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Book Title: Principles of Management

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Book Description: Principles of Management teaches management principles to tomorrow’s business leaders by weaving three threads through every chapter: strategy, entrepreneurship and active leadership. For questions about this textbook please contact [email protected]

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Principles of Management is adapted from a work produced by a publisher who has requested that they and the original author not receive attribution. This adapted edition is produced by the University of Minnesota Libraries Publishing through the eLearning Support Initiative. For questions about this textbook please contact [email protected]

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Six Basics for General Managers

Andrall E. Pearson

Great coaches stress fundamentals. So do successful general managers. Whatever their leadership style, they invariably focus their efforts on the six tasks that lay the foundation for effective performance—their own and that of the entire organization.

To shape the organization’s work environment, top GMs use three levers: (1) high performance standards, (2) strong business concepts, and (3) clearly defined people concepts.

The best GMs spearhead strategy formulation; they don’t just preside over it. They also allocate resources to back up the company’s strategic focus, not to prop up marginal businesses or support low-payout projects.

Developing superior managers and building a strong organization are two more critical general manager jobs. Giving periodic tough-minded performance appraisals and organizing around people, not concepts, are two key practices the best GMs follow.

Finally, successful GMs supervise operations and implementation: producing sound plans, spotting problems and opportunities early, and responding aggressively to them.

Individually, none of these tasks is new or startling. Together they’re the key to setting priorities and making the right things happen—which is what general management is all about.

Whatever the leadership style they bring to their jobs, the best GMs focus on the same set of fundamental tasks.

Great coaches stress fundamentals—the basic skills and plays that make a team a consistent winner. Great general managers do the same thing. They know that sustained superior performance can’t be built on one-shot improvements like restructurings, massive cost reductions, or reorganizations. Sure, they’ll take such sweeping actions if they’re in a situation where that’s necessary or desirable. But their priority is avoiding that kind of situation. And they do that by focusing on the six key tasks that constitute the foundations of every general manager’s job: shaping the work environment, setting strategy, allocating resources, developing managers, building the organization, and overseeing operations.

AP Andrall E. Pearson was a professor of business administration at Harvard Business School in Boston when he wrote this article, and before that he was the president of PepsiCo for 15 years. After becoming professor emeritus, he served as the chairman and CEO of Tricon Global Restaurants, the world’s largest restaurant chain.

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What Is General Management? Definition + Jobs

General managers work in a variety of industries to oversee day-to-day operations. Discover more about general management and whether it's the right job for you.

[Featured image] An operations manager works in a home office on a laptop.

People in general management are the go-to leaders of businesses—places like factories, offices, restaurants, retail stores, and hotels. In this role, you'd be in charge of an organization’s daily operations, branch, or a department. Your duties will encompass a little bit of everything. You'll oversee employees, handle bookkeeping, resolve customers' problems, maintain company culture, and ensure your employer has everything it needs to profit from products and services.

While no single path that leads to becoming a general manager, learn about the education and experience requirements, skills, salary and job outlook, and where you may work.

What is general management?

General management is a field that applies to multiple industries. General managers are responsible for managing employees, day-to-day operations within a branch, or a department.

For example, you may shop at a retail store that has multiple locations across your region. While the store may have several assistant managers or supervisors, it will likely also have a general manager who is in charge of everything that goes on at that specific location. They oversee all of the employees for that store, and they answer to the company’s regional or corporate executives.

Common job titles in general management

When searching for jobs, keep in mind the different titles and roles in general management. Two titles that can be used interchangeably with general manager includes:

Operations manager : In this role you’ll oversee daily operations of a store, restaurant, hotel, factory, and more.

Branch manager: Your job is to manage and oversee one particular branch or location for a business with multiple locations across a larger geographical area. This title is typically used in larger companies.

Duties and responsibilities

As a general manager you’ll have various duties and responsibilities, ranging from hiring and training employees to setting sales goals and implementing company policies. Ultimately, your goal is to improve the performance and sales of the entire organization. Your duties will vary depending on your industry, some of these include:

Interviewing, hiring, and training new employees

Recruiting new employees

Supervising all employees within your branch or department, including supervisors and assistant managers

Setting up regular goals and objectives and motivating your employees to meet them

Creating a positive work culture that attracts and maintains good employees

Handling issues with technology and equipment as they arise or sourcing these issues out to the right people

Participate in organization-wide marketing plans

Communicate between corporate and your staff

Performing basic bookkeeping and human resources duties, including payroll and budgeting

Regularly monitoring the work environment and look for areas where improvements can be made

Ensuring your work environment is clean, safe, and all aspects are functioning properly

Skills and competencies

The skills you'll need as a general manager will vary from job and industry. For example, if you're a general manager in the restaurant industry, you'll likely need some experience and general knowledge of how a restaurant operates. Here are some skills that you’ll need to suceed as a general manager.

General managers are leaders. You'll be managing a group of employees ensuring that they stay on task, help them with problems, and encourage them to do the best they can at work. If you want to become a general manager, take time to improve your leadership skills through courses, volunteer opportunities, or professional organizations.

Multitasking

You'll be overseeing your location's operations, which means handling various tasks. Your employees and assistant managers can take on some of the tasks, but it's up to you to make sure they get completed. On top of that, you might be handling payroll, dealing with customers, making next week's schedule, and receiving information about a new company policy at the same time. You'll need to be able to prioritize and complete tasks.

Read more: 6 Time Management Tips to Boost Your Productivity

Technical skills

At a minimum, you'll need to have good computer skills and understand software programs or POS systems. Understanding social media, Microsoft Office, and email systems like Outlook can also be applicable. You may need to know how to use other equipment, like a cash register or a communications system that allows you to make contact with your employees no matter where they are.

Math skills

As a general manager, you'll be handling cash, overseeing finances and sales, possibly working on payroll, and working with other financial information. Good math skills can go a long way in ensuring your work is always accurate.

Being bilingual isn't always necessary to become a general manager, but it can give you a competitive edge. Some companies specifically seek out bilingual employees. If you speak another language, you may be qualified for a job where many employees or customers also speak that language. Languages to consider learning include Spanish, Portuguese, Mandarin, and German.

Organization

With so much to oversee every day, you may find your work more manageable if you stay organized. First, you should know where everything is, from office supplies to backup inventory. You'll also need to organize your time so you can finish all of your daily or weekly tasks.

Customer service

As a general manager, you'll likely interact with customers. While you may not serve them as regularly as your employees do, you may need to handle complaints or problems, and you'll have to do so with a positive attitude. If the organization you work for has customer service policies in place, implementing and following them is part of your job.

Problem-solving

Not only will you be handling customer problems, you'll solve employee problems too. If an employee calls in sick, you'll have to find someone to replace them on the schedule. You'll have to identify the error if the daily bookkeeping doesn't match up with the cash flow. When equipment stops working or the bathroom overflows, it's your job to fix it or find the right person to fix it for you. Not only is it essential for general managers to be good problem-solvers, but you'll need to think fast to come up with good solutions.

Self-starter

Finally, a general manager must be a self-starter. While you'll likely have superiors, they may not be there to encourage you on a daily basis, so you'll have to take the initiative to keep everything running smoothly and remain motivated to do your best for the organization.

Industries where general managers work

According to US Bureau of Labor Statistics (BLS), 3.4 million general managers were working in the US as of 2021 [ 1 ]. That's because almost every industry needs general managers. They can manage:

Restaurants

Retail stores

Supermarkets

Insurance offices

Technology companies

Health care facilities

Wholesale services

Take a look at four common environments where you'll find general management jobs.

1. Restaurants and hospitality

Restaurants, hotels, entertainment and recreation facilities, and other businesses within the hospitality industry all require general managers. This is one area where experience in the field, especially for restaurant general managers, is highly valued. Many people start out as chefs or servers and work their way up to management. This industry can be fast-paced, and you'll spend your days ensuring your customers and guests have a pleasant time when they visit your facility. Some of your job duties might include:

Hiring employees with excellent customer service skills

Ensuring your facility is clean and inviting

Handling day-to-day finances and cash flow

Understanding reservations systems

Keeping your facility safe and secure

2. Retail outlets

Big box chains, supermarkets, and other retail outlets of all sizes almost always have general managers. As with the hospitality industry, many people start at lower-level positions in retail and work their way up to general management, but don't discount your education, as a degree or some type of certification may be required for the job. As a retail general manager, some duties may include:

Managing your staff and the day-to-day operations of the store

Performing bookkeeping tasks

Ensuring customers are satisfied

Having the flexibility to work nights, weekends, and holidays

Many general managers also work in offices in various industries, like insurance, real estate, health care, and more. If you're a general manager in an office environment, your duties may include:

Creating a regular weekly schedule

Having to be on call outside your working hours

Talking to vendors and customers

Working at a desk

4. Factories

Many general managers work in factories in the manufacturing industry. Like the retail industry, you'll spend your days overseeing employees and daily operations. You may work directly with customers as you would in other work environments, but you’ll need a flexible schedule as manufacturing jobs can include nights and weekends.

Industry outlook and salaries

According to BLS, general managers and operation managers made an average annual wage of $122,860 [ 2 ]. The top industries that hire general managers include:

Restaurants

Management, scientific, and technical services

Companies and enterprises

Computer systems design

Merchant wholesalers

Glassdoor reports that general managers working in gourmet restaurants, factories, resorts, and tech companies were likelier to earn more than general managers in other businesses.

Why study general management?

Consider studying general management to land a specific job or work in a particular industry. If you want to become a general manager, work experience is invaluable, particularly in your desired industry, but don't discount an education.

Many companies require those who work in general management to have at least a bachelor's degree in general management or a related field. Some may even require more advanced degrees or certain types of certifications. According to Zippia, 56 percent of general managers have a bachelor’s degree, and 19 percent have an associate [ 3 ]. Even if a job doesn't require it, showcasing those courses, degrees, and certifications on your resume could help make you more competitive.

