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17 chapters · 117 video lessons with full transcriptsBusiness 101 · 3 credits · recommended for credit by NCCRS

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Chapter 1Foundations of Management and the Modern Manager

  1. 1.1 · 16 minWho Managers Are: Top, Middle, and Frontline Responsibilities
  2. 1.2 · 15 minBuilding Managerial Competence: Skills That Drive Workplace Productivity
  3. 1.3 · 14 minInside a Manager's Day: Mintzberg's Ten Managerial Roles

Chapter 2Core Management Functions and the Leadership Link

  1. 2.1 · 13 minPlanning, Organizing, Leading, and Controlling: The Management Cycle
  2. 2.2 · 12 minWhy Leadership Sits at the Heart of Management
  3. 2.3 · 13 minManagers vs. Leaders: Where the Two Roles Diverge and Overlap

Chapter 3The Classical Era of Management Thought

  1. 3.1 · 12 minTracing the Roots of Classical Management (1900-1930)
  2. 3.2 · 13 minWeber's Blueprint for Bureaucracy: Rules, Hierarchy, and Impersonality
  3. 3.3 · 12 minScientific Management in Practice: Taylor's Quest for Efficiency
  4. 3.4 · 11 minVisualizing Workflows: Henry Gantt's Charts and Planning Tools
  5. 3.5 · 12 minFayol's 14 Principles: Structuring Work and Supporting Staff
  6. 3.6 · 11 minTime, Motion, and the Worker: The Gilbreths' Efficiency Studies
  7. 3.7 · 12 minThe Administrative Perspective: Designing Organizations from the Top Down
  8. 3.8 · 12 minBridging Structure and People: Follett's Group Networks and Barnard's Acceptance Theory

Chapter 4The Human Side of Management

  1. 4.1 · 13 minRethinking the Worker: The Rise of Neoclassical and Behavioral Management
  2. 4.2 · 13 minWhat the Hawthorne Studies Taught Us About People at Work
  3. 4.3 · 13 minFrom Survival to Self-Actualization: Maslow's Hierarchy of Needs
  4. 4.4 · 13 minSeeing Employees Differently: McGregor's Theory X and Theory Y

Chapter 5Modern Management Perspectives

  1. 5.1 · 12 minContemporary Schools of Management: A Comparative View
  2. 5.2 · 13 minDecision Science at Work: The Quantitative Approach to Management
  3. 5.3 · 15 minRunning the Operation: Balancing Efficiency and Customer Value
  4. 5.4 · 13 minOrganizations as Systems: How the Parts Create the Whole
  5. 5.5 · 13 minThe Contingency View: No Single Best Way to Manage
  6. 5.6 · 13 minContinuous Improvement in Action: Kaizen, Reengineering, and the Quality Movement

Chapter 6Leading Organizational Change

  1. 6.1 · 14 minWhat Triggers Change: Pressures from Inside and Outside the Firm
  2. 6.2 · 12 minMapping Internal Change: Structure, Strategy, People, and Process
  3. 6.3 · 13 minLeading Through Uncertainty: The Manager's Role During Change
  4. 6.4 · 11 minTurning Intention into Action: The Planned Change Process
  5. 6.5 · 13 minLewin's Change Toolkit: Unfreeze-Change-Refreeze and Force-Field Analysis
  6. 6.6 · 13 minKotter's Eight Steps: Designing and Executing Successful Change
  7. 6.7 · 13 minThe Learning Organization: Building Capacity for Continuous Renewal
  8. 6.8 · 13 minCulture as a Force: How Shared Values Shape Change Outcomes

Chapter 7Designing the Organization

  1. 7.1 · 13 minDividing the Work: Specialization and the Logic of Labor
  2. 7.2 · 12 minWho Decides What: Centralized vs. Decentralized Authority
  3. 7.3 · 12 minMatching Structure to Strategy: How Organizational Design Follows Direction
  4. 7.4 · 12 minHow Design Shapes Behavior Inside Organizations
  5. 7.5 · 12 minTraditional Structures: Simple, Functional, and Divisional Forms
  6. 7.6 · 12 minWhen to Go Divisional: Scaling Through Separation
  7. 7.7 · 11 minNewer Structural Models: Matrix, Team, and Network Designs
  8. 7.8 · 12 minMechanistic vs. Organic: Two Opposing Ways to Organize

Chapter 8Team Dynamics: Building, Bonding, and Managing Conflict

  1. 8.1 · 11 minHow Teams Come Together: Tuckman's Five Stages of Group Development
  2. 8.2 · 12 minStronger Together: Team-Building Strategies That Enhance Group Cohesion
  3. 8.3 · 12 minWhen Agreement Becomes a Trap: Understanding Groupthink and Its Consequences
  4. 8.4 · 12 minFriction at Work: Navigating Team Conflict and Its Impact on Workflow

