Principles of Management by Mason Carpenter, Talya Bauer and Berrin Erdogan

  • Description
  • Table of Contents
  • About the Authors
  • Supplements
Publication Date: Mar 2009
License: Creative Commons
ISBN 10: 0-9820430-7-4
ISBN 13: 978-0-9820430-7-3

Listen to this podcast here of Mason Carpenter discussing his textbook and the Principles of Management course for insight into his new text.

Principles of Management by Carpenter, Bauer and Erdogan teaches management principles to tomorrow’s business leaders by weaving three threads through every chapter: strategy, entrepreneurship and active leadership.

Strategic – All business school teachings have some orientation toward performance and strategy and are concerned with making choices that lead to high performance. Principles of Management will frame performance using the notion of the triple bottom-line – the idea that economic performance allows individuals and organizations to perform positively in social and environmental ways as well. The triple bottom line is financial, social, and environmental performance. It is important for all students to understand the interdependence of these three facets of organizational performance.

The Entrepreneurial Manager – While the “General Management” course at Harvard Business School was historically one of its most popular and impactful courses (pioneered in the 1960s by Joe Bower), recent Harvard MBAs did not see themselves as “general managers.” This course was relabeled “The Entrepreneurial Manager” in 2006, and has regained its title as one of the most popular courses. This reflects and underlying and growing trend that students, including the undergraduates this book targets, can see themselves as entrepreneurs and active change agents, but not just as managers.

By starting fresh with an entrepreneurial/change management orientation, this text provides an exciting perspective on the art of management that students can relate to. At the same time, this perspective is as relevant to existing for-profit organizations (in the form intrapreneurship) as it is to not-for-profits and new entrepreneurial ventures.

Active Leadership –Starting with the opening chapter, Principles of Management show students how leaders and leadership are essential to personal and organizational effectiveness and effective organizational change. Students are increasingly active as leaders at an early age, and are sometimes painfully aware of the leadership failings they see in public and private organizations. It is the leader and leadership that combine the principles of management (the artist’s palette, tools, and techniques) to create the art of management.

Cases - Mason provides brief cases in his Instructors Manual for those who take a case approach to the course or who wish to incorporate cases.

This book's modular format easily maps to a POLC course organization (Planning, Organizing, Leading, and Controlling, attributed to Henri Fayol (1949, General and industrial management. London. Pitman Publishing company), and suits the needs of most undergraduate or graduate course in Principles of Management.

