assignment on principles of management

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The assignments in this course are openly licensed, and are available as-is, or can be modified to suit your students’ needs. Selected answer keys are available to faculty who adopt Waymaker, OHM, or Candela courses with paid support from Lumen Learning. This approach helps us protect the academic integrity of these materials by ensuring they are shared only with authorized and institution-affiliated faculty and staff.

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Half of the written assignments are based on a fictional business called “Sun City Boards.” The business is initially profiled in the Why It Matters and Putting It Together sections of the Planning and Mission module. Additional information about the business appears in the Scenario and Preparation sections of each assignment. While these assignments work well together as a common framework for applying knowledge and skills developed through the course, it is not required to use all of the Sun City Boards assignments. Each assignment can stand on its own with the background information provided in previous assignments.

The other written assignments and discussions use a variety of approaches, depending on the subject and learning outcome being assessed; many ask students to go beyond course content to form connections between research topics and what they’ve learned in class. We recommend assigning one discussion OR one assignment per chapter , rather than all of them.

You can view them below or throughout the course.

*This discussion invites conversation on race, which might require additional monitoring and involvement from instructors. This blog post from the Choices Program at Brown University contains links to helpful resources to facilitate talking about race in the classroom: “Approaching Race in the Classroom, Actively”

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Principles of Management

(17 reviews)

ISBN 13: 9781946135186

Publisher: University of Minnesota Libraries Publishing

Language: English

Formats Available

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Learn more about reviews.

Reviewed by Anjali Chaudhry, Professor, Dominican University on 10/27/22

Comprehensiveness rating: 3 see less

This open text covers all pertinent areas related to principles of management. Any core business class on management focuses on the four functions of management- planning, organizing, leading, and controlling. This material does a good job going over key concepts as well as terminology relevant in this area. Some of the examples may be outdated but that is understandable considering that this book was published in 2015 and the fact that the world of business has been experiencing a number of transitions. I am not too happy with the leadership chapter. Then again, in my opinion, most textbooks do a poor job with this topic.

Content Accuracy rating: 4

The content is error-free, unbiased, and for the most part accurate. I specially appreciate the links for research and other sources from which the text draws support.

Relevance/Longevity rating: 4

Content is mostly up-to-date and therefore, I am not too concerned about the lack of editions that such a format does not offer. My recommendation is to use the book as a basic text and then use other sources such as news articles, cases, and simulations to incorporate the role of current workplace context into the study of management. What aspects of management are relevant in the modern workplace (e.g., traditional organizational designs) or how new developments such as the gig economy can be understood using the management lens can easily be taught with a few additional resources that bolster this open source book material. If and when updates are needed, I am fairly certain that these can be done in a relatively easy and straightforward manner.

Clarity rating: 5

The text is written in a clear and easy to understand style. It introduces most of the key terms and accepted jargon from the field.

Consistency rating: 4

The text is internally consistent in terms of terminology and framework.

Modularity rating: 4

The text has been divided in chapters and sub-sections each with its own hyperlink that makes it easy to move from one section to the next.

Organization/Structure/Flow rating: 5

The logical organization and simple structure of the textbook is one of its strengths.

Interface rating: 4

The text uses relevant graphs and images that I frequently use to review key points from a section. The illustrations are meaningful and well-placed.

Grammatical Errors rating: 5

I did not notice any glaring grammatical errors.

Cultural Relevance rating: 4

The text has been written to be relevant for students in the US. I am not sure whether the examples will be too applicable for those studying management in other countries. I did not find any instances where the text could be perceived as culturally insensitive or offensive to any demographics.

I have adopted this book for my core management course, and I plan to continue to use it.

Reviewed by John Strifler, Associate Adjunct, University of Indianapolis on 4/22/21

The text is appears to be an excellent text to introduce the P-O-L-C management principles, and promote the key elements of strategy, entrepreneurship, and leadership development in students. Highlights: Chapter 1 introduces the concepts... read more

Comprehensiveness rating: 4 see less

The text is appears to be an excellent text to introduce the P-O-L-C management principles, and promote the key elements of strategy, entrepreneurship, and leadership development in students.

Highlights: Chapter 1 introduces the concepts thoroughly and sets the approach the rest of the book utilizes. A concise history of management thought is found in chapter 3. The summary element at end of each section ( Key Takeaway) is excellent reference for learner. With the references at the end of each section, one can pull a section out for use in a teaching setting and retain the references.

Content Accuracy rating: 5

The authors are clear in the beginning that they focus performance on the triple bottom line - financial, social, and environmental - and appear faithful in maintaining this approach throughout. There are no obvious errors in examples used to illustrate principles.

Examples remain accurate and relevant in explaining the concepts, however, I would utilize additional, more recent examples - noting that the text is substantially the same as its 2010 original publication.

For example, the section 3.4 addresses contemporary principles of management addressing social movements has the latest citation in 2007. Social networks have seen a significant shift.

Level of writing is suited for early college or even college prep use. A Key term summary at the end of each section or chapter would add to its usefulness.

Consistency rating: 5

The textbook follows a consistent formatting, allowing for scanning through thumbnails to find illustrations or desired summaries

Modularity rating: 5

The way the chapters are sectioned and summarized, makes for ease of modular use. Consistently starts each new section on new page, which allows for ease of sub-dividing the material. Again, the practice of placing citations at the end of each section further adds to the modularity.

The text follows logical approach in the order of topics, similar to other management texts.

Interface rating: 5

I viewed the text in its PDF format, and found it clean to view and all images were displayed properly. Searching and navigation had no issues. Having a full feature PDF viewer will simplify the process of accessing and using sections separately.

No obvious grammatical issues

Cultural Relevance rating: 5

A variety of images used with a diversity of individuals. The examples used appear to be "globally" recognized.

Will utilize sections of this text as supplemental material to provide students additional information.

Reviewed by JOE MESSER, Professor of Entrepreneurship, Manchester University on 4/2/21

I have been a business owner for 30 years and taught business management for the last 12 years. I found this text to cover all the important areas of management. Plan, Organize, Lead, and Control, were introduced early on (page 19) and each... read more

Comprehensiveness rating: 5 see less

This book is well suited for an entry level course in management. Students do not need a business background before reading this text. I appreciated the current examples that were used. This will keep students engaged.

Relevance/Longevity rating: 5

Management basics were covered very well. Examples were recent and relevant. The companies that were used as examples (SAS, Xerox, Toyota, Nucor, Google, etc. are companies that should be relevant businesses years from now.

The text was easy to read and the vocabulary was appropriate for an introductory course.

The flow and layout of the book stayed the same throughout all 16 chapters.

I found some of the sections within the chapters to be too verbose. I will cut out some of the sections (modules) in order to have time to go more in detail in other areas. For that reason the modularity is good.

The organization of the book made sense to me.

Interface rating: 2

I am still struggling trying to get access to any educational resources that go along with the book. Slides, exams, etc.

I did not run into any grammatical issues.

The text was culturally appropriate with no biases.

I intend to use this text assuming a can locate the teaching resources that go along with it. I look forward to saving my students money by using this text.

Reviewed by B'Ann Dittmar, Instructor, Clarke University on 1/7/21

Like most Principles of Management textbooks, this book has a wide breadth of topics that are covered that are relevant to the subject area. Consistent with a principles course, it does not go into great depth in most areas, as those deeper dives are saved for more advanced courses. I currently use McGraw Hill's "Management: Leading & Collaborating in a Competitive World" 14th edition by authors, Thomas S. Bateman and Scott A. Snell, which is very comprehensive, and this text covers similar subject areas. The OpenStax text appears more succinct in the length of the chapters but provides adequate coverage without a lot of fluff / filler. The OpenStax text uses a couple of photo images per chapter, as well as several colorful graphics and illustrations, with adequate white space, to make it easy to read and to digest, as well as to maintain interest.

I did not see any inaccuracies within the OpenStax Principles of Management text. The text appears to remain updated with relevant examples for discussion purposes and for students to relate to.

The content provided is relevant and the examples / references to today's world provided seemed to span from 2016-2018, from what I saw. Example companies included Starbucks and Amazon, which are both relevant organizations that college students would know and have an interest in learning about. It is a contemporary text and does not feel dated. I would love to see some direct links within the text to the real-world topics that are being discussed, so students could click on them to get more information and an in-depth view, versus just a brief mention of a topic or issue. The student’s study guide contains some links like these, but it would be great to have some within the chapter, itself.

