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Instructor Manual: Griffin, Management, 13e, 2022, ISBN 9780357517123; Chapter 1: Managing and the Manager's Job

Instructor Manual For Management 13e Ricky W. Griffin Chapter 1-20

Chapter 01:

Instructor Manual Griffin, Management, 13e, 2022, ISBN 9780357517123; Chapter 1: Managing and the Manager's Job

Table of Contents Purpose and Perspective of the Chapter ............................................................................... 2 Cengage Supplements ........................................................................................................ 2 Chapter Objectives ............................................................................................................. 2 Complete List of Chapter Activities and Assessments ............................................................. 2 Key Terms ......................................................................................................................... 4 What's New in This Chapter ................................................................................................ 5 Chapter Outline ................................................................................................................. 5 Discussion Questions .........................................................................................................12 Additional Activities and Assignments..................................................................................14 Additional Resources .........................................................................................................19 Cengage Video Resources ....................................................................................................................... 19 Product Support ........................................................................................................................................ 20

Instructor Manual: Griffin, Management, 13e, 2022, ISBN 9780357517123; Chapter 1: Managing and the Manager's Job

Purpose and Perspective of the Chapter The purpose of this chapter is to introduce and explain the process of management and the changing ways of thinking about the world that are critical for managers. Additionally, students are introduced to the four management functions of planning, organizing, controlling and leading. Learners will be introduced to the various roles that managers perform in organizations and will gain a foundational perspective on what it means to be a manager in various types of organizations and industries.

Cengage Supplements The following product-level supplements provide additional information that may help you in preparing your course. They are available in the Instructor Resource Center.  

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PowerPoint Slides for in-class use (these feature a variety of options for class interaction) Student PowerPoint Slides- This version of the slides has any instructor-facing notes and activities removed. Students using MindTap can find these files in the ―Additional Resources‖ folder within the MindTap Learning Path and we‘ve also posted the file to the Instructor Companion Site. Test Bank: LMS compatible test banks are available on the Instructor Companion Site. Instructor‘s Manual (which you‘re reading now!)

Chapter Objectives The following objectives are addressed in this chapter: 1-1

Describe the concepts of managers and management and their importance to contemporary organizations.

1-2

Explain the four basic management functions in organizations.

1-3

Describe the kinds of managers found at different levels and in different areas of the organization.

1-4

Identify the basic managerial roles played by managers and the skills they need to be successful.

1-5

Discuss the science and the art of management, how people become managers, and the scope of management in organizations.

1-6

Characterize the new workplace that is emerging in organizations today.

Complete List of Chapter Activities and Assessments For additional guidance on online or hybrid facilitation of these activities, refer to the Teaching Online Guide for Principles of Management which can be found on the Instructor Companion Site. Also, please note that the chapter learning objectives are identified within both the instructor and student versions of the PowerPoint slides so that you and your students are always aligned on the ultimate learning goals throughout the course.

Instructor Manual: Griffin, Management, 13e, 2022, ISBN 9780357517123; Chapter 1: Managing and the Manager's Job

Chapter Objective All Objectives All Objectives

All Objectives All Objectives All Objectives All Objectives All Objectives All Objectives All Objectives All Objectives All Objectives All Objectives All Objectives All Objectives Objective 1-2 Objective 1-3 Objective 1-4 All Objectives Objectives, 1-1, 1-2, 1-4 Objective 1-1 Objective 1-2 Objective 1-3 Objective 1-4 Objective 1-5 Objective 1-6

Activity/Assessment MindTap: Part 01: Why Does Management Matter? MindTap: Self-Assessment: How Do I Rate as a Manager?

Duration 10 minutes <5 minutes

MindTap: Read: Managing and the Manager’s 60 minutes Job MindTap: Learn It: Managing and the Manager’s 30-45 minutes Job MindTap: Apply It: Managing and the Manager’s 20 minutes Job MindTap: Study It: Practice Test: Managing and Time Varies the Manager’s Job MindTap: Study It: Flashcards: Managing and the Time Varies Manager’s Job MindTap: Study It: Lecture Slides: Managing and Time Varies the Manager’s Job MindTap: Case Activity: Chapter 01: 20 minutes Understanding the Manager’s Job MindTap: Building Effective Time-Management Time Varies Skills MindTap: Building Effective Conceptual Skills Time Varies MindTap: Skill-building Personal Assessment: Time Varies How Do I Rate as a Manager? MindTap: Management at Work: How to Make Time Varies Mistakes and Influence People MindTap: You Make the Call: Reed Hastings Time Varies Doesn't Like Standing Still MindTap: Concept Clip: Four Functions Time: 2:23 minutes MindTap: Concept Clip: Skills Used at Different Time: 2:03 minutes Management Levels MindTap: Concept Clip: Managerial Roles Time: 2:28 minutes MindTap: On the Job Video: Barcelona: The Time: 6:47 minutes Evolution of Management Thinking eBook/Text: Discussion Questions: Questions for Time Varies Review, Analysis, and Application PowerPoint: Discussion 5 minutes Activity 1 PowerPoint: Knowledge Check Activity 1 5 minutes PowerPoint: Polling 5 minutes Activity 1 PowerPoint: Knowledge Check Activity 1 5 minutes PowerPoint: Discussion 5 minutes Activity 2 PowerPoint: Discussion 5 minutes Activity 3

