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Strategic Management

(15 reviews)

management assignment pdf free download

Kennedy B. Reed, Virginia Tech

Copyright Year: 2020

ISBN 13: 9781949373950

Publisher: Virginia Tech Publishing

Language: English

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Reviewed by Jiwon Suh, Assistant Professor, University of Texas at Arlington on 3/7/24

This book covers core topics that should be included in a strategic management textbook. I particularly like that the book has a chapter devoted to corporate governance, ethics, and social responsibility. I hope to see that vertical and horizontal... read more

Comprehensiveness rating: 4 see less

This book covers core topics that should be included in a strategic management textbook. I particularly like that the book has a chapter devoted to corporate governance, ethics, and social responsibility. I hope to see that vertical and horizontal alignment within an organization is highlighted at the beginning of the book. I see it in Chapter 10.

Content Accuracy rating: 5

This book contains core and major models, concepts, frameworks, and theories that should be included in a strategic management textbook. Especially, this book also explains a balanced scorecard and its linkage with organizational mission and vision.

Relevance/Longevity rating: 5

The main content is highly relevant. The concepts and frames that are included in the book are not fast-changing. This book uses a variety of examples to explain concepts to help students understand. These examples are a good mixture of timing (old and relatively new) and I believe such examples should be aged well to evaluate.

Clarity rating: 5

This book was well-written. This book uses clear language so that students including undergraduates can easily follow.

Consistency rating: 5

This book is consistent with all the structures and contents that are expected in the strategic management textbooks.

Modularity rating: 5

The topics in this book are well divided into 11 chapters so that faculty members can easily develop a semester-long course. On page 2, the authors also provide 6 modules on how these chapters can be used in a shorter course.

Organization/Structure/Flow rating: 5

The way of chapter sequencing is easy to follow: understanding strategic management -> external analysis -> internal analysis -> strategy development -> implementation. Every chapter provides ‘Learning Objectives,’ ‘Key Takeaway,’ and ‘Exercises’ from which students can effectively learn about the topics in the chapters. Also, figures, pictures, videos, and other sources are very helpful.

Interface rating: 4

External sources were hyperlinked with the original sources. This book also provides enough space between paragraphs and the next sections. This helps readers. It would be very helpful if the book included an Index at the end of the book.

Grammatical Errors rating: 5

I didn’t find any grammatical errors.

Cultural Relevance rating: 5

This book uses examples from different cultural backgrounds, such as an example of ancient China and wars on Russian soil on pages 18-20 and an example of Starbucks in Korea on page 33.

I'd like to use this book for my Strategic HR management course in the public and nonprofit sectors. Although this book doesn't 100% fit my course, I can use this book to explain and provide core/major concepts of strategic management.

Reviewed by Sergiy Dmytriyev, Assistant Professor of Management, James Madison University on 9/10/23

The textbook covers all key topics in the strategic management such as overall strategy, business- and corporate-level strategies, the analysis of external and internal environments, international strategy, organizational design, innovation, etc.... read more

Comprehensiveness rating: 5 see less

The textbook covers all key topics in the strategic management such as overall strategy, business- and corporate-level strategies, the analysis of external and internal environments, international strategy, organizational design, innovation, etc. Each sections ends with the reference list of the cited sources, and the Glossary of key terms is provided at the end of the book.

The book is well-written which makes it an easy read.

The content is up-to-date, with plenty of contemporary business situations and examples. At the same time, these examples are of general nature and can be used in a classroom for many years ahead, without become obsolete. Having said that, the textbook also has a number of historical examples which is a must to have in order to learn from strategic successes and failures.

The text is written in a more informal way than in some other strategic management textbook. This makes this textbook better perceived by undergraduate students, who are rather more excited by its interesting and accessible prose.

Consistency rating: 4

The textbook utilized common terminology and frameworks used in the strategic management field, and is consistent throughout the whole text. The only thing, sometimes I could have a feeling that there were many interesting narratives and examples, but some of them might not be well connected among themselves, which could make the reading slightly less coherent, though it wasn't a big deal.

Indeed, the text is readily divisible into smaller reading section since many of them start and end in a similar fashion making them standalone pieces. I didn't find many self-references which serves the modality purpose well.

The book is well organized in terms of the sequence of introduced topics and the transitions between them.

Interface rating: 5

The textbook offers an easy-to-follow navigation structure such as a numeration for each section/subsection as well as consistent headings' styles and the use of colors and graphical designs.

I didn't find any grammatical errors or typos in the text which speaks to its high quality.

Cultural Relevance rating: 3

The textbook is full of various examples from different countries which helps keep the reader's mind open to insights from different cultural environments. Yet, I wish there would be more examples with female and minority managers - I realize that today those groups are still underrepresented in leadership roles, but the author could have considered purposefully selecting those stories/backgrounds which may appeal to and inspire different audiences.

Most sections in the textbook end with discussion questions (often provoking ones) which can help with kicking off interactive discussion in class. The key information is summarized in the form of tables or graphs that make it easy to review the summarized learnings. There are also many videos throughout the book which can help break the monotony of reading with interesting visual experiences.

To sum it up, the textbook offers a typical content for a strategic management textbook (in terms of key strategic topics, terminology, theories and frameworks, etc.), yet it does it in a more appealing way compared to some more "formal" available textbooks in the market. In addition to offering discussion questions and exercises at the end of each section, the textbook also utilizes a more accessible prose for undergraduate students, as well as provides many illustrative or summary tables and graphs, as well as short business stories and videos done in an interesting way.

I really like the textbook and this year I started using it in my Strategic Management course.

Reviewed by Jeffrey Gale, Professor Emeritus of Strategic Management, Loyola Marymount University on 4/10/23

[Note: I used the book in my Strategic Management class in Spring 2023 semester. I have, in the past, used the open textbook, Mastering Strategic Management on which this one is based as well as a commercial version of the text which was picked up... read more

[Note: I used the book in my Strategic Management class in Spring 2023 semester. I have, in the past, used the open textbook, Mastering Strategic Management on which this one is based as well as a commercial version of the text which was picked up by a pubisher.] The coverage in the book is pretty standard for Strategic Management texts. It's a little light on implementation/execution particularly on reward systems, strategic leadership and a bit on culture. Like most of the texts, it really doesn't cover the online world. Because it was done in 2020 and used some of the materials some of the materials need newer examples--and to reflect lessons of the pandemic and de-globalization (in Chap. 9) There is a glossary but no index.

The coverage of the book is accurate in the concepts handled.

Relevance/Longevity rating: 4

All strategic management textbooks suffer from obsolescence--it is the nature of the subject matter and the need for ongoing revision of relevant examples. The concepts change more slowly. Use of the book requires instructors to fill that in to make the material relevant. The prior book (from 2020) was not updated for years which made it hard to use. Hopefully this one will be.

The book was extremely well-written and edited. This is remarkable since there was a team who worked on it at VPI. Kudos for doing a good job.

It is consistent. The framework used is very standard in strategic management texts.

The book is well done with coherent chapters and headings and subheading breaking up the text. I was able to use some of the materials out of order.

Strategic management textbooks lend themselves to a logical organization based on the analytic process common to the topic. This book is consistent with that. I did find that references and credits, which are listed in the chapter sections, are a bit distracting and would be better, in my opinion, at the end of the chapters. Likewise, I would prefer that the Exercises be at the chapter end as well. Learning Objectives at the beginning of each chapter are useful as well as the Takeaways in the sections.

My students and I used the PDF version of the book which is pretty standard with only limited jumps for Table of Contents. .

I didn't find any grammatical errors.

Cultural Relevance rating: 4

I did not see anything culturally insensitive or offensive in the book. There is, as is typical in the texts in the field, not a lot of cultural variety. There are no Black or Hispanic business in the examples.

The book did what I wanted it to in the course. I thought that Chapter 7 on Innovation is a bit of a hodge-podge of topics and doesn't flow all that well. The Powerpoint slides that the author made available are very uneven and I wasn't able to really use them--though I didn't really need to since I have taught the course for so long. They are not the equivalent of what commercial publishers provide with their texts. I did not use the text bank that is also available.

Overall, a good quality textbook that is usable with the caveats I raised earlier.

Reviewed by Stephen Horner, Associate Professor, Allen Community College on 6/9/21

Chapter one is a good an example of the type of comprehensiveness that I like. The text addresses most of the major models and concepts within the strategy domain. It also includes examples of strategy and strategic management from antiquity and... read more

Chapter one is a good an example of the type of comprehensiveness that I like. The text addresses most of the major models and concepts within the strategy domain. It also includes examples of strategy and strategic management from antiquity and classic military history encompassing ancient, modern, and postmodern eras. In addition, the critique of strategic management is refreshing to see in an introductory textbook chapter.

