Principles of Management teaches management principles to tomorrow’s business leaders by weaving three threads through every chapter: strategy, entrepreneurship and active leadership. It is used in the Prince George's Community College course BMT 1600: Principles of Management, a study of the role of the business manager and the decision-making process. Included are the identification of planning, organizing, leading and controlling functions of management. The development of management and organization theory is discussed. Subtopics include the role of the manager in today’s dynamic and diverse environments; tactical, strategic and contingency planning; elements of leadership; communications; and workforce diversity. Lastly, students examine the control process necessary to measure productivity

The defining challenge facing business leaders is to develop and drive performance into the future.

For commercial firms, this generally means building profits and growing the value of the business.

Although their focus may be on non-financial outcomes, public services, voluntary groups, and other

not-for-profit organizations share the same central challenge—continually improving their

performance. When the causes of performance through time are not understood, management has

difficulty making the right decisions about important issues. Worse, entire organizations are led into

ill-chosen strategies for their future.

To overcome these problems, leaders need the means to answer three basic questions:

1. Why is business performance following its current path?

2. Where are current policies, decisions, and strategy leading us?

3. How can future prospects be improved?

These questions are the starting point for this book.

An intensive one-week introduction to leadership, teams, and learning communities. Introduction of concepts and use of a variety of experiential exercises to develop individual and team skills and develop supportive relationships within the Fellows class.

This Book Will Be Helpful to:

Managers-
This book is aimed primarily at those who are responsible for implementing accessibility at an organizational level. These people tend to be managers, but may also be accessibility specialists, whose role it is to oversee the implementation of accessibility strategies and awareness throughout an organization.

Web Developers-
Web developers may also wish to read this book to expand their understanding of the organizational aspects of implementing accessibility, extending their role as an IT accessibility specialist, often being the person who leads the implementation of accessibility culture in an organization.

Everyone Else-
While managers and web developers are the primary audience for this book, anyone who has an interest in the aspects of implementing accessibility culture in an organization will find this book informative.

The first two weeks of this course are an overview of performing improvisation with introductory and advanced exercises in the techniques of improvisation. The final four weeks focus on applying these concepts in business situations to practice and mastering these improvisation tools in leadership learning.

This course provides business students an alternative to the mechanistic view of strategy execution that reframes an organization as a complex network of teams continuously adjusting to market conditions and to other teams. The Flexible Execution Model is introduced consisting of seven elements that together shape how well an organization executes its strategy. Practical tools that help leaders achieve their organizations' strategic priorities are discussed. The course also explores novel ways to use data including surveys, Glassdoor reviews, and other sources to measure strategy execution and identify what is and is not working.

Never before have strategic leaders been confronted with so much overwhelming change. The traditional approach is to teach the leader or leaders how to direct or control the organizations’ reaction on a monthly, weekly, or even daily basis. This approach is stressful and overwhelming for executive leaders, makes middle managers feel torn between honoring their senior leaders and listening to the demands of front line employees, and is alienating for front line employees.

Focusing on Organizational Change offers an alternative to the traditional approach by focusing on building the change capacity of the entire organization in anticipation of future pressures to change. Based on systematic research of more than 5,000 respondents working within more than 200 organization or organizational units conducted during the previous decade, this book offers a clear and proven method for diagnosing your organizational change capacity. While building organizational change capacity is not fast or easy, it is essential for effective leadership and organizational survival in the 21st century.

The course will focus primarily on contemporary discourses concerning gender inequality. Most of the readings assigned will be recent articles published in U.S. and British media capturing the latest thinking and research on gender inequality in the workplace. The class will be highly interactive combining case studies, videos, debates, guest speakers, and in-class simulations.

An old saying holds that ‰ŰĎthere are many more good ideas in the world than good ideas implemented.‰Ű This is a case-based introduction to the fundamentals of effective implementation. Developed with the needs and interests of planners--but also with broad potential application--in mind, this course is a fast-paced, case-driven introduction to developing strategy for organizations and projects, managing operations, recruiting and developing talent, taking calculated risks, measuring results (performance), and leading adaptive change, for example where new mental models and habits are required but also challenging to promote. Our cases are set in the U.S. and the developing world and in multiple work sectors (urban redevelopment, transportation, workforce development, housing, etc.). We will draw on public, private, and nonprofit implementation concepts and experience.

This class first offers some basic analytical frameworks -- culture, social structure, and institutions -- that you can use to examine a wide range of political outcomes. We then use these frameworks to understand (1) the relationship between democracy and economic development and (2) the relative centralization of political authority across countries. We will use theoretical arguments and a wide range of case studies to address several questions: Why are some countries democratic and others not? How does democracy affect economic development and political conflict? Why do some countries centralize power while others threaten to fall apart through secession and civil war? We will use examples from a wide range of countries including Argentina, Brazil, Germany, Iraq, Italy, Mexico, and the United States. The lessons drawn from these countries will prepare you to analyze other countries of your own choosing in the paper assignments. At the end of the course, you should be able to analyze political events around the world, drawing on the theoretical explanations provided in the class.

