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Principles of Management

Purpose of Course  showclose

“Management” refers to the organization and coordination of work to produce a desired result. A manager is a person who practices management by working with and through people in order to accomplish his or her organization’s goals. When you think of the term “manager,” you might be imagining your boss, as he or she does the hiring and the firing and makes major decisions that go above your authority. However, though you may not think of yourself in this way, you may also be a manager. In fact, many of us practice management skills more often than we think. You might have a team of employees that you manage, or lead a project that requires management strategy, or demonstrate leadership qualities among your peers. These are all scenarios that require you to apply the principles of management. In this course, you will learn to recognize the characteristics of proper management by identifying what successful managers do and how they do it. Understanding how managers work is just as beneficial for the employee as it is for the manager him- or herself. This course is designed to teach you the fundamentals of management as they are practiced today. Management began to emerge as a practice during the Industrial Revolution and with the rise of large corporations in the late nineteenth century and into the twentieth. The fundamental concepts of modern management were famously explored by Frederick Winslow Taylor, an American engineer who wrote The Principles of Scientific Management in 1911. Taylor aimed to couple the efficiency needs of a business with the specialized talents of the employees. Each employee was then seen as a cog in a wheel, as a useful yet expendable part of the whole operation. Taylor’s analysis was heavily driven by the research he conducted. His conclusion was that employees are almost always driven by money. Because businesses had very little production capacity, the principles of management focused on driving this production by enticing employees with more money for increased production. Management’s focus was on producing as much as possible to meet the consumer demand for goods and services. Many industries during the early 1900s did not have any competition, so they dominated their industries. But in the 1920s, the world of business conceptualized the assembly line and began to automate some of the production processes. This change in management strategy caused businesses to rethink how they managed their resources (people, finances, capital, and tangible assets). By the late twentieth century, automation, higher educational levels, and the push for speed had changed management practices, and business had by and large moved away from the top-down, centralized direction style to leaner organizations with less regimentation. Nevertheless, Taylor’s theories and their lessons remain important to this day as a foundation for understanding how to manage large projects that require a variety of skills and a large number of workers. This course will also illustrate the ways in which the practice of management evolves as firms grow in size. Historically, middle managers have served as “gatekeepers” who collect, analyze, and pass on information and messages up and down the management chain in an organization. Two developments—low-cost data manipulation in computers and the emergence of widespread, real-time communication (low-cost long-distance and global calling, email, text messaging, and wireless phones)—have reduced the need for these gatekeepers, and companies have eliminated thousands of such positions. The goal? To speed the flow of information and decision making and reduce the number of layers that separate the customer from the leadership of the organization. This course is based upon the idea that the essential purpose of a business is to produce products and services to meet the needs and wants of the marketplace. A manager marshals an organization’s resources (its people, finances, facilities, and equipment) towards this fundamental goal. In this course, we will begin by looking at what managers do, and then delve into the key knowledge areas for running a business.

Course Information  showclose

Welcome to BUS208: Principles of Management. Below, please find some general information on the course and its requirements.

Course Designers: Peter Lucash & Johnny Jackson MBA, MHRM

Primary Resources: This course is comprised of a range of different free, online materials. However, the course makes primary use of the following materials:
Requirements for Completion: In order to complete this course, you will need to work through each unit and all of its assigned materials. In each unit, there is strategic information provided to support your understanding of the principles of management. It is very important that you take notes as you work through the completion of this course, and use these notes to support your critical analysis of the content you are reading or viewing. You will also need to complete:
  • Unit 1 Assessments
  • The Final Exam
Note that you will only receive an official grade on your final exam. In order to “pass” this course, you will need to earn a 70% or higher on the final exam. Your score on the exam will be tabulated as soon as you complete it. If you do not pass the exam, you may take it again.

Time Commitment: This course should take you approximately 88 hours to complete. Each unit includes a time advisory that lists the amount of time you are expected to spend on each subunit. These should help you plan your time accordingly. It may be useful to take a look at these time advisories and to determine how much time you have over the next few weeks to complete each unit, and then to set goals for yourself. For example, unit 1 should take you approximately 11 hours. Also, please note that there are three subunits in unit 1. To make the process of completing unit 1 more manageable, you are greatly encouraged to block out time over the course of a specified period (e.g., a calendar week) and schedule yourself to work through a specific subunit on each day. For example, you may decide to complete subunit 1.1 (a total of 3 hours) on Monday, half of subunit 1.2 (about 2¼ hours) on Tuesday, the rest of subunit 1.2 (another 2¼ hours) on Wednesday, etc.

Tips/Suggestions: As you are working through the course, you are again greatly encouraged to take notes. You should keep your notes organized and properly labeled, as they will serve you well as you prepare to complete the final exam. Pay careful attention when watching a video in the course, as this material serves to reinforce the concept(s) being presented, and there is also information pulled from the videos included on your final exam. It will be useful to use your notes as a review prior to completing the final exam.

 
A version of this course is also available in iTunes U.
Preview the course in your browser or view our entire suite of iTunes U courses.  

Learning Outcomes  showclose

Upon successful completion of this course, you will be able to:
  • identify the functions of managers;
  • discuss the purpose of management;
  • describe the history of management theory to see how various theories have developed over time to the present day;
  • demonstrate an understanding of the impact of globalization on management;
  • demonstrate an understanding of the role cultural factors play in the workplace;
  • describe the changing nature of a diverse workforce and how it can enhance the work environment;
  • describe the essential concepts of ethical practices in business;
  • explain the key factors of leadership skills, power, and politics;
  • discuss the stages of team development and the dynamics of managing teams;
  • list the factors that motivate people;
  • explain the value of empowering employees;
  • discuss methods of recognizing and managing conflict;
  • list the steps in the recruitment and employee selection process;
  • discuss methods of employee compensation and their impact on employee motivation;
  • explain the importance of hiring the right employees and employee retention;
  • illustrate the components of business strategy;
  • explain how to develop and achieve organizational goals and objectives;
  • list the steps in the management decision-making process;
  • apply the concepts of decision making in a business situation;
  • identify and understand various organizational structures;
  • identify effective methods of change, and future management trends; and
  • understand the role of technology in the future of management.

Course Requirements  showclose

In order to take this course, you must:

√    have access to a computer;

√    have continuous broadband Internet access;

√    have the ability/permission to install plug-ins or software (e.g., Adobe Reader or Flash);

√    have the ability to download and save files and documents to a computer;

√    have the ability to open Microsoft files and documents (.doc, .ppt, .xls, etc.);

√    be competent in the English language;

√    have read the Saylor Student Handbook; and

√    have completed BUS101.

Preliminary Information

  • Exploring Business

    You will be prompted to read sections of this book throughout the course. You can download the text in full now and skip to the appropriate section as prompted by the instructions in the resource boxes below.

    Reading: Exploring Business (PDF)

    Terms of Use: The text was adapted by The Saylor Foundation under the Creative Commons Attribution-NonCommercial-ShareAlike 3.0 License without attribution as requested by the work's original creator or licensee. 

  • Principles of Management

    You will be prompted to read sections of this book throughout the course. You can download the text in full now and skip to the appropriate section as prompted by the instructions in the resource boxes below.

    Reading: Principles of Management (PDF)

    Terms of Use: The text was adapted by The Saylor Foundation under the Creative Commons Attribution-NonCommercial-ShareAlike 3.0 License without attribution as requested by the work's original creator or licensee. 

Unit Outline show close


Expand All Resources Collapse All Resources
  • Unit 1: What Is Management?  

    In this introductory unit, we will begin our exploration of the practice of management. There has always been a need for some degree of management in order to organize the efforts of individuals for the common (and individual) good. Even in very primitive times, gathering food, protecting against predators, and caring for the young required humans to coordinate and organize in order to achieve common goals.

    Management is an art and a science, and you will need more than one course on management in order to develop management ability. Put simply, “management” refers to the coordination of work activities through and with other people to accomplish the goals of an organization. In this section, we will explore the functions of management: management involves not only coordination, but planning, organizing, leading, and controlling. Over the years, the common definition of management has become less specific, as managerial functions can include staffing, directing, and reporting. In modern companies, there are fewer layers of management, as these companies instead rely on the delegation of responsibilities and authority to achieve goals. As a result, we now speak in terms of “leading” or “guiding” people, rather than giving instructions for every action.

    Even if you have no aspirations to manage a team, you may need to lead projects, manage committees, and/or interact with managers. Understanding what makes a good manager is one of the biggest factors in the success of a firm or an individual. 

    Time Advisory   show close
    Learning Outcomes   show close
  • 1.1 What Is Management?  
  • 1.1.1 Case Study: Doing Good as a Core Business Strategy  

    Note: This topic is covered by the reading in subunit 1.1. Focus on section 1.1 of the reading. This case is being presented for analysis and as a jumping-off point for the content that follows in chapter 1 of Principles of Management. The case discusses how Goodwill develops their business strategy, and it also provides some foundational insight on concepts that will be more fully explained as you complete the subsequent readings. 

  • 1.1.2 Who Are Managers?  

    Note: This topic is covered by the reading in subunit 1.1. Please focus on section 1.2 of the reading, which includes a discussion on ten roles of managers, and establishes a framework for understanding the nature of the work a manager regularly does.

  • 1.1.3 Leadership, Entrepreneurship, and Strategy—A Manager’s Guide  

    Note: This topic is covered by the reading in subunit 1.1. Focus on section 1.3 of the reading. In this section, the concept of leadership is established and a clear distinction between a manager and a leader is discussed. You will also be introduced to the concepts of leadership and strategy, and you will be provided with a framework for implementing these concepts cohesively.

  • 1.1.3.1 What Exactly Is Leadership?  

    Note: This topic is covered by the reading in subunit 1.1. Focus on section 1.3 of the reading about leadership. In this section, the definition of leadership is discussed, along with what differentiates a manager from a leader. 

  • 1.1.3.2 Do Managers Need a Bit of Entrepreneurial Spirit?  

    Note: This topic is covered by the reading in subunit 1.1. Focus on section 1.3 of the reading, paying particular attention to the section on entrepreneurship. In this section, the definition of entrepreneurship and the role of entrepreneurs are discussed.

  • 1.1.3.3 Developing Strategy within Management  

    Note: This topic is covered by the reading in subunit 1.1. Focus on section 1.3 of the reading, where the definition and description of strategy are discussed.

  • 1.1.3.4 Can Managers Synchronize Leadership, Entrepreneurship, and Strategy?  

    Note: This topic is covered by the reading in subunit 1.1. Focus on the end of section 1.3 of the reading. This is where the concepts of leadership, entrepreneurship, and strategic planning come together in the management process.

  • 1.1.4 Planning, Organizing, Leading, and Controlling: The P-O-L-C Framework  

    Note: This topic is covered by the reading in subunit 1.1. Please focus on section 1.4 of the reading. In this section, you will receive your first introduction to the P-O-L-C (Planning, Organizing, Leading, and Controlling) framework. This framework can also be identified as the “four functions of management.”  

  • 1.1.5 Economic, Social, and Environmental Performance for Managers  

    Note: This topic is covered by the reading in subunit 1.1. Please focus on section 1.5 of the reading. You will learn how managers analyze economic, social, and environmental elements to support the effective execution of customer service within the organization.

  • 1.1.6 Managers Have to Understand the Performance of Individuals and Groups  

    Note: This topic is covered by the reading in subunit 1.1. Please focus on section 1.6 of the reading. You will learn how to distinguish between individual and group-level performance. While there are indeed differences between the two, managers strive to make sure that individual and group-level performance are compatible. It may be helpful to take notes, in particular to compare and contrast the distinctions between individual and group-level performance.

  • 1.1.6.1 Identifying Individual-Level Performance  

    Note: This topic is covered by the reading in subunit 1.1. Focus on the beginning of section 1.6. In-role performance and organizational citizenship behaviors are described in detail. Carefully review the tables in this section, which provide a graphic representation of these areas.

  • 1.1.6.2 Understanding Group-Level Performance  

    Note: This topic is covered by the reading in subunit 1.1. Focus on the second half of section 1.6. The important differences between a “group” and a “team” are discussed.

  • 1.1.6.3 Understanding Compatibility of Individual and Group Performance  

    Note: This topic is covered by the reading in subunit 1.1. This issue is discussed at the end of section 1.6. Take the time to review the exercises at the end of the section.

  • 1.1.7 Your Principles of Management Survivor’s Guide  

    Note: This topic is covered by the reading in subunit 1.1. Focus on section 1.7 of the reading. You will learn about what is identified as a managerial tool guide. This guide seeks to help you understand your own learning style so that you may more fully respond to and manage the learning styles of others. You will also get an opportunity to apply what you have learned in your analysis of the gauge-discover-reflect process of managing, which should help you: 1) identify your knowledge and capabilities about something; 2) obtain enough information about it so you can establish effective goals, then develop a plan to work towards achieving those goals; and 3) examine the difference between what has happened and what should have happened.

  • 1.1.7.1 Assessing Your Learning Style  

    Note: This topic is covered by the reading in subunit 1.1. Focus on section 1.7 of the reading, where you will begin to understand your personal learning style. The questionnaire assessment (below) can be found in this section. 

  • 1.1.7.2 Learning to Adapt Your Style  

    Note: This topic is covered by the reading in subunit 1.1. Focus on section 1.7 of the reading. Once you have assessed your learning style, you will learn how to adapt that style to make the most of your abilities.

  • 1.1.7.3 Management Survival Kit: Gauge—Discover—Reflect  

    Note: This topic is covered by the reading in subunit 1.1. Focus on the last part of section 1.7. Each aspect—gauge, discover, and reflect—is covered in detail. Take the “Are You Ready To Be a Great Retail Store Manager” quiz to see which areas of your people-skills need improvement.

  • 1.1.8 A Final Thought: An Alternative Perspective on What Management Is  
    • Reading: The Saylor Foundation’s “What Is Management?”

      Link: The Saylor Foundation’s “What Is Management?” (PDF)

      Instructions: Read this article. As you read, consider the following questions: What does management mean to you? What are some key functions for managers? Does your current manager or a manager you are familiar with effectively perform these key management functions? If not, why? What is the difference between a manager and a leader?

      Reading this article and answering the questions above should take approximately 15 minutes.

      See a broken link? Please let us know!

