Solution Manual for Management 14th Edition

Solution Manual for Management 14th Edition Instructor Manual Table of Contents Purpose and Perspective of the Chapter............................................................................ 3 Cengage Supplements..................................................................................................... 3 Chapter Objectives.......................................................................................................... 4 Complete List of Chapter Activities and Assessments.......................................................... 4 Key Terms ..................................................................................................................... 7 What’s New in This Chapter............................................................................................. 8 Chapter Outline .............................................................................................................. 9 Discussion Questions......................................................................................................17 Apply Your Skills: Engagement Exercise...........................................................................21 Apply Your Skills: Small Group Breakout ..........................................................................21 Apply Your Skills: Ethical Dilemma...................................................................................22 Apply Your Skills: Case for Critical Analysis.......................................................................22 Additional Activities and Assignments ..............................................................................23 Additional Resources......................................................................................................24 Cengage Video Resources.......................................................................................................................24 Student Study Tools.................................................................................................................................24 Product Support ............................................................................................................24 3 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. 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. 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. 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. A manager’s job differs depending on the position’s level. It can be a first-level, middle, or toplevel management position. No matter what level the manager is, every day is characterized by variety, fragmentation, and brevity. Time management is a valuable skill. It enables a manager to fulfill the informational, interpersonal, and decisional roles. 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. Managers must use their resources carefully for the organization to succeed. 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.  Instructor PowerPoint Slides for in-class use (these feature a variety of options for class interaction)  Student PowerPoint Slides- This version of the slides has any instructor-facing notes and activities removed. Students using MindTap can find these files in the “Additional 4 Resources” folder within the MindTap Learning Path and we’ve also posted the file to the Instructor Companion Site.  Test Bank  Instructor’s Manual (which you are reading now!) Chapter Objectives The following objectives are addressed in this chapter: 1. Explain five management competencies and the trend toward bosslessness in today’s world. 2. Define the four management functions and the type of management activity associated with each. 3. Explain the difference between efficiency and effectiveness, as well as their importance for organizational performance. 4. Describe technical, human, and conceptual skills and their relevance for managers. 5. Identify the personal challenges faced by new managers and ways of overcoming them. 6. Define the management types and roles that managers perform in organizations. 7. Explain the unique characteristics of the manager’s role in nonprofit organizations. 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. Also, 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. 5 Chapter Objective Activity/Assessment Approximate Duration Default Point Value and Feedback Settings 1. All objectives MindTap: Part 01: Why Does Management Matter? 10 minutes Grade Setting: Counts Toward Grade Number of Points: 1 pt/question Number of Attempts: 3 2. All objectives MindTap: Self-Assessment: Manager Achievement <5 minutes Grade Setting: Counts Toward Grade Number of Points: 3 pt/question Number of Attempts: 2 3. Objective 1.6 MindTap: Self-Assessment: How Do You Manage Your Time? <5 minutes Grade Setting: Counts Toward Grade Number of Points: 3 pt/question Number of Attempts: 2 4. All objectives MindTap: Read: Chapter 01: The World of Innovative Management 60 minutes n/a 5. All objectives MindTap: Learn It: Chapter 01: The World of Innovative Management 30 to 45 minutes Grade Setting: Counts Toward Grade Number of Points: 1 pt/question Number of Attempts: 2 6. All objectives MindTap: Assignment: Chapter 01: The World of Innovative Management 25 minutes Grade Setting: Counts Toward Grade Number of Points: 2 pt/question Number of Attempts: 2 7. All objectives MindTap: Case Activity: Chapter 01: The World of Innovative Management 20 minutes Grade Setting: Counts Toward Grade Number of Points: 3 pt/question Number of Attempts: 2 6 8. Objective 1.2 MindTap: Concept Clips: Management Functions (1:57) n/a 9. Objective 1.6 MindTap: Concept Clips: Managerial Roles (2:28) n/a Objective 1.4 MindTap: Concept Clips: Skills Used at Different Management Levels (2:03) n/a All objectives MindTap: Video: On the Job: Camp Bow Wow: Innovative Management (5:57) n/a All objectives eBook/Text: Take a Moment: Know Yourself: Manager Achievement <5 minutes n/a All objectives eBook/Text: Apply Your Skills: Engagement Exercise 20 mins n/a All objectives eBook/Text: Apply Your Skills: Small Group Breakout 20 mins n/a All objectives eBook/Text: Apply Your Skills: Ethical Dilemma: Farmington Avionics 20 mins n/a All objectives eBook/Text: Apply Your Skills: Case for Critical Analysis: Coture Hair Salon 20 mins n/a Objective 1.4 PowerPoint: Discussion Activity 1 5 minutes n/a 7 Objective 1.5 PowerPoint: Discussion Activity 2 5 minutes n/a Objective 1.6 PowerPoint: Knowledge Check 1 <5 minutes n/a Objective 1.7 PowerPoint: Knowledge Check 2 <5 minutes n/a Objective 1.3 PowerPoint: Polling Activity 1 5 minutes n/a Objective 1.4 PowerPoint Polling Activity 2 5 minutes n/a [return to top] Key Terms Conceptual skills: The cognitive abilities to see the organization as a whole and the relationship among its parts. Controlling: An activity concerned with monitoring employees’ activities, keeping the organization on track toward meeting its goals and making corrections as necessary. Effectiveness: The degree to which the organization achieves a stated goal. Efficiency: The amount of resources—raw materials, money, and people—used to produce a desired volume of output. First-level managers or supervisory managers: People who are at the first or second level of the hierarchy and are directly responsible for overseeing groups of production employees. Functional managers: People responsible for individual departments that perform a specialized functional task. Functional departments include advertising, finance, and human resources. 8 General managers: People responsible for multiple functional departments that make up a self-contained division with profit and loss responsibility, such as a Nordstrom department store or a Honda assembly plant. Human skills: A manager’s ability to work with and through other people and to work effectively as part of a group. Leading: Using influence to motivate employees to achieve the organization’s goals. Line managers: People who oversee functions and tasks that directly advance the core work of an organization, such as manufacturing or sales. Management: The attainment of organizational goals in an effective and efficient manner through planning, organizing, leading, and controlling organizational resources. Middle managers: People who work at the middle level of the organization and are responsible for major departments. Organization: A social entity that is goal-directed and deliberately structured. Organizing: An activity that involves assigning tasks, grouping tasks into departments, and allocating resources. Performance: The organization’s ability to attain its goals by using resources in an efficient and effective manner. Planning: The management function concerned with defining goals for future performance and how to attain them. Project managers: People responsible for temporary work projects that involve people from various functions and levels of the organization. Role: A set of expectations for one’s behavior. Staff managers: People who oversee departments that support the organization with specialized advisory or support functions such as legal, accounting, and HR. Technical skills: The understanding of and proficiency in the performance of specific tasks. Time management: Using techniques that enable you to get more done in less time and with better results, be more relaxed, and have more time to enjoy your work and your life. Top managers or C-level managers: People who are at the apex of the organizational hierarchy and are re