Management Unlocked
Edition: 1
Copyright: 2026
Pages: 174
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Management Unlocked provides a foundational framework for understanding modern organizational management by anchoring core practices in historical theory, core functions, and interpersonal strategy. Starting with the historical evolution of management theory—tracing foundational figures from Frederick Taylor and Henri Fayol to Mary Parker Follett and Elton Mayo—the text transitions into practical execution for new and established leaders. It covers transition tactics for managing peers, navigating levels of management, and applying systematic decision-making models. Essential structural components are detailed throughout, including organizational culture, corporate social responsibility, strategic planning, global adaptation, operations management, and dynamic control mechanisms.
The remaining units focus heavily on human capital, high-performing teams, and critical professional skills. Detailed emphasis is placed on human resource management, federal employment law, employee engagement, and navigating diversity alongside group conflict stages. To support day-to-day managerial operations, the text provides actionable guidance on leading vs. managing, practicing effective communication, hosting productive meetings, delivering business presentations, and mastering time management through delegation and performance evaluations. The book concludes with a multi-part "Management in Action" organizational case study that applies these principles across realistic workplace scenarios.
Chapter 1 History and Theorists
Overview
Definition of Management
History of Management
The Early Beginnings
The Theorists
Frederick Taylor
Frank and Lillian Gilbreth
Henry Gantt
Max Weber
Henri Fayol
Mary Parker Follett
Elton Mayo
Chester Barnard
Chapter Summary
Chapter 1 Questions
Chapter 2 Management Skills
Overview
Management Skills
How to Handle Becoming the Boss of Your Peers
Maintain the Status Quo!
Develop a Feedback Process!
Understand How You Are Perceived!
Stay Committed to Learning and Development!
It Is Not Just About You
You are Promoted—Now What?
Address Relationship Shifts
Be a Role Model
Manage Up
What Would You Do?
Chapter Summary
LeMay’s Top 10 Tips
Chapter 2 Questions
Chapter 3 Management Levels and Functions
Overview
Levels of Management
What Is Decision-Making?
Importance of Decision-Making
Steps in the Decision-Making Process
Types of Decision-Making
Cognitive and Psychological Aspects
Common Pitfalls
Decision-Making Scenario
Chapter Summary
Chapter 3 Questions
Chapter 4 Organizational Structure and Culture
Overview
Organizational Structure
Corporate Culture
Case Study
Chapter Summary
Chapter 4 Questions
Chapter 5 Ethics and Social Responsibility
Overview
Business Ethics
Corporate Social Responsibility (CSR)
Case Study
Chapter Summary
Chapter 5 Questions
Chapter 6 Planning
Overview
What Is Planning?
The Effects of Planning
Case Study
Chapter Summary
Chapter 6 Questions
Chapter 7 Leading
Overview
What Is Leading and Leadership?
Managers Versus Leaders
Effects of Leading/Leadership
Chapter Summary
Chapter 7 Questions
Chapter 8 Global Management
Overview
Global Management
Global Consistency or Local Adaptation
Case Study
Chapter Summary
Chapter 8 Questions
Chapter 9 Operations Management
Overview
Operations Management
Chapter Summary
Chapter 9 Questions
Chapter 10 Managing Employees
Overview
Human Resource Management
Major Federal Employment Laws
Engaging the Workforce
Engaging Employees
Development
Opportunities To Be Creative
Communicating on a Personal Level
Flexibility
Inspiring
How Effective Are Your Coaching Skills?
Career Planning and Development
Chapter Summary
Chapter 10 Questions
Chapter 11 Teams
Overview
Groups Versus Teams
Kinds of Teams
Team Characteristics
Conflict
Stages of Team Development
Team Declining Stages
Management Involvement
Diversity
Surface-Level Diversity
Deep-Level Diversity
Managing Diversity
What Principles Can Companies Use When Managing Diversity?
What Would You Do?
Identify Common Causes of Workplace Conflict
Chapter Summary
Chapter 11 Questions
Chapter 12 Control
Overview
What Is Controlling?
Types of Control
Using Motivation to Control
Effects of Control
Other Forms of Control
Case Study
Chapter Summary
Chapter 12 Questions
Chapter 13 Managerial Communication
Overview
What Is Managerial Communication?
Elements of Managerial Communication
Communication Activity
What Would You Do?
Chapter Summary
Chapter 13 Questions
Chapter 14 Supplemental Functions
Overview
Conducting Effective Meetings
Productive Meetings
Step One: Make Your Objective Clear
Step Two: Consider Who to Invite
Step Three: Stick to Your Schedule
Step Four: Take No Hostages
Step Five: Start and End on Time
Step Six: Ban Technology
Step Seven: Follow Up
Creating and Conducting Professional Business Presentations
Principle #1—Perception: Stop Trying to Be a Great “public” Speaker
Principle #2—Perfection: When You Make a Mistake, No One Cares but You
Principle #3—Visualization: If You Can See It, You Can Speak It
Principle #4—Discipline: Practice Makes Perfectly Good
Principle #5—Description: Make It Personal
Principle #6—Inspiration: Speak To Serve
Principle #7—Anticipation: Always Leave ‘Em Wanting More
Creating the Most Effective Slideshow
Time Management
ABC Prioritization
Delegation
Monitoring and Evaluating Employee Performance
Key Activities in Monitoring Performance
Performance Evaluations
The Feedback
Evaluation Errors
Evaluation Activity
Chapter Summary
Chapter 14 Questions
Chapter 15 Management in Action
Overview
Management in Action: A Study of an Organization
Chapter One
Chapter Two
Chapter Three
Chapter Four
Chapter Five
Chapter Six
Chapter Seven
Chapter Eight
Chapter Nine
Chapter Ten
Chapter Eleven
Chapter Twelve
Chapter Thirteen
Chapter Fourteen
Chapter Fifteen
Professor Maureen Chisholm is a tenured professor at Quincy College, and also works for other colleges and universities where she contributes to both the development and delivery of business and management curricula. Recognized for her leadership and having received Teaching in Excellence awards from multiple universities, she has been empowering student for nearly three decades with the knowledge needed to successfully navigate complex business environments. She provides real-world applications of strategic management and business development to develop future business leaders and entrepreneurs.