Type:
Solution Manual
Resource:
Exploring Management
Edition:
4th Edition
Author(s):
John R. Schermerhorn
Schermerhorn Exploring Management 4th edition
Instructor’s Manual
Chapter 1 The Management Process Everyone Becomes a Manager Someday Chapter 1 Overview Each Chapter contains several inset features designed to assist the student reader in applying the concepts to relevant examples. Management Live illustrates how popular movies demonstrate management concepts in the chapter. Role Models features a management professional that illustrates key chapter concepts in a novel, visionary or inspirational way. Explore Yourself refers students to self assessment activities relevant to concepts in the chapter. Ethics Check profiles examples of ethical issues in management. Manager's Library features books that illustrate current events or trends relevant to chapter concepts. Facts to Consider introduces research or trends that may be used for class discussion in the classroom or online for distance learning. Chapter one provides a thorough review of what it means to be a manager in today’s knowledgebased workplace, where intellectual capital has become the ultimate foundation. Managers are indispensable to organizations and they bring together many resources to best meet the goals of the organization. The chapter begins with a discussion of the different job titles and levels of managers -- those who support and facilitate the work efforts of others in organizations. Accountability as a cornerstone of managerial performance, along with how effective managers help others achieve high performance and satisfaction is discussed. The various ways managers meet multiple and changing expectations in a changing workplace environment is reviewed. Next is an overview of what managers do, and the various skills they must possess to do an effective job. Often intense and demanding, the role of a manager includes the following four functions: planning (setting performance objectives), organizing (assigning tasks and allocating resources), leading (inspiring others to achieve goals), and controlling (measuring work performance and taking corrective action, if necessary). In addition, the way managers use a variety of technical, human, and conceptual skills is discussed. Lastly, the chapter covers important changes in today’s workplace – those creating both tremendous opportunity and uncertainty. Changes are due to the impact of important trends regarding worker talent, technology, globalization, ethical standards, workforce diversity, and careers. Continuing diversity as a social priority is discussed, along with the importance of intellectual capital and self-management skills for managers.
Chapter 1 Takeaway Questions: • • •
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Takeaway 1.1 What Does it Mean to Be a Manager? Takeaway 1.2 What Do Managers Do, and What Skills Do They Use? Takeaway 1.3 What Are Some Important Career Issues the New Workplace?
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Schermerhorn Exploring Management 4th edition
Instructor’s Manual
Chapter 1 Objectives: • • • • • • • • • • • • • • • • • • • • • • •
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Describe the different types, levels, and job titles of managers within an organization. Explain how a manager supervises, supports, and activates the work efforts of others to achieve performance goals. Understand the oversight or governance by a company’s board of directors. Explain the importance of accountability as a cornerstone of management performance. Understand how managers help others achieve high performance and satisfaction. Describe how the work of managers has changed and how they must work in a changing environment. Understand the role of managers in the upside-down pyramid of an organization. Explain the intensity and demands of managerial work. Understand the four functions of the management process as planning, organizing, leading, directing and controlling. Understand planning as the process of setting objectives and determining what should be done to accomplish them. Understand organizing as the process of assigning tasks, allocating resources, and coordinating work activities. Understand leading as the process of arousing people’s enthusiasm to work hard and inspire their efforts to fulfill plans and accomplish objectives. Understand controlling as the process of measuring work performance, comparing results to objectives and taking corrective action as needed. Understand the importance of information, interpersonal, and decisional roles enacted by managers. Explain how busy managers pursue action agendas to help identify clear priorities Understand the importance for managers to network and maintain and build positive relationships with others. Distinguish between the variety of technical, human, and conceptual skills needed for a manager to be effective and how their importance varies across levels. Discuss the importance of emotional intelligence for managers as it relates to selfmanagement and managing relationships. Explain current issues in today’s workplace, including the impact of globalization and the worldwide interdependence of resource flows on managers. Explain the troublesome nature of how ethics and corporate governance have failed and what managers can do about this. Explain the diversity of workers within an organization in terms of age, gender, ethnicity, religion, able-bodiedness and so on. Understand the importance of intellectual capital and knowledge workers as a critical asset to an organization. Explain the essential nature of self-management skills and intellectual capital for managers.
