BUS208: Hire the Right People | Saylor Academy

Read this article and consider the performance culture in your own organization, or an organization you are familiar with. Are employees in this organization made to feel that they are part of a team? Are high-achieving employees treated differently from employees who display average performance? Is there an appropriate level of pressure placed on employees to perform well? Does the corporate culture recognize that accomplishments take time to achieve, or does it encourage workplace shortcuts as the norm?

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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