This text is easy to read, clear, and to the point. There are definitions provided for clarification, in the chapters, as well as in a list at the end of each chapter. A recommendation would be to put the chapter title and subject area on both the first page of the chapter, as well as listing it as a running head on the main window with the chapter readings. This information is currently listed along the left-hand side of the page in the table of contents, only and each chapter begins with an image and the learning outcomes on the page, but no mention of the chapter number or subject. I think this addition would provide more clarity.

Each chapter has consistency in layout and design. After each of the chapter concepts are covered, the chapter concludes with the following: • Key Terms • Summary of Learning Outcomes • Chapter Review Questions • Management Skills Application Exercises • Managerial Decision Exercises • Critical Thinking Case These resources provide a good review, as well as offering opportunities for students to synthesize / apply what they have learned. It also offers instructors the opportunity to use some of these tools for discussion.

This textbook would allow you to set up your course in a variety of modalities, as you can decide how many and which chapters you would like to use, depending on how many weeks long your course will be. It can certainly be used in a synchronous or asynchronous course, with online, hybrid, or in-person delivery. The Instructor Pack also includes several resources to take your course online and offers “cartridges” to integrate into several learning management systems, including Blackboard, Moodle, D2L Course, and Canvas.

The text appears to be well organized, overall. One chapter that could possibly be moved is the “History of Management” chapter, which is the third chapter. My current textbook addresses the history of management as an appendix to Chapter 1, which seems to make sense to me. The OpenStax text places it after Chapter 1, Managing and Performing, and after Chapter 2, Managerial Decision-Making. It may be appropriate to have Chapter 1 first, so students understand what management is, and then go into what happened in the history of management, as past events can be predictors for the future. The placement of the history chapter is not a real concern, but it just made me pause and wonder why it was placed where it was.

The interface appeared clear and functioned well. I tried it on both a laptop as well as on my iPhone. One thing I noticed as far as navigation is that when I wanted to jump to another chapter, I would click on the chapter link in the list on the left-hand tool bar, but it would not change the screen to take me there. Rather, it would open a list of drop downs for options of topics to select within that chapter. I think most people want to start at the beginning of a chapter and a click could be saved if they were taken to the beginning of the chapter when they click on the chapter title. That click could still also open the chapter options, and if they wanted to go somewhere else, they could do that.

I did not see any grammatical errors.

I appreciated that this text offered diverse images and examples that included a variety of demographics and cultural aspects. Further, you feel their commitment to diversity when you read their six-page Diversity and Representation Guidelines, which details their commitment to improving representation and diversity in OER materials. This is something that I appreciate and look for when reviewing textbook materials for use in my courses.

Overall, I believe this text is a great option for instructors and for students. I currently use the McGraw-Hill Connect access for online quizzes and exams, which include a built-in proctoring system to eliminate cheating in an online environment and would like an option for doing something similar with this open textbook. I appreciate that there are a variety of options for accessing this textbook, from an app, to a download, to viewing online, or even ordering a printed copy- all provide plenty of options for students. I also like that students can highlight within the chapters when viewing online. When I am looking to adopt a text, I am very interested in the Instructor Resources. This text offers guided lecture notes and PowerPoints as well as a test bank in Word format. Unfortunately, I found the PowerPoints to be lacking. I happen to teach Business Communications, which includes how to put together an effective PowerPoint, and typically "less is more." The PowerPoints that accompany this textbook have a plain white background with black text and no real template, so they don't look very interesting and they are inconsistent from slide to slide in their look. They also contain WAY too much text, often including full paragraphs. They should just have bullet points and save the "extra content" as lecture notes outside of the presentation slides. I did appreciate that some of the PowerPoint slides included embedded links to TED Talks and other example videos, including scenes from Apollo 13, as well as including discussion questions regarding those videos. If OpenStax: 1. Offered pre-made quiz and exam options vs. downloading a Word document with all the quiz questions and 2. They partnered with a low-cost proctoring service as an add-on solution, and 3. Updated the PowerPoint slide deck, I would be very interested in adopting this text. It offers a lot of value for an open resource.

Reviewed by Jose-Luis (Joe) Iglesias, Assistant professor of Management, USC-Beaufort on 8/25/20

I believe that the examples and cases are appropriate to demonstrate the applicability of management concepts. However, I wish that the authors could be able to update the examples and cases to a more recent world reality. Overall, the index and... read more

I believe the content is appropriate for an introductory text in management.

The text provides the authors with the opportunity for updates.

Clarity rating: 4

The textbook uses an easy to understand verbatim and accessible concepts for non-business major students.

Consistency rating: 3

Terminology and frameworks are acceptable for an introduction to management. However, I would advise the authors to provide detailed information on the theories that support managerial functions.

I believe that modularity is an option. However, the instructor will need to add extra readings and complementary contents such as videos.

The sequence of managerial functions is well organized and explored in the text.

No interface issues noticed.

Grammatical Errors rating: 1

No grammatical mistakes noticed.

Cultural Relevance rating: 1

I believe that the diversity of examples and in the pictures represents a good example of inclusion.

I would consider the adoption of this textbook to an elective class in management, or management 101.

Reviewed by Linda Williamson, Program Lead, Business Administration, Klamath Community College on 3/13/19

I have reviewed numerous books related to management over the past 15 years and this text includes several components that I often need to add to the textbooks I am using. For example, there is wonderful language related to the "balanced scorecard" included in this text. I also like the depth of content related to innovation and strategic thinking that is referenced across several chapters.

I thoroughly read most chapters and carefully scanned the others; accuracy across words, figures, and exhibits appears to be strong. I did not detect any bias on the part of the authors, and in fact appreciated the wide array of business examples used to support their concepts.

The overall content in this textbook appears to be extremely relevant. Current and appropriate businesses are profiled throughout and related discussion questions seem to focus on real-world issues related to management. Chapter 2 in this text focuses on the individual student and includes substantial self-assessment; this is exactly how I teach my current Management Fundamentals course as I believe effective managers need to be aware of how they communicate with others before they can implement management tools and strategies.

This book does seem to be written in clear, concise prose, with good support and definition for new terms (and for jargon). References are provided throughout the content (including the business cases) with additional explanation for new or "involved" topics. I see consistency throughout the chapters in flow and tone, which is not always true when there are multiple authors.

This textbook appear to be consistent in the use of terminology and also in the overall framework of the content. For example, consistency in starting each chapter ("What's in it for me?"), the "Key Takeaways" at the end of each section, and the consistent reference to POLC (Planning, Organizing, Leading, Controlling) figure to consistently remind the reader how/where the new chapter content fits in to the overall role of management. Very effective!

I love the "chunks" and short chapter sections in this textbook! Each chapter has clearly defined sections (which a student can navigate directly to by using the tabs on the left of the page as soon as a "chapter" is selected) and yet the conclusion of each section and chapter still ties everything in to place. Very well designed.

Organization/Structure/Flow rating: 4

The text is well organized in content, though I tend to like the "POLC" sections to be more clearly defined as "sections" of the textbook (again, the POLC figure at the start of each chapter does clear show which element the new content attaches to). There is logical flow to the content within the chapters and throughout the text overall.

I like the navigation of this textbook. Like any electronic resource, it takes a bit of getting familiar with, but it appears to be very user-friendly. When I facilitate a class using an OER, I like to have the entire textbook available in the very first module of my course in addition to having each assigned chapter available for access directly within the module that includes that specific chapter. I did not experiment to see if that would be an option with this resource.

None that I could find!

I found several examples that supported very respectful references to different cultures/people. My favorite actually involves a story of Goodwill...rather than do the traditional focus on who Goodwill serves, the authors instead focus on how the company is innovative in their strategic planning. In my opinion, that reference not only shows a different light on this company but also reminds the reader of the need for nonprofit organizations to be focused on innovation. A win-win!

I will likely select this textbook next year for my Management Fundamentals course. The authors stress upfront the necessity of determining competitive advantage and continue that theme throughout the book, which is incredibly relevant for management. The cases, discussion questions, and indepth content related to assessments (for personal growth and also for company performance such as the balanced scorecard) add a great array of materials to incorporate into this course. I really like this textbook!

Reviewed by Jeanine Parolini, Teaching Partner, Bethel University on 12/3/18

Principles of Management provides a comprehensive overview of key management and leadership principles for my professional adult undergraduate students. In our program, it is vital that we offer students a progressive big picture overview of the areas they need to consider in leading and managing others, and Principles of Management is that resource for our students. It is easy to access the information in this resource.

Our professional adult students need a resource that they are able to connect with and apply directly to their professional lives. Principles of Management addresses current topics that my students are dealing with in their workplaces, and it offers insights into the personal and professional management and leadership issues that pertain to most organizations today.

