Instructor Manual: Daft/Marcic, Understanding Management, 13e, ©2027, 9798214053318; Chapter 1: Leading Edge Management and
Evolution of Management Thinking
Instructor Manual
Daft/Marcic, Understanding Management, 13e, ©2027, 9798214053318;
Chapter 1: Leading Edge Management and Evolution of Management Thinking
TABLE OF CONTENTS
Purpose and Perspective of the Chapter......................................................................2
Cengage Supplements....................................................................................................4
Chapter Objectives........................................................................................................4
Complete List of Chapter Activities and Assessments.................................................5
Key Terms.....................................................................................................................8
What's New in This Chapter......................................................................................10
Chapter Outline...........................................................................................................11
Take a Moment: Know Yourself................................................................................22
Manager Achievement............................................................................................................................. 22
How Do You Manage Your Time?..........................................................................................................23
Discussion Questions..................................................................................................24
Practice Your Skills: Self-Learning...........................................................................27
Aptitude Questionnaire............................................................................................................................ 27
Practice Your Skills: Group Learning.......................................................................27
Your Best and Worst Managers............................................................................................................... 27
Practice Your Skills: Action Learning.......................................................................27
Practice Your Skills: Ethical Dilemma......................................................................27
Brendendorff Avionics.............................................................................................................................27
Practice Your Skills: Case for Critical Analysis........................................................28
Dottie Dee’s Hair Salon........................................................................................................................... 28
Additional Activities and Assignments.......................................................................29
Additional Resources..................................................................................................30
Cengage Video Resources.......................................................................................................................30
Student Study Tools.................................................................................................................................30
Product Support.........................................................................................................30
PURPOSE AND PERSPECTIVE OF THE CHAPTER
At most businesses or nonprofits, you are either a manager, or you report to a manager. Therefore, it’s a
good idea to understand what a manager is and what role they play in a business.
© 2027 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a 1
publicly accessible website, in whole or in part.
, Instructor Manual: Daft/Marcic, Understanding Management, 13e, ©2027, 9798214053318; Chapter 1: Leading Edge Management and
Evolution of Management Thinking
The world of management is undergoing a transformation that asks managers to
do more with less, to engage employees’ hearts and minds as well as their physical energy, to see change
rather than stability as natural, and to inspire a vision and cultural values that allow people to create a
truly collaborative and productive workplace. As our business environment changes, the skills or
competencies a manager needs change. Today’s managers are less controlling than in the past. Enabling
employees to succeed is becoming more common than telling them what
to do.
Regardless of how managers’ behavior has changed, the basic functions of business must still be
performed for an organization to succeed. Planning, organizing, leading, and controlling are the functions
of the management process. Data also shows that some of the best-managed companies have higher
employee engagement, customer satisfaction, innovation, social responsibility, and financial strength.
Organizational goals must be met in an efficient and effective manner to succeed. The organizational
goals should be met within a reasonable time frame while using the least amount of resources possible.
Certain elements of management are timeless, but environmental shifts also influence the practice of
management. Technological advances such as social media, the rise of artificial intelligence, the move to
a knowledge/information-based economy, the COVID-19 pandemic, global market forces, and shifting
employee and customer expectations have led to a decline in organizational hierarchies and more
empowered workers, which calls for a new approach to management that may be quite different from
managing in the past.
Managers need a mix of skills—technical, human, and conceptual. The closer a manager is to the people
doing the work, the more important technical skills are. As a manager moves up, technical skills become
less important. The ability to work with and through other people and to work effectively as a group
member, known as human skills, becomes more important. Conceptual skills help a manager see the big
picture and make decisions that affect the entire business and how it operates.
Management can fail for many reasons. The most common reason is ineffective communication skills and
practices, so if you want to succeed as a top-level manager at some point in the future, you should focus
on development in those areas.
Becoming a manager means shifting your concentration from the technical skills that originally got you
the job to learning how to help others succeed by building teams and networks and becoming a motivator
and organizer. Becoming a manager also requires a shift in thinking from being an individual performer
to playing an interdependent role of coordinating and developing others.
Most new managers are unprepared for the variety of activities that managers routinely perform. Time
management is a valuable skill. It enables a manager to fulfill the informational, interpersonal, and
decisional roles.
The job of a manager is highly diverse and fast-paced, so managers need good time management skills. A
lot of management skills that apply to businesses apply to nonprofit organizations as well. However,
businesses focus on earning money while nonprofit organizations focus on making a social impact.