I find no glaring inaccuracies.

The cross disciplinary relevance of the text is demonstrated by allusion in chapter one to strategy throughout history. The text also has relevance in terms of relating the topic to contemporary issues.

This text is written at a basic level easily accessible to the common reader and especially suited to today's college senior.

The text uses the A-F-I framework consistently throughout.

The chapter topics are organized following the traditional analysis-formulation-implementation (A-F-I) framework allowing the course to be easily divided into modules. In addition, the authors have developed their own modular framework overlaying the A-F-I model.

The text uses the traditional analysis-formulation-implementation framework while taking a critical asssessment of the use of that framework.

The layout and flow of the text are satisfactory. In addition, I appreciate the smaller chunks in each chapter supplemented by references cited only in those specific chunks.

The writing demonstrates no systematic grammatical difficulties. The use of the Engish language is proper and acceptable.

The authors recognize changing sociocultural values and demonstrate sensitivity of the theory and practice of strategic management to such changes.

I found the text to be quite readable. It spawned in me new ideas for ways of reaching my students.

Reviewed by Yuan Li, Assistant Professor, James Madison University on 5/29/20

The text covers all major topics discussed in a standard strategic management textbook. Some topics that could be included or discussed more in detail are strategic leadership, innovation management, and corporate entrepreneurship. The pdf version... read more

The text covers all major topics discussed in a standard strategic management textbook. Some topics that could be included or discussed more in detail are strategic leadership, innovation management, and corporate entrepreneurship. The pdf version of the text does not include an index or glossary, which can be an enhancement to the book.

The content is accurate, error-free, and unbiased. However, there are a few typos in the book. Some of the labels are incorrect. For example, Level 3 of Table 10.4 is labeled incorrectly.

The content is up-to-date. For the most part, the examples are classic and do not need to be updated frequently. However, some of the examples, especially those related to movies are dated. Nevertheless, necessary updates can be easily implemented.

One of my favorite things about this text is its clarity. The text is written in a language that is accessible to all undergraduate students, including freshmen. Jargon and technical terms are explained in layman’s terms using real-world examples.

The text is internally consistent in terms of terminology and framework.

The chapters of the text are self-contained and can be individually assigned to students or used as additional readings to supplement a different text.

The structure of the text is clear and follows the structure of a standard strategic management textbook. The only difference is that international strategies are discussed before corporate-level strategies. Many of the tables and the text repeat each other. I think some of the tables can be eliminated.

There are no significant interface issues in the text. There are no hyperlinks in the pdf version of the book. All navigation is done through the search and find function of the pdf reader. The text in the examples and vignettes is too small and hard to read, at least for the pdf version I have. Overall, I would describe it as a no-frills text.

The text contains no grammatical errors.

The text is not culturally offensive in any way. The examples include both American and non-American firms mostly competing in the US market.

This is a great book for an introductory level strategic management class. Students do not have to be a management major to understand the book. Instructors can easily supplement the book with examples that are relevant to the background and major of their students. I find the book an interesting and enjoyable read. The authors did a great job in making strategic management interesting to students.

Reviewed by David Flanagan, Professor of Management, Western Michigan University on 12/12/19

This book covers all the major topics needed in a strategic management course plus a few other useful topics. read more

This book covers all the major topics needed in a strategic management course plus a few other useful topics.

First rate book. Easy to read with no errors (conceptually or grammatically).

All the conceptual information is up to date. I do have students do assignments where they research more recent examples.

Students comment that it is straight forward and easy to read. Key concepts are defined.

The text flows well from start to finish.

The chapters break up the material well as do sections within chapters.

good structure

easy to interface with

Well edited and credibly written

I detected nothing that could be insensitive

The authors are outstanding in their field. Can't find more credible sources.

Reviewed by Jason Kiley, Assistant Professor, Oklahoma State University on 5/21/18

Overall, the book has very good coverage of the topics typically included in a strategy textbook. To be more specific, I reviewed the book against a commercial book that I have used in the past. I looked at 43 topics that is a union of the content... read more

Overall, the book has very good coverage of the topics typically included in a strategy textbook. To be more specific, I reviewed the book against a commercial book that I have used in the past. I looked at 43 topics that is a union of the content I would use across the two books. The commercial book covered 41 topics, and Mastering Strategic Management ("MSM") covered 39. Of the discrepancies, three topics in the commercial book and one topic in MSM were topics that were probably timely when written but are less relevant now. Excluding those, each book had one topic that I would have liked to have seen in the other.

Across a number of topics, the exposition that fit my expectations about the material covered, explanations of the material, and examples that fit the material. Strategy covers a number of models that have been around for some time, and the authors seemed to do a good job of thinking about which models are reasonable to describe as they were conceived and which ones should be adjusted a bit to better reflect the underlying mechanisms or modern circumstances.

One small exception (shared in most strategy books) is the description of the BCG matrix using market share (as originally conceived). That notion is very sensitive to specification of markets, and I've seen more helpful formulations that describe it a little more generally as having dimensions that reflect using and generating cash.

The main content is fine and highly relevant. However, there are some examples which have not aged well. This is not so much the fault of the authors, as the business-relevant content is fine, but an example using Jared from Subway reads very differently in light of subsequent revelations. That is perhaps the most glaring, but there are a few others that have not aged well (e.g., the AppleTV has become reasonably successful in subsequent iterations). That said, this book is well within the norms of example relevance over time.

The book is written directly and clearly. In terms of style, it is more approachable than some alternatives, in part because I never got the sense that the authors were lowering the information density to produce more text.

Terminology and approach are generally consistent. Strategy is at the intersection of other disciplines, so there is often a change of perspective, but that comes with the content. That said, the authors have combined those well into a logical, consistent narrative.

For the most part, this book would be easy to use out of order or as selections. The chapters have numbered subdivisions that are logically coherent, and, in my view, it would be clear to students to assign selections. My initial read suggests that the brief motivating examples to begin chapters and the conclusions of chapters would be helpful to include even if the middle sections are selected from or reordered.

Overall, the organization and flow are consistent and logical, and it generally mirrors that of most strategy books. In a couple of places, the ordering is a bit different (e.g., international strategy before corporate-level strategy), but the broader logic may actually be more linear that way.

I used the epub 3 version of the book. The table elements tended to be built with markup instead of images, so they rendered nicely on a high-resolution display. Cross references were often done with links, and many text boxes were also done with markup, so the book takes advantage of the technology it uses for distribution. Given the prevalence of mobile devices among students, this is a strong positive for this book compared to others.

The writing is clear, error-free, and straightforward, including the consistent use of active voice.

Though the book (like many strategy and business textbooks) has a somewhat US-centric presentation, there are plenty of examples that include diversity along a number of dimensions where that kind of diversity is not the topic of the example. That broad level of inclusiveness is a positive for the book.

Overall, I found the book to be consistently high in quality, coverage, and consistency with other books in this area. Using it as an alternative or replacement for other books should be straightforward. The anonymous authors have done the field and our students a real service in writing this book.

Reviewed by Jiyun Wu, Associate Professor , Rhode Island College on 5/21/18

The book covers key areas of strategic management, much like other strategic management textbooks. read more

The book covers key areas of strategic management, much like other strategic management textbooks.

The content is accurate, though there are a few typos.

Relevance/Longevity rating: 3

The examples are a few years old and need to be updated.

The book is very lucidly written. I think it is one of the best written textbooks.

The book is internally consistent in terms of terminology and framework.

The text is easy to follow.

The topics are organized well and easy to follow.

I didn't encounter any problem with navigation.

I did not detect any grammar errors, although I did find a few typos.

The book is culturally relevant.

Please update the examples and correct the few typos in the text.

Reviewed by Edward Ward, Professor, Saint Cloud State University on 2/1/18

Relative to the other textbooks I have used in my strategic management course, this textbook is comprehensive. Topics include analyzing the environment, leading strategically, selection of business level strategies, ethics, organization design,... read more

Relative to the other textbooks I have used in my strategic management course, this textbook is comprehensive. Topics include analyzing the environment, leading strategically, selection of business level strategies, ethics, organization design, and more. However, it does not have a separate chapter about small business strategy.

This book is accurate as evidenced by the frequent references from both research journals and practitioners' publications. There is little in the way of the author's opinions, rather facts are emphasized.

The relevance of the book is excellent in that historical examples are often used, which by definition will not need to be updated. The examples of recent strategy uses (e.g. a goal by Coca-Cola on page 40 is for 2012) are in need of only slight modifications.

This is the paramount strength of the book. When the vocabulary (i.e. jargon) of strategic management is used, facile explanations and examples are used to clarify the term. An example is Figure 2.5, which explains financial performance measures for students who did not major in finance or accounting.