My adult professional undergraduate students are able to engage with the content and apply it to their personal and professional lives. The cases and examples in this resources are also relevant to students' experiences and contexts. At the same time, please keep the book up to date with considering a future revision in 2 to 5 years so that the information, examples and cases remain current.

The information is presented to my professional adult undergraduate students in a way that is engaging, practical, and accessible. The books connects well with business students and business issues.

When I engage the students in using the terminology and frameworks from Principles of Management in their papers and presentations, I am finding that students are digesting and utilizing the information properly and insightfully. They are applying it to their personal and professional lives. As I interact with students in both face to face and online venues, my experience is that students are remembering and practically using the terms and frameworks in real life applications.

Presently, I am using most of the book in my professional adult undergraduate business management course. I am able to offer several chapters in Principles of Management each week as I integrate in other articles and videos to support the week's topics. Students have commented in their evaluations that the reading is accessible, practical, interconnected with the week's topic, and a fair amount of reading for the course.

The chapters are well organized in Principles of Management and the topics in each chapter build upon each other throughout the chapter. The progression of the information in each chapter flows well and supports the practical outcomes such as discussion forums, presentations or writing assignments in my course.

For the most part the text is free from navigation issues. The one area for development is to make sure it is clear when it is a chapter subheading and when it is a figure subheading. Perhaps using a different size font or bolding or italicizing the font for one of those titles may be helpful. I have been confused at times when a figure title falls on the previous page of the actual figure, yet the chapter subheading is at the top of the figure. I have also experienced students' questions on this as well when they are being asked to assess a certain figure in the reading material and want to be sure they have the correct figure. I'd appreciate clearing this up in the next version to avoid confusion.

The text appears to be free from mechanical issues and grammatical errors. I am proud of the way the text presents itself to our professional adult undergrad students.

Cultural inclusion is important to me so I am sensitive to inclusivity of races, ethnicities and backgrounds in my approach to resources and the classroom environment. Principles of Management provides support to cultural inclusion in it's discussion of globalization and global trends, values-based leadership, and to some level related to ethics and culture. At the same time, this is a key area to keep up to date on and to realize that the globe is in our workplaces everyday with our diversity. In future revisions, I suggest taking this area to another level in helping readers to manage an innovative and diverse workplace to a greater level by being aware of cultural bias and learning through differences. I supplement the books information with additional material related to bias, insecurity and personal/cultural maturity.

Principles of Management is an engaging resource for my professional adult undergrad business students because it provides a general overview of key management and leadership topics with the opportunity for practical application through examples, cases, questions, and relevant frameworks that I can then incorporate into my weekly assignments.

Reviewed by Valerie Wallingford, Professor, Bemidji State University on 6/19/18

There should be a chapter devoted to the 4 functions of management (planning, leading, organizing & controlling) versus just one chapter covering all four primary functions of management so that is why I have ranked it a 3. read more

Text is accurate, case studies are outdated.

Textbook is up-to-date except cases.

The book's clarity is good as provides adequate context for terminology utilized. Easy to understand and comprehend.

Yes, the text is consistent throughout.

Yes, the text is easily readable and chapters are easily divisible into smaller reading sections which makes it nice if the professor doesn't want to cover the entire chapter just sections. There are pictures, charts, etc. that also break up the reading.

The organization/flow/structure are similar to many principles of management texts with possibly moving mission/vision chapter earlier but professor can assign chapters in the order they prefer.

The interface is good, as I had no issues with navigation, distortion, or display features.

No grammatical errors were found.

The text was not culturally insensitive or offensive in any way. It was inclusive of a variety of races, ethnicities, and backgrounds.

Reviewed by K Doreen MacAulay, Instructor II, University of South Florida on 3/27/18

The material covers all the basic requirements for a principles of management course. The concepts and applications are on par with what is being taught. I feel the examples are a little dated, but that is something that could easily be augmented... read more

The content of this book is very accurate and I did not find any errors in the delivery of the information.

Relevance/Longevity rating: 3

The concepts are up to date with what is important and covered in a principles of management course. The examples, although relevant to the material, could be a little more up to date. As note, however, this is something that could easily be addressed through classwork.

The concepts, theories and general knowledge delivered in this book as exactly what one would expect to find in a good Principles of Management book.

There are no consistency issues that I found throughout the reading of this book.

The segments within each of the chapters of the book made for an easy and logical flow to the material. Each segment lends itself easily to the learning process for the reader.

Organization/Structure/Flow rating: 2

The actually order of the book chapters, however, did not seem to fit a traditional model. I would not teach the chapters in the order that they are provided, however, I would use all the material provided. Example: I would have motivating after leading; the structure chapter near the end and make chapter 13 - chapter 14 and chapter 14 be chapter 13.

To me a logical concept flow goes from a general introduction, strategy and the go micro level to macro level. This book's order of chapters does not seem to have a clear path.

Some of the pictures seemed out of place because they were small. As well, there was not a uniformed look to the pictures which took away a little from the appearance, but overall the material was easy to read and that is the main point.

Grammatical Errors rating: 4

Easy to read and understand.

Clearly based in a American capitalist approach to knowledge, this book is on par with most American textbooks in this area.

I look forward to incorporating this textbook into my class. I believe for a survey course like this, this work is the ideal foundation to help the students learn.

Reviewed by Debby Thomas, Assistant Professor of Management, George Fox University on 2/1/18

The text covers the basics that other Principles of Management texts do. read more

The text covers the basics that other Principles of Management texts do.

I have found this textbook to be clear and accurate. The case studies are a bit dated, but relevant.

The content of this book is organized around management concepts and principles that will not quickly go out of date. The case studies are concise, practical and relevant and should be fairly easy for the publishers to update occasionally.

This book is written in a way that the concepts are covered thoroughly without being verbose or difficult to understand. The concepts are presented in a way that is easy to comprehend and encourages application.

The terminology and framework of the text are consistent. One minor improvement would be to have a comprehensive table of contents at the beginning of the book (presently there is a table of contents of each chapter at the beginning of the chapter). This would help students follow the overall flow of the text more easily.

This text provides numbered sections for each chapter. I find this helpful and I don't always assign the whole chapter as reading for one class. I can be precise about exactly which parts of which chapters I want the students to read. The text has pictures and charts or graphs to break up the text, and the sections are generally short enough to hold a student's attention.

The topics are presented in a logical fashion. As with most Principles of Management textbooks its impossible to get through all of the content in one semester, but the set up works well to emphasize certain chapters more than others.

The book comes in multiple formats for the convenience of the reader. The PDF is usable only with the use of the built in table of contents (no clickable links to chapters in the PDF).

The text does not contain grammatical errors.

The pictures in the text include people of a variety of ethnicities. I have not found anything in the book that is insensitive or offensive in any way. It also introduces the concepts of unconscious bias early in the text.

Reviewed by Mindy Bean, Faculty, Linn-Benton Community College on 6/20/17

The Principles of Management heavily relies of the POLC method of Planning, Organizing, Leading, and Controlling. The text was unique in covering the basics of each area within each context while tying it in with many factors that managers deal... read more

The books content was very accurate to the date that the sources were presented. A lot of resources were during the recession or before the recession. I feel like an OER that was adapted from 2010 should have included a few more updated examples.

The books concepts will keep for a while, when it comes to management theories there are always more being presented (fades) and there are those that keep the core concepts. I believe this book covers on the hard fundamentals of management while expressing the common trends of management in certain business industries. With technological advances and competitive nature of business, this book's relevance and longevity is based more on the subject matter.

The writing is adequate for the topics being presented. The many examples of firm situations and how they applied the concepts were well placed and had a good consistency until the end of the text. The jargon was appropriate for the subject matter.

The book carried consistent terminology and framework. The rhythm in which the reader gets used to is consistent except for two chapters toward the end in which it extended on my laptop to being about 25 pages. The way in which terms are presented are not in bold but mainly italic or overly emphasized. I believe it to be an easier read then most materials I have came across.

The book was easy and readily divisible into smaller reading sections besides the two chapters I previously mentioned towards the end. I personally would use the OER in that way due to its design to prevent good amounts of information without disruption.

The organization of the text was presented well. It was different from other materials that focus on the POLC and cover each section individually in order. I was impressed by the clear fashion that information was laid out by relating each topic outside of POLC that managers have to deal with and correlating to how it works with POLC when necessary.

The interface worked well. I pulled the book up on three different forms and systems. It was consistent, the visual aids/charts were presented well and I was able to see them all clearly. The only thing I personally didn't like was downloaded on iBooks you had to swipe versus clicking to turn the page.