The Introduction to Sociology Course was developed through the Ohio Department of Higher Education OER Innovation Grant. This work was completed and the course was posted in September 2018. The course is part of the Ohio Transfer Module and is also named OSS021. For more information about credit transfer between Ohio colleges and universities, please visit: www.ohiohighered.org/transfer.Team LeadIrene Petten                                                Columbus State Community CollegeContent Contributors Dee Malcuit                                                 Clark State Community CollegeKwaku Oboso-Mensah                               Lorain County Community CollegeAnjel Stough-Hunter                                   Ohio Dominican UniversityLibrarianSherri Saines                                              Ohio UniversityReview TeamEric Jorrey                                                 Central Ohio Technical College 

OER Text MaterialSocial GroupsSociology: Understanding and Changing the Social World, 6.2.2. This section discusses Instrumental and expressive leadership; and authoritarian leadership, democratic, and laissez-faire leadership.

Opportunity for group study by graduate students on current topics related to management not otherwise included in curriculum. This five-day interactive and experiential workshop focuses on how leaders lead innovations that both promote social responsibility and produce business success. The workshop is organized around three main parts: observation, sense-making, and creating. During the observation phase, students spend a full day inside the Boston office of the design company IDEO and visit some of the most interesting proven innovators in corporate social responsibility such as Ben & Jerry's, KLD, MBDC, Plug Power (fuel cell technology), PwC, chlumberger, or core team members of the UN Global Compact. After returning from their company visits, students describe to one another what they saw and learned. In the final part of the Lab, students conceive and implement innovation projects that serve the needs of a local community. Each team presents its practical accomplishments on the final day of the Lab.

This course explores how we use story to articulate ethical norms. The syllabus consists of short fiction, novels, plays, feature films and some non-fiction. Major topics include leadership and authority, professionalism, the nature of ethical standards, social enterprise, and questions of gender, cultural and individual identity, and work / life balance. Materials vary from year to year, but past readings have included work by Robert Bolt, Michael Frayn, Timothy Mo, Wole Soyinka, H. D. Thoreau, and others; films have included Crouching Tiger, Hidden Dragon, Hotel Rwanda, The Descendants, Motorcycle Diaries, Three Kings, and others. Draws on various professions and national cultures, and is run as a series of moderated discussions, with students centrally engaged in the teaching process.

Provides students opportunities to meet senior executives of private and public institutions, and to discuss key management issues from the perspective of top management. Students prepare detailed briefings identifying and analyzing important management issues facing these organizations. Seminar concludes with a one-week field trip to New York City.

Graduate Women at MIT (GWAMIT) is an institute-wide, student-led group founded in 2009. Its mission is to promote the personal and professional development of MIT's graduate women. GWAMIT welcomes all members of the MIT community, including men. This OCW site features selected videos from the two conferences GWAMIT runs each academic year: a Leadership Conference in the fall and an Empowerment Conference in the spring. It also provides a list of related readings and other resources.

Many of today’s global challenges require tech-driven solutions — climate change, the growth of the world population, cyber security, the increasing demand for scarce resources, digitalization, the transition from fossil fuels to renewable energy. With this in mind, it is no surprise that one fourth of the CEOs of the world’s 100 largest corporations have an engineering degree.

Solving these global problems requires leaders who, in the first place, are comfortable with technology, models and quantitative analyses — Leaders who see systems instead of isolated problems. However, simply understanding technology is not enough. Successful leaders today must have both the ideas and the know-how to put these ideas into action by working collaboratively with others, winning their hearts and minds.

We need leaders who know how to seize opportunities in a networked world, and can mobilize people and other stakeholders for large-scale change. Leaders who lead fulfilling lives and who are able to move themselves and others from the ‘me’ to the ‘we’. Leaders who are long-term oriented and who deliver economic profit, while also making positive contributions to society and the environment. We call these leaders ‘sustainable leaders’.

Organizations in the 21st century are in need of culturally intelligent managers and leaders. The pressure to build authentic global networks and to cultivate an appreciation and respect for cultural differences and similarities has driven cultural intelligence to the forefront of diversity and inclusion work.

Preparing today's students to be effective leaders in their professional lives requires that they hone their cultural intelligence as it is vital to working inter- and intra-culturally in today’s global economy. This unique ability to identify, recognize, and acknowledge the differences and similarities that exist between and among cultural groups and systems will set their leadership skills apart from the masses. And when applied, cultural intelligence can bridge the gap in cultural misunderstanding by creating awareness, knowledge, and patience of cultural norms and behaviors.

Our subject is the ethics of leadership, an examination of the principles appealed to by executive authority when questions arise about its sources and its legitimacy. Most treatments of this subject resort to case-studies in order to illustrate the application of ethical principles to business situations, but our primary emphasis will be upon classic works of imaginative literature, which convey more directly than case-studies the ethical pressures of decision-making. Readings will include works by Shakespeare, Sophocles, Shaw, E.M. Forster, Joseph Conrad, George Orwell, Fyodor Dostoyevsky, and Henrik Ibsen, among others. Topics to be discussed include the sources of authority, the management of consensus, the ideal of vocation, the ethics of deception, the morality of expediency, the requirements of hierarchy, the virtues and vices of loyalty, the relevance of ethical principles in extreme situations.