What is admirable as to the book's consistency is it's sequence of chapters, such as starting with "Mastering Strategy" as chapter one, through "Selecting Business Level Strategies" in the middle of the text, and concluding with corporate governance and ethics. There is also consistency in terms of the key takeaways and exercises throughout the book.

This is another strength of the book. For example, in clarifying "Entrepreneurial Orientation" sections such as "Autonomy", "Competitive Aggressiveness", and "Innovativeness" are presented in small sections that in total describe the term. This is done consistently in the book, such as in chapter eight the terms vertical integration, backward vertical integration, and forward vertical integration.

The topics are presented in a deductive order, starting with a superordinate term such as "Strategies for Getting Smaller", followed by retrenchment and restructuring. By describing a construct by its dimensions, the construct is more readily understood by students.

I don't think there are any such problems.

There are not any grammatical errors. I do think the reading level is for undergraduates rather than MBA students.

The photographs and examples are varied in terms of surface characteristics.

It is superior to my present textbook in terms of being written in a conversational style, which is complemented by useful tables such as 8.7 on page 293. These tables and other graphics will assist students with a visual learning style. The only negative that comes to mind is if this textbook is to be used for a MBA course, outside readings will need to be assigned.

Reviewed by Jorge Zazueta, Adjunct Professor, American University on 2/1/18

The book covers all the standard topics in Strategic Management in a well-structured and cohesive manner. The table of contents provides detail on contents and the interactive PDF version is an excellent way to navigate the text. Electronic... read more

The book covers all the standard topics in Strategic Management in a well-structured and cohesive manner. The table of contents provides detail on contents and the interactive PDF version is an excellent way to navigate the text. Electronic versions are searchable, obviating the need for an index.

I didn't find any inaccuracies or biases in the text (although I ran into a few minor typos). Each concept follows a critical discussion inviting the reader to reflect on the topic, rather than being dogmatic.

The topics covered are well established Strategic Management ideas with direct application in actual business practice, making the content both relevant and time enduring.

Clarity rating: 4

The book is clearly written and enjoyable. It provides straight commentary on the ideas discussed and is very easy to read. A minor drawback is that it lacks memorable design around many of the classic frameworks. For example, when discussing the diamond model in chapter 7, its elements are defined in the form of a table--rather than in a diamond shape.

The narrative is consistent throughout both in depth and style.

While the content follows a logical path, chapters are concise and mostly stand-alone, making it easy to use individual chapters or to tailor content for a class.

The topics follow a standard order of ideas in a consistent and logical flow, while maintaining modularity.

The interactive PDF version is clean and easy to use. A comprehensive table of contents is always available without being intrusive and the book is fully searchable. Making it convenient for student research or review. A keyword search results in a list of references to different chapters in the book, with a short summary of the content discussed.

Grammatical Errors rating: 4

Other than a few minor spelling typos. I found no errors.

The nature of the book is mostly transparent to cultural issues. Examples are business focused and do reflect a wide world view.

It is a great introductory text to Strategic Management. It covers all the standard material in a concise, easily accessible way. I would have enjoyed a bit more quantitative material, such as basic formulas from economics or discussions about how to quantify market competitiveness for example. Perhaps, that´s the material for a second book….

Reviewed by Bill Rossman, Instructor, Penn State University on 2/1/18

The book covers the major topics expected to be covered in a strategic management textbook. read more

The book covers the major topics expected to be covered in a strategic management textbook.

The material covered in the textbook is accurate and error-free.

Th material is up-to-date, however, some of the examples in the book could quickly become outdated. For example, there is an example referencing a 2001 movie which students may not understand. The book could easily be updated to keep examples up-to-date.

The book is clearly written without unnecessary jargon. Definitions for key terms could be emphasized to help students identify key terms and concepts. Additionally a glossary would be beneficial for students to quickly reverence the definition of key terms.

The book is consistent with other texts on the topic of strategic management.

The book is modular and chapters could be reorganized without issue. Instructors could assign chapters or subsections as they see fit without loss of educational value.

The book flowed well, the only change I would make is to move the corporate-level strategies to follow the business-level strategies. The instructor could easily make this change when assigning chapters in the textbook.

I did not encounter any issues with the interface of the textbook. The location of charts and images were appropriate and supported the material.

The book was free of grammatical errors.

The text was not insensitive or offensive.

Supporting material such as glossary, online assignments or self check exercises could be included. Overall, the book is well thought out and easily adaptable for instructors to use.

Reviewed by Sam Cappel, Professor, Southeastern Louisiana University on 6/20/17

I found the book to be comprehensive, covering in detail important parts of strategic management. read more

I found the book to be comprehensive, covering in detail important parts of strategic management.

I found the book to be accurate and well referenced. Examples were used which were most instrumental in helping students to understand important concepts.

The text is written and/or arranged in such a way that necessary updates will be relatively easy and straightforward to implement. Many of the examples used are classic or very timely. It would require little work to update concepts and examples.

The book is written without unnecessary jargon. Terms commonly used in the study of Strategy are fully explained.

The framework of the book allows for easy transitions from one topic to another. Throughout the book there is consistency in the straight forward approach to topics. There is a consistent attempt within this book to explain complex concepts in such a way as to allow undergraduate students to master them easily.

Modularity rating: 4

The text is well divided into a logical sequence of intuitively developed reading sections. Sections within the book serve to reduce confusion which can occur when learning a subject area with the diversity and complexity of Business Strategy

Organization/Structure/Flow rating: 4

I like the flow of the text but prefer a flow which started by simply following the strategic management process step by step.

I had no issues with the interface of the textbook. Navigation was simple and charts were well placed and clear.

I found no grammatical errors i the text.

Culturally the book was sensitive in dealing with issues such as ethics and the role of diversity in the workplace.

With the current push for on-line offerings I feel that it is now imperative that offerings include test banks, power-points, on-line readings, films and perhaps simulation tools that can be used on-line. I love the book for in-class use but feels that it does not offer enough support to be viable for extensive on-line offerings,

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Reviewed by Cynthia Steutermann, Multi-Term Lecturer, University of Kansas on 8/21/16

This book does a somewhat good job of covering many aspects of strategic analysis. For instance, the discussions relative to cost leadership, differentiation, and focused strategies were good. However, I found this book to be lacking in critical... read more

Comprehensiveness rating: 3 see less

This book does a somewhat good job of covering many aspects of strategic analysis. For instance, the discussions relative to cost leadership, differentiation, and focused strategies were good. However, I found this book to be lacking in critical discussion areas, such as the importance of evaluating a firm's internal financial assets. While it mentioned current ratio, debt to equity ratio, and net income .. it does not show how to calculate those ratios. And, there are many, many more financial ratios that should be covered in great detail to effectively analyze an organization's internal financial capabilities. This was an area I would consider to be seriously lacking in content.

Other critical areas missing from this textbook were the discussion of entrepreneurial strategy and competitive dynamics, as well as managing innovation and corporate entrepreneurship. Likewise, this textbook did not include any strategic management cases which greatly supports a student's ability to apply concepts to a multi-page case of an organization they may be familiar with.

Also, while there was included on the website a table of contents, no such table of contents exists in the .pdf version that students would actually use. In general, this book is not written at the level of sophistication and comprehensiveness I would expect to use for college students, particularly since a strategic analysis course is often taught as a capstone course (undergraduate senior level of student). In my opinion, this textbook is written more at the senior in high school or college freshman level.

Content Accuracy rating: 4

The book's accuracy is adequate, although there are many areas of strategic analysis which I would consider to be missing in this textbook.

The one area of relevance and longevity I found to be questionable was the various references to "At the Movies". Some of the movies are quite dated and students may not have even heard of them. Or, if they have heard of the movie, they may not have seen it. While the intent seems to be a creative way to illustrate basic concepts, the use of movies is not (in my opinion) the most relevant way to accomplish this, at least to the extent that this is repeated throughout the textbook.

The book is written clearly, although not at the college reading level I would expect it to be written at.

Consistency rating: 3

The text is inconsistent since it references certain figures that actually do not exist. For instance, the Boston Consulting Group (BCG) matrix is referenced to be in figure 8.7. There is no BCG matrix figure, nor any figure 8.7. In fact, there are very few figures in the book. There are some pictures (unidentified mostly) but no figures that illustrate important concepts.

The book's modularity is done well. Within each chapter there are several smaller reading sections.

The book's organization/structure flow is generally good. I believe the organization and flow would be better if corporate-level strategies followed business-level strategy, and then the chapter about international markets would follow after that. This textbook, instead, has business-level strategy, international markets, then corporate-level strategy.

The images are generally not distorted, although on page 172 the Arby's graphic and text are out of proportion. Page 177 includes some type of graphic that is only shades of grey. I don't know what that is intended to represent.

The text contains no grammatical errors that I observed.

