1. Part I: Business in a Changing World
1.1. Ch. 1: Dynamics of Business & Economics
1.1.1. LO 1: The Nature of Business
1.1.2. LO 2: The People & Activities
1.1.3. LO 3: The Economic Foundations of Business
1.1.4. LO 4: The Forces of Demand & Supply
1.1.5. LO 5: Measuring the Economy
1.1.6. LO 6: The American Economy
1.2. Ch. 2: Business Ethics & Social Responsibility
1.2.1. LO 1:
1.2.2. LO 2:
1.2.3. LO 3:
1.2.4. Lo 4:
1.2.5. LO 5:
1.3. Ch. 3: Business in a Borderless World
1.3.1. LO 1: Role of International Business
1.3.2. LO 2: International Trade Barriers
1.3.3. Lo 3: Trade Agreements, Alliances, Organizations
1.3.4. LO 4: Getting Involved in International Businss
1.3.5. LO 5: International Business Strategies
2. Part IV: Creating the Human Resource Advantage
2.1. Ch. 9: Motivating the Workforce
2.1.1. LO 1: Nature of human relations
2.1.1.1. Motivation
2.1.1.1.1. inner drive that directs a person's behavior towards goals
2.1.1.2. Morale
2.1.1.2.1. an employee's attitude toward his/her job, employer, & collegues
2.1.1.3. Intrinsic rewards
2.1.1.3.1. personal satisfaction & enjoyment from attaining a goal
2.1.1.4. Extrinsic rewards
2.1.1.4.1. benefits &/or recognition received from someone else.
2.1.2. LO 2: History of Employee Motivation
2.1.2.1. Classical Theory
2.1.2.1.1. suggests that money is the sole motivator for workers
2.1.2.2. Hawthorne Studies
2.1.2.2.1. researched impact of physical work conditions affect productivity
2.1.2.2.2. found that productivity increased regardless of the physical conditions
2.1.2.2.3. employees were responding to the attention they were receiving - not changing work conditions
2.1.3. LO 3: Theories of employee motivation
2.1.3.1. Maslow's Heirarchy
2.1.3.1.1. theory that arranges the 5 basic needs of people into the order in which people strive to satisfy them
2.1.3.2. Herzberg's Two-Factor
2.1.3.2.1. Hygiene factors
2.1.3.2.2. Motivational factors
2.1.4. LO 4: Theories of Motivation
2.1.4.1. McGregor's Theory X & Y
2.1.4.1.1. Theory X
2.1.4.1.2. Theory Y
2.1.4.2. Theory Z
2.1.4.2.1. philosophy which stresses employee participation in decision making
2.1.4.3. Equity Theory
2.1.4.3.1. assumption that employee efforts & contributions depend on the equity of the rewards received in exchange
2.1.4.4. Expectancy
2.1.4.4.1. motivation depends on 2 things:
2.1.4.5. Goal Setting
2.1.4.5.1. impact that setting goals has on performance
2.1.5. LO 5: Strategies for Motivating Employees
2.1.5.1. Behavior modification
2.1.5.1.1. changing behavior & encouraging appropriate actions by relating the consequences of the behavior to the behavior iteself
2.1.5.2. Job design
2.1.5.2.1. job rotation
2.1.5.2.2. Job enlargement
2.1.5.2.3. job enrichment
2.1.5.2.4. flexible scheduling
2.1.5.3. Importance of motivational strategies
2.1.5.3.1. key to increasing satisfaction & productivity
2.2. Ch. 10: Managing Human Resources
2.2.1. LO 1: Nature of Human Resources Management & Planning for Human Resource Needs
2.2.1.1. Human Resource Management (HRM)
2.2.1.1.1. all activities involved in determining human resource needs, as well as acquiring, training, & compensating people to fill those needs.
2.2.1.1.2. Job analysis
2.2.1.1.3. Job description
2.2.2. LO 2: Recruiting & Selecting New Employees
2.2.2.1. Recruiting
2.2.2.1.1. forming a pool of qualified applicants from which management can select employees
2.2.2.2. Selection
2.2.2.2.1. process of collecting information @ applicants & using that info to making hiring decisions
2.2.2.2.2. The Application
2.2.2.2.3. The Interview
2.2.2.2.4. Testing
2.2.2.2.5. Reference checking
2.2.2.3. Legal issues
2.2.2.3.1. Title VII of the Civil Right Act
2.2.3. LO 3: Developing the Workforce
2.2.3.1. Orientation
2.2.3.1.1. familiarizing newly hired employees with:
2.2.3.2. Training & Development
2.2.3.2.1. training
2.2.3.2.2. mentoring
2.2.3.2.3. development
2.2.3.3. Assessing Performance
2.2.4. LO 4: Turnover
2.2.4.1. occurs when employees quit/fired & have to be replaced
2.2.4.2. Promotion
2.2.4.2.1. advancement to a higher-level job
2.2.4.3. Transfer
2.2.4.3.1. lateral move to another job within the compay
2.2.4.4. Separations
2.2.4.4.1. resignations
2.2.4.4.2. retirement
2.2.4.4.3. termination
2.2.4.4.4. layoff
2.2.5. LO 5: Compensating the Workforce
2.2.5.1. Financial Compensation
2.2.5.1.1. wages
2.2.5.1.2. commission
2.2.5.1.3. salary
2.2.5.1.4. bonuses
2.2.5.1.5. profit sharing
2.2.5.2. Benefits
2.2.5.2.1. nonfinancial forms of compensation
2.2.5.2.2. cafeteria benefit plans
2.2.6. LO 6: Managing Unionized Employees
2.2.6.1. Collective Bargaining
2.2.6.1.1. negotiations between management & unions
2.2.6.1.2. Resolving disputes
2.2.7. LO 7: Importance of Workforce Diversity
2.2.7.1. workforce in which there are variety of 1) demographic characteristics 2) abilities in the workforce