  • 1.2 The Role of Managers: What Do Managers Do?  
    • Reading: Exploring Business: “Chapter 6: Managing for Business Success”

      Link: Exploring Business: “Chapter 6: Managing for Business Success” (PDF)
       
      Instructions: Read sections 6.1 through 6.6 of chapter 6. As you read through this information, be sure you pay careful attention to the information in each section. In this area of the course, you will be introduced to foundational elements associated with management principles. Please ensure you take great notes and remain organized throughout the completion of the course. This reading covers the topics outlined in subunits 1.2.1 through 1.2.6 and all-inclusive sections. Also, once you complete the reading in 1.2.5 (section 6.5 of the reading), please complete the exercise located at the bottom of 6.5. This exercise is not graded, and should be viewed as an opportunity to critically think about and apply the concepts you’ve learned in the readings.
       
      Reading these sections and completing the exercise should take approximately 2 hours and 30 minutes.
       
      Terms of Use: The text was adapted by The Saylor Foundation under the Creative Commons Attribution-NonCommercial-ShareAlike 3.0 License without attribution as requested by the work's original creator or licensee. 

      See a broken link? Please let us know!

    • Reading: The Saylor Foundation’s “The Role of Tomorrow’s Leaders”

      Link: The Saylor Foundation’s “The Role of Tomorrow’s Leaders” (PDF)

      Instructions: Read this article. As you read, consider the following questions: What shifts in the modern business world have caused leadership roles to change? Can leading globally, building partnerships, being innovative, and collaborating enable leaders to be more effective? If so, how? As a leader, do you currently practice these four essential roles? Why, or why not?

      Reading this article and answering the questions above should take approximately 15 minutes.

      See a broken link? Please let us know!

  • 1.2.1 An Introduction to What Managers Do: The Four Functions  

    Note: This topic is covered by the reading in subunit 1.2. Please focus on section 6.1 of the reading. You will learn how the four functions of management are interrelated, how they work together to provide a form from which managers draw to properly execute their workplace tasks.

  • 1.2.2 What Is the Management Planning Function?  

    Note: This topic is covered by the reading in subunit 1.2. Please focus on section 6.2 of the reading. You will learn the process an organization uses to create and implement strategic, tactical, and operational plans. Managers use these plans to provide a sort of roadmap from which business develops. Please pay careful attention to the discussion on how to conduct a SWOT (strengths, weaknesses, opportunities, and threats) analysis, as well as the information on mission statements and establishing goals/objectives. There is also information presented on contingency planning, which is basically asking you to identify the alternative route towards achieving a goal or objective.  

  • 1.2.2.1 Developing a Strategic Plan: Step One  

    Note: This topic is covered by the reading in subunit 1.2. Focus on section 6.2 of the reading, where the first step in planning is discussed. The additional steps are also listed here and will be discussed later in further detail.

  • 1.2.2.2 What Is a Mission Statement?  

    Note: This topic is covered by the reading in subunit 1.2. Focus on section 6.2 of the reading, where the next step in the planning process, developing a mission statement— in which a company defines its reason for being—is covered.

  • 1.2.2.3 Managers Identify Core Values  

    Note: This topic is covered by the reading in subunit 1.2. Focus on section 6.2 of the reading, where a company’s core values are defined. Think about the corporate examples given in this section. Do you think they have successfully achieved their stated positions?

  • 1.2.2.4 Strengths, Weaknesses, Opportunities, and Threats (SWOT) / Goals and Objectives  

    Note: This topic is covered by the reading in subunit 1.2. Focus on the middle part of section 6.2. The SWOT analysis is an integral part of an organization’s planning process, and should be reviewed and revised on a regular basis. Corporate goals (long-range) and objectives (with a shorter-term focus) are covered immediately following the SWOT discussion.

  • 1.2.2.5 Managers Must Be Able to Develop Tactical and Operational Plans  

     Note: This topic is covered by the reading in subunit 1.2. Focus on the middle part of section 6.2. This is where the execution of a strategic plan will be implemented, involving managers at all levels.

  • 1.2.2.6 Contingency Planning and Crisis: What Is Your Plan B?  

    Note: This topic is covered by the reading in subunit 1.2. Focus on the latter part of section 6.2 of the reading. Even with extensive planning and attention to detail, not all plans will provide the desired results. Effective managers understand this and plan for the unexpected.

  • 1.2.3 How to Organize People, Equipment, and Money  

    Note: This topic is covered by the reading in subunit 1.2. Please focus on section 6.3 of the reading. You will learn about the top, middle, and first-line levels of management. You will be able to better understand the various ways to organize a business and its correlating activities. There is also information presented on the authority of managers and the concept of delegation.

  • 1.2.3.1 Defining the Levels of Management  

    Note: This topic is covered by the reading in subunit 1.2. Focus on section 6.3 of the reading. Each level of management is discussed in detail, providing a clear distinction between responsibilities and the reporting structure.

  • 1.2.3.2 Structuring the Business to Get the Job Done  

    Note: This topic is covered by the reading in subunit 1.2. Focus on the middle of section 6.3 for a comprehensive look at the various ways companies may be structured. The organization chart featured at the end of this section illustrates the reporting relationships for the different structures.

  • 1.2.4 Managers Have to Possess Great “Directing” Skills  

    Note: This topic is covered by the reading in subunit 1.2. Please focus on section 6.4 of the reading assigned in 1.2. You will learn the foundational elements associated with leadership, and develop an understanding of what managers do to achieve organizational goals and objectives. Please note: Leading is sometimes referred to as “directing.” Please keep this in mind as you are moving through the course. There is an emphasis placed on understanding and identifying your individual leadership style(s).

  • 1.2.4.1 Not All Managers Have the Same Leadership Style  

    Note: This topic is covered by the reading in subunit 1.2. Focus on the beginning of section 6.4 for an introduction to various leadership styles.

  • 1.2.4.2 Some Managers Have an Autocratic Style of Leadership  

    Note: This topic is covered by the reading in subunit 1.2. Focus on section 6.4 of the reading for a description of this style.

  • 1.2.4.3 Some Managers Have a Democratic Style of Leadership  

     Note: This topic is covered by the reading in subunit 1.2. Focus on section 6.4 of the reading for a description of this style.

  • 1.2.4.4 Some Managers Have a Laissez-Faire Style of Leadership  

    Note: This topic is covered by the reading in subunit 1.2. Focus on section 6.4 of the reading for a description of this style.

  • 1.2.4.5 Some Managers Have a Transactional Style of Leadership  

    Note: This topic is covered by the reading in subunit 1.2. Focus on section 6.4 of the reading for a description of this style.

  • 1.2.4.6 Some Managers Have a Transformational Style of Leadership  

    Note: This topic is covered by the reading in subunit 1.2. Focus on the middle of section 6.4 for a discussion of the transformational style of leadership.

  • 1.2.5 Effectively Controlling the Environment Is a Management Essential  

    Note: This topic is covered by the reading in subunit 1.2. Please focus on section 6.5 of the reading. You will learn the necessary steps used to control the planning put in place, and develop an understanding of how to use this process to control organizational outcomes. 

  • 1.2.5.1 Control: Five Easy Steps  

    Note: This topic is covered by the reading in subunit 1.2. Focus on the beginning of section 6.5 of the reading. Here you will find a detailed discussion of the five-step control process necessary for keeping a plan on target.

  • 1.2.5.2 Exercise: Using the Course Information to Make Decisions  

    Note: This topic is covered by the reading in subunit 1.2. Please complete the exercise at the bottom of section 6.5, directly beneath the key takeaway box. You will use the course concepts and information presented to critically think through a hypothetical situation. This exercise is not graded; it is your opportunity to begin applying some of the information you have just learned. You are encouraged to document your response to this exercise, and then compare your response to the notes taken as you have been working through the course. The focus should be on how many of the concepts presented in this area of the course you can apply within the given situation.

  • 1.2.6 Managers Need a Variety of Skills to Be Successful  

    Note: This topic is covered by the reading in subunit 1.2. Please focus on section 6.6 of the reading. In covering subunits 1.2.6.1–1.2.6.6, you will learn about the core skills necessary for a manager to be successful. Each of the stated skills is essential to a manager’s success, so please ensure you take good notes. To cover the topic outlined in 1.2.6.7, you will be introduced to a process of solving problems. An effective manager will be faced with a variety of problems requiring some kind of decision. Some decisions made by a manager will be more successful than others, but using this process seeks to minimize the possibility of a bad decision.

  • 1.2.6.1 Management Technical Skills  

    Note: This topic is covered by the reading in subunit 1.2. Focus on section 6.6 of the reading for a brief discussion of the importance of utilizing technical skills.

  • 1.2.6.2 Management Interpersonal Skills  

    Note: This topic is covered by the reading in subunit 1.2. Focus on section 6.6 of the reading for comments on the importance of interpersonal skills.

  • 1.2.6.3 Management Conceptual Skills  

    Note: This topic is covered by the reading in subunit 1.2. Focus on section 6.6 of the reading for comments on the value of conceptual skills.

  • 1.2.6.4 Management Communication Skills  

    Note: This topic is covered by the reading in subunit 1.2. Focus on section 6.6 of the reading for comments on tips for good communication skills

  • 1.2.6.5 Time-Management Skills  

    Note: This topic is covered by the reading in subunit 1.2. Focus on section 6.6 to read about valuable time-management tips.

  • 1.2.6.6 Management Decision-Making Skills  

    Note: This topic is covered by the reading in subunit 1.2. Focus on section 6.6 of the reading to begin learning about the decision-making process.

  • 1.2.6.7 Problem Solving: Six Easy Steps  

    Note: This topic is covered by the reading in subunit 1.2. Focus on the reading in section 6.6 for step-by-step guidance to the problem-solving process.

  • 1.2.7 Developing Influencing Skills  
    • Reading: The Saylor Foundation’s “Influencing Skills”

      Link: The Saylor Foundation’s “Influencing Skills” (PDF)
       
      Instructions: Read this article. As you read, think about your influencing skills. Consider the different types of approaches you may use to suit a particular situation or individual. Do you generally employ a push or a pull strategy? Are you flexible enough to vary your style, as needed?
       
      Reading this article and answering the questions above should take approximately 30 minutes.

      See a broken link? Please let us know!

    • Reading: The Saylor Foundation’s “The Influencing Skills of President Obama”

      Link: The Saylor Foundation’s “The Influencing Skills of President Obama” (PDF)

      Instructions: Read this article. As you read, consider the different techniques you use when making a presentation or speech. As you prepare your presentations, do you consider the styles of other speakers? Which styles do you feel most suit your personality? After reading this essay, what steps will you take, if any, to revise your speaking style and employ different strategies when preparing your presentations?

      Reading this article and answering the questions above should take approximately 30 minutes.

      See a broken link? Please let us know!

  • 1.3 The Personal Side of Management  
    • Reading: Principles of Management: “Chapter 2: Personality, Attitudes, and Work Behaviors”

      Link: Principles of Management: “Chapter 2: Personality, Attitudes, and Work Behaviors” (PDF)
       
      Instructions: Read chapter 2. Please be advised that there are a series of sections in this chapter identified as section 2.1, section 2.2, etc. You should read and take notes on sections 2.1 through 2.7 of chapter 2. This chapter includes a case study. These are placed throughout the course and provide an opportunity for you to develop an understanding of how a real company has used the concepts you are learning. Note: This reading covers the topics outlined in subunits 1.3.1 through 1.3.7.

      Reading these sections should take approximately 3 hours.

      Terms of Use: The text was adapted by The Saylor Foundation under the Creative Commons Attribution-NonCommercial-ShareAlike 3.0 License without attribution as requested by the work's original creator or licensee. 

      See a broken link? Please let us know!

    • Reading: The Saylor Foundation’s “The Big Five Personality Test”

      Link: The Saylor Foundation’s “The Big Five Personality Test” (PDF)

      Instructions: Read this article. As you read, think about what, if any, personality tests are conducted by your organization. Have you taken a personality test, or given one to others? Do you believe that the five personality traits discussed in this reading accurately portray human beings? Why, or why not? As society advances and new technologies impact our lives will our personalities adapt and change? What about the possibility of individuals displaying different personalities based on the form of interaction? For example, will introverts feel more comfortable expressing themselves in an online environment? Will other personality characteristics be impacted by the use of technology?

      Reading this article and answering the questions above should take approximately 30 minutes.

      See a broken link? Please let us know!

  • 1.3.1 Case Study: SAS Institute Invests in Employees  

    Note: This topic is covered by the reading in subunit 1.3. Please focus on section 2.1 of the reading, which is about how the SAS Institute treats its employees and how this has affected the company. Being an effective manager is more than just understanding concepts and principles. Mangers have to be able to express a personal, softer side in order to achieve trust, commitment, and buy-in from those they manage. Basically, you have to show your human capital that you care about them as people.

  • 1.3.2 Identifying Your Personality and Values  

    Note: This topic is covered by the reading in subunit 1.3. Please focus on section 2.2 of the reading, in which you will be exposed to the dynamics of personality traits and develop an understanding of how they impact workplace behaviors. In order for a manager to properly implement the P-O-L-C framework, s/he must be able to provide value within his/her own task executions, set the pace and tone to be followed in the workplace, and build relationships that support the greatest return on investment for both the employer and the employee.

  • 1.3.2.1 Understanding Your Personality  

    Note: This topic is covered by the reading in subunit 1.3. Focus on the beginning of section 2.2 for an introduction to the discussion about personality types.

  • 1.3.2.2 The Big Five Personality Traits  

    Note: This topic is covered by the reading in subunit 1.3. Focus on section 2.2 of the reading for an in-depth look at various personality types, and the ways in which we can interact more effectively. Be sure to read about the other personality dimensions discussed and review the chart listing self-esteem ratings worldwide.

  • 1.3.2.3 Using Personality Tests to Make Employment Decisions  

    Note: This topic is covered by the reading in subunit 1.3. Focus on the middle of section 2.2 for comments about the value, uses, and downside of personality testing when hiring personnel.

  • 1.3.3 Behavior = Values + Perception  

    Note: This topic is covered by the reading in subunit 1.3. Please focus on section 2.3 of the reading. You will develop an understanding of the personal biases you use to support how you go about making decisions for yourself and others. You will also learn about the bridge between your personal biases and your personality, and how the combination of this information can be used to make you a better manager.

  • 1.3.3.1 Being Able to Identify Visual Perception  

    Note: This topic is covered by the reading in subunit 1.3. Focus on section 2.3 of the reading. Look at the graphics included in this section. What do your biases direct you to see?

  • 1.3.3.2 Managers Are Human … Biases Will Happen (Self-Perception)  

    Note: This topic is covered by the reading in subunit 1.3. Focus on section 2.3 of the reading for a discussion of how our biases shape our self-perception.

  • 1.3.3.3 Managerial Social Perception … We All Stereotype Others!  

    Note: This topic is covered by the reading in subunit 1.3. Focus on section 2.3 of the reading for an important discussion on how stereotyping affects our perception of others.

  • 1.3.3.4 So What Is the Big Deal about First Impressions?  