The text is not culturally insensitive or offensive in any way that I observed.

Reviewed by Daniel Forbes, Associate Professor, U. of Minnesota on 6/10/15

The book covers most of the chapters commonly found in a strategy textbook, and the content within each chapter is also similar in terms of the key topics & models addressed. One exception is strategic entrepreneurship, which is not covered as... read more

The book covers most of the chapters commonly found in a strategy textbook, and the content within each chapter is also similar in terms of the key topics & models addressed. One exception is strategic entrepreneurship, which is not covered as a separate chapter as is often the case but is instead partially covered under "Entrepreneurial orientation" within Chapter 2, "Leading strategically". Another exception is that there is only one chapter on corporate strategy, whereas many books have a second chapter on strategy alternatives (M&A, etc.). However, some of this content has been folded into the corporate strategy chapter. The PDF I reviewed did not contain a glossary or index.

The book provides an accurate introduction to contemporary strategic management. The authors' perspective is consistent with mainstream scholarly views in the field.

Most strategy textbooks tend to gravitate towards concepts and models that have a relatively long "shelf life," and this one is no exception. The book contains current examples and timely content. The book also does a good job presenting strategy in ways that undergraduate students, in particular, will find relevant. It does this through an emphasis on familiar, everyday brands (Facebook, Redbox) and through cultural references, such as its "Strategy at the movies" segments, which link concepts in the book to recent popular films.

The book is written in clear and accessible prose, and it carries a sense of humor. At times I would have liked to see clearer definitions that were easier to find in the text (e.g., highlighted or placed in sidebars). For example, the concept of "cost leadership" is introduced with good examples, but a concise definition seems lacking. Having clear definitions on key concepts is helpful to students studying for exams and for faculty who want to check concepts for consistency across materials without re-reading entire sections.

The book is internally consistent. It provides a framework for understanding strategy that is coherent and, at the same time, generally consistent with other major texts.

The text seems modular, and reorganizing the material is unlikely to pose a problem. It would be easy to rearrange the materials within a strategy course - provided, of course, that foundational concepts (e.g., "capabilities") have been established early on, as would be required in working with any major strategy text.

The book's flow is logical and it adheres to a structure that is common in strategy texts. One slightly unusual sequencing is the presentation of international strategy before corporate strategy (the reverse is more common), but these two chapters remain adjacent and there is a reasonable case for doing this. Given the overall modularity of the book, moreover, instructors can rearrange chapters as they see fit without much difficulty.

The interface reflects the thoughtful and creative selection of accompanying visual materials, especially photos and illustrations. There are fewer charts and tables than in the average strategy text. Some instructors and MBA students might find the text easier to navigate with fewer visual interruptions overall and perhaps more data or charts included in addition to the pictures. Overall, I think this interface that would be well received by undergraduate students, in particular.

The book's grammar is fine.

The book does not appear to be culturally insensitive. Examples are drawn primarily from the U.S., as is common in many major strategy texts, but there are also many examples drawn from outside the U.S.

Overall, I think this book is a very solid and worthwhile contribution to the set of available strategy textbooks. A particular strength of the book is its accessible writing style and its selection of "user-friendly" illustrations and examples. I think the book would be especially well-suited to first-time students of strategy who seek a general introduction. I also like that the book avoids delivering long, arbitrary lists of items in presenting material (e.g., "the nine reasons firms do acquisitions"), which is a common weakness of strategy textbooks. Instead, this book is generally succinct and reasonably comprehensive. At the same time, instructors & students seeking a more advanced treatment of strategy may find coverage of some topics to be relatively light. For example, limitations of the 5 Forces model are only briefly addressed and issues of industry evolution do not seem to be addressed.

Reviewed by David Try Ph.D., Instructor , Northwest Community College on 10/9/13

I found this text to be well-written and high quality, with up-to-date material, examples and case studies. In my experience, both as an instructor and retired practitioner, this textbook covers all basic concepts and topics at an appropriate... read more

I found this text to be well-written and high quality, with up-to-date material, examples and case studies. In my experience, both as an instructor and retired practitioner, this textbook covers all basic concepts and topics at an appropriate depth for an Introduction to Business Strategy/Policy course. The backend - index, glossary, on-screen reader and search engine - were accurate and faultless.

Diagrams, tables and case studies were up-to-date, professional quality and accurate. I found the text well supported by the supplemental teaching resources (quizzes, PowerPoint's, teaching notes, etc.) As with any USA based textbook, and to be fair hardly unique to this one, the content is USA-centric. Examples and in-text case studies do tend to examine issues through the lens of USA companies, and occasionally USA laws/regulations. Within this caveat, all material was well-edited, error-free, unbiased and including appropriate supplemental instructor material.

As with most introductory courses, the basic components of Business Strategy tend not to change rapidly. New tools, techniques, occasionally fads, as well as the inevitable rebranding (i.e. Management by Objectives [MBO] becomes Outcome Based Key Performance Indicators) are adopted by Business relatively slowly. The textbook covers certain recent advances in strategic and policy, as appropriate for a textbook at an introductory level. Looking forward, advances to this textbook would tend to focus on maintaining current and timeliness of in-text examples, update trends and data, and incorporate emergent strategies which could emerge in response to changing economic, business or global events, such as a global recession.

The textbook to be quite readable and engaging, and makes good use of current business examples. Terms and business jargon are properly defined, both within the text and by using small ‘call-out' (?) boxes on the side of pages and through the use of examples.

The concepts and ideas in the textbook are presented in a clear and logical order. Terminology is used consistently. As well, I found the ‘readability' of the textbook to be internally consistent – with no sense that different authors/editors had writte

The material is covered in 12 chapters, with 2 to 4 sections each, making it easy to assign weekly readings and cover the content within one semester. Chapters are fairly consistent in length and complexity. Instructors have the option to re-organize the course / subject order prior to students downloading the textbook should they wish. The text is not overly self-referential.

The flow or order of idea/concept presentation is consistent to most Strategy texts, and appropriate for an introductory textbook. Within Chapter layout is consistent; each chapter begins with "Learning Outcomes" and concludes with "Key Takeaways" and exercises, which can be assigned as homework.

Neither I, nor any of my students, experienced any interface issues at all. The underlying technology appeared faultless. The navigation process is logical and all images and text were clear and high quality, even on smaller e-reading devices. As well, color use is consistent, assisting in overall navigation. Interestingly, as the first e-textbook for NWCC Business, my students appreciated the ability to perform in-text searches and hyper-link to external electronic references (in text URLs), as well as textbook's cost of course!

I found zero (0) grammatical errors, or ‘broken' URL links. Well edited

This text is not culturally or sexually insensitive, or offensive. Overall, examples are based on business culture with limited applicability on cultural relevance. One chapter focuses on Ethics and Social Responsibility and examines these issues from a strategic perspective, with examples. However, the focus is principally from a business perspective, as compared to social, legal or moral perspectives. As the text is fairly USA-centric, Canadian students may feel that Canadian and possibly Asian business strategies should receive greater emphasis.

Overall, I was very impressed with the quality and professionalism of the text. A ‘newbie' to e-textbooks, I was surprised by the usefulness of additional features available with electronic textbooks (searching, imbedded URLs, etc.). As noted above, the textbook content is somewhat USA-centric. Examples and in-text case studies tend to focus on USA companies, and occasionally USA laws/regulations. However, given the highly integrated nature of Canadian and USA business environments, there is some value in this. And, it was certainly not difficult to incorporate Canadian examples into the Lectures. This review originated in the BC Open Textbook Collection and is licensed under CC BY-ND.

Table of Contents

  • I. Chapter 1: Mastering Strategy: Art and Science
  • II. Chapter 2: Assessing Organizational Performance
  • III. Chapter 3: Evaluating the External Environment
  • IV. Chapter 4: Evaluating the Internal Environment
  • V. Chapter 5: Synthesis of Strategic Issues and Analysis
  • VI. Chapter 6: Selecting Business-Level Strategies
  • VII. Chapter 7: Innovation Strategies
  • VIII. Chapter 8: Selecting Corporate-Level Strategies
  • IX. Chapter 9: Competing in International Markets
  • X. Chapter 10: Executing Strategy through Organizational Design
  • XI. Chapter 11: Leading an Ethical Organization: Corporate Governance, Corporate Ethics, and Social Responsibility

Ancillary Material

  • Virginia Tech Publishing

About the Book

STRATEGIC MANAGEMENT  offers an introduction to the key topics and themes of strategic management. The authors draw on examples of familiar companies and personalities to illustrate the different strategies used by today’s firms—and how they go about implementing those strategies. Students will learn how to conduct a case analysis, measure organizational performance, and conduct external and internal analyses. In short, they will understand how organizations operate at the strategic level to be successful.

