BUS208: What Makes a Great Place to Work? | Saylor Academy

Read this section, which discusses how compensation and benefits help create a satisfying work environment for employees and how companies help their employees strike a balance between their jobs and personal lives. Because every employee requires a different work-life balance, companies must be creative in determining their work-life policies.

Click on What Makes a Great Place to Work? to open the resource.

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