    Note: This topic is covered by the reading in subunit 1.3. Focus on the last part of section 2.3 to learn how first impressions leave lasting effects.

  • 1.3.4 Workplace Attitudes and Job Satisfaction  

    Note: This topic is covered by the reading in subunit 1.3. Please focus on section 2.4 of the reading. You will learn about how to shape opinions, beliefs, and feelings regarding the workplace environment. You should pay particular attention to the factors contributing to job satisfaction and organizational commitment.

  • 1.3.5 KSAO (Knowledge, Skills, Abilities, Other Characteristics) vs. Fit  

    Note: This topic is covered by the reading in subunit 1.3. Please focus on section 2.5 of the reading. In today's business world, it is not enough to have the knowledge, skills, and abilities to execute the role and functions of a particular job—many organizations are relying more on fit. Fitrefers to whether or not you have the personality and character dynamics to successfully integrate into the organization. In this section of the reading, you will learn how to identify several fit dynamics—i.e., person-job fit, person-organization fit, etc. You will also develop an understanding of how fit dynamics connect to and integrate with work behaviors.

  • 1.3.6 Influencing Workplace Behaviors  

    Note: This topic is covered by the reading in subunit 1.3. Please focus on section 2.6 of the reading. You will be introduced to the factors that have the strongest influence over workplace behaviors. In understanding these factors, a manager should be able to develop programs and a workplace environment that supports improved dynamics between the employer and the employee. Understanding these factors also supports improving productivity within the workplace.

  • 1.3.6.1 The Strongest Factors Influencing Work Behaviors Defined  

     Note: This topic is covered by the reading in subunit 1.3. Focus on section 2.6 of the reading. A detailed chart will take you through influencing factors in the workplace.

  • 1.3.6.2 First Factor: Job Performance  

    Note: This topic is covered by the reading in subunit 1.3. Focus on the first few paragraphs after the chart in section 2.6 of the reading. Job performance predictors are discussed in detail.

  • 1.3.6.3 Second Factor: Organizational Citizenship  

     Note: This topic is covered by the reading in subunit 1.3. Focus on section 2.6 for a discussion of the ways in which people’s behavior, unrelated to their skills or abilities, are valuable in the workplace.

  • 1.3.6.4 Third Factor: Absenteeism  

    Note: This topic is covered by the reading in subunit 1.3. Focus on the next part of section 2.6 for comments on the impact and costs of employee absenteeism.

  • 1.3.6.5 Fourth Factor: Turnover  

    Note: This topic is covered by the reading in subunit 1.3. Focus on the last part of section 2.6 for a detailed discussion about the reasons people leave their jobs.

  • 1.3.7 New Skill—Developing Your Positive Attitude  

    Note: This topic is covered by the reading in subunit 1.3. Please focus on section 2.7 of the reading. A positive attitude improves workplace performance. This reading discusses how managers can learn to be happier in their work. You can use this insight to not only improve your own productivity, but the productivity of your employees as well.

  • Unit 2: Historical Development and Globalization  

    The more complex an organization and its operations, the more active a role management plays. Successful management imposes a degree of order and discipline so that work can be accomplished expeditiously, no matter what the size of the organization, how many countries it operates in, and how much of its work is performed “virtually.”
             
    In this unit, we will explore various theories of management through history, paying close attention to Frederick Taylor’s scientific management theory, which was widely practiced in the industrial age of the twentieth century. We will also take stock of more contemporary, twenty-first-century approaches to management, which tend to be better suited to organizations in knowledge-based industries (as opposed to those in manufacturing). Additionally, we will look at the global perspective of management.

    Time Advisory   show close
    Learning Outcomes   show close
  • 2.1 History of Management Theory  
  • 2.1.1 Understanding the Early Management Principles  

    Note: This topic is covered by the readings in subunit 2.1. Focus on section 3.2 for a detailed discussion of Faylor’s 14 Principles of Management. Other theorists are discussed following Faylor’s concept.

  • 2.1.2 Management Ideas of and after the 1990s  

     Note: This topic is covered by the readings in subunit 2.1. Focus on the second part of section 3.2, where Drucker, Peters, Waterman, and Bennis are discussed. Special note is made of Peters and Waterman’s “In Search of Excellence.”

  • 2.2 Contemporary Management Principles  

    Note: This topic is covered by the readings in subunit 2.1. Please focus on section 3.3 of the reading. This section discusses how managers need to be able to identify social and political trends, which shape how a manager performs tasks and dictate the foundational success of an organization achieving its goals and objectives. Several different organizational models are introduced in this section of the course. Pay careful attention to the benefits of social networking.

  • 2.2.1 Corporations Have Become a Social Movement  

    Note: This topic is covered by the readings in subunit 2.1. Focus on section 3.3 to read about the progression of corporations from being strictly about business to becoming socially conscious.

  • 2.2.2 Management’s Use of Social Networking  

    Note: This topic is covered by the readings in subunit 2.1. Focus on the readings in section 3.3. This fascinating discussion covers the evolution of social networking from a way for college students to connect into a viable, effective, and efficient way for corporations to utilize the viral nature of the Internet world as a marketing tool.

  • 2.3 Scientific Management Theory  
    • Web Media: YouTube: danieljbmitchell’s “Ford and Taylor in the 1920s”: Part 1 and Part 2

      Link: YouTube: danieljbmitchell’s “Ford and Taylor in the 1920s”: Part 1 and Part 2 (YouTube)
       
      Instructions: Watch this two-part video illustrating Taylor’s principles as applied at the Ford Motor Company. Note that in 1911, Frederick Winslow Taylor wrote The Principles of Scientific Management, the principles of which were quickly adopted by business managers and were collectively referred to as Taylorism. This management system runs on the theory that synthesized workflow increases productivity. Henry Ford was the founder of the Ford Motor Company. His great contribution was to develop the concept of the assembly line and apply it in his new company.

      Watching these videos should take approximately 15 minutes.
       
      Terms of Use: Please respect the copyright and terms of use displayed on the webpage above.

      See a broken link? Please let us know!

  • 2.4 A Modern Look at Management  
    • Reading: The Saylor Foundation’s “Mintzberg and Managing”

      Link: The Saylor Foundation’s “Mintzberg and Managing” (PDF)

      Instructions: Read this article. As you read, consider Mintzberg’s view of technology and email. Do you agree that these have a negative impact on a manager’s effectiveness? What about his view that aiming for a specific goal can ultimately be detrimental to an organization’s success? Consider Mintzberg’s view of a sense of community in an organization. Does such a community exist in your organization?

      Reading this article and answering the questions above should take approximately 15 minutes.

      See a broken link? Please let us know!

    • Reading: The Saylor Foundation’s “Managing: Pure, If Not Simple”

      Link: The Saylor Foundation’s “Managing: Pure, If Not Simple” (PDF)

      Instructions: Read this article. As you read, think about Mintzberg’s view that management is a result of an individual’s experience and the situation in which that person finds himself or herself. Do you agree with this view? Do you, or those around you, manage based on this approach, or do they use a more scientific and structured method? In your experience, which approach has proven to be more effective? How do Mintzberg’s management approaches complement or contrast other theories discussed in previous readings?

      Reading this article and answering the questions above should take approximately 30 minutes.

      See a broken link? Please let us know!

  • 2.5 The Global Environment  
  • 2.5.1 Business Is Going Global … Management Has to Change  

    Note: This topic is covered by the reading beneath subunit 2.5. Please focus on section 3.1 of the reading. You will learn why both a country and a company engage in international trade. You should be making a direct connection to globalization as you are reading this information. 

  • 2.5.1.1 Why Do Nations Trade?  

    Note: This topic is covered by the reading beneath subunit 2.5. Focus on section 3.1 of the reading for an introduction to international trade.

  • 2.5.1.2 Absolute Versus Comparative Advantage  

    Note: This topic is covered by the reading beneath subunit 2.5. Focus on section 3.1 of the reading for a detailed discussion on the ways in which countries can compete based on the resources available to them. This determines what they must import and what they can export. 

  • 2.5.1.3 Measuring Trade between Nations  

    Note: This topic is covered by the reading beneath subunit 2.5. Focus on section 3.1 of the reading for a definition of the “balance of trade” and the impact of having a surplus or deficit.

  • 2.5.2 Getting Involved in International Business  

    Note: This topic is covered by the reading beneath subunit 2.5. Please focus on section 3.2 of the reading. You will be introduced to various challenges and opportunities presented when an organization engages in international business. When a company makes this kind of decision, the application of management principles intensifies, as it becomes increasingly difficult to balance and manage the needs of all stakeholders when managing from a globalized perspective.

  • 2.5.2.1 The Foundations of Importing and Exporting  

    Note: This topic is covered by the reading beneath subunit 2.5. Focus on the beginning of section 3.2 for a brief introduction to the world of importing and exporting.

  • 2.5.2.2 The Foundations of Licensing and Franchising  

    Note: This topic is covered by the reading beneath subunit 2.5. Focus on the next two paragraphs of section 3.2 for a definition of international licensing agreements and franchising, including a description of the ways in which companies can expand internationally.

  • 2.5.2.3 Using Contract Manufacturing and Outsourcing  

    Note: This topic is covered by the reading beneath subunit 2.5. Focus on the next part of section 3.2 for a discussion of how companies manufacture in countries with lower costs of labor to maximize profits. An interesting graph comparing wages in the United States to those in India is shown.

  • 2.5.2.4 Forming Strategic Alliances and Joint Ventures  

    Note: This topic is covered by the reading beneath subunit 2.5. Focus on the next part of section 3.2 for details on how developing relationships with other entities can produce position results for an organization.

  • 2.5.2.5 Getting Involved in Foreign Direct Investments and Subsidiaries  

    Note: This topic is covered by the reading beneath subunit 2.5. Focus on the middle of section 3.2 of the reading. Foreign investments are discussed in detail, including an illustration of how finances are dispersed.

  • 2.5.2.6 Understanding Multinational Corporations  

    Note: This topic is covered by the reading beneath subunit 2.5. Focus on the next part of section 3.2 of the reading. The world’s largest multinational corporations are highlighted.

  • 2.5.3 The Environment of Global Business: Cultural, Economic, and Legal  

    Note: This topic is covered by the reading beneath subunit 2.5. Please focus on section 3.3 of the reading. You will learn how to identify legal, political, cultural, and economic differences between two different countries, and how to use this information towards increasing organizational success. The concepts of language, time, and communication are discussed, providing an understanding of how to improve the business environment when managing within this type of organizational dynamic.

  • 2.5.4. Managing and Controlling Global Business  

    Note: This topic is covered by the reading beneath subunit 2.5. Please focus on section 3.4 of the reading. You will be able to identify and discuss how a government encourages global trade. This information can be used to make strategic decisions when deciding on whether to expand a business on a global scale.

  • 2.5.4.1 Understanding Tariffs, Quotas, and Dumping  

    Note: This topic is covered by the reading beneath subunit 2.5. Focus on section 3.4 of the reading. The beginning of the section includes an introduction to trade controls, followed by a discussion of trade restrictions.

  • 2.5.4.2 The Pros and Cons of Trade Controls  

    Note: This topic is covered by the reading beneath subunit 2.5. Focus on the latter part of section 3.4 of the reading. Various opinions of government involvement in trade are discussed.

  • 2.5.5 Managing through Trade Barriers  

    Note: This topic is covered by the reading beneath subunit 2.5. Please focus on section 3.5 of the reading. This section provides insight on the various ways to minimize and/or remove trade barriers, which directly supports the concept of free trade amongst designated nations. One example of this would be NAFTA—or the North American Free Trade Agreement—an agreement between the United States, Mexico, and Canada. Be sure to pay close attention to this part of the reading.

  • 2.5.5.1 Trade Agreements and the Organization  

     Note: This topic is covered by the reading beneath subunit 2.5. Focus on the beginning of section 3.5 for an introduction to the initiatives countries and organizations are taking in order to facilitate international commerce.

  • 2.5.5.2 Financial Support for Troubled Economies  

    Note: This topic is covered by the reading beneath subunit 2.5. Focus on the next part of section 3.5 for a discussion of the financial support given to developing countries to enable them to compete in the global marketplace.

  • 2.5.5.3 Why Management Uses Trading Blocs  

    Note: This topic is covered by the reading beneath subunit 2.5. Focus on the remaining part of section 3.5. This work outlines the importance of NAFTA and the European Union in the promotion of free trade.

  • 2.5.6 Global Enterprise Management  
    • Reading: The Saylor Foundation’s “Global Enterprise Management”

      Link: The Saylor Foundation’s “Global Enterprise Management” (PDF)

      Instructions: Read this article. As you read, consider the following questions: How has the spread of globalization provided growth opportunities for businesses? On the flip side, how has globalization challenged businesses? Does the company you work for or one you are familiar with implement the three management strategies mentioned in the reading? If yes, how so? If not, do you think these strategies could help the company excel as a global enterprise?

      Reading this article and answering the questions above should take approximately 15 minutes.

      See a broken link? Please let us know!

    • Reading: The Saylor Foundation’s “Globalization and the Coca-Cola Company” (PDF)

      Link: The Saylor Foundation’s “Globalization and the Coca-Cola Company” (PDF)

      Instructions: Read this article. As you read, consider the following questions: How important is globalization to Coca-Cola’s success? How did Coca-Cola begin its globalization journey? What specific practices supported Coca-Cola’s goal to be the best beverage company in the world? How did Coca-Cola’s global marketing strategies, product differentiation, and technology efforts support the company’s desire to grow globally?

      Reading this article and answering the questions above should take approximately 15 minutes.

      See a broken link? Please let us know!

  • 2.5.7 Global Management on a Local Level  
  • Unit 3: Organizational Culture, Diversity & Ethics  

    In this unit, we will look at organizational culture and how it provides a company with its own climate and personality. Culture includes attitudes, values, and work styles which, when managed properly, can lead to a highly effective workforce.

    A diverse workforce brings together people from different backgrounds. Each individual brings his or her own experiences to the table. The blending of these experiences can enhance productivity by allowing for the free flow of new ideas and creativity. This unit will explore the importance of a diverse workforce, and how managers can make the most of their employees’ knowledge and approaches to reach corporate goals.

    Management sets the tone not only for a corporate climate but also sets the standard for personal behavior. In this unit we will also learn about the importance of ethics—“doing what is right” and “doing the right thing.”

    In the light of recent major business scandals born of unethical behavior, almost all business schools have devoted aspects of their curricula to the study of ethics. In order to understand how to apply ethics to different circumstances, you have to understand that ethics can vary based on society, culture, and politics. There are a number of different philosophies purporting to explain how to apply ethics to decision making, but none of them are absolute. However, understanding these philosophies can help you reach decisions that are more ethically grounded.