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Schermerhorn Exploring Management 4th edition
Instructor’s Manual
Chapter 1 Lecture Outline: •
Takeaway 1.1: What Does it Mean to Be a Manager? o Organizations have different types and levels of managers o Accountability is a cornerstone of management performance o Effective managers help others achieve high performance and satisfaction o Managers must meet multiple and changing expectations
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Takeaway 1.2: What Do Managers Do, and What Skills Do They Use? o Managerial work is often intense and demanding o Managers plan, organize, lead and control o Managers enact informational, interpersonal, and decisional roles. o Managers pursue action agendas and engage in networking o Managers use a variety of technical, human, and conceptual skills o Managers can and should learn from experience
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Takeaway 1.3: What Are Some Important Career Issues the New Workplace? o Globalization and job migration are changing the world of work o Failures of ethics and corporate governance are troublesome o Diversity and discrimination are continuing social priorities o Intellectual capital and self-management skills are essential for career success
Chapter 1 Supporting Materials: Figures • Figure 1.1: What Are the Typical Job Titles and Levels of Management in Organization? • Figure 1.2: How Do Mindsets Change when the Organization is Viewed as an UpsideDown Pyramid? • Figure 1.3: What Four Functions Make Up the Management Process? • Figure 1.4: What Are Three Essential Managerial Skills, And How Does Their Importance Vary Across Levels? Thematic Boxes and More • Management Live: Self-Management and Slumdog Millionaire • Find Inspiration: Working Mother Looks for the Best • Role Models: Ursula Burns Leads Xerox with Confidence and a Strategic Eye • Table 1.1: Six “Must-Have” Managerial Skills • Ethics Check: Watch out for Bad Apples at Farmers’ Markets • Facts to Consider: Employment Contradictions in Workforce Diversity • Manager’s Library: Delivering Happiness: A Path to Profits, Passion, and Purpose by Tony Hseih • Explore Yourself: Self-Management
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Schermerhorn Exploring Management 4th edition
Instructor’s Manual
Applications • •
• • •
TestPrep 1 Multiple-Choice Questions Skill Building Portfolio o Self-Assessment: Personal Career Readiness o Class Exercise: My Best Manager o Team Project: Managing Millennials Case Snapshot: Trader Joe’s: Managing Less with More Sidebar: Planning Tops Chobani’s Recipe for Success Hot Topic: Pro and Con Debate: Time to turn the workplace into a fun place?
Chapter Outline Takeaway Question 1.1 What Does it Mean to Be a Manager? Quest Managers are required to meet multiple and changing workplace expectations and directly supervise, support and help the work efforts of others to achieve performance. Managers also support and facilitate the work efforts of others so that they can achieve high levels of job satisfaction and performance within an organization. There are various types and levels of managers. It is important to understand the concept of accountability as a cornerstone of management. These concepts allow the student to understand the nature of the work of a manager within an organization.
ion 3.1 •
Managers are persons who directly supervise, support, and help activate work efforts to achieve the performance goals of individuals, teams, or even an organization as a whole.
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Organizations have different types and levels of managers Figure 1.1 depicts an organization as a series of “layers,” each of which represents different levels of work and managerial responsibilities. The traditional organization is structured as a pyramid. The top manager, typically a CEO, president, or executive director, reports to a board of directors in a business or to a board of trustees in a nonprofit organization. Middle managers report to top managers, and first-line managers or team leaders report to middle managers. ✓ First-line manager is someone who leads a small group of people who perform nonmanagerial duties (hotel receptionists, for example). ➢ Common titles are department head, team leader, supervisor ✓ Middle Managers are persons in charge of relatively large departments or divisions consisting of several smaller work units or teams. ➢ Usually supervise several first-line managers ➢ Examples are clinic directors in hospitals, plant managers, and regional sales managers in businesses ➢ Common titles include branch manager or plant manager. ✓ Top managers are responsible for the performance of the organization as a whole.
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