Solution Manual For Management Using Practice and Theory To Develop Skill, 8th edition David Boddy

Instructor’s Manual Management: Using Practice and Theory to Develop Skill Eighth edition

David Boddy For further instructor material please visit:

go.pearson.com/uk/he/resources ISBN: 978-1-292-27182-8

 Pearson Education Limited 2020 Lecturers adopting the main text are permitted to download and photocopy the manual as required.

PEARSON EDUCATION LIMITED KAO Two KAO Park Harlow CM17 9SR United Kingdom Tel: +44 (0)1279 623623 Web: www.pearson.com/uk _______________________________ This edition published 2020 © Pearson Education Limited 2020 The rights of David Boddy to be identified as author of this work have been asserted by him in accordance with the Copyright, Designs and Patents Act 1988.

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Contents Chapters

Pages

Part 1

An Introduction to Management

4

1.

Managing in organisations

5

2.

Theories of management

15

Part 2 The Environment of Management

28

3.

Organisation cultures and contexts

29

4.

Managing internationally

38

5.

Corporate responsibility

48

Part 3

Planning

61

6.

Making decisions

62

7.

Planning

76

8.

Managing strategy

84

9.

Managing marketing

95

Part 4

Organising

107

10.

Structure

108

11.

Human resource management

118

12.

Information systems and e-business

127

13.

Entrepreneurship, creativity and innovation

135

Part 5

Leading

149

14.

Influencing

150

15.

Motivating

159

16.

Communicating

168

17.

Teams

179

18

Managing change

187

Part 6

Controlling

197

19.

Managing operations and quality

198

20.

Control and Performance measurement

207

Boddy, Management: Using Practice and Theory to Develop Skill, 8e, Instructor’s Manual

P ART 1

AN INTRODUCTION TO MANAGEMENT

4 © Pearson Education Limited 2020

CHAPTER 1

MANAGING IN ORGANISATIONS SYNOPSIS This chapter acknowledges that students will have different views about the topic they have chosen to study. It presents management as a universal human activity as well as a specialist occupation, as a way of understanding the roles of the professional manager. The chapter shows that adding value to resources depends on influencing other people, which managers do through the processes of managing, through the tasks of managing, and by changing the context within which they and others work.

The companion website includes additional material on specialisation within management, informational, interpersonal and decisional roles, and managers and their context.

SUMMARY 1. Managers create value by transforming inputs into outputs of greater value; they do this by developing competences within the organisation which, by adding value (however measured) to resources is able to survive and prosper. The concept of creating value is subjective and open to many interpretations. Managers work in diverse settings, and Table 1.1 suggested how each setting raises relatively unique challenges.

2. Management is an activity that everyone undertakes as they manage their daily life. In another sense, management is an activity within organisations, conducted in varying degrees by many people. It is not exclusive to those called ‘managers’. Practitioners create the distinct role when they separate the management of work from the work itself and allocate the tasks to others. The distinction between management and non-management work is fluid and the result of human action.

3. Managers are intended to add value, which is measured in many ways. Commercial organisations typically focus on economic or financial measures, while public organisations may also add value through ensuring processes are fair and democratic. Others add value through helping the sick or disabled, and in many ways that add to public wealth. An increasing amount of wealth is created by informal organisations, such as Parkrun or by no organisation at all.

4. The text distinguished amongst management tasks, processes and contexts. Tasks are the substantive work someone performs – what they do: processes are how they do it, while contexts refer to the internal and external settings within which they work. All managers exercise influence through how they design the tasks of management; through the processes of managerial work; and through changing the context.

5 © Pearson Education Limited 2020