The cultural relevance was accurate. I did not see any insensitive or offensive material.

I did have problems trying to get this on my Kindle.

Reviewed by Irene Seto, Faculty, Portland Community College on 6/20/17

I was involved with modifying an existing course to utilizes Open Education Resources in our introduction to Management Supervisory course. This text book is one that we selected a few chapters from for our course. I found this book covers all the... read more

I did not encounter any biased or inaccurate information in the textbook.

The principles of Business be the same, but the business world and our technology is constantly changing. I would imagine minor updates of examples and case studies would be needed every 2-3 years.

I found the chapters easy to read and follow. Key terminologies were highlighted and explained well.

Each chapter's layout is consistent and created an easy to follow framework.

The chapters are well organized, similar to many introductory Management textbook. The learning objective and summary for each chapter is good.

The flow of the chapters are fine. But we did not use all of the chapters for our course. Personally, I would put Globalization and Valued Based Leadership (Chapter 3) toward the end.

The embedded links that I came across to and tested were fine. There were not many graphics.

I did not found grammatical errors.

Nothing really stood out that seem to be culturally insensitive.

Page numbers would be helpful!

Reviewed by Holly Jean Greene, Lecturer, University of Tennessee, Knoxville on 6/20/17

The textbook covers subject matter found in most management texts such as the four foundations of management - planning, organizing, leading and controlling ( P-O-L-C). In fact, each chapter links back to P-O-L-C very well. The textbook covers... read more

The textbook covers organizational structure & culture, planning & goal setting, strategy & decision making, teams, leadership & motivation too. A few additional topics covered are social media and communication. One of the text strengths is in it's brevity: It covers a swath of terrain succinctly and would work well in course where an instructor wants to add additional learning tools such as videos and case studies.

I didn't find any areas of obvious inaccuracy or bias. In fact, I find the text is written without the opinion of the authors.

Each chapter includes a "case in point" story that's current or at least covers an event that's occurred within the last ten years.

I like the style in which the text is written - simple, easy to read prose. There are instances where I felt as if the text was written for an 8th grader, yet, if an instructor's goal is to use a text that simply introduces students to the foundations of management and they plan on adding additional learning tools, this is a great text to use.

I didn't see any obvious areas of inconsistency.

Using this text modularity and assigning just the sections students need is one of the text strengths. Each chapter stands on its own.

Organization of the text is clear and logical. In some instances, the text is not in the order I would assign but structuring the subject matter to an instructor's discretion is one of the advantages of using this text.

A few of the images seem small and I believe more images could have been used.

I didn't find any glaring grammatical errors.

Another one of the text strengths is its focus on helping students understand their own behavior. Each chapter contains an activity for students to complete that allows them the opportunity to learn more about their own behavior and biases.

This text in combination with additional learning materials - videos, case studies, self-assessment assignment - is a solid choice to use.

Reviewed by Paul Jacques, Associate Professor, Rhode Island College on 4/11/17

Each of the concepts that are typically covered in a Principles of Management course are included in this manuscript. The table of contents, chapter index, are helpful. Glossary of key terms is embedded within each chapter and could perhaps be broken out in a separate chapter section (end of chapter?) to aid comprehension. There was no index included in this reviewer’s copy of the text.

The concepts included are presented accurately.

To be sure, each of the topics covered in this text are within the scope of the body of knowledge that an Introduction to Management student would be expected to master. The references are quite dated, however, with the bulk of the most recent references being from 2008. That said, and perhaps in the interest of providing the most updated references possible, citations from seminal work (example: NEO-PI, Costa and McCrae, 1985) are largely ignored in lieu of more recent, but relatively lightweight, work s. While major concepts are explained, the impact of these concepts on the world of work/management are given much less emphasis. To the reader, this approach can be perceived as being presented with a stream of facts, one after the other, with little attempt at anchoring the concepts to applications.

Clarity rating: 3

What’s here is good with my main concern being that there’s large sections of pure, unbroken text. I would think that the “Key takeaway” segments could be more numerous throughout the chapter. The Moreover, these takeaways would seem to benefit from several “key implications for managers” summaries throughout the chapter. As it stands now, it appears to be left to the student to pull out the relevance of the various concepts explained.

It seems apparent that there was a great deal of work involved in the preparation of the book manuscript. Each chapter’s flow and appearance are similar to that in each of the other chapters.

Each chapter appears to be designed to stand alone.

The “What’s in it for me?” chapter introductions are a useful and clever way of avoiding the more sterile term “chapter learning objectives.” The significant challenge to the student, however, is to internalize the chapter readings so that he/she sees the applicability.

Not sure if it’s a browser/printer issue, but some of the images were inordinately small (ex: figure 2.11, p. 63). Moreover, several of the figures are orphaned in the text – no reference/support afforded by surrounding paragraphs.

This reviewer observed no instances of grammatical errors which, in a work of this size (over 600 pages) is compelling evidence of polished, thoughtful preparation.

There were no examples of cultural insensitivity. To the contrary, the authors added to the reader’s understanding of the topic by presentation of findings related to the GLOBE study. Perhaps a more comprehensive treatment of the topic would have resulted had the authors presented the idea of diversity from a “levels of analysis” perspective – individual, dyad, group/collective. This approach would seem to result in a more efficient presentation of the topic and one that is applicable to all levels of management.

Overall, it seems that a strength of this text is that it encompasses a full gamut of topics that are typically included in a Principles of Management course at the undergraduate level. This reviewer found the content to be quite strong, but the interface between content and learner to be the main opportunity that exists with this title. Specifically, cases are interspersed throughout the text/chapters, but there are no questions related to any of the cases and so the cases come across more as stories than they do point of convergence/learning. In addition, the segments that are labelled “Exercises” at the end of each chapter’s segments would be more aptly referred to as simply “chapter segment questions.” The reality that there is no real deep thought required to answer the questions nor are they reflective of any experiential/active learning. The word that this reviewer keeps coming back to is “Application.” The text boasts truly excellent content, but the application portion is largely missing.

Reviewed by David Bess, Professor, University of Hawaii on 8/21/16

The text covers the major topics taught in a typical introduction to management course quite thoroughly. read more

The text covers the major topics taught in a typical introduction to management course quite thoroughly.

It read well and seemed to be quite accurate in terms of the theories/concepts and their applications.

It is up to date...other than maybe some cases.

It is easy to read; has nice summary sections; flows well./

It is consistent.

It is easy to read and has nice short sections with summaries.

The topics are presented in a logical fashion. They are offered in the rough order found in many principles texts. It is not the order in which I teach them...but it is logical and clear.

The interface is sound.

The grammar is sound.

I believe it is ;culturally relevant for most cultures.

I wish it had page numbers....it is a bit difficult to navigate.

Reviewed by Kim bishop, Adjunct Faculty, Portland Community College on 8/21/16

Yes, the subjects match up with what our school has for Course content and outcome Guides, for this course. It covers all subjects adequately. read more

Yes, the subjects match up with what our school has for Course content and outcome Guides, for this course. It covers all subjects adequately.

I did not find any errors and I did not see it as biased in any way. I guess it would depend on what you call accuracy and unbiased. For my needs, from what I have been taught and from what I have learned in the working world, I found it adequate.

The only things that would need updating would be case studies that could be more current since it was written in 2010. Having more current up to date case studies would be more interesting to the students and more engaging since it would be current or within the last couple of years at least.

very easy to read and understand. There were a couple of acronyms that were new to me, but the way they were laid out in the objectives and then addressed were helpful.

I love the way it is laid out. each chapter was easy to navigate and set up. It is the same for each objective and chapter giving you lots of options for discussion and for assigning work.

It is organized excellently. as mentioned before I like how it is laid out with learning objectives, content, key take away and exercises for each section. I like the What's in it for Me, at the beginning of the chapter so it shows students what they will get out of the chapter and then it ties in with each section. I really like how this book is laid out.

Yes, very logical and easy to read as mentioned before. Student gets to see what they will learn and how they can apply it, then each section is broken down to address the learning objectives.

There was not a lot of graphics or pictures, but the links do work that are embedded for external work.

I could not find any glaring grammatical errors.

I did not find any examples of cultural insentitivity

I really like this book and I am going to use for my course in the fall as a resource. I really like how it is laid out and the case studies the exercises, discussion points as well as the external resources like finding out what your learning style is. I like that it does not have a bunch of fluff and pictures and graphics as I will use this as a resource. It is intuitive and as current as it can be. Management concepts do not change much over time, but how they are implemented and communicated do and I feel this addresses that need for change. it was an easy read and did not feel like you were reading a textbook but interesting information about management. There are enough outside links to other information that you do not really need the textbook and the online content they have extra that you have to pay for. I would recommend the book, with some updates periodically to the case studies.

