case study on managerial functions

Montage of images from the Top 40 cases of 2018

Top 40 Most Popular Case Studies of 2018

Cases about food and agriculture took center stage in 2018. A case on the coffee supply chain remained the top case and cases on burgers, chocolate, and palm oil all made the top ten.

Cases about food and agriculture took center stage in 2018. A case on the coffee supply chain remained the top case and cases on burgers, chocolate, and palm oil all made the top ten, according to data compiled by Yale School of Management Case Research and Development Team (SOM CRDT).

Other topics in the top ten included corporate social responsibility, healthcare, solar energy, and financial inclusion.

The annual ranking of the 40 most popular Yale School of Management case studies combines data from publishers, Google analytics, SOM class syllabi, and other measures of interest and adoption. This is the second year that SOM CRDT has published its Top 40 list.

Cases published in 2018 on the top 40 list included Marina Bay Sands Hotel (#13), AgBiome (#18), Canary Wharf (#20), Mastercard (#21), and Peabody Museum (#35). Both the Marina Bay Sands and Peabody cases were featured in major student competitions in 2018.

The cases on the Top 40 list represent a variety of different business disciplines, as Yale SOM cases tend to combine a variety of perspectives. For example, the top coffee case can be taught in marketing, operations, and strategy classes. The number two case on Shake Shack covers finance, strategy, and even innovation and design. The list features a number of cases related to the interplay of state and commerce and social enterprise, traditional strengths of the Yale SOM curriculum.

While there are many US-based cases among the top 40, a range of locales are highlighted among the top 40 entries. Cases set in France (AXA), Great Britain (Cadbury, Canary Wharf, George Hudson), Indonesia (Palm Oil, Golden Agri), China (Ant Financial, Alibaba), India (SELCO, Project Sammaan), Singapore (Marina Bay Sands), Canada (Air Canada, Potash Corporation of Saskatchewan), and South Africa (Project Masiluleke) made the top 40 list.

SOM CRDT has been working to increase the number of women featured as case protagonists. The 2018 list boasts 13 cases where women play prominent roles in the narrative.

The top 40 list also demonstrates a wide range of SOM faculty involvement. Thirty different faculty members worked as case supervisors on the top 40 cases.

Read on to learn more about the top 10 most popular cases followed by a complete list of the top 40 cases of 2018. A selection of the top 40 cases are available for purchase through our online store .

#1 - Coffee 2016

Faculty Supervision: Todd Cort

Coffee 2016 asks students to consider the coffee supply chain and generate ideas for what can be done to equalize returns across various stakeholders. The case draws a parallel between coffee and wine. Both beverages encourage connoisseurship, but only wine growers reap a premium for their efforts to ensure quality. The case describes the history of coffee production across the world, the rise of the “third wave” of coffee consumption in the developed world, the efforts of the Illy Company to help coffee growers, and the differences between “fair” trade and direct trade. Faculty have found the case provides a wide canvas to discuss supply chain issues, examine marketing practices, and encourage creative solutions to business problems.

#2 - Shake Shack IPO

Faculty Supervision: Jake Thomas and Geert Rouwenhorst

From an art project in a New York City park, Shake Shack developed a devoted fan base that greeted new Shake Shack locations with cheers and long lines. When Shake Shack went public on January 30, 2015, investors displayed a similar enthusiasm. Opening day investors bid up the $21 per share offering price by 118% to reach $45.90 at closing bell. By the end of May, investors were paying $92.86 per share. Students are asked if this price represented a realistic valuation of the enterprise and if not, what was Shake Shack truly worth? The case provides extensive information on Shake Shack’s marketing, competitors, operations and financials, allowing instructors to weave a wide variety of factors into a valuation of the company.

#3 - IBM Corporate Service Corps

Faculty Supervision: David Bach in cooperation with University of Ghana Business School and EGADE

The case considers IBM’s Corporate Service Corps (CSC), a program that had become the largest pro bono consulting program in the world. The case describes the program’s triple-benefit: leadership training to the brightest young IBMers, brand recognition for IBM in emerging markets, and community improvement in the areas served by IBM’s host organizations. As the program entered its second decade in 2016, students are asked to consider how the program can be improved. The case allows faculty to lead a discussion about training, marketing in emerging economies, and various ways of providing social benefit. The case highlights the synergies as well as trade-offs between pursuing these triple benefits.

#4 - Children’s Premier

Faculty Supervision: Edieal Pinker

The case describes Children’s Premier, a popular group practice in Greenwich, Connecticut which, due to a change in the state’s vaccination law, decides to dramatically change its business model. Did the group make the right adjustments in order to stay competitive and cover their increasing costs? Should the new practices cause a newcomer to the practice to look elsewhere for his children?

#5 - Design at Mayo

Faculty Supervision: Rodrigo Canales and William Drentell

The case describes how the Mayo Clinic, one of the most prominent hospitals in the world, engaged designers and built a research institute, the Center for Innovation (CFI), to study the processes of healthcare provision. The case documents the many incremental innovations the designers were able to implement and the way designers learned to interact with physicians and vice-versa.

In 2010 there were questions about how the CFI would achieve its stated aspiration of “transformational change” in the healthcare field. Students are asked what would a major change in health care delivery look like? How should the CFI's impact be measured? Were the center's structure and processes appropriate for transformational change? Faculty have found this a great case to discuss institutional obstacles to innovation, the importance of culture in organizational change efforts, and the differences in types of innovation.

This case is freely available to the public.

#6 - AXA: Creating New Corporate Responsibility Metrics

Faculty Supervision: Todd Cort and David Bach

The case describes AXA’s corporate responsibility (CR) function. The company, a global leader in insurance and asset management, had distinguished itself in CR since formally establishing a CR unit in 2008. As the case opens, AXA’s CR unit is being moved from the marketing function to the strategy group occasioning a thorough review as to how CR should fit into AXA’s operations and strategy. Students are asked to identify CR issues of particular concern to the company, examine how addressing these issues would add value to the company, and then create metrics that would capture a business unit’s success or failure in addressing the concerns.

#7 - Cadbury: An Ethical Company Struggles to Insure the Integrity of Its Supply Chain

Faculty Supervision: Ira Millstein

The case describes revelations that the production of cocoa in the Côte d’Ivoire involved child slave labor. These stories hit Cadbury especially hard. Cadbury's culture had been deeply rooted in the religious traditions of the company's founders, and the organization had paid close attention to the welfare of its workers and its sourcing practices. The US Congress was considering legislation that would allow chocolate grown on certified plantations to be labeled “slave labor free,” painting the rest of the industry in a bad light. Chocolate producers had asked for time to rectify the situation, but the extension they negotiated was running out. Students are asked whether Cadbury should join with the industry to lobby for more time? What else could Cadbury do to ensure its supply chain was ethically managed?

#8 - Palm Oil 2016

Faculty Supervision: Kenneth Richards in cooperation with National University of Singapore Business School and David Bach

The case looks at the palm oil industry in Indonesia and how the industry effects deforestation and native rights. The case focuses on a proposal forwarded by leading palm oil traders and environmental NGOs that would ban the sale of palm oil from deforested land. The proposal is opposed by elements of the government, and smaller palm oil companies. Some voices in the Indonesian government are suggesting an agreement to end deforestation needs to be scrapped. What should companies and NGOs do?

#9 - Ant Financial

Faculty Supervision: K. Sudhir in cooperation with Renmin University of China School of Business

In 2015, Ant Financial’s MYbank (an offshoot of Jack Ma’s Alibaba company) was looking to extend services to rural areas in China by providing small loans to farmers. Microloans have always been costly for financial institutions to offer to the unbanked (though important in development) but MYbank believed that fintech innovations such as using the internet to communicate with loan applicants and judge their credit worthiness would make the program sustainable. Students are asked whether MYbank could operate the program at scale? Would its big data and technical analysis provide an accurate measure of credit risk for loans to small customers? Could MYbank rely on its new credit-scoring system to reduce operating costs to make the program sustainable?

#10 - SELCO

Faculty Supervision: Tony Sheldon

The case looks at SELCO, an Indian company that specialized in bringing solar electric products to the poor. In 2009, the company needed a new growth strategy. As students consider the company’s dilemma, the raw case allows them to view video interviews with company leaders and customers, inspect maps of SELCO’s service areas, see videos describing how SELCO’s products were being used, consider articles on India’s electricity grid and socio-economic conditions, read about the company’s founding, consult the company’s organization charts, income statements and balance sheets, inspect the company’s innovative products, review the company’s business models, read news articles about the company’s success, etc.

SELCO, India's innovative solar electric company, was at a strategic crossroads. Should it go “deeper” and serve even poorer people or go “wider” and expand beyond its current geographical areas?

40 Most Popular Case Studies of 2018

Click on the case title to learn more about the dilemma. A selection of our most popular cases are available for purchase via our online store .

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Principles of Management

(17 reviews)

ISBN 13: 9781946135186

Publisher: University of Minnesota Libraries Publishing

Language: English

Formats Available

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Learn more about reviews.

Reviewed by Anjali Chaudhry, Professor, Dominican University on 10/27/22

Comprehensiveness rating: 3 see less

This open text covers all pertinent areas related to principles of management. Any core business class on management focuses on the four functions of management- planning, organizing, leading, and controlling. This material does a good job going over key concepts as well as terminology relevant in this area. Some of the examples may be outdated but that is understandable considering that this book was published in 2015 and the fact that the world of business has been experiencing a number of transitions. I am not too happy with the leadership chapter. Then again, in my opinion, most textbooks do a poor job with this topic.

Content Accuracy rating: 4

The content is error-free, unbiased, and for the most part accurate. I specially appreciate the links for research and other sources from which the text draws support.

Relevance/Longevity rating: 4

Content is mostly up-to-date and therefore, I am not too concerned about the lack of editions that such a format does not offer. My recommendation is to use the book as a basic text and then use other sources such as news articles, cases, and simulations to incorporate the role of current workplace context into the study of management. What aspects of management are relevant in the modern workplace (e.g., traditional organizational designs) or how new developments such as the gig economy can be understood using the management lens can easily be taught with a few additional resources that bolster this open source book material. If and when updates are needed, I am fairly certain that these can be done in a relatively easy and straightforward manner.

Clarity rating: 5

The text is written in a clear and easy to understand style. It introduces most of the key terms and accepted jargon from the field.

Consistency rating: 4

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

Modularity rating: 4

The text has been divided in chapters and sub-sections each with its own hyperlink that makes it easy to move from one section to the next.

Organization/Structure/Flow rating: 5

The logical organization and simple structure of the textbook is one of its strengths.

Interface rating: 4

The text uses relevant graphs and images that I frequently use to review key points from a section. The illustrations are meaningful and well-placed.

