Elitedocs
SOLUTION MANUAL MANAGEMENT 13TH
EDITION BY RICHARD L. DAFT
Elitedocs
, Elitedocs
SOLUTION MANUAL MANAGEMENT 13TH EDITION
BY RICHARD L. DAFT
CHAPTER 1
THE WORLD OF INNOVATIVE MANAGEMENT
CHAPTER OUTLINE
1-1. Management Competencies for Today‘s World
1-2. The Basic Functions of Management
1-2A. Planning
1-2B. Organizing
1-2C. Leading
1-2D. Controlling
1-3. Organizational Performance
1-4. Management Skills
1-4A. Technical Skills
1-4B. Human Skills
1-4C. Conceptual Skills
1-4D. When Skills Fail
1-5. Management Types
1-5A. Vertical Differences
1-5B. Horizontal Differences
1-6. What Is a Manager‘s Job Really Like?
1-6A. Making the Leap: Becoming a New Manager
1-6B. Manager Activities
1-6C. Manager Roles
1-7. Managing in Small Businesses and Nonprofit Organizations
ANNOTATED LEARNING OUTCOMES
After studying this chapter, students should be able to:
1. Describe five management competencies that are becoming crucial in today’s fast-paced
and rapidly changing world.
Competencies include enabling, leading teams, collaborating (including social media),
empowering employees, and mobilizing for change. Instead of being a controller, today‘s
effective manager is an enabler who helps people do and be their best. Managers collaborate by
helping people get what they need, removing obstacles, providing learning opportunities, and
offering feedback, coaching, and career guidance. Instead of ―management by keeping tabs,‖
© 2018 Cengage. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 1
Elitedocs
, Elitedocs
2 Chapter 1
they employ an empowering leadership style. Much work is done in teams rather than by
individuals, so team leadership skills are crucial. People in many organizations work at scattered
locations, so managers can‘t monitor behavior continually. In addition, managers sometimes are
coordinating the work of people who aren‘t under their direct control, such as those in partner
organizations, sometimes even working with competitors. Today‘s managers are also ―future-
facing.‖ That is, they design the organization and culture for creativity, adaptation, and
innovation rather than maintaining the status quo. Today‘s world is constantly changing, and
success depends on innovation and continuous improvement.
2. Define the four management functions and the type of management activity associated with
each.
The management functions are planning, organizing, leading, and controlling. Planning means
defining goals for future organizational performance and deciding on the tasks and use of
resources needed to attain them. The management activity associated with planning is to select
goals and ways to attain them. Organizing typically follows planning and reflects how the
organization will try to accomplish the plan. The management activity associated with
organizing is assigning responsibility for task accomplishment. Leading is the use of influence to
motivate employees to achieve the organization‘s goals. The management activity associated
with leading is motivating employees. Controlling means monitoring employees‘ activities,
keeping the organization on track toward its goals, and making corrections as needed. The
management activities associated with controlling are monitoring activities and making
corrections.
3. Explain the difference between efficiency and effectiveness and their importance for
organizational performance.
Organizational effectiveness is the degree to which the organization achieves a stated objective.
It means the organization succeeds in accomplishing what it tries to do. Organizational efficiency
refers to the amount of resources used to achieve an organizational goal. It is based on the
amount of raw material, money, and people necessary for producing a given volume of output.
4. Describe technical, human, and conceptual skills and their relevance for managers.
Technical skill is the understanding of and proficiency in the performance of specific tasks such
as engineering, manufacturing, or finance. Technical skills are most important at lower
organizational levels. Human skill is the manager‘s ability to work with and through other
people. It is evident in how a manager relates to other people, including the ability to motivate,
facilitate, coordinate, lead, communicate, and resolve conflicts. Conceptual skill is the mental
ability to see the organization as a whole and the relationships among its parts. It is the
manager‘s thinking and planning ability. Conceptual skills are needed by all managers, but are
especially important for top managers.
5. Describe management types and the horizontal and vertical differences among them.
The management types under vertical differences are the top managers, middle managers, project
managers, and first-line managers. Top managers are at the top of the organizational hierarchy
and are responsible for the entire organization. A middle manager is one who works at the
© 2018 Cengage. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Elitedocs
, Elitedocs
The World of Innovative Management 3
middle levels of the organization and is responsible for business units and major departments. A
project manager is responsible for a temporary work project that involves the participation of
people from various functions and levels of the organization, and perhaps from outside the
company as well. First-line managers are directly responsible for the production of goods and
services. Functional managers‘ and general managers‘ functions occur horizontally across the
organization. Functional managers are responsible for departments that perform a single
functional task and have employees with similar training and skills. General managers are
responsible for several departments that perform different functions.