If you're a naturally born leader who enjoys directing and setting a positive example for others, you may be a good candidate to study general management. Other great reasons to study this field include:

You are ready to advance your career in your current industry or company.

You're interested in one day starting and managing your own business.

You want to improve your leadership skills.

You want to gain skills and knowledge to help you succeed in the business world.

You want to enhance your resume.

You want to open up the number of job prospects by gaining new skills.

You want to earn a higher salary.

You want to build your professional network.

Preferred qualifications in general management

Every general management job will have unique requirements, preferred qualifications, and experience. Some people start in lower-level management jobs or even entry-level positions and work their way up the ladder at a company through experience gained on the job. This way, they know exactly how the organization functions from the bottom up. Some businesses even prefer to hire managers from within their own talent pools.

Pursue a bachelor’s degree.

Many employers may require at least a bachelor's degree in general management or a related field. Degrees in business management, business administration, or a related field may help set you apart from the competition.

Consider a master’s degree.

While an advanced degree is not usually necessary for general management jobs, some companies may require you to have one. The industry where you work, your job duties, and the number of employees you'll manage could decide whether you'll need a master's degree. Even if you don't need a master's degree, earning one may help you advance your career even further if that’s your goal.

A Master of Business Administration (MBA) degree is a common choice for general managers who want to advance their education. To qualify to earn an MBA, you'll generally need some work experience, a good undergraduate GPA, good GRE or GMAT scores, and letters of recommendation.

Read more: Master’s in Management vs. MBA: Which Is Better?

Available certifications for general management

Like certain degrees, certifications in general management may not be necessary for the job. Still, they can help set you apart from your competition. You may also come across a job that requires an industry-specific certification to quality for the position. Here are some certifications to consider:

Certified Manager Certification offered by the Institute of Certified Professional Managers (ICPM). Though offered in the United States, the certification is recognized around the world. The program contains three sections: Foundations of Management, Planning and Organizing, and Leading and Controlling. Each section takes 30 hours to complete [ 4 ].

American Management Association's (AMA) Certified Professional in Management Certification . It covers professional effectiveness, business acumen, relationship management, analytical intelligence, and more. The AMA also offers certifications in other related areas, like leadership, employee training, and diversity and inclusion.

Learn how to lead and manage people

If you're ready to start working towards a career in general management, consider taking courses online to develop skills you'll need for the job. Improve your leadership and management ability with the Strategic Leadership and Management Specialization from the University of Illinois.

Article sources

US Bureau of Labor Statistics. " Occupational Outlook Handbook: Top Executives , https://www.bls.gov/ooh/management/top-executives.htm#tab-1." Accessed May 30, 2023.

US Bureau of Labor Statistics. “ Occupational Employment and Wages: General and Operations Managers , https://www.bls.gov/oes/current/oes111021.htm.” Accessed May 30, 2023.

Zippia. “ General Manager Education Requirements, https://www.zippia.com/general-manager-jobs/education/?src=sp-popout-pageload.” Accessed May 30, 2023.

Innovage Consulting, Ltd. " The Certified Manager (CM) Certification , https://www.cmprogram.com/the-program/." Accessed May 30, 2023.

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The Palgrave Encyclopedia of Strategic Management pp 1–5 Cite as

General Management

R. Duane Ireland 3 &
Christina L. Matz 4
Living reference work entry
First Online: 01 January 2016

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General management is a comprehensive term describing the responsibilities of organizational positions and the behavioural roles of those filling them. Although general management positions exist in all organizational settings, including not-for-profit organizations and government agencies, for-profit organizations are our focus. However, this focus does not preclude the potential applicability of our arguments within other settings.

To explain general management, we examine the responsibilities and tasks required to fulfil management roles. In doing so, we seek to illuminate how theoretical and empirical research informs general managers’ decision-making efforts, many of which are concerned with positioning a firm for competitive success in dynamic and complex global marketplaces. We conclude by briefly considering the debate regarding the professionalization of management, using the context of managerial roles to do so. We seek to make two primary contributions: (1) developing an integration of a firm’s strategy, leadership and operations with managerial roles by hierarchical level, and (2) informing the current debate about the professionalism of management.

This entry was originally published on Palgrave Connect under ISBN 978-1-137-49190-9. The content has not been changed.

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Department of Management, Mays Business School, 4221 TAMU, College Station, TX, 77843-4221, USA

R. Duane Ireland

Texas A&M University, College Station, TX, USA

Christina L. Matz

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Ireland, R.D., Matz, C.L. (2016). General Management. In: Augier, M., Teece, D. (eds) The Palgrave Encyclopedia of Strategic Management. Palgrave Macmillan, London. https://doi.org/10.1057/978-1-349-94848-2_783-1

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DOI : https://doi.org/10.1057/978-1-349-94848-2_783-1

Received : 14 March 2016

Accepted : 14 March 2016

Published : 30 June 2016

Publisher Name : Palgrave Macmillan, London

Online ISBN : 978-1-349-94848-2

eBook Packages : Springer Reference Business and Management Reference Module Humanities and Social Sciences Reference Module Business, Economics and Social Sciences

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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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General Management Program : Shaping the Future of Outstanding Leaders

Upcoming Sessions
Dates: 05 AUG–22 NOV 2024
Format: Blended Combines both in-person and virtual learning.
Location: Virtual and HBS Campus
Fee: $80,000
05 AUG–07 SEP 2024 — Module 1 (Virtual, Self-Paced)
08–27 SEP 2024 — Module 2 (Virtual, Live Online)
28 SEP–26 OCT 2024 — Module 3 (Virtual, Self-Paced)
27 OCT–22 NOV 2024 — Module 4 (HBS Campus)
Dates: 06 JAN–25 APR 2025
06 JAN–08 FEB 2025 — Module 1 (Virtual, Self-Paced)
09–28 FEB 2025 — Module 2 (Virtual, Live Online)
01–29 MAR 2025 — Module 3 (Virtual, Self-Paced)
30 MAR–25 APR 2025 — Module 4 (HBS Campus)

"What impressed me about the HBS Live Online Classroom was the innovation and scale to create a personalized experience."

Stefan Thomke's magic in the classroom transforms executives into innovation leaders.

Teaching Team
Participant Profile
Participant Stories

Taking your organization and your career to the next level requires going beyond your field of expertise to gain an end-to-end view of the enterprise, an in-depth understanding of business operations, and a multidisciplinary approach to leadership.

The General Management Program (GMP) accelerates this leadership transition by blending full-time on-campus learning and virtual learning with practical application on the job—maximizing your learning and your return on investment.

Key Benefits

Considering global and industry forces when setting your organization's strategic direction
Building a creative culture that is open to change and digital connectivity
Continuing to grow as an agile leader by building on powerful insights gained through professional coaching
Formulating a detailed personal action plan to address your strategic and leadership challenges
Building enduring bonds with accomplished peers who span functions, industries, and countries

Key Benefits Dropdown up

Key benefits dropdown down, who should attend.

GMP is designed for executives who are looking to expand their professional impact through an end-to-end view of the enterprise, an in-depth understanding of business operations, and a multidisciplinary approach to leadership. Ideal candidates include:

Functional leaders at large organizations whose role is significantly expanding
Executives who will soon become business-unit, divisional, cross-functional, or regional leaders
Top executives at midsize organizations who have profit-and-loss responsibility
Executives in roles that cover the scope of general manager, deputy general manager, senior vice president, or vice president

Leaders in Virtual Learning

This program features sessions in the HBS Live Online Classroom .

Just as HBS pioneered the case study method, we also built the first live online classroom in 2014 and have been refining and optimizing our virtual program experience ever since. In a world that is now centered around virtual connection, our programs reflect the input and experience of tens of thousands of participants.

When you participate in a virtual HBS Executive Education program, you benefit from a powerful learning experience carefully designed with a virtual setting in mind. Through live, synchronous program sessions you'll engage directly with our renowned faculty to learn from their latest research, gain actionable takeaways, and facilitate your growth. In addition, virtual discussion groups will connect you to a global group of peers and build your network.

Learning and Living at HBS

When you participate in an Executive Education program on the HBS campus , you enter an immersive experience where every aspect of the learning model has been carefully designed to facilitate your growth. Your learning will take place on your own, in your learning/living group, and in the larger classroom, driven by the renowned HBS case method .

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Alumni Status

Upon completing the General Management Program, you will become a lifetime member of the HBS alumni community—gaining exclusive access to our vast global alumni network and an array of resources that facilitate lifelong learning, growth, and success. Learn more .

Admissions Criteria and Process

The application process, to apply, you will submit:.

The application, telling us about your experience, your organization, and your current responsibilities, goals, and challenges
A letter of reference from someone familiar with your work

Answering Your Questions

Letter of reference, english proficiency, learning commitment, application submission, application review, fee, payment, and cancellations.

The program fee covers tuition, books, and case materials, as well as accommodations and most meals for the on-campus module. You will be invoiced upon admission to the program. Invoices are due within 30 days of receipt, or upon receipt if the program start date is less than 30 days from the invoice date. If you need to cancel or defer your participation, you must submit your request in writing more than 30 days before the start of the program to receive a full refund. Cancellation or deferral requests received 14 to 30 days prior to the start of the program are subject to a fee of one-half of the program fee. Requests received within 14 days are subject to full payment.

A limited amount of partial scholarship funding may be available for qualified applicants from not-for-profit organizations. Please include a request for funding in your application.

Admissions Criteria and Process Dropdown up

Admissions criteria and process dropdown down, what you will learn.

The General Management Program provides a highly integrated, multidisciplinary view of strategy, leadership, and the organization. Blending practical business knowledge with personalized learning, 360-degree leadership and personal assessments, as well as individual projects, the program engages you in a dynamic exchange with the HBS faculty, a professional HBS Executive Coach, and a diverse group of senior executives from around the world.