Grammatical Errors rating: 5

I did not notice any glaring grammatical errors.

Cultural Relevance rating: 4

The text has been written to be relevant for students in the US. I am not sure whether the examples will be too applicable for those studying management in other countries. I did not find any instances where the text could be perceived as culturally insensitive or offensive to any demographics.

I have adopted this book for my core management course, and I plan to continue to use it.

Reviewed by John Strifler, Associate Adjunct, University of Indianapolis on 4/22/21

The text is appears to be an excellent text to introduce the P-O-L-C management principles, and promote the key elements of strategy, entrepreneurship, and leadership development in students. Highlights: Chapter 1 introduces the concepts... read more

Comprehensiveness rating: 4 see less

The text is appears to be an excellent text to introduce the P-O-L-C management principles, and promote the key elements of strategy, entrepreneurship, and leadership development in students.

Highlights: Chapter 1 introduces the concepts thoroughly and sets the approach the rest of the book utilizes. A concise history of management thought is found in chapter 3. The summary element at end of each section ( Key Takeaway) is excellent reference for learner. With the references at the end of each section, one can pull a section out for use in a teaching setting and retain the references.

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. There are no obvious errors in examples used to illustrate principles.

Examples remain accurate and relevant in explaining the concepts, however, I would utilize additional, more recent examples - noting that the text is substantially the same as its 2010 original publication.

For example, the section 3.4 addresses contemporary principles of management addressing social movements has the latest citation in 2007. Social networks have seen a significant shift.

Level of writing is suited for early college or even college prep use. A Key term summary at the end of each section or chapter would add to its usefulness.

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. Consistently starts each new section on new page, which allows for ease of sub-dividing the material. Again, the practice of placing citations at the end of each section further adds to the modularity.

The text follows logical approach in the order of topics, similar to other management texts.

Interface rating: 5

I viewed the text in its PDF format, and found it clean to view and all images were displayed properly. Searching and navigation had no issues. Having a full feature PDF viewer will simplify the process of accessing and using sections separately.

No obvious grammatical issues

Cultural Relevance rating: 5

A variety of images used with a diversity of individuals. The examples used appear to be "globally" recognized.

Will utilize sections of this text as supplemental material to provide students additional information.

Reviewed by JOE MESSER, Professor of Entrepreneurship, Manchester University on 4/2/21

I have been a business owner for 30 years and taught business management for the last 12 years. I found this text to cover all the important areas of management. Plan, Organize, Lead, and Control, were introduced early on (page 19) and each... read more

Comprehensiveness rating: 5 see less

This book is well suited for an entry level course in management. Students do not need a business background before reading this text. I appreciated the current examples that were used. This will keep students engaged.

Relevance/Longevity rating: 5

Management basics were covered very well. Examples were recent and relevant. The companies that were used as examples (SAS, Xerox, Toyota, Nucor, Google, etc. are companies that should be relevant businesses years from now.

The text was easy to read and the vocabulary was appropriate for an introductory course.

The flow and layout of the book stayed the same throughout all 16 chapters.

I found some of the sections within the chapters to be too verbose. I will cut out some of the sections (modules) in order to have time to go more in detail in other areas. For that reason the modularity is good.

The organization of the book made sense to me.

Interface rating: 2

I am still struggling trying to get access to any educational resources that go along with the book. Slides, exams, etc.

I did not run into any grammatical issues.

The text was culturally appropriate with no biases.

I intend to use this text assuming a can locate the teaching resources that go along with it. I look forward to saving my students money by using this text.

Reviewed by B'Ann Dittmar, Instructor, Clarke University on 1/7/21

Like most Principles of Management textbooks, this book has a wide breadth of topics that are covered that are relevant to the subject area. Consistent with a principles course, it does not go into great depth in most areas, as those deeper dives are saved for more advanced courses. I currently use McGraw Hill's "Management: Leading & Collaborating in a Competitive World" 14th edition by authors, Thomas S. Bateman and Scott A. Snell, which is very comprehensive, and this text covers similar subject areas. The OpenStax text appears more succinct in the length of the chapters but provides adequate coverage without a lot of fluff / filler. The OpenStax text uses a couple of photo images per chapter, as well as several colorful graphics and illustrations, with adequate white space, to make it easy to read and to digest, as well as to maintain interest.

I did not see any inaccuracies within the OpenStax Principles of Management text. The text appears to remain updated with relevant examples for discussion purposes and for students to relate to.

The content provided is relevant and the examples / references to today's world provided seemed to span from 2016-2018, from what I saw. Example companies included Starbucks and Amazon, which are both relevant organizations that college students would know and have an interest in learning about. It is a contemporary text and does not feel dated. I would love to see some direct links within the text to the real-world topics that are being discussed, so students could click on them to get more information and an in-depth view, versus just a brief mention of a topic or issue. The student’s study guide contains some links like these, but it would be great to have some within the chapter, itself.

This text is easy to read, clear, and to the point. There are definitions provided for clarification, in the chapters, as well as in a list at the end of each chapter. A recommendation would be to put the chapter title and subject area on both the first page of the chapter, as well as listing it as a running head on the main window with the chapter readings. This information is currently listed along the left-hand side of the page in the table of contents, only and each chapter begins with an image and the learning outcomes on the page, but no mention of the chapter number or subject. I think this addition would provide more clarity.

Each chapter has consistency in layout and design. After each of the chapter concepts are covered, the chapter concludes with the following: • Key Terms • Summary of Learning Outcomes • Chapter Review Questions • Management Skills Application Exercises • Managerial Decision Exercises • Critical Thinking Case These resources provide a good review, as well as offering opportunities for students to synthesize / apply what they have learned. It also offers instructors the opportunity to use some of these tools for discussion.

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. It can certainly be used in a synchronous or asynchronous course, with online, hybrid, or in-person delivery. The Instructor Pack also includes several resources to take your course online and offers “cartridges” to integrate into several learning management systems, including Blackboard, Moodle, D2L Course, and Canvas.

The text appears to be well organized, overall. One chapter that could possibly be moved is the “History of Management” chapter, which is the third chapter. My current textbook addresses the history of management as an appendix to Chapter 1, which seems to make sense to me. The OpenStax text places it after Chapter 1, Managing and Performing, and after Chapter 2, Managerial Decision-Making. It may be appropriate to have Chapter 1 first, so students understand what management is, and then go into what happened in the history of management, as past events can be predictors for the future. The placement of the history chapter is not a real concern, but it just made me pause and wonder why it was placed where it was.

The interface appeared clear and functioned well. I tried it on both a laptop as well as on my iPhone. One thing I noticed as far as navigation is that when I wanted to jump to another chapter, I would click on the chapter link in the list on the left-hand tool bar, but it would not change the screen to take me there. Rather, it would open a list of drop downs for options of topics to select within that chapter. I think most people want to start at the beginning of a chapter and a click could be saved if they were taken to the beginning of the chapter when they click on the chapter title. That click could still also open the chapter options, and if they wanted to go somewhere else, they could do that.

I did not see any grammatical errors.

I appreciated that this text offered diverse images and examples that included a variety of demographics and cultural aspects. Further, you feel their commitment to diversity when you read their six-page Diversity and Representation Guidelines, which details their commitment to improving representation and diversity in OER materials. This is something that I appreciate and look for when reviewing textbook materials for use in my courses.

Overall, I believe this text is a great option for instructors and for students. I currently use the McGraw-Hill Connect access for online quizzes and exams, which include a built-in proctoring system to eliminate cheating in an online environment and would like an option for doing something similar with this open textbook. I appreciate that there are a variety of options for accessing this textbook, from an app, to a download, to viewing online, or even ordering a printed copy- all provide plenty of options for students. I also like that students can highlight within the chapters when viewing online. When I am looking to adopt a text, I am very interested in the Instructor Resources. This text offers guided lecture notes and PowerPoints as well as a test bank in Word format. Unfortunately, I found the PowerPoints to be lacking. I happen to teach Business Communications, which includes how to put together an effective PowerPoint, and typically "less is more." The PowerPoints that accompany this textbook have a plain white background with black text and no real template, so they don't look very interesting and they are inconsistent from slide to slide in their look. They also contain WAY too much text, often including full paragraphs. They should just have bullet points and save the "extra content" as lecture notes outside of the presentation slides. I did appreciate that some of the PowerPoint slides included embedded links to TED Talks and other example videos, including scenes from Apollo 13, as well as including discussion questions regarding those videos. If OpenStax: 1. Offered pre-made quiz and exam options vs. downloading a Word document with all the quiz questions and 2. They partnered with a low-cost proctoring service as an add-on solution, and 3. Updated the PowerPoint slide deck, I would be very interested in adopting this text. It offers a lot of value for an open resource.

Reviewed by Jose-Luis (Joe) Iglesias, Assistant professor of Management, USC-Beaufort on 8/25/20

I believe that the examples and cases are appropriate to demonstrate the applicability of management concepts. However, I wish that the authors could be able to update the examples and cases to a more recent world reality. Overall, the index and... read more

I believe the content is appropriate for an introductory text in management.

The text provides the authors with the opportunity for updates.

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. However, I would advise the authors to provide detailed information on the theories that support managerial functions.

I believe that modularity is an option. However, the instructor will need to add extra readings and complementary contents such as videos.

The sequence of managerial functions is well organized and explored in the text.

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.

I would consider the adoption of this textbook to an elective class in management, or management 101.

Reviewed by Linda Williamson, Program Lead, Business Administration, Klamath Community College on 3/13/19

I have reviewed numerous books related to management over the past 15 years and this text includes several components that I often need to add to the textbooks I am using. For example, there is wonderful language related to the "balanced scorecard" included in this text. I also like the depth of content related to innovation and strategic thinking that is referenced across several chapters.

I thoroughly read most chapters and carefully scanned the others; accuracy across words, figures, and exhibits appears to be strong. I did not detect any bias on the part of the authors, and in fact appreciated the wide array of business examples used to support their concepts.

The overall content in this textbook appears to be extremely relevant. Current and appropriate businesses are profiled throughout and related discussion questions seem to focus on real-world issues related to management. Chapter 2 in this text focuses on the individual student and includes substantial self-assessment; this is exactly how I teach my current Management Fundamentals course as I believe effective managers need to be aware of how they communicate with others before they can implement management tools and strategies.

This book does seem to be written in clear, concise prose, with good support and definition for new terms (and for jargon). References are provided throughout the content (including the business cases) with additional explanation for new or "involved" topics. I see consistency throughout the chapters in flow and tone, which is not always true when there are multiple authors.

This textbook appear to be consistent in the use of terminology and also in the overall framework of the content. For example, consistency in starting each chapter ("What's in it for me?"), the "Key Takeaways" at the end of each section, and the consistent reference to POLC (Planning, Organizing, Leading, Controlling) figure to consistently remind the reader how/where the new chapter content fits in to the overall role of management. Very effective!

