Hiring best qualified workers 3. Henri Fayol and Max Weber were the two most prominent proponents of the general administrative approach. Fayol focused on activities common to all managers. He described the practice of management as distinct from other typical business functions.
He stated 14 principles of management which are as follows: 1. Division of Work 2. Authority 3. Discipline 4. Unity of Command 5. Unity of Direction 6. Subordination of individual interest to group interest 7. Remuneration 8. Centralization 9. Scalar Chain Order Equity Stability Initiative Espirit de corps Max Weber was a German sociologist who developed a theory of authority structures and described organizational activity based on authority relations.
He described the ideal form of organization as a bureaucracy marked by division of labor, a clearly defined hierarchy, detailed rules and regulations, and impersonal relationships Some current management concepts and theories can be traced to the work of the general administrative theorists. Some bureaucratic mechanisms are necessary in highly innovative organizations to ensure that resources are used efficiently and effectively.
This approach includes applications of statistics, optimization models, information models, and computer simulations. The relevance of quantitative approach today is that it has contributed most directly to managerial decision making, particularly in planning and controlling.
The availability of sophisticated computer software programs has made the use of quantitative techniques more feasible for managers.
Organizational behavior OB research has contributed much of what we know about human resources management and contemporary views of motivation, leadership, trust, teamwork, and conflict management. Their ideas served as the foundation for employee selection procedures, motivation programs, work teams, and organization-environment management techniques. The Hawthorne Studies were the most important contribution to the development of organizational behavior.
After Harvard professor Elton Mayo and his associates joined the study as consultants, other experiments were included to look at redesigning jobs, make changes in workday and workweek length, introduce rest periods, and introduce individual versus group wage plans. The researchers concluded that social norms or group standards were key determinants of individual work behavior.
Although not without criticism concerning procedures, analyses of findings, and the conclusions , the Hawthorne Studies stimulated interest in human behavior in organizational settings. In the present day context behavioral approach assists managers in designing jobs that motivate workers, in working with employee teams, and in facilitating the flow of communication within organizations.
The behavioral approach provides the foundation for current theories of motivation, leadership, and group behavior and development. A system is a set of interrelated and interdependent parts arranged in a manner that produces a unified whole.
The two basic types of systems are open and closed. A closed system is not influenced by and does not interact with its environment. An open system interacts with its environment. Using the systems approach, managers envision an organization as a body with many interdependent parts, each of which is important to the well-being of the organization as a whole. Managers coordinate the work activities of the various parts of the organization, realizing that decisions and actions taken in one organizational area will affect other areas.
The systems approach recognizes that organizations are not self-contained; they rely on and are affected by factors in their external environment. The contingency approach to management is a view that the organization recognizes and responds to situational variables as they arise.
Globalization: Organizational operations are no longer limited by national borders. Managers throughout the world must deal with new opportunities and challenges inherent in the globalization of business. Ethics: Cases of corporate lying, misrepresentations, and financial manipulations have been widespread in recent years. Ethics education is increasingly emphasized in college curricula today. Organizations are taking a more active role in creating and using codes of ethics, ethics training programs, and ethical hiring procedures.
Workforce diversity: It refers to a workforce that is heterogeneous in terms of gender, race, ethnicity, age, and other characteristics that reflect differences. Entrepreneurship: It is the process whereby an individual or group of individuals use organized efforts to pursue opportunities to create value and grow by fulfilling wants and needs through innovation and uniqueness, no matter what resources the entrepreneur currently has.
Three important themes stand out in this definition: a. The pursuit of opportunities b. Innovation c. Growth Entrepreneurship will continue to be important to societies around the world.
Managing in an E-Business World: E-business electronic business is a comprehensive term describing the way an organization does its work by using electronic Internet-based linkages with its key constituencies in order to efficiently and effectively achieve its goals.
Knowledge Management and Learning Organizations: Change is occurring at an unprecedented rate. Knowledge management involves cultivating a learning culture where organizational members systematically gather knowledge and share it with others in the organization so as to achieve better performance. Quality Management: Quality management is a philosophy of management that is driven by continual improvement and response to customer needs and expectations. Managers must realize that organizational culture and organizational environment have important implications for the way an organization is managed.
The omnipotent view of management maintains that managers are directly responsible for the success or failure of an organization. The influence that managers do have is seen mainly as a symbolic outcome. According to the symbolic view, the actual part that management plays in the success or failure of an organization is minimal.
