Fiedler's Theory
2. Leadership Style
3. Three Dimensions of Situational Favorableness
4. Lesson Summary
5. Quiz 9.1
1. Situational Leadership and Follower Maturity
2. The Leadership Style Matrix
3. Lesson Summary
4. Quiz 9.2
1. The Path to Goal Achievement
2. Path-Goal Leadership Styles
3. Achievement-Oriented Leadership
4. Directive Leadership
5. Participative Leadership
6. Supportive Leadership
7. Lesson Summary
8. Quiz 9.3
1. Niccolo Machiavelli
2. Machiavellianism in Organizations
3. Machiavellian Orientation in Practice
4. Lesson Summary
5. Quiz 9.4
1. Blending of Roles
2. The Part of the Theory
3. Lesson Summary
4. Quiz 9.5
1. Different Leadership Theories
2. Trait Theory
3. Behavioral Theory
4. Comparing These Theories
5. Lesson Summary
6. Quiz 9.6
1. What We See
2. Attribution Theory Explained
3. Internal and External Views
4. Lesson Summary
5. Quiz 9.7
1. Introduction
1. What Is Motivation?
2. Needs-Based Theory of Motivation
3. Behavior-Based Theory of Motivation
4. Lesson Summary
5. Quiz 10.1
1. The Power of Expectations
2. The Pygmalion Effect
3. The Pygmalion Effect in the Workplace
4. Influencing Workplace Behavior
5. Lesson Summary
6. Quiz 10.2
1. Finding Balance
2. Herzberg's Two-Factor Theory
3. Applying Herzberg's Two-Factor Theory
4. Lesson Summary
5. Quiz 10.3
1. Alderfer's ERG Theory Simplifies Maslow's Hierarchy of Needs
2. Motivation and Need Satisfaction
3. What Managers Need to Know
4. Lesson Summary
5. Quiz 10.4
1. Acquired Needs Theory
2. Need for Achievement
3. Need for Power
4. Need for Affiliation
5. Lesson Summary
6. Quiz 10.5
1. You Scratch My Back and I'll Scratch Yours
2. Equity Theory
3. The Perception of Inequality
4. Lesson Summary
5. Quiz 10.6
1. Bob Burton
2. Expectancy Theory
3. Making Sense of the Equation
4. Lesson Summary
5. Quiz 10.7
1. Thorndike's Reinforcement Theory
2. Positive Reinforcement
3. Negative Reinforcement and Avoidance
4. Punishment Through Negative Consequence
5. Extinction is Sometimes Best but Not Always
6. Lesson Summary
7. Quiz 10.8
1. Locke's Goal-Setting Theory
2. Employee Motivation
3. Goal-Setting Model
4. Lesson Summary
5. Quiz 10.9
1. Effective Reward Systems
2. Intrinsic Rewards
3. Intrinsic Rewards in the Workplace
4. Extrinsic Rewards
5. Extrinsic Rewards in the Workplace
6. Lesson Summary
7. Quiz 10.10
1. Job Redesign
2. Job Enrichment
3. Job Enlargement
4. Job Rotation
5. Lesson Summary
6. Quiz 10.11
1. How to Empower Your Employees
2. Supporting the Empowerment of Others
3. Lesson Summary
4. Quiz 10.12
1. Job Flexibility
2. Flextime and the Compressed Workweek
3. Job Sharing or Twinning
4. Telecommuting
5. Lesson Summary
6. Quiz 10.13
1. Introduction
1. The Vital Organ of Management
2. The Nature of Managerial Communication
3. The Importance of Effective Managerial Communication
4. Effective Communication When Planning, Organizing, Leading, and Controlling
5. Lesson Review
6. Quiz 11.1
1. Spandex, Anyone?
2. The Communication Process
3. Can You Hear Me Now?
4. Effective Communication in Action
5. Lesson Summary
6. Quiz 11.2
1. Spice is the Variety of Life
2. Interpersonal Communication
3. Nonverbal Communication
4. Written Communication
5. Oral Communication
6. Lesson Summary
7. Quiz 11.3
1. Organizational Communication
2. Formal Communication Channels
3. Informal Communication Channels
4. Lesson Summary
5. Quiz 11.4
1. The Conflict
2. Avoidance
3. Accommodation
4. Competition
5. Compromise
6. Collaboration
7. Lesson Summary
8. Quiz 11.5
1. Third-Party Interventions in Organizations
2. Mediation
3. Arbitration
4. Lesson Summary
5. Quiz 11.6
1. Perception and Bias
2. Attribution and Individual Behaviors