    An organization as an entity, and its managers as individuals, have duties—legal and ethical responsibilities—to stakeholders, including investors, vendors, employees, and the communities in which the organization operates. This unit will conclude with an exploration of business ethics in our modern-day environment.

    Time Advisory   show close
    Learning Outcomes   show close
  • 3.1 Corporate Culture  
  • 3.1.1 Case Study: Google Creates Unique Culture  

    Note: This topic is covered by the reading in subunit 3.1. Please focus on section 8.1 of the reading. You will be briefly introduced to the world of Google. In this real-life business application of the concepts being learned in this course, Google provides an understanding of how it creates its organizational culture.

  • 3.1.2 Why Managers Need to Understand Organizational Culture  

    Note: This topic is covered by the reading in subunit 3.1. Please focus on section 8.2 of the reading. Pay careful attention to the discussion on assumptions, values, and artifacts as they apply to organizational culture. You will learn how to identify elements of organizational culture, as well as develop an understanding of why organizational culture is an important aspect of a manager’s success. There is also discussion about multiple layers of organizational culture and how to understand them all.

  • 3.1.3 How Managers Can Measure and Identify Organizational Culture  

     Note: This topic is covered by the reading in subunit 3.1. Please focus on section 8.3 of the reading. You will develop an understanding of the seven dimensions of organizational culture, and how to use this information to identify the impact of cultural strength within an organization. The goal of this information is to help you better recognize the role/functions a manager must fulfill in order to make a successful impact on productivity—which further supports the achievement of organizational goals and objectives.

  • 3.1.3.1 Identifying Dimensions of Culture  

    Note: This topic is covered by the reading in subunit 3.1. Focus on section 8.3 of the reading. A detailed discussion of numerous types of cultures is presented. Figure 8.6 provides an illustrated profile of organizational culture.

  • 3.1.3.2 The Strength of Culture for an Organization  

    Note: This topic is covered by the reading in subunit 3.1. Focus on the middle of section 8.3 for a discussion of how a strong corporate culture can influence the ways in which employees behave.

  • 3.1.3.3 Do Organizations Have a Single Culture?  

    Note: This topic is covered by the reading in subunit 3.1. Focus on section 8.3 of the reading for information about corporate subcultures and countercultures.

  • 3.1.4 How Managers Form and Maintain Organizational Cultures  

    Note: This topic is covered by the reading in subunit 3.1. Please focus on section 8.4 of the reading. You will learn how to identify cues within the organization that will inform you about the kind of organizational culture that is forming. This information will be expressed in a visual model, with a goal of helping you understand how to create and maintain culture within an organization.

  • 3.1.5 Managers Have to Be Aware of Organizational Cultural Changes  

     Note: This topic is covered by the reading in subunit 3.1. Please focus on section 8.5 of the reading. You will be introduced to a six-step process used to support and implement cultural change. As organizations grow and develop, so does their culture. A manager must be prepared to assist in growing and augmenting culture as needed. Pay careful attention to this model for change, especially when the topics of creating a sense of urgency and role modeling are discussed.

  • 3.1.5.1 How Do Cultures Change?  

    Note: This topic is covered by the reading in subunit 3.1. Focus on section 8.5 of the reading. The six-step process for change is covered in detail.

  • 3.1.5.2 Understanding the Process of Culture Change  

    Note: This topic is covered by the reading in subunit 3.1. Focus on the beginning of section 8.5 for an introduction to the process of change. The details of this are covered throughout the discussion of the six-step process.

  • 3.1.6 Check Yourself: Do I Fit In?  

    Note: This topic is covered by the reading in subunit 3.1. Please focus on section 8.6 of the reading. When an organization makes a decision to employ someone, it should be understood that the organization took the time to assess the candidate’s ability to fit within the structure of the organization. You will be provided with some insight to assist you in making similar decisions about an organization. This section is all about learning how to proactively assess an organization’s environment to see if your personality, skills, and character dynamic fit into the structure of the organization. The information in this section is all about understanding what you should consider prior to joining a new organization.

  • 3.1.7 Building Organizational Culture in a New Business Venture  
    • Reading: The Saylor Foundation’s “Company Culture”

      Link: The Saylor Foundation’s “Company Culture” (PDF)

      Instructions: Read this article. As you read, consider the following questions: How important is a company’s culture to its bottom line? How do the eight guiding principles mentioned in the reading foster a positive company culture? Does the company you work for or one you are familiar with have a positive company culture? If yes, how so? If not, do you think implementing these eight principles would help change the culture for the better? Why, or why not?

      Reading this article and answering the questions above should take approximately 30 minutes.

      See a broken link? Please let us know!

  • 3.2 Diversity  
  • 3.2.1 Managing a Diverse Workforce  
  • 3.2.1.1 Case Study: The Case of Goodwill Industries  

    Note: This topic is covered by the reading beneath subunit 3.2.1. Focus on the case study in section 2.1 of the reading. The case presented here is not a new case; this case was introduced to you in unit 1 of the course. When the case was first introduced, the focus was on strategy. You were also given cues that this case would provide a cursory insight into other course concepts. Now that you have completed a substantial amount of content in this course, please revisit this case and consider it with diversity in mind. You might notice an excerpt that talks about Goodwill's work in Seattle and how they focus on the largely immigrant population in this area. Whenever a company does business within a market, it has to be able to meet the demands of that market. Managers also have to be able to define and implement the principles of management with an understanding of inclusion.

  • 3.2.1.2 Managements’ Understanding of Demographic Diversity  

    Note: This topic is covered by the reading beneath subunit 3.2.1. Please focus on section 2.2 of the reading. You will learn about the challenges and benefits of diversity. This section of the reading is all about providing you with some tools on how you can address various aspects of diversity.

  • 3.2.1.3 Using Hofstede’s Four Dimensions of Culture  

    Note: This topic is covered by the reading beneath subunit 3.2.1. Please focus on section 2.3 of the reading, which introduces the identification of culture and how to analyze culture in the business world using Hofstede's framework. As you are learning this information, you should uncover a means to address the cultural impact on organizational behavior, leaving you better equipped to make management decisions associated with culture (filtered through an understanding of diversity, as mentioned above).

  • 3.2.1.4 Do Ethics and National Culture Impact the Management of Diversity?  

    Note: This topic is covered by the reading beneath subunit 3.2.1. Please focus on section 2.4 of the reading. You will learn how to integrate the concepts of culture, diversity, and ethics into a cohesive thought process that can be used to support national and international management decisions.

  • 3.2.1.5 Case Study: The Case of IBM  

    Note: This topic is covered by the reading beneath subunit 3.2.1. Please focus on the case study in section 2.5 of the reading. As you review the IBM case study, please work towards applying information you have learned previously in this section of the course.

    • Reading: The Saylor Foundation’s “Skills for Change – Diversity at Work”

      Link: The Saylor Foundation’s “Skills for Change – Diversity at Work” (PDF)

      Instructions: Read this article. As you read, consider the following questions: How important is it for an organization to incorporate diversity into every facet of its business? Why have many businesses chosen to adopt only a couple of practices in support of diversity and change? What do all five examples of diversity champions have in common? Do you think their outstanding diversity efforts have contributed to their success?

      Reading this article and answering the questions above should take approximately 15 minutes.

      See a broken link? Please let us know!

  • 3.2.2 Generational Diversity  
    • Reading: The Saylor Foundation’s “Generational Diversity”

      Link: The Saylor Foundation’s “Generational Diversity” (PDF)
       
      Instructions: Read this article. As you read, consider the following questions: How prevalent is generational diversity in today’s organizations? What are some of the differences between each generation group? How important is it for a person to know his or her own generational tendencies as well as the generational tendencies of coworkers? What generation group do you belong to, and what generational tendencies do you notice in your own behavior, if any? How do these tendencies affect your interactions with others?
       
      Reading this article and answering the questions above should take approximately 15 minutes.

      See a broken link? Please let us know!

  • 3.3 Managerial Ethics  
  • 3.3.1 Defining and Identifying Business Ethics  

    Note: This topic is covered by the reading beneath subunit 3.3. Please focus on section 2.1 of the reading. Managers have a number of responsibilities when they take on the role of managing the resources of a company. As they are implementing their tasks, mangers must be able to readily apply core elements of ethics in the workplace.

  • 3.3.2 Individual Approach to Ethics for Managers  

    Note: This topic is covered by the reading beneath subunit 3.3. Please focus on section 2.2 of the reading. You will learn the necessary steps to be used when making an ethical decision, as well as how to solve an ethical dilemma or an ethical lapse. Be sure to read all information presented, especially the “key takeaways” at the end.

  • 3.3.3 Discovery of Ethical Issues  

    Note: This topic is covered by the reading beneath subunit 3.3. Please focus on section 2.3 of the reading. In many situations, there have been individuals in powerful management positions who have made decisions laced with unethical behavior. In this section of the reading, you will learn how to analyze ethical behavior to appropriately address potential concerns as they arise. Concepts like integrity and bribery are discussed to provide a framework from which to base your ethical management decisions.

  • 3.3.3.1 The Difference between a Bribe and a Gift  

    Note: This topic is covered by the reading beneath subunit 3.3. Focus on the first part of section 2.3 of the reading. This discussion covers what kinds of gifts are—and are not—appropriate to accept.

  • 3.3.3.2 Dealing with Conflicts of Interest  

    Note: This topic is covered by the reading beneath subunit 3.3. Focus on the next part of section 2.3. This discussion highlights the ways in which people have to make decisions that may be influenced by their ethics or values.

  • 3.3.3.3 Refusing to Rationalize when Making Ethical Decisions  

    Note: This topic is covered by the reading beneath subunit 3.3. Focus on section 2.3, where decision making becomes more difficult due to conflicting loyalties and ethical considerations.

  • 3.3.4 An Organizational Approach towards Understanding Ethics  

    Note: This topic is covered by the reading beneath subunit 3.3. Please focus on section 2.4 of the reading. You will learn how to create and maintain an organization that is ethical.

  • 3.3.5 Management Needs to Understand Corporate Social Responsibility  

    Note: This topic is covered by the reading beneath subunit 3.3. Please focus on section 2.5 of the reading, which defines corporate responsibility and gives an introductory discussion of a corporation’s responsibility to its stakeholders.

  • 3.3.6 What Is Environmentalism?  

    Note: This topic is covered by the reading beneath subunit 3.3. Please focus on section 2.6 of the reading. You will be introduced to the primary environmental issues and the types of decisions a manager needs to make when faced with these issues, as they impact the production of goods and/or services.

  • 3.3.6.1 Understanding Land Pollution  

    Note: This topic is covered by the reading beneath subunit 3.3. Focus on section 2.6 of the reading. This discussion highlights various ways in which companies have adopted clean environmental manufacturing processes.

  • 3.3.6.2 Understanding Air Pollution  

    Note: This topic is covered by the reading beneath subunit 3.3. Focus on the next part of section 2.6 for a discussion of the changes corporations are making to reduce their impact on our atmosphere.

  • 3.3.6.3 Understanding Water Pollution  

    Note: This topic is covered by the reading beneath subunit 3.3. Focus on the last part of section 2.6. This discussion highlights the impact that water pollution can have on our water supply and ecosystem.

  • 3.3.7 Responsibilities to Stakeholders  
  • 3.3.7.1 Stakeholders and Corporate Social Responsibility  
  • 3.3.8 Making CSR Work for All Stakeholders  
  • 3.3.9 Ethical Issues and Considerations  
  • 3.3.9.1 Value-Based Leadership  
    • Reading: The Saylor Foundation’s “Values-Based Leadership”

      Link: The Saylor Foundation’s “Values-Based Leadership” (PDF)

      Instructions: Read this article. As you read, consider the following questions: What is values-based leadership? How is values-based leadership different from other leadership styles? Do you know any values-based leaders? If so, do they apply the key values-based leadership qualities noted in the subunit? In what ways do these leaders apply the qualities?

      Reading this article and answering the questions above should take approximately 15 minutes.

      See a broken link? Please let us know!

  • 3.3.9.2 Ethics in the Organization  
  • 3.3.9.3 Why Are Ethics Important?  
  • 3.3.9.4 Global Business Ethics  
    • Reading: The Saylor Foundation’s “War against Corruption”

      Link: The Saylor Foundation’s “War against Corruption” (PDF)
       
      Instructions: Read this article. As you read, consider the following questions: Does corruption exist in society today and if so, where? How big of a problem is corruption? Does the organization you work for or one you are familiar with implement any of the anti-corruption actions noted in the subunit? How can you make a difference in the war against corruption?
       
      Reading this article and answering the questions above should take approximately 15 minutes.

      See a broken link? Please let us know!

    • Reading: The Saylor Foundation’s “Business and Human Rights”

      Link: The Saylor Foundation’s “Business and Human Rights” (PDF)

      Instructions: Read this article. As you read, consider the issue of international laws as well as State courts and jurisdiction over human rights violations. What position should the US Supreme Court take on this issue? How can international entities, such as the United Nations Global Compact and the Office of the High Commissioner for Human Rights, continue to have a positive impact on corporate global human rights policy?

      Reading this article and answering the questions above should take approximately 15 minutes.

      See a broken link? Please let us know!

  • Unit 4: Leadership and Teams  

    We have defined managers as people who work through other people to accomplish the goals of the organization. One important managerial function we have not yet touched upon is motivation, or the ability to persuade and inspire others to commit to the organization and its goals. A good manager is a leader, and a good leader must be a good manager if he or she wishes to get a lot accomplished. In order to “get work done,” managers must often foster collaboration between employees, such that individuals with different skills from different parts of a company can contribute. The concept of collaboration has evolved into the practice of creating teams of specific individuals with complementary skills who gather around a common purpose. This purpose could be to accomplish a specific task, address a problem, revise a process, etc.

    Note that the term “team” is used so often that the meaning can become diluted. Still, companies and organizations are actively using teams, and many times will pull together teams with members scattered in multiple locations, and even multiple countries, in an effort to bring together the skills and competencies needed.

    One of the key roles of any manager is to establish the goals and purposes of a team and to select appropriate team members. From there, the team will—more or less independently—work to accomplish its purpose under the supervision of a leader, who must organize and manage the team effectively.

    What does a successful team look like? Would you be surprised to know that the best teams actually have conflicts? Conflict can be a productive force capable of generating new ideas and multiple options for consideration. The key is to avoid letting conflict spill over into personal relationships, which is difficult to do without careful study and practice. In this unit, you will look at the different stages of group development to learn how to create a successful team and avoid the common pitfalls of working with a team.