Reality suggests a synthesis; managers are neither helpless nor all powerful. Organizational culture is the shared values, principles, traditions, and ways of doing things that influence the way organizational members act. This definition implies: Individuals perceive organizational culture based on what they see, hear, or experience within the organization.
Organizational culture is shared by individuals within the organization. Organizational culture is a descriptive term. It describes, rather than evaluates. Innovation and risk taking the degree to which employees are encouraged to be innovative and take risks b. Attention to detail the degree to which employees are expected to exhibit precision, analysis, and attention to detail c. Outcome orientation the degree to which managers focus on results or outcomes rather than on the techniques and processes used to achieve those outcomes d.
People orientation the degree to which management decisions take into consideration the effect on people within the organization e. Team orientation the degree to which work activities are organized around teams rather than individuals f. Aggressiveness the degree to which people are aggressive and competitive rather than easygoing and cooperative g.
Stability the degree to which organizational activities emphasize maintaining the status quo in contrast to growth Strong versus Weak Cultures Strong cultures are found in organizations where key values are intensely held and widely shared. A culture has increasing impact on what managers do as the culture becomes stronger. Most organizations have moderate-to-strong cultures. Culture is transmitted and learned by employees principally through stories, rituals, material symbols, and language.
Societal values, customs, and tastes can change, and managers must be aware of these changes. In a dynamic environment, components of the environment change frequently. If change is minimal, the environment is called a stable environment. If the number of components and the need for sophisticated knowledge is minimal, the environment is classified as simple.
If a number of dissimilar components and a high need for sophisticated knowledge exist, the environment is complex. As uncertainty is a threat to organizational effectiveness, managers try to minimize environmental uncertainty.
Chapter 4 Managing in a Global Environment Managers in all types and sizes of organizations must constantly monitor changes and consider the particular characteristics of their own location as they plan, organize, lead, and control in this dynamic environment. Managers might have one of three perspectives or attitudes toward international business 1. A polycentric attitude is the view that the managers in the host country the foreign country where the organization is doing business know the best work approaches and practices for running their business.
A geocentric attitude is a world-oriented view that focuses on using the best approaches and people from around the globe. Important features of the global environment include regional trading alliances and different types of global organizations. Regional Trading Alliances Regional trading alliances are reshaping global competition. Competition is no longer limited to country versus country, but region versus region.
The European Union EU is a union of 25 European nations created as a unified economic and trade entity a.
The primary motivation for the creation of the EU in February was to allow member nations to reassert their position against the industrial strength of the United States and Japan.
The EMU consists of three stages for coordinating economic policy. Twelve member states of the European Union have entered the third stage of the EMU, in which participating countries share a single currency, the euro.
Two additional counties may join the EU by the year Eliminating barriers to free trade tariffs, import licensing require- ments, customs user fees has resulted in a strengthening of the economic power of all three countries. Colombia, Mexico, and Venezuela signed an economic pact eliminating import duties and tariffs in FTAA was to have been in effect no later than , but has not yet become operational; its future is still undetermined.
In the future, the Southeast Asian region promises to be one of the fastest-growing and increasingly influential economic regions of the world. Membership consists of countries and 32 observer governments as of January The WTO appears to play an important role even though critics are vocal and highly visible.
Different Types of Global Organizations Business has been conducted internationally for many years Multinational corporations did not become popular until the mids.
Global organizations can be classified in the following categories: 1. The term multinational corporation MNC is a broad term that refers to any and all types of international companies that maintain operations in multiple countries. A transnational corporation TNC , sometimes called a borderless organization, is a type of international company in which artificial geographical barriers are eliminated.
Stages of Internationalization An organization that goes international typically progresses through three stages. Companies that go international may begin by using global sourcing also called global outsourcing.
In this stage of going international, companies purchase materials or labor from around the world, wherever the materials or labor are least expensive. Beyond the stage of global sourcing, each successive stage to become more international involves more investment and risk.
In the next stage, companies may go international by exporting making products domestically and selling them abroad or importing acquiring products made abroad and selling the products domestically.
Both exporting and importing require minimal investment and risk. In the early stages of going international, managers may also use licensing giving another organization the right to make or sell its products using its technology or product specifications or franchising giving another organization the right to use its name and operating methods After an organization has done international business for a period of time, managers may decide to make more of a direct investment in international markets by forming a strategic alliance, which is a partnership between an organization and a foreign company partner s.
In a strategic alliance, partners share resources and knowledge in developing new products or building production facilities. A joint venture a specific type of strategic alliance may be undertaken to allow partners to form a separate, independent organization for some business purpose.