Designed to expand your leadership skills, mindset, and network, the General Management Program requires just seven weeks away from the office over the course of four months. To offer flexibility to executives around the world, GMP is presented through a mix of virtual and in-person learning, with a global-friendly schedule for the live online sessions in Module 2. You will alternate between full-time, rigorous modules and part-time, self-paced modules that provide the opportunity to apply new insights at work. Through this proven "learn-apply-refine" approach, you can prepare for the challenges and opportunities ahead while moving forward in your current role.

Module Details Expand All Collapse All

Module 1: strengthen your foundational skills module 1: strengthen your foundational skills dropdown down.

Complete self-directed assignments using a mix of online, print, and audio materials
Strengthen core business knowledge in financial management, strategy formulation, and accounting
Gain an understanding of the HBS learning environment, common terminology, and case-based learning
Set aside 15 to 20 hours per week to complete this work during the four weeks leading up to Module 2

Module 2: Broaden your perspective and elevate your expertise Module 2: Broaden your perspective and elevate your expertise Dropdown down

Enhance your analytical skills and expand your knowledge of accounting, financial management, strategy formulation, innovation, leadership, marketing, operations, and negotiations
Learn to recognize and diagnose problems, quickly generate and assess options, and identify and activate winning strategies
Develop a strategy for immediately applying your knowledge to your organization and gain input from experts and peers
Set aside 40 to 50 hours per week to complete class sessions, learning group discussions, case study preparation, coaching, and faculty office hours

*Participants will be grouped into two sections based on preferred class times for virtual class sessions.

Virtual learning group discussions will take place from 7:45 to 8:45 AM ET.
Both sections will attend a joint session, on the Zoom platform, from 9:00 to 10:30 AM ET, Monday through Friday. The joint sessions will cover a range of formats: guest speakers, group work, and networking.
Section A will attend class sessions from 11:00 AM to 3:00 PM ET and Section B will attend class sessions from 6:00 to 9:30 PM ET. Classes will take place Monday through Friday.
Faculty office hours, coaching, and case study preparation will take place outside of the class sessions referenced above.
Please note that session start and end times may be slightly adjusted and final confirmation will be given during Module 1.

Module 3: Put your knowledge into action Module 3: Put your knowledge into action Dropdown down

Complete various self-directed assignments and assessments and gather 360-degree feedback from your peers and manager
Transform your personal strategy statement into a detailed personal action plan
Develop a business case study that focuses on a personal business challenge
Share your personal strategy statement, action plan, and business case with your manager and team and gather their feedback
Learning Group meeting with HBS Executive Coach
One 1:1 meeting with HBS Executive Coach
Set aside 20 to 30 hours per week to complete this work during the four weeks leading up to Module 4

Module 4: Maximize your leadership impact Module 4: Maximize your leadership impact Dropdown down

Expand your ability to think about the macro picture and consider global and industry forces when making strategic decisions
Prepare to help your organization capitalize on technological disruption, digital transformation, strategic pricing, and other evolving trends
Enhance your executive presence by reviewing your assessment results with your personal coach, evaluating your leadership abilities, and identifying areas for improvement
Present your customized case to your learning group and finalize your personal action plan

Module Details Dropdown up

Module details dropdown down, module 1: strengthen your foundational skills, module 2: broaden your perspective and elevate your expertise, module 3: put your knowledge into action, module 4: maximize your leadership impact, special program features expand all collapse all, learning group work learning group work dropdown down.

An immersive four-month program creates the opportunity to build close, trusting relationships with a small, diverse group of senior executives who can understand your challenges—but are not part of your organization. At the start of the program you will be placed into learning groups that you will meet with virtually until coming to campus for Module 4. During Module 4, your learning group will be housed together in custom design accommodations, featuring private suites around a spacious common area. Throughout the program, you will:

Share global insights with peer executives who span functions, cultures, and countries
Consider wide-ranging perspectives as you discuss cases and assignments
Complete small group exercises and collaborate on projects as a team
Exchange feedback—both personal and professional—in a safe environment

HBS Executive Coaching HBS Executive Coaching Dropdown down

Our distinctive coaching method is designed to accelerate both individual and team growth. During Modules 2-4 of the program, your learning group will meet with a professional HBS Executive Coach to help enhance your leadership journey and team effectiveness. Your coach will help you identify your personal leadership strengths and gaps through two one-on-one sessions—one 360-degree leadership and personal assessment session at the start of the program and another session focused on your reentry strategy following the program. All coaching sessions are strictly confidential, giving you the freedom to share your personal goals and professional challenges.

Personal strategy statement, action plan, and business case Personal strategy statement, action plan, and business case Dropdown down

The program personalizes your learning with multiple projects designed to help you apply your new skills to real-life strategy and leadership challenges. Over the course of GMP, you will work on solving a fundamental challenge facing you and your organization. Through this exercise, you will:

Gain greater insight into your industry and your company's competitive position
Improve your ability to clearly communicate issues to peers and garner their input
Learn how to drive change and innovation by aligning the appropriate resources and activities
Identify and prepare for potential roadblocks and leadership challenges that may arise as you work to implement your strategy
Build a network of GMP peer advisors who can apply their unique knowledge and background to your challenge

Powerful lineup of industry guest speakers Powerful lineup of industry guest speakers Dropdown down

You will have a unique opportunity to hear from distinguished guest speakers—often the case protagonists—who share how they overcame diverse business and leadership challenges.

The GMP network The GMP network Dropdown down

During GMP, you will build rewarding and enduring relationships with a diverse group of accomplished executive peers. This vibrant and powerful global network will continue to grow as you tap into faculty-led webinars, leadership renewal programs, and GMP reunions and workshops.

Special Program Features Dropdown up

Special program features dropdown down, learning group work, hbs executive coaching, personal strategy statement, action plan, and business case, powerful lineup of industry guest speakers, the gmp network, the hbs advantage.

The General Management Program is developed and taught by a multidisciplinary team of HBS faculty who are widely recognized as skilled educators, groundbreaking researchers, and award-winning authors. Through their board memberships, consulting, and field-based research, they address the complex challenges facing business leaders across the globe.

Stefan H. Thomke

William Barclay Harding Professor of Business Administration

Read Full Bio

Rohit Deshpandé

Baker Foundation Professor, Sebastian S. Kresge Professor of Marketing, Emeritus

Rafael M. Di Tella

William Ziegler Professor of Business Administration

Linda A. Hill

Wallace Brett Donham Professor of Business Administration

Leslie K. John

James E. Burke Professor of Business Administration

Tarun Khanna

Jorge Paulo Lemann Professor

E. Scott Mayfield

Senior Lecturer of Business Administration

V.G. Narayanan

Thomas D. Casserly, Jr. Professor of Business Administration, and Senior Associate Dean of Executive Education and HBS Online

V. Kasturi Rangan

Baker Foundation Professor, Malcolm P. Mcnair Professor of Marketing, Emeritus

Eugene F. Soltes

McLean Family Professor of Business Administration

Gunnar Trumbull

Philip Caldwell Professor of Business Administration

Guest Speakers

HBS faculty members have enduring relationships with some of the world's most distinguished leaders—and many of those invited to speak are the protagonists in the cases being studied during the program. These inspiring sessions, often considered once-in-a-lifetime highlights of the program, deepen the learning experience and give you firsthand insights into how top executives have overcome critical business and leadership challenges.

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An Introductory Note on General Management

By: Mary M. Crossan

General management integrates all of the functional areas of a business with a view to making decisions that are coherent and beneficial to the entire firm. This note begins with a strategy model…

Length: 24 page(s)
Publication Date: Oct 21, 2008
Discipline: Strategy
Product #: 908M71-HCB-ENG

What's included:

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This item is no longer available. Try our website search to find available products, or contact us for assistance.

Included Materials

General management integrates all of the functional areas of a business with a view to making decisions that are coherent and beneficial to the entire firm. This note begins with a strategy model that provides an overview of the key elements the general manager needs to consider when making strategic decisions. Each area of the strategy is then discussed. Types of strategic choices are then presented, followed by a section on valuation. The note concludes with an overview of a strategic decision-making process.

Oct 21, 2008 (Revised: May 3, 2016)

Discipline:

Ivey Publishing

908M71-HCB-ENG

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Project Units

Project units are operational subsets of an enterprise that conducts business operations using projects and enforces consistent project planning, management, analysis, and reporting. Project units often represent lines of business, such as Consulting Services, Sales, and Research and Development.

You must set up at least one project unit to use in Oracle Project Portfolio Management.

Maintain independent setup data for each project unit while sharing a common approach to financial management across all project units. The following graphic shows two project units that share a common approach to financial management and data. Each project unit maintains separate reference data for managing projects.

This diagram illustrates project units that share a business unit.

General Properties

General property options include the default reference data set the application uses for any new reference data object associated with the project unit. You can override the default set for each reference data object. The method of project number creation, either manual or automatic, and daily or weekly full time equivalent hours for reporting purposes, are also included in general properties.

Set Assignments

Assign sets to project units to determine how the application shares reference data across different lines of business in a company. A project unit is a set determinant for the following objects.

Project Definition: Includes set-enabled reference data for the project definition including:

Financial plan type

Project Transaction Types: Includes set-enabled reference data for project transactions including:

Project expenditure type

Project work type

Set assignment configuration includes the following options for each project unit.

Reference Data Object: For the project definition and project transaction types.

Reference Data Set Code: By default, the set for each reference data object is from the default set specified for the project unit.

Related Business Units

You associate business units with a project unit to identify the business units that are accountable for financial transactions of projects in each project unit. You can change the project unit and business unit association if you haven't used the combination on a project or project template. If a business unit isn't associated with any project unit, then the business unit is valid for all project units.

The Role of Environmental NGOs: Russian Challenges, American Lessons: Proceedings of a Workshop (2001)

Chapter: 14 problems of waste management in the moscow region, problems of waste management in the moscow region.

Department of Natural Resources of the Central Region of Russia

The scientific and technological revolution of the twentieth century has turned the world over, transformed it, and presented humankind with new knowledge and innovative technologies that previously seemed to be fantasies. Man, made in the Creator’s own image, has indeed become in many respects similar to the Creator. Primitive thinking and consumerism as to nature and natural resources seem to be in contrast to this background. Drastic deterioration of the environment has become the other side of the coin that gave the possibility, so pleasant for the average person, to buy practically everything that is needed.

