More information about this seller Contact this seller. Book Description Condition: new. Seller Inventory Q Book Description soft cover. Condition: New. International Edition. No supplemental materials. International Editions may have a different cover or ISBN but generally have the exact same content as the US edition, just at a more affordable price.
In some cases, end of chapter questions may vary slightly from the US edition. International Editions are typically printed in grayscale, and likely will not have any color throughout the book. Books ship from multiple locations depending on availability. All orders are shipped with tracking information. We take pride in our customer service. Please contact us if you have any questions regarding this listing. Using this text modularity and assigning just the sections students need is one of the text strengths.
Each chapter stands on its own. Organization of the text is clear and logical. In some instances, the text is not in the order I would assign but structuring the subject matter to an instructor's discretion is one of the advantages of using this text. Another one of the text strengths is its focus on helping students understand their own behavior. Each chapter contains an activity for students to complete that allows them the opportunity to learn more about their own behavior and biases.
This text in combination with additional learning materials - videos, case studies, self-assessment assignment - is a solid choice to use. I was involved with modifying an existing course to utilizes Open Education Resources in our introduction to Management Supervisory course. This text book is one that we selected a few chapters from for our course. I found this book covers all the I found this book covers all the major fundamental concepts required in a typical introduction Management course.
The principles of Business be the same, but the business world and our technology is constantly changing. I would imagine minor updates of examples and case studies would be needed every years. I found the chapters easy to read and follow. Key terminologies were highlighted and explained well.
The chapters are well organized, similar to many introductory Management textbook. The learning objective and summary for each chapter is good. The flow of the chapters are fine. But we did not use all of the chapters for our course. The text was unique in covering the basics of each area within each context while tying it in with many factors that managers deal The text was unique in covering the basics of each area within each context while tying it in with many factors that managers deal with.
It had many concepts of most Principles of Management resources for assisting students in learning. The books content was very accurate to the date that the sources were presented. A lot of resources were during the recession or before the recession.
I feel like an OER that was adapted from should have included a few more updated examples. The books concepts will keep for a while, when it comes to management theories there are always more being presented fades and there are those that keep the core concepts. I believe this book covers on the hard fundamentals of management while expressing the common trends of management in certain business industries.
With technological advances and competitive nature of business, this book's relevance and longevity is based more on the subject matter. The writing is adequate for the topics being presented. The many examples of firm situations and how they applied the concepts were well placed and had a good consistency until the end of the text. The jargon was appropriate for the subject matter.
The book carried consistent terminology and framework. The rhythm in which the reader gets used to is consistent except for two chapters toward the end in which it extended on my laptop to being about 25 pages. The way in which terms are presented are not in bold but mainly italic or overly emphasized.
I believe it to be an easier read then most materials I have came across. The book was easy and readily divisible into smaller reading sections besides the two chapters I previously mentioned towards the end. I personally would use the OER in that way due to its design to prevent good amounts of information without disruption. The organization of the text was presented well. It was different from other materials that focus on the POLC and cover each section individually in order.
I was impressed by the clear fashion that information was laid out by relating each topic outside of POLC that managers have to deal with and correlating to how it works with POLC when necessary. The interface worked well. I pulled the book up on three different forms and systems. The only thing I personally didn't like was downloaded on iBooks you had to swipe versus clicking to turn the page. Each of the concepts that are typically covered in a Principles of Management course are included in this manuscript.
The table of contents, chapter index, are helpful. Glossary of key terms is embedded within each chapter and could perhaps be Glossary of key terms is embedded within each chapter and could perhaps be broken out in a separate chapter section end of chapter?
To be sure, each of the topics covered in this text are within the scope of the body of knowledge that an Introduction to Management student would be expected to master.
The references are quite dated, however, with the bulk of the most recent references being from That said, and perhaps in the interest of providing the most updated references possible, citations from seminal work example: NEO-PI, Costa and McCrae, are largely ignored in lieu of more recent, but relatively lightweight, work s. To the reader, this approach can be perceived as being presented with a stream of facts, one after the other, with little attempt at anchoring the concepts to applications.
As it stands now, it appears to be left to the student to pull out the relevance of the various concepts explained. It seems apparent that there was a great deal of work involved in the preparation of the book manuscript.
This reviewer observed no instances of grammatical errors which, in a work of this size over pages is compelling evidence of polished, thoughtful preparation. There were no examples of cultural insensitivity. This approach would seem to result in a more efficient presentation of the topic and one that is applicable to all levels of management.
Overall, it seems that a strength of this text is that it encompasses a full gamut of topics that are typically included in a Principles of Management course at the undergraduate level. This reviewer found the content to be quite strong, but the interface between content and learner to be the main opportunity that exists with this title. Yes, the subjects match up with what our school has for Course content and outcome Guides, for this course. It covers all subjects adequately. I did not find any errors and I did not see it as biased in any way.
I guess it would depend on what you call accuracy and unbiased. For my needs, from what I have been taught and from what I have learned in the working world, I found it adequate. The only things that would need updating would be case studies that could be more current since it was written in Having more current up to date case studies would be more interesting to the students and more engaging since it would be current or within the last couple of years at least.