3. Alternative Means of Assigning Meaning to Behavior
4. Lesson Summary
5. Quiz 11.7
1. Introduction
1. Financial Controls
2. Financial Statements
3. Income Statements
4. Balance Sheets
5. Using Financial Statements
6. Lesson Summary
7. Quiz 12.1
1. Types of Budget Controls
2. Top-Down Budgeting
3. Bottom-Up Budgeting
4. Zero-Based Budgeting
5. Flexible Budgeting
6. Lesson Summary
7. Quiz 12.2
1. Financial Planning Process
2. Three Essential Questions
3. Cash and Profit Planning
4. Other Factors to Consider
5. Budgets
6. Lesson Summary
7. Quiz 12.3
1. Building a Budget
2. Planning the Budget
3. Getting Feedback
4. Updating and Issuing the Budget
5. Make Preparations for Next Year
6. Lesson Summary
7. Quiz 12.4
1. Introduction
1. What Is Human Resources Management?
2. Recruitment
3. External Recruiting
4. Internal Recruiting
5. Staffing Tasks for Managers
6. Lesson Summary
7. Quiz 13.1
1. What is the Hiring Process?
2. The Hiring Process in Action
3. Lesson Summary
4. Quiz 13.2
1. The First Day
2. What Does New Employee Orientation Look Like?
3. Lesson Summary
4. Quiz 13.3
1. From Here to There: Assessing Training Needs
2. The Process of Assessing Training Needs
3. Lesson Summary
4. Quiz 13.4
1. Types of Training Programs
2. Literacy Training
3. Interpersonal Skills Training
4. Technology Training
5. Problem-Solving Training
6. Diversity or Sensitivity Training
7. Lesson Summary
8. Quiz 13.5
1. Training Methods
2. On-the-Job Training
3. Job Rotation
4. Job Mentoring
5. Lesson Summary
6. Quiz 13.6
1. What Are Employee Rights?
2. Laws Prohibiting Discrimination
3. Other Statutory Protections
4. Public Policy Protections
5. Lesson Summary
6. Quiz 13.7
1. Employee Privacy - Competing Interests
2. Background Tests & Drug Testing
3. Employee Surveillance & Off-Duty Acts
4. Workplace Safety & Violence
5. Lesson Summary
6. Quiz 13.8
1. The Scope of Workplace Monitoring
2. Methods of Workplace Monitoring
3. Telephone
4. Computer
5. Mobile Devices
6. Email
7. Social Media
8. Video
9. Geolocation
10. Ethics
11. Benefits of Workplace Monitoring
12. Lesson Summary
13. Quiz 13.9
1. Human Resource Management: Laws and Regulations
2. Civil Rights Act of 1964, Title VII
3. Equal Employment Opportunity Commission (EEOC)
4. Sexual Harassment
5. Affirmative Action
6. Lesson Summary
7. Quiz 13.10
1. What Is a Hostile Work Environment?
2. Employment Laws
3. Enforcement of the Employment Laws
4. Lesson Summary
5. Quiz 13.11
1. Breaking Up Is Hard to Do
2. Documentation of Employee Performance
3. Compelling Reason for Termination
4. Set of Alternatives
5. Exit Interview
6. Written Statement of Termination
7. Lesson Summary
8. Quiz 13.12
1. Employee Performance Checkpoints
2. Commonly Used Employee Appraisals
3. Top-Down Appraisal
4. Management by Objectives (MBO)
5. Self-Assessment
6. 360 Degree Feedback
7. Lesson Summary
8. Quiz 13.13
1. 'Show Me the Money' and Other Benefits to Employment
2. Direct Compensation
3. Other Forms of Compensation
4. Indirect Compensation
5. Lesson Summary
6. Quiz 13.14
1. Collective Bargaining Function
2. Collective Bargaining Process
3. Going on Strike
4. Arbitration
5. Lesson Summary
6. Quiz 13.15
1. Introduction
1. The Planning Process
2. Environmental Scanning
3. Assemble a Strategy
4. Implement the Strategy
5. Monitor and Evaluate the Strategy
6. Lesson Summary
7. Quiz 14.1
1. What is Strategy Formulation?
2. The Process
3. The Process: Steps
4. The Process: Strategy
5. The Process: Culture
6. The Process: Action
7. Lesson Summary
8. Quiz 14.2
1. Four Key Functions
2. Technology
3. Innovation
4. Globalization and Diversity
5. Ethics
6. Lesson Summary
7. Quiz 14.3
1. Decision Making
