Effective Management 6th Edition
Chapter 1: Management
Pedagogy Map
This chapter begins with the learning outcome summaries and terms covered in the chapter, followed by a
set of lesson plans for you to use to deliver the content in Chapter 1.
• Lesson Plan for Lecture (for large sections)
• Lesson Plan for Group Work (for smaller sections)
• Assignments with Teaching Tips and Solutions
What Would You Do Case Assignment – Netflix
Management Decision – Should We Try to Make More Money?
Practice Being a Manager – Finding a Management Job
Self Assessment – Is management for you?
Reel to Real Video Assignment – Management Workplace on Camp Bow Wow
• Additional Assignments and Activities
Review Questions
Develop Your Career Potential – Interview Two Managers
Management Team Decision – Saying No to an Investor
Additional Activities
Highlighted Assignments Key Points
What Would You Do? After a period of phenomenal growth, Netflix faces
several challenges as it looks to develop new ways to
deliver movies.
Management Decision Students must consider whether an airline should follow
competitors in charging fees for checked baggage