I love the "chunks" and short chapter sections in this textbook! Each chapter has clearly defined sections (which a student can navigate directly to by using the tabs on the left of the page as soon as a "chapter" is selected) and yet the conclusion of each section and chapter still ties everything in to place. Very well designed.

Organization/Structure/Flow rating: 4

The text is well organized in content, though I tend to like the "POLC" sections to be more clearly defined as "sections" of the textbook (again, the POLC figure at the start of each chapter does clear show which element the new content attaches to). There is logical flow to the content within the chapters and throughout the text overall.

I like the navigation of this textbook. Like any electronic resource, it takes a bit of getting familiar with, but it appears to be very user-friendly. When I facilitate a class using an OER, I like to have the entire textbook available in the very first module of my course in addition to having each assigned chapter available for access directly within the module that includes that specific chapter. I did not experiment to see if that would be an option with this resource.

None that I could find!

I found several examples that supported very respectful references to different cultures/people. My favorite actually involves a story of Goodwill...rather than do the traditional focus on who Goodwill serves, the authors instead focus on how the company is innovative in their strategic planning. In my opinion, that reference not only shows a different light on this company but also reminds the reader of the need for nonprofit organizations to be focused on innovation. A win-win!

I will likely select this textbook next year for my Management Fundamentals course. The authors stress upfront the necessity of determining competitive advantage and continue that theme throughout the book, which is incredibly relevant for management. The cases, discussion questions, and indepth content related to assessments (for personal growth and also for company performance such as the balanced scorecard) add a great array of materials to incorporate into this course. I really like this textbook!

Reviewed by Jeanine Parolini, Teaching Partner, Bethel University on 12/3/18

Principles of Management provides a comprehensive overview of key management and leadership principles for my professional adult undergraduate students. In our program, it is vital that we offer students a progressive big picture overview of the areas they need to consider in leading and managing others, and Principles of Management is that resource for our students. It is easy to access the information in this resource.

Our professional adult students need a resource that they are able to connect with and apply directly to their professional lives. Principles of Management addresses current topics that my students are dealing with in their workplaces, and it offers insights into the personal and professional management and leadership issues that pertain to most organizations today.

My adult professional undergraduate students are able to engage with the content and apply it to their personal and professional lives. The cases and examples in this resources are also relevant to students' experiences and contexts. At the same time, please keep the book up to date with considering a future revision in 2 to 5 years so that the information, examples and cases remain current.

The information is presented to my professional adult undergraduate students in a way that is engaging, practical, and accessible. The books connects well with business students and business issues.

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. They are applying it to their personal and professional lives. As I interact with students in both face to face and online venues, my experience is that students are remembering and practically using the terms and frameworks in real life applications.

Presently, I am using most of the book in my professional adult undergraduate business management course. I am able to offer several chapters in Principles of Management each week as I integrate in other articles and videos to support the week's topics. Students have commented in their evaluations that the reading is accessible, practical, interconnected with the week's topic, and a fair amount of reading for the course.

The chapters are well organized in Principles of Management and the topics in each chapter build upon each other throughout the chapter. The progression of the information in each chapter flows well and supports the practical outcomes such as discussion forums, presentations or writing assignments in my course.

For the most part the text is free from navigation issues. The one area for development is to make sure it is clear when it is a chapter subheading and when it is a figure subheading. Perhaps using a different size font or bolding or italicizing the font for one of those titles may be helpful. I have been confused at times when a figure title falls on the previous page of the actual figure, yet the chapter subheading is at the top of the figure. I have also experienced students' questions on this as well when they are being asked to assess a certain figure in the reading material and want to be sure they have the correct figure. I'd appreciate clearing this up in the next version to avoid confusion.

The text appears to be free from mechanical issues and grammatical errors. I am proud of the way the text presents itself to our professional adult undergrad students.

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. Principles of Management provides support to cultural inclusion in it's discussion of globalization and global trends, values-based leadership, and to some level related to ethics and culture. At the same time, this is a key area to keep up to date on and to realize that the globe is in our workplaces everyday with our diversity. In future revisions, I suggest taking this area to another level in helping readers to manage an innovative and diverse workplace to a greater level by being aware of cultural bias and learning through differences. I supplement the books information with additional material related to bias, insecurity and personal/cultural maturity.

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.

Reviewed by Valerie Wallingford, Professor, Bemidji State University on 6/19/18

There should be a chapter devoted to the 4 functions of management (planning, leading, organizing & controlling) versus just one chapter covering all four primary functions of management so that is why I have ranked it a 3. read more

Text is accurate, case studies are outdated.

Textbook is up-to-date except cases.

The book's clarity is good as provides adequate context for terminology utilized. Easy to understand and comprehend.

Yes, the text is consistent throughout.

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. There are pictures, charts, etc. that also break up the reading.

The organization/flow/structure are similar to many principles of management texts with possibly moving mission/vision chapter earlier but professor can assign chapters in the order they prefer.

The interface is good, as I had no issues with navigation, distortion, or display features.

No grammatical errors were found.

The text was not culturally insensitive or offensive in any way. It was inclusive of a variety of races, ethnicities, and backgrounds.

Reviewed by K Doreen MacAulay, Instructor II, University of South Florida on 3/27/18

The material covers all the basic requirements for a principles of management course. The concepts and applications are on par with what is being taught. I feel the examples are a little dated, but that is something that could easily be augmented... read more

The content of this book is very accurate and I did not find any errors in the delivery of the information.

Relevance/Longevity rating: 3

The concepts are up to date with what is important and covered in a principles of management course. The examples, although relevant to the material, could be a little more up to date. As note, however, this is something that could easily be addressed through classwork.

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.

There are no consistency issues that I found throughout the reading of this book.

The segments within each of the chapters of the book made for an easy and logical flow to the material. Each segment lends itself easily to the learning process for the reader.

Organization/Structure/Flow rating: 2

The actually order of the book chapters, however, did not seem to fit a traditional model. I would not teach the chapters in the order that they are provided, however, I would use all the material provided. Example: I would have motivating after leading; the structure chapter near the end and make chapter 13 - chapter 14 and chapter 14 be chapter 13.

To me a logical concept flow goes from a general introduction, strategy and the go micro level to macro level. This book's order of chapters does not seem to have a clear path.

Some of the pictures seemed out of place because they were small. As well, there was not a uniformed look to the pictures which took away a little from the appearance, but overall the material was easy to read and that is the main point.

Grammatical Errors rating: 4

Easy to read and understand.

Clearly based in a American capitalist approach to knowledge, this book is on par with most American textbooks in this area.

I look forward to incorporating this textbook into my class. I believe for a survey course like this, this work is the ideal foundation to help the students learn.

Reviewed by Debby Thomas, Assistant Professor of Management, George Fox University on 2/1/18

The text covers the basics that other Principles of Management texts do. read more

The text covers the basics that other Principles of Management texts do.

I have found this textbook to be clear and accurate. The case studies are a bit dated, but relevant.

The content of this book is organized around management concepts and principles that will not quickly go out of date. The case studies are concise, practical and relevant and should be fairly easy for the publishers to update occasionally.

This book is written in a way that the concepts are covered thoroughly without being verbose or difficult to understand. The concepts are presented in a way that is easy to comprehend and encourages application.

The terminology and framework of the text are consistent. One minor improvement would be to have a comprehensive table of contents at the beginning of the book (presently there is a table of contents of each chapter at the beginning of the chapter). This would help students follow the overall flow of the text more easily.

This text provides numbered sections for each chapter. I find this helpful and I don't always assign the whole chapter as reading for one class. I can be precise about exactly which parts of which chapters I want the students to read. The text has pictures and charts or graphs to break up the text, and the sections are generally short enough to hold a student's attention.

The topics are presented in a logical fashion. As with most Principles of Management textbooks its impossible to get through all of the content in one semester, but the set up works well to emphasize certain chapters more than others.

The book comes in multiple formats for the convenience of the reader. The PDF is usable only with the use of the built in table of contents (no clickable links to chapters in the PDF).

The text does not contain grammatical errors.

The pictures in the text include people of a variety of ethnicities. I have not found anything in the book that is insensitive or offensive in any way. It also introduces the concepts of unconscious bias early in the text.

Reviewed by Mindy Bean, Faculty, Linn-Benton Community College on 6/20/17

The Principles of Management heavily relies of the POLC method of Planning, Organizing, Leading, and Controlling. The text was unique in covering the basics of each area within each context while tying it in with many factors that managers deal... read more

The books content was very accurate to the date that the sources were presented. A lot of resources were during the recession or before the recession. I feel like an OER that was adapted from 2010 should have included a few more updated examples.

The books concepts will keep for a while, when it comes to management theories there are always more being presented (fades) and there are those that keep the core concepts. I believe this book covers on the hard fundamentals of management while expressing the common trends of management in certain business industries. With technological advances and competitive nature of business, this book's relevance and longevity is based more on the subject matter.

The writing is adequate for the topics being presented. The many examples of firm situations and how they applied the concepts were well placed and had a good consistency until the end of the text. The jargon was appropriate for the subject matter.

The book carried consistent terminology and framework. The rhythm in which the reader gets used to is consistent except for two chapters toward the end in which it extended on my laptop to being about 25 pages. The way in which terms are presented are not in bold but mainly italic or overly emphasized. I believe it to be an easier read then most materials I have came across.

The book was easy and readily divisible into smaller reading sections besides the two chapters I previously mentioned towards the end. I personally would use the OER in that way due to its design to prevent good amounts of information without disruption.

The organization of the text was presented well. It was different from other materials that focus on the POLC and cover each section individually in order. I was impressed by the clear fashion that information was laid out by relating each topic outside of POLC that managers have to deal with and correlating to how it works with POLC when necessary.

The interface worked well. I pulled the book up on three different forms and systems. It was consistent, the visual aids/charts were presented well and I was able to see them all clearly. The only thing I personally didn't like was downloaded on iBooks you had to swipe versus clicking to turn the page.

The cultural relevance was accurate. I did not see any insensitive or offensive material.

I did have problems trying to get this on my Kindle.

Reviewed by Irene Seto, Faculty, Portland Community College on 6/20/17

I was involved with modifying an existing course to utilizes Open Education Resources in our introduction to Management Supervisory course. This text book is one that we selected a few chapters from for our course. I found this book covers all the... read more

I did not encounter any biased or inaccurate information in the textbook.

The principles of Business be the same, but the business world and our technology is constantly changing. I would imagine minor updates of examples and case studies would be needed every 2-3 years.

I found the chapters easy to read and follow. Key terminologies were highlighted and explained well.

Each chapter's layout is consistent and created an easy to follow framework.