Managers may decide to make a direct investment in a foreign country by establishing a foreign subsidiary, in which a company sets up a separate and independent production facility or office. Establishing a foreign subsidiary involves the greatest commitment of resources and the greatest risk of all of the stages in going international. Managing in a global environment entails the following challenges.
The Legal-Political Environment: The legal-political environment does not have to be unstable or revolutionary to be a challenge to managers. The Economic Environment: The economic environment also presents many challenges to foreign-based managers, including fluctuations in currency rates, inflation, and diverse tax policies. In a market economy, resources are primarily owned by the private sector. In a command economy, all economic decisions are planned by a central government.
The Cultural Environment: Countries have different cultures, just as organizations do. National culture is the values and attitudes shared by individuals from a specific country that shape their behavior and their beliefs about what is important.
A framework developed by Geert Hofstede serves as a valuable framework for understanding differences between national cultures. Hofstede studied individualism versus collectivism. Individualism is the degree to which people in a country prefer to act as individuals rather than as members of groups.
Collectivism is characterized by a social framework in which people prefer to act as members of groups and expect others in groups of which they are a part such as a family or an organization to look after them and to protect them.
Another cultural dimension is power distance, which describes the extent to which a society accepts the fact that power in institutions and organizations is distributed unequally. Uncertainty avoidance describes a cultural measure of the degree to which people tolerate risk and unconventional behavior. Hofstede identified the dimension of achievement versus nurturing. Achievement is the degree to which values such as assertiveness, the acquisition of money and material goods, and competition prevail.
Nurturing emphasizes sensitivity in relationships and concern for the welfare of others. Long-term and short-term orientation. People in countries having long-term orientation cultures look to the future and value thrift and persistence. Short-term orientation values the past and present and emphasizes a respect for tradition and social obligations. The increased threat of terrorism, economic interdependence of trading countries, and significant cultural create a complicated environment in which to manage.
Successful global managers need to have great sensitivity and understanding. Managers must adjust leadership styles and management approaches to accommodate culturally diverse views. Management concepts do not change much over time, but how they are implemented and communicated do and I feel this addresses that need for change.
There are enough outside links to other information that you do not really need the textbook and the online content they have extra that you have to pay for. I would recommend the book, with some updates periodically to the case studies.
The text covers the major topics taught in a typical introduction to management course quite thoroughly. They are offered in the rough order found in many principles texts.
It is not the order in which I teach them In the introduction to Principles of Management, the authors state that there are three themes in the book: strategic thinking, entrepreneurial thinking, and active management.
The entrepreneurial theme is not as prevalent as their introduction The entrepreneurial theme is not as prevalent as their introduction would suggest. There is some discussion of creativity, although references to writers and books beyond the single book by Edward De Bono would have enhanced the section.
Sections that stand out as useful include the discussions of fairness, groupthink, employee performance review, and predictors of job performance.
Some sub-sections and minor topics should have been separate sections with more details, such as the discussion of meetings, of interviewing, and of HR rules and policies.
Finally, sections that would have useful additions to the textbook include how to write a good survey, how to deal with very difficult employees, and how to improve morale, which was referenced superficially but not focused on. The selection of management writers and level of detail provided for their positions is uneven. Maslow's hierarchy of needs is given three pages while Collins' discussion of changing good companies into great ones has two passing references and a short summary of the idea of a BAHG big, hairy, audacious goal.
Some thinkers were left out or not considered. Senge is not mentioned, even in the short section on "Learning Organizations". Likewise, academic writers and many historical thinkers, such as Max Weber, are not mentioned at all. Also lacking was a sense of how these different thinkers or ideas might disagree with each other or people outside of the management field. Instead, the text offers a series of disconnected concepts and models, which likely improved the modularity of the overall book, but at the cost of limiting the interactions between the topics and positions.
As a result, there was little logical or conceptual analysis and the book relied on exposition. Much of the textbook is made up of summaries of different concepts and models connected to management, with an emphasis on contemporary writers and psychosocial theories. There were no obvious inaccuracies in the summaries of the concepts and thinkers, although some sections could be criticized as limited, vague, superficial, or uncritical.
A textbook on management principles will become less relevant over time as updated information becomes available and new thinkers offer different concepts and models. One reference that stood out was the quote that "According to one source, there will be Interestingly, this source is a Wired magazine article from , published just before the economic crash. The examples and illustrations may become dated fairly quickly.
