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BUS208: Principles of Management
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Course Introduction
Course Syllabus
Course Textbooks
Unit 1: What Is Management?
1.1.1: Introduction and Doing Good as a Core Business Strategy
Introduction to Principles of Management
1.1.2: Who Are Managers?
Who Are Managers?
1.1.3: Leadership, Entrepreneurship, and Strategy: A Manager's Guide
Leadership, Entrepreneurship, and Strategy
1.1.4: Planning, Organizing, Leading, and Controlling: The P-O-L-C Framework
Planning, Organizing, Leading, and Controlling
1.1.5: Economic, Social, and Environmental Performance for Managers
Economic, Social, and Environmental Performance
1.1.6: Understanding the Performance of Individuals and Groups
Performance of Individuals and Groups
1.1.7: Your Principles of Management Survivor's Guide
Your Principles of Management Survivor's Guide
What's Your Learning Style?
1.1.8: Management Principles throughout the Ages
History of Management
1.1.9: A Final Thought: An Alternative Perspective on What Management Is
What Is Management?
1.2.1: An Introduction to What Managers Do: The Four Functions
What Do Managers Do?
1.2.2: What Is the Management Planning Function?
Planning
1.2.3: How to Organize People, Equipment, and Money
Organizing
1.2.4: Managers Have To Possess Great Directing Skills
Directing
What Is the Difference between Management and Leadership?
1.2.5: Effectively Controlling the Environment Is a Management Essential
Controlling
1.2.6: Managers Need a Variety of Skills to Be Successful
Managerial Skills
Management Skills and Styles Assessment
1.2.7: The Role of Tomorrow's Leaders
The Role of Tomorrow's Leaders
1.2.8: Developing Influencing Skills
Influencing Skills
The Influencing Skills of President Obama
1.3: The Personal Side of Management
Personality, Attitudes, and Work Behaviors
1.3.1: Identifying Your Personality and Values
Personality and Values
1.3.2: Behavior = Values + Perception
Perception
1.3.3: Workplace Attitudes and Job Satisfaction
Work Attitudes
1.3.4: KSAO (Knowledge, Skills, Abilities, Other Characteristics) vs. Fit
The Interactionist Perspective: The Role of Fit
1.3.5: Influencing Workplace Behaviors
Work Behaviors
1.3.6: Developing Your Positive Attitude Skills
Developing Your Positive Attitude Skills
1.3.7: Workplace Personality Tests
The Big Five Personality Test
Discussion: The Big Five Personality Test
Unit 1 Assessment
Unit 1 Assessment
Unit 2: Historical Development and Globalization
2.1.1: The P-O-L-C Framework
History, Globalization, and Values-Based Leadership
2.1.2: Understanding Early Management Principles
A Timeline of Management and Leadership
Ancient History: Management Through the 1990s
2.1.3: The Role of Social Networking in the 21st Century
Contemporary Principles of Management
Social Networking and the Workplace
Discussion: Social Networking and the Workplace
2.2: Historical and Contemporary Theories of Management
Historical and Contemporary Theories of Management
Frederick Winslow Taylor: The Father of Modern Management
Tribal Leadership
Discussion: Theories of Management
2.3: Scientific Management Theory
Scientific Management Theory and the Ford Motor Company
2.4: A Modern Look at Management
Mintzberg and Managing
Managing: Pure, If Not Simple
2.5.1: Business Is Going Global, and Management Has To Change
Business in a Global Environment
2.5.2: Getting Involved in International Business
Opportunities in International Business
2.5.3: The Environment of Global Business: Cultural, Economic, and Legal
The Global Business Environment
2.5.4: Managing and Controlling Global Business
Trade Controls
2.5.5: Managing through Trade Barriers
Reducing International Trade Barriers
2.5.6: Global Enterprise Management
Global Enterprise Management
Globalization and the Coca-Cola Company
2.5.7: Global Management on a Local Level
Managing Local Practices in Global Contexts
Unit 2 Assessment
Unit 2 Assessment
Unit 3: Organizational Culture, Diversity, and Ethics
3.1.1: Work Culture Case Studies
Yahoo! Home Work Edict Is All About Rebooting Its Notorious Company Culture
Organizational Culture
3.1.2: Why Managers Need to Understand Organizational Culture
Understanding Organizational Culture
3.1.3: How Managers Can Measure and Identify Organizational Culture
Measuring Organizational Culture
Guide to Communication and Corporate Culture
3.1.4: How Managers Form and Maintain Organizational Cultures
Creating and Maintaining Organizational Culture
Shifting Corporate Culture
3.1.5: Managers Have To Be Aware of Organizational Cultural Changes
Creating Culture Change
3.1.6: Check Yourself: Do I Fit In?