A vivid example of man’s impact as “a geological force” (as Academician V. I. Vernadsky described contemporary mankind) is poisoning of the soil, surface and underground waters, and atmosphere with floods of waste that threaten to sweep over the Earth. Ecosystems of our planet are no longer capable of “digesting” ever-increasing volumes of waste and new synthetic chemicals alien to nature.

One of the most important principles in achieving sustainable development is to limit the appetite of public consumption. A logical corollary of this principle suggests that the notion “waste” or “refuse” should be excluded not only from professional terminology, but also from the minds of people, with “secondary material resources” as a substitute concept for them. In my presentation I would like to dwell on a number of aspects of waste disposal. It is an ecological, economic, and social problem for the Moscow megalopolis in present-day conditions.

PRESENT SITUATION WITH WASTE IN MOSCOW

Tens of thousand of enterprises and research organizations of practically all branches of the economy are amassed over the territory of 100,000 hectares: facilities of energy, chemistry and petrochemistry; metallurgical and machine-building works; and light industrial and food processing plants. Moscow is occupying one of the leading places in the Russian Federation for the level of industrial production. The city is the greatest traffic center and bears a heavy load in a broad spectrum of responsibilities as capital of the State. The burden of technogenesis on the environment of the city of Moscow and the Moscow region is very considerable, and it is caused by all those factors mentioned above. One of the most acute problems is the adverse effect of the huge volumes of industrial and consumer wastes. Industrial waste has a great variety of chemical components.

For the last ten years we witnessed mainly negative trends in industrial production in Moscow due to the economic crisis in the country. In Moscow the largest industrial works came practically to a standstill, and production of manufactured goods declined sharply. At the same time, a comparative analysis in 1998–99 of the indexes of goods and services output and of resource potential showed that the coefficient of the practical use of natural resources per unit of product, which had been by all means rather low in previous years, proceeded gradually to decrease further. At present we have only 25 percent of the industrial output that we had in 1990, but the volume of water intake remains at the same level. Fuel consumption has come down only by 18 percent, and the amassed production waste diminished by only 50 percent. These figures indicate the growing indexes of resource consumption and increases in wastes from industrial production.

Every year about 13 million tons of different kinds of waste are accumulated in Moscow: 42 percent from water preparation and sewage treatment, 25 percent from industry, 13 percent from the construction sector, and 20 percent from the municipal economy.

The main problem of waste management in Moscow city comes from the existing situation whereby a number of sites for recycling and disposal of certain types of industrial waste and facilities for storage of inert industrial and building wastes are situated outside the city in Moscow Region, which is subject to other laws of the Russian Federation. Management of inert industrial and building wastes, which make up the largest part of the general volume of wastes and of solid domestic wastes (SDW), simply means in everyday practice their disposal at 46 sites (polygons) in Moscow Region and at 200 disposal locations that are completely unsuitable from the ecological point of view.

The volume of recycled waste is less than 10–15 percent of the volume that is needed. Only 8 percent of solid domestic refuse is destroyed (by incineration). If we group industrial waste according to risk factor classes, refuse that is not

dangerous makes up 80 percent of the total volume, 4th class low-hazard wastes 14 percent, and 1st-3rd classes of dangerous wastes amount to 3.5 percent. The largest part of the waste is not dangerous—up to 32 percent. Construction refuse, iron and steel scrap, and non-ferrous metal scrap are 15 percent. Paper is 12 percent, and scrap lumber is 4 percent. Metal scrap under the 4th class of risk factor makes up 37 percent; wood, paper, and polymers more than 8 percent; and all-rubber scrap 15 percent. So, most refuse can be successfully recycled and brought back into manufacturing.

This is related to SDW too. The morphological composition of SDW in Moscow is characterized by a high proportion of utilizable waste: 37.6 percent in paper refuse, 35.2 percent in food waste, 10 percent in polymeric materials, 7 percent in glass scrap, and about 5 percent in iron, steel, and non-ferrous metal scrap. The paper portion in commercial wastes amounts to 70 percent of the SDW volume.

A number of programs initiated by the Government of Moscow are underway for the collection and utilization of refuse and for neutralization of industrial and domestic waste. A waste-recycling industry is being developed in the city of Moscow, mostly for manufacturing recycled products and goods. One of the most important ecological problems is the establishment in the region of ecologically safe facilities for the disposal of dangerous wastes of 1st and 2nd class risk factors.

Pre-planned industrial capacities for thermal neutralization of SDW will be able to take 30 percent of domestic waste and dangerous industrial waste. Construction of rubbish-burning works according to the old traditional approach is not worthwhile and should come to an end. Waste-handling stations have been under construction in the city for the last five years. In two years there will be six such stations which will make it possible to reduce the number of garbage trucks from 1,156 to 379 and to reduce the amount of atmospheric pollution they produce. In addition the switch to building stations with capacity of briquetting one ton of waste into a cubic meter will decrease the burden on waste disposal sites and prolong their life span by 4–5 fold. Trash hauling enterprises will also make profit because of lower transportation costs.

Putting into operation waste-segregation complexes (10–12 sites) would reduce volumes of refuse to disposal sites by 40 percent—that is 1,200,000 tons per year. The total volume of burned or recycled SDW would reach 2,770,000 tons a year. A total of 210,000 tons of waste per year would be buried. So, in the course of a five year period, full industrial recycling of SDW could be achieved in practice.

Collection of segregated waste is one of the important elements in effective disposal and utilization of SDW. It facilitates recycling of waste and return of secondary material into the manufacturing process. Future trends in segregation and collection of SDW will demand wide popularization and improvement of the ecological culture and everyday behavior of people.

In recent years the high increase in the number of cars in Moscow has brought about not only higher pollution of the atmosphere, but also an avalanche-like accumulation of refuse from vehicles. Besides littering residential and recreation areas, cars represent a source for toxic pollution of land and reservoirs. At the same time, automobile wastes are a good source for recycled products. In the short-term outlook, Moscow has to resolve the problem of collection and utilization of decommissioned vehicles and automobile wastes with particular emphasis on activities of the private sector. Setting up a system for collection and utilization of bulky domestic waste and electronic equipment refuse is also on the priority list.

In 1999 in Moscow the following volumes of secondary raw materials were produced or used in the city or were recycled: 300,000 tons of construction waste, 296,000 tons of metal scrap, 265 tons of car battery lead, 21,000 tons of glass, 62,500 tons of paper waste, 4,328 tons of oil-bearing waste, and 306 tons of refuse from galvanizing plants.

Such traditional secondary materials as metal scrap and paper waste are not recycled in Moscow but are shipped to other regions of Russia.

The worldwide practice of sorting and recycling industrial and domestic wastes demands the establishment of an industry for secondary recycling. Otherwise segregation of waste becomes ineffective.

There are restraining factors for the development of an effective system of assorted selection, segregation, and use of secondary raw resources, namely lack of sufficient manufacturing capacities and of suitable technologies for secondary recycling.

The problem of utilization of wastes is closely linked with the problem of modernization and sometimes even demands fundamental restructuring of industries. The practical use of equipment for less energy consumption and a smaller volume of wastes and a transition to the use of alternative raw materials are needed. Large enterprises—the main producers of dangerous wastes—are in a difficult financial situation now, which is an impediment for proceeding along these lines.

Private and medium-size enterprises are becoming gradually aware of the economic profitability in rational use of waste. For example, the firm Satory started as a transportation organization specialized in removal of scrap from demolished buildings and those undergoing reconstruction. It now benefits from recycling of waste, having developed an appropriate technology for the dismantling of buildings with segregation of building waste. So, as it has been already mentioned above, the first task for Moscow is to establish a basis for waste recycling.

HOW TO CHANGE THE SITUATION WITH WASTE

Transition to modern technologies in the utilization of wastes requires either sufficient investments or a considerable increase in repayment for waste on the part of the population. Obviously, these two approaches are not likely to be realized in the near future.

The recovery of one ton of SDW with the use of ecologically acceptable technology requires not less than $70–100.

Given the average per capita income in 1999 and the likely increase up to the year of 2005, in 2005 it will be possible to receive from a citizen not more than $14 per year. This means that the cost of technology should not exceed $40 per ton of recycled waste. Unfortunately, this requirement can fit only unsegregated waste disposal at the polygons (taking into account an increase in transportation costs by the year 2005).

Such being the case, it looks like there is only one acceptable solution for Russia to solve the problem of waste in an up-to-date manner: to introduce trade-in value on packaging and on some manufactured articles.

In recent years domestic waste includes more and more beverage containers. Plastic and glass bottles, aluminium cans, and packs like Tetrapak stockpiled at disposal sites will soon reach the same volumes as in western countries. In Canada, for example, this kind of waste amounts to one-third of all domestic waste.

A characteristic feature of this kind of waste is that the packaging for beverages is extremely durable and expensive. Manufactured from polyethylene terephthalate (PTA) and aluminum, it is sometimes more expensive than the beverage it contains.

What are the ways for solving the problem? Practically all of them are well-known, but most will not work in Russia in present conditions. The first problem relates to collection of segregated waste in the urban sector and in the services sector. A number of reasons make this system unrealistic, specifically in large cities. Sorting of waste at waste-briquetting sites and at polygons is possible. But if we take into account the present cost of secondary resources, this system turns out to be economically unprofitable and cannot be widely introduced.

The introduction of deposits on containers for beverages is at present the most acceptable option for Russia. This system turned out to be most effective in a number of countries that have much in common with Russia. In fact this option is not at all new for us. Surely, all people remember the price of beer or kefir bottles. A system of deposit for glass bottles was in operation in the USSR, and waste sites were free from hundreds of millions of glass bottles and jars. We simply need to reinstate this system at present in the new economic conditions according to new types and modes of packaging. Deposits could be introduced also on glass bottles and jars, PTA and other plastic bottles, aluminium cans, and Tetrapak packing.