Obtaining a reliable source of funding can be challenging for nonprofit organizations.
Good management is easily underestimated, yet it is vital to an organization’s success. Being a good
manager is more than using the skills you have. It’s also about choosing how you will manage. Knowing
the history of how management theories developed can help you choose your management style.
© 2027 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a 2
publicly accessible website, in whole or in part.
, Instructor Manual: Daft/Marcic, Understanding Management, 13e, ©2027, 9798214053318; Chapter 1: Leading Edge Management and
Evolution of Management Thinking
Is management about managing things or managing people? Choosing the priority determines the basic
approach to management.
Managers are always on the lookout for new techniques and approaches to meet shifting organizational
needs. Looking at history gives managers a broader perspective for interpreting and responding to current
opportunities and problems. The classical perspective focused on things. People were of secondary
importance. The push to produce things faster was encouraged through scientific principles, bureaucracy,
and administrative principles. Workers were cogs in a huge machine.
The humanistic perspective emphasizes understanding human behavior, needs, and attitudes in the
workplace. It focused on the people who were doing the work rather than on the product being created.
Satisfied employees worked harder and produced more products.
Modern management is a lively mix of ideas and techniques from varied historical perspectives, and new
concepts continue to emerge. Managers look for innovative ideas and approaches, particularly during
turbulent times. New flexible work models were implemented in response to the pandemic. The future of
management is affected by technology. It expands a manager’s ability to track information and use the
information to improve businesses. Employees can be given more authority and more reason to engage
with the business, working for its success.
What future role will artificial intelligence play in the realm of management? We can already see it
removing mundane, repetitive tasks that bog employees down, giving them more time engage with each
other. Gen AI is facilitating dramatic improvement as a machinery of production, and because it makes
work lives easier and better, it is also improving the humanity of production. Gen AI helps workers and
managers by handling much of the routine work and research work, thereby allowing humans to engage
in the challenging work that is satisfying to them. Gen AI is a significant new mechanism of production
that also improves the human aspects of work. The end result could be satisfied employees working at the
peak of their abilities to share in their company’s success.
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.
Transition Guide (provides information about what’s new from edition to edition)
MindTap Educator’s Guide (describes assets in the MindTap platform with a detailed
breakdown of activities by chapter with seat time)
Guide to Teaching Online (provides information about the key assets within the product
and how to implement/facilitate use of the assets in synchronous and asynchronous teaching
environments)
MindTap User Guide (provides information on how to navigate and use MindTap)
Instructor PowerPoint Slides (These slide decks for in-class use feature a variety of
options for class interaction)
Test Bank
Instructor’s Manual (Which you are reading now!)
© 2027 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a 3
publicly accessible website, in whole or in part.
, Instructor Manual: Daft/Marcic, Understanding Management, 13e, ©2027, 9798214053318; Chapter 1: Leading Edge Management and
Evolution of Management Thinking
CHAPTER OBJECTIVES
The following objectives are addressed in this chapter:
1.1 Explain five new manager competencies, including how they are impacted by the trend
toward artificial intelligence and hybrid work in today’s organizations.
1.2 Define the four management functions and the type of management activity associated with
each.
1.3 Explain why managers make a difference in performance and the difference between
efficiency and effectiveness.
1.4 Outline technical, human, and conceptual skills and their relevance for managers.
1.5 Identify the variety of personal challenges faced by new managers and ways of overcoming
them.
1.6 Delineate the roles that managers perform in organizations.
1.7 Summarize the historical struggle between managing the “things of production” and the
“humanity of production.”
1.8 Explain the importance of understanding historical shifts in approaches to management.
1.9 Describe the major components of the humanistic management perspective.
1.10 Describe the management changes brought about by a technology-driven workplace and
those that facilitate a people-driven workplace.
1.11 Explain how artificial intelligence may help bridge the historical struggle between managing
the “things of production” and the “humanity of production.”
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.
Please note that the chapter learning objectives are identified within both versions of the PowerPoint
slides so that you and your students are always aligned on the ultimate learning goals throughout the
course.
Chapter Activity/Assessment Approximate Default Point Value and
Objective Duration Feedback Settings
All objectives MindTap: Part 01: You Make Varies Grade Setting: Counts
the Decision: Introduction to Toward Grade
Management Number of Points: 20 pt
Number of Attempts: 2
All objectives MindTap: Self-Assessment: <5 minutes Grade Setting: Counts
Manager Achievement Toward Grade
Number of Points: 3 pt
eBook/Text
Number of Attempts: 2
© 2027 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a 4
publicly accessible website, in whole or in part.