Developing Your Personal Skills: Learning to Fit In
3.1.7: Building Organizational Culture in a New Business Venture
Company Culture
Discussion: Company Culture
3.2: Diversity
Skills for Change – Diversity at Work
3.2.1: Managing a Diverse Workforce
Managing Demographic and Cultural Diversity
Doing Good as a Core Business Strategy: The Case of Goodwill Industries
The Value of Ethnic Diversity in the Teaching Profession: A New Zealand Case Study
Demographic Diversity
Cultural Diversity and the Role of Ethics and National Culture
Managing Diversity for Success: The Case of IBM
3.2.2: Generational Diversity
Generational Diversity
Discussion: Generational Diversity
3.3.1: Defining Business Ethics
Business Ethics and Social Responsibility
3.3.2: An Individual Approach to Ethics for Managers
The Individual Approach to Ethics
3.3.3: Identifying Ethical Issues
Identifying Ethical Issues
Business Ethics
Top 12 Business Ethics Issues
3.3.4: Understanding Corporate Social Responsibility
Corporate Social Responsibility
3.3.5: What Is Environmentalism?
Environmentalism
3.3.6: Responsibilities to Stakeholders
Stages of Corporate Responsibility
Stakeholders and Corporate Social Responsibility
3.3.7: Making CSR Work for All Stakeholders
Business Case for Corporate Social Responsibility
3.3.8: Ethical Issues and Considerations
The Organizational Approach to Ethics
Values-Based Leadership
Ethics in Corporate Life
Ethics and Business Success
War Against Corruption
Business and Human Rights
Unit 3 Assessment
Unit 3 Assessment
Unit 4: Leadership and Teams
4.1.1: Management vs. Leadership
Everyday Leadership
How Great Leaders Inspire Action
The Four Capabilities of Leadership
4.1.2: Leaders and Leadership
Leaders Must Drive Change
4.1.3: Common Failures in Leadership
The Most Common Failures in Leadership
4.1.4: Management's Power and Influence
Focus on Power: The Case of Steve Jobs
The Basics of Power
The Power to Influence
Organizational Politics
Understanding Social Networks
The Role of Ethics and National Culture
Conclusion and Exercises
4.2.1: Case Study: General Electric Allows Teamwork to Take Flight
Managing Groups and Teams
4.2.2: Managing Group Dynamics
Group Dynamics
Working in Groups and Teams
4.2.3: Identifying the Characteristics of a Team
Understanding Team Design Characteristics
Defining Teams and Teamwork
4.2.4: How Do Managers Organize Effective Teams?
Organizing Effective Teams
4.2.5: Managing the Barriers to Effective Teams
Barriers to Effective Teams
4.2.6: The Areas of Team Development
What Are the Areas of Team Development?
4.3.1: Leading a Diverse Team
Leading Diverse Teams
4.3.2: Major Pointers for Building Teams
Team-Building
4.3.3: Controlling Your Inner Circle
Who Should You Surround Yourself With?
4.3.4: Team-building
Building a Winning Team
Discussion: Building a Winning Team
4.3.5: Managing Team Conflict
Constructive Conflict Management
4.3.6: All Managers Delegate
Effective Delegation
Unit 4 Assessment
Unit 4 Assessment
Unit 5: Managing Employees: Motivation, Empowerment, and Conflict Resolution
5.1: Motivation
The Puzzle of Motivation
5.1.1: Case Study: Zappos Creates a Motivating Place to Work
Motivating Employees
Delivering Happiness
Discussion: Delivering Happiness
5.1.2: Need-Based Theories of Motivation in Management
Need-Based Theories of Motivation
5.1.3: Process-Based Theories of Motivation in Management
Process-Based Theories
5.1.4: How to Develop Your Personal Motivation Skill Set
Developing Your Personal Motivation Skills
5.2: Empowerment
Empowerment
The Benefits of Empowering Employees
5.3.1: Case Study: PointCast
Negotiation Failure: The Case of the PointCast
5.3.2: Management's Conflict Essentials
Understanding Conflict
5.3.3: Identifying the Causes and Outcomes Associated with Conflict
Causes and Outcomes of Conflict
5.3.4: Implementing Conflict Management
Conflict Management
5.3.5: Management Must Understand Negotiations
Negotiations
5.3.6: Conflict Resolution
Four Ways to Deal with Conflict at Work
Steps To Resolve Workplace Conflict
Meaningful Conflict in the Workplace
5.3.7: Bringing It All Together
The Personal Side of Management
Unit 5 Assessment
Unit 5 Assessment
Unit 6: Human Resource Management
6.1.1: Where Are the Right People?
Hire the Right People
Recruitment Strategies
Pre-Selection Strategies
Strategies for Interviews and Post-Selection
6.1.2: Recruiting and Keeping Quality Employees
Recruiting, Motivating, and Keeping Quality Employees
Developing Employees
Discussion: Developing Employees
Motivating Employees
What Makes a Great Place to Work?