Chapter 9Leadership Styles and Sources of Influence

  1. 9.1 · 12 minWhat Leaders Really Do: Purpose and Impact in Organizations
  2. 9.2 · 11 minInspiring vs. Exchanging: Transformational and Transactional Leadership
  3. 9.3 · 11 minLeading by Serving: The Servant Leadership Philosophy
  4. 9.4 · 11 minStepping Back: The Laissez-Faire Leader
  5. 9.5 · 10 minLeading with the Team: Democratic and Participative Styles
  6. 9.6 · 12 minCommand and Control: The Autocratic Leader in Action
  7. 9.7 · 12 minPresence and Fit: Charismatic and Situational Leaders
  8. 9.8 · 12 minBy the Book: The Bureaucratic Leadership Approach
  9. 9.9 · 12 minReading the Grid: Blake and Mouton's 5 Styles of Leadership
  10. 9.10 · 12 minWhere Power Comes From: Personal and Positional Sources

Chapter 10Classic Theories and Models of Leadership

  1. 10.1 · 12 minFit and Control: Fiedler's Contingency Model
  2. 10.2 · 11 minAdapting to the Follower: Hersey and Blanchard's Situational Model
  3. 10.3 · 11 minClearing the Path: The Path-Goal Approach to Leadership
  4. 10.4 · 12 minThe Dark Side of Influence: Machiavellianism in the Workplace
  5. 10.5 · 11 minInside the Circle: Leader-Member Exchange Theory
  6. 10.6 · 10 minBorn or Made? Trait Theories Meet Behavioral Theories
  7. 10.7 · 11 minExplaining the Leader: The Attribution Perspective

Chapter 11Motivation in the Workplace

  1. 11.1 · 12 minWhy People Work: Content Theories vs. Process Theories
  2. 11.2 · 11 minGreat Expectations: The Pygmalion Effect in Management
  3. 11.3 · 12 minUnpacking Content Theories: Herzberg, Alderfer, and McClelland on Employee Needs
  4. 11.4 · 13 minFair Pay, Fair Effort: Adams' Equity Theory of Motivation
  5. 11.5 · 12 minEffort, Performance, and Reward: Vroom's Expectancy Theory
  6. 11.6 · 12 minShaping Behavior: Thorndike and the Power of Reinforcement
  7. 11.7 · 12 minAiming Higher: Locke's Goal-Setting Theory
  8. 11.8 · 12 minWhat Motivates Beyond Pay: Intrinsic and Extrinsic Reward Systems
  9. 11.9 · 13 minMaking Work Meaningful: Job Enrichment, Enlargement, and Rotation
  10. 11.10 · 13 minGiving Power to Perform: Employee Empowerment in Practice
  11. 11.11 · 14 minWork on Your Terms: The Rise of Job Flexibility

Chapter 12Communication and Financial Control

  1. 12.1 · 12 minManagement by Message: Why Communication Drives Everything
  2. 12.2 · 13 minAnatomy of a Message: The Communication Process Explained
  3. 12.3 · 13 minChannels That Carry Meaning: Interpersonal, Nonverbal, Written, and Oral
  4. 12.4 · 12 minMoving Information Effectively: Organizational Communication Strategies
  5. 12.5 · 13 minWorking Through Disagreement: Approaches to Conflict Resolution
  6. 12.6 · 13 minWhen Outsiders Step In: Mediation and Arbitration
  7. 12.7 · 14 minKeeping the Numbers Honest: Financial Controls in Organizations
  8. 12.8 · 12 minBudgeting Methods Compared: Top-Down, Bottom-Up, Zero-Based, and Flexible
  9. 12.9 · 12 minCharting the Financial Course: The Financial Planning Process
  10. 12.10 · 11 minBuilding the Corporate Budget: From Forecasts to Final Numbers

Chapter 13Human Resource Management

  1. 13.1 · 13 minThe Big Picture of HR: Acquiring and Deploying Talent
  2. 13.2 · 12 minFinding the Right People: The Recruitment Process Step by Step
  3. 13.3 · 12 minThe First 90 Days: What Good Onboarding Looks Like
  4. 13.4 · 14 minDiagnosing Skill Gaps: Identifying Training Needs
  5. 13.5 · 13 minDeveloping the Workforce: Training Programs, Mentoring, On-the-Job Learning, and Rotation
  6. 13.6 · 13 minRespect at Work: Employee Rights, Privacy, and Safety
  7. 13.7 · 13 minWatching the Workplace: Monitoring Techniques, Ethics, and the Law
  8. 13.8 · 14 minPlaying by the Rules: HR Laws, Regulations, and Hostile Work Environments
  9. 13.9 · 12 minEnding the Relationship: Termination Procedures and Best Practices
  10. 13.10 · 13 minMeasuring Performance: Appraisals and the 360-Degree Feedback Approach
  11. 13.11 · 13 minPaying for Work: Understanding Compensation and Total Rewards
  12. 13.12 · 14 minWhen Workers Unite: The Role of Collective Bargaining