References to specific CEOs and other leaders, for instance, will become less relevant over time. In this edition, there is a reference to and picture of Condoleeza Rice but no mention of Obama, for instance. Obama only occurs as a marginal participant in a group shot of world leaders. The clarity of the discussion is generally good, although there is some room for improvement. The photographs, for instance, do not support the text very well.
A glossary would have been useful for clarifying all of terms used while an index would have helped readers access specific sections more effectively. The choice of examples is sometimes not clear.
For instance, the examples used to illustrate organizations dealing with uncertain conditions, and thus needing flexible strategies were "a gang of car thieves or a construction company located in the Gaza Strip" page Both of these examples are strange and much better examples taken from businesses could have been provided and then discussed in some detail. Likewise, the example that they give of resistance to change was that people have been unwilling to adopt Dvorak keyboard and have stuck with the QWERT keyboard, despite the obvious efficiency of the Dvorak system page This is a great example of resistance to change, but one wonders why the authors could not find an example from business, such as how the railroads ignored the rise of the airplane.
While the book is generally consistent overall, it book sometimes strays from a discussion of the "principles" of management and does not adopt a consistent idea of what kinds of businesses are being talked about. The book would have been clearer if the authors had started with a classification of types of business that they are talking about manufacturing, marketing, services, non-profits, perhaps and be clear about what they were not covering like government bureaucracies.
For instance, I was thinking of using this textbook to support a course in Library management, and while some of it was useful, much of it would have been irrelevant or confusing.
Had the book been clearer on how the different topics connected to different types of organizations, it would have been clearer which topics were relevant to specific readers or situations. The textbook is very modular, although there are times when this modularity breaks down. For instance, the discussion of data in the early part of the book was useful, but it would have been more appropriately connected to the discussion of budgeting, which occurs much later in the section on control.
Another example is the discussion of globalization and intercultural issues, which occurs sporadically throughout the book and is never really brought into focus. The overall structure of the textbook follows Fayol's POLC model of management Planning, Organizing, Leading, and Controlling with the overall narrative following the different stages in the process.
Each section includes learning objectives, key takeaways, and discussion questions. These parts are very good at focusing the conversation in the larger sections. However, these additional parts are sometimes longer than the main text for that section and seem unnecessarily repetitive. The shift between institutional management and personal management is a bit strained at times, making it unclear whether the focus of the book is management or the personal growth of the manager.
Each section included a list of references. In one section, there is simply a reference to the Columbia Encyclopedia, which was not helpful.
Typically, however, there are a lot of references in each section. In fact, there are too many references that have minimal value. With some exceptions, the references are to short articles that could easily be retrieved by a Google search. Given that this is an introductory textbook, it would have been better to have an annotated "Further Reading" section that could lead readers to important writings and videos that expend on the different modules.
The layout of the textbook follows standard page layout formatting. There are some things that could be improved. First, some of the text, such as some paragraph headers and keywords, are blue, which suggests that it is hyperlinked as are the captions for pictures , but this is not the case. The full URLs in the text, also blue, are the only hyperlinks in the textbook. Another feature that could be improved is the way that the text, at least in the PDF version, has line breaks at the end of each line, which means that copying text leads to broken paragraphs that require additional editing if they are copied to another document or web page.
The greatest issue with the interface, however, is the amount of white space that is included in the text. Given how short the different sections are and the way that the layout is organized, there is likely pages worth of unnecessary white space in the text, which turns a odd page book into over pages. Added to this that the pictures and list of references are not that relevant, and the book appears to be laid out very inefficiently.
Beyond a few minor typos, the book was clearly written. The prose was a straightforward expository style, although at times it could have been more concise. The writers would often begin their paragraphs with rhetorical questions and then answer them right away, which did not help clarify the prose and typically made the writing more verbose. On page , the caption and the picture do not match.
The book is focused on ideas and problems connected to American private-sector management. As a result, it is largely uncritical of large-scale organizations. Non-profits are discussed on a single page in the context of internal controls. Bureaucracy, as a term with negative connotations, is only mentioned in passing as an example of mechanistic structures, which are seen as an exception. Discrimination, likewise, is mentioned in passing three times, once in terms of how issues of discrimination have become a broader concern for "diversity management".
Finally, unions are mentioned a few times in a long list of stakeholders pages and , even though the sample table for tracking stakeholders page does not mention them. Unions are seen as a punishment for businesses that appear to be unjust page At-will employment, on the other hand, is discussed in a focused paragraph in a way that does not consider the debate between union and at-will employment.