An older version of Mastering Strategic Management  (2015) by University of Minnesota Libraries Publishing can be found here: https://open.lib.umn.edu/strategicmanagement/

About the Contributors

Reed B. Kennedy, Associate Professor of Practice, Pamplin College of Business, Virginia Tech

Reed B. Kennedy is an Associate Professor of Management Practice in the Management Department, where he teaches management courses. He began his career as a naval officer before entering his primary career in healthcare administration, where he served in senior executive roles in various hospitals for over 20 years. He then worked as a business consultant for the Small Business Development Center for the New River Valley at Radford University. His education includes a Bachelor of Science in Aerospace Engineering from the U.S. Naval Academy, a Masters of Healthcare Administration from Medical College of Virginia / Virginia Commonwealth University, a Masters in Public Health and a Graduate Certificate in Global Planning and International Development from Virginia Tech. Reed served as the chief textbook reviser on this project. He worked with the contributor and editorial teams from project start to completion.

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Book Title: Human Resource Management

Author: [Author removed at request of original publisher]

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Book Description: Human Resource Management teaches HRM strategies and theories that any manager—not just those in HR—needs to know about recruiting, selecting, training, and compensating people. For questions about this textbook please contact [email protected]

Book Information

Book description.

Human Resource Management is adapted from a work produced by a publisher who has requested that they and the original author not receive attribution. This adapted edition is produced by the University of Minnesota Libraries Publishing through the eLearning Support Initiative. For questions about this textbook please contact [email protected]

Human Resource Management Copyright © 2016 by University of Minnesota is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License , except where otherwise noted.

Faculty Resources

Assignments.

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The assignments in this course are openly licensed, and are available as-is, or can be modified to suit your students’ needs. Selected answer keys are available to faculty who adopt Waymaker, OHM, or Candela courses with paid support from Lumen Learning. This approach helps us protect the academic integrity of these materials by ensuring they are shared only with authorized and institution-affiliated faculty and staff.

If you import this course into your learning management system (Blackboard, Canvas, etc.), the assignments will automatically be loaded into the assignment tool.

Half of the written assignments are based on a fictional business called “Sun City Boards.” The business is initially profiled in the Why It Matters and Putting It Together sections of the Planning and Mission module. Additional information about the business appears in the Scenario and Preparation sections of each assignment. While these assignments work well together as a common framework for applying knowledge and skills developed through the course, it is not required to use all of the Sun City Boards assignments. Each assignment can stand on its own with the background information provided in previous assignments.

The other written assignments and discussions use a variety of approaches, depending on the subject and learning outcome being assessed; many ask students to go beyond course content to form connections between research topics and what they’ve learned in class. We recommend assigning  one discussion OR one assignment per chapter , rather than all of them.

You can view them below or throughout the course.

*This discussion invites conversation on race, which might require additional monitoring and involvement from instructors. This blog post from the Choices Program at Brown University contains links to helpful resources to facilitate talking about race in the classroom: “Approaching Race in the Classroom, Actively”

Rubrics for Written Assignments and Discussion Posts

For faculty using the assignments or discussions included here, there are also rubrics to assist you in grading. Instructors may download and modify these guidelines or use their own.

Grading Rubric for Discussion Posts

Written Assignment Rubric

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  • Pencil Cup. Authored by : IconfactoryTeam. Provided by : Noun Project. Located at : https://thenounproject.com/term/pencil-cup/628840/ . License : CC BY: Attribution

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Free PDF Project Management Templates

By Kate Eby | August 7, 2023

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This article offers a roundup of our top PDF project management templates. Choose from a comprehensive selection of templates, with and without example copy. All of the templates are printable and free to download.

On this page, you’ll find a project management plan template , a project proposal template , a project closeout report , a project charter template , and many other project management forms.

Project Management Outline Template for Adobe PDF

Project Management Outline Example Template

Download the Sample Project Management Outline Template for Adobe PDF Download the Blank Project Management Outline Template for Adobe PDF

Create a project outline that includes high-level details related to objectives, scope of work, deliverables, and the project timeline. The sample version of this template shows an example outline for a brand awareness campaign. The blank version is a fillable PDF form that you can customize to meet your specific needs.

Learn more about how to write a project outline .

Project Management Plan Template for Adobe PDF

Project Management Plan Template

Download the Project Management Plan Template for Adobe PDF

This project management plan template allows you to create a comprehensive plan with a table of contents and preformatted tables. To use the template, download the fillable PDF document and enter your details. The template includes an appendix for additional reference documents and signature lines for approving the project plan.

For more planning tools, see our collection of free project management plan templates .

Adobe PDF Project Checklist Template

Project Checklist Template

Download the Project Checklist Template for Adobe PDF

Use this checklist template to track and manage tasks at each phase of a project . For each item on the list, enter the priority, status, assigned owner, and due date. Check items off the list as they are completed, and use the notes section for updates or reminders.

Adobe PDF Project Budget Template

Project Budget Template

Download the Project Budget Template for Adobe PDF

This template provides an outline for your project cost management plan and budget. Enter your information in the fillable sections, which include a plan overview, a cost variance action plan, a spending limit authorization, the management approach, a cost estimation, reporting and change control, and a project budget. The template also includes a version history for tracking revisions.

Read this guide to project cost management to learn more about the process.

Adobe PDF Project Proposal Template

Project Proposal Template

Download the Project Proposal Template for Adobe PDF

This simple one-page template for a project proposal covers the basics. At the top of the template, enter project details and contact information. Other fillable sections include a project summary, goals, benefits, projected schedule, budget, and resource requirements. At the bottom of the template, you’ll find space for a signature and due date for approving the proposal.

Adobe PDF Project Charter Template

Project Charter Example Template

Download the Sample Project Charter Template for Adobe PDF Download the Blank Project Charter Template for Adobe PDF

Download the sample version of this project charter to view a template with example data. Viewing a filled-in document provides a clear picture of how your completed charter will appear. The blank version is a fillable PDF form, which can be combined with and serve as a concise breakdown of your narrative written charter. The template provides sections with alternating colors and preformatted tables for a readable document that is easy to use.

Learn more about how to write a project charter .

Project Communication Plan Template for Adobe PDF

Project Communication Plan Example Template

Download the Sample Project Communication Plan Template for Adobe PDF Download the Blank Project Communication Plan Template for Adobe PDF

Designed for project teams, these communication plan templates list communication goals, the roles of team members, and communication channels. Use the second page to add detailed info on meetings, reports, and other communication types. Download the sample template to see an example project communication plan for a software development team.

Get expert tips on how to create a project communication plan .

Adobe PDF Project Closeout Template

Project Closeout Template

Download the Project Closeout Template for Adobe PDF

This project closeout template provides a thorough outline for a final report. Add your text to the fillable sections for project summary and outcomes, lessons learned , performance review, and future recommendations. Document revisions and list stakeholder roles and responsibilities in the space provided on the second page.

Learn more about everything involved in closing a project .

Project Execution Plan Template for Adobe PDF

Project Execution Plan Example Template

Download the Sample Project Execution Plan Template for Adobe PDF Download the Blank Project Execution Plan Template for Adobe PDF

View the sample version of this template to see how a completed project execution plan will appear. Use the blank template to create your own plan. Enter your project details, including scope, goals, quality and technical specifications, resource allocation, and schedule to complete the document.

Learn about creating a project execution plan and everything you’ll need to get started.

Project Status Report Template for Adobe PDF

Project Status Report Template

Download the Project Status Report Template for Adobe PDF

This progress report template can be used for any time period. The simple layout and preformatted tables allow for a concise status report. Enter the project title, estimated completion date, and project manager name at the top of the template. Use the sections below to report on key risks and issues, task timelines, and other project status updates.

Adobe PDF Project Schedule Template

Project Schedule Template

Download the Project Schedule Template for Adobe PDF

This schedule template helps you track the progress of individual tasks and your project as a whole. At the top of the template, enter the project name, starting and ending dates, deliverables, and overall progress. In the table below, list project activities and assigned owners, and add a timeline, duration, and status for each task. This is a fillable, reusable template for planning and tracking project tasks.

Learn more about a project schedule and how to make one.

Adobe PDF Project Scope Template

Simple Project Scope Template

Download the Project Scope Template for Adobe PDF

Create a project scope statement that includes objectives, deliverables, assumptions, and constraints. Link to a work breakdown structure to include a complete list of project tasks. The template also provides a section for describing activities and deliverables that are out of the project’s scope. 

Read this project scope management guide to learn more.

Adobe PDF Project Overview Template

Project Overview Sample Template

Download the Sample Project Overview Template for Adobe PDF Download the Blank Project Overview Template for Adobe PDF

Organize the key elements of your project plan into a succinct summary. Download the sample version of this template to see an example project overview for a marketing campaign. Use the template to provide stakeholders with an overview of the project scope, deliverables, proposed schedule, budget, and other important details.