The chapters are well organized, similar to many introductory Management textbook. The learning objective and summary for each chapter is good.

The flow of the chapters are fine. But we did not use all of the chapters for our course. Personally, I would put Globalization and Valued Based Leadership (Chapter 3) toward the end.

The embedded links that I came across to and tested were fine. There were not many graphics.

I did not found grammatical errors.

Nothing really stood out that seem to be culturally insensitive.

Page numbers would be helpful!

Reviewed by Holly Jean Greene, Lecturer, University of Tennessee, Knoxville on 6/20/17

The textbook covers subject matter found in most management texts such as the four foundations of management - planning, organizing, leading and controlling ( P-O-L-C). In fact, each chapter links back to P-O-L-C very well. The textbook covers... read more

The textbook covers organizational structure & culture, planning & goal setting, strategy & decision making, teams, leadership & motivation too. A few additional topics covered are social media and communication. One of the text strengths is in it's brevity: It covers a swath of terrain succinctly and would work well in course where an instructor wants to add additional learning tools such as videos and case studies.

I didn't find any areas of obvious inaccuracy or bias. In fact, I find the text is written without the opinion of the authors.

Each chapter includes a "case in point" story that's current or at least covers an event that's occurred within the last ten years.

I like the style in which the text is written - simple, easy to read prose. There are instances where I felt as if the text was written for an 8th grader, yet, if an instructor's goal is to use a text that simply introduces students to the foundations of management and they plan on adding additional learning tools, this is a great text to use.

I didn't see any obvious areas of inconsistency.

Using this text modularity and assigning just the sections students need is one of the text strengths. Each chapter stands on its own.

Organization of the text is clear and logical. In some instances, the text is not in the order I would assign but structuring the subject matter to an instructor's discretion is one of the advantages of using this text.

A few of the images seem small and I believe more images could have been used.

I didn't find any glaring grammatical errors.

Another one of the text strengths is its focus on helping students understand their own behavior. Each chapter contains an activity for students to complete that allows them the opportunity to learn more about their own behavior and biases.

This text in combination with additional learning materials - videos, case studies, self-assessment assignment - is a solid choice to use.

Reviewed by Paul Jacques, Associate Professor, Rhode Island College on 4/11/17

Each of the concepts that are typically covered in a Principles of Management course are included in this manuscript. The table of contents, chapter index, are helpful. Glossary of key terms is embedded within each chapter and could perhaps be broken out in a separate chapter section (end of chapter?) to aid comprehension. There was no index included in this reviewer’s copy of the text.

The concepts included are presented accurately.

To be sure, each of the topics covered in this text are within the scope of the body of knowledge that an Introduction to Management student would be expected to master. The references are quite dated, however, with the bulk of the most recent references being from 2008. That said, and perhaps in the interest of providing the most updated references possible, citations from seminal work (example: NEO-PI, Costa and McCrae, 1985) are largely ignored in lieu of more recent, but relatively lightweight, work s. While major concepts are explained, the impact of these concepts on the world of work/management are given much less emphasis. To the reader, this approach can be perceived as being presented with a stream of facts, one after the other, with little attempt at anchoring the concepts to applications.

Clarity rating: 3

What’s here is good with my main concern being that there’s large sections of pure, unbroken text. I would think that the “Key takeaway” segments could be more numerous throughout the chapter. The Moreover, these takeaways would seem to benefit from several “key implications for managers” summaries throughout the chapter. As it stands now, it appears to be left to the student to pull out the relevance of the various concepts explained.

It seems apparent that there was a great deal of work involved in the preparation of the book manuscript. Each chapter’s flow and appearance are similar to that in each of the other chapters.

Each chapter appears to be designed to stand alone.

The “What’s in it for me?” chapter introductions are a useful and clever way of avoiding the more sterile term “chapter learning objectives.” The significant challenge to the student, however, is to internalize the chapter readings so that he/she sees the applicability.

Not sure if it’s a browser/printer issue, but some of the images were inordinately small (ex: figure 2.11, p. 63). Moreover, several of the figures are orphaned in the text – no reference/support afforded by surrounding paragraphs.

This reviewer observed no instances of grammatical errors which, in a work of this size (over 600 pages) is compelling evidence of polished, thoughtful preparation.

There were no examples of cultural insensitivity. To the contrary, the authors added to the reader’s understanding of the topic by presentation of findings related to the GLOBE study. Perhaps a more comprehensive treatment of the topic would have resulted had the authors presented the idea of diversity from a “levels of analysis” perspective – individual, dyad, group/collective. This approach would seem to result in a more efficient presentation of the topic and one that is applicable to all levels of management.

Overall, it seems that a strength of this text is that it encompasses a full gamut of topics that are typically included in a Principles of Management course at the undergraduate level. This reviewer found the content to be quite strong, but the interface between content and learner to be the main opportunity that exists with this title. Specifically, cases are interspersed throughout the text/chapters, but there are no questions related to any of the cases and so the cases come across more as stories than they do point of convergence/learning. In addition, the segments that are labelled “Exercises” at the end of each chapter’s segments would be more aptly referred to as simply “chapter segment questions.” The reality that there is no real deep thought required to answer the questions nor are they reflective of any experiential/active learning. The word that this reviewer keeps coming back to is “Application.” The text boasts truly excellent content, but the application portion is largely missing.

Reviewed by David Bess, Professor, University of Hawaii on 8/21/16

The text covers the major topics taught in a typical introduction to management course quite thoroughly. read more

The text covers the major topics taught in a typical introduction to management course quite thoroughly.

It read well and seemed to be quite accurate in terms of the theories/concepts and their applications.

It is up to date...other than maybe some cases.

It is easy to read; has nice summary sections; flows well./

It is consistent.

It is easy to read and has nice short sections with summaries.

The topics are presented in a logical fashion. They are offered in the rough order found in many principles texts. It is not the order in which I teach them...but it is logical and clear.

The interface is sound.

The grammar is sound.

I believe it is ;culturally relevant for most cultures.

I wish it had page numbers....it is a bit difficult to navigate.

Reviewed by Kim bishop, Adjunct Faculty, Portland Community College on 8/21/16

Yes, the subjects match up with what our school has for Course content and outcome Guides, for this course. It covers all subjects adequately. read more

Yes, the subjects match up with what our school has for Course content and outcome Guides, for this course. It covers all subjects adequately.

I did not find any errors and I did not see it as biased in any way. I guess it would depend on what you call accuracy and unbiased. For my needs, from what I have been taught and from what I have learned in the working world, I found it adequate.

The only things that would need updating would be case studies that could be more current since it was written in 2010. Having more current up to date case studies would be more interesting to the students and more engaging since it would be current or within the last couple of years at least.

very easy to read and understand. There were a couple of acronyms that were new to me, but the way they were laid out in the objectives and then addressed were helpful.

I love the way it is laid out. each chapter was easy to navigate and set up. It is the same for each objective and chapter giving you lots of options for discussion and for assigning work.

It is organized excellently. as mentioned before I like how it is laid out with learning objectives, content, key take away and exercises for each section. I like the What's in it for Me, at the beginning of the chapter so it shows students what they will get out of the chapter and then it ties in with each section. I really like how this book is laid out.

Yes, very logical and easy to read as mentioned before. Student gets to see what they will learn and how they can apply it, then each section is broken down to address the learning objectives.

There was not a lot of graphics or pictures, but the links do work that are embedded for external work.

I could not find any glaring grammatical errors.

I did not find any examples of cultural insentitivity

I really like this book and I am going to use for my course in the fall as a resource. I really like how it is laid out and the case studies the exercises, discussion points as well as the external resources like finding out what your learning style is. I like that it does not have a bunch of fluff and pictures and graphics as I will use this as a resource. It is intuitive and as current as it can be. 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. it was an easy read and did not feel like you were reading a textbook but interesting information about management. 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.

Reviewed by Brian Richardson, Adjunct Faculty, University of Hawaii at Manoa on 8/21/16

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 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 11.5 million more jobs than workers in the United States by 2010." Given that this is a book last updated in 2015, the data should have been updated as well, especially given how wrong it turned out to be. Interestingly, this source is a Wired magazine article from 2007, 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 182). 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 281). 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.

Organization/Structure/Flow rating: 3

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.

Interface rating: 3

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 100 pages worth of unnecessary white space in the text, which turns a 500-odd page book into over 600 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 279, the caption and the picture do not match.

Cultural Relevance rating: 3

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 150 and 151), even though the sample table for tracking stakeholders (page 148) does not mention them. Unions are seen as a punishment for businesses that appear to be unjust (page 529). 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.

Chapter 1: Introduction to Principles of Management

1.1 Introduction to Principles of Management
1.2 Case in Point: Doing Good as a Core Business Strategy
1.3 Who Are Managers?
1.4 Leadership, Entrepreneurship, and Strategy
1.5 Planning, Organizing, Leading, and Controlling
1.6 Economic, Social, and Environmental Performance
1.7 Performance of Individuals and Groups
1.8 Your Principles of Management Survivor's Guide

Chapter 2: Personality, Attitudes, and Work Behaviors

2.1 Chapter Introduction
2.2 Case in Point: SAS Institute Invests in Employees
2.3 Personality and Values
2.4 Perception
2.5 Work Attitudes
2.6 The Interactionist Perspective: The Role of Fit
2.7 Work Behaviors
2.8 Developing Your Positive Attitude Skills

Chapter 3: History, Globalization, and Values-Based Leadership

3.1 History, Globalization, and Values-Based Leadership
3.2 Case in Point: Hanna Andersson Corporation Changes for Good
3.3 Ancient History: Management Through the 1990s
3.4 Contemporary Principles of Management
3.5 Global Trends
3.6 Globalization and Principles of Management
3.7 Developing Your Values-Based Leadership Skills

Chapter 4: Developing Mission, Vision, and Values

4.1 Developing Mission, Vision, and Values
4.2 Case in Point: Xerox Motivates Employees for Success
4.3 The Roles of Mission, Vision, and Values
4.4 Mission and Vision in the P-O-L-C Framework
4.5 Creativity and Passion
4.6 Stakeholders
4.7 Crafting Mission and Vision Statements
4.8 Developing Your Personal Mission and Vision

Chapter 5: Strategizing

5.1 Strategizing
5.2 Case in Point: Unnamed Publisher Transforms Textbook Industry
5.3 Strategic Management in the P-O-L-C Framew

Ancillary Material

About the book.

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 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.

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.