Reviewed by Brian Richardson, Adjunct Faculty, University of Hawaii at Manoa on 8/21/16

In the introduction to Principles of Management, the authors state that there are three themes in the book: strategic thinking, entrepreneurial thinking, and active management. The entrepreneurial theme is not as prevalent as their introduction would suggest. There is some discussion of creativity, although references to writers and books beyond the single book by Edward De Bono would have enhanced the section. Sections that stand out as useful include the discussions of fairness, groupthink, employee performance review, and predictors of job performance. Some sub-sections and minor topics should have been separate sections with more details, such as the discussion of meetings, of interviewing, and of HR rules and policies. Finally, sections that would have useful additions to the textbook include how to write a good survey, how to deal with very difficult employees, and how to improve morale, which was referenced superficially but not focused on. The selection of management writers and level of detail provided for their positions is uneven. Maslow's hierarchy of needs is given three pages while Collins' discussion of changing good companies into great ones has two passing references and a short summary of the idea of a BAHG (big, hairy, audacious goal). Some thinkers were left out or not considered. Senge is not mentioned, even in the short section on "Learning Organizations". Likewise, academic writers and many historical thinkers, such as Max Weber, are not mentioned at all. Also lacking was a sense of how these different thinkers or ideas might disagree with each other or people outside of the management field. Instead, the text offers a series of disconnected concepts and models, which likely improved the modularity of the overall book, but at the cost of limiting the interactions between the topics and positions. As a result, there was little logical or conceptual analysis and the book relied on exposition.

Much of the textbook is made up of summaries of different concepts and models connected to management, with an emphasis on contemporary writers and psychosocial theories. There were no obvious inaccuracies in the summaries of the concepts and thinkers, although some sections could be criticized as limited, vague, superficial, or uncritical.

A textbook on management principles will become less relevant over time as updated information becomes available and new thinkers offer different concepts and models. One reference that stood out was the quote that "According to one source, there will be 11.5 million more jobs than workers in the United States by 2010." Given that this is a book last updated in 2015, the data should have been updated as well, especially given how wrong it turned out to be. Interestingly, this source is a Wired magazine article from 2007, published just before the economic crash. The examples and illustrations may become dated fairly quickly. References to specific CEOs and other leaders, for instance, will become less relevant over time. In this edition, there is a reference to and picture of Condoleeza Rice but no mention of Obama, for instance. Obama only occurs as a marginal participant in a group shot of world leaders

The clarity of the discussion is generally good, although there is some room for improvement. The photographs, for instance, do not support the text very well. A glossary would have been useful for clarifying all of terms used while an index would have helped readers access specific sections more effectively. The choice of examples is sometimes not clear. For instance, the examples used to illustrate organizations dealing with uncertain conditions, and thus needing flexible strategies were "a gang of car thieves or a construction company located in the Gaza Strip" (page 182). Both of these examples are strange and much better examples taken from businesses could have been provided and then discussed in some detail. Likewise, the example that they give of resistance to change was that people have been unwilling to adopt Dvorak keyboard and have stuck with the QWERT keyboard, despite the obvious efficiency of the Dvorak system (page 281). This is a great example of resistance to change, but one wonders why the authors could not find an example from business, such as how the railroads ignored the rise of the airplane.

While the book is generally consistent overall, it book sometimes strays from a discussion of the "principles" of management and does not adopt a consistent idea of what kinds of businesses are being talked about. The book would have been clearer if the authors had started with a classification of types of business that they are talking about (manufacturing, marketing, services, non-profits, perhaps) and be clear about what they were not covering (like government bureaucracies). For instance, I was thinking of using this textbook to support a course in Library management, and while some of it was useful, much of it would have been irrelevant or confusing. Had the book been clearer on how the different topics connected to different types of organizations, it would have been clearer which topics were relevant to specific readers or situations

The textbook is very modular, although there are times when this modularity breaks down. For instance, the discussion of data in the early part of the book was useful, but it would have been more appropriately connected to the discussion of budgeting, which occurs much later in the section on control. Another example is the discussion of globalization and intercultural issues, which occurs sporadically throughout the book and is never really brought into focus.

Organization/Structure/Flow rating: 3

The overall structure of the textbook follows Fayol's POLC model of management (Planning, Organizing, Leading, and Controlling) with the overall narrative following the different stages in the process. Each section includes learning objectives, key takeaways, and discussion questions. These parts are very good at focusing the conversation in the larger sections. However, these additional parts are sometimes longer than the main text for that section and seem unnecessarily repetitive. The shift between institutional management and personal management is a bit strained at times, making it unclear whether the focus of the book is management or the personal growth of the manager. Each section included a list of references. In one section, there is simply a reference to the Columbia Encyclopedia, which was not helpful. Typically, however, there are a lot of references in each section. In fact, there are too many references that have minimal value. With some exceptions, the references are to short articles that could easily be retrieved by a Google search. Given that this is an introductory textbook, it would have been better to have an annotated "Further Reading" section that could lead readers to important writings and videos that expend on the different modules.

Interface rating: 3

The layout of the textbook follows standard page layout formatting. There are some things that could be improved. First, some of the text, such as some paragraph headers and keywords, are blue, which suggests that it is hyperlinked (as are the captions for pictures), but this is not the case. The full URLs in the text, also blue, are the only hyperlinks in the textbook. Another feature that could be improved is the way that the text, at least in the PDF version, has line breaks at the end of each line, which means that copying text leads to broken paragraphs that require additional editing if they are copied to another document or web page. The greatest issue with the interface, however, is the amount of white space that is included in the text. Given how short the different sections are and the way that the layout is organized, there is likely 100 pages worth of unnecessary white space in the text, which turns a 500-odd page book into over 600 pages. Added to this that the pictures and list of references are not that relevant, and the book appears to be laid out very inefficiently.

Beyond a few minor typos, the book was clearly written. The prose was a straightforward expository style, although at times it could have been more concise. The writers would often begin their paragraphs with rhetorical questions and then answer them right away, which did not help clarify the prose and typically made the writing more verbose. On page 279, the caption and the picture do not match.

Cultural Relevance rating: 3

The book is focused on ideas and problems connected to American private-sector management. As a result, it is largely uncritical of large-scale organizations. Non-profits are discussed on a single page in the context of internal controls. Bureaucracy, as a term with negative connotations, is only mentioned in passing as an example of mechanistic structures, which are seen as an exception. Discrimination, likewise, is mentioned in passing three times, once in terms of how issues of discrimination have become a broader concern for "diversity management". Finally, unions are mentioned a few times in a long list of stakeholders (pages 150 and 151), even though the sample table for tracking stakeholders (page 148) does not mention them. Unions are seen as a punishment for businesses that appear to be unjust (page 529). At-will employment, on the other hand, is discussed in a focused paragraph in a way that does not consider the debate between union and at-will employment. For a textbook on industrial-focused management, the relative silence to the contrast between union and at-will employment conditions is unfortunate. When the book discusses global trends, it tends to be simplistic, taking trends such as "becoming more connected" as more important than such things as economic inequality, resource depletion, surveillance, war and terrorism, or social instability. In that sense, the book would not be very useful to people outside of the United States or to those who were actively engaged in intercultural management. At best, the book points to some of the problems that could be faced.

Chapter 1: Introduction to Principles of Management

1.1 Introduction to Principles of Management
1.2 Case in Point: Doing Good as a Core Business Strategy
1.3 Who Are Managers?
1.4 Leadership, Entrepreneurship, and Strategy
1.5 Planning, Organizing, Leading, and Controlling
1.6 Economic, Social, and Environmental Performance
1.7 Performance of Individuals and Groups
1.8 Your Principles of Management Survivor's Guide

Chapter 2: Personality, Attitudes, and Work Behaviors

2.1 Chapter Introduction
2.2 Case in Point: SAS Institute Invests in Employees
2.3 Personality and Values
2.4 Perception
2.5 Work Attitudes
2.6 The Interactionist Perspective: The Role of Fit
2.7 Work Behaviors
2.8 Developing Your Positive Attitude Skills

Chapter 3: History, Globalization, and Values-Based Leadership

3.1 History, Globalization, and Values-Based Leadership
3.2 Case in Point: Hanna Andersson Corporation Changes for Good
3.3 Ancient History: Management Through the 1990s
3.4 Contemporary Principles of Management
3.5 Global Trends
3.6 Globalization and Principles of Management
3.7 Developing Your Values-Based Leadership Skills

Chapter 4: Developing Mission, Vision, and Values

4.1 Developing Mission, Vision, and Values
4.2 Case in Point: Xerox Motivates Employees for Success
4.3 The Roles of Mission, Vision, and Values
4.4 Mission and Vision in the P-O-L-C Framework
4.5 Creativity and Passion
4.6 Stakeholders
4.7 Crafting Mission and Vision Statements
4.8 Developing Your Personal Mission and Vision

Chapter 5: Strategizing

5.1 Strategizing
5.2 Case in Point: Unnamed Publisher Transforms Textbook Industry
5.3 Strategic Management in the P-O-L-C Framew

Ancillary Material

About the book.