Project Change Control Template for Adobe PDF

Project Change Control Example Template

Download the Sample Project Change Control Template for Adobe PDF Download the Blank Project Change Control Template for Adobe PDF

Manage change requests with this fillable PDF form. To see an example project change control template, download the sample version. The template includes details about the change request and evaluation, a section for approval or rejection, and a change control tracking sheet. The control sheet lists each change request with dates for evaluation and approval.

Adobe PDF Project Brief Template

Project Brief Sample Template

Download the Sample Project Brief Template for Adobe PDF Download the Blank Project Brief Template for Adobe PDF

Keep stakeholders informed with a high-level overview of your project. This simple project brief template covers basic project elements, including goals, team members, budget, and timeframe. To get a sense of how a completed project brief will appear, download and view the sample version of this template.

Adobe PDF Project Initiation Template

Project Initiation Template

Download the Project Initiation Template for Adobe PDF

Define the requirements and purpose of your project with this project initiation template. Use the fillable fields to add your project summary, objectives, selection criteria, project performance, and more.

Project Risk Assessment Template for Adobe PDF

Project Risk Assessment Template

Download the Project Risk Assessment Template for Adobe PDF

Use this template to assess project risks before and after implementing mitigation actions. The template includes a tracking sheet for listing risks, potential severity and likelihood, and remedies. It also provides a risk rating key to help you assess risks and determine whether to proceed, take mitigation efforts, seek support, or put an activity or project on hold.

Read this project risk assessments guide to find tips and more tools.

Adobe PDF Project Sign-Off Template

Simple Project Sign-Off Template

Download the Project Sign-Off Template for Adobe PDF

This project sign-off sheet provides an acceptance statement with approval signatures and a table for listing unresolved issues. Enter your data into the fillable fields, or use the PDF as a model for creating your own customized project sign-off template.

Project Management Rubric Template for Adobe PDF

Project Management Rubric Template

Download the Project Management Rubric Template for Adobe PDF

This printable rubric template offers a method for evaluating how well a project was managed. The template includes a scoring scale and sections for reviewing project initiation, planning, execution, monitoring, and closure. Project managers can use this rubric as a tool for self-reflection and learning. 

For more free downloads, see our broad selection of project management templates , which includes templates for Agile and construction project management.

Streamline Project Management with Real-Time Work Management in Smartsheet

From simple task management and project planning to complex resource and portfolio management, Smartsheet helps you improve collaboration and increase work velocity -- empowering you to get more done. 

The Smartsheet platform makes it easy to plan, capture, manage, and report on work from anywhere, helping your team be more effective and get more done. Report on key metrics and get real-time visibility into work as it happens with roll-up reports, dashboards, and automated workflows built to keep your team connected and informed.

When teams have clarity into the work getting done, there’s no telling how much more they can accomplish in the same amount of time. Try Smartsheet for free, today.

Discover a better way to streamline workflows and eliminate silos for good.

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Page 1: Principles of Management Assignment

8/6/2019 Principles of Management Assignment

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Name: Abdul Khaliq

Registration No: 1732-310020

Assignment: Principles of Management

Professor: Sir Shakeel Malik.

Assignement: Management

Date of Assignment: Saturday, July 3,2010

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List of Contents Page#

Introduction to Management 3

Management as an Art 4

Management as a Science 4

Purpose of Plan 7

In Public Policy 8

Organizing 9

Directing & Monitoring 10

Leadership 11

How should I set it up 11

As a person 13

On the job 13

Employ Motivation 15

Manger’s annual plan 16

Leadership 16

Glossary of Leadership 17

Affirmative Actions, Assessing, Attributions 17

Beliefs, Traits, Total Quality Management 18

Productivity, Performances efficiency, Learning 19

Ethical Climate, Communicating, what leadership is 20

What leadership is not 20

Business Succession in light of Leadership 20

Organizing 22

Application, Structure, work Specialization 23

Span of Management 24

Departmentalization 24

Importance of Organizing 25

Staffing 25

Temporary Staffing firm 25

Executive Recruitment 27

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Management:

The art of getting things done through people”

Management is the process of designing and maintaining an environment in which

individuals, working together in groups, efficiently accomplish selected aims. Basic

definition needs to be expanded

Art and Science:

  Management is both art and science. It is the art of making

people more effective than they would have been without you. The science is in how

you do that. There are four basic pillars: plan, organize, direct, and monitor .

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Management as an Art:

  Management as an Art is a practice that has been

followed for ages (donkey’s years!) by many noble-beings (were they called

managers in the early era??) and has been unremitting since then...maybe the style

has changed but the objective hasn't. Being an art, its practice to perfection was one

of the most essential feature (sine-qua-non) that everyone was looking at. However,

due to efflux of time, many realized that it wasn't important to be perfect BUT

necessary to be excellent. If you aren't excellent, u better take a jump.

Management as a Science:

  Management as a Science always had (and continues

to have) Cause & Effect' relationship that has been practiced (did I say preached?)

for time immemorial (well, still being very well practiced and preached in many

companies!) in order to enable people to perform better (hopefully!) and understand

the quantification (many-a-times distorted!) behind their performance. I guess, time

has come for us to realize the importance of management BOTH as an art and

science and to appreciate its co-existence within an organization. I truly believe that

it is in the best interest of the organization to have a mix of both (art & science) in

right proportions and at the right stage of the organizations' cycle in order to derive

immense benefits from the use of managerial tools, techniques, practices,

philosophies, processes & disciplines

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Make Them More Effective:

  Four workers can make 6 units in an eight-hour

shift without a manager. If I hire you to manage them and they still make 6 units a

day, what is the benefit to my business of having hired you? On the other hand, if 

they now make 8 units per day, you, the manager, have value.

The same analogy applies to service, or retail, or teaching, or any other kind of 

work. Can your group handle more customer calls with you than without? Sell

higher value merchandise? Impart knowledge more effectively? etc. That is the

value of management - making a group of individual more effective.

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Planning in organizations and public policy is both the organizational process of 

creating and maintaining a plan; and the psychological process of thinking about

the activities required to create a desired goal on some scale. As such, it is a

fundamental property of intelligent behavior. This thought process is essential to thecreation and refinement of a plan, or integration of it with other plans, that is, it

combines forecasting of developments with the preparation of scenarios of how to

react to them.

The term is also used to describe the formal procedures used in such an endeavor,

such as the creation of documents diagrams, or meetings to discuss the important

issues to be addressed, the objectives to be met, and the strategy to be followed.

Beyond this, planning has a different meaning depending on the political or

economic context in which it is used.

Two attitudes to planning need to be held in tension: on the one hand we need to be

prepared for what may lie ahead, which may mean contingencies and flexible

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processes. On the other hand, our future is shaped by consequences of our own

planning and actions

What should a plan be?

  A plan should be a realistic view of the expectations.

Depending upon the activities, a plan can be long range, intermediate range or short

range. It is the framework within which it must operate. For management seeking

external support, the plan is the most important document and key to growth.

Preparation of a comprehensive plan will not guarantee success, but lack of a sound

plan will almost certainly ensure failure.

Purpose of Plan:

Just as no two organizations are alike, so also their plans. It is

therefore important to prepare a plan keeping in view the necessities of the

enterprise. A plan is an important aspect of business. It serves the following three

critical functions: Helps management to clarify, focus, and research their business's

or project's development and prospects. Provides a considered and logical

framework within which a business can develop and pursue business strategies over

the next three to five years. Offers a benchmark against which actual performance

can be measured and reviewed.

Importance of the planning Process:

A plan can play a vital role in helping to avoid mistakes or recognize

hidden opportunities. Preparing a satisfactory plan of the organization is essential.

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The planning process enables management to understand more clearly what they

want to achieve, and how and when they can do it.

A well-prepared business plan demonstrates that the managers know the business

and that they have thought through its development in terms of products,

management, finances, and most importantly, markets and competition.

Planning helps in forecasting the future, makes the future visible to some extent. It

bridges between where we are and where we want to go. Planning is looking ahead

In organizations:

Planning is also a management function, concerned with defining

goals for future organizational performance and deciding on the tasks and resources

to be used in order to attain those goals. To meet the goals, managers may develop

plans such as a business plan or a marketing plan. Planning always has a purpose.

The purpose may be achievement of certain goals or targets. The planning helps to

achieve these goals or target by using the available time and resources. To minimizethe timing and resources also require proper planning.

In public policy:

Planning refers to the practice and the profession associated with

the idea of planning an idea yourself, (land use planning, urban planning or spatial

planning). In many countries, the operation of a town and country planning system

is often referred to as 'planning' and the professionals which operate the system are

known as 'planners'....... Planning: Planning is a process for accomplishing purpose.