Let us investigate several non-ecological aspects of this problem, because the ecological impact of secondary recycling of billions of bottles, cans, and packs is quite obvious.

Most of the population in Russia lives below the poverty line. When people buy bottles of vodka, beer, or soft drinks, they will have to pay a deposit value (10–20 kopeks for a bottle). The poorest people will carry the bottles to receiving points. A system of collection of packaging will function by itself. Only receiving points are needed. Millions of rubles that are collected will be redistributed among the poorest people for their benefit, and a social problem of the poor will be solved to a certain extent not by charity, but with normal economic means.

A second point is also well-known. In a market economy one of the most important problems is that of employment. What happens when the trade-in value is introduced?

Thousands of new jobs are created at receiving points and at enterprises that recycle glass, plastics, etc. And we don’t need a single penny from the state budget. More than that, these enterprises will pay taxes and consume products of other branches of industry, thus yielding a return to the budget, not to mention income tax from new jobs.

There is another aspect of the matter. Considerable funding is needed from budgets of local governments, including communal repayments for waste collection and disposal at polygons and incinerators. Reduction of expenses for utilization of waste can be significant support for housing and communal reform in general.

It is practically impossible to evaluate in general an ecological effect when thousands of tons of waste will cease to occupy plots of land near cities as long-term disposal sites. Operation costs of receiving points and transportation costs could be covered by funds obtained from manufacturers and from returned packaging. Besides, when a waste recycling industry develops and becomes profitable, recycling factories will be able to render partial support to receiving points.

Trade-in value can be introduced on all types of packaging except milk products and products for children. It could amount to 15 or 30 kopecks per container, depending on its size. If all plastic bottles with water and beer are sold with trade-in value only in Moscow, the total sum will reach 450 million rubles a year. If we include glass bottles, aluminum cans, and packets, the sum will be one billion rubles. This sum will be redistributed at receiving points among people with scanty means when they receive the money for used packaging and jobs at receiving points and at recycling factories.

The bottleneck of the problem now is the absence in Russia of high technology industries for waste recycling. It can be resolved rather easily. At the first stage, used packaging can be sold as raw material for enterprises, including those overseas. There is unrestricted demand for PTA and aluminum on the part

of foreign firms. When waste collection mechanisms are established, there will be limited investments in this branch of industry.

With regard to the inexhaustible source of free raw material, this recycling industry will become one of the most reliable from the point of view of recoupment of investments. The Government, regional authorities, the population, and of course ecologists should all be interested in having such a law.

The same should be done with sales of cars, tires, and car batteries. Prices of every tire or battery should be higher by 30–50 rubles. These sums of money should be returned back to a buyer or credited when he buys a new tire or a new battery. For sure, such being the case we will not find used batteries thrown about the city dumps. In this case the task is even simpler because there are already a number of facilities for the recycling of tires and batteries.

In fact, a law of trade-in value can change the situation with waste in Russia in a fundamental way. Russian legislation has already been prepared, and the concept of an ecological tax has been introduced in the new Internal Revenue Code. Now it needs to be competently introduced. The outlay for waste recycling has to become a type of ecological tax. To realize this task much work has to be done among the deputies and with the Government. Public ecological organizations, including international ones, should play a leading role.

ACTIVITY OF PUBLIC ORGANIZATIONS IN THE SPHERE OF WASTE MANAGEMENT IN THE MOSCOW REGION

We know examples of the ever increasing role of the general public in the solution of the problem of waste utilization, first of all in those countries that have well-developed democratic institutions. “Fight Against Waste” is one of the popular slogans of public organizations abroad. Public opinion has brought about measures of sanitary cleaning in cities, secured better work by municipal services, shut down hazardous industries, and restricted and prohibited incineration facilities. Nevertheless, the struggle against wastes in the economically developed countries, being a manifestation of an advanced attitude towards the environment, has in the long run brought about a paradoxical result. Transfer of hazardous industries to countries with lower environmental standards and inadequate public support—Russia, as an example—has made the world even more dangerous from the ecological point of view.

Russia has just embarked on the path of formation of environmental public movements by the establishment of nongovernmental organizations. Representatives of nongovernmental organizations from Russia took part in the international gathering in Bonn in March 2000 of nongovernmental organizations that are members of the International Persistent Organic Pollutants (POPs) Elimination Network. A declaration against incineration was adopted in

Bonn by nongovernmental organizations, which called for elaboration of effective alternative technologies for utilization of waste and safe technologies for elimination of existing stockpiles of POP.

Quite a number of environmental organizations are operating now in Moscow. First to be mentioned is the All-Russia Society for the Conservation of Nature, which was established in Soviet times. There are other nongovernmental organizations: Ecosoglasiye, Ecolain, Ecological Union, and the Russian branches of Green Cross and Greenpeace. All these organizations collect and popularize environmental information and organize protest actions against policies of the Government or local administrations on ecological matters. A new political party—Russia’s Movement of the Greens—is being formed.

Laws currently in force in the Russian Federation (“On Protection of the Environment,” “On State Ecological Examination by Experts,” “On Production and Consumption of Waste”) declare the right of the public to participate in environmental examination of projects that are to be implemented, including those on the establishment of facilities for elimination and disposition of waste. Public examinations can be organized by the initiative of citizens and public associations. For example, under the law of Moscow “On Protection of the Rights of Citizens while Implementing Decisions on Construction Projects in Moscow,” public hearings are organized by the city’s boards. Decisions taken by local authorities, at referenda and public meetings, may be the very reason for carrying out public examinations. Such examinations are conducted mainly by commissions, collectives, or ad hoc groups of experts. Members of public examination panels are responsible for the accuracy and validity of their expert evaluations in accordance with the legislation of the Russian Federation. A decision of a public environmental panel has an informative nature as a recommendation, but it becomes legally mandatory after its approval by the appropriate body of the State. Besides, the opinion of the public is taken into account when a project submitted for state environmental review has undergone public examinations and there are supporting materials.

Public environmental examination is supposed to draw the attention of state bodies to a definite site or facility and to disseminate well-grounded information about potential ecological risks. This important facet of public environmental organizations in Moscow and in Russia is very weak. To a large extent, it can be explained by an insufficient level of specific and general knowledge of ecology even on the part of the environmentalists themselves. Lack of knowledge on the part of ordinary citizens and public groups and inadequate information (for various reasons) produce alarm-motivated behavior by those who harm the organization of environmental activity in general and waste management in particular.

There are nevertheless positive examples of public participation in designing policies of local authorities in the waste management sphere.

Speaking about the Moscow region we can point to the very productive work of the Public Ecological Commission attached to the Council of Deputies in Pushchino, in Moscow Oblast.

The population of Pushchino is 21,000. The polygon for solid biological wastes (SBW) has practically exhausted its capacities. In 1996, in order to find a way out, the Administration of the town showed an interest in a proposal made by the Austrian firm FMW to support financially the construction of an electric power station in the vicinity of the town that would operate using both fuel briquettes and SBW of the town. The briquettes would be manufactured in Turkey and would contain 70 percent Austrian industrial waste with added oil sludge. It was also envisaged that during the construction period of the electric power station, 300,000 tons of briquettes would be shipped and stockpiled. The original positive decision was annulled due to an independent evaluation of the project organized by the Public Ecological Commission.

The general public of Puschino put forward a counter proposal before the Administration in order to reduce volumes of SBW disposal at the polygon and to prolong its operation—segregation of SBW (food waste, paper refuse, fabrics, metal, glass, used car batteries). As a result, a new scheme for sanitary measures in the town was worked out in 1998, which on the basis of segregation of waste provided for a considerable decrease in refuse flow to the polygon. Unfortunately, for lack of finances in the town budget, the scheme has not been introduced to the full extent. But in spite of severe shortages of special containers for segregated wastes, a network of receiving points for secondary materials was set up.

One of the pressing tasks for greater public activity is wide popularization of environmental knowledge on waste management, especially among the young generation. There is a very important role for public organizations to play in this domain when enlightenment and education are becoming a primary concern of nongovernmental organizations. Referring again to the example of the Public Ecological Commission in Pushchino, I have to underline that this organization is taking an active part in the enlightenment of the population through organizing exhibitions, placing publications in the press, and spurring school children into action to encourage cleaning of the town by means of environmental contests, seminars, and conferences. Children help the Commission organize mobile receiving points for secondary material. They even prepare announcements and post them around the town calling on the citizens to take valuable amounts of domestic wastes and car batteries to receiving points.

There are other examples of a growing influence of public organizations on the policy of administration in the sphere of waste management in the Moscow region. The Moscow Children’s Ecological Center has worked out the Program “You, He, She and I—All Together Make Moscow Clean,” which is being introduced with the support of the Moscow Government. In the framework of this program, children collect waste paper at schools, and they are taught how to

be careful about the environment and material resources. The storage facilities agreed to support the initiative. They buy waste paper at a special price for school children. Then, the schools spend the earned money for excursions, laboratory equipment, books, and plant greenery.

Another example of an enlightened activity is a project realized in 1999 by the firm Ecoconcord on producing video-clips for TV about the adverse effects of waste incineration and the illegality of unauthorized storage of waste.

The name Ecoconcord speaks for the main purpose of this organization—to achieve mutual understanding between the general public and governmental organizations, to encourage public involvement in decision-making, and to promote the formation of policy bodies that would not let public opinion be ignored.

Proceeding from the global task of integrating the activities of interested parties in lessening adverse waste pollution, public organizations have to cooperate with authorities and not stand against them. Cooperation and consensus between governmental and nongovernmental organizations in working out strategies and tactics in waste management should become a prerequisite in successful realization of state policy in this sphere in the Russian Federation.

An NRC committee was established to work with a Russian counterpart group in conducting a workshop in Moscow on the effectiveness of Russian environmental NGOs in environmental decision-making and prepared proceedings of this workshop, highlighting the successes and difficulties faced by NGOs in Russia and the United States.