2. Defining the Problem
3. Identifying Limiting Factors
4. Develop Potential Alternatives
5. Analyze the Alternatives
6. Implement the Alternative
7. Establish a Control and Evaluation System
8. Lesson Summary
9. Quiz 14.4
1. What Is Certain
2. Weighing Risk
3. Several Perspectives
4. Lesson Summary
5. Quiz 14.5
1. Decision Making Tools
2. The Decision Tree
3. Payback Analysis
4. Simulation
5. Lesson Summary
6. Quiz 14.6
1. Never Enough Time
2. PERT
3. Types of Time
4. Lesson Summary
5. Quiz 14.7
1. Benchmarking Defined
2. What Are Some Different Types of Benchmarking?
3. Benchmarking Process
4. A Real-World Example
5. Lesson Summary
6. Quiz 14.8
1. Introduction
1. Productivity and Quality
2. How Do Productivity and Quality Affect Profitability?
3. The Managers
4. Lesson Summary
5. Quiz 15.1
1. What Is Total Quality Management?
2. What Are the Five Principles of TQM?
3. Produce Quality Work the First Time
4. Focus on the Customer
5. Approach Improvement Strategically
6. Improve Continuously
7. Encourage Mutual Respect & Teamwork
8. How Does TQM Work Interdepartmentally?
9. Lesson Summary
10. Quiz 15.2
1. What Is Total Quality Management?
2. Important TQM Decisions
3. Implementing TQM
4. Lesson Summary
5. Quiz 15.3
1. TQM and the Men Who Made Us Think About It
2. Deming's Philosophy on TQM
3. Juran's Approach to Quality Planning, Control and Improvement
4. Crosby's Ideology of Conformance to Quality Standards
5. Lesson Summary
6. Quiz 15.4
1. What is ISO 9000 Certification?
2. The 8 Principles of ISO 9000
3. The ISO 9000 Certification Process
4. Lesson Summary
5. Quiz 15.5
1. Introduction
1. Ingredients in Management
2. Planning
3. Organizing
4. Staffing
5. Controlling
6. Leading
7. Lesson Summary
8. Quiz 16.1
1. Different Yet the Same
2. Cultural Awareness
3. Dealing with Uncertainty
4. Global Mindset
5. Lesson Summary
6. Quiz 16.2
1. Entering an International Market
2. Imports and Exports
3. Licensing
4. Joint Venture
5. Wholly Owned Subsidiary
6. Strategic Alliance
7. Lesson Summary
8. Quiz 16.3
1. Working in International Environments
2. Political and Legal
3. Sociocultural
4. Economic
5. Technical
6. Lesson Summary
7. Quiz 16.4
1. Diversity All Around Us
2. What Is Diversity?
3. Managing the Workforce
4. Talent Can Flourish and Grow
5. Language and Communication
6. Managing Varying Viewpoints
7. Lesson Summary
8. Quiz 16.5
1. Hofstede's Cultural Dimensions
2. The Different Types of Hofstede's Dimensions
3. What Do These Mean?
4. Lesson Summary
5. Quiz 16.6
1. Areas for Ethics in Contemporary Management
2. A Famous Lapse in Business Ethics
3. Ethics Makes Strange Bedfellows
4. Lesson Summary
5. Quiz 16.7
1. A Look at Ethics
2. What Are Business Ethics?
3. What Is Social Responsibility?
4. Ethics vs. Social Responsibility
5. Lesson Summary
6. Quiz 16.8
1. Technology Issues
2. Privacy and Monitoring of Employees
3. Privacy and Information Security
4. File Sharing and Copyright Infringement
5. Lesson Summary
6. Quiz 16.9
1. Ethical Behavior
2. Managing Ethical Behavior
3. Lesson Summary
4. Quiz 16.10
1. Ethical Balance
2. Shareholder Model
3. Stakeholder Model
4. Lesson Summary
5. Quiz 16.11
1. A Brave New World
2. What It Means to Be Social
3. So Who Does It?
4. Going All In
5. Lesson Summary
6. Quiz 16.12
1. Corporate Social Responsibility
2. Level One: Economic Responsibility
3. Level Two: Legal Responsibility
4. Level Three: Ethical Responsibility
5. Level Four: Philanthropic Responsibility
6. Lesson Summary
7. Quiz 16.13
1. Sustainable Development
2. Obstacles and Impact
3. Sustainable Development Solutions
4. Lesson Summary
5. Quiz 16.14
1. Assignment
1. Final exam

