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MGMT

By Chuck Williams

13th Edition © 2026
Discipline:Management
Course:Principles of Management
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Make concepts and theories accessible with Williams’ “MGMT,” 13th Edition. The text grounds management concepts in foundational management research and theory, with each edition adding new theory and research that changes or updates our understanding of management. The proof is in the 100+ chapter endnotes per chapter, with research and articles ranging from Harvard Business Review to the Academy of Management Journal. Theories and concepts are simply good ideas that have been tested through rigorous scientific study and validated in real-world practice. Each chapter contains 50 to 60 detailed stories and examples that illustrate how managers are using management ideas in their organizations. Students will often remember the story or example first, and then the concept illustrated by the story or example. This text contains over a thousand specific, up-to-date examples and stories.

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About this product

Make concepts and theories accessible with Williams’ “MGMT,” 13th Edition. The text grounds management concepts in foundational management research and theory, with each edition adding new theory and research that changes or updates our understanding of management. The proof is in the 100+ chapter endnotes per chapter, with research and articles ranging from Harvard Business Review to the Academy of Management Journal. Theories and concepts are simply good ideas that have been tested through rigorous scientific study and validated in real-world practice. Each chapter contains 50 to 60 detailed stories and examples that illustrate how managers are using management ideas in their organizations. Students will often remember the story or example first, and then the concept illustrated by the story or example. This text contains over a thousand specific, up-to-date examples and stories.

Shorter, comprehensive chapters in a modern design present content in a more engaging and accessible format-- increasing the number of students who read the chapter without minimizing coverage for your course.

Table of contents

Chapters

Cover Page
Title Page
Copyright Page
Part 1. Introduction to Management
Part 2. Planning
Part 3. Organizing
Part 4. Leading
Part 5. Controlling

Part 1. Introduction to Management

Chapter 1. Management
Preview this section ↗
1-1. Management Is . . . ↗
1-2. Management Functions ↗
1-2a. Planning ↗
1-2b. Organizing ↗
1-2c. Leading ↗
1-2d. Controlling ↗
1-3. Kinds of Managers ↗
1-3a. Top Managers ↗
1-3b. Middle Managers ↗
1-3c. First-Line Managers ↗
1-3d. Team Leaders ↗
1-4. Managerial Roles ↗
1-4a. Interpersonal Roles ↗
1-4b. Informational Roles ↗
1-4c. Decisional Roles ↗
1-5. What Companies Look for in Managers ↗
1-6. Mistakes Managers Make ↗
1-7. The Transition to Management: The First Year ↗
1-8. Competitive Advantage Through People ↗
Chapter 2. The History of Management
2-1. The Origins of Management
2-1a. Management Ideas and Practices throughout History
2-1b. Why We Need Managers Today
2-2. Scientific Management
2-2a. Father of Scientific Management: Frederick W. Taylor
2-2b. Motion Studies: Frank and Lillian Gilbreth
2-2c. Charts: Henry Gantt
2-3. Bureaucratic and Administrative Management
2-3a. Bureaucratic Management: Max Weber
2-3b. Administrative Management: Henri Fayol
2-4. Human Relations Management
2-4a. Constructive Conflict and Coordination: Mary Parker Follett
2-4b. Hawthorne Studies: Elton Mayo
2-4c. Cooperation and Acceptance of Authority: Chester Barnard
2-5. Operations, Information, Systems, and Contingency Management
2-5a. Operations Management
2-5b. Information Management
2-5c. Systems Management
2-5d. Contingency Management
Chapter 3. Organizational Environments and Cultures
3-1. Changing Environments
3-1a. Environmental Change
3-1b. Environmental Complexity
3-1c. Resource Scarcity
3-1d. Uncertainty
3-2. General Environment
3-2a. Economy
3-2b. Technological Component
3-2c. Sociocultural Component
3-2d. Political/Legal Component
3-3. Specific Environment
3-3a. Customer Component
3-3b. Competitor Component
3-3c. Supplier Component
3-3d. Industry Regulation Component
3-3e. Advocacy Groups
3-4. Making Sense of Changing Environments
3-4a. Environmental Scanning
3-4b. Interpreting Environmental Factors
3-4c. Acting on Threats and Opportunities
3-5. Organizational Cultures: Creation, Success, and Change
3-5a. Creation and Maintenance of Organizational Cultures
3-5b. Successful Organizational Cultures
3-5c. Changing Organizational Cultures
Chapter 4. Ethics and Social Responsibility
4-1. Workplace Deviance
4-2. U.S. Sentencing Commission Guidelines Manual for Organizations
4-2a. Who, What, and Why?
4-2b. Determining the Punishment
4-3. Influences on Ethical Decision-Making
4-3a. Ethical Intensity of the Decision
4-3b. Moral Development
4-3c. Principles of Ethical Decision-Making
4-4. Practical Steps to Ethical Decision-Making
4-4a. Selecting and Hiring Ethical Employees
4-4b. Codes of Ethics
4-4c. Ethics Training
4-4d. Ethical Climate
4-5. TO Whom are Organizations Socially Responsible?
4-6. For What are Organizations Socially Responsible?
4-7. Responses to Demands for Social Responsibility
4-8. Social Responsibility and Economic Performance

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