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TRANSACTIONS

Giants Among Top Off-Season Spenders in Free Agency

New York Giants General Manager Joe Schoen invested over $232 million in free agency to upgrade a roster that underachieved in 2023.

Author: Ezekiel Trezevant IV
Publish date: Apr 19, 2024

In this story:

Following the conclusion of the New York Giants’ disappointing 2023 season, general manager Joe Schoen set out to vastly upgrade the roster at spots that either underperformed or lacked depth.

He did just that by investing in 19 players (both newcomers and holdovers) at a rate of over $232 million in new contracts, which, according to Spotrac, is the seventh-highest amount of money spent during the 2024 free agency period.

Top #NFL Offseason Spenders (free agent signings + extensions) 1. CAR, $355M 2. JAX, $339M 3. PHI, $319M 4. TEN, $306M 5. ATL, $244M 6. HOU, $238M 7. NYG, $232M 8. KC, $226M 9. NE, $220M 10. IND, $214M ... 30. NO, $59M 31. LAC, $44M 32. DAL, $11M https://t.co/exmeyDJklD — Spotrac (@spotrac) April 11, 2024

Excluding the five-year, $141 million contract given to edge rusher Brian Burns, who, because he was acquired via trade, does not count against the total spent on free agents, the Giants' biggest free-agent tickets include the deals given to offensive lineman Jon Runyan Jr (three years, $30 million), running back Devin Singletary (three years, $16.5 million), offensive lineman Jermaine Eluemunor (two years, $14 million), and quarterback Drew Lock (one year, $5 million).

The Giants’ offensive line arguably needed the most work of any position on their roster. Sure enough, Schoen invested the most in that spot, adding Austin Schlottmann, Aaron Stinnie, and Matt Nelson to the room.

The Giants, who have six picks in next week's NFL draft, have $5,447,378 remaining in cap space . That number, which remains fluid, could see a significant boost if tight end Darren Waller decides to retire and is designated as a post-June 1 transaction, his cap savings jumping from $6.707 million to $11.625 million.

Time will tell whether the money was well spent. However, Schoen deserves credit for making the effort to put together a better team.

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Latest Giants News

Nov 5, 2023; Paradise, Nevada, USA; New York Giants wide receiver Parris Campbell (0) walks off the field after the Las Vegas Raiders defeated the Giants 30-6 at Allegiant Stadium.

Parris Campbell Signs with Eagles

Sep 22, 2019; Tampa, FL, USA; General view of New York Giants helmets on the bench prior to the game against the Tampa Bay Buccaneers at Raymond James Stadium.

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Oct 7,, 2022; Thundridge, United Kingdom; New York Giants defensive tackle Dexter Lawrence at press conference at Hanbury Manor.

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Arizona Cardinals "Open for Business" Regarding Fourth Overall Pick

MGTS Moscow City Telephone Network

Moscow City Telephone Network OJSC is one of the largest local wire communication companies in Europe . MGTS is part of the telecommunications business direction of AFK Sistema and is part of the Komstar-OTS group of companies. The operator serves more than 4.3 million subscribers, including 3.6 million - individuals.

There are 527 telephone exchanges on the MGTS network. The company's payphone network today has about 7 thousand devices. The share of the main telephones of MGTS in the Moscow fixed-line market is 77.2%, the share in the market of private users is 97.8%. Tariffs for the main service - local telephone connections - are regulated by the state.

Since 2004, MGTS has been carrying out a large-scale reconstruction of the network, which will be completed in 2012. The company's network will be completely digital. Now the digitalization of the MGTS network is about 50%, and by the end of 2007 it will reach, according to forecasts, 54%. Every year, the company puts into operation more than 500 thousand rooms, most of which are used to replace obsolete equipment.

Board of Directors

Main article: MGTS Board of Directors

Composition of June 2018

Dmitriev Kirill Alexandrovich - Chairman of the Board of Directors, Vice President of Sales and Services of MTS PJSC.

The Board of Directors on June 22, 2018 also included:

Ershov Andrei Viktorovich - Advisor to the President of MTS
Kamensky Andrei Mikhailovich - Vice President of Finance, Investments, Mergers and Acquisitions of MTS
Kornya Alexey Valerievich - President of MTS
Nikolaev Vyacheslav Konstantinovich - Vice President of MTS Marketing
Sergey Plotnikov - Director of the MTS Business Market Department
Ushatsky Andrey Eduardovich - Vice President of MTS Technology and IT
Khrenkov Vladimir Vladimirovich - Director of the MTS Innovation Center
Shorzhin Valery Viktorovich - Vice President of Procurement and Administrative Affairs of MTS
Baklykov Andrey - since January 2010, IT Director of MGTS.
Lebedev Vladimir - since June 2009, Deputy General Director, Technical Director of MGTS.
Medvedev Dmitry - head of the joint directorate of information and reference services MGTS, develops services 09 and 009. "Medvedev is now engaged in one of the company's strategic projects," said a CNews source at MGTS. - Pooling of resources of help-desk, single contact center, technical support, central repair office, etc. More than 10 services should become unified, which are now located on different Moscow sites. " Until December 2009, Dmitry Medvedev served as IT Director of MGTS.

Performance indicators

Main article: MGTS financial indicators

2020: Revenue growth to 41.16 billion rubles, profit - 12.95 billion rubles

MGTS finished 2020 with revenue in the amount of 41.16 billion rubles received following the results of work in this 12-month period. In 2019, the indicator was measured at 39.73 billion rubles.

In the direction of B2C services, the revenues of the telecommunications operator have practically not changed and amounted to about 19.49 billion rubles in 2020. Most of this amount (9.15 billion rubles) came from the sale of fixed telephony services. In 2019, the company's revenue in this market reached 9.87 billion rubles.

Revenues from mobile communication services to individuals in 2020 increased to 2.15 billion rubles from 1.93 billion rubles a year earlier. The provision of broadband services to private users brought the company 6.57 billion rubles, which exceeds the 2019 result of 6.24 billion rubles.

MGTS revenue from the provision of services to legal entities in 2020 decreased to 3.49 billion rubles from 4.02 billion rubles a year earlier. Sales of fixed telephony services decreased from 1.62 billion to 1.46 billion rubles. In the B2B segment of broadband access on the Internet, a decrease in revenues from 1.11 to 1.03 billion dollars was registered.

In the B2G category (services to budget organizations), MGTS revenues in 2020 decreased to 2.21 billion rubles from 2.5 billion rubles in 2019. Fixed telephony services to such customers added about 1.62 billion rubles to the company's revenue, and 1.7 billion rubles in 2019. The second largest source of income in this segment was video surveillance services, on which the operator earned 248 million rubles in 2020.

MGTS revenue from the provision of services to telecom operators in 2020 reached 5.94 billion rubles, which is significantly more than a year earlier (4.27 billion rubles).

In 2020, MGTS net profit amounted to 12.95 billion rubles against 15.52 billion rubles in profit a year earlier. [1]

Albert Gilmanov - the new general director of MGTS

On August 11, 2021, MGTS announced the appointment of Albert Gilmanov as the new CEO of the company. He replaced Vladislav Medvedev , who led the telecommunications operator since November 2019. More details here .

Start installing sensors on cable protection hatches, investing 1 billion rubles in the project

At the end of May 2021, MGTS began to put wireless sensors on the hatches to protect the cable network. The company intends to extend this technology to 50-75 thousand hatches out of 150 thousand available from the telecom operator.

According to Vedomosti , the representative of the controlling MGTS Mobile Television Systems ( MTS) Alexei Merkutov, testing the access control system in its cable sewer proved its effectiveness: it ensured a quick response by the company's security service, thanks to which the number of cable thefts decreased by 42%, and the number of acts of vandalism, accompanied by damaging communication lines, decreased by 27%.

MGTS did not disclose the costs of this project. A Vedomosti source close to the company says that it took 400 million rubles to create the system alone, and by 2023 the operator can spend more than 1 billion rubles to protect cable sewers. Another source of the publication, close to MTS, says that the scale of the project is planned to be clarified during 2021.

The use of the system will also prevent the illegal laying of cable in the sewers of MGTS, explains Alexey Merkutov. Installed sensors can be used in other areas of the urban economy, for example, to detect open wells or those on which the covers are not completely closed. This will reduce the number of pedestrian injuries and accidents.

Earlier, MTS tested the Digital Water Utility solution in the Samara Region, in which sewage hatches for water supply and drainage of the city were equipped with sensors. If the hatch is damaged or deviated from the fixed position by more than 3 °, the sensor sends an alert to the employee of the organization, after which the team leaves to check the hatch. Sensors installed on hatch covers operate in the frequency range of the NB-IoT standard for the Internet of Things [2]

2020: MGTS brand will disappear

On January 16, 2020, it became known that MTS had completed the restructuring of the Moscow business in the field of mobile and fixed-line services, as a result of which it began to develop under single management. The MGTS brand will gradually disappear, under which MTS provided wired Internet services.

According to "Kommersant" MTS, on January 15, 2020, an advertising campaign was launched that uses a symbolic image of an egg in the corporate colors of operators - blue (MGTS) and red (MTS), as well as two logos at once - MGTS and MTS Home. Also in the advertisement will be promoted a new promotional package, which includes home Internet, TV and subscription to. online cinema ivi

He also noted that the operator will offer subscribers the opportunity to pay for fixed and mobile services with a single account, a single personal account and an ID for the My MTS mobile application.

Creating a single brand is a logical step for MTS, said Konstantin Ankilov , general director of TMT Consulting . MGTS has been dealing with a reduction in the number of landline phone users for quite some time, which is happening throughout the country while maintaining demand among the older generation, says TelecomScienceCEO Denis Kuskov . In his opinion, combining brands and personal offices will allow the company to increase subscriber loyalty.