For a textbook on industrial-focused management, the relative silence to the contrast between union and at-will employment conditions is unfortunate. When the book discusses global trends, it tends to be simplistic, taking trends such as "becoming more connected" as more important than such things as economic inequality, resource depletion, surveillance, war and terrorism, or social instability.
In that sense, the book would not be very useful to people outside of the United States or to those who were actively engaged in intercultural management. At best, the book points to some of the problems that could be faced. Principles of Management teaches management principles to tomorrow's business leaders by weaving three threads through every chapter: strategy, entrepreneurship and active leadership. Strategic — All business school teachings have some orientation toward performance and strategy and are concerned with making choices that lead to high performance.
Principles of Management will frame performance using the notion of the triple bottom-line — the idea that economic performance allows individuals and organizations to perform positively in social and environmental ways as well. The triple bottom line is financial, social, and environmental performance.
It is important for all students to understand the interdependence of these three facets of organizational performance. The Entrepreneurial Manager — While the "General Management" course at Harvard Business School was historically one of its most popular and impactful courses pioneered in the s by Joe Bower , recent Harvard MBAs did not see themselves as "general managers.
This reflects and underlying and growing trend that students, including the undergraduates this book targets, can see themselves as entrepreneurs and active change agents, but not just as managers. At the same time, this perspective is as relevant to existing for-profit organizations in the form intrapreneurship as it is to not-for-profits and new entrepreneurial ventures. Active Leadership — Starting with the opening chapter, Principles of Management shows students how leaders and leadership are essential to personal and organizational effectiveness and effective organizational change.
Students are increasingly active as leaders at an early age, and are sometimes painfully aware of the leadership failings they see in public and private organizations. It is the leader and leadership that combine the principles of management the artist's palette, tools, and techniques to create the art of management. London: Pitman Publishing company , and suits the needs of both undergraduate and graduate course in Principles of Management.
Content Accuracy rating: 5 The authors are clear in the beginning that they focus performance on the triple bottom line - financial, social, and environmental - and appear faithful in maintaining this approach throughout. Clarity rating: 5 Level of writing is suited for early college or even college prep use. Consistency rating: 5 The textbook follows a consistent formatting, allowing for scanning through thumbnails to find illustrations or desired summaries Modularity rating: 5 The way the chapters are sectioned and summarized, makes for ease of modular use.
Interface rating: 5 I viewed the text in its PDF format, and found it clean to view and all images were displayed properly. Grammatical Errors rating: 5 No obvious grammatical issues Cultural Relevance rating: 5 A variety of images used with a diversity of individuals. Comments Will utilize sections of this text as supplemental material to provide students additional information.
Content Accuracy rating: 5 This book is well suited for an entry level course in management. Clarity rating: 5 The text was easy to read and the vocabulary was appropriate for an introductory course. Consistency rating: 5 The flow and layout of the book stayed the same throughout all 16 chapters.
Modularity rating: 4 I found some of the sections within the chapters to be too verbose. Interface rating: 2 I am still struggling trying to get access to any educational resources that go along with the book. Grammatical Errors rating: 5 I did not run into any grammatical issues. Cultural Relevance rating: 5 The text was culturally appropriate with no biases.
Comments I intend to use this text assuming a can locate the teaching resources that go along with it. Clarity rating: 5 This text is easy to read, clear, and to the point. Consistency rating: 5 Each chapter has consistency in layout and design. Modularity rating: 5 This textbook would allow you to set up your course in a variety of modalities, as you can decide how many and which chapters you would like to use, depending on how many weeks long your course will be. Interface rating: 5 The interface appeared clear and functioned well.
Grammatical Errors rating: 5 I did not see any grammatical errors. Cultural Relevance rating: 5 I appreciated that this text offered diverse images and examples that included a variety of demographics and cultural aspects.
Comments Overall, I believe this text is a great option for instructors and for students. Content Accuracy rating: 4 I believe the content is appropriate for an introductory text in management.
Clarity rating: 4 The textbook uses an easy to understand verbatim and accessible concepts for non-business major students. Consistency rating: 3 Terminology and frameworks are acceptable for an introduction to management. Modularity rating: 4 I believe that modularity is an option. Interface rating: 4 No interface issues noticed. Grammatical Errors rating: 1 No grammatical mistakes noticed.
Cultural Relevance rating: 1 I believe that the diversity of examples and in the pictures represents a good example of inclusion. Comments I would consider the adoption of this textbook to an elective class in management, or management Content Accuracy rating: 5 I thoroughly read most chapters and carefully scanned the others; accuracy across words, figures, and exhibits appears to be strong.