There were a couple of acronyms that were new to me, but the way they were laid out in the objectives and then addressed were helpful. I love the way it is laid out. It is the same for each objective and chapter giving you lots of options for discussion and for assigning work.
It is organized excellently. I like the What's in it for Me, at the beginning of the chapter so it shows students what they will get out of the chapter and then it ties in with each section. I really like how this book is laid out. Yes, very logical and easy to read as mentioned before. Student gets to see what they will learn and how they can apply it, then each section is broken down to address the learning objectives.
There was not a lot of graphics or pictures, but the links do work that are embedded for external work. I really like this book and I am going to use for my course in the fall as a resource. I really like how it is laid out and the case studies the exercises, discussion points as well as the external resources like finding out what your learning style is. I like that it does not have a bunch of fluff and pictures and graphics as I will use this as a resource. It is intuitive and as current as it can be.
Management concepts do not change much over time, but how they are implemented and communicated do and I feel this addresses that need for change. There are enough outside links to other information that you do not really need the textbook and the online content they have extra that you have to pay for. I would recommend the book, with some updates periodically to the case studies. The text covers the major topics taught in a typical introduction to management course quite thoroughly.
They are offered in the rough order found in many principles texts. It is not the order in which I teach them In the introduction to Principles of Management, the authors state that there are three themes in the book: strategic thinking, entrepreneurial thinking, and active management. The entrepreneurial theme is not as prevalent as their introduction The entrepreneurial theme is not as prevalent as their introduction would suggest.
There is some discussion of creativity, although references to writers and books beyond the single book by Edward De Bono would have enhanced the section. Sections that stand out as useful include the discussions of fairness, groupthink, employee performance review, and predictors of job performance. Some sub-sections and minor topics should have been separate sections with more details, such as the discussion of meetings, of interviewing, and of HR rules and policies.
Finally, sections that would have useful additions to the textbook include how to write a good survey, how to deal with very difficult employees, and how to improve morale, which was referenced superficially but not focused on. The selection of management writers and level of detail provided for their positions is uneven.
Maslow's hierarchy of needs is given three pages while Collins' discussion of changing good companies into great ones has two passing references and a short summary of the idea of a BAHG big, hairy, audacious goal. Some thinkers were left out or not considered. Senge is not mentioned, even in the short section on "Learning Organizations". Likewise, academic writers and many historical thinkers, such as Max Weber, are not mentioned at all.
Also lacking was a sense of how these different thinkers or ideas might disagree with each other or people outside of the management field. Instead, the text offers a series of disconnected concepts and models, which likely improved the modularity of the overall book, but at the cost of limiting the interactions between the topics and positions.
As a result, there was little logical or conceptual analysis and the book relied on exposition. Much of the textbook is made up of summaries of different concepts and models connected to management, with an emphasis on contemporary writers and psychosocial theories.
There were no obvious inaccuracies in the summaries of the concepts and thinkers, although some sections could be criticized as limited, vague, superficial, or uncritical. A textbook on management principles will become less relevant over time as updated information becomes available and new thinkers offer different concepts and models. One reference that stood out was the quote that "According to one source, there will be Interestingly, this source is a Wired magazine article from , published just before the economic crash.
The examples and illustrations may become dated fairly quickly. References to specific CEOs and other leaders, for instance, will become less relevant over time. In this edition, there is a reference to and picture of Condoleeza Rice but no mention of Obama, for instance. Obama only occurs as a marginal participant in a group shot of world leaders. The clarity of the discussion is generally good, although there is some room for improvement.
The photographs, for instance, do not support the text very well. A glossary would have been useful for clarifying all of terms used while an index would have helped readers access specific sections more effectively. The choice of examples is sometimes not clear. For instance, the examples used to illustrate organizations dealing with uncertain conditions, and thus needing flexible strategies were "a gang of car thieves or a construction company located in the Gaza Strip" page Both of these examples are strange and much better examples taken from businesses could have been provided and then discussed in some detail.
Likewise, the example that they give of resistance to change was that people have been unwilling to adopt Dvorak keyboard and have stuck with the QWERT keyboard, despite the obvious efficiency of the Dvorak system page This is a great example of resistance to change, but one wonders why the authors could not find an example from business, such as how the railroads ignored the rise of the airplane.
While the book is generally consistent overall, it book sometimes strays from a discussion of the "principles" of management and does not adopt a consistent idea of what kinds of businesses are being talked about. The book would have been clearer if the authors had started with a classification of types of business that they are talking about manufacturing, marketing, services, non-profits, perhaps and be clear about what they were not covering like government bureaucracies.
For instance, I was thinking of using this textbook to support a course in Library management, and while some of it was useful, much of it would have been irrelevant or confusing. Had the book been clearer on how the different topics connected to different types of organizations, it would have been clearer which topics were relevant to specific readers or situations.
The textbook is very modular, although there are times when this modularity breaks down. For instance, the discussion of data in the early part of the book was useful, but it would have been more appropriately connected to the discussion of budgeting, which occurs much later in the section on control.