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  • 4.1 Leadership  
  • 4.1.1 Management vs. Leadership  
  • 4.1.2 Leaders and Leadership  
    • Reading: The Saylor Foundation’s “Leaders Must Drive Change”

      Link: The Saylor Foundation’s “Leaders Must Drive Change” (PDF)
       
      Instructions: Read this article. As you read, consider whether or not you agree with Mr. Immelt that leadership has no shelf life. Do you feel that it is necessary for GE, or any large organization, to continually change its leadership strategies? Are some strategies universal and time-tested? Do you think that any of the 10 qualities of leadership stand out more than the others? Should they all be given equal weight? Why, or why not?
       
      Reading this article and answering the questions above should take approximately 30 minutes.

      See a broken link? Please let us know!

  • 4.1.3 Common Failures in Leadership  
  • 4.1.4 Management’s Power and Influence  
  • 4.1.4.1 Case Study: The Case of Steve Jobs  

     Note: This topic is covered by the reading beneath subunit 4.1.4. Please focus on section 13.1 of the reading. You are introduced to the concepts of power and politics, and how Steve Jobs, former CEO of Apple Inc., used a variety of types of power to achieve great things as the guiding manager for Apple, Inc.

  • 4.1.4.2 Management Power Basics: Defining Power and Its Consequences  

    Note: This topic is covered by the reading beneath subunit 4.1.4. Please focus on section 13.2 of the reading. This section addresses the meaning of power. Power is ultimately looked at as one’s ability to influence others, a skill all managers need to possess, regardless of their level of management in an organization. There is also some discussion on the negative and positive consequences of power as used by managers.

  • 4.1.4.3 A Manager’s Power to Influence  

    Note: This topic is covered by the reading beneath subunit 4.1.4. Please focus on section 13.3 of the reading. The different types of power are more fully defined and discussed. As you are learning about these types of power, you should keep in mind that all managers have a dominant style of power—a style they are most comfortable with. However, if you only rely on this one type of power, you will find yourself in situations where you will not be as effective as a manager. A good manager has to develop an understanding of all types of power, and then use this understanding to shape how he is going to respond within a given situation.

  • 4.1.4.4 How to Manage Organizational Politics  

    Note: This topic is covered by the reading beneath subunit 4.1.4. Please focus on section 13.4 of the reading. You are introduced to the process of managing organizational politics. The thought of organizational politics is a derivative of a lack of pliable resources within any given workplace situation. One example provided is the absence of promotion opportunities. If employees believe there is an absence of these opportunities, they in turn perceive the organization as being political. Information in this section of the course seeks to help you minimize the politics in the organization and promote a more harmonious environment.

  • 4.1.4.5 Why Management Needs to Develop an Understanding of Social Networking  

    Note: This topic is covered by the reading beneath subunit 4.1.4. Please focus on section 13.5 of the reading. In today's world of management, no one should overlook or underestimate the power of social networking. In subunit 5.2.5, you are introduced to the concept of social networking as it applies to management and analysis of its impact on an organization’s ability to remain relevant and current within the marketplace.

  • 4.1.4.6 How Do Ethics and Culture Impact Power?  

    Note: This topic is covered by the reading beneath subunit 4.1.4. Please focus on section 13.6 of the reading. Having power without the ability to exercise some levels of control will breed the possibility of ethical challenges. This possibility increases when a company makes the decision to do business globally. Regardless of the setting and field in which a business operates, consideration should be placed on how power is harnessed and applied, minimizing and/or eliminating any cultural or ethical challenges.

  • 4.1.4.7 Case Study: Building a Case for Social Networking  

     Note: This topic is covered by the reading beneath subunit 4.1.4. Please focus on section 13.7 of the reading. Earlier in this section of the course, you were introduced to the concept of social networking and its impact on organizations ability to remain competitive and relevant. In section 7 of the reading, social networking is presented from a business and individual perspective. As you read this life application of social networking, please keep in mind that before you can apply any of these concepts discussed in the course within a business environment, you have to first understand how these concepts impact you individually. Too often individuals mismanage themselves and claim to possess the tools to properly manage strategic business environments. Throughout the completion of this course, you should be applying concepts to yourself and analyzing how you use this information to achieve your own individual success.

  • 4.2 Teams  
  • 4.2.1 Case Study: General Electric Allows Teamwork to Take Flight  

     Note: This topic is covered by the reading in subunit 4.2. Please focus on section 13.1 of the reading. You will be introduced to the concept of teamwork through an analysis of how GE used teamwork to achieve organizational success. Once you have completed the reading in this section of the course, you are encouraged to go back to this case study and reexamine it, armed with the tools and insight of teams and team development.

  • 4.2.2 Managing Group Dynamics  

    Note: This topic is covered by the reading in subunit 4.2. Please focus on section 13.2 of the reading. You will be introduced to the idea that groups can be formal or informal. You will also be introduced to a foundational model of team/group development. There are a number of other models for team development available, but the Tuckman model is indeed one of the most popular. A more radical approach to understanding groups and teams—referred to as “punctuated equilibrium” – is also introduced. In this model of team building, the idea is that teams go through periods of stability and periods of rapid change. What happens during these periods is what makes this approach so unique.

  • 4.2.2.1 Different Types of Groups  

    Note: This topic is covered by the reading in subunit 4.2. Focus on section 13.2 of the reading. A definition of groups, both formal and informal, is presented.

  • 4.2.2.2 Stages of Group Development  

     Note: This topic is covered by the reading in subunit 4.2. Focus on section 13.2 of the reading. A detailed discussion of psychologist Bruce Tuckman’s linear model of group development is presented.

  • 4.2.2.3 The Punctuated-Equilibrium Model  

     Note: This topic is covered by the reading in subunit 4.2. Focus on the next part of section 13.2 for another group-development model. Researcher Joy Karriker presents a model that is cyclical and ever changing.

  • 4.2.2.4 Cohesion, Social Loafing, and Collective Efficacy  

    Note: This topic is covered in the reading in subunit 4.2. Focus on the remaining parts of section 13.2. Here, the ways in which groups are formed, and the ways members interact, perform together, and influence each other, are discussed.

  • 4.2.3 Identifying Characteristics of a Team  

    Note: This topic is covered by the reading in subunit 4.2. Please focus on section 13.3 of the reading. A group and a team are not the same. In this section of the reading, you will be introduced to the foundational information supporting the distinction between the two. Make sure to take ample notes in which you identify the distinctions between a group and a team.

  • 4.2.3.1 The Differences between Groups and Teams  

    Note: This topic is covered by the reading in subunit 4.2. Focus on the beginning of section 13.3 of the reading. The definitions of group and team are discussed in detail.

  • 4.2.3.2 Team Tasks and Roles  
  • 4.2.3.3 Different Types of Teams  

    Note: This topic is covered by the reading in subunit 4.2. Focus on the next part of section 13.3 of the reading. Various types of teams—including task forces, virtual teams, and management teams—are discussed.

  • 4.2.3.4 Leadership and Autonomy in Teams  

    Note: This topic is covered by the reading in subunit 4.2. Focus on the middle of section 13.3 of the reading. There are various ways in which teams are led. Several of these approaches are discussed here.

  • 4.2.3.5 Designing Effective Teams  

    Note: This topic is covered by the reading in subunit 4.2. Focus on the last part of section 13.3 of the reading. Decisions about team composition are discussed in detail.

  • 4.2.4 How Do Managers Organize Effective Teams?  

    Note: This topic is covered by the reading in subunit 4.2. Please focus on section 13.4 of the reading. Establishing team norms is an essential part of the team-building process. This reading covers how to host team meetings, and the use of team contracts to guide the team. These are essential elements a manager should understand when trying to manage an effective team.

  • 4.2.5 Managing the Barriers to Effective Teams  

    Note: This topic is covered by the reading in subunit 4.2. Please focus on section 13.5 of the reading. The potential for a problem exists as managers attempt to build an effective team. You will be provided insight into some of the common barriers that challenge the creation of effective teams. After reading this section, consider the following question: How have some of these concepts been applied in some of your own previous workplace situations? If you have never worked, look at some of the case studies presented in this course with the goal of applying the specific insight presented in this section of the reading.

  • 4.2.6 The Areas of Team Development  
    • Reading: The Saylor Foundation’s “What Are the Areas of Team Development?”

      Link: The Saylor Foundation’s “What Are the Areas of Team Development?” (PDF)
       
      Instructions: Read this article. As you read, consider Dr. Lafair’s process for team formation. Think about whether this process can be consistently successful. Might there be situations where team development might not ever get to the Perform stage? Might there be situations where a team might be consistently successful and not reach the Transforming stage? What situations might render the Transforming stage ineffective?
       
      Reading this article and answering the questions above should take approximately 15 minutes. 

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  • 4.3 Team Management  
  • 4.3.1 Leading a Diverse Team  
    • Reading: The Saylor Foundation’s “Leading Diverse Teams”

      Link: The Saylor Foundation’s “Leading Diverse Teams” (PDF)

      Instructions: Read this article. As you read, consider the following questions: Why are diverse teams so common in the modern business world? What are the differences between diverse and homogeneous teams? What are some of the challenges, advantages, and pitfalls of diverse teams? Why are Dr. Maznevski’s three stages to implementing a high performing team essential to a team’s performance?

      Reading this article and answering the questions above should take approximately 15 minutes.

      See a broken link? Please let us know!

  • 4.3.2 Major Pointers for Building Teams  
    • Reading: The Saylor Foundation’s “Team-Building”

      Link: The Saylor Foundation’s “Team-Building” (PDF)

      Instructions: Read this article. As you read, consider the following questions: why do organizations need teamwork? Why do employees need teamwork? What is team building and when should teams engage in team-building activities? What characteristics are present in high performing teams and dysfunctional teams? How can team-building exercises help these two types of teams?

      Reading this article and answering the questions above should take approximately 15 minutes.

      See a broken link? Please let us know!

  • 4.3.3 Controlling Your Inner Circle  
  • 4.3.4 Team Building  
    • Reading: The Saylor Foundation’s “Building a Winning Team”

      Link: The Saylor Foundation’s “Building a Winning Team” (PDF)

      Instructions: Read this article. As you read, consider the following questions: Why is team building important to organizations? How can team-building activities improve team performance? Do you currently work in a team environment? If so, does your team implement any of the steps noted in the reading to build a winning team?  How does this affect the team’s performance?

      Reading this article and answering the questions above should take approximately 15 minutes.

      See a broken link? Please let us know!

  • 4.3.5 Managing Team Conflict  
  • 4.3.6 Delegation Is Something All Managers Do!  
    • Reading: The Saylor Foundation’s “Effective Delegation”

      Link: The Saylor Foundation’s “Effective Delegation” (PDF)

      Instructions: Read this article. As you read, consider the following questions: Why is delegation an important management skill? Why do managers hesitate to delegate? How can planning help managers improve delegation results? In your current job, do you delegate as often as you should? If not, why?

      Reading this article and answering the questions above should take approximately 15 minutes.

      See a broken link? Please let us know!

  • Unit 5: Managing Employees: Motivation, Empowerment, and Conflict Resolution  

    One of the most important functions of being a manager is motivating your employees to do their best while meeting corporate goals. When employees are motivated, they will seek out ways in which to improve and perform at their best.

    One of the most effective ways of motivating employees is to empower them. By giving employees the freedom to act on their knowledge and skills, they will ultimately be more productive for the company, maximizing their skills and, in the process, growing as professionals.

    Any work environment will encompass a wide variety of personalities and professional styles. As a result, conflict is sure to arise. Effective managers know how to address conflicts when they arise, and seek out the best resolution.

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  • 5.1 Motivation  
  • 5.1.1 Case Study: Zappos Creates a Motivating Place to Work  

    Note: This topic is covered by the reading beneath subunit 5.1. Please focus on section 14.1 of the reading. You are introduced to the company Zappos and the methods it uses to identify and motivate effective contributors to its organizational success. Motivation at Zappos starts as soon as you complete the training. Once your training is complete, the Zappos company offers you a nice financial compensation payment to quit your job. That's right—after completing your training, Zappos will pay you to quit your job. What they are attempting to do is to create a strategic corporate culture and motivational environment where all of the people who work in the company truly have a desire to be there. This is an excellent glimpse into the concept of motivation as a management technique.

    • Reading: The Saylor Foundation's “Delivering Happiness”

      Link: The Saylor Foundation’s “Delivering Happiness” (PDF)
       
      Instructions: Read this article. As you read, consider the following questions: What makes you, as an employee, truly happy? Does money alone provide you happiness at work? How would Hsieh’s four components to building happiness at work affect your work happiness? Does the organization you currently work for or one you are familiar with incorporate Hsieh’s four components? If yes, then how so? If not, then how could you consider implementing these components in your organization?
       
      Reading this article and answering the questions above should take approximately 15 minutes. 

      See a broken link? Please let us know!

  • 5.1.2 Need-Based Theories of Motivation in Management  

    Note: This topic is covered by the reading beneath subunit 5.1. Please focus on section 14.2 of the reading. You will be introduced to several motivational theories to broaden your understanding of motivation as a management concept. While there are indeed some similarities in these theories, each has individual value towards fully understanding motivation. Please ensure you pay careful attention to each of these theories on motivation and that you are able to distinguish one from the other in application. These theories of motivation have a foundation in the identification of a need—which can be considered as a perceived or real deficiency.

  • 5.1.2.1 Understanding Maslow’s Hierarchy of Needs  

    Note: This topic is covered by the reading beneath subunit 5.1. Focus on section 14.2 of the reading. This covers the ever-popular Maslow’s Hierarchy of Needs, complete with pyramid illustration. How this theory can be applied in the workplace is discussed in detail.

  • 5.1.2.2 Understanding Alderfer’s ERG Theory  

    Note: This topic is covered by the reading beneath subunit 5.1. Focus on the middle of section 14.2 of the reading. Alderfer’s theory is a modification of Maslow’s, in that human needs are grouped into three categories.

  • 5.1.2.3 Understanding McClelland’s Acquired Needs Theory  

    Note: This topic is covered by the reading beneath subunit 5.1. Focus on the last part of section 14.2 of the reading. We close out the section with McCelland’s theory, which has received the greatest amount of support.

  • 5.1.3 Process-Based Theories of Motivation in Management  

    Note: This topic is covered by the reading beneath subunit 5.1. Please focus on section 14.3 of the reading, in which you are introduced to a more rational thought process applied to the concept of motivation. Rather than focusing on the perception of deficiency, the focus is now drawn from a succinct analysis of the surrounding environment. There is a particular focus on how the design of a job impacts the motivation of an employee. Please ensure that you thoroughly process this information as you are completing the course.