About this course

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CHAPTER 1 - Management Basics

Ch 1.1 - Management in Organizations: Top, Middle & Low-Level Managers

Ch 1.2 - Managerial Skills: How Good Managers Promote Productivity

Ch 1.3 - Henry Mintzberg's Managerial Roles

Ch 1.4 - Four Functions of Management: Planning, Organizing, Leading & Controlling

Ch 1.5 - Leading as a Function of Management

Ch 1.6 - Management vs. Leadership: The Difference Between a Manager & Leader

CHAPTER 2 - Classical School of Management

Ch 2.1 - Classical Management Theory (1900-1930): Definition

Ch 2.2 - Bureaucracy: Max Weber's Theory of Impersonal Management

Ch 2.3 - Classical Scientific School of Management

Ch 2.4 - Frederick Taylor & Management: Maximizing Productivity & Efficiency

Ch 2.5 - Gantt Charts & Bar Graphs: Henry Gantt's Contributions to Management

Ch 2.6 - Henri Fayol's Management Principles: Managing Departmental Task Organization

Ch 2.7 - Fayol's Theories on Staff Management and Worker Satisfaction

Ch 2.8 - Frank and Lillian Gilbreth's Motion Study

Ch 2.9 - Classical Administrative School of Management: Managing the Organization

Ch 2.10 - Mary Parker Follett: People-Oriented, Group-Network Management

Ch 2.11 - Chester Barnard: Informal Organizations and Acceptance Theory

CHAPTER 3 - Behavioral School of Management Theory

Ch 3.1 - Neoclassical Theory of Management: The Human Relations Approach

Ch 3.2 - Behavioral Management Theory: Understanding Employee Behavior & Motivation

Ch 3.3 - The Hawthorne Effect: The Study of Employee Productivity

Ch 3.4 - The Needs Theory: Motivating Employees with Maslow's Hierarchy of Needs

Ch 3.5 - Theory X & Theory Y: Two Types of Managers

CHAPTER 4 - They will work well in teams

Ch 4.1 - Modern Theory of Management

Ch 4.2 - Quantitative School of Management: Improving Managerial Decision-Making

Ch 4.3 - Operations Management: Focusing on Production Efficiency & Customer Satisfaction

Ch 4.4 - Systems Management Theory

Ch 4.5 - Contingency School of Management

Ch 4.6 - Quality School of Management: Kaizen & Reengineering Approaches

CHAPTER 5 - Organizational Change

Ch 5.1 - How Internal and External Factors Drive Organizational Change

Ch 5.2 - Types of Internal Organizational Change: Structural, Strategic, People, and Process

Ch 5.3 - Managerial Challenges Caused by Organizational Change

Ch 5.4 - The Planned Change Process

Ch 5.5 - Lewin's 3-Stage Model of Change: Unfreezing, Changing & Refreezing

Ch 5.6 - Kurt Lewin's Force-Field Analysis Change Model

Ch 5.7 - Kotter's 8-Step Change Model of Management

Ch 5.8 - Applying Kotter's 8-Step Change Model

Ch 5.9 - How Companies Become Learning Organizations

Ch 5.10 - Organizational Culture and Change

CHAPTER 6 - Organizing in Business Management

Ch 6.1 - Work Specialization in Organizations

Ch 6.2 - Authority in Centralized & Decentralized Organizations

Ch 6.3 - Strategy and Organizational Structure

Ch 6.4 - Organizational Design and Organizational Behavior

Ch 6.5 - Types of Traditional Organizational Designs: Simple, Functional & Divisional Designs

Ch 6.6 - Organizational Divisional Structure: Advantages, Disadvantages & Example

Ch 6.8 - Types of Contemporary Organizational Designs: Matrix, Team & Network Designs

Ch 6.8 - Mechanistic & Organic Organizational Business Structures

CHAPTER 7 - Work Teams

Ch 7.2 - Stages of Group Development: Forming, Storming, Norming, Performing & Adjourning

Ch 7.3 - Becoming a Cohesive Group: Using Team Building to Increase Group Cohesion

Ch 7.4 - Groupthink: Definition & Examples

Ch 7.5 - Team Conflict and the Work Process

CHAPTER 8 - Leading in Organizations

Ch 8.1 - Leadership: Leaders & Their Role in Organizations

Ch 8.2 - The Transformational Leader

Ch 8.3 - The Transactional Leader

Ch 8.4 - The Servant Leader

Ch 8.5 - The Laissez-faire Leader

Ch 8.6 - The Participative or Democratic Leader

Ch 8.7 - The Authoritarian or Autocratic Leader

Ch 8.8 - The Charismatic Leader

Ch 8.9 - The Situational Leader

Ch 8.10 - The Bureaucratic Leader

Ch 8.11 - The Blake Mouton Managerial Grid: Five Leadership Styles

Ch 8.12 - Personal Power: Referent and Expert Power

Ch 8.13 - Positional Power: Legitimate, Coercive & Reward Power

CHAPTER 9 - Leadership Theory

Ch 9.1 - Fiedler's Contingency Theory & a Leader's Situational Control

Ch 9.2 - Hersey-Blanchard's Model of Situational Leadership

Ch 9.3 - The Path-Goal Theory and Leadership Styles

CH 9.4 - Machiavellianism in Organizations: Justifying the Means by the Ends

Ch 9.5 - Leader-Member Exchange Theory and Organizational Behavior

Ch 9.6 - Trait Theories vs. Behavioral Theories of Leadership

Ch 9.7 - The Attribution Theory of Leadership

CHAPTER 10 - Motivation in the Workplace