Instructor Manual: Griffin, Management, 13e, 2022, ISBN 9780357517123; Chapter 1: Managing and the Manager's Job

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Key Terms Areas of management: Differentiation of managers into marketing, financial, operations, human resource, administration, and other areas. Communication skills: The manager‘s abilities both to effectively convey ideas and information to others and to effectively receive ideas and information from others. Conceptual skills: The manager‘s ability to think in the abstract. Controlling: Monitoring organizational progress toward goal attainment. Decision making: Part of the planning process that involves selecting a course of action from a set of alternatives. Decision-making skills: The manager‘s ability to correctly recognize and define problems and opportunities and to then select an appropriate course of action to solve problems and capitalize on opportunities. Decisional roles: The roles of entrepreneur, disturbance handler, resource allocator, and negotiator, which relate primarily to making decisions. Diagnostic skills: The manager‘s ability to visualize the most appropriate response to a situation. Effective: Making the right decisions and successfully implementing them. Efficient: Using resources wisely and in a cost-effective way. Informational roles: The roles of monitor, disseminator, and spokesperson, which involve the processing of information. Interpersonal roles: The roles of figurehead, leader, and liaison, which involve dealing with other people. Interpersonal skills: The ability to communicate with, understand, and motivate both individuals and groups. Leading: Set of processes used to get members of the organization to work together to further the interests of the organization. Levels of management: Differentiation of managers into three basic categories—top, middle, and first-line. Management: A set of activities (including planning and decision making, organizing, leading, and controlling) directed at an organization‘s resources (human, financial, physical, and information), with the aim of achieving organizational goals in an efficient and effective manner. Manager: Someone whose primary responsibility is to carry out the management process. Organization: A group of people working together in structured and coordinated fashion to achieve a set of goals. Organizing: Determining how activities and resources are to be grouped.

Instructor Manual: Griffin, Management, 13e, 2022, ISBN 9780357517123; Chapter 1: Managing and the Manager's Job

Planning: Setting an organization‘s goals and deciding how best to achieve them. Technical skills: The skills necessary to accomplish or understand the specific kind of work being done in an organization. Time-management skills: The manager‘s ability to prioritize work, to work efficiently, and to delegate appropriately. [return to top]

What's New in This Chapter The following elements are improvements in this chapter from the previous edition: 

New MANAGEMENT IN ACTION chapter opening case featuring Reed Hastings and Netflix

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TECH WATCH boxed insert updated and revised

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WORLD OF DIFFERENCE box updated and revised

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Integrated coverage of the impact of COVID-19 and resulting economic impact on businesses and management

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All data, statistics, research findings, and examples updated

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Updated photo program

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New MANAGEMENT AT WORK chapter closing case focusing on how managers learn from their mistakes

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Chapter Outline

In the outline below, each element includes references (in parentheses) to related content. ―CO CH.##‖ refers to the chapter objective; ―PPT Slide #‖ refers to the slide number in the PowerPoint deck for this chapter (provided in the PowerPoints section of the Instructor Resource Center); and, as applicable for each discipline, accreditation or certification standards (―BL 1.3.3‖). Introduce the chapter and use the Ice Breaker in the PPT if desired, and if one is provided for this chapter. Review learning objectives for Chapter 1. (PPT Slides 3-4).

Management in Action I.

An Introduction to Management (1-1; PPT Slides 5–7) Many different definitions of management exist. This book uses a resource-based definition. Resources is defined broadly to include human, financial, physical, and information resources. As indicated in Figure 1.1, management is a set of activities—including planning and decision making, organizing, leading, and controlling—directed at an organization‘s human, financial, physical, and information resources with the aim of achieving organizational goals in an efficient and effective manner. 1. Efficient means using resources wisely and in a cost-effective way.