It is blue print of business growth and a road map of development. It helps in

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deciding objectives both in quantitative and qualitative terms. It is setting of goals

on the basis of objectives and keeping in view the resources.

It is a conscious as well as sub-conscious activity. It is “an anticipatory decision

making process ” that helps in coping with complexities. It is deciding future course

of action from amongst alternatives. It is a process that involves making and

evaluating each set of interrelated decisions. It is selection of missions, objectives

and “ translation of knowledge into action.”

A planned performance brings better results compared to unplanned one. A

Managers’ job is planning, monitoring and controlling. Planning and goal setting

are important traits of an organization. It is done at all levels of the organization.

Planning includes the plan, the thought process, action, and implementation.

Planning gives more power over the future. Planning is deciding in advance what to

do, how to do it, when to do it, and who should do it. It bridges the gap from where

the organization is to where it wants to be. The planning function involves

establishing goals and arranging them in logical order.

Organizing:

Now that you have a plan, you have to make it happen. Is everything

ready ahead of your group so the right stuff will get to your group at the right time?

Is your group prepared to do its part of the plan? Is the downstream organization

ready for what your group will deliver and when it will arrive?

Are the workers trained? Are they motivated? Do they have the equipment they

need? Are there spare parts available for the equipment? Has purchasing ordered

the material? Is it the right stuff? Will it get here on the appropriate schedule?

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Do the legwork to make sure everything needed to execute the plan is ready to go, or

will be when it is needed. Check back to make sure that everyone understands their

role and the importance of their role to the overall success.

Now flip the "ON" switch. Tell people what they need to do. I like to think of 

this part like conducting an orchestra. Everyone in the orchestra has the music in

front of them. They know which section is playing which piece and when. They

know when to come in, what to play, and when to stop again. The conductor cues

each section to make the music happen. That's your job here. You've given all your

musicians (workers) the sheet music (the plan). You have the right number of 

musicians (workers) in each section (department), and you've arranged the sections

on stage so the music will sound best (you have organized the work). Now you need

only to tap the podium lightly with your baton to get their attention and give the

Monitor 

Now that you have everything moving, you have to keep an eye on things.

Make sure everything is going according to the plan. When it isn't going according

to plan, you need to step in and adjust the plan, just as the orchestra conductor will

adjust the tempo.

Problems will come up. Someone will get sick. A part won't be delivered on time. A

key customer will go bankrupt. That is why you developed a contingency plan in the

first place. You, as the manager, have to be always aware of what's going on so you

can make the adjustments required.

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This is an iterative process. When something is out of sync, you need to Plan a fix,

Organize the resources to make it work, Direct the people who will make it happen,

and continue to Monitor the effect of the change..

Is It worth It?

Managing people is not easy. However, it can be done successfully.

And it can be a very rewarding experience. Remember that management, like any

other skill, is something that you can improve at with study and practice.

What do I want to do?

Perhaps the first thing you need to do is to figure out what

you want your people to accomplish. A mission statement is a short document that

tells your people, your customers (internal and external), and your suppliers what

you are about. It makes it easier for everyone to pull together if everyone knows

what the objective is. How to Draft a Mission Statement lists twelve things you can

do to start drafting a mission statement for your group.

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How should I set it up?

  After you figure out where you are going and you write up

your mission statement, you need to look at whether your organization supports

that objective. If your organization does not support your objective, you need to

change it so it does. When you have rearranged your organization so it does support

your objective, you need to communicate that organization structure to everyone

involved. This is done through an organization chart, an org chart for short. How to

Build an Org Chart is a quick guideline on how to draw an org chart for a

department. You can easily expand it out for an entire company.

How does this look?

  If anyone in your organization deals with the public, you

should have a dress code for all employees. A dress code is a simple document that

tells people in various functions what is appropriate work attire, and why. How to

Set a Dress Code guides you through the steps of creating a workable dress code for

your company.

Need For Good Managers Increasing

The need for good managers is not going away. It is

intensifying. With ‘flatter’ organizations and self-directed teams becoming

common; with personal computers and networks making information available to

more people more quickly; the raw number of managers needed is decreasing.

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However, the need for good managers, people who can manage themselves and

others in a high stress environment, is increasing.

I believe anyone can be a good manager. It is as much

trainable skill as it is inherent ability; as much science as art. Here are some things

that make you a better manager:

As a person:

You have confidence in yourself and your abilities. You are happy

with who you are, but you are still learning and getting better.

You are something of an extrovert. You don’t have to be the life of the party, but

you can’t be a wallflower. Management is a people skill - it’s not the job for

someone who doesn’t enjoy people.

You are honest and straight forward. Your success depends heavily on the trust of 

You are an include not an excluder. You bring others into what you do. You don’t

exclude other because they lack certain attributes.

You have a ‘presence’. Managers must lead. Effective leaders have a quality about

them that makes people notice when they enter a room.

On the job:

You are consistent, but not rigid; dependable, but can change your

mind. You make decisions, but easily accept input from others.

1. You are a little bit crazy. You think out-of-the box. You try new things and if 

they fail, you admit the mistake, but don’t apologize for having tried.

2. You are not afraid to “do the math”. You make plans and schedules and

work toward them.

3. You are nimble and can change plans quickly, but you are not flighty.

4. You see information as a tool to be used, not as power to be hoarded.

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5. Take a look at yourself against this list. Find the places where you can

improve and then get going. And , if you need help, remember that's what

this site is all about - Helping new managers get started and experienced

managers get better.

6. You are managing people, not projects or product development or customer

service or any other departmental mission. People are complicated and

messy. They aren't machines any more than you are; they won't be the same

every day, no matter how much you'd like them to be. So stay alert to what's

going on with them.

7. For the first couple of days, sit down and get to know your staff. Find out

what they do, what their goals are, what they like to do in their free time, etc.

Several years ago, I watched a new manager start with a company and for

the first month or so, didn't talk to any of his staff. A month later, he

wondered why people were handing in their two week notices.

8. Learn how to deal with problem or resentful employees. I was promoted into

my position over a longer-term employee. She was made my assistant.

(Before everyone raises the sexism issue, I was the ONLY male manager and

was promoted on performance.) She had a great deal of resentment and

worked against me at every turn. After floundering around for a while, I

finally took her into the office and calmly explained the facts of life to her,

that I was the manager and if she couldn't work with me one of us would be

leaving and it wouldn't be me. She straightened out after that and we

eventually developed a good relationship.

9. Avoid re-inventing the wheel. Everything doesn't require your unique hand-

print. Some things probably work just fine already. Also don't think or act

like you know everything, nothing breeds resentment more than arrogance.

You may be smart, but there's always someone smarter.

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10. Avoid re-inventing the wheel. Everything doesn't require your unique hand-

11. You are responsible for everything that happens in your scope of authority.

Don't ever think that just because you may not be doing the actual work, you

are not responsible---you *are*. Unless you are comfortable with this basic

fact, management is *not* for you.

The rewards come at a price. You will have to make decisions that will benefit the

company as well as your staff....and quite often they are in direct conflict with each

other. (You cannot be all things to all people....)

You do have a right to be human. Just because you are now management, does not

mean that you can (or should) throw emotion out the window.

Laugh with your people....let them know that you are not a humorless troll.

Be honest with your people...you expect the same from them. Even if it's bad news,

honesty does help lessen the blow.

Defend your people! They will reward you with their loyalty.

As exciting and as insightful as these tips for new managers are, there is one more

we should add. Management is not for everybody. As (A2) put it "it's never too late

to say thanks but no thanks....I'm happy where I am."

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Employee Motivation

  One of a manager's most important tasks is motivating their

people. These resources will help you understand what makes your people tick, how

different they all are, and what you need to do to motivate each of them to peak 

performance.

Manager's Annual Plan:

You have to motivate the people in your organization to

work toward the common goal. There are as many ways to do that as there are

managers. As far as I'm concerned, however, the only really effective way is to

Leadership:

Leadership has been described as the “process of social influence in which

one person is able to enlist the aid and support of others in the accomplishment of a

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common task” [1]. A definition more inclusive of followers comes from Alan Keith

of Genentech who said "Leadership is ultimately about creating a way for people to

contribute to making something extraordinary happen." [2] Students of leadership

have produced theories involving traits [3], situational interaction, function,

behavior, power, vision and values [4], charisma, and intelligence among others.

Glossary of Leadership:

Affirmative action:

A hiring policy that requires employers to analyze the work force for under-

representation of protected classes. It involves recruiting minorities and members of 

protected classes, changing management attitudes or prejudices towards them,

removing discriminatory employment practices, and giving preferred treatment to

protected classes.

