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Introduction
Which e-book file to use?
I. Chapter 1: Leaders vs. Managers
Leadership vs. Management
Defining Leadership: Leadership styles
Who Are Managers?
Leadership, Entrepreneurship, and Strategy
II. Chapter 2: Effective Leadership
Your Principles of Management Survivor’s Guide
Inclusive Leadership and Potential Barriers
Global Trends
Leading People and Organizations
Case in Point: Indra Nooyi Draws on Vision and Values to Lead
Who Is a Leader? Trait Approaches to Leadership
1. Developing Leadership Skills
2. Katz Three Skills
3. Power and Influence
Leadership Styles of Conductors
III. Chapter 3: Management Theories and Practice
Classical Management Theories
Functions of Management in Organizations
Contemporary Management Theories
Conclusion
IV. Chapter 4: Leadership Theories
History, Globalization, and Values-Based Leadership
Case in Point: Hanna Andersson Corporation Changes for Good
Ancient History: Management Through the 1990s
What Do Leaders Do? Behavioral Approaches to Leadership
4. Trait, contingency, behavioral, and full-range theories
5. Path Goal Theory and Outstanding Leadership Theory
6. Fiedler’s contingency theory
7. Situational Leadership
V. Chapter 5: Contemporary Approaches to Leadership
Contemporary Approaches to Leadership
Developing Your Leadership Skills
VI. Chapter 6: Motivation
Motivation
VII. Chapter 7: Motivational Theories
Theories of Learning within Organizations
8. Motivating Employees
9. Case in Point: Zappos Creates a Motivating Place to Work
10. Developing Your Personal Motivation Skills
VIII. Chapter 8: Human Resources Management
11. Strategic Human Resource Management
12. The Roles of Pay Structure and Pay for Performance
13. Case in Point: Kronos Uses Science to Find the Ideal Employee
14. The Changing Role of Strategic Human Resource Management in Principles of Management
15. The War for Talent
16. Effective Selection and Placement Strategies
17. Designing a High-Performance Work System
18. Tying It All Together—Using the HR Balanced Scorecard to Gauge and Manage Human Capital, Including Your Own
IX. Chapter 9: Managing Groups and Teams
19. Managing Groups and Teams
20. Case in Point: General Electric Allows Teamwork to Take Flight
21. Group Dynamics
22. Understanding Team Design Characteristics
23. Organizing Effective Teams
24. Barriers to Effective Teams
25. Developing Your Team Skills
X. Chapter 10: Effective Decision Making
Challenges to Effective Decision Making
Decision-Making Styles
XI. Chapter 11: Ethical Leadership
26. Ethical Leadership
XII. Chapter 12: Conflict in Organizations
Conflict in the Work Environment
What is Conflict?
Causes of Workplace Conflict
Conflict Styles
27. Personality and Organization: A Basic Conflict?
28. Personal Values and Ethics
29. Cultural Differences
Conflict Resolution Strategies
XIII. Chapter 13: Decision-Making in Organizations
30. Introduction
31. Conflict in Organizations: Basic Considerations
32. Causes of Conflict in Organizations
33. Resolving Conflict in Organizations
34. Negotiation Behavior
35. Summary of Learning Outcomes
36. Management Skills Application Exercises
37. Managerial Decision Exercises
38. Critical Thinking Case
39. Chapter Review Questions
XIV. Chapter 14: Power and Influence
40. Power and Politics
XV. Chapter 15: Communication and Listening Skills
41. Communication in Organizations
42. Case in Point: Edward Jones Communicates Caring
43. Understanding Communication
44. Communication Barriers
45. Different Types of Communication
46. Communication Channels
47. Developing Your Personal Communication Skills
XVI. Chapter 16: Emotional Intelligence
48. Emotional Intelligence
49. Vulnerability in Leadership
XVII. Chapter 17: Organizational Change and Development
Why It Matters: Organizational Change
Success and Failure in Change
Putting It Together: Organizational Change
Change Management
50. Organizational Structures and Design
51. Organizational Change
52. Managing Change
53. Exercises
XVIII. Chapter 18: Strategizing
54. Strategizing
55. Case in Point: Unnamed Publisher Transforms Textbook Industry
56. Strategic Management in the P-O-L-C Framework
57. How Do Strategies Emerge?
58. Strategy as Trade-Offs, Discipline, and Focus
59. Developing Strategy Through Internal Analysis
60. Developing Strategy Through External Analysis
61. Formulating Organizational and Personal Strategy With the Strategy Diamond
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