Performance Appraisal
Labor Unions
Recruitment and Selection
6.1.3: Not All Interviews Are Equal
Interviewing at Google
6.2.1: Case Study: Kronos Uses Science to Find the Ideal Employee
Strategic Human Resource Management
6.2.2: Changing the Role of Human Resources
The Changing Role of Strategic Human Resource Management in Principles of Management
6.2.3: Talent Management
The War for Talent
6.2.4: Developing Effective Selection and Placement Strategies
Effective Selection and Placement Strategies
6.2.5: How Management Uses Pay Structure and Pay for Performance
The Roles of Pay Structure and Pay for Performance
6.2.6: How Management Works To Develop a High-Performance Work System
Designing a High-Performance Work System
6.2.7: Tying It All Together
Using the HR Balanced Scorecard to Gauge and Manage Human Capital, Including Your Own
6.2.8: Being Strategic within an Organization
Be Strategic with Your Workforce
6.2.9: Managers Should Understand Personnel Planning
Talent Hunt: Getting the People You Need When You Need Them
Unit 6 Assessment
Unit 6 Assessment
Unit 7: Planning and Strategy Formulation
7.1.1: Case Study: Transforming the Textbook Industry
Strategizing
7.1.2: Management Strategy Frameworks
Strategic Management in the P-O-L-C Framework
An Overview of Strategic Planning or "VMOSA"
PESTLE and SWOT Analyses
Resource-Based View
The Knowledge-Based View of Strategy Formulation
7.1.3: Intended and Realized Strategies of Managers
How Do Strategies Emerge?
7.1.4: Managers Have To Make Choices
Strategy as Trade-Offs, Discipline, and Focus
What Trade-Offs Are You Building into Your Strategy?
Porter's Competitive Strategies
7.2.1: Case Study: Nucor Aligns Company Goals with Employee Goal
Goals and Objectives
7.2.2: How Should Managers Define Goals and Objectives?
The Nature of Goals and Objectives
Creating Objectives
7.2.3: Managers Must Understand the Measurement of Goals and Objectives
From Management by Objectives to the Balanced Scorecard
7.2.4: How To Identify Successful Goals and Objectives
Characteristics of Effective Goals and Objectives
7.2.5: Managers Use Goals and Objectives for Employee Performance Evaluations
Using Goals and Objectives in Employee Performance Evaluation
7.2.6: Connecting Goals and Objectives with Corporate Social Responsibility
Integrating Goals and Objectives with Corporate Social Responsibility
7.2.7: Defining Your Own Goals and Objectives Makes You a Better Manager
Your Personal Balanced Scorecard
7.2.8: An Overview of Goal-Setting Strategies
Setting and Achieving Powerful Goals
Discussion: Setting and Achieving Powerful Goals
7.3.1: The Components of a Business Strategy
The Five Components of a Business Strategy
Strategy Formulation
7.3.2: Strategy Is Essential for Management Success
Developing Strategy Through Internal Analysis
Developing Strategy Through External Analysis
Formulating Organizational and Personal Strategy With the Strategy Diamond
Developing Successful Strategies: Planning To Win
7.3.3: Discussing the Five Competitive Forces of Strategy
The Five Competitive Forces that Shape Strategy
Unit 7 Assessment
Unit 7 Assessment
Unit 8: Decision-Making
8.1.1: Case Study: B. Ebbers Creates Biased Decision-Making at WorldCom
Decision-Making
8.1.2: The Foundation of Management Decision-Making
Understanding Decision-Making
8.1.3: Decision-Making and Management Challenges
Faulty Decision-Making
8.1.4: Groupthink in the Decision-Making Process
Decision-Making in Groups
8.1.5: Developing Your Own Management Decision-Making Skills
Developing Your Personal Decision-Making Skills
8.1.6: Framing a Decision
Framing a Decision
8.2.1: The Decision-Making Process
Making Great Decisions
Discussion: Making Great Decisions
8.2.2: Decision-Making Techniques
How To Make Better Decisions
8.2.3: The Challenges of Decision-Making
The Art of Choosing
8.2.4: Decision-Making
Decision-Making
8.2.5: Complex Decision-Making
The Emergent Genius of Ant Colonies
Unit 8 Assessment
Unit 8 Assessment
Unit 9: Organization Structure, Change, and the Future of Management
9.1.1: Case Study: Toyota Struggles with Organizational Structure
Organizational Structure and Change
9.1.2: Coordinating Individuals Is a Big Part of Organizational Structure
Organizational Structure
9.1.3: Contemporary Organizational Structures: Responding to Business Trends
Contemporary Forms of Organizational Structures
Leading Change: Herding Cats Would Be Easier
9.2.1: Change Management and Resistance to Change
Organizational Change
9.2.2: Plan for Change or Expect to Fail – Changing Effectively
Planning and Executing Change Effectively
9.3.1: The Future of Management
The Future of Management
Discussion: The Future of Management
Management in the Future: The Same as the Past?
9.3.2: The Future of Work
The Future of Work
Unit 9 Assessment
Unit 9 Assessment
Study Guide
BUS208 Study Guide
Course Feedback Survey
Course Feedback Survey
Certificate Final Exam
BUS208: Certificate Final Exam
Saylor Direct Credit
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BUS208: Principles of Management
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