Management Principles Course
get things done through others—individually, in groups, or in organizations
We’re betting that you already have a lot of experience with organizations, teams, and leadership. You’ve been through schools, in clubs, participated in social or religious groups, competed in sports or games, or taken on full- or part-time jobs. Some of your experience was probably pretty positive, but you were also likely wondering sometimes, “Isn’t there a better way to do this?”
Welcome to the textbook revolution (you will have to read on to learn more about the revolution that you have joined in using this material for your class). We are happy to have you on Carpenter, Bauer, and Erdogan’s Principles of Management team! Given that Principles is likely to be one of the first management courses, if not one of the first business courses, that students take, our objective in developing this material was to provide students and instructors with a solid and comprehensive foundation on the fundamentals of management. Each of the 16 chapters is comprehensive but succinct, and action-oriented but not busy (as in busy work). Moreover, the book and supplements have been written in a direct and active style that we hope students and instructors find both readily accessible and relevant.
Delivering on Our Promise
So how are we delivering on these promises? Let’s consider the top three ways cited by instructors and students. First, your Principles book is organized around the well-established planning, organizing, leading, and controlling framework (or, simply, P-O-L-C). The first three chapters introduce you to the managerial context, while the remaining 13 chapters are mapped to one of the four P-O-L-C sections. The P-O-L-C structure provides a number of benefits. Each chapter opens with a brief discussion of how the chapter topic fits in P-O-L-C. For instructors, the use of P-O-L-C as an overarching framework helps with the organization of class material, development of the class calendar, and making choices about adding or removing readings and real-life examples. It also provides them with an invaluable reference point at the beginning and conclusion of each class session to share with students “where we’ve been, and where we’re going next.” Pedagogically, this is a simple yet powerful tool to aid and promote student learning. For students, the P-O-L-C typology provides them with an enduring framework for processing and organizing just about everything they will learn and experience, during and beyond their classroom-based education, related to the management of organizations.
Second, there are three underlying themes carried through all the chapters. These themes are strategic thinking, entrepreneurial thinking, and active management. Strategy, for instance, is explicitly concerned with the determinants of high performance. Importantly, you will find that we treat 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.
The entrepreneurial dimension reflects an underlying and growing trend that shows that students and instructors see themselves as entrepreneurs and active change agents, not just managers. By starting fresh with an entrepreneurial/change management orientation, we provide an exciting perspective on the principles of management.
Finally, starting with the opening chapter, we incorporate an active management perspective to show how leaders and leadership are essential to personal and organizational effectiveness and effective organizational change. Moreover, the concluding section of each chapter is focused on the assessment and development of particular management skills. Students and instructors are active as leaders at an increasingly 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 bring Principles together.
Third, your author team is bringing a truly interdisciplinary perspective to your Principles course. The book that is the foundation for how you learn about, study, and teach Principles is titled Principles of Management: A Behavioral Approach, and behavioral has very important implications for our emphasis on skills and decision making, coupled with the strategic, entrepreneurial, and leadership orientations. Your authors are award-winning teachers who couple a deep knowledge and experience about the book’s conceptual underpinnings with a sincere appreciation for experiential teaching approaches.
Thank You for Joining the Revolution
In adopting Carpenter, Bauer, and Erdogan, you are joining the revolution that is otherwise known as Unnamed Publisher, our partner and publisher. For this we thank you. The people at Unnamed Publisher and your author team share a common vision about the future of management education that is based on powerful but fun and simple-to-use teaching and learning tools. Moreover, Unnamed Publisher gives you—you the student and you the instructor—the power to choose. Our 16 chapters are written using a “modular” format with self-contained sections that can be reorganized, deleted, “added to,” and even edited at the sentence level. Using our build-a-book platform, you can easily customize your book to suit your needs and those of your students. An extensive author-prepared instructors’ manual and excellent set of PowerPoint slides provide teaching support to instructors. A test item file developed using state-of-the-art assessment techniques supports faculty in evaluating student performance.
Only with Unnamed Publisher learning platforms do you have the power to choose what your Principles book looks like, when and how you access your Principles material, what you use and don’t use, when it will be changed, how much you pay for it, and what other study vehicles you leverage. These innovative study vehicles range from book podcasts, flash cards, and peer discussion groups organized in social network formats. Nowhere else on the planet can this combination of user-friendliness, user choice, and leading edge technologies be found for business education and learning.
Thank you for joining the revolution—please spread the word!
Mason, Talya, and Berrin
Mason A. Carpenter (Ph.D., 1997, UT Austin) is the M. Keith Weikel Professor of Leadership in UW Madison’s Wisconsin School of Business. He is responsible for the MBA and Executive MBA courses in business, corporate, and global strategy, and the curriculum offered through Wisconsin’s Strategic Leadership Institute. He is coauthor of Strategic Management: A Dynamic Perspective, second edition, with Dr. Gerry Sanders and published by Prentice Hall. His research concerns corporate governance, top management teams, social networks, and the strategic management of global start-ups, and is published widely in top management and strategy journals. He is Associate Editor of the Academy of Management Review and the Strategic Management Area Editor for Business Expert Press, and serves on a handful of editorial boards. His teaching accomplishments include MBA Professor of the Year, notoriety as one of the two most popular professors in several Business Week MBA program polls, the Larson Excellence in Teaching Award from the School of Business, and, most recently, a Distinguished Teaching Award from the University of Wisconsin–Madison.
Talya Bauer (Ph.D., 1994, Purdue University) is the Gerry and Marilyn Cameron Professor of Management at Portland State University. Dr. Bauer is an award-winning teacher who specializes in teaching organizational behavior, management, power and influence, and negotiations, as well as training and development at the graduate and undergraduate level. She conducts research about relationships at work. More specifically, she works in the areas of leadership, selection, and new employee onboarding, which have resulted in dozens of journal publications. She has acted as a consultant for a variety of government, Fortune 1000, and start-up organizations. Dr. Bauer is involved in professional organizations and conferences at the national level, such as serving on the Human Resource Management Executive Committee of the Academy of Management and SIOP Program Chair and member-at-large for SIOP. She is the editor of Journal of Management and is on the editorial boards for the Journal of Applied Psychology and Industrial and Organizational Psychology: Perspectives on Science and Practices, was recognized as one of the most published authors of the 1990s, and is a Fellow of SIOP and APS.
Berrin Erdogan (Ph.D., 2002, University of Illinois at Chicago) is the Express Employment Professionals Endowed Professor at Portland State University. Dr. Erdogan is an award-winning teacher who teaches management, organizational behavior, and human resources management. Her research interests focus on individual attachment to organizations through fairness, leader-subordinate relations, contextual factors such as organizational culture, and person-organization fit. Her work has been published in journals such as Academy of Management Journal, Journal of Applied Psychology, and Personnel Psychology. She has conducted managerial seminars on the topics of motivation, organizational justice, performance appraisals, and training and development, and has worked as a corporate trainer. She serves on the editorial boards of Journal of Applied Psychology, Journal of Management, Journal of Organizational Behavior, and Personnel Psychology.