Principles of Management 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 shows 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.

This textbook has been used in classes at: College of Alameda, Columbia Basin College, Flagler College, Johnson County Community College, Pasadena City College, Penn State University, Renton Technical College, San Diego Mesa College, Sierra College, Yuba College.

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MGT 2220: Principles of Management (Assignment)

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Term assignment.

TERM PROJECT

Background and Context: Discuss type of industry, products/services, and how organizational vision and strategies have influenced their management.
Analysis of current managerial style and organizational culture.
One NEW recommendation by you that the company can embark on in the near future meaning the next one to three years. This can be a goal to fix issues the company may be experiencing, or to address new endeavors from a growth perspective. Ensure that these align with the organization’s vision and values. This recommendation must not be identical or very similar to anything the organization is planning already or is currently involved in. The management involves the four functions of management being applied to achieve some type of organizational goal.
For your recommendation you will select one goal that will be accomplish. This goal must be a specific goal following the SMART goal setting theory. That means the goal must be specific, measurable, achievable, relevant, and time bound.
Once your goal is selected for your new strategic initiative you will complete the following four areas regarding the four functions of management.

List and describe the 4 functions of management. Then, for each of the functions describe how your goal will be achieved by the organization. This section should be approximately eight paragraphs. Four paragraphs to describe the four functions, and then four paragraphs to apply the four functions to how the organization will address your recommendation.

Getting Started

A published SWOT report or company profile is always a good starting point for your company analysis. These reports will also provide the name of the top management executives at your company.

To Locate SWOT Reports:

Business Insights - From the main page in Business Insights, select a company or search for the name of your company. There are Company Profiles for 400,000+ companies, and the largest 1000 public companies have a SWOT analysis right next to the Company Overview.
ProQuest Central - From the main search page in ProQuest Central, type the name of your company and SWOT into the search bar. From the results, choose the relevant record

To Locate Company Profiles:

Business Market Research Collection - This collection includes Hoover’s Company Profiles for thousands of public and non-public companies. From the main search page, type the name of your company and HOOVERS into the search bar. From the results, choose the relevant record.

Next: Company Information >>
Last Updated: Apr 11, 2024 5:37 PM
URL: https://berkeleycollege.libguides.com/c.php?g=784823

Who was henri fayol, henry fayol’s 14 principles of management, 1. division of work, 2. authority, 3. discipline, 4. unity of command, 5. unity of direction, 6. collective interest over individual interest, 7. remuneration, 8. centralization, 9. scalar chain, 12. stability of tenure of personnel, 13. initiative, 14. esprit de corps, history of the 14 principles of management, what is the importance of the 14 principles of management, criticism of fayol's principles of management, are these principles of management still relevant today, what are the 14 principles of management by henri fayol.

Reviewed and fact-checked by Sayantoni Das

Any organization that wishes to be efficient and achieve its goals needs good management . Management has four basic functions - planning, organizing, leading, and controlling, also called the POLC framework in management. Without these in place, there would be little to no structure and focus in an organization. One classic theory on the principles of management was written by Henri Fayol in his 1916 book, "Administration Industrielle et Générale”. By placing the focus on managerial skills over technical skills, these principles give us a foundation for what we call “good management”.

Check out the video below that explains Henry Fayol’s 14 principles of management.

A French mining engineer, Henri Fayol is well-renowned as the 'Father of Modern Management Theory'. Fayol worked at the French mining company Commentry-Fourchambault and Decazeville, where he started as an engineer but worked his way up to become the general manager and then the organization's director from 1888 to 1918. When Foyal took on the managerial role at the mining company, he chose to rely not on his technical skills but on his ability as an organizer and his skills at handling people.

Widely influential in the early 20th century, Henri Foyal wrote the book on management theories and work organization, "Administration Industrielle et Générale." Henri Foyal introduced theories that could be applied to all levels of management and for any department. Organizations and managers still practice Foyal's principles of management to ensure an efficient and successful business.

Henri Foyal developed the 14 principles of management towards the tail end of the industrial revolution. It was the perfect timing too, the world had been subjected to massive changes, and new and improved working styles were the need of the moment. Therefore, Fayol's Principles of Management influence the present management theory quite significantly.

Henry Fayol’s 14 principles of management look at an organization from a top-down approach to help managers get the best from employees and run the business with ease. Let’s take a look at them and understand them in detail.

The first Henry Fayol principle of management is based on the theory that if an employee is given a specific task to do, they will become more efficient and skilled in it. This is opposed to a multi-tasking culture where an employee is given so many tasks to do at once. In order to implement this principle effectively, look at the current skill sets of each employee and assign them a task that they can become proficient at. This will help them to become more productive, skilled, and efficient in the long run.

Example: At a school, every department has a different responsibility, like academics, sports, administration, sanitation, food, beverages, etc. These responsibilities are taken care of by employees specializing in that particular department, increasing efficiency and productivity and making them specialists in their field.

This henry fayol principle of management states that a manager needs to have the necessary authority in order to ensure that his instructions are carried out by the employees. If managers did not have any authority, then they would lack the ability to get any work done. However, this authority should come along with responsibility. According to Henri Fayol, there should be a balance between authority and responsibility. If there is more authority than responsibility, the employees will get frustrated. If there is more responsibility than authority, the manager will feel frustrated.

Example: If an employee has been responsible for managing the decor department while planning an event but has no authority to make design decisions or contact the vendors to get the work done, no efficiency or productivity will be achieved.

This principle states that discipline is required for any organization to run effectively. In order to have disciplined employees, managers need to build a culture of mutual respect. There should be a set of organizational rules, philosophies, and structures in place that should be met by everyone. Bending rules or slacking should not be allowed in any organization. In order to achieve this, there is a need for good supervision and impartial judgment.

Example: Every employee must follow certain rules and regulations and keep a disciplined attitude in the workplace for smooth working and efficient results.

This principle states that that should be a clear chain of command in the organization. The employees should be clear on whose instructions to follow. According to Fayol, an employee should receive orders from only one manager. If an employee works under two or more managers, then authority, discipline, and stability are threatened. Moreover, this will cause a breakdown in management structure and cause employees to burn out.

Example: If in a company, an employee has been given a task to finish within 3 to 4 hours as ordered by their immediate superior. But the head of the department asks them to deliver the task within 1 hour. In this case, no unity of command can create confusion and pressure in the workplace.

This henry fayol principle of management states that the work to be done should be organized in such a way that employees work in harmony towards the same objective, using one plan, under the direction of one manager. For example, if you have a range of marketing activities such as advertising, budgeting, sales promotion, etc., there should be one manager using one plan for all the marketing activities. The different activities can be broken down for different sub-managers, but they should all work towards a common goal under the direction of one main person in charge of the whole thing.

Example: Different sets of activities within a department should be managed by different managers to avoid confusion and lesser efficiency within the workflow.

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This principle states that the overall interest of the team should take precedence over personal ones. The interest of the organization should not be sabotaged by the interest of an individual. If anyone goes rogue, the organization will collapse.

Example: While planning a team outing, the employee making the travel and stay decisions must make arrangements according to comfort and affordability, not just as per their liking.

This henry fayol principle of management states that employees should be paid fair wages for the work that they carry out. Any organization that underpays its workers will struggle to motivate and keep quality workers. This remuneration should include both financial and non-financial incentives. Also, there should be a structure in place to reward good performance to motivate employees.

Example: Any organization must be fair regarding their remuneration policies where all the employees must receive a salary worth their efforts irrespective of their gender, tenure, and other factors.

Centralization refers to the concentration of power in the hands of the authority and following a top-bottom approach to management. In decentralization, this authority is distributed to all levels of management. In a modern context, no organization can be completely centralized or decentralized. Complete centralization means that people at the bottom have no authority over their responsibilities. Similarly, complete decentralization means that there will be no superior authority to control the organization. To use this effectively today, there should be a balance of centralization and decentralization. The degree to which this balance is achieved will differ from organization to organization.