Among the services that can be combined with MTS, in addition to the fixed Internet and TV, there may be video surveillance services, smart intercom phones, etc ., which now offset the costs of MGTS for preserving fixed telephony, Kuskov believes. [3]

Appointment of Vladislav Medvedev as MGTS Director General

On November 28, 2019, the Moscow City Telephone Network company announced the appointment of Vladislav Medvedev , General Director of MGTS PJSC, from November 29, 2019, who, since October 2019, concurrently held the position of Executive Director of MGTS PJSC, answering for the technical unit of the Moscow region of MTS PJSC . More details here .

Installation of charging stations for electric vehicles in Moscow

At the end of October 2019, it became known that MGTS was starting the installation of charging stations for electric vehicles in Moscow .

As reported in a press release received by TAdviser from MTS (owns MGTS), by November 20, 2019 it is planned to launch 10 electric stations. Seven of them will have a power of 50 kW and charge batteries of electric cars in 20-30 minutes, and the remaining three with a power of 22 kW - in 4-5 hours. The equipment will be located between the TransTeleCom and the Moscow Ring Road.

As explained in the company, MGTS has a wide network of PBXs, in which energy-intensive equipment was located for a long time. After the network upgrade and the transition to GPON technology, the volume of this equipment decreased, and, accordingly, its energy consumption decreased. This allows the ISP to use the supply of energy for the development of new business areas, including the power supply network.

The pilot project takes place in several areas, including the demand for the service, its effectiveness and the possibility of transferring MGTS corporate vehicles to electric.

During the experiment, electric vehicle charging is free for car owners. Once the technical aspects of supporting the ESD network have been worked out, MGTS will decide on the further development of the project.

According to the MGTS forecast, published at the end of October 2019, in 4-5 years the fleet of electric cars in Moscow may amount to about 20 thousand units, more than 1000 high-speed charging stations will be required to charge them.

In the summer of 2019, the mayor Moscow Sergey Sobyanin announced his intention from 2021 to abandon the purchase of buses powered by motor fuel and switch to purchases of domestic electric. transport Then about 300 such cars worked in Moscow, in the future it is planned to purchase 300 cars annually.

Pavel Kuznetsov appointed vice-president of MTS and general director of MGTS concurrently

Since September 16, 2019, Pavel Kuznetsov combines the post of general director of MGTS with his work as vice president - director of the Moscow region of MTS . This decision was made by the MGTS Board of Directors on September 13, 2019. More details here .

The appointment is associated with the functional association of MGTS and MTS in the Moscow telecom market . It is assumed that the solution will create a strong team for the implementation of projects in the field of high technologies and digital services in the Moscow region, which is most important for the MTS Group.

Nikolai Pozhidaev appointed financial director of MGTS

On June 4, 2019, the Moscow City Telephone Network (part of the MTS group) announced the appointment of Nikolai Pozhidaev as financial director, member of the company's Management Board. More details here.

Olga Belousova , who previously headed the MGTS financial unit, continued her career as financial director of the pharmaceutical holding JSC FP Obolenskoye.

23.5% increase in net profit

According to the announced MGTS financial and operational results of 2018, the company's revenue under RAS decreased slightly (minus 0.5%) and amounted to 38.7 billion rubles, which became known on April 4, 2019. Net profit at the same time increased by 23.5% - to 19.6 billion rubles. Net profit margin exceeded 50.7%. The subscriber base for all services increased by 5%, exceeding 5.5 million, which is the third indicator in the Russian fixed market. communications

The share of revenue from services unregulated by the state , including such as broadband , digital TV and other services provided to both private and corporate clients, in the total income structure exceeded 61%. The total revenue from unregulated services amounted to 23.8 billion rubles. In turn, the company's revenues in the consumer market grew by 4%, exceeding 19 billion rubles, and revenues from the provision of digital services grew faster - by 23%, to 8.1 billion rubles.

MGTS demonstrated the highest growth rates in the MVNO market (providing mobile communications according to the virtual model) - revenues from this line of business almost doubled and amounted to 1.437 billion rubles, exceeding revenues from pay TV services. By the end of 2018, the number of MGTS mobile users amounted to more than 480 thousand subscribers, an increase of more than 50%.

At the same time, revenue from broadband Internet services in the mass market, according to the MGTS report, increased by 12%, to 4.9 billion rubles. MGTS maintained a high rate of broadband connections in the stagnating market, increasing the number of Internet subscribers by 11% over the year, which significantly exceeds the growth rate of the market itself. Revenues from the provision of digital TV services reached 1.4 billion rubles. (+ 23%), the subscriber base exceeded 620 thousand customers, an increase of 16.5%.

In the corporate segment, according to the report, MGTS revenue remained at the same level and amounted to 8.2 billion rubles. In the broadband access market for B2B customers, revenue increased by 22%, exceeding 1 billion rubles. The number of BD connections for the year increased by 15.3%

As for the profit from the sales of MGTS, it grew by 22.9% - to 10.1 billion rubles. While the cost of the company decreased by 5.3% to 22.1 billion rubles, and management costs - by 16% - to 4 billion rubles. Other company revenues amounted to 12.5 billion rubles. (an increase of 17.8%), of which 7.7 billion rubles. received in the form of dividends from subsidiaries.

MGTS commercial director Alexei Nazarov commented on the results of the company in 2018 as follows:

Speaking about the growth of indicators at the MGTS MVNO project, Alexey Nazarov said:

Free distribution of Internet of Things-enabled routers

In December 2018, it became known about the intentions of MGTS to provide subscribers with routers with Internet of Things support. The operator will spend 1.4 billion rubles on the purchase of equipment.

As the representative of MGTS Tatyana Martyanova told Vedomosti , the company will distribute about 550 thousand routers at the beginning of 2019. Subscribers will be able to get devices free of charge when connecting a tariff that assumes a data rate of 200 Mbps. By December 10, 2018, MGTS has about one third of such customers with a total database of broadband Internet access subscribers of 1.5 million.

MGTS will offer routers with support for the ZigBee protocol , which is popular among manufacturers of devices for a smart home . Thanks to the new routers, users will be able to connect various third-party modules to them. Users will be able to buy sensors and set up routers on their own, but perhaps the operator will offer them sensors complete with a setup service, Natalia Bizhanova , director of marketing and product development at MGTS, told the publication.

Meanwhile, VimpelCom notes a weak interest in smart home systems in Russia . The operator himself installed throughout Russia more than 100 thousand devices with support for ZigBee.

In 2017, MegaFon sold about 40 thousand sets of systems for a smart home. Since 2017, Rostelecom has been selling smart home kits, but the operator does not disclose the number of devices sold.

Since the beginning of 2018, MGTS has been providing a smart house for rent. With this solution, users can remotely configure and perform basic housing management actions: automatically turn on and off electrical appliances and lighting, control electricity when the sensors open the door, movement, smoke or leakage of water supply systems. The complex is designed to increase the level of safety and comfort, prevent emergency situations, save energy resources. [5]

Sales and Service Block Assignments

"Moscow City Telephone Network" - a fixed-line operator in Europe , part of the MTS group - on August 14, 2018 announced appointments in the sales and service unit: Pyotr Lepyokhin was appointed director of the sales department, Ilya Emelin was appointed director of the customer service department.

Appointments: MGTS General Director - Pavel Kuznetsov, Chairman of the Board of Directors - Kirill Dmitriev

On June 1, 2018, by a decision of the Board of Directors of MGTS PJSC, Pavel Kuznetsov was appointed Director General of the Moscow City Telephone Network Company (part of the MTS Group). The decision on the appointment was made during a meeting of members of the Board of Directors, which took place on May 31, 2018. In this post, he replaced Andrei Ershov. More details here.

Vice President MTS of Sales and Services was appointed Chairman of the Board of Directors of MGTS PJSC. Kirill Dmitriev

2016: MGTS fined 562.5 thousand rubles for various tariffs on infrastructure

For violation of the law on the protection of competition, the MGTS telecom operator must pay a 562.5 thousand rubles fine. Such an amount was appointed by employees of the Federal Antimonopoly Service ( FAS) for setting different tariffs for the services of providing seats in line-cable communication facilities for companies financed and not financed from the state budget. This is stated on the website [6] the department of Moscow MGTS [7]

As the FAS managed to find out, in some cases the cost of the tariff for budget organizations was 40% higher than the cost of a similar tariff for non-budget ones. And this despite the fact that the cost of such services for both parties includes the same costs.

As Oleg Korneev, deputy head of the Moscow OFAS of Russia , noted, "the law provides for a ban on the establishment by a person in a dominant position of different prices for the same goods."

Purchase of 1.1 million routers

On December 7, 2015, it became known about MGTS plans to acquire more than 1 million routers for connecting to the Internet through the GPON optical network (gigabit passive optical networks - the standard implies laying fiber in each apartment). More details here .

"Computer assistance" to corporate users

On December 8, 2015, the Moscow City Telephone Network announced the launch of the Computer Assistance service for corporate customers.

According to the company's statement, using the MGTS service, small businesses can get modern telecom services, optimize administrative and IT costs.

The list of "Computer Assistance" services includes work on diagnostics, prevention and repair of office equipment and IT equipment, installation and configuration of software (operating systems, antivirus, etc.). Maintenance equipment includes computers, printers and multifunctional and network devices (routers, plotters, Wi-Fi access points) and cable network infrastructure. The service is provided by MGTS employees.

Enterprise customers can use the service as needed or enter into an agreement for regular IT support. Depending on the amount of equipment serviced, the cost of permanent service support is from 1 thousand rubles. up to 4 thousand rubles. per month. The contract includes from one to three preventive visits, during which MGTS specialists will perform network diagnostics (checking the network infrastructure and the correctness of equipment connection), update anti-virus databases and configure the connection of newly installed computers at the subscriber.

The service is provided to the company's active broadband clients . The service is aimed at small and medium-sized businesses in various areas of activity with the number of IT equipment in operation up to 20 units.

Dmitry Kulakovsky , MGTS Marketing and Product Development Director, said:

- In accordance with the Digital Office concept, we offer our corporate customers not only modern telecom services, but also full technical support for equipment and networks. The launch of Computer Assistance was a logical continuation of our strategy to support small businesses through the use of expertise from MGTS IT specialists. At the same time, our customers get a reliable service and the opportunity to save up to 50% of the cost of their own IT staff. We are confident that the new service will be in demand, as it allows you to increase the reliability of IT systems and, as a result, the effectiveness of the entire business.