6. Summarize the personal challenges involved in becoming a new manager.
Becoming a new manager requires a profound transformation in the way a person thinks of
himself or herself, called personal identity. It involves letting go of deeply held attitudes and
habits and learning new ways of thinking. Some of the challenges include transitioning from
thinking of oneself as a specialist who performs specific tasks to thinking of oneself as a
generalist who coordinates diverse tasks, doing things yourself to getting things done through
others, being an individual actor to being a network builder, and working independently to
working interdependently.
7. Define ten roles that managers perform in organizations.
A role is a set of expectations for a manager‘s behavior. The ten roles are divided into three
conceptual categories: informational (managing by information), interpersonal (managing
through people), and decisional (managing through information).
Informational roles include the functions used to maintain and develop an information network.
The monitor role involves seeking current information from many sources. The disseminator role
is the opposite of the monitor role. In the disseminator role, the manager transmits information to
others, both inside and outside the organization. The spokesperson role pertains to making
official statements to people outside the organization about company policies, actions, or plans
through speeches and reports.
Interpersonal roles refer to relationships with others and are related to human skills.
The figurehead role involves the handling of ceremonial and symbolic functions for the
organization. The leader role is the relationship with subordinates, including motivation,
communication, and influence. The liaison role is the development of information sources both
inside and outside the organization.
Decisional roles come into play when managers must make choices.
These roles often require both conceptual and human skills. The entrepreneur role involves the
initiation of change. Managers seek ways to solve problems or improve operations. The
disturbance handler role involves resolving conflict among subordinates or between the
manager‘s department and other departments. The resource allocator role pertains to allocating
resources in order to attain desired outcomes. The negotiator role involves formal negotiations
and bargaining to attain outcomes for the manager‘s unit of responsibility.
© 2018 Cengage. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part .
Elitedocs
SOLUTION MANUAL MANAGEMENT 13TH
EDITION BY RICHARD L. DAFT
Elitedocs
, Elitedocs
SOLUTION MANUAL MANAGEMENT 13TH EDITION
BY RICHARD L. DAFT
CHAPTER 1
THE WORLD OF INNOVATIVE MANAGEMENT
CHAPTER OUTLINE
1-1. Management Competencies for Today‘s World
1-2. The Basic Functions of Management
1-2A. Planning
1-2B. Organizing
1-2C. Leading
1-2D. Controlling
1-3. Organizational Performance
1-4. Management Skills
1-4A. Technical Skills
1-4B. Human Skills
1-4C. Conceptual Skills
1-4D. When Skills Fail
1-5. Management Types
1-5A. Vertical Differences
1-5B. Horizontal Differences
1-6. What Is a Manager‘s Job Really Like?
1-6A. Making the Leap: Becoming a New Manager
1-6B. Manager Activities
1-6C. Manager Roles
1-7. Managing in Small Businesses and Nonprofit Organizations
ANNOTATED LEARNING OUTCOMES
After studying this chapter, students should be able to:
1. Describe five management competencies that are becoming crucial in today’s fast-paced
and rapidly changing world.
Competencies include enabling, leading teams, collaborating (including social media),
empowering employees, and mobilizing for change. Instead of being a controller, today‘s
effective manager is an enabler who helps people do and be their best. Managers collaborate by
helping people get what they need, removing obstacles, providing learning opportunities, and
offering feedback, coaching, and career guidance. Instead of ―management by keeping tabs,‖
© 2018 Cengage. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 1
Elitedocs
, Elitedocs
2 Chapter 1
they employ an empowering leadership style. Much work is done in teams rather than by
individuals, so team leadership skills are crucial. People in many organizations work at scattered
locations, so managers can‘t monitor behavior continually. In addition, managers sometimes are
coordinating the work of people who aren‘t under their direct control, such as those in partner
organizations, sometimes even working with competitors. Today‘s managers are also ―future-
facing.‖ That is, they design the organization and culture for creativity, adaptation, and
innovation rather than maintaining the status quo. Today‘s world is constantly changing, and
success depends on innovation and continuous improvement.