Another example is the discussion of globalization and intercultural issues, which occurs sporadically throughout the book and is never really brought into focus. The overall structure of the textbook follows Fayol's POLC model of management Planning, Organizing, Leading, and Controlling with the overall narrative following the different stages in the process.
Each section includes learning objectives, key takeaways, and discussion questions. These parts are very good at focusing the conversation in the larger sections. However, these additional parts are sometimes longer than the main text for that section and seem unnecessarily repetitive.
The shift between institutional management and personal management is a bit strained at times, making it unclear whether the focus of the book is management or the personal growth of the manager. Each section included a list of references. In one section, there is simply a reference to the Columbia Encyclopedia, which was not helpful.
Typically, however, there are a lot of references in each section. In fact, there are too many references that have minimal value. With some exceptions, the references are to short articles that could easily be retrieved by a Google search. Given that this is an introductory textbook, it would have been better to have an annotated "Further Reading" section that could lead readers to important writings and videos that expend on the different modules. The layout of the textbook follows standard page layout formatting.
There are some things that could be improved. First, some of the text, such as some paragraph headers and keywords, are blue, which suggests that it is hyperlinked as are the captions for pictures , but this is not the case. The full URLs in the text, also blue, are the only hyperlinks in the textbook.
Another feature that could be improved is the way that the text, at least in the PDF version, has line breaks at the end of each line, which means that copying text leads to broken paragraphs that require additional editing if they are copied to another document or web page.
The greatest issue with the interface, however, is the amount of white space that is included in the text. Given how short the different sections are and the way that the layout is organized, there is likely pages worth of unnecessary white space in the text, which turns a odd page book into over pages. Added to this that the pictures and list of references are not that relevant, and the book appears to be laid out very inefficiently. Beyond a few minor typos, the book was clearly written. The prose was a straightforward expository style, although at times it could have been more concise.
The writers would often begin their paragraphs with rhetorical questions and then answer them right away, which did not help clarify the prose and typically made the writing more verbose. On page , the caption and the picture do not match. The book is focused on ideas and problems connected to American private-sector management.
As a result, it is largely uncritical of large-scale organizations. Non-profits are discussed on a single page in the context of internal controls. Bureaucracy, as a term with negative connotations, is only mentioned in passing as an example of mechanistic structures, which are seen as an exception.
Discrimination, likewise, is mentioned in passing three times, once in terms of how issues of discrimination have become a broader concern for "diversity management".
Finally, unions are mentioned a few times in a long list of stakeholders pages and , even though the sample table for tracking stakeholders page does not mention them. Unions are seen as a punishment for businesses that appear to be unjust page At-will employment, on the other hand, is discussed in a focused paragraph in a way that does not consider the debate between union and at-will employment. For a textbook on industrial-focused management, the relative silence to the contrast between union and at-will employment conditions is unfortunate.
When the book discusses global trends, it tends to be simplistic, taking trends such as "becoming more connected" as more important than such things as economic inequality, resource depletion, surveillance, war and terrorism, or social instability. In that sense, the book would not be very useful to people outside of the United States or to those who were actively engaged in intercultural management.
At best, the book points to some of the problems that could be faced. Principles of Management teaches management principles to tomorrow's business leaders by weaving three threads through every chapter: strategy, entrepreneurship and active leadership. Strategic — All business school teachings have some orientation toward performance and strategy and are concerned with making choices that lead to high performance.
Principles of Management will frame performance using the notion of the triple bottom-line — the idea that economic performance allows individuals and organizations to perform positively in social and environmental ways as well. The triple bottom line is financial, social, and environmental performance.
It is important for all students to understand the interdependence of these three facets of organizational performance. The Entrepreneurial Manager — While the "General Management" course at Harvard Business School was historically one of its most popular and impactful courses pioneered in the s by Joe Bower , recent Harvard MBAs did not see themselves as "general managers.
This reflects and underlying and growing trend that students, including the undergraduates this book targets, can see themselves as entrepreneurs and active change agents, but not just as managers. At the same time, this perspective is as relevant to existing for-profit organizations in the form intrapreneurship as it is to not-for-profits and new entrepreneurial ventures.
Active Leadership — Starting with the opening chapter, Principles of Management shows students how leaders and leadership are essential to personal and organizational effectiveness and effective organizational change. Students are increasingly active as leaders at an early age, and are sometimes painfully aware of the leadership failings they see in public and private organizations.
It is the leader and leadership that combine the principles of management the artist's palette, tools, and techniques to create the art of management.
London: Pitman Publishing company , and suits the needs of both undergraduate and graduate course in Principles of Management. PDFs offer an inferior learning experience compared to the richness and interactivity in our digital courseware.
A PDF version of the textbook is available as a print alternative. The PDF does not include interactive content such as simulations, videos, and quizzes and is not vetted for accessibility. For these reasons, we do not recommend using the textbook in the PDF form. The offline version should be used as a print backup rather than as the primary textbook.
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