  The process of conducting In Process Reviews (IPRs) and After Action

Reviews (AARs). IPRs help to determine initial expectations, ascertain strengths

and weakness of both employees and the organization, and identify key issues and

organizations whose willing support is needed to accomplish the mission. AARs

determine how well the goals are being accomplished, usually by identifying areas to

sustain and improve.

Attributes:

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  Characteristics or qualities or properties. Attributes of the leader fall

into three categories: mental, physical, and emotional.

Authoritarian leadership:

A style of leadership in which the leader tells the

employees what needs to be done and how to perform it without getting their advice

  Assumptions and convictions that a person holds to be true regarding

people, concepts, or things.

A distinguishing quality or characteristic of a person. For a trait to

be developed in a person, that person must first believe in and value that trait.

Total Quality Management (Tqm):

Describes Japanese style management

approaches to quality improvement. It includes the long term success of the

organization through customer satisfaction and is based on participation of all

members of the organization in improving process, products, service, culture, etc.

Supervising:

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The ability to establish procedures for monitoring and regulating processes, tasks,

or activities of employees and one's own job, taking actions to monitor the results of 

delegated tasks or projects.

Productivity:

  An overall measure of the ability to produce a product or service. It is

the actual output of production compared to the actual input of resources.

Performance efficiency:

  A ratio (percentage) of the actual output of a person as

compared to the desired or planned output.

An essential shift or progress of the mind where recreation is

evident and enjoins activities such as re-engineering, envisioning, changing,

adapting, moving into, and creating the future.

Ethical climate:

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The "feel of the organization" about the activities that have ethical

content or those aspects of the work environment that constitutes ethical behavior.

The ethical climate is the feel about whether we do things right; or the feel of 

whether we behave the way we ought to behave.

Communicating:

Comprises the ability to express oneself effectively in individual

and group situations, either orally or in writing. It involves a sender transmitting an

idea to a receiver.

What Leadership Is:

  Leadership is an essential quality in a manager. It is how you

get your team fired up and willing to follow your plan. Leadership is a skill that can

be learned like any other skill. Leadership is a skill that can be improved with

What Leadership Is Not:

  Leadership is not magic. It is not a gift that some people

have and others don't. It is not standing back and telling others what to do . It is not

belittling or demeaning others who don't do what you tell them to do.

Business Succession in the light of Leadership:

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If you were unable to be there to run

your company, what would happen to it? Would your family members, co-owners,

managers and/or employees know what to do, and would they have the guidelines

and tools they would need to help the business survive and thrive?

The main issue in succession planning is to provide adequate funding when

ownership of a business is transferred, so that it is accomplished with minimal

difficulty. Life insurance, individual disability insurance and disability overhead

expense insurance are key planning tools. These products provide the dollars

needed to keep your business running smoothly. They also provide a fair share of 

the company's worth to all involved with minimal conflicts.

Your key employees, partners or even a knowledgeable competitor can be

beneficiaries, assuring they will have the funds to purchase the business entity from

the remaining interested parties and continue the business when you either retire or

Keep in mind that any financial planning for the business will have a direct affect on

your estate. Careful consideration should be given to the estate and gift taxes

associated with transferring your business interest to family members. Your

financial professional should be instrumental in defining these pitfalls and helping

minimize the possible transfer headaches. Your financial professional should be

aware of all the pieces and can help design the most effective method for passing on

your business. Don't fall into the trap that jeopardizes too many family-owned

businesses—the failure to properly prepare for a transition in ownership or a lack 

of adequate funding to complete your financial goals.

The information contained on this Web site is not intended to be used as a basis for

legal or tax advice. In specific cases, the parties involved must always seek out and

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rely upon the counsel of their own attorneys. It may also be necessary to consult a

qualified Employee Benefit Specialist.

Organizations are groups of people frequently trying to organize some

specific subject, such as political issues. So, even while organizing can be viewed as a

simple definition, it can get as complex as organizing the world's information.

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Historically, humans have always tried to organize ourselves. Be it on

religion, through books and spoken word, or in science, through journals and

studies, or in many other ways. Writing ideas in a book, not to talk to someone, but

to specifically catalog is also an attempt to organize information.

Science books are notable by their organization attempt of a specific

subject. Encyclopedias, instead, usually try to organize any subject into one place,

for faster indexing and seeking of meanings.

Applications

Organizing, in company’s point of view, is the management function that usually

follows after planning. And it involves the assignment of tasks, the grouping of tasks

into departments and the assignment of authority and allocation of resources across

the organization

The framework in which the organization defines how tasks are divided, resources

are deployed, and departments are coordinated.

A set of formal tasks assigned to individuals and departments.

Formal reporting relationships, including lines of authority, decision responsibility,

number of hierarchical levels and span of managers control.

The design of systems to ensure effective coordination of employees across

departments.

Work specialization:

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The degree to which organizational tasks are sub divided into individual jobs; also

called division of labour

With too much specialization, employees are isolated and do only a single, tiny,

boring job.

Many organizations enlarge jobs to provide greater challenges or assigning to tasks

that are rotated.

Span of management:

Factors influencing larger span of management.

Work performed by subordinates is stable and routine.

Subordinates perform similar work tasks.

Subordinates are concentrated in a single location.

Subordinates are highly trained and need little direction in performing tasks.

Rules and procedures defining task activities are available.

Support systems and personnel are available for the managers.

Little time is required in non-supervisory activities such as coordination with otherdepartments or planning.

Managers' personal preferences and styles favour a large span.

Departmentalization:

1. The basis on which individuals are grouped into departments and

departments into total organisations.

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2. Approach options include;

3. Functional - by common skills and work tasks

4. Divisional - common product, programme or geographical location

5. Matrix - combination of Functional and Divisional

6. Team - to accomplish specific tasks

7. Network - departments are independent providing functions for a central

core breaker

Importance of organizing

1. Organizations are often troubled by how to organize, particularly when a

new strategy is developed

2. Changing market conditions or new technology requires change

3. Organizations seek efficiencies through improvements in organizing

An employment agency is a company that matches workers to open jobs.

The first employment agency in the United States was opened by Fred Winslow who

opened Engineering Agency in 1893. It later became part of General Employment

Enterprises who also owned Businessmen's Clearing House (est. 1902). Another of 

the oldest agencies was developed by Katharine Felton as a response to the problems

brought on by the 1906 San Francisco earthquake and fire.

Temporary staffing firm:

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Temporary agency may be distinct from a recruitment

firm, which seeks to place permanent employees, but there is often a large overlap:

temporary workers may go on to become permanent employees; or workers a

company intends to hire as a permanent employee may start out as trial temporary

In the UK the temporary worker is technically self employed & introduced by the

recruitment agency to working on site for the client who pay the bills. The agency is

responsible for paying the temporary worker plus paying employers national

insurance to the government and setting aside holiday pay (working time directive

or WTR (regulations)). This total cost then has a profit margin added and is

charged per hour to the client. The temporary worker fills in timesheets (often

online) and is paid by BACS on a weekly basis. Some industries in the UK are more

heavily regulated by the gang master regulations. Many UK manufacturing

companies rely heavily on "Temp Staff" during periods of high demand, in recent

years U.K agencies have responded to the demand for high quantities of cheap

temporary labour by "shipping people in" from within the EU particularly eastern

Europe and former Soviet states. The vast majority of these workers are employed

using a contract for services and rarely earn more than the national minimum wage.

Many temporary agencies specialize in a particular profession or field of business,

such as accounting, health care, technical, or secretarial.

Legal status:

For most of the twentieth century, private employment agencies were

considered quasi illegal entities under international law. The International Labour

Organization instead called for the establishment of public employment agencies. To

prevent the abusive practices of private agencies, they were either to be fully

abolished, or tightly regulated. In most countries they are legal but regulated.

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Probably inspired by the dissenting judgments in a US Supreme Court case called

Adams v. Tanner, the International Labour Organization's first ever

Recommendation was targeted at fee charging agencies. The Unemployment

Recommendation, 1919 (No.1), Art. 1 called for each member to,

"take measures to prohibit the establishment of employment agencies which charge

fees or which carry on their business for profit. Where such agencies already exist, it

is further recommended that they be permitted to operate only under government

licenses, and that all practicable measures be taken to abolish such agencies as soon

as possible."

Executive recruitment:

An executive search firm is a type of employment agency that specializes in

recruiting executive personnel for companies in various industries.

A third-party recruiter can work on their own or through an agency, and acts as an

independent contact between their client companies and the candidates they recruitfor a position. They can specialize in client relationships only (sales or business

development), in finding candidates (recruiting or sourcing), or in both areas. Most

recruiters tend to specialize in permanent or full-time, direct hire positions or

contract positions, but occasionally in both. In an executive search assignment, the

client hiring company, not the job seeker, pays the search firm its fee.

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