2. Define the four management functions and the type of management activity associated with
each.
The management functions are planning, organizing, leading, and controlling. Planning means
defining goals for future organizational performance and deciding on the tasks and use of
resources needed to attain them. The management activity associated with planning is to select
goals and ways to attain them. Organizing typically follows planning and reflects how the
organization will try to accomplish the plan. The management activity associated with
organizing is assigning responsibility for task accomplishment. Leading is the use of influence to
motivate employees to achieve the organization‘s goals. The management activity associated
with leading is motivating employees. Controlling means monitoring employees‘ activities,
keeping the organization on track toward its goals, and making corrections as needed. The
management activities associated with controlling are monitoring activities and making
corrections.
3. Explain the difference between efficiency and effectiveness and their importance for
organizational performance.
Organizational effectiveness is the degree to which the organization achieves a stated objective.
It means the organization succeeds in accomplishing what it tries to do. Organizational efficiency
refers to the amount of resources used to achieve an organizational goal. It is based on the
amount of raw material, money, and people necessary for producing a given volume of output.
4. Describe technical, human, and conceptual skills and their relevance for managers.
Technical skill is the understanding of and proficiency in the performance of specific tasks such
as engineering, manufacturing, or finance. Technical skills are most important at lower
organizational levels. Human skill is the manager‘s ability to work with and through other
people. It is evident in how a manager relates to other people, including the ability to motivate,
facilitate, coordinate, lead, communicate, and resolve conflicts. Conceptual skill is the mental
ability to see the organization as a whole and the relationships among its parts. It is the
manager‘s thinking and planning ability. Conceptual skills are needed by all managers, but are
especially important for top managers.
5. Describe management types and the horizontal and vertical differences among them.
The management types under vertical differences are the top managers, middle managers, project
managers, and first-line managers. Top managers are at the top of the organizational hierarchy
and are responsible for the entire organization. A middle manager is one who works at the
© 2018 Cengage. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Elitedocs
, Elitedocs
The World of Innovative Management 3
middle levels of the organization and is responsible for business units and major departments. A
project manager is responsible for a temporary work project that involves the participation of
people from various functions and levels of the organization, and perhaps from outside the
company as well. First-line managers are directly responsible for the production of goods and
services. Functional managers‘ and general managers‘ functions occur horizontally across the
organization. Functional managers are responsible for departments that perform a single
functional task and have employees with similar training and skills. General managers are
responsible for several departments that perform different functions.
6. Summarize the personal challenges involved in becoming a new manager.
Becoming a new manager requires a profound transformation in the way a person thinks of
himself or herself, called personal identity. It involves letting go of deeply held attitudes and
habits and learning new ways of thinking. Some of the challenges include transitioning from
thinking of oneself as a specialist who performs specific tasks to thinking of oneself as a
generalist who coordinates diverse tasks, doing things yourself to getting things done through
others, being an individual actor to being a network builder, and working independently to
working interdependently.
7. Define ten roles that managers perform in organizations.
A role is a set of expectations for a manager‘s behavior. The ten roles are divided into three
conceptual categories: informational (managing by information), interpersonal (managing
through people), and decisional (managing through information).
Informational roles include the functions used to maintain and develop an information network.
The monitor role involves seeking current information from many sources. The disseminator role
is the opposite of the monitor role. In the disseminator role, the manager transmits information to
others, both inside and outside the organization. The spokesperson role pertains to making
official statements to people outside the organization about company policies, actions, or plans
through speeches and reports.
Interpersonal roles refer to relationships with others and are related to human skills.
The figurehead role involves the handling of ceremonial and symbolic functions for the
organization. The leader role is the relationship with subordinates, including motivation,
communication, and influence. The liaison role is the development of information sources both
inside and outside the organization.
Decisional roles come into play when managers must make choices.
These roles often require both conceptual and human skills. The entrepreneur role involves the
initiation of change. Managers seek ways to solve problems or improve operations. The
disturbance handler role involves resolving conflict among subordinates or between the
manager‘s department and other departments. The resource allocator role pertains to allocating
resources in order to attain desired outcomes. The negotiator role involves formal negotiations
and bargaining to attain outcomes for the manager‘s unit of responsibility.
© 2018 Cengage. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part .
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