Example: Centralization is mostly common in small and medium-sized firms where the delegation of work is minimal, and the owners make most of the decisions.

A scalar chain refers to a clear chain of communication between employees and their superiors. Employees should know where they stand in the hierarchy of the organization and who to go to in a chain of command. To implement this in the workplace, Fayol suggests that there should be an organizational chart drawn out for employees to see this structure clearly.

Example: Every organization has a specific chain of authority from the highest level of superiors, like the founder or CEO, to the lowest level of subordinates following a hierarchy for maximum productivity.

This principle states that there should be an orderly placement of resources (manpower, money, materials, etc.) in the right place at the right time. This ensures the proper use of resources in a structured fashion. Misplacement of any of these resources will lead to misuse and disorder in the organization.

Example: Employees should be given a designated space and the right tools or equipment to complete their work efficiently.

Equity is a combination of kindness and justice. This principle states that managers should use kindliness and justice towards everyone they manage. This creates loyalty and devotion among the employees towards the organization they work for.

Example: All employees, irrespective of gender, religion, race, and sexuality, must feel safe, seen, and heard and be given equal opportunities to grow and flourish in their careers within the organization.

This principle states that an organization should work to minimize staff turnover and maximize efficiency. Any new employee cannot be expected to get used to the culture of an organization right away. They need to be given enough time to settle into their jobs to become efficient. Both old and new employees should also be ensured job security because instability can lead to inefficiency. There should also be a clear and effective method to handle vacancies when they arise because it takes time and expense to train new ones.

Example: Every new employee must be given a proper induction of both the technical aspect of the company as well as the work culture and office environment for them to mingle well. Old employees should be given alum awards for completing certain tenures to boost morale.

This principle states that all employees should be encouraged to show initiative. When employees have a say as to how best they can do their job, they feel motivated and respected. Organizations should listen to the concerns of their employees and encourage them to develop and carry out plans for improvement.

Example: Taking suggestions from employees regarding their specific department can make them feel seen in an authoritative position and can give them a sense of achieving something for the team.

Esprit de Corps means “Team Spirit”. This henry fayol principle of management states that the management should strive to create unity, morale, and co-operation among the employees. Team spirit is a great source of strength in the organization. Happy and motivated employees are more likely to be productive and efficient.

Example: While discussing the new plan of action for achieving the next month's targets, using the word 'We' instead of 'I' brings a teamwork spirit to the group.

That was all about principles of management.

Henry Fayol is known as the father of modern management theory. He was an engineer at the Compagnie de Commentry-Fourchambault-Decazeville mining company and worked his way up to become a manager during the peak of the Industrial Revolution in France. Under his watch, the struggling company prospered.

In 1916, he wrote the book, "Administration Industrielle et Générale," where he shared his experiences of managing a workforce. This laid the foundation for administrative theory and the 14 Principles of Management. By focusing on administrative over technical skills, these principles became one of the earliest examples of treating management as a true profession.

Every organization is truly successful once its employee strength has been optimized to its full potential. These 14 principles of management by Henri Foyal are still widely influential in making sound management decisions and bringing the best results for both the company as well as the employees.

Foyal's principles of management are widely credited for making the employees highly efficient and productive, in turn generating the best possible results and effortless functioning of the organization. Below are some of the most important achievements organizations have achieved by following the 14 principles of management by Henri Fayol.

1. Structure

Every company requires a structure and a flow to prosper truly. These principles of management provide a structure to the management and encourage the authoritative personnel to take charge and bring out efficiency among the employees.

2. Communication

Communication is key in every well-managed company. Effective communication is the key to achieving maximum productivity while having clarity about the end goal. Clear and effective communication is a crucial tool in managing many employees and teams and ensuring the best results.

3. Efficiency

Fayol's principles of management give a firm perspective of how important it is to have good management in place to achieve maximum efficiency while doing smart work.

Any organization is nothing without its employees. It is very important to gain the employees' trust and loyalty as they are an important cog in running the company smoothly and efficiently. Ensuring these principles of management are observed and practiced can be a huge step in gaining trust and building healthy relations with the employees.

While Henri Fayol's 14 principles of management are still significantly used by companies and organizations, there are certain criticisms around the theory.

Fayol's school of thought, or Fayolism, is considered too rigid and can only be applicable in a formal structure. While this theory is practical in some aspects, it is argued that it is not completely useful as the employees should also be given the freedom to make decisions.

Henry Fayol’s 14 principles of management are universally accepted and continually used as a guideline for managers across the world. Though these principles of management are more than 100 years old, without them, it would push us back hundreds of years back when technical skills reigned supreme, and people lacked managerial responsibility.

If you are looking to enhance your management skills further, we highly recommend you check Executive Certificate Program in General Management . This course can help you hone the right management skills and make you job-ready for the corporate world.

Q1. What is Fayol's theory of management?

Henri Fayol was known as the father of modern management. He gave us the famous 14 principles of management. According to him, the 5 main functions of management are Planning, Organizing, Commanding, Coordinating and Controlling.

Q2. What are the principles of management?

Principles of management are basic activities that can help you plan, organize and control operations related to material, people, machines, methods, money and markets. They provide leadership to human efforts so that they achieve set objectives efficiently.

Q3. Why is Henry Fayol called the father of management?

Henry Fayol is popularly known as the father of modern management as he suggested the 14 principles of management in the 20th century. His research and findings helped several enterprises scale their production and work in an efficient manner. He concentrated on the essential parts of a manager’s work in ensuring the production cycle.

Q4. What Is the First Rule of Management?

The first rule of management is proper segregation or division of work among employees with respective strengths to fulfill those responsibilities.

Q5. What are the characteristics of principles of management?

The basic yet important characteristics of the principles of management are planning, organizing, directing, staffing, and controlling. A manager or authority personnel must perform all these duties simultaneously.

Q6. What is the nature of the principles of management?

A principle is a universal concept for making well-informed and effective decisions and executing them efficiently. The principles of management are, by nature, a set of rules that, if followed, will help the company with great management.

Q7. What are the benefits of applying Fayol's principles of management?

There are many benefits to applying Fayol's principles of management, including:

Increased efficiency and productivity
Improved decision-making
Reduced costs
Increased employee morale
Improved customer satisfaction
Enhanced organizational performance

Q8. How can I apply Fayol's principles of management in my own organization?

Start by identifying the principles that are most relevant to your organization
Develop a plan for implementing the principles
Communicate the principles to employees and managers
Monitor the implementation of the principles and make adjustments as needed

Q9. What are the types of planning?

The 4 types of planning are strategic, operational, tactical, and contingency planning.

Q10.What are the techniques of management by Henri Fayol?

Henri Fayol's techniques of management, known as the "14 Principles of Management," include division of work, authority, discipline, unity of command, unity of direction, subordination of individual interest to the general interest, remuneration, centralization, scalar chain, order, equity, stability of tenure of personnel, initiative, and esprit de corps.

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Introduction

Learning outcomes.

After reading this chapter, you should be able to answer these questions:

What do managers do to help organizations achieve top performance?
What are the roles that managers play in organizations?
What are the characteristics that effective managers display?

Exploring Managerial Careers

So, you’re in this course and you may have pondered, or discussed with others, what this course will be about. You probably have some preconceptions of what management is all about. You must manage your time, deciding on how much study time you will devote to your management and accounting classes, for instance. You may have had a summer or part-time job where you had a manager whom you had to report to. You may have followed news reports on successful managers like Jeff Bezos of Amazon or Sheryl Sandberg of Facebook and want to learn what made them successful so you can emulate their practices in your business career. You may have the impression (not an accurate one) that management is basically just common sense and that you really don’t need to take this course except that you must meet your degree requirement.

You may be an accounting or marketing major who is taking this class because it is required for completion of your degree requirements, but you don’t think that you will ever require what you learn in this class during your career since you don’t plan on applying for HR jobs upon graduation. If you’re believing this, you could not be more mistaken. Regardless of where you are in your career, be it as an individual contributor, project leader, or middle or senior manager, what you will get out of this course will be valuable. If your first job out of college is as an accountant, sales representative, or another entry-level position, you will appreciate the roles that your managers, both direct and senior level, play in an organization and the behaviors and actions that will get you recognized and appreciated. Best of luck!

