Catalog

This text offers a holistic approach to product design from a mechanical engineering perspective. The intent of this text is to support introductory design course work. Using a combination of traditional text, embedded videos, and links to external resources, this book serves as a foundation for exploring design, entrepreneurship, machine design, and manufacturing. While not comprehensive in any of these categories, the goal is that students will have a broad understanding of the economic, aesthetic, and technical aspects of product design and manufacuring.

This text provides just a small sampling of some of the various musical styles and traditions that might be found, though the skills developed in this course can be applied to any type of music.

This version adapted for leadership communication.  Chapters from the original have been reordered.  Some chapters have been deleted in this version. 

Principles of 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.

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 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.

This book’s modular format easily maps to a POLC (Planning, Organizing, Leading, and Controlling) course organization, which was created by Henri Fayol (General and industrial management (1949). London: Pitman Publishing company), and suits the needs of both undergraduate and graduate course in Principles of Management.

This textbook has been used in classes at: College of Alameda, Columbia Basin College, Flagler College, Johnson County Community College, Pasadena City College, Penn State University, Renton Technical College, San Diego Mesa College, Sierra College, Yuba College.

This book is intended to be used as a supplement to courses across various fields of study but has direct correlations with human resource development and workforce development. Instructors in any field of study where students examine the work environment and the treatment of employees will find useful scenarios that can be used to facilitate discussions. The topics in this book and supplemental readings can enrich the conversations around enhancing workplace environments and better worker engagement. Without supportive workers, organizations cannot achieve all goals to the extent desired. Workers may exert the effort required to keep their jobs, but they may not exceed performance requirements because they are experiencing scenarios similar to those in this book and their needs are not being met appropriately.

Leaders and workplace trainers may find this supplement useful when introducing subjects that are perceived to be controversial in the workplace. They can allow employees to discuss these scenarios and provide possible solutions to similar scenarios that are encountered at work. Providing a safe environment to discuss intentional and unintentional situations that arise may improve the work climate and lead to unimaginable solutions. Strengthening communication between workers and leaders can improve team performance and ultimately, organizational success.

This book was written to provide an introduction to cultural competence. The book is broken into video chapters that focus on the five developmental orientations of cultural competence, based on the Intercultural Development Inventory (IDI). The videos utilize voices of how students define and create cultural competence in their communities. These videos are appropriate for high school and college campus initiatives and classes, organization, and community trainings.