2014: Implementation of fiber optic links using GPON technology

The technology GPON (Gigabit-capable passive optical network) allows one optical cable spent in the apartment to provide the subscriber with modern digital telephone communication, digital TV, high-speed Internet access at a data rate of up to 1 Gb/s. MGTS in 2011 began the modernization of the communication network Moscow in terms of replacing the outdated copper network infrastructure with a high-quality GPON optical network. In 2014, more than 4.4 million apartments will receive the technical ability to connect to a modern fiber optic network. In 2015, the switching of subscribers from copper to optical lines will be completed. The cost of the entire project of introducing "optics" is about 2 billion. dollars The GPON transport network will also become the basis for the introduction To Moscow of the LTE standard in the fourth generation wireless network. Thus, Moscow will create a unique network infrastructure for high-speed data transmission: in both fixed and wireless networks.

In July 2014, MGTS announced an increase in the number of enterprises in the small and medium-sized business segment that connected the broadband Internet access service by 36% in the first half of 2014. Over the year, the number of users of such MGTS services among small enterprises in Moscow doubled.

The main drivers of the growth of the number of customers in the B2B segment were the increase in the length of the new network infrastructure based on GPON technology, which currently covers more than 70% of Moscow, and the emergence of segmented package offerings for the corporate segment. More than 90% of companies that connected the Internet in the first half of 2014 chose special tariffs for small businesses. Of these, more than 50% of customers chose packages from two or more services - Double and Triple Play.

MGTS offers a wide range of tariffs for companies in the corporate sector, including special offers for small businesses. For example, the Triple Play service package for microenterprises, which includes wired broadband Internet using GPON technology, the basic Digital Television package and unlimited telephony. The package proposal from MGTS will allow entrepreneurs to organize electronic document management, automate work with customers, establish operational interaction between departments and effectively control business processes .

"The use of integrated telecommunications solutions enables small business entrepreneurs and executives to optimize their business processes by receiving a service from one supplier at competitive prices. The growth that MGTS demonstrated in the first half of 2014 confirms the correctness of the chosen strategy for the development of package offers and will allow the company to increase market share in the small and medium-sized business segment to 25% by 2016, "said Dmitry Kulakovsky , Director of Marketing and Product Development of MGTS OJSC.

Komstar-OTS owns a 29% stake in MGTS

As of December 20, 2012, Komstar-United Telesystems owned 29% of the shares in the Moscow City Telephone Network company.

Switch to ten-digit numbers

2012 - the beginning of the industrial introduction of PON technology. Switch to ten-digit numbers

Number of Internet users - 469 thousand customers

The number of Internet users of MGTS increased by 26 percent - to 469 thousand customers in the second quarter of 2012, compared to 373.5 thousand customers in the second quarter of 2011. The increase in the number of MGTS Internet users is due to the company's marketing policy aimed at increasing the speed of Internet access and reducing the cost of the service while maintaining the high quality of service. The share of new subscribers connecting to 6 Mbit/s and higher rates increased to 75 per cent by the end of June 2012, compared with 45 per cent in the second half of 2011. In addition, every month about 3 thousand valid MGTS subscribers switch to faster tariff plans.

"MGTS continues to improve the quality and availability of Internet service from MGTS for subscribers. The company offers a democratic line of tariffs with Internet access speeds of up to 20 Mbps using ADSL technology and up to 200 Mbps using GPON technology at affordable prices to meet the demand of various categories of users. With the development of the GPON fiber-optic network, MGTS will be able to offer more residents of Moscow maximum speeds of Internet access at competitive prices, as well as expand the number of services that a subscriber will be able to receive one optical cable per apartment. At the same time, the use of a wide range of services on one optical channel, such as high-definition television, digital telephony, telemetry and a number of other interactive services, will not affect the quality of Internet access, "said Roman Plachenko , Director of Marketing and Business Development at MGTS

In December 2012, the number of Internet users from MGTS increased by 23% compared to December 2011 and exceeded 510 thousand subscribers. According to GPON optical technology, 200 thousand subscribers were connected at the end of the year. The total number of fixed telephony subscribers of MGTS remained stable and at the end of 2012 amounted to 4.4 million numbers.

Construction of a new optical network

In 2012, it marked the 10th anniversary of the launch of the MGTS broadband data network. The copper pair connection made it possible to provide access to the global network with a simultaneous telephone on the existing telephone line. The first subscribers of the network were customers of the corporate segment and private premium users. In 2005, the provision of home Internet for MGTS subscribers began.

By the end of 2012, MGTS will provide technical connectivity to the optical network for 1.7 million Moscow households, in 2013 - for 3.4 million households, and in 2014 the installed capacity of the network will be 4.4 million ports. The connection of subscribers to the optical network will be carried out in stages until 2015, and the dismantling of the old infrastructure - copper cables is planned for 2016-2017 years.

The construction of a new optical network will reduce the costs of the MTS group for the operational deployment of LTE networks in Moscow and ensure the maximum data transfer speed for the Moscow market in fourth-generation networks. As part of the project, the MTS Group will build about 15,000 km of VOLS throughout Moscow. MTS plans to use the fiber-optic network deployed in the capital to connect base stations - already in 2012, a transport infrastructure will be created that will allow transferring most MTS base stations in Moscow to IP technologies by the end of the year. Developing two of the most advanced data networks at the same time, the MTS group will be able to create a unique network infrastructure for high-speed data transmission in Moscow: for both fixed and wireless networks.

2011: MGTS network became 100% digital

In 2011, the MGTS network became 100% digital.

In May 2011, the company launched a project in Moscow to reconstruct the copper infrastructure to fiber-optic based on GPON technology (Gigabit-capable passive optical network). The modernization of the subscriber line according to "optics" changes the priority of services: together with the replacement of the copper telephone line with optical MGTS, it mass installs access to the Internet and digital television. An optical network using GPON technology already allows you to provide broadband Internet access services at speeds of up to 200 Mbps. Upon completion of the network construction, video surveillance , fire alarm, telemetry and other interactive services will be available to subscribers.

2010: Sistema changes Sky Link shares to Svyazinvest's stake in MGTS

On May 5, 2010, Vladimir Putin signed Order No. 672-r that the Government agrees to alienate OJSC Svyazinvest's 22,352,150 ordinary registered shares of OJSC Moscow City Telephone Communications (MGTS), which constitute 23.3% of its authorized capital, by exchanging them for 6,482,736 ordinary registered shares of ZAO Sky Link, the authorized capital, which constitutes 50% of its authorized capital.

The government agreed to give MGTS shares in exchange for Sky Link shares, provided that Sistema pays an additional difference at a price not lower than the market price determined on the basis of the report of the independent assessor.

Ernst & Young estimated 100% of Sky Link at 9.4 billion rubles, and 23.3% of MGTS at 9.7 billion rubles. Thus, Sistema was supposed to pay Svyazinvest 300 million rubles.

The order signed by the prime minister on the transfer of MGTS shares to Sistema actually gives the green light to two mega-deals in the Russian telecommunications market: the exchange of telecommunications assets between Sistema and Svyazinvest OJSC and the reorganization of Svyazinvest itself by creating a "national champion" on the basis of Rostelecom OJSC.

The asset exchange transaction scheme assumes that Komstar-OTS OJSC (controlled by Sistema AFK) returns a 25% stake plus one share of Svyazinvest OJSC to the state. In return, Komstar's debt to Sberbank in the amount of 26 billion rubles. takes on Vnesheconombank (VEB). In addition, Svyazinvest gives Komstar a 23.3% stake in MGTS. To compensate Svyazinvest for the difference between the value of the MGTS package transferred to Komstar and the value of the Svyazinvest stake plus the amount of debt "forgiven" to Komstar, AFK Sistema transfers 100% of the mobile operator Sky Link CJSC to Svyazinvest structures.

The Moscow City Telephone Network was at the origin of the creation of Moscow's telecommunications infrastructure with the advent of the first 800-number telephone exchange, when the subscription fee per year was several times more expensive than a beautiful fur coat. The company, together with Muscovites, survived the adversity of the revolution, the siege during the Great Patriotic War, constantly remaining on guard of the capital's communications. MGTS was the technological partner of the city in the post-war period, when Moscow was actively growing, connecting several hundred thousand subscribers a year, and during major international events. In the new economic conditions of the 90s, MGTS managed to rebuild and prepare for the boom of Internet technologies.

1882 - July 13, the first manual telephone exchange of the Gileland system of the Bell company on the Kuznetsk bridge, 6 (the house of the merchant Popov), was opened.
The most modern in Europe . 1902 - In Milyutinsky Lane, the laying of the Central Bank RTS building took place. The construction of the main sewage system has begun.
The first automatic. 1930 - The first in Moscow Zamoskvoretskaya ATS B1 (8 thousand numbers), Bauman ATS E1 (7 thousand numbers) entered into operation.
The first decade. 1948 - Construction of new decadal-step PBXs B3, B8 and B9 began.
The first seven-digit. 1968 - The entire network was transferred to a single seven-digit numbering. Switching of 625,000 numbers took place simultaneously.
First computational. 1978 - Computer-based computing center put into operation.
First broadband. 2002 - Completion of the Public Broadband Data Network (PDP OP).
Time - combined - subscriber. 2007 - The procedure for providing services has been changed, three tariff plans have been introduced
↑ MGTS financial statements for 2020
↑ Sewer hatches will be equipped with penetration sensors
↑ The letter fell out of MGTS
↑ MGTS showed high rates of mobile growth
↑ MGTS will distribute routers with Internet of Things support to subscribers for free
↑ of PJSC MGTS fined half a million rubles for setting different tariffs for the use of communication collectors of
↑ was fined 562.5 thousand rubles for different tariffs for infrastructure.

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