Most management textbooks would say, as does this one, that managers spend their time engaged in planning, organizing, staffing, directing, coordinating, reporting, and controlling. These activities, as Hannaway found in her study of managers at work, “do not, in fact, describe what managers do.” 1 At best they seem to describe vague objectives that managers are continually trying to accomplish. The real world, however, is far from being that simple. The world in which most managers work is a “messy and hectic stream of ongoing activity.” 2

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Book title: Principles of Management
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6.3: Assignment- Organizational Structures

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Preparation

This module introduced common organizational structures, including the four classic organizational structures and various management and team organizational structures, including the situations where they are particularly well suited. This exercise is an opportunity to check your understanding of this material, matching structures with characteristics and identifying a company or industry example for each structure.

To prepare for your written assignment:

Read the Organizational Structures module with a specific focus on the Common Organizational Structures and Factors Impacting Organization Design sections.
Take notes on the companies and industries cited as examples of specific organizational/management structure. Some example answers will require supplemental Internet research.

Download one of the following formats:

Organizational Structures assignment (.docx)
Organizational Structures assignment (PDF)

Read the structure descriptions in the left column and the answer choices in the answer choices pool. Complete the table by inserting the correct answer choices in the two columns on the right. Each table entry has only one correct answer and answers are not duplicated. Submit your completed table for grading.

Your assignment will be graded on the basis of number of correct matches out of a total of 28.

Contributors and Attributions

Assignment: Organizational Structures. Authored by : Nina Burokas. Provided by : Lumen Learning. License : CC BY: Attribution

Want to create or adapt books like this? Learn more about how Pressbooks supports open publishing practices.

Chapter 1: Introduction to Principles of Management

1.1 Introduction to Principles of Management 1.2 Case in Point: Doing Good as a Core Business Strategy 1.3 Who Are Managers? 1.4 Leadership, Entrepreneurship, and Strategy 1.5 Planning, Organizing, Leading, and Controlling 1.6 Economic, Social, and Environmental Performance 1.7 Performance of Individuals and Groups 1.8 Your Principles of Management Survivor’s Guide

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Assignments
Module 1: Introduction to Management. Assignment: Evaluating Sun City Boards. Assignment: Primary Functions of Management. Module 2: History of Management. Assignment: Sun City Boards' Management Style. Assignment: History of Management. Module 3: Planning and Mission. Assignment: Creating a Plan for Sun City Boards.
Assignments
Module 1: Introduction to Management. Assignment: Primary Functions of Management. Discussion: The Importance of "Why". Module 2: History of Management. Assignment: History of Management. Discussion: How the Past Influences the Present. Module 3: Planning and Mission. Assignment: Creating a Plan for Sun City Boards.
Principles of Management
Principles of Management is designed to meet the scope and sequence requirements of the introductory course on management. This is a traditional approach to management using the leading, planning, organizing, and controlling approach. Management is a broad business discipline, and the Principles of Management course covers many management areas such as human resource management and strategic ...
Principles of Management
Download this book. Principles of Management teaches management principles to tomorrow's business leaders by weaving three threads through every chapter: strategy, entrepreneurship and active leadership. For questions about this textbook please contact [email protected]. Creative Commons Attribution NonCommercial ShareAlike.
Principles of Management
Principles of Management is an engaging resource for my professional adult undergrad business students because it provides a general overview of key management and leadership topics with the opportunity for practical application through examples, cases, questions, and relevant frameworks that I can then incorporate into my weekly assignments.
Principles of Management
There are 4 modules in this course. Team leads, managers, and entrepreneurs must juggle team citizenship and leadership, ethics, strategy, and projects with their work in their area of expertise. While an individual contributor's success may depend on their own direct input -- the sweat of their own brow - managers' success depends on ...
Principles of Management
The course delves into a deeper understanding of managerial functions of planning, organizing, staffing, leading, and controlling. The course details the fundamental principles of management functions along with highlighting the contemporary developments in management processes. This is a beginner course, intended for learners with a background ...
Ch. 13 Introduction
Amidst the handshakes, he hopes that this year may be the best year yet for the Sea Lions. According to Louise Axon, director of content strategy, and her colleagues at Harvard Business Publishing, in seeking management talent, leadership is an urgently needed quality in all managerial roles. 1 Good leaders and good leadership are rare.
Assignment
The management involves the four functions of management being applied to achieve some type of organizational goal. For your recommendation you will select one goal that will be accomplish. This goal must be a specific goal following the SMART goal setting theory. That means the goal must be specific, measurable, achievable, relevant, and time ...
1.1 Introduction to Principles of Management
2 The fundamental notion of principles of management was developed by French management theorist Henri Fayol (1841-1925). He is credited with the original planning-organizing-leading-controlling framework (P-O-L-C), which, while undergoing very important changes in content, remains the dominant management framework in the world.
14 Principles of Management by Henri Fayol
Clear and effective communication is a crucial tool in managing many employees and teams and ensuring the best results. 3. Efficiency. Fayol's principles of management give a firm perspective of how important it is to have good management in place to achieve maximum efficiency while doing smart work. 4.
Ch. 1 Introduction
Introduction; 5.1 Ethics and Business Ethics Defined; 5.2 Dimensions of Ethics: The Individual Level; 5.3 Ethical Principles and Responsible Decision-Making; 5.4 Leadership: Ethics at the Organizational Level; 5.5 Ethics, Corporate Culture, and Compliance; 5.6 Corporate Social Responsibility (CSR); 5.7 Ethics around the Globe; 5.8 Emerging Trends in Ethics, CSR, and Compliance
6.3: Assignment- Organizational Structures
Organizational Structures assignment (.docx) Organizational Structures assignment (PDF) Read the structure descriptions in the left column and the answer choices in the answer choices pool. Complete the table by inserting the correct answer choices in the two columns on the right. Each table entry has only one correct answer and answers are not ...
PRINCIPLES OF MANAGEMENT
PRINCIPLES OF MANAGEMENT (BPMN1013) 411 411 documents. 6 6 questions 393 393 students. Follow this course. PRINCIPLES OF MANAGEMENT (BPMN1013) Follow. Lecture notes. Date Rating. year. Ratings. Chapter 2 - Evolution of Management Thought. ... FULL Assignment Management 11.0 latest. 70 pages 2020/2021 100% (3) 2020/2021 100% (3) Save.
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Assignment Principle of Management - Free download as Word Doc (.doc / .docx), PDF File (.pdf), Text File (.txt) or read online for free. Assignment EMBA
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Principles of Management Assignment BBPP1103. Mandatory assignments 100% (2) 13. Prinsip Pengurusan - Sem Januari. Mandatory assignments 100% (3) 13. Principles of Management. Lecture notes 80% (5) New. 1. Untuk memperbaiki kelemahan yang secara tidak langsung membantu Anda sebagai seorang pelajar dan pekerja. Other None. Lecture notes.
Chapter 1: Introduction to Principles of Management
1.1 Introduction to Principles of Management 1.2 Case in Point: Doing Good as a Core Business Strategy 1.3 Who Are Managers? 1.4 Leadership, Entrepreneurship, and Strategy 1.5 Planning, Organizing, Leading, and Controlling 1.6 Economic, Social, and Environmental Performance 1.7 Performance of Individuals and Groups 1.8 Your Principles of ...
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1 Introduction. Meiji Co., Ltd is a company manufacturing and sale of milk and dairy products, confectioneries, and other foods. Business segments are Confectionery, Dairy, Healthcare & Nutritionals, Pharmaceuticals, Agricultural Chemicals & Veterinary Drugs. The Meiji Co., Ltd provides customers of all ages ―from infants to seniors― with a ...
Fall 2024 CSCI Special Topics Courses
Visualization with AI. Meeting Time: 04:00 PM‑05:15 PM TTh. Instructor: Qianwen Wang. Course Description: This course aims to investigate how visualization techniques and AI technologies work together to enhance understanding, insights, or outcomes. This is a seminar style course consisting of lectures, paper presentation, and interactive ...

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1. Structure

2. Communication

3. Efficiency

Q1. What is Fayol's theory of management?

Q2. What are the principles of management?

Q3. Why is Henry Fayol called the father of management?

Q4. What Is the First Rule of Management?

Q5. What are the characteristics of principles of management?

Q6. What is the nature of the principles of management?

Q7. What are the benefits of applying Fayol's principles of management?

Q8. How can I apply Fayol's principles of management in my own organization?

Q9. What are the types of planning?

Q10.What are the techniques of management by Henri Fayol?

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Introduction

Exploring Managerial Careers

6.3: Assignment- Organizational Structures

Preparation

Contributors and Attributions

Chapter 1: Introduction to Principles of Management

Fall 2024 CSCI Special Topics Courses

CSCI 5980/8980

Visualization with AI

Visualizations for Intelligent AR Systems

Sustainable Computing: A Systems View

IMAGES

VIDEO

COMMENTS