  • 5.1.3.1 Understanding and Using the Equity Theory Formula  

     Note: This topic is covered by the reading beneath subunit 5.1. Focus on the beginning of section 14.3 of the reading. They ways in which individuals are motivated by a sense of fairness are discussed in great detail.

  • 5.1.3.2 Understanding and Using the Expectancy Theory Formula  

    Note: This topic is covered by the reading beneath subunit 5.1. Focus on the middle of section 14.3 of the reading. This theory presents a much more calculated approach on the part of the employee.

  • 5.1.3.3 Understanding and Using the Reinforcement Theory Formula  

    Note: This topic is covered by the reading beneath subunit 5.1. Focus on the next part of section 14.3 of the reading. This theory is based on the work of Pavlov and B. F. Skinner. This theory states that behavior is determined by the consequences and results of our actions.

  • 5.1.3.4 Understanding and Using the Goal Setting Theory Formula  

    Note: This topic is covered by the reading beneath subunit 5.1. Focus on the last part of section 14.3 of the reading. With numerous studies to support this theory, evidence indicates that goal setting is directly related to performance improvement. This theory is discussed in detail in this section.

  • 5.1.4 How to Develop Your Personal Motivation Skill Set  

    Note: This topic is covered by the reading beneath subunit 5.1. Please focus on section 14.4 of the reading, in which you will be introduced to the process of giving and seeking feedback. The application of this insight can happen during the completion of a performance appraisal, or when a member of the organization is completing a self-appraisal. Guidelines for seeking feedback are also provided in this section of the reading. Please ensure that you are documenting and processing this information before continuing on with other topics.

  • 5.2 Empowerment  
    • Reading: The Saylor Foundation’s “Empowerment”

      Link: The Saylor Foundation’s “Empowerment” (PDF)

      Instructions: Read this article. As you read, consider the following questions: What is empowerment? Why is empowerment important to organizations and to employees? How can an organization’s culture encourage or discourage employee empowerment? Do you feel empowered in your work environment? Why, or why not?

      Reading this article and answering the questions above should take approximately 15 minutes.

      See a broken link? Please let us know!

    • Reading: The Saylor Foundation’s “The Benefits of Empowering Employees”

      Link: The Saylor Foundation’s “The Benefits of Empowering Employees” (PDF)
       
      Instructions: Read this article. As you read, consider the following questions: What are some of the benefits associated with empowering employees? How important is employee empowerment to improving an organization’s productivity? Does the company you currently work for or one you are familiar with empower employees? If so, how does this philosophy benefit the organization?
       
      Reading this article and answering the questions above should take approximately 15 minutes.

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  • 5.3 Conflict Resolution  
  • 5.3.1 Case Study: The Case of the PointCast  

    Note: This topic is covered by the reading below subunit 5.3. Please focus on section 10.1 of the reading. When there is conflict in the workplace, the possibility exists for a manager to mismanage resources and make bad decisions. The concept of conflict and negotiations is introduced here through the introduction of a situation that happened at PointCast.

  • 5.3.2 Management’s Conflict Essentials  

    Note: This topic is covered by the reading below subunit 5.3. Please focus on section 10.2 of the reading, in which you will learn about different types of conflict, as well as how to properly frame conflict. Emphasis is placed on understanding that not all conflict is bad. Please remember to take note of these elements as you are going through the course.

  • 5.3.3 Identifying the Causes and Outcomes Associated with Conflict  

    Note: This topic is covered by the reading below subunit 5.3. Please focus on section 10.3 of the reading, in which you are provided with a list of potential causes of conflict and outcomes of conflict. There is also a discussion on some core jobs in the workplace that are prone to a high risk of conflict.

  • 5.3.4 Implementing Conflict Management  

    Note: This topic is covered by the reading below subunit 5.3. Please focus on section 10.4 of the reading. You will learn the foundational ways to address conflict, as well as how to identify and use specific styles of handling conflict. These styles fall on a continuum that observes levels of cooperation and levels of competitiveness. There is also some discussion on what to do if there is not enough conflict.

  • 5.3.5 Management Must Understand Negotiations  

    Note: This topic is covered by the reading below subunit 5.3. Please focus on section 10.5 of the reading. You will be introduced to negotiations as a process. Attention is placed on helping you identify the phases of negotiations and how to avoid common mistakes. The concept of BATNA, or Best Alternative to a Negotiated Agreement, is also introduced. It is very important for a manager to develop the skill of identifying the BATNA within a given situation. Please pay careful attention to the information expressed in this area.

  • 5.3.5.1 Using the Five Phases of Negotiation  

    Note: This topic is covered by the reading below subunit 5.3. Focus on section 10.5 of the reading. This section details the various phases of negotiation. Also included in this section is a toolbox of best practices.

  • 5.3.5.2 Understanding Negotiation Strategies  

    Note: This topic is covered by the reading below subunit 5.3. Focus on the next part of section 10.5 of the reading. Various negotiation approaches are discussed in detail. A multistep approach to negotiating a higher salary is also presented in this section.

  • 5.3.5.3 How to Avoid Common Mistakes  

    Note: This topic is covered by the reading below subunit 5.3. Focus on the middle of section 10.5 of the reading. Negotiation mistakes including accepting the first offer, letting your ego get in the way, letting your emotions take over, and other barriers are discussed. Tips for successful negotiations are listed.

  • 5.3.5.4 When Is a Third Party Needed Within the Negotiations Process?  

     Note: This topic is covered by the reading below subunit 5.3. Focus on the last part of section 10.5 of the reading. At times, negotiations come to a halt and impartial outsiders are needed to resolve the issues. Various methods of mediation are discussed.

  • 5.3.6 Conflict Resolution  
  • 5.3.7 Bringing It All Together ... A Final Thought on Personality, Behaviors, Biases, Empowerment, and Improving Productivity  
    • Web Media: Academic Earth: Stanford University: Carol Bartz’s “The Personal Side of Management”

      Link: Academic Earth: Stanford University: Carol Bartz’s “The Personal Side of Management” (Flash)
       
      Instructions: Watch this short video by Carol Bartz, who is the former CEO of Yahoo! and Autodesk. In this video, Bartz discusses how managers should really enjoy managing, especially since they (like everyone else) spend most of their waking hours at work. She shares a personal story to help frame the insight being presented. As you listen to this short presentation, please be mindful that as a manager, your job includes having compassion for others, and Carol Bartz does a great job of providing a sound example, which you should use as a jumping-off point to analyze your own “personal side of management.”

      Watching this video should take approximately 15 minutes.
       
      Terms of Use: Please respect the copyright and terms of use displayed on the webpage above.

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  • Unit 6: Human Resource Management  

    “Business—real business—isn’t about money. It’s about people. You have to know and understand people”
    —Andre Meyer

    The late Andre Meyer was a financier who collaborated with corporations and countries around the world, served as an advisor to leaders of state, and worked as head of the investment-banking firm Lazard Frères. Despite the fact that his career was entirely focused on raising capital and profits, he still saw people as the most important aspect of business. This is an important lesson, and it explains why human resources management must be a crucial consideration for any manager.

    Human resources management (HRM) comes in many forms. We often think about it as the department that handles paychecks and benefits or the office you visit when you encounter a problem, such as harassment or discrimination. However, HRM is also much more. To begin with, HRM is a critical aspect of any manager’s job. Perhaps the most misunderstood use of HRM is in the recruiting and hiring of top-quality employees for the firm. HR employees often recruit and sift through applications to find top candidates to interview for positions at a company, and conduct initial screenings. One of the downfalls of this process is that HR interviewers often lack the knowledge to effectively screen for many newer, more technical positions.

    In the twenty-first century, companies are working hard to attract and recruit talent. This is where modern HRM is strategic in nature. The top HR executive today is more likely to report directly to the CEO and play an integral role in executing a company’s strategy. For many modern companies, the ability to compete is founded upon the ability to determine the number and qualities of employees that will be required to address the future needs of the organization.

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  • 6.1 Recruitment and Selection  
  • 6.1.1 Where Are the Right People?  
    • Reading: The Saylor Foundation’s “Hire the Right People”

      Link: The Saylor Foundation’s “Hire the Right People” (PDF)
       
      Instructions: Read this article. As you read, consider the performance culture in your organization, or organizations for which you have worked in the past. Are employees made to feel that they are part of the team? Are high-achieving employees treated differently than mediocre employees? Is there an appropriate level of pressure placed on employees to perform? Does the corporate culture recognize that accomplishments take time to achieve, or are short-cuts the norm?
       
      Reading this article and answering the questions above should take approximately 30 minutes.

      See a broken link? Please let us know!

  • 6.1.2 Recruiting and Keeping Quality Employees  
  • 6.1.2.1 Human Resource Management  

    Note: This topic is covered by the reading below subunit 6.1. Please focus on section 7.1 of the reading. In today's world of doing more with less, managers at all levels of the organization have the responsibility of knowing how to successfully implement foundational human resource concepts. In this section of the reading, you are introduced to the discipline of human resource management to illustrate how managers develop and potentially implement plans associated with human resources.

  • 6.1.2.2 Management’s Role in Developing Employees  

    Note: This topic is covered by the reading below subunit 6.1. Please focus on section 7.2 of the reading. You will be introduced to three major concepts as they are applied with the framework of human resources: diversity; training and development; and new employee orientation. It is very important to understand these elements, as no manager can achieve organizational success or implement any of the concepts presented in this course without the utilization of employees.

  • 6.1.2.2.1 New Employee Orientation  

    Note: This topic is covered by the reading below subunit 6.1. Focus on the beginning part of section 7.2 of the reading. This reading discusses the importance of helping employees feel comfortable as they begin their new positions.

  • 6.1.2.2.2 Training and Professional Development of Employees  

    Note: This topic is covered by the reading below subunit 6.1. Focus on the next part of section 7.2 of the reading. Training can be a costly and time-consuming effort. However, training, whether it is formal or on the job, is beneficial to both the employee and the employer.

  • 6.1.2.2.3 Understanding Diversity in the Workplace  

    Note: This topic is covered by the reading below subunit 6.1. Focus on the next part of section 7.2 of the reading. Our multicultural society has produced a multicultural and varied workforce. Age, gender, ethnicity, religion, and other factors have created a broad workforce landscape.

  • 6.1.2.3 Motivating Employees (More Examples Provided)  

    Note: This topic is covered by the reading in subunit 6.1. Please focus on section 7.3 of the reading. Earlier in the course, you were introduced to the concept of Maslow's hierarchy of needs. In this section of the reading, you are provided with an expanded view and an illustration of how this motivational theory can be applied in the workplace. Pay particular attention to the visual diagram to aid in your expanded analysis of this information. Other motivational theories are also expanded upon, so please ensure that you take good notes as you complete this part of the reading.

  • 6.1.2.4 How Management Creates a Great Work Environment  

    Note: This topic is covered by the reading below subunit 6.1. Please focus on section 7.4 of the reading. A successful manager is able to create a motivational environment that considers all aspects of what makes a workplace a great place to be employed. In this section of the reading, you will be introduced to the elements of compensation and employee benefits as a means for creating a satisfying workplace environment.

  • 6.1.2.4.1 Management and Job Redesign  

    Note: This topic is covered by the reading below subunit 6.1. Focus on the beginning of section 7.4 of the reading. Here you will learn about how companies keep jobs interesting and challenging to employees by utilizing job rotation, job enlargement, and other methods of job enrichment.

  • 6.1.2.4.2 Work-Life Balance  

     Note: This topic is covered by the reading below subunit 6.1. Focus on the second half of section 7.4 for an in-depth discussion of the ways in which companies help their employees strike a balance between their jobs and their personal lives. 

  • 6.1.2.5 Management and the Performance Appraisal  

    Note: This topic is covered by the reading below subunit 6.1. Please focus on section 7.5 of the reading. At some point in time, a manger will have to discuss an employee's performance. The performance may or may not align with organizational expectations. In this section of the reading, you are introduced to a process for implementing a performance appraisal. There is also discussion on how to retain valuable employees.

  • 6.1.2.5.1 Using a Three-Step Process for Performance Appraisals  

    Note: This topic is covered by the reading below subunit 6.1. Focus on the beginning part of section 7.5 of the reading. The performance-appraisal process is discussed and illustrated in detail.

  • 6.1.2.5.2 How to Retain Valuable Employees  

    Note: This topic is covered by the reading below subunit 6.1. Focus on the next part of section 7.5 of the reading. Employee turnover is a significant corporate problem. This section of the reading discusses the ways in which companies attempt to make their employees happy and content at their jobs.

  • 6.1.2.5.3 Why Do People Quit?  

    Note: This topic is covered by the reading in subunit 6.1. Focus on the final portion of section 7.5 of the reading. The ways in which people are treated at work have a major impact on why people leave their jobs. These, and other factors, are discussed in this section.

  • 6.1.2.6 Management May Have to Deal with Labor Unions  

    Note: This topic is covered by the reading below subunit 6.1. Please focus on section 7.6 of the reading. In some workplace environments, a manger may have to deal with a labor union. In this section of the reading, you will be introduced to the foundational elements a manger should understand when dealing with unions and union activity.

  • 6.1.2.6.1 Understanding Union Structure  

    Note: This topic is covered by the reading below subunit 6.1. Focus on the beginning of section 7.6 of the reading for a description of union structures. 

  • 6.1.2.6.2 The Basics of the Collective Bargaining Process  

     Note: This topic is covered by the reading below subunit 6.1. Focus on the next part of section 7.6 of the reading for important information about the collective-bargaining process and the ways in which grievances are handled.

  • 6.1.2.6.3 What to Do When Negotiations Break Down?  

    Note: This topic is covered by the reading below subunit 6.1. Focus on the next part of section 7.6 of the reading. The ways in which unions and management each deal with negotiation breakdowns are discussed.

  • 6.1.2.6.4 The Future State of Unions  

    Note: This topic is covered by the reading below subunit 6.1. Focus on the last part of section 7.6 of the reading. With union membership in the United States on the decline, the future of unions is discussed.

  • 6.1.3 All Interviews Are Not Equal  
  • 6.2 Strategic Human Resource Management (HRM)  
  • 6.2.1 Case Study: Kronos Uses Science to Find the Ideal Employee  

    Note: This topic is covered by the reading beneath subunit 6.2. Please focus on section 16.1 of the reading. You will be introduced to Kronos Inc. and its use of technology to help screen potential candidates and reduce employee turnover. As you are working through this unit, you should be developing an understanding that managers are charged with making strategic decisions, and in many cases, with minimal amount of time to respond. This case provides an example of a solution one company chose to improve an area of decision making among management. 