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The Four Functions of Management (With Examples)

What Is A Mentor
Mentor Traits
Talent Management
Performance Improvement Plan
Performance Review Phrases
Four Functions Of Management
Difference Between Goals And Objectives
How To Give Employees Feedback
What Is An Operational Environment
Key Success Factors
How To Not Get Fired
How To Be More Confident At Work
One-On-One Meeting
Performance Management
Professional Development
The Peter Principle
Positive Feedback
Low Hanging Fruit
Upskill Your Employees
Motivation Letter

The four functions of management are generally accepted to be planning, organizing, leading, and controlling. Managers need to be able to effectively make use of each of these functions to be successful in leading their direct reports. Properly managing a team leads to higher productivity, better relationships, and trust.

Being an effective manager is complex and requires adapting to situations. If you’re wondering what the four functions of management are, then this article will delve into the four functions and how they help you to manage a team.

Key Takeaways:

Planning requires identifying challenges and formulating objectives accurately.

To lead successfully, create a shared vision, communicate effectively, and lead by example.

Understanding and mastering these four functions will allow you to lead teams that break records and stand out in the workplace.

Using the four functions will create stronger bonds between a manager and the employee and create an overall better work environment.

The four functions of management

Tips for practicing the four functions of management, the four functions of management faq, final thoughts.

The four functions of management are often laid out as if they’re meant to be in order: plan, organize, lead, and control. Managing a project rarely goes in a straight line, meaning that your management style can get tangled up. While not being rigid is a positive thing, sometimes it’s good to return to basics so you don’t get pulled off course.

Here’s more detail on the four essential managerial tasks: planning, organizing, leading, and controlling.

Planning. Managers must navigate the decision-making process to help their team reach company goals. Effectively mapping out a strategy to tackle a project is a must for a manager, as it breaks the project down into pieces that can be completed by team members.

Effective planning involves a few important aspects:

Identify challenges. Managers need to be aware of the challenges facing their team or business and what potential solutions are available to them.

Forecast future business. To determine the proper solution to each challenge, managers must be able to forecast the future impact of each particular solution on the business.

Formulate objectives and deadlines. Once a solution to a problem is identified, a manager needs to create a game plan to apply it. This involves planning out individual steps and setting appropriate deadlines and time frames .

Reevaluation. Managers need to stay constantly alert to changing situations. If a plan requires adjustments or isn’t working at all, it’s up to managers to identify the proper direction to lead the team.

Maintain efficiency . Throughout the entire planning process, effective managers should also understand how to allocate resources and reduce waste efficiently.

Organizing. To complete projects or meet any other company goals, managers must effectively organize resources. Doing so is often a fine balancing act, as any given team will only have a limited pool of available workers, funding, and other resources to accomplish their objectives.

Creating structure. The main purpose of organizing is to create structure and a set of rules to follow. This includes assigning authority, laying the groundwork for the project, and setting expectations for employees.

Assigning tasks. A vital part of organizing a project is deciding who does what. If a task doesn’t end up being anyone’s responsibility, there’s a good chance it won’t be finished. That’s why assignments are so important: they ensure the project runs smoothly.

Allocating resources. In order to get a project done, you’ll need resources. Budgeting, equipment, technology, and office space are all necessary resources, and personnel need access to them to be able to proceed.

Determining staffing needs. As goals change, your need for staff will also change. Who gets assigned where is an aspect of this, as is whether or not you need to hire new personnel. As times change, different departments become more important, or will need to be created, and staffing needs change as a result.

Leading. Sometimes referred to as motivating or even directing, this is where managers show their leadership skills. Managers give their direct reports goals and objectives, as well as check in to make sure that they’re accomplishing their assigned tasks.

There are generally considered to be four overarching styles of leading:

Directing. If you tend to give your employees detailed assigned tasks and then leave them to it, you’re a director . That means that you give precise instructions, but aren’t very involved in how your subordinates go about completing the task.

Coaching. This is the most hands-on of the four styles. The coaching style involves detailed instructions along with a lot of follow-up and assistance. This is most often needed for new employees who are still learning or an employee that’s taking on a new task or role.

Supporting. Almost the exact opposite of directing, supporting is not giving your employees a lot of direction in their task, but offering yourself to help whenever they need it.

Delegating. This is the most hands-off of any of the leadership styles. Delegating means that you essentially cede part of your authority to a direct report. They are then completely in charge of whatever the task is, and you trust them to make decisions where needed.

Controlling. Despite the negative aspect of the word control, this is just as import an aspect of management as any other. Keeping control of the project and the employees is a requirement, in terms of maintaining authority and keeping control of the project itself.

There are two primary aspects to controlling:

Budgeting. Making alterations to the budget may become necessary as a project progresses. This can be cutting back on certain places, or going over budget in others. Sometimes money needs to be pulled from one place to another, or pieces need to be cut out entirely.

Staffing. If your staff isn’t performing properly — or you don’t have enough — then altering the dynamic is necessary. This can be hiring new people, reassigning employees, or letting them go.

Whether you’re an engineer or marketing manager , the principles behind effective management remain the same.

Follow these tips to maximize your performance:

Planning tips

Effective planners employ strategies to help them accurately identify important tasks and their priority levels and determine appropriate timelines to complete them:

Carefully assess time frames.

Before setting any concrete time frames for a major task, carefully evaluate whether the deadline is appropriate.

Casually committing to unreasonable time frames can cause major problems for a project later down the line.

If you later realize that a certain task requires more time than originally planned, then you may need to delay other dependent tasks as a result.

This translates to a massive waste of resources in multiple areas.

Some employees will be sitting idly, while others will be overworked and lose morale . Your team may suffer the consequences of delayed deadlines, and in extreme cases, entire projects will need to be abandoned.

Perform SWOT analysis. A SWOT analysis provides you with a comprehensive view of your team’s strengths, weaknesses, and potential risks.

Understanding your company’s strengths allows you to choose the right strategies for capitalizing on short-term opportunities.

Identifying weaknesses and risks are critical for improving them and setting your business on the right path for long-term growth.

Organizing tips

Effective resource coordination is a foundational requirement for any business or team’s future success. Disorganized managers result in employees being shuffled around and resource bottlenecks, which are both highly disruptive to any team’s goals.

Define and classify activities. Before assigning a single employee, clearly define the goals and duties associated with each position.

You don’t want to realize later on that although a certain employee’s job title matches the position, their experience doesn’t match what’s required in this specific case.

Many companies also fail to recognize tasks that could be easily automated , which translates to employee hours constantly wasted.

Specify reporting status/breadth of power. Even if a team or company is filled with competent employees, it’s doomed to fail if there isn’t a coherent internal structure.

Specify which roles report to which management positions, and determine the breadth of power that each supervisor holds in different departments.

Don’t be scared to alter your team’s structure. Many initially successful start-ups fail because they weren’t able to adjust to rapid growth.

As long as you’ve closely analyzed the pros and cons, don’t be scared to make necessary drastic changes to your team’s internal structure.

Leading tips

Effective leadership isn’t hard science, but there are key principles that most great leaders put into practice.

Create a shared vision. Align the success of the team with that of the individual.

Although bonuses and financial incentives are great tools, they shouldn’t be the only motivators you employ.

Try to provide training and developmental opportunities for your employees to list on their resumes and cover letters . Challenge them and make projects gratifying experiences to work through.

Establish a positive team culture where employees support each other and celebrate their progress and victories.

Lead by example. Exemplify the qualities that you want your team to have.

If team members see you tackling a difficult project with an obstacle head-on, they’ll feel compelled to put in the same amount of effort and do their part.

If you foster a positive attitude, others will react accordingly and spread that mindset around the team.

Develop strong communication skills . You need to inspire employees so that they become self-motivating.

Being a good listener and using empathy allows you to identify team members’ concerns and questions before they become problems.

Managers are responsible for ensuring that all employees understand the team’s objectives. You shouldn’t just say them and assume that everyone is on board.

Make sure that each employee knows what’s expected of them and adjust your communication methods to match the individual.

With the rise of remote work and team communications moving to platforms such as Slack , you need to adjust and make sure you’re proficient with the necessary tools.

Teams are often diverse in their personalities and backgrounds, meaning that miscommunication and conflicts will inevitably arise. You need to be able to adjudicate and resolve miscommunications in a way that’s perceived as fair by all.

Foster respect and trust. There are many ways to build respect and trust with your fellow team members.

Rather than micromanage employees, monitor their performance.

If a worker is performing poorly, then try and step in and assess how you can help them improve. If an employee is meeting performance standards, then micromanagement and constant supervision will only disrupt their activities.

Team lunches can also be a great way to get to know your coworkers and build a cohesive team dynamic.

Controlling tips

Controlling is all about making sure that objectives are met and understanding how to make appropriate adjustments when issues arise.

Set concrete quality standards.

Set concrete standards so that you can actually determine if a particular goal has been met.

This is especially important to do for project milestones. It’s bad if a team is behind schedule or underperforming, but downright disastrous if they don’t even realize it.

Concrete standards allow you and supervisors under you to identify poor performance and respond accordingly.

Monitor, but don’t micromanage. You need to develop a strategy so that managers in each department can continually monitor workers’ work quality and performance.

However, make sure that your method doesn’t micromanage and disrupt employee activities.

Prepare strategies for improving performance. You want to prepare methods for responding to poor performance and contingencies before they actually occur.

This could come in the form of training programs or resources to help employees . It could also involve alternative business procedures and processes.

What are examples of the four functions of management?

Examples of the four functions of management include planning checkpoints into a project schedule to help your team hit the end deadline, assigning tasks to team members in accordance with their skills, leading by example by assigning yourself a task and completing it well, and readjusting the team’s workload as needed throughout the project.

Planning. Incorporating checkpoints or mini-deadlines into a project to help ensure your team is going to hit their end goal on time is an example of the planning function of management. By slicing up the timeline into smaller, more manageable chunks, your team will (hopefully) be less likely to procrastinate, and you’ll be able to review their work and make adjustments along the way.

In setting up these deadlines, you’ll be identifying challenges that your team may run into along the way and creating solutions to overcome, avoid, or minimize them. You’ll also be reevaluating the project’s performance as it moves along and ensuring it’s as efficient as possible, all of which are important steps in the planning function of management.

Organizing. Organizing is the second function of management, and a large part of this is assigning tasks to your team members according to their abilities. This requires knowing what needs to be done to finish a project and understanding what each of your team members brings to the table as far as strengths, weaknesses, available time, and the assumed time it will take to complete.

Leading. The third function of management is leadership, and one of the most powerful forms of this is leading by example. Don’t just assign a bunch of tasks and then go hide in your office until the project’s done. Show your team that you’re invested in the project by taking on some tasks yourself.

That doesn’t mean micromanaging or taking over someone else’s job, but you can take on appropriate tasks such as ensuring your team has all the resources they need when they need them, setting up clear communication channels so no one is confused or frustrated, and providing support with anything else you can, even if that’s buying everyone lunch during crunch time.