  • Chapter 1: Introduction to Principles of Management
    • Section 1: Who Are Managers?
    • Section 2: Leadership, Entrepreneurship, and Strategy
    • Section 3: Planning, Organizing, Leading, and Controlling
    • Section 4: Economic, Social, and Environmental Performance
    • Section 5: Performance of Individuals and Groups
    • Section 6: Your Principles of Management Survivor’s Guide
  • Chapter 2: Personality, Attitudes, and Work Behaviors
    • Section 1: Personality and Values
    • Section 2: Perception
    • Section 3: Work Attitudes
    • Section 4: The Interactionist Perspective: The Role of Fit
    • Section 5: Work Behaviors
    • Section 6: Developing Your Positive Attitude Skills
  • Chapter 3: History, Globalization, and Values-Based Leadership
    • Section 1: Ancient History: Management Through the 1990s
    • Section 2: Contemporary Principles of Management
    • Section 3: Global Trends
    • Section 4: Globalization and Principles of Management
    • Section 5: Developing Your Values-Based Leadership Skills
  • Chapter 4: Developing Mission, Vision, and Values
    • Section 1: The Roles of Mission, Vision, and Values
    • Section 2: Mission and Vision in the P-O-L-C Framework
    • Section 3: Creativity and Passion
    • Section 4: Stakeholders
    • Section 5: Crafting Mission and Vision Statements
    • Section 6: Developing Your Personal Mission and Vision
  • Chapter 5: Strategizing
    • Section 1: Strategic Management in the P-O-L-C Framework
    • Section 2: How Do Strategies Emerge?
    • Section 3: Strategy as Trade-Offs, Discipline, and Focus
    • Section 4: Developing Strategy Through Internal Analysis
    • Section 5: Developing Strategy Through External Analysis
    • Section 6: Formulating Organizational and Personal Strategy With the Strategy Diamond
  • Chapter 6: Goals and Objectives
    • Section 1: The Nature of Goals and Objectives
    • Section 2: From Management by Objectives to the Balanced Scorecard
    • Section 3: Characteristics of Effective Goals and Objectives
    • Section 4: Using Goals and Objectives in Employee Performance Evaluation
    • Section 5: Integrating Goals and Objectives with Corporate Social Responsibility
    • Section 6: Your Personal Balanced Scorecard
  • Chapter 7: Organizational Structure and Change
    • Section 1: Organizational Structure
    • Section 2: Contemporary Forms of Organizational Structures
    • Section 3: Organizational Change
    • Section 4: Planning and Executing Change Effectively
    • Section 5: Building Your Change Management Skills
  • Chapter 8: Organizational Culture
    • Section 1: Understanding Organizational Culture
    • Section 2: Measuring Organizational Culture
    • Section 3: Creating and Maintaining Organizational Culture
    • Section 4: Creating Culture Change
    • Section 5: Developing Your Personal Skills: Learning to Fit In
  • Chapter 9: Social Networks
    • Section 1: An Introduction to the Lexicon of Social Networks
    • Section 2: How Managers Can Use Social Networks to Create Value
    • Section 3: Ethical Considerations with Social Network Analysis
    • Section 4: Personal, Operational, and Strategic Networks
    • Section 5: Mapping and Your Own Social Network
  • Chapter 10: Leading People and Organizations
    • Section 1: Who Is a Leader? Trait Approaches to Leadership
    • Section 2: What Do Leaders Do? Behavioral Approaches to Leadership
    • Section 3: What Is the Role of the Context? Contingency Approaches to Leadership
    • Section 4: Contemporary Approaches to Leadership
    • Section 5: Developing Your Leadership Skills
  • Chapter 11: Decision Making
    • Section 1: Understanding Decision Making
    • Section 2: Faulty Decision Making
    • Section 3: Decision Making in Groups
    • Section 4: Developing Your Personal Decision-Making Skills
  • Chapter 12: Communication in Organizations
    • Section 1: Understanding Communication
    • Section 2: Communication Barriers
    • Section 3: Different Types of Communication
    • Section 4: Communication Channels
    • Section 5: Developing Your Personal Communication Skills
  • Chapter 13: Managing Groups and Teams
    • Section 1: Group Dynamics
    • Section 2: Understanding Team Design Characteristics
    • Section 3: Organizing Effective Teams
    • Section 4: Barriers to Effective Teams
    • Section 5: Developing Your Team Skills
  • Chapter 14: Motivating Employees
    • Section 1: Need-Based Theories of Motivation
    • Section 2: Process-Based Theories
    • Section 3: Developing Your Personal Motivation Skills
  • Chapter 15: The Essentials of Control
    • Section 1: Organizational Control
    • Section 2: Types and Levels of Control
    • Section 3: Financial Controls
    • Section 4: Nonfinancial Controls
    • Section 5: Lean Control
    • Section 6: Crafting Your Balanced Scorecard
  • Chapter 16: Strategic Human Resource Management
    • Section 1: The Changing Role of Strategic Human Resource Management in Principles of Management
    • Section 2: The War for Talent
    • Section 3: Effective Selection and Placement Strategies
    • Section 4: The Roles of Pay Structure and Pay for Performance
    • Section 5: Designing a High-Performance Work System
    • Section 6: Tying It All Together—Using the HR Balanced Scorecard to Gauge and Manage Human Capital, Including Your Own
Mason Carpenter
Mason Carpenter

Mason A. Carpenter (Ph.D., 1997, UT Austin) is the M. Keith Weikel Professor of Leadership in UW Madison’s Wisconsin School of Business. He is responsible for the MBA and Executive MBA courses in business, corporate, and global strategy, and the curriculum offered through Wisconsin’s Strategic Leadership Institute. He is co-author of Strategic Management: A Dynamic Perspective, 2nd Edition with Dr. Gerry Sanders and published by Prentice Hall.

His research concerns corporate governance, top management teams, social networks, and the strategic management of global startups, and is published widely in top management and strategy journals. He is Associate Editor of the Academy of Management Review and the Strategic Management Area Editor for Business Expert Press, and serves on a handful of editorial boards. His teaching accomplishments include MBA Professor of the Year, notoriety as one of the two most popular professors in several BusinessWeek MBA program polls, the Larson Excellence in Teaching award from the School of Business and, most recently, a Distinguished Teaching Award from the University of Wisconsin-Madison.