  • 6.2.2 Changing the Role of Human Resources as Applied within Management Principles  

    Note: This topic is covered by the reading beneath subunit 6.2. Please focus on section 16.2 of the reading.  You will be informed of the strategic nature of human resources and the significance of a manger’s need to focus on and support the organization’s human capital. As a manager, the focus of all of your efforts should direct you towards achieving a particular outcome.

  • 6.2.2.1 HR as a Strategic Partner with Management  

    Note: This topic is covered by the reading beneath subunit 6.2. Focus on the beginning of section 16.2 of the reading. It is important for management and the human resources department to work together to create a positive work environment. This issue is discussed here.

  • 6.2.2.2 The Importance of Human Capital to a Manager  

     Note: This topic is covered by the reading beneath subunit 6.2. Focus on the next part of section 16.2 of the reading, where you can find the definition of human capitaland its value to individuals and the organization.

  • 6.2.2.3 The Key Elements (Functions) of Human Resources (HR)  

    Note: This topic is covered by the reading beneath subunit 6.2. Focus on the next part of section 16.2 of the reading. The function of human resources is discussed in great detail, accompanied by an easy-to-understand illustration.

  • 6.2.3 Talent Management  

     Note: This topic is covered by the reading beneath subunit 6.2. Please focus on section 16.3 of the reading. You will learn how to attract and keep good employee talent within your organization. There is a direct correlation made between the concept of talent management and the financial performance of an organization.

  • 6.2.4 Developing Effective Selection and Placement Strategies  

    Note: This topic is covered by the reading beneath subunit 6.2. Please focus on section 16.4 of the reading. You will be introduced to various concepts supporting the improvement of decision making when it comes time to make decisions about the selection and placement of human capital. Without the right people in the correct positions, a manager will have an even harder time implementing managerial strategies.
     

  • 6.2.4.1 Best Practices for a Job Description  

     Note: This topic is covered by the reading beneath subunit 6.2. Focus on the opening part of section 16.4 of the reading. The importance of accurate and thorough job descriptions for the purposes of recruiting is discussed. 

  • 6.2.4.2 Tailoring Recruitment to Match Company Culture  

     Note: This topic is covered by the reading beneath subunit 6.2. Focus on the next part of section 16.4 of the reading. Every company has its own personality and philosophy. It is essential for companies to hire individuals whose needs and ethics match those of the organization. Several companies are discussed here.

  • 6.2.4.3 Interviewing and Testing—Methods and Tools  

    Note: This topic is covered by the reading beneath subunit 6.2. Focus on the next part of section 16.4 of the reading. The numerous ways in which companies uncover information about job candidates are discussed.

  • 6.2.4.4 International Staffing of Employees  

     Note: This topic is covered by the reading beneath subunit 6.2. Focus on the last part of section 16.4 of the reading. Hiring international workers is more complex than hiring people from the home country. These issues are discussed in detail.

  • 6.2.5 How Management Uses Pay Structure and Pay for Performance  

    Note: This topic is covered by the reading beneath subunit 6.2. Please focus on section 16.5 of the reading. The elements of a pay system from both an individual and team perspective are discussed in this section of the reading. The concept of paying an employee is considered to be a critical control element for managers. It may help to take notes on the elements and importance of a pay system.

  • 6.2.6 Management Works to Develop a High-Performance Work System  

    Note: This topic is covered by the reading beneath subunit 6.2. Please focus on section 16.6 of the reading. You will learn how to harness technology to improve performance, creating workplace systems to increase the likelihood of great performance. There is also information on how to support and create succession plans, which simply means creating career tracks and advancement for your human capital.

  • 6.2.7 Workforce Planning  

    Note: This topic is covered by the reading beneath subunit 6.2. Focus on the beginning part of section 16.6 of the reading. This area covers the ways in which technology can aid in setting up a positive work environment that results in productivity and employee satisfaction.

  • 6.2.8 Tying It All Together  

    Note: This topic is covered by the reading beneath subunit 6.2. Focus on section 16.7 of the reading. You will learn about the balanced score card and how it can be applied to HR. You will also read about the importance of metrics, and how organizations use them to improve performance.

  • 6.2.8.1 Balanced Score Card as It Relates to Meeting Metrics  

    Note: This topic is covered by the reading beneath subunit 6.2. Focus on the beginning of section 16.7 of the reading. The four key elements of the workforce scorecard are discussed.

  • 6.2.8.2 Why Are Metrics Important for Improving Company Performance?  

    Note: This topic is covered by the reading beneath subunit 6.2. Focus on the latter part of section 16.7 of the reading. This is where the importance of measurement systems is discussed, along with how those measurements can be utilized to determine employee results.

  • 6.2.9 Being Strategic within an Organization  
  • 6.2.10 Managers Should Understand Personnel Planning  
  • Unit 7: Planning and Strategy Formulation  

    Managers plan and coordinate the work of others in order to provide direction and focus so that an organization can achieve its goals. In the planning function, managers identify the needed resources (people, finances, equipment, etc.) and organize and coordinate them to accomplish the activities that will meet set objectives.
     
    In addition to company-wide strategy and long-term goals, there are interim, short-term goals that move the organization in the right direction. Managers set these goals as a means of focusing the activities of the organization and providing direction for their employees.

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  • 7.1 Planning and Strategy  
  • 7.1.1 Case Study: Flat World Knowledge Transforms Textbook Industry  

    Note: This topic is covered by the reading beneath subunit 7.1. Please focus on section 5.1 of the reading. You will be introduced to the company Flat World Knowledge. Flat World Knowledge discusses how it used the P-O-L-C framework to support the development of its business strategy as it created a new way of accessing college textbooks. The ability to strategize is a very important skill a manger needs to possess in order to be successful.

  • 7.1.2 Management Strategy Using the P-O-L-C (Planning, Organizing, Leading, and Controlling) Framework  

    Note: This topic is covered by the reading beneath subunit 7.1. Please focus on section 5.2 of the reading. You will be introduced to the concept of strategy and learn how to apply strategic management techniques within the P-O-L-C framework. There is an emphasis placed on the inputs that impact the formulation of a strategy; please pay careful attention to this information.

  • 7.1.2.1 What Is Strategic Management?  

    Note: This topic is covered by the reading beneath subunit 7.1. Focus on the opening part of section 5.2 of the reading. The definition of strategic managementis discussed in detail, with examples given of several major corporations.

  • 7.1.2.2 Inputs Supporting Strategizing  

    Note: This topic is covered by the reading beneath subunit 7.1. Focus on the next part of section 5.2 of the reading. This is where the importance of information gathering and the analysis of information are discussed.

  • 7.1.2.3 Completing a SWOT Analysis  

    Note: This topic is covered by the reading beneath subunit 7.1. Focus on the last part of section 5.2 of the reading. Developed in the early 1970’s, the SWOT analysis is an essential tool in the strategic planning process. An example of a comprehensive SWOT analysis, using your textbook’s company as a model, is shown.

  • 7.1.3 Intended and Realized Strategies of Managers  

    Note: This topic is covered by the reading beneath subunit 7.1. Please focus on section 5.3 of the reading. You will learn the essence of how strategy is made. As you go through this information, please keep in mind that there is a difference between what you plan to happen and what actually happens—hence, the identification and analysis of intended versus realized strategy. In this section of the reading, there is some emphasis on a manager knowing the best way to make a strategy.

  • 7.1.4 Managers Have to Make Choices, Make Trade-Offs, and Have Discipline  

    Note: This topic is covered by the reading beneath subunit 7.1. Please focus on section 5.4 of the reading. You will learn some different schools of thought regarding strategy. There is an emphasis on identifying strategic focus within an organization. Managers need to be able to focus on a specific strategy in order for the organization to achieve any level of success, but they also need to be flexible to meet the ever-changing demands of the business. You will also learn and be able to identify the trade-offs associated with strategy, and how to create a competitive advantage. In this section of the reading, you will be introduced to Porter's generic strategies.

  • 7.1.4.1 What Is Strategic Focus?  

    Note: This topic is covered by the reading beneath subunit 7.1. Focus on the opening part of section 5.4 of the reading. Having strategic focus is essential for an organization’s success. The definition, and some examples, is given here.

  • 7.1.4.2 Managers Sometimes Have to Consider Strategy as Trade-Offs  

     Note: This topic is covered by the reading beneath subunit 7.1. Focus on the next part of section 5.4 of the reading, where the fact that a company must choose a strategy, or risk not having one, is discussed.

  • 7.1.4.3 Using Michael Porter’s Generic Strategies  

    Note: This topic is covered by the reading beneath subunit 7.1. Focus on the next part of section 5.4 of the reading. Three generic strategies are discussed in detail, along with specific examples to illustrate their implementation.

  • 7.1.4.4 Managers Sometimes Have to Consider Strategy as Discipline  

     Note: This topic is covered by the reading beneath subunit 7.1. Focus on the last part of section 5.4 of the reading. Here, Michael Treacy and Fred Wiersema’s book The Discipline of Market Leaders offers four rules companies must follow for strategic planning.

  • 7.2 Setting and Achieving Goals and Objectives  
  • 7.2.1 Case Study: Nucor Aligns Company Goals with Employee Goals  

    Note: This topic is covered by the reading beneath subunit 7.2. Please focus on section 6.1 of the reading. You will be introduced to Nucor, and its work to align company goals with employee goals. This case talks about how the Nucor managers treat employees like owners, as well as the company's bonus program.

  • 7.2.2 How Should Managers Define Goals and Objectives?  

    Note: This topic is covered by the reading beneath subunit 7.2. Please focus on section 6.2 of the reading. You will be introduced to the difference between a goal and an objective. Broadly speaking, goals are wider in scope, and objectives are more focused. It is very important for a manager to be able to distinguish between the two. You will also learn how goals and objectives work within the P-O-L-C framework. Make sure to take detailed notes comparing and contrasting goals and objectives.

  • 7.2.3 Managers Must Understand the Measurement of Goals and Objectives  

    Note: This topic is covered by the reading beneath subunit 7.2. Please focus on section 6.3 of the reading. You will be introduced to a variety of measurement tools used to establish and manage goals and objectives. It is a manager's job to keep track of performance and to identify areas of opportunity. Using a management measurement tool aids in readily identifying these areas, and provides a means with which a manager can develop an appropriate strategic response.

  • 7.2.3.1 Management by Objectives  

    Note: This topic is covered by the reading beneath subunit 7.2. Focus on the opening part of section 6.3 of the reading. In 1954, Peter Drucker introduced the theory of MBO (Management by Objectives). This approach is discussed in detail here.

  • 7.2.3.2 The Balanced Scorecard is a Popular Measurement Tool  

    Note: This topic is covered by the reading beneath subunit 7.2. Focus on the next part of section 6.3 of the reading. The Balanced Scorecard method was developed in 1992, and offers a different approach than MBO. It focuses on four related areas, which are discussed in detail here.

  • 7.2.3.3 Other Performance Management Systems  

    Note: This topic is covered by the reading beneath subunit 7.2. Focus on the last part of section 6.3 of the reading. The overall process of performance management systems, and how they are implemented, is covered in this part of the reading.

  • 7.2.4 How to Identify Successful Goals and Objectives  

    Note: This topic is covered by the reading beneath subunit 7.2. Please focus on section 6.4 of the reading. You will learn how to identify the characteristics of good goals and objectives. There is also a specific focus on establishing appropriate goals, as well as troubleshooting goals and objectives. Any time a manager makes a decision, there is a possibility of an ethical, economic, or moral challenge. Applying this information can assist a manager in minimizing these challenges.

  • 7.2.4.1 Setting Appropriate Goals  

    Note: This topic is covered by the reading beneath subunit 7.2. Focus on the opening paragraph of section 6.4 of the reading, which introduces the chapter.

  • 7.2.4.2 Identifying the Eight Characteristics of Appropriate Goals and Objectives  

    Note: This topic is covered by the reading beneath subunit 7.2. Focus on the remainder of section 6.4 of the reading. This in-depth discussion takes you through the characteristics of appropriate goals and objectives in great detail, along with several examples and illustrations.

  • 7.2.5 Managers Use Goals and Objectives for Employee Performance Evaluations  

    Note: This topic is covered by the reading beneath subunit 7.2. Please focus on section 6.5 of the reading. You will learn how to use goals and objectives to support the identification of employee performance, the evaluation of the performance, and the areas the employee needs to develop.  It is the manager's job to maximize the use of resources. This includes human resources, so knowing how to align performance with organizational goals and objectives supports the improvement of workplace relationships and productivity.

  • 7.2.6 Connecting Goals and Objectives with Corporate Social Responsibility  

    Note: This topic is covered by the reading beneath subunit 7.2. Please focus on section 6.6 of the reading. You will learn how goals and objectives can be designed to support the organization’s efforts to make a positive impact on society-at-large. There is a discussion on sustainability, and information focusing on five areas that should be assessed when looking at corporate social responsibility.

  • 7.2.7 Defining Your Own Goals and Objectives Makes You a Better Manager  

    Note: This topic is covered by the reading beneath subunit 7.2. Please focus on section 6.7 of the reading. Emphasis is placed on the use of the balanced score card, as it is said to aid in linking the company’s vision, mission, and strategy with the goals and objectives that individual employees seek to obtain.

  • 7.2.7.1 Identifying Your Personal Balanced Scorecard  

    Note: This topic is covered by the reading beneath subunit 7.2. Focus on the beginning of section 6.7 of the reading. This section will help you develop your own balanced scorecard.

  • 7.2.7.2 SMART (Specific, Measurable, Attainable, Realistic, and Time) Criteria  

    Note: This topic is covered by the reading beneath subunit 7.2. Focus on the remainder of section 6.7 of the reading. This section gets much more specific, taking you through each aspect of the analysis, step by step.

  • 7.3 How Do Managers Develop Strategy?  
  • 7.3.1 Components of a Business Strategy  
  • 7.3.1.1 Strategy Formulation  
    • Reading: The Saylor Foundation’s “Strategy Formulation”

      Link: The Saylor Foundation’s “Strategy Formulation” (PDF)

      Instructions: Read this article. As you read, think about your experiences with strategic planning. Were you aware of your specific role in helping the organization achieve its goals? Did the organization implement their plan effectively? Were they flexible enough to adapt to marketplace changes as they occurred? Did the organization take appropriate measures to monitor the plan and evaluate its success or failure in achieving stated goals?

      Reading this article and answering the questions above should take approximately 30 minutes.

      See a broken link? Please let us know!

