| A | B | C | D | E | F | G | H | I | J | K | L | M | N | O | P | Q | R | S | T | |
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1 | Principles of Management | |||||||||||||||||||
2 | Lumen Learning: Waymaker Principles of Management Learning Outcomes is licensed under CC-BY 4.0 | |||||||||||||||||||
3 | Outcomes | |||||||||||||||||||
4 | Module 1: Describe the primary functions of management and the roles of managers | Introduction to Management | ||||||||||||||||||
5 | 1.1 | Describe what management is | Management | |||||||||||||||||
6 | 1.1.1 | Describe what management is | What is Management? | |||||||||||||||||
7 | 1.2 | Explain the primary functions of management | Primary Functions of Management | |||||||||||||||||
8 | 1.2.1 | Explain the primary functions of management | Primary Functions of Management | |||||||||||||||||
9 | 1.2.2 | Differentiate between the planning, organizing, leading, and controlling functions of management | Different Types of Management Functions | |||||||||||||||||
10 | 1.3 | Describe the primary types of managers and the roles they play | Types of Managers and Their Roles | |||||||||||||||||
11 | 1.3.1 | Differentiate between the functions of top managers, middle managers, first-line managers, and team leaders | Types of Managers | |||||||||||||||||
12 | 1.3.2 | Differentiate between leadership, informational, and decision-making roles | Management Roles | |||||||||||||||||
13 | 1.4 | Explain the advantages that arise from managing people well | Advantages of Managing People Well | |||||||||||||||||
14 | 1.4.1 | Explain the advantages that arise from managing people well | The Advantages of Managing People Well | |||||||||||||||||
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17 | Module 2: Describe the work of major contributors to the field of management | History of Management | ||||||||||||||||||
18 | 2.1 | Describe the contributions of Frederick W. Taylor, Frank and Lillian Gilbreth, and Henry Gantt to the field of scientific management | Scientific Management | |||||||||||||||||
19 | 2.1.1 | Explain the concept of scientific management | Scientific Management | |||||||||||||||||
20 | 2.1.2 | Summarize the work of Frederick W. Taylor | Fredrick W. Taylor's Management Theories | |||||||||||||||||
21 | 2.1.3 | Summarize the work of Frank and Lillian Gilbreth | Frank and Lillian Gilbreth's Management Theories | |||||||||||||||||
22 | 2.1.4 | Summarize the work of Henry Gantt | Henry Gantt's Management Theories | |||||||||||||||||
23 | 2.2 | Describe the contributions of Max Weber and Henri Fayol to the field of bureaucratic management | Bureaucratic Management | |||||||||||||||||
24 | 2.2.1 | Explain the concept of bureaucratic management | Bureaucratic Management | |||||||||||||||||
25 | 2.2.2 | Summarize the work of Max Weber | Max Weber's Management Theories | |||||||||||||||||
26 | 2.2.3 | Summarize the work of Henri Fayol | Henri Fayol's Management Theories | |||||||||||||||||
27 | 2.3 | Describe the contributions of Mary Parker Follett and Elton Mayo (Hawthorne studies) to the field of humanistic management | Humanistic Management | |||||||||||||||||
28 | 2.3.1 | Explain the concept of humanistic management | Humanistic Management | |||||||||||||||||
29 | 2.3.2 | Summarize the work of Mary Parker Follett | Mary Parker Follet's Management Theories | |||||||||||||||||
30 | 2.3.3 | Explain the significance of Elton Mayo's work (Hawthorne studies) | Significance of the Hawthorne Effect | |||||||||||||||||
31 | 2.4 | Describe current developments in management practices | Current Developments in Management Practices | |||||||||||||||||
32 | 2.4.1 | Explain the concept of operations management | Current Developments in Management Practices | |||||||||||||||||
33 | 2.4.2 | Explain the concept of systems management | Systems Management | |||||||||||||||||
34 | 2.4.3 | Explain the concept of information management | Information Management | |||||||||||||||||
35 | 2.4.4 | Explain the concept of contingency management | Contingency Management | |||||||||||||||||
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38 | Module 3: Explain how managers align the planning process with company mission, vision, and values | Planning and Mission | ||||||||||||||||||
39 | 3.1 | Distinguish between mission, vision, and values | Mission, Vision, and Values | |||||||||||||||||
40 | 3.1.1 | Distinguish between mission and vision in business | Mission, Vision, and Values | |||||||||||||||||
41 | 3.1.2 | Explain how a values statement can support the goals of an organization | Using Value Statements to Support Organizational Goals | |||||||||||||||||
42 | 3.2 | Explain the pros and cons of planning | Pros and Cons of Planning | |||||||||||||||||
43 | 3.2.1 | Explain benefits of planning | Benefits of Planning | |||||||||||||||||
44 | 3.2.2 | Explain the drawbacks of planning | Drawbacks of Planning | |||||||||||||||||
45 | 3.3 | Explain the stages of the planning cycle | The Planning Cycle | |||||||||||||||||
46 | 3.3.1 | Explain the stages of the planning cycle | The Planning Cycle | |||||||||||||||||
47 | 3.3.2 | Explain why the planning cycle is an essential part of running a business | Why Planning is Essential | |||||||||||||||||
48 | 3.4 | List and describe the types of plans and common planning tools | Types of Plans and Common Planning Tools | |||||||||||||||||
49 | 3.4.1 | Differentiate between the uses of long-term plans, short-term plans, and operational plans | Differences Between Long-Term, Short-Term, and Operational Plans | |||||||||||||||||
50 | 3.4.2 | Differentiate between standing plans and single-use plans | Differences Between Standing Plans and Single-Use Plans | |||||||||||||||||
51 | 3.4.3 | Explain how policies, procedures, and regulations impact operational plans | Impacts of Policies, Procedures, and Regulations on Plans | |||||||||||||||||