Evolution of Management Thinking
Instructor Manual
Daft/Marcic, Understanding Management, 13e, ©2027, 9798214053318;
Chapter 1: Leading Edge Management and Evolution of Management Thinking
TABLE OF CONTENTS
Purpose and Perspective of the Chapter......................................................................2
Cengage Supplements....................................................................................................4
Chapter Objectives........................................................................................................4
Complete List of Chapter Activities and Assessments.................................................5
Key Terms.....................................................................................................................8
What's New in This Chapter......................................................................................10
Chapter Outline...........................................................................................................11
Take a Moment: Know Yourself................................................................................22
Manager Achievement............................................................................................................................. 22
How Do You Manage Your Time?..........................................................................................................23
Discussion Questions..................................................................................................24
Practice Your Skills: Self-Learning...........................................................................27
Aptitude Questionnaire............................................................................................................................ 27
Practice Your Skills: Group Learning.......................................................................27
Your Best and Worst Managers............................................................................................................... 27
Practice Your Skills: Action Learning.......................................................................27
Practice Your Skills: Ethical Dilemma......................................................................27
Brendendorff Avionics.............................................................................................................................27
Practice Your Skills: Case for Critical Analysis........................................................28
Dottie Dee’s Hair Salon........................................................................................................................... 28
Additional Activities and Assignments.......................................................................29
Additional Resources..................................................................................................30
Cengage Video Resources.......................................................................................................................30
Student Study Tools.................................................................................................................................30
Product Support.........................................................................................................30
PURPOSE AND PERSPECTIVE OF THE CHAPTER
At most businesses or nonprofits, you are either a manager, or you report to a manager. Therefore, it’s a
good idea to understand what a manager is and what role they play in a business.
© 2027 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a 1
publicly accessible website, in whole or in part.
, Instructor Manual: Daft/Marcic, Understanding Management, 13e, ©2027, 9798214053318; Chapter 1: Leading Edge Management and
Evolution of Management Thinking
The world of management is undergoing a transformation that asks managers to
do more with less, to engage employees’ hearts and minds as well as their physical energy, to see change
rather than stability as natural, and to inspire a vision and cultural values that allow people to create a
truly collaborative and productive workplace. As our business environment changes, the skills or
competencies a manager needs change. Today’s managers are less controlling than in the past. Enabling
employees to succeed is becoming more common than telling them what
to do.
Regardless of how managers’ behavior has changed, the basic functions of business must still be
performed for an organization to succeed. Planning, organizing, leading, and controlling are the functions
of the management process. Data also shows that some of the best-managed companies have higher
employee engagement, customer satisfaction, innovation, social responsibility, and financial strength.
Organizational goals must be met in an efficient and effective manner to succeed. The organizational
goals should be met within a reasonable time frame while using the least amount of resources possible.
Certain elements of management are timeless, but environmental shifts also influence the practice of
management. Technological advances such as social media, the rise of artificial intelligence, the move to
a knowledge/information-based economy, the COVID-19 pandemic, global market forces, and shifting
employee and customer expectations have led to a decline in organizational hierarchies and more
empowered workers, which calls for a new approach to management that may be quite different from
managing in the past.
Managers need a mix of skills—technical, human, and conceptual. The closer a manager is to the people
doing the work, the more important technical skills are. As a manager moves up, technical skills become
less important. The ability to work with and through other people and to work effectively as a group
member, known as human skills, becomes more important. Conceptual skills help a manager see the big
picture and make decisions that affect the entire business and how it operates.
Management can fail for many reasons. The most common reason is ineffective communication skills and
practices, so if you want to succeed as a top-level manager at some point in the future, you should focus
on development in those areas.
Becoming a manager means shifting your concentration from the technical skills that originally got you
the job to learning how to help others succeed by building teams and networks and becoming a motivator
and organizer. Becoming a manager also requires a shift in thinking from being an individual performer
to playing an interdependent role of coordinating and developing others.
Most new managers are unprepared for the variety of activities that managers routinely perform. Time
management is a valuable skill. It enables a manager to fulfill the informational, interpersonal, and
decisional roles.
The job of a manager is highly diverse and fast-paced, so managers need good time management skills. A
lot of management skills that apply to businesses apply to nonprofit organizations as well. However,
businesses focus on earning money while nonprofit organizations focus on making a social impact.
Obtaining a reliable source of funding can be challenging for nonprofit organizations.