  • 7.3.2 Strategy Is Essential for Management Success  
  • 7.3.2.1 Management Strategy Formulation: An Internal Perspective  

    Note: This topic is covered by the reading beneath subunit 7.3.2. Please focus on section 5.5 of the reading. You will learn how to evaluate resources, potential capabilities, and core competencies, and use them to support the development and implementation of strategy. There is a focus placed on understanding what your company does better than the competition, and using this insight to your advantage when developing strategy. As a manager, you have to understand your company's best assets and use them to meet the needs of the business.

  • 7.3.2.1.1 Conducting an Internal Analysis  

    Note: This topic is covered by the reading beneath subunit 7.3.2. Focus on the opening part of section 5.5 of the reading, which highlights “core competences,” the features that showcase a company’s competitive advantage.

  • 7.3.2.1.2 Using Resources and Identifying Capabilities  

    Note: This topic is covered by the reading beneath subunit 7.3.2. Focus on the next part of section 5.5 of the reading, which discusses the tangible and intangible resources companies tap into, along with the company’s ability to utilize those resources.

  • 7.3.2.1.3 Conducting a VRIO Analysis  

    Note: This topic is covered by the reading beneath subunit 7.3.2. Focus on the remaining portion of section 5.5 of the reading, which covers the framework for the internal analysis that will determine whether the company has identified the appropriate core competencies. This is the VRIO (valuable, rare, inimitable, organization) analysis.

  • 7.3.2.2 Management Strategy Formulation: An External Perspective  

    Note: This topic is covered by the reading beneath subunit 7.3.2. Please focus on section 5.6 of the reading. You will be introduced to external environmental forces that have an impact on the strategy and success of the organization. It is important to note that as a manager, you are unable to control the elements external to the organization. Therefore, you have to gather as much information as possible about the situation and use this insight to support the fullness of strategy development and implementation. In this area of the reading, you will be provided with some tools to use in analyzing strategy formulation.

  • 7.3.2.2.1 Understanding the Basics of General Environment Analysis  

    Note: This topic is covered by the reading beneath subunit 7.3.2. Focus on the opening part of section 5.6 of the reading. The general environment is divided into six segments. They are discussed in detail here.

  • 7.3.2.2.2 Analyzing an Organization’s Microenvironment  

    Note: This topic is covered by the reading beneath subunit 7.3.2. Focus on the next part of section 5.6 of the reading. The microenvironment, an organization’s industry and its related markets, are discussed.

  • 7.3.2.2.3 Using Porter’s Five Forces Analysis of Market Structure  

    Note: This topic is covered by the reading beneath subunit 7.3.2. Porter’s Five Forces will be covered more in-depth in subunit 7.3.3. For this reading, focus on the latter part of section 5.6. Porter’s Analysis is covered in detail, complete with illustrations and an in-depth discussion.

  • 7.3.2.3 The Management Strategy Diamond  

    Note: This topic is covered by the reading beneath subunit 7.3.2. Please focus on section 5.7 of the reading. You will learn how to identify whether or not you have presented a well-crafted and concise strategy. The strategy diamond is a checklist that identifies what should be in your strategy.

  • 7.3.3 Discussing the Five Competitive Forces of Strategy  
    • Web Media: YouTube: Michael Porter’s “The Five Competitive Forces of Strategy”

      Link: YouTube: Michael Porter’s “The Five Competitive Forces of Strategy” (YouTube)

      Also available in:
      iTunes U

      Instructions: Watch this video, which features Professor Michael Porter of Harvard Business School, a leading management thinker and writer. In this lecture, Porter expounds on the five competitive forces model and uses the airline industry and the soft-drinks industry to reinforce this model. You should use this information to define how you as a manager can improve the strategy of your organization.

      Watching this video should take approximately 15 minutes.

      Terms of Use: Please respect the copyright and terms of use displayed on the webpage above.

      See a broken link? Please let us know!

  • Unit 8: Decision Making  

    The essential function of a manager is to make decisions. Decision making is about making choices between alternatives in order to act. In our personal lives, decision making can involve determining where we live, the foods we eat, and who our friends are. In business, decision making can revolve around the products and services a company offers, the markets it serves, the people it hires, and so on.

    In this unit, we will look at the decision-making process, paying close attention to some of the latest research from Professor Iyengar on the art of choosing. Decision making involves elements of logic and emotion; we are human, and emotion effects how we choose.

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  • 8.1 A Framework for Decision Making  
  • 8.1.1 Case Study: B. Ebbers Creates Biased Decision Making at WorldCom  

     Note: This topic is covered by the reading beneath subunit 8.1. Please focus on section 11.1 of the reading. You will be introduced to the story of Bernard Ebbers. As the CEO and top manager for a company called WorldCom, Mr. Ebbers was identified as a difficult man to work for—to the extent that managers working for him avoided telling him vital information that could have and should have shaped how he made decisions. Mr. Ebbers was resistant to change—a quality that produces ineffective management. You should use this case as a foundational analysis of the information expressed in the following subunits. You are also encouraged to review this case once again after completing the reading in this unit of the course to see how you might apply some of the concepts discussed to change the situation at WorldCom.

  • 8.1.2 The Foundation of Management Decision Making  

    Note: This topic is covered by the reading beneath subunit 8.1. Please focus on section 11.2 of the reading. You will be provided a foundational understanding of decision making, as well as given an introduction to the different types of decisions a manager may have to make.

  • 8.1.2.1 What Is Decision Making?  

    Note: This topic is covered by the reading beneath subunit 8.1. Focus on the opening part of section 11.2 of the reading, which offers a definition of decision making and a list of ethical questions to be asked when making decisions.

  • 8.1.2.2 Types of Decisions Made: Rational and Intuitive  

    Note: This topic is covered by the reading beneath subunit 8.1. Focus on the remainder of the readings in section 11.2 which offer a detailed discussion of different types of decisions, when to employ various approaches, and how to determine which process is the appropriate one. Charts, graphs, and illustrations are provided.

  • 8.1.3 Decision Making and Management Challenges  

     Note: This topic is covered by the reading beneath subunit 8.1. Please focus on section 11.3 of the reading. Whenever a manager has to make a decision, there will always be some challenges to be faced. These challenges are the result of biases and traits of individuals that could have an adverse impact on the decision being made. In this section of the reading, you will learn about these biases and how to avoid them.

  • 8.1.4 Groupthink in the Decision-Making Process  

    Note: This topic is covered by the reading beneath subunit 8.1. Please focus on section 11.4 of the reading. You will be provided with a comparison and contrast of individual decision-making and group decision-making. Pay careful attention to the pros and cons of each. You should also make sure you fully understand why groupthink is not healthy for a manager or an organization. Finally, you will be introduced to some techniques that can be used when making group decisions.

  • 8.1.5 Developing Your Own Management Decision-Making Skills  

    Note: This topic is covered by the reading beneath subunit 8.1. Please focus on section 11.5 of the reading. You will be taught how to preemptively imagine and maybe avoid a particular issue altogether—the “premortem process.” The goal behind learning this process is to minimize and/or prevent the bad decision-making. 

  • 8.1.5.1 Fixing Problems Before They Happen  

     Note: This topic is covered by the reading beneath subunit 8.1. Focus on the opening part of section 11.5 of the reading, which introduces the concept of being prepared for problems in advance.

  • 8.1.5.2 The Six-Step Premortem Process  

    Note: This topic is covered by the reading beneath subunit 8.1. Focus on the remainder of section 11.5 for details about the process of preparing scenarios for all potential outcomes.

  • 8.1.6 Framing a Decision  
    • Reading: The Saylor Foundation’s “Framing a Decision”

      Link: The Saylor Foundation’s “Framing a Decision” (PDF)

      Instructions: Read this article. As you read, think about the ways in which you make decisions. Do you frame the decision first? What are the benefits to this process? How can you apply some of these ideas into decisions that you are currently in the process of making?

      Reading this article and answering the questions above should take approximately 15 minutes.

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  • 8.2 Making Choices  
  • 8.2.1 Decision-Making Process  
    • Reading: The Saylor Foundation’s “Making Great Decisions”

      Link: The Saylor Foundation’s “Making Great Decisions” (PDF)
       
      Instructions: Read this article. As you read, think about the questions you ask yourself when you make decisions. When you make a decision, do you believe that you must make choice? Or, are there some situations where no decision could be the correct option? Prepare a productivity table for some of the tasks that are currently on your to-do list. Are the items that come up as priorities the same items you believe to be priorities?
       
      Reading this article, answering the questions above, and creating the productivity table should take approximately 1 hour.

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  • 8.2.2 Decision-Making Techniques  
    • Reading: The Saylor Foundation’s “How to Make Better Decisions”

      Link: The Saylor Foundation’s “How to Make Better Decisions” (PDF)
       
      Instructions: Read this article. As you read, consider the types of decisions you have made in the past. Can you determine which type of decisions they were? Take a decision that you are currently considering and write a plan about how to resolve it by using the 10 steps itemized in this reading. Evaluate the process to determine if your decision-making process will be effective.
       
      Reading this article, answering the question above, writing a plan with the 10 steps for decision-making, and evaluating this process should take approximately 1 hour.

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  • 8.2.3 Challenges of Decision Making  
    • Web Media: YouTube: TED: Sheena Iyengar’s “The Art of Choosing”

      Link: YouTube: TED: Sheena Iyengar’s “The Art of Choosing” (YouTube)
       
      Instructions: Watch this lecture by Professor Sheena Iyengar of Columbia University Graduate School of Business. Sheena Iyengar studies how we make choices, and how we feel about the choices we make. At TEDGlobal, she talks about both trivial choices (like Coke vs. Pepsi) and profound ones, and she shares her groundbreaking research, which has uncovered some surprising attitudes about our decisions.

      Watching this video should take approximately 30 minutes.
       
      Terms of Use: Please respect the copyright and terms of use displayed on the webpage above.

      See a broken link? Please let us know!

  • 8.2.4 Backwards Decision Making  
    • Reading: The Saylor Foundation’s “Decision-Making”

      Link: The Saylor Foundation’s “Decision-Making” (PDF)
       
      Instructions: Read this article. As you read, consider the areas within your organization where the majority of decisions are made. Are they the same areas as those in the McKinsey survey? Did those decisions meet expectations at your organization? Do you find that decisions within your organization are more effective when the process includes those carrying out implementation?
       
      Reading this article and answering the questions above should take approximately 15 minutes.

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  • 8.2.5 Complex Decision Making  
  • Unit 9: Organization Structure, Change, and the Future of Management  

    For organizations to be effective and profitable, a strong structure must be in place. This structure provides a framework from which all goals are set, and each individual and department knows where they fit within that structure.
                
    One of management’s most important responsibilities is to ensure a strong organizational structure. In this unit, we will explore the elements of that structure, and what happens when that structure changes. Changes can occur because of new developments in the marketplace, competitive factors, or new theories.

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    Learning Outcomes   show close
  • 9.1 Organizational Structure and Management Principles  
  • 9.1.1.1 Case Study: Toyota Struggles with Organizational Structure  

    Note: This topic is covered by the reading above in subunit 9.1.1. Please focus on section 7.1 of the reading. You will uncover some issues Toyota had with organizational structure and decision making as the company tried to make sense of the millions of vehicle recalls due to unintended acceleration. Once you have read the entire reading in 9.1.1, you are encouraged to revisit this case and see how the information was applied, or should have been applied, at Toyota.

  • 9.1.1.2 Coordinating Individuals Is a Big Part of Organizational Structure  

     Note: This topic is covered by the reading above in subunit 9.1.1. Please focus on section 7.2 of the reading. You will learn the difference between centralization and decentralization (regarding who will make strategic and core decisions), and how to apply this information within the structure of an organization. There is also a discussion on organizational hierarchy, departmentalization, and formalization. The arrangement of these elements dictates the structure of an organization.

  • 9.1.1.3 Contemporary Organizational Structures: Responding to Business Trends  

    Note: This topic is covered by the reading above in subunit 9.1.1. Please focus on section 7.3 of the reading. You will learn how to identify a matrix organization, which is a combination of multiple structures, how to eliminate barriers as identified within a boundaryless organization, and how to change organizational behavior as a result of obtaining new knowledge within a learning organization.

  • 9.1.1.3.1 What Is a Matrix Organization?  

    Note: This topic is covered by the reading above in subunit 9.1.1. Focus on the beginning of section 7.3 of the reading. A company uses a matrix to combine a functional structure with a product structure. This section includes a detailed discussion of this, along with an illustration for easier understanding. 

  • 9.1.1.3.2 What Is a Boundaryless Organization?  

    Note: This topic is covered by the reading above in subunit 9.1.1. Focus on the next part of section 7.3 of the reading. Developed by former GE CEO Jack Welch, the boundaryless organization removes traditional barriers. The various types of this approach are discussed here.

  • 9.1.1.3.3 What Is a Learning Organization?  

    Note: This topic is covered by the reading above in subunit 9.1. Focus on the remainder of section 7.3 of the reading, where the ways in which companies change based on new knowledge are discussed.

  • 9.2 Managing Organizational Structure and Change  
  • 9.2.1 Change Management and Resistance to Change  

    Note: This topic is covered by the reading in subunit 9.2. Please focus on section 7.4 of the reading. You will learn why people are so resistant to change and how external forces impact the implementation of change within the workplace. Possible reactions to change are also introduced, providing you with some understanding of how your employees may respond as you implement change.

  • 9.2.2 Plan for Change or Expect to Fail—Change Effectively  

    Note: This topic is covered by the reading in subunit 9.2. Please focus on section 7.5 of the reading. You will learn the dynamics associated with Kurt Lewin's three-stage model for change management. You will also be introduced to insight support: how you can get people to accept a continuous process of improvement (change). Change is necessary to maintain a competitive advantage in a marketplace.

  • 9.2.2.1 Using Lewin’s Three-Stage Change Model  

    Note: This topic is covered by the reading in subunit 9.2. Focus on the opening part of section 7.5 of the reading. Kurt Lewin’s model is discussed and illustrated.

  • 9.2.2.2 Unfreezing before Change  

     Note: This topic is covered by the reading in subunit 9.2. Focus on the next part of section 7.5 of the reading. People don’t like change. The important information in this section discusses the necessary steps for preparing people, so they will embrace upcoming changes.

  • 9.2.2.3 Executing the Change  

    Note: This topic is covered by the reading in subunit 9.2. Focus on the middle of section 7.5 of the reading. The next stage of the model involves implementing the change. Tips to ensure success are discussed.

  • 9.2.2.4 Refreezing in Its New State  

    Note: This topic is covered by the reading in subunit 9.2. Focus on the last part of section 7.5 of the reading. Methods to ensure that the new changes will “stick” are discussed.

  • 9.3 Management in the Future  
  • 9.3.1 The Future of Management  
  • 9.3.2 The Future of Work  
  • 9.3.3 Our Global Future  
  • Final Exam  

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