2.2.7.2. Characteristics
2.2.7.2.1. primary
2.2.7.2.2. secondary
2.2.7.3. Why important?
2.2.7.3.1. population is becoming more diverse
2.2.7.4. Benefits of workforce diversity
2.2.7.4.1. minimized conflict, prejudice, & discrimination
2.2.7.5. Affirmative action
2.2.7.5.1. legally mandated plans that try to increase job opportunities of minority groups
2.3. Ch. 11: Customer Driven Marketing
2.3.1. LO 1
2.3.2. LO 2:
2.3.3. LO 3:
2.3.4. LO 4:
2.3.5. LO 5:
2.3.6. LO 6:
3. Part V: Marketing: Developing Relationships
4. Part VI: Financing the Enterprise
5. Part II: Starting & Growing a Business
5.1. Ch. 4: Options for Organizing Business
5.1.1. LO 1: Sole Proprietorship
5.1.2. LO 2: Partnerships
5.1.3. LO 3: Corporations
5.1.4. LO 4: Mergers & Acquisitions
6. Part III: Managing for Quality & Competitiveness
6.1. Ch. 5: Small Business, Entrepreneurship & Franchising
6.1.1. LO 1: The Nature of Entrepreneurship & Small Business
6.1.2. LO 2: Importance of Small Business
6.1.3. LO 3: Advantages of Small-Business Ownership
6.1.4. LO 4: Disadvantages of Small-Business Ownership
6.1.5. LO 5: Starting a Small Business
6.1.6. LO 6: Future of Small Business
6.1.7. LO 7: Making Big Business Act "Small"
6.2. Ch. 6: The Nature of Management
6.2.1. LO 1: Importance of Management
6.2.1.1. video
6.2.1.2. chart
6.2.1.3. chart
6.2.2. LO 2: Management Functions
6.2.3. LO 3: Types of Management
6.2.3.1. Levels of management
6.2.3.1.1. Top
6.2.3.1.2. Middle
6.2.3.1.3. First-line
6.2.3.2. Areas of managment
6.2.3.2.1. Financial
6.2.3.2.2. Production & operations
6.2.3.2.3. Human resources
6.2.3.2.4. Marketing
6.2.3.2.5. Administrative
6.2.3.2.6. IT
6.2.4. LO 4: Skills Needed by Managers
6.2.4.1. Analytical
6.2.4.2. Human relations
6.2.4.3. Conceptual
6.2.4.4. Technical
6.2.5. LO 5: Decision Making
6.2.5.1. Recognize & define situation
6.2.5.2. Develop options
6.2.5.3. Analyze options
6.2.5.4. Select best option
6.2.5.5. Implement the decision
6.2.5.6. Monitor consequences
6.3. Ch. 7: Organization, teamwork & communication
6.3.1. LO 1: Organizational Culture
6.3.2. LO 2: Developing Organizational Structure
6.3.2.1. Organizational charts
6.3.3. LO 3: Assigning Tasks
6.3.3.1. Departmentalization
6.3.3.1.1. Functional
6.3.3.1.2. Product
6.3.3.1.3. Geographic
6.3.3.1.4. Customer
6.3.4. LO 4: Assigning Responsibility
6.3.4.1. Delegation of Authority
6.3.4.1.1. Responsibility
6.3.4.1.2. Accountability
6.3.4.2. Degree of Centralization
6.3.4.3. Span of Management
6.3.4.4. Organizational Layers
6.3.5. LO 5: Forms of Organizational Structure
6.3.5.1. Line
6.3.5.2. Line & Staff
6.3.5.3. Multidivisional
6.3.5.4. Matrix
6.3.6. LO 6: The Role of Groups & Teams in Organizations
6.3.6.1. Committees
6.3.6.2. Task Forces
6.3.6.3. Teams
6.3.6.3.1. Project teams
6.3.6.3.2. Quality-Assurance
6.3.7. LO 7: Communications in Organizations
6.3.7.1. Formal & informal communication
6.3.7.1.1. Grapevine
6.3.7.2. Monitoring consequences
6.3.7.3. Improving communication effectiveness
6.4. Ch. 8: Managing service & Manufacturing Operations
6.4.1. LO 1: Nature of Operations Management
6.4.2. LO 2: Operations Management in Service Business
6.4.3. LO 3: Planning & Designing Operations Systems
6.4.4. LO 4: Managing the Supply Chain
6.4.5. LO 5: Managing Quality