Controlling. Finally, being willing to readjust the workload as the project progresses is an example of the controlling function of management. You can’t just set a project in motion and walk away: You need to keep tabs on it and make adjustments as it progresses. This often means reassigning tasks as some turn out to be more time-consuming, challenging, or unproductive than expected.

How do you describe the type of management activity with each function of management?

You can describe the type of management activity with the planning function of management as looking ahead at the goals your team needs to reach and the challenges they might encounter along the way. Then, you make a plan to get to those goals and conquer those challenges.

For the organizing function of management, you can describe it as taking stock of and managing resources in a way that allows your team to reach their goals. These resources may be physical materials and finances, but they also may be people, which means you need to be able to assess each team member’s strengths and weaknesses and train them and assign them tasks accordingly.

You can describe the leading function of management as directing and motivating your team members so that they can accomplish their goals. This involves communicating with them, motivating them, and providing them with opportunities to grow, as well as standing up for them, getting them the resources they need, and leading by example.

What are the three levels of management and their functions?

The three levels of management are administrative, executive, and supervisory. Their functions are to oversee the company’s direction, policies, and strategies, to ensure departments are functioning in accordance with that direction and those policies and strategies, and to oversee and direct the day-to-day activities of employees, respectively.

Administrative. The administrative level of management is also called the managerial or top level of management, and it comprises companies’ CEOs and boards of directors. These leaders are responsible for the big picture of the company: What its ultimate mission is and the widespread policies and practices that will allow it to get there.

Executive. The executive or middle-level management’s job is to ensure that those policies and practices are successfully put into practice in their respective departments. These managers do more day-to-day than the administrative managers do, but they’re also in charge of the big-picture success of their departments, giving them a unique set of responsibilities.

This level of management is made up of branch managers, department heads, and vice presidents, and it can often include multiple layers of managers.

Supervisory. The third level of management is the supervisory level, also referred to as the operative or lower level of management. These managers work directly with employees to ensure their work is furthering goals and strategies put into place by middle- and upper-level managers.

These managers have the most day-to-day responsibilities such as creating work schedules, assigning tasks, motivating employees, and handling workers’ mistakes or complaints. They’re the ones tasked with making sure the week’s work gets done correctly and on time so that the company can meet its overarching goals.

Why are the four functions of management important?

The four functions of management are important because they’re a way to order management’s duties and ensure that projects are done properly. Managers aren’t required to follow them to the letter, but they do offer guidelines and guardrails in terms of how to manage, as well as a roadmap to being an effective manager.

Developing your leadership skills will lead to career success, but knowing how to make decisions and execute plans is only half the battle. Understanding the key functions of your role will help keep you on track and make you a more effective leader .

For managers looking to improve employee performance and engagement, taking the time to assess your own leadership style and identify areas for improvement will help make you a more effective leader. Whether it’s planning, organizing, leading, or controlling, every manager can take steps toward better adhering to the four functions of management.

Fort Hays State University – The Four Functions of Management: An Essential Guide to Management Principles

Forbes — The Role of the Successful Manager in Four Simple Functions

Harvard Business Review — The Role of a Manager Has to Change in 5 Key Ways

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Kate is a graduate of Brigham Young University, where she completed a degree in Comparative Literature with a minor in Mathematics. She lives in the Pacific Northwest and enjoys hiking and reading.

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Managerial Functions

Harvard Case Studies

Harvard Business Case Studies Solutions – Assignment Help

In most courses studied at Harvard Business schools, students are provided with a case study. Major HBR cases concerns on a whole industry, a whole organization or some part of organization; profitable or non-profitable organizations. Student’s role is to analyze the case and diagnose the situation, identify the problem and then give appropriate recommendations and steps to be taken.

porter’s five forces model

To make a detailed case analysis, student should follow these steps:

STEP 1: Reading Up Harvard Case Study Method Guide:

Case study method guide is provided to students which determine the aspects of problem needed to be considered while analyzing a case study. It is very important to have a thorough reading and understanding of guidelines provided. However, poor guide reading will lead to misunderstanding of case and failure of analyses. It is recommended to read guidelines before and after reading the case to understand what is asked and how the questions are to be answered. Therefore, in-depth understanding f case guidelines is very important.

Harvard Case Study Solutions

STEP 2: Reading The Managerial Functions Harvard Case Study:

To have a complete understanding of the case, one should focus on case reading. It is said that case should be read two times. Initially, fast reading without taking notes and underlines should be done. Initial reading is to get a rough idea of what information is provided for the analyses. Then, a very careful reading should be done at second time reading of the case. This time, highlighting the important point and mark the necessary information provided in the case. In addition, the quantitative data in case, and its relations with other quantitative or qualitative variables should be given more importance. Also, manipulating different data and combining with other information available will give a new insight. However, all of the information provided is not reliable and relevant.

When having a fast reading, following points should be noted:

Nature of organization
Nature if industry in which organization operates.
External environment that is effecting organization
Problems being faced by management
Identification of communication strategies.
Any relevant strategy that can be added.
Control and out-of-control situations.

When reading the case for second time, following points should be considered:

Decisions needed to be made and the responsible Person to make decision.
Objectives of the organization and key players in this case.
The compatibility of objectives. if not, their reconciliations and necessary redefinition.
Sources and constraints of organization from meeting its objectives.

After reading the case and guidelines thoroughly, reader should go forward and start the analyses of the case.

Pest analysis

STEP 3: Doing The Case Analysis Of Managerial Functions:

To make an appropriate case analyses, firstly, reader should mark the important problems that are happening in the organization. There may be multiple problems that can be faced by any organization. Secondly, after identifying problems in the company, identify the most concerned and important problem that needed to be focused.

Firstly, the introduction is written. After having a clear idea of what is defined in the case, we deliver it to the reader. It is better to start the introduction from any historical or social context. The challenging diagnosis for Managerial Functions and the management of information is needed to be provided. However, introduction should not be longer than 6-7 lines in a paragraph. As the most important objective is to convey the most important message for to the reader.

After introduction, problem statement is defined. In the problem statement, the company’s most important problem and constraints to solve these problems should be define clearly. However, the problem should be concisely define in no more than a paragraph. After defining the problems and constraints, analysis of the case study is begin.

STEP 4: SWOT Analysis of the Managerial Functions HBR Case Solution:

SWOT analysis helps the business to identify its strengths and weaknesses, as well as understanding of opportunity that can be availed and the threat that the company is facing. SWOT for Managerial Functions is a powerful tool of analysis as it provide a thought to uncover and exploit the opportunities that can be used to increase and enhance company’s operations. In addition, it also identifies the weaknesses of the organization that will help to be eliminated and manage the threats that would catch the attention of the management.

This strategy helps the company to make any strategy that would differentiate the company from competitors, so that the organization can compete successfully in the industry. The strengths and weaknesses are obtained from internal organization. Whereas, the opportunities and threats are generally related from external environment of organization. Moreover, it is also called Internal-External Analysis.

In the strengths, management should identify the following points exists in the organization:

Advantages of the organization
Activities of the company better than competitors.
Unique resources and low cost resources company have.
Activities and resources market sees as the company’s strength.
Unique selling proposition of the company.

WEAKNESSES:

Improvement that could be done.
Activities that can be avoided for Managerial Functions.
Activities that can be determined as your weakness in the market.
Factors that can reduce the sales.
Competitor’s activities that can be seen as your weakness.

OPPORTUNITIES:

Good opportunities that can be spotted.
Interesting trends of industry.
Change in technology and market strategies
Government policy changes that is related to the company’s field
Changes in social patterns and lifestyles.
Local events.

Following points can be identified as a threat to company:

Company’s facing obstacles.
Activities of competitors.
Product and services quality standards
Threat from changing technologies
Financial/cash flow problems
Weakness that threaten the business.

Following points should be considered when applying SWOT to the analysis:

Precise and verifiable phrases should be sued.
Prioritize the points under each head, so that management can identify which step has to be taken first.
Apply the analyses at proposed level. Clear yourself first that on what basis you have to apply SWOT matrix.
Make sure that points identified should carry itself with strategy formulation process.
Use particular terms (like USP, Core Competencies Analyses etc.) to get a comprehensive picture of analyses.

STEP 5: PESTEL/ PEST Analysis of Managerial Functions Case Solution:

Pest analyses is a widely used tool to analyze the Political, Economic, Socio-cultural, Technological, Environmental and legal situations which can provide great and new opportunities to the company as well as these factors can also threat the company, to be dangerous in future.

Pest analysis is very important and informative. It is used for the purpose of identifying business opportunities and advance threat warning. Moreover, it also helps to the extent to which change is useful for the company and also guide the direction for the change. In addition, it also helps to avoid activities and actions that will be harmful for the company in future, including projects and strategies.

To analyze the business objective and its opportunities and threats, following steps should be followed:

Brainstorm and assumption the changes that should be made to organization. Answer the necessary questions that are related to specific needs of organization
Analyze the opportunities that would be happen due to the change.
Analyze the threats and issues that would be caused due to change.
Perform cost benefit analyses and take the appropriate action.

PEST FACTORS:

Next political elections and changes that will happen in the country due to these elections
Strong and powerful political person, his point of view on business policies and their effect on the organization.
Strength of property rights and law rules. And its ratio with corruption and organized crimes. Changes in these situation and its effects.
Change in Legislation and taxation effects on the company
Trend of regulations and deregulations. Effects of change in business regulations
Timescale of legislative change.
Other political factors likely to change for Managerial Functions.

ECONOMICAL:

Position and current economy trend i.e. growing, stagnant or declining.
Exchange rates fluctuations and its relation with company.
Change in Level of customer’s disposable income and its effect.
Fluctuation in unemployment rate and its effect on hiring of skilled employees
Access to credit and loans. And its effects on company
Effect of globalization on economic environment
Considerations on other economic factors

SOCIO-CULTURAL:

Change in population growth rate and age factors, and its impacts on organization.
Effect on organization due to Change in attitudes and generational shifts.
Standards of health, education and social mobility levels. Its changes and effects on company.
Employment patterns, job market trend and attitude towards work according to different age groups.

case study solutions

Social attitudes and social trends, change in socio culture an dits effects.
Religious believers and life styles and its effects on organization
Other socio culture factors and its impacts.

TECHNOLOGICAL:

Any new technology that company is using
Any new technology in market that could affect the work, organization or industry
Access of competitors to the new technologies and its impact on their product development/better services.
Research areas of government and education institutes in which the company can make any efforts
Changes in infra-structure and its effects on work flow
Existing technology that can facilitate the company
Other technological factors and their impacts on company and industry

These headings and analyses would help the company to consider these factors and make a “big picture” of company’s characteristics. This will help the manager to take the decision and drawing conclusion about the forces that would create a big impact on company and its resources.

