CHAPTER 1 Managers and Managing 1
CHAPTER 1
Managers and Managing
CHAPTER CONTENTS
Learning Objectives 2
Key Definitions/Terms 2
Chapter Overview 4
Lecture Outline 4
Lecture Enhancers 21
Management in Action 23
Building Management Skills 29
Managing Ethically 32
Small Group Breakout Exercise 33
Exploring the World Wide Web 35
Be the Manager 36
Case in the News 37
In-Class Activity 39
Connect Features 39
Video Cases
Manager’s Hot Seats
Case Analyses
Multiple Choice and Click and Drag Interactives
Copyright © 2018 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
McGraw-Hill Education.
, CHAPTER 1 Managers and Managing 2
PowerPoint Slides 40
LEARNING OBJECTIVES
LO1-1. Describe what management is, why management is important, what managers do, and
how managers utilize organizational resources efficiently and effectively to achieve
organizational goals.
LO1-2. Distinguish among planning, organizing, leading and controlling (the four principle
managerial tasks), and explain how managers’ ability to handle each one affects
organizational performance.
LO1-3. Differentiate among the three levels of management, and understand the tasks and
responsibilities of managers at different levels of the organizational hierarchy.
LO1-4. Distinguish between three kinds of managerial skill, and explain why mangers are
divided into different departments to perform their tasks more efficiently and effectively.
LO1-5. Discuss some major changes in management practices today that have occurred as a
result of globalization and the use of advanced information technology (IT).
LO1-6. Discuss the principle challenges managers face in today’s increasingly competitive
global environment.
KEY DEFINITIONS/TERMS
Competitive advantage: The ability of one organization to outperform other organizations
because it produces the desired goods or services more efficiently and effectively than they do.
Conceptual skills: The ability to analyze and diagnose a situation and to distinguish between
cause and effect.
Controlling: Evaluating how well an organization is achieving its goals and taking action to
maintain or improve performance; one of the four principle tasks of management.
Core competency: The specific set of departmental skills, knowledge, and experience that
allows one organization to outperform another.
Department: A group of people who work together and possess similar skills or use the same
knowledge, tools, or techniques to perform their jobs.
Effectiveness: A measure of the appropriateness of the goals an organization is pursuing and the
degree to which the organization achieves those goals.
Copyright © 2018 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
McGraw-Hill Education.
, CHAPTER 1 Managers and Managing 3
Efficiency: A measure of how well or how productively resources are used to achieve a goal.
Copyright © 2018 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
McGraw-Hill Education.
, CHAPTER 1 Managers and Managing 4
Empowerment: The expansion of employees’ knowledge, tasks, and decision-making
responsibilities.
First-line manager: A manager who is responsible for the daily supervision of non-managerial
employees.
Global organizations: Organizations that operate and compete in more than one country.
Human skills: The ability to understand, alter, lead, and control the behavior of other
individuals and groups.
Innovation: The process of creating new or improved goods and services or developing better
ways to produce or provide them.
Leading: Articulating a clear vision and energizing and enabling organizational members so that
they understand the part they play in achieving organizational goals; one of the four principle
tasks of management.
Management: The planning, organizing, leading, and controlling of human and other resources
to achieve organizational goals efficiently and effectively.
Middle manager: A manager who supervises first-line managers and is responsible for finding
the best way to use resources to achieve organizational goals.
Organizational performance: A measure of how efficiently and effectively a manager uses
resources to satisfy customers and achieve organizational goals.
Organizational structure: A formal system of task and reporting relationships that coordinates
and motivates organizational members so they work together to achieve organizational goals.
Organizations: Collections of people who work together and coordinate their actions to achieve
a wide variety of goals or desired future outcomes.
Organizing: Structuring working relationships in a way that allows organizational members to
work together to achieve organizational goals; one of the four principal tasks of management.
Outsourcing: Contracting with another company, usually abroad, to have it perform an activity
the organization previously performed itself.
Planning: Identifying and selecting appropriate goals; one of the four principle tasks of
management.
Restructuring: Downsizing an organization by eliminating the jobs of large numbers of top,
middle, and first-line managers and non-managerial employees.
Self-managed team: A group of employees who assume responsibility for organizing,
controlling, and supervising their own activities and monitoring the quality of the goods and
services they provide.
Strategy: A cluster of decisions about what goals to pursue, what actions to take, and how to use
resources to achieve goals.
Technical skills: The job-specific knowledge and techniques required to perform an
organizational role.
Top manager: A manager, who establishes organizational goals, decides how departments
should interact, and monitors the performance of middle managers.
Top management team: A group composed of the CEO, the COO, and the vice presidents most
Copyright © 2018 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
McGraw-Hill Education.