Talya Bauer
Talya Bauer

Dr. Talya Bauer (Ph.D., Purdue University) is the Gerry & Marilyn Cameron Professor of Management at Portland State University. Dr. Bauer has coauthored three textbooks with Flat World Knowledge including Organizational Behavior, Principles of Management, and Atlas Black: Managing to Succeed (a management Graphic Novel). She is an award winning teacher of courses such as organizational behavior, management, power and influence, negotiations, human resource management, and training and development at the graduate and undergraduate level. She conducts research about relationships at work. More specifically, she works in the areas of leadership, selection, and new employee onboarding which have resulted in dozens of journal publications in outlets such as the Academy of Management Journal, Journal of Applied Psychology, Personnel Psychology, Journal of Management, and Academy of Management Learning & Education. She has acted as a consultant for government, Fortune 1000, and start-up organizations. Dr. Bauer is involved in professional organizations and conferences at the national level such as serving on the Human Resource Management Executive Committee of the Academy of Management and SIOP Program Chair and member-at-large. She is Editor of Journal of Management and is on the editorial boards of the Journal of Applied Psychology and Industrial and Organizational Psychology: Perspectives on Science and Practices. She is a Fellow of SIOP and APS.


Berrin Erdogan
Berrin Erdogan

Berrin Erdogan, PhD., is an Associate Professor of Management and the Express Employment Professionals Endowed Professor at Portland State University. She teaches Organizational Behavior and Human Resources Management. Her research interests focus on individual attachment to organizations through fairness, leader-subordinate relations, contextual factors such as organizational culture, and person-organization fit. Her work has been published in journals such as Academy of Management Journal, Journal of Applied Psychology, and Personnel Psychology. She conducted managerial seminars on the topics of motivation, organizational justice, performance appraisals, training and development and worked as a corporate trainer. She serves on the editorial boards of Journal of Applied Psychology, Journal of Management, Journal of Organizational Behavior and Personnel Psychology.

Berrin Erdogan has a B.S. degree in Business Administration from Bogazici University, an M.S. degree in Behavioral Sciences from Istanbul University School of Business Administration, and a Ph.D. in Business Administration with a concentration in Organizational Behavior/Human Resources Management from University of Illinois at Chicago.

  • Instructor Manual

    The Instructor Manual will help guide you through the main concepts of each chapter such as learning objectives, key terms and takeaways. Many also include explanations and answers to chapter exercises.

  • PowerPoint Lecture Notes

    A PowerPoint presentation highlighting key learning objectives and the main concepts for each chapter are available for you to use in your classroom. You can either cut and paste sections or use the presentation as a whole.

  • Test Item File

    Need assistance in supplementing your quizzes and tests? Our test item files (in Word format) contain many true/false, multiple choice, fill in the blanks, and short essay questions.

  • Testbank for Import to Learning Management System

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    * Please note that only certain versions of each LMS are supported. Click on Supplements for detailed information.

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Schools Using Principles of Management by Mason Carpenter, Talya Bauer and Berrin Erdogan :

  • Appleton North
  • Bates Technical College
  • California University of PA
  • California University of Pennsylvania
  • Central New Mexico Community College
  • Central Oregon Community College
  • Delta College
  • Ecole des Hautes Etudes Commerciales
  • Emporia State University
  • Glendale Community College
  • International Business School (Budapest, Hungary)
  • Kingswood-Oxford School
  • Lassen Community College
  • Memphis Academy of Science and Engineering
  • Methodist Ladies' College
  • Ohio Wesleyan University
  • Penn State University
  • Penn State University Wilke-Barre Campus
  • Rensselaer Polytechnic Institute
  • Research & Curriculum Unit, Mississippi State University
  • Riverside Community College District Moreno Valley Campus
  • Saint Mary's College of California
  • Salisbury University
  • San Diego State University
  • San Jose State University
  • SolBridge International School of Business
  • Spelman College
  • Tri-County Community College
  • Trinity College
  • University of Aruba
  • University of Guam
  • Valencia Community College
  • Wichita State University