52 | 3.4.4 | Explain the role budgets in the planning process | Role of Budgets in the Planning Process | |||||||||||||||||
53 | 3.4.5 | Differentiate between forecasting, scenario planning, and contingency planning | Forecasting, Scenario Planning, and Contingency Planning | |||||||||||||||||
54 | 3.4.6 | Explain the use of "management by objectives" (MBO), SMART goals, and benchmarking in planning | Use of Business Goals in Planning | |||||||||||||||||
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57 | Module 4: Explain the components and considerations of strategic management | Environments and Strategic Management | ||||||||||||||||||
58 | 4.1 | Explain the role of strategy in management | The Role of Strategy in Management | |||||||||||||||||
59 | 4.1.1 | Explain the concept of competitive advantage | Understanding Competitive Advantages | |||||||||||||||||
60 | 4.1.2 | Explain the concept of value proposition | Understanding Value Propositions | |||||||||||||||||
61 | 4.1.3 | Explain how strategy relates to the overall management of a business | Affects of Strategy Business Management | |||||||||||||||||
62 | 4.2 | Describe common frameworks used to evaluate the business environment | Common Frameworks for Evaluating the Business Environment | |||||||||||||||||
63 | 4.2.1 | Explain environmental scanning and the PESTEL checklist for a company's general environment | Common Frameworks for Evaluating the Business Environment | |||||||||||||||||
64 | 4.2.2 | Explain the impact of Porter's "five forces" on industry profits | Impact of Porter's Five Forces on Industry Profits | |||||||||||||||||
65 | 4.2.3 | Explain competitor analysis | Competitor Analysis | |||||||||||||||||
66 | 4.3 | Describe common frameworks used for situational analysis | Common Frameworks for Situational Analysis | |||||||||||||||||
67 | 4.3.1 | Differentiate among five components of industry environment: customers, competitors, suppliers, regulations, and advocacy groups | Five Components of Industry Environments | |||||||||||||||||
68 | 4.3.2 | Explain SWOT | SWOT Analyses | |||||||||||||||||
69 | 4.3.3 | Explain the resource-based view of strategy | Resource-Based View of Strategy | |||||||||||||||||
70 | 4.4 | Explain the stages of strategy, and describe the common types of business strategies | Stages and Types of Strategy | |||||||||||||||||
71 | 4.4.1 | Explain the stages of strategy | Stages and Types of Strategy | |||||||||||||||||
72 | 4.4.2 | Explain Porter's general types of competitive strategies | Porter's Types of Competitive Strategy | |||||||||||||||||
73 | 4.4.3 | Explain e-commerce strategy | E-Commerce Strategy | |||||||||||||||||
74 | 4.5 | Explain the key aspects of the environment that can affect strategy | How Environment Affects Strategy | |||||||||||||||||
75 | 4.5.1 | Explain the key aspects of the environment that can affect strategy (e.g. stability, complexity, resource scarcity, and uncertainty) | How the Environment Affects Strategy | |||||||||||||||||
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78 | Module 5: Explain the process and techniques of individual and group decision-making | Decision Making | ||||||||||||||||||
79 | 5.1 | Describe the barriers to individual decision-making and common styles of decision-making | Barriers to Individual Decision Making and Styles of Decision Making | |||||||||||||||||
80 | 5.1.1 | Describe the barriers to decision making | Barriers to Individual Decision Making | |||||||||||||||||
81 | 5.1.2 | Identify common styles of decision making | Styles of Decision Making | |||||||||||||||||
82 | 5.2 | Explain the concept of “rational decision making” and contrast it with prospect theory, bounded rationality, heuristics, and robust decisions | Rationale Decision Making vs. Other Types of Decision Making | |||||||||||||||||
83 | 5.2.1 | Summarize the steps in the rational decision-making process | The Rational Decision-Making Process | |||||||||||||||||
84 | 5.2.2 | Differentiate between prospect theory, bounded rationality, heuristics, and robust decisions | Different Decision-Making Theories | |||||||||||||||||
85 | 5.3 | Explain evidence-based decision making and its tools | Evidence-Based Decision Making | |||||||||||||||||
86 | 5.3.1 | Explain evidence-based decision making | Evidence-Based Decision Making | |||||||||||||||||
87 | 5.3.2 | Explain the uses of descriptive and predictive analytics | Descriptive and Predictive Analytics | |||||||||||||||||
88 | 5.4 | Describe the components and use of a decision tree | Using a Decision Tree | |||||||||||||||||
89 | 5.4.1 | Describe the components and use of a decision tree | Using a Decision Tree | |||||||||||||||||
90 | 5.5 | Explain common techniques used to manage group decision making | Managing Group Decision Making | |||||||||||||||||
91 | 5.5.1 | Identify the advantages of group decision making | Managing Group Decision Making | |||||||||||||||||
92 | 5.5.2 | Identify the disadvantages of group decision making | Disadvantages of Group Decision-Making | |||||||||||||||||
93 | 5.5.3 | Describe techniques managers can use to guide and reach consensus in groups | Reaching Consensus in Groups | |||||||||||||||||
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96 | Module 6: Identify common organizational structures and the advantages and disadvantages of each | Organizational Structures | ||||||||||||||||||
97 | 6.1 | Explain the purpose of organization | The Purpose of Organization | |||||||||||||||||
98 | 6.1.1 | Explain the efficiencies created by specialization and the division of labor | The Purpose of Organization | |||||||||||||||||
99 | 6.1.2 | Describe characteristics of organizational structures | Characteristics of Organizational Structures | |||||||||||||||||
100 | 6.1.3 | List Edgar Schein's four common elements of an organization | Schein's Common Elements of Organizations | |||||||||||||||||