STEP 6: Porter’s Five Forces/ Strategic Analysis Of The Managerial Functions Case Study:

To analyze the structure of a company and its corporate strategy, Porter’s five forces model is used. In this model, five forces have been identified which play an important part in shaping the market and industry. These forces are used to measure competition intensity and profitability of an industry and market.

porter’s five forces model

These forces refers to micro environment and the company ability to serve its customers and make a profit. These five forces includes three forces from horizontal competition and two forces from vertical competition. The five forces are discussed below:

THREAT OF NEW ENTRANTS:
as the industry have high profits, many new entrants will try to enter into the market. However, the new entrants will eventually cause decrease in overall industry profits. Therefore, it is necessary to block the new entrants in the industry. following factors is describing the level of threat to new entrants:
Barriers to entry that includes copy rights and patents.
High capital requirement
Government restricted policies
Switching cost
Access to suppliers and distributions
Customer loyalty to established brands.
THREAT OF SUBSTITUTES:
this describes the threat to company. If the goods and services are not up to the standard, consumers can use substitutes and alternatives that do not need any extra effort and do not make a major difference. For example, using Aquafina in substitution of tap water, Pepsi in alternative of Coca Cola. The potential factors that made customer shift to substitutes are as follows:
Price performance of substitute
Switching costs of buyer
Products substitute available in the market
Reduction of quality
Close substitution are available
DEGREE OF INDUSTRY RIVALRY:
the lesser money and resources are required to enter into any industry, the higher there will be new competitors and be an effective competitor. It will also weaken the company’s position. Following are the potential factors that will influence the company’s competition:
Competitive advantage
Continuous innovation
Sustainable position in competitive advantage
Level of advertising
Competitive strategy
BARGAINING POWER OF BUYERS:
it deals with the ability of customers to take down the prices. It mainly consists the importance of a customer and the level of cost if a customer will switch from one product to another. The buyer power is high if there are too many alternatives available. And the buyer power is low if there are lesser options of alternatives and switching. Following factors will influence the buying power of customers:
Bargaining leverage
Switching cost of a buyer
Buyer price sensitivity
Competitive advantage of company’s product
BARGAINING POWER OF SUPPLIERS:
this refers to the supplier’s ability of increasing and decreasing prices. If there are few alternatives o supplier available, this will threat the company and it would have to purchase its raw material in supplier’s terms. However, if there are many suppliers alternative, suppliers have low bargaining power and company do not have to face high switching cost. The potential factors that effects bargaining power of suppliers are the following:
Input differentiation
Impact of cost on differentiation
Strength of distribution centers
Input substitute’s availability.

STEP 7: VRIO Analysis of Managerial Functions:

Vrio analysis for Managerial Functions case study identified the four main attributes which helps the organization to gain a competitive advantages. The author of this theory suggests that firm must be valuable, rare, imperfectly imitable and perfectly non sustainable. Therefore there must be some resources and capabilities in an organization that can facilitate the competitive advantage to company. The four components of VRIO analysis are described below: VALUABLE: the company must have some resources or strategies that can exploit opportunities and defend the company from major threats. If the company holds some value then answer is yes. Resources are also valuable if they provide customer satisfaction and increase customer value. This value may create by increasing differentiation in existing product or decrease its price. Is these conditions are not met, company may lead to competitive disadvantage. Therefore, it is necessary to continually review the Managerial Functions company’s activities and resources values. RARE: the resources of the Managerial Functions company that are not used by any other company are known as rare. Rare and valuable resources grant much competitive advantages to the firm. However, when more than one few companies uses the same resources and provide competitive parity are also known as rare resources. Even, the competitive parity is not desired position, but the company should not lose its valuable resources, even they are common. COSTLY TO IMITATE: the resources are costly to imitate, if other organizations cannot imitate it. However, imitation is done in two ways. One is duplicating that is direct imitation and the other one is substituting that is indirect imitation. Any firm who has valuable and rare resources, and these resources are costly to imitate, have achieved their competitive advantage. However, resources should also be perfectly non sustainable. The reasons that resource imitation is costly are historical conditions, casual ambiguity and social complexity. ORGANIZED TO CAPTURE VALUE: resources, itself, cannot provide advantages to organization until it is organized and exploit to do so. A firm (like Managerial Functions) must organize its management systems, processes, policies and strategies to fully utilize the resource’s potential to be valuable, rare and costly to imitate.

STEP 8: Generating Alternatives For Managerial Functions Case Solution:

After completing the analyses of the company, its opportunities and threats, it is important to generate a solution of the problem and the alternatives a company can apply in order to solve its problems. To generate the alternative of problem, following things must to be kept in mind:

Realistic solution should be identified that can be operated in the company, with all its constraints and opportunities.
as the problem and its solution cannot occur at the same time, it should be described as mutually exclusive
it is not possible for a company to not to take any action, therefore, the alternative of doing nothing is not viable.
Student should provide more than one decent solution. Providing two undesirable alternatives to make the other one attractive is not acceptable.

Once the alternatives have been generated, student should evaluate the options and select the appropriate and viable solution for the company.

STEP 9: Selection Of Alternatives For Managerial Functions Case Solution:

It is very important to select the alternatives and then evaluate the best one as the company have limited choices and constraints. Therefore to select the best alternative, there are many factors that is needed to be kept in mind. The criteria’s on which business decisions are to be selected areas under:

Improve profitability
Increase sales, market shares, return on investments
Customer satisfaction
Brand image
Corporate mission, vision and strategy
Resources and capabilities

Alternatives should be measures that which alternative will perform better than other one and the valid reasons. In addition, alternatives should be related to the problem statements and issues described in the case study.

STEP 10: Evaluation Of Alternatives For Managerial Functions Case Solution:

If the selected alternative is fulfilling the above criteria, the decision should be taken straightforwardly. Best alternative should be selected must be the best when evaluating it on the decision criteria. Another method used to evaluate the alternatives are the list of pros and cons of each alternative and one who has more pros than cons and can be workable under organizational constraints.

STEP 11: Recommendations For Managerial Functions Case Study (Solution):

There should be only one recommendation to enhance the company’s operations and its growth or solving its problems. The decision that is being taken should be justified and viable for solving the problems.

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Homework Questions

Case 4.1 Cost Functions Carley Rodes

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Business Decision Makers
Dynamics 365 Sales

New Microsoft Dynamics 365 and Microsoft Copilot innovations for supply chain, sales, and service join the 2024 release wave 1

By Bryan Goode, Corporate Vice President, Business Applications and Platform
Dynamics 365 Supply Chain Management
Microsoft Copilot for Sales

Sellers, service agents, and supply chain professionals share a common goal: delivering quality goods and services to customers on time, every time. Today, we are announcing new experiences for Microsoft Dynamics 365 that help professionals across business functions to collaboratively solve challenges, streamline workflows, and focus on what matters most—key factors for transformative customer experiences. These new products and capabilities join hundreds of other features launching between April and September as part of the 2024 release wave 1 .

Innovations announced include:

New AI demand planning capabilities in Microsoft Dynamics 365 Supply Chain Management Premium, a new product offering that’s now available.
New AI-powered insights and actionable recommendations to improve operational processes and deliver exceptional customer experiences, from sales to service.
Updates to Microsoft Copilot for Sales and Microsoft Copilot for Service, extending Microsoft Copilot for Microsoft 365 with role-specific insights and actions that integrate with your existing contact center, customer relationship management (CRM) systems, and productivity apps.

New AI capabilities with Dynamics 365 Supply Chain Management Premium

In October 2023, we announced the public preview of new demand planning capabilities for Dynamics 365 Supply Chain Management. These capabilities are available today in a new product offering, Dynamics 365 Supply Chain Management Premium. The new demand planning capabilities create a more flexible, simplified, and intuitive user experience. By combining insights with streamlined collaboration, planners can have an increased level of trust for a more reliable forecast. Customers like Poloplast , an Austrian pipe manufacturer, is using Dynamics 365 to enhance its demand planning and forecasting.

“The storage space allocation of our goods has improved because it is now based on statistical methods surfaced in Dynamics 365 … . We have seen a measurable reduction in external storage costs as a result, significantly less than what we used to require.” Holger Kreisel: Head of Enterprise Resource Planning, Poloplast

With general availability, we are also adding several new capabilities that significantly enhance demand planning. Users can engage with Copilot-provided data insights that bring a new level of intelligence and automation to demand forecasting, and allowing for more accurate and data-driven decision-making. The new product phase-in-phase-out process helps support smoother transitions in product life cycles, minimizing disruptions and optimizing inventory levels. The introduction of row-level security enhances data protection, allowing for granular access control and safeguarding of sensitive information. Moreover, the new cell-level commenting feature complements the existing plan-level commenting, providing users with the flexibility to annotate specific data points. This fosters a more detailed and collaborative planning process, where insights and context can be shared directly within the demand planning workspace.

New AI capabilities help boost seller productivity and close deals faster

Microsoft Dynamics 365 Sales continues to bring new capabilities that extend customer insights and boost sales through intelligence, collaborative selling, and Copilot-enhanced sales processes. A new proposal summary feature recaps important details within lengthy customer proposals associated with a specific contact, opportunity, lead, or account. The summary briefs sellers on the budget, authority (decision maker), need and timeline gleaned from the proposal or agreement documents, and recommends next best steps.

New Microsoft Dynamics 365 feature showing key information from a proposal on the right side of the screen.

Additionally, sellers can access enhanced AI-powered insights and actionable recommendations in the flow of work, including in the immersive Copilot homepage, helping them stay on top of active customer email conversations and post-meeting actions to move deals forward faster.

Copilot feature makes suggested next steps for a work order on the right side of the screen.

New lead qualification enhancements enable sellers to assign opportunities to the right seller, view an AI-generated lead qualification summary, and create multiple opportunities from a single lead. These features will be available in public preview in mid-May 2024.

Microsoft Copilot for Sales introduces new generative AI capabilities that enable sellers to access sales-specific skills, data, and actions from within Microsoft 365 applications like Outlook and Microsoft Teams. With the new conversation intelligence platform, managers can measure and guide their sellers’ activities without physically shadowing them. Sales managers can use this dashboard to coach sellers to improve their sales interactions, understand customers and analyze market trends, and get insights which will help you build a sales strategy. You can download the public preview here , available since March 15.

Activity orchestration across various accounts and activities is one of the biggest challenges for sellers. When sellers work in a collaboration space in Teams, Copilot will monitor conversations and suggest tasks based on the selling team’s activities. Once accepted, the tasks are automatically generated with assigned owners. Sellers can add a tab in the collaboration space to access and view the status of tasks assigned to team members. This capability will be generally available in mid-April 2024.

graphical user interface, text, application, email

New AI innovations continue to boost agent productivity and deliver personalized experiences

Microsoft Dynamics 365 Customer Service continues to deliver innovations that empower agents to accelerate case resolution and provide exceptional customer experiences. Agents can now get a succinct overview of the most recent and significant updates related to any record in the Dynamics 365 timeline, and swiftly catch up in just a single click. Copilot generates the streamlined timeline highlights , summarizing key developments from various activities, such as those in emails, notes, and conversations, enhancing agent productivity by minimizing unnecessary clicks and lengthy scrolling. This helps agents to have faster and clearer interactions with customers to meet their expectations.