Good management is easily underestimated, yet it is vital to an organization’s success. Being a good
manager is more than using the skills you have. It’s also about choosing how you will manage. Knowing
the history of how management theories developed can help you choose your management style.
© 2027 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a 2
publicly accessible website, in whole or in part.
, Instructor Manual: Daft/Marcic, Understanding Management, 13e, ©2027, 9798214053318; Chapter 1: Leading Edge Management and
Evolution of Management Thinking
Is management about managing things or managing people? Choosing the priority determines the basic
approach to management.
Managers are always on the lookout for new techniques and approaches to meet shifting organizational
needs. Looking at history gives managers a broader perspective for interpreting and responding to current
opportunities and problems. The classical perspective focused on things. People were of secondary
importance. The push to produce things faster was encouraged through scientific principles, bureaucracy,
and administrative principles. Workers were cogs in a huge machine.
The humanistic perspective emphasizes understanding human behavior, needs, and attitudes in the
workplace. It focused on the people who were doing the work rather than on the product being created.
Satisfied employees worked harder and produced more products.
Modern management is a lively mix of ideas and techniques from varied historical perspectives, and new
concepts continue to emerge. Managers look for innovative ideas and approaches, particularly during
turbulent times. New flexible work models were implemented in response to the pandemic. The future of
management is affected by technology. It expands a manager’s ability to track information and use the
information to improve businesses. Employees can be given more authority and more reason to engage
with the business, working for its success.
What future role will artificial intelligence play in the realm of management? We can already see it
removing mundane, repetitive tasks that bog employees down, giving them more time engage with each
other. Gen AI is facilitating dramatic improvement as a machinery of production, and because it makes
work lives easier and better, it is also improving the humanity of production. Gen AI helps workers and
managers by handling much of the routine work and research work, thereby allowing humans to engage
in the challenging work that is satisfying to them. Gen AI is a significant new mechanism of production
that also improves the human aspects of work. The end result could be satisfied employees working at the
peak of their abilities to share in their company’s success.
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.
Transition Guide (provides information about what’s new from edition to edition)
MindTap Educator’s Guide (describes assets in the MindTap platform with a detailed
breakdown of activities by chapter with seat time)
Guide to Teaching Online (provides information about the key assets within the product
and how to implement/facilitate use of the assets in synchronous and asynchronous teaching
environments)
MindTap User Guide (provides information on how to navigate and use MindTap)
Instructor PowerPoint Slides (These slide decks for in-class use feature a variety of
options for class interaction)
Test Bank
Instructor’s Manual (Which you are reading now!)
© 2027 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a 3
publicly accessible website, in whole or in part.
, Instructor Manual: Daft/Marcic, Understanding Management, 13e, ©2027, 9798214053318; Chapter 1: Leading Edge Management and
Evolution of Management Thinking
CHAPTER OBJECTIVES
The following objectives are addressed in this chapter:
1.1 Explain five new manager competencies, including how they are impacted by the trend
toward artificial intelligence and hybrid work in today’s organizations.
1.2 Define the four management functions and the type of management activity associated with
each.
1.3 Explain why managers make a difference in performance and the difference between
efficiency and effectiveness.
1.4 Outline technical, human, and conceptual skills and their relevance for managers.
1.5 Identify the variety of personal challenges faced by new managers and ways of overcoming
them.
1.6 Delineate the roles that managers perform in organizations.
1.7 Summarize the historical struggle between managing the “things of production” and the
“humanity of production.”
1.8 Explain the importance of understanding historical shifts in approaches to management.
1.9 Describe the major components of the humanistic management perspective.
1.10 Describe the management changes brought about by a technology-driven workplace and
those that facilitate a people-driven workplace.
1.11 Explain how artificial intelligence may help bridge the historical struggle between managing
the “things of production” and the “humanity of production.”
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.
Please note that the chapter learning objectives are identified within both versions of the PowerPoint
slides so that you and your students are always aligned on the ultimate learning goals throughout the
course.
Chapter Activity/Assessment Approximate Default Point Value and
Objective Duration Feedback Settings
All objectives MindTap: Part 01: You Make Varies Grade Setting: Counts
the Decision: Introduction to Toward Grade
Management Number of Points: 20 pt
Number of Attempts: 2
All objectives MindTap: Self-Assessment: <5 minutes Grade Setting: Counts
Manager Achievement Toward Grade
Number of Points: 3 pt
eBook/Text
Number of Attempts: 2
© 2027 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a 4
publicly accessible website, in whole or in part.