Clarity rating: 5 This book does seem to be written in clear, concise prose, with good support and definition for new terms and for jargon. Consistency rating: 5 This textbook appear to be consistent in the use of terminology and also in the overall framework of the content.
Modularity rating: 5 I love the "chunks" and short chapter sections in this textbook! Interface rating: 5 I like the navigation of this textbook. Grammatical Errors rating: 5 None that I could find! Comments I will likely select this textbook next year for my Management Fundamentals course. Content Accuracy rating: 5 Our professional adult students need a resource that they are able to connect with and apply directly to their professional lives.
Clarity rating: 5 The information is presented to my professional adult undergraduate students in a way that is engaging, practical, and accessible. Consistency rating: 5 When I engage the students in using the terminology and frameworks from Principles of Management in their papers and presentations, I am finding that students are digesting and utilizing the information properly and insightfully.
Modularity rating: 5 Presently, I am using most of the book in my professional adult undergraduate business management course. Interface rating: 4 For the most part the text is free from navigation issues. Grammatical Errors rating: 5 The text appears to be free from mechanical issues and grammatical errors.
Cultural Relevance rating: 4 Cultural inclusion is important to me so I am sensitive to inclusivity of races, ethnicities and backgrounds in my approach to resources and the classroom environment. Comments Principles of Management is an engaging resource for my professional adult undergrad business students because it provides a general overview of key management and leadership topics with the opportunity for practical application through examples, cases, questions, and relevant frameworks that I can then incorporate into my weekly assignments.
Content Accuracy rating: 5 Text is accurate, case studies are outdated. Clarity rating: 5 The book's clarity is good as provides adequate context for terminology utilized. Consistency rating: 5 Yes, the text is consistent throughout. Modularity rating: 5 Yes, the text is easily readable and chapters are easily divisible into smaller reading sections which makes it nice if the professor doesn't want to cover the entire chapter just sections.
Interface rating: 5 The interface is good, as I had no issues with navigation, distortion, or display features. Grammatical Errors rating: 5 No grammatical errors were found. Cultural Relevance rating: 5 The text was not culturally insensitive or offensive in any way. Content Accuracy rating: 5 The content of this book is very accurate and I did not find any errors in the delivery of the information.
Clarity rating: 5 The concepts, theories and general knowledge delivered in this book as exactly what one would expect to find in a good Principles of Management book. Consistency rating: 5 There are no consistency issues that I found throughout the reading of this book.
Modularity rating: 4 The segments within each of the chapters of the book made for an easy and logical flow to the material. Interface rating: 4 Some of the pictures seemed out of place because they were small. Grammatical Errors rating: 4 Easy to read and understand. Cultural Relevance rating: 4 Clearly based in a American capitalist approach to knowledge, this book is on par with most American textbooks in this area. Comments I look forward to incorporating this textbook into my class.
Content Accuracy rating: 5 I have found this textbook to be clear and accurate. Clarity rating: 5 This book is written in a way that the concepts are covered thoroughly without being verbose or difficult to understand. Consistency rating: 4 The terminology and framework of the text are consistent. Modularity rating: 5 This text provides numbered sections for each chapter.
Interface rating: 4 The book comes in multiple formats for the convenience of the reader. Grammatical Errors rating: 5 The text does not contain grammatical errors.
Cultural Relevance rating: 4 The pictures in the text include people of a variety of ethnicities. Content Accuracy rating: 5 I didn't find any areas of obvious inaccuracy or bias. Clarity rating: 5 I like the style in which the text is written - simple, easy to read prose.
Consistency rating: 5 I didn't see any obvious areas of inconsistency. Modularity rating: 5 Using this text modularity and assigning just the sections students need is one of the text strengths. Interface rating: 4 A few of the images seem small and I believe more images could have been used. Grammatical Errors rating: 5 I didn't find any glaring grammatical errors. Cultural Relevance rating: 5 Another one of the text strengths is its focus on helping students understand their own behavior.
Comments This text in combination with additional learning materials - videos, case studies, self-assessment assignment - is a solid choice to use.
Content Accuracy rating: 5 I did not encounter any biased or inaccurate information in the textbook. Clarity rating: 5 I found the chapters easy to read and follow. Consistency rating: 4 Each chapter's layout is consistent and created an easy to follow framework. Modularity rating: 5 The chapters are well organized, similar to many introductory Management textbook.
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This eBook notes for Principles of management will help you in your studies for your engineering semester examination and assist you in getting good marks.
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