Agents can also conveniently use Copilot inline right within the email editor, in addition to the side panel, to generate contextual draft email responses. They can refine their existing drafts with follow-up custom prompts and single-clicks, using Copilot without requiring any knowledge articles. Together, these enhancements make navigation in the workspace more flexible and deliver an easier email authoring experience. The capabilities will be generally available in North America this month with a subsequent planned rollout for other regions.

In addition to currently supported knowledge sources such as Microsoft SharePoint, Copilot can now be extended to access customer, product or case data in Microsoft Dataverse , with prompt plug-in support. Agents can get a unified experience using these plug-ins, as they no longer need to switch to other tabs and tools to connect to information residing in Microsoft Dataverse. Agents save time as well, as Copilot can automatically identify the right prompt plug-in needed, based on the question being asked and through a deep understanding of the intent implied by the question. Available in public preview later this month, support for prompt plug-ins created in Microsoft Copilot Studio helps agents deliver faster resolution and increased customer satisfaction.

AI innovations in Dynamics 365 Customer Service omnichannel capabilities also significantly uplevel self-service automation, redirecting more cases that would be typically escalated to an agent. Customers can engage with a robust conversational AI driven experience, with IVR enhancements that now include fine-tuning speech for optimized authoring, improved speech recognition accuracy, and an overall better customer experience when dealing with interrupts, latencies, and information collection.

Additionally, Copilot for Service features previously available in preview status will reach general availability later this month. These include the ability to use Copilot in Outlook and Teams to summarize and draft emails, access case summaries, browse and update CRM records, and more. Download the Copilot for Service app to experience Copilot for Service in Teams and Outlook.

In May, we will introduce in preview the ability for agents to ask Copilot for answers to questions about CRM data—such as case, contact, or knowledge details, as well as use Copilot to summarize case details.

Be sure to explore the detailed release plans for Dynamics 365 and Microsoft Power Platform and keep track of what’s new and upcoming, as well as create a personalized release plan, in the release planner .

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Business Applications Launch Event

Learn about new features and capabilities for Dynamics 365 and Microsoft Power Platform.

Watch the virtual Microsoft Business Applications Launch Event

Tune in to the Business Applications Launch Event this Wednesday, April 10, at 9 AM Pacific Time for more details and demos of new capabilities across Dynamics 365 and Microsoft Power Platform. In addition, you can explore several special topic presentations covering the evolution of generative AI, including small language models and AI experiences to help transform strategic, cross-domain business problems.

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2024 release wave 1 kicks off with hundreds of AI-powered capabilities for Microsoft Dynamics 365 and Microsoft Power Platform

Revolutionizing marketing workflows with Copilot in Dynamics 365 Customer Insights

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Forrester TEI study shows 315% ROI when modernizing customer service with Microsoft Dynamics 365 Customer Service

Explore the next wave of AI innovation at the Microsoft Business Applications Launch Event

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What is Management?
(PDF) Case Study of Applied Managerial Techniques of Selected Team
Solved Case Study Focus: Management functions, Managerial
What are the Five Functions of Management? The Five Functions of
What are the Managerial Functions?
Case studies functions of management

VIDEO

Managerial communication (Case Study)
Functions of management |Revision|
Case studies on fayol’s principles of management
Case Study Solution ....Managerial Commuication #MBS #NEPAL #Casestudy
#2 Managerial Decision
Management & its functions

COMMENTS

Case study on Management Functions
case study for students adidas is germany shoe, clothing and apparel company that also own reebok, taylor made and rockport. adidas is the largest sportswear ... Case study on Management Functions. Course: Introduction to Management (MGT101) 174 Documents. Students shared 174 documents in this course. University: COMSATS University Islamabad.
Managerial Roles: Articles, Research, & Case Studies on Managerial
Key concepts include: Leaders need to address critical issues including: vision and priorities, time management, giving and getting feedback, succession planning and delegation, evaluation and alignment, being a role model, and reaching true potential. Leaders must have a clear vision and a set of priorities for the organization, and must ...
Top 40 Most Popular Case Studies of 2017
Case Study Research & Development (CRDT) | December 19, 2017. We generated a list of the 40 most popular Yale School of Management case studies in 2017 by combining data from our publishers, Google analytics, and other measures of interest and adoption. In compiling the list, we gave additional weight to usage outside Yale. We generated a list ...
Top 40 Cases of 2018
Top 40 Most Popular Case Studies of 2018. Case Study Research & Development (CRDT) | December 19, 2018. Cases about food and agriculture took center stage in 2018. A case on the coffee supply chain remained the top case and cases on burgers, chocolate, and palm oil all made the top ten. Cases about food and agriculture took center stage in 2018.
Management Articles, Research, & Case Studies
Professor Ashley Whillans and her co-author Hawken Lord (MBA 2023) discuss Serhant's time management techniques and consider the lessons we can all learn about making time our most valuable commodity in the case, "Ryan Serhant: Time Management for Repeatable Success.". 08 Aug 2023. Research & Ideas.
(PDF) Contribution of Managerial Functions in Leading to Effective
In the case of all types of managerial functions, the individuals need to utilize the physical and human resources in accordance to the organizational goals (The Importance of Management, 2020).
Business Intelligence as a Challenge for the Managerial Function: Case
The results of this study show that in addition to his professional development based on technology and digital, the manager develops based on his personal growth and professional knowledge regardless of the field of activity he exercises during his career. Abstract In the literature review, the subject of changes in organizations and business professions as a result of digital advances and ...
How the COVID-19 Pandemic Changed the Work of Managers: Case Study of
The COVID-19 pandemic has fundamentally changed the business environment in many sectors. This study analyzes how the pandemic and the resulting global economic crisis have influenced changes in management. The aim was to explore changes in the dominance of management functions through the lens of economic managers in various companies. A case study approach was adopted to achieve the research ...
Management Skills: Articles, Research, & Case Studies on Management
Learning to Manage: A Field Experiment in the Indian Startup Ecosystem. by Aaron Chatterji, Solene Delecourt, Sharique Hasan, and Rembrand Koning. This study of 100 high-growth startups in India finds that founder-executives can learn how to improve their management style from their peers at other firms.
(PDF) Basic management functions
During the covid 19 pandemic, managers are more exposed to stress in performing managerial functions and spend more time caring for employee satisfaction and maintaining the health of the ...
(PDF) Managerial Functions within the Organization
The managerial functions are planning, organizing, directing, staffing, co-ordinating. and controlling. Planning is the process of selecting and developing the best course of action. to achieve an ...
Principles of Management
There should be a chapter devoted to the 4 functions of management (planning, leading, organizing & controlling) versus just one chapter covering all four primary functions of management so that is why I have ranked it a 3. Content Accuracy rating: 5 Text is accurate, case studies are outdated. Relevance/Longevity rating: 4
PDF Planning as a Management Function
chocolatiers. Using knowledge generated from this case study, students will create plans of their own in various business contexts. ☰ NBEA STANDARD(S): Management, I. Management Functions The Five Functions of Management Planning - Managers are responsible for setting the course of actions that will best fulﬁll the company's goals.
Managerial Decisions and Production Function Analysis: A Case Study
This study seeks to determine the management potential of production function analysis. Conse quently, specification problems are assumed solved. After an initial presentation of some basic economic concepts aimed at facilitating interdisciplinary debate, the focus is directed at the im. plications of the assumptions on which the analysis is based.
PDF Solving a Whale of a Problem: Introducing the Four Functions of
Management, according to Terry and Franklin (1977) is a dynamic process consisting of a series of inter-related functions. It is this process by which management creates, operates, and directs purposive organization through systematic, coordinated, and co-operated human efforts. The functions of management were put forth in the early 1900s by ...
(PDF) SAMSUNG MANAGEMENT CASE STUDY
management will do a deep analysis of the org anization's mission, vision and the way to. use the resources to meet the objectives. Strategic planning is often done by the top management in an ...
The Four Functions of Management (With Examples)
The four functions of management are generally accepted to be planning, organizing, leading, and controlling. Managers need to be able to effectively make use of each of these functions to be successful in leading their direct reports. Properly managing a team leads to higher productivity, better relationships, and trust.
Managerial Functions Case Study Solution and Analysis of Harvard Case
STEP 2: Reading The Managerial Functions Harvard Case Study: To have a complete understanding of the case, one should focus on case reading. It is said that case should be read two times. Initially, fast reading without taking notes and underlines should be done. Initial reading is to get a rough idea of what information is provided for the ...
Solved Case Study Focus: Management functions, Managerial
1. The function of management evident here are organizing, leading, and planning. The management planned with the help of their friends and employees on how to bring their product to the market. The way of leading is also shown as Mazin and Marwan a …. Case Study Focus: Management functions, Managerial Roles and Decision-Making Ahmed and Tom ...
Case 4.1 Cost Functions Carley Rodes (docx)
Managerial Economics Case 4.1 Case 4.1: Cost Functions The Acme Corporation has estimated its total cost function in an Excel spreadsheet and has come up with the following graph and equation: Total Cost Function Cost = 0.0037Q 3 - 6.1335Q 2 + 4211Q + 1,046,000 0 1000000 2000000 3000000 4000000 5000000 6000000 7000000 0 400 800 1200 1600 Quantity Dollars 1.
(PDF) Case Study of Applied Managerial Techniques of Selected Team
This paper presents the results of executed case study which analyses the managerial techniques applied by a chosen manager in practice. Discussion proposes improvements to detected drawbacks ...
Investigating the link between land service delivery and residential
The study, therefore, adopts the descriptive research design as its research design. The descriptive study design is adoptive because it gives a detailed information about the research variables, and/or a full description of the link between land delivery and residential development (and/or residential real-estate investment).
Managerial Problem Solving and Decision Making
Decision-making can be further aided by the use of models. A decision-making model, also. called a problem-solving model, is based on logical steps. They are used to rationally analyze a. problem ...
New Microsoft Dynamics 365 and Microsoft Copilot innovations join the
Watch the virtual Microsoft Business Applications Launch Event. Tune in to the Business Applications Launch Event this Wednesday, April 10, at 9 AM Pacific Time for more details and demos of new capabilities across Dynamics 365 and Microsoft Power Platform. In addition, you can explore several special topic presentations covering the evolution of generative AI, including small language models ...