Chapter 14Strategic Management and Decision-Making

  1. 14.1 · 11 minThe Strategic Management Process: From Vision to Execution
  2. 14.2 · 12 minCrafting Strategy: Frameworks, Models, and Business Environments
  3. 14.3 · 11 minHow Decisions Get Made: The Managerial Decision Process
  4. 14.4 · 11 minDecision-Making Under Certainty, Risk, and Uncertainty
  5. 14.5 · 13 minTools for Sharper Decisions: Decision Trees, Payback Analysis, Simulation, and PERT
  6. 14.6 · 12 minLearning from the Best: Benchmarking for Organizational Improvement

Chapter 15Productivity and Quality Management

  1. 15.1 · 12 minThe Productivity-Quality-Profit Triangle: Where Managers Add Value
  2. 15.2 · 13 minTotal Quality Management: Principles, Pioneers, and Implementation
  3. 15.3 · 12 minMeeting the Global Standard: The ISO 9000 Certification Process

Chapter 16Global Management and Cultural Diversity

  1. 16.1 · 11 minManaging Across Borders: What Global Leaders Actually Do
  2. 16.2 · 11 minThe Global Manager's Toolkit: Traits That Travel Well
  3. 16.3 · 13 minGoing Global: How Businesses Expand Beyond Home Markets
  4. 16.4 · 13 minRunning the International Firm: Smart Strategies and Common Traps
  5. 16.5 · 12 minDiversity at Work: Why Differences Drive Stronger Teams
  6. 16.6 · 13 minCulture Decoded: Hofstede's Framework for Understanding National Differences
  7. 16.7 · 12 minDoing the Right Thing: Ethics in Modern Business

Chapter 17Ethics, Social Responsibility, and Sustainability

  1. 17.1 · 11 minEthics vs. Social Responsibility: What Businesses Owe and to Whom
  2. 17.2 · 13 minEthics in the Age of Tech: Navigating Digital Dilemmas
  3. 17.3 · 12 minBuilding an Ethical Workplace: Culture, Codes, and Conduct
  4. 17.4 · 13 minWhose Interests Come First? Owners, Stockholders, and Stakeholders
  5. 17.5 · 12 minSocial Responsibility: What Organizations Owe Society
  6. 17.6 · 12 minCSR in Layers: Corporate Responsibility at Every Level
  7. 17.7 · 14 minSustainable Development: Promise, Practice, and Pitfalls

FAQ

Questions about Principles of Management

Is this Principles of Management lesson free?
Yes, with a free UPI Study account. Every one of the 117 video lessons in Principles of Management has its own page with the full transcript, free to read; a free account unlocks the videos. The practice quizzes, graded work and college credit come with the course.
How many college credits is Principles of Management?
Principles of Management (Business 101) carries a NCCRS credit recommendation for 3 semester credits. ACE and NCCRS have over 2,100 cooperating colleges that will consider accepting credits; the final decision is with the universities.
How much does Principles of Management cost and what is included?
$250, paid once, with lifetime access: all 117 video lessons, a practice quiz after each, the graded work and final exam, and an official transcript when you finish. Students who want several courses choose UPI Study PRO instead.
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UPI Study has signed partner agreements with universities such as Thomas Edison State University, University of the People and Charter Oak State College, and works with universities such as Penn State, SNHU and SUNY. ACE and NCCRS have over 2,100 cooperating colleges that will consider accepting credits; the final decision is with the universities. Use "Find my college" on this page to check yours.
Can I download the Principles of Management syllabus?
Yes, the full syllabus is a free PDF download; it asks you to sign in with a free UPI Study account first.
How long does Principles of Management take?
It is self-paced with no deadlines. The 117 lessons total about 24 hours of video; most students add reading and practice time and finish in a few weeks to a few months, on their own schedule.
Do I need a prerequisite first?
Chapter 1 starts from who managers are and what they do, so no business background is needed. UPI Study also offers Foundations of Leadership and Leadership and Organizational Behavior as separate courses.
How are the exams done?
Quizzes and assignments are online in the course. The final exam is taken online with proctoring; a person on the UPI Study team checks assignments, usually within two days.
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