CHAPTER 1
Managers and Managing
CHAPTER CONTENTS
Learning Objectives 2
Key Definitions/Terms 2
Chapter Overview 4
Lecture Outline 4
Lecture Enhancers 21
Management in Action 23
Building Management Skills 29
Managing Ethically 32
Small Group Breakout Exercise 33
Exploring the World Wide Web 35
Be the Manager 36
Case in the News 37
In-Class Activity 39
Connect Features 39
Video Cases
Manager’s Hot Seats
Case Analyses
Multiple Choice and Click and Drag Interactives
Copyright © 2018 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
McGraw-Hill Education.
, CHAPTER 1 Managers and Managing 2
PowerPoint Slides 40
LEARNING OBJECTIVES
LO1-1. Describe what management is, why management is important, what managers do, and
how managers utilize organizational resources efficiently and effectively to achieve
organizational goals.
LO1-2. Distinguish among planning, organizing, leading and controlling (the four principle
managerial tasks), and explain how managers’ ability to handle each one affects
organizational performance.
LO1-3. Differentiate among the three levels of management, and understand the tasks and
responsibilities of managers at different levels of the organizational hierarchy.
LO1-4. Distinguish between three kinds of managerial skill, and explain why mangers are
divided into different departments to perform their tasks more efficiently and effectively.
LO1-5. Discuss some major changes in management practices today that have occurred as a
result of globalization and the use of advanced information technology (IT).
LO1-6. Discuss the principle challenges managers face in today’s increasingly competitive
global environment.
KEY DEFINITIONS/TERMS
Competitive advantage: The ability of one organization to outperform other organizations
because it produces the desired goods or services more efficiently and effectively than they do.
Conceptual skills: The ability to analyze and diagnose a situation and to distinguish between
cause and effect.
Controlling: Evaluating how well an organization is achieving its goals and taking action to
maintain or improve performance; one of the four principle tasks of management.
Core competency: The specific set of departmental skills, knowledge, and experience that
allows one organization to outperform another.
Department: A group of people who work together and possess similar skills or use the same
knowledge, tools, or techniques to perform their jobs.
Effectiveness: A measure of the appropriateness of the goals an organization is pursuing and the
degree to which the organization achieves those goals.
Copyright © 2018 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
McGraw-Hill Education.
, CHAPTER 1 Managers and Managing 3
Efficiency: A measure of how well or how productively resources are used to achieve a goal.
Copyright © 2018 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
McGraw-Hill Education.
, CHAPTER 1 Managers and Managing 4
Empowerment: The expansion of employees’ knowledge, tasks, and decision-making
responsibilities.
First-line manager: A manager who is responsible for the daily supervision of non-managerial
employees.
Global organizations: Organizations that operate and compete in more than one country.
Human skills: The ability to understand, alter, lead, and control the behavior of other
individuals and groups.
Innovation: The process of creating new or improved goods and services or developing better
ways to produce or provide them.
Leading: Articulating a clear vision and energizing and enabling organizational members so that
they understand the part they play in achieving organizational goals; one of the four principle
tasks of management.
Management: The planning, organizing, leading, and controlling of human and other resources
to achieve organizational goals efficiently and effectively.
Middle manager: A manager who supervises first-line managers and is responsible for finding
the best way to use resources to achieve organizational goals.
Organizational performance: A measure of how efficiently and effectively a manager uses
resources to satisfy customers and achieve organizational goals.
Organizational structure: A formal system of task and reporting relationships that coordinates
and motivates organizational members so they work together to achieve organizational goals.
Organizations: Collections of people who work together and coordinate their actions to achieve
a wide variety of goals or desired future outcomes.
Organizing: Structuring working relationships in a way that allows organizational members to
work together to achieve organizational goals; one of the four principal tasks of management.
Outsourcing: Contracting with another company, usually abroad, to have it perform an activity
the organization previously performed itself.
Planning: Identifying and selecting appropriate goals; one of the four principle tasks of
management.
Restructuring: Downsizing an organization by eliminating the jobs of large numbers of top,
middle, and first-line managers and non-managerial employees.
Self-managed team: A group of employees who assume responsibility for organizing,
controlling, and supervising their own activities and monitoring the quality of the goods and
services they provide.
Strategy: A cluster of decisions about what goals to pursue, what actions to take, and how to use
resources to achieve goals.
Technical skills: The job-specific knowledge and techniques required to perform an
organizational role.
Top manager: A manager, who establishes organizational goals, decides how departments
should interact, and monitors the performance of middle managers.
Top management team: A group composed of the CEO, the COO, and the vice presidents most
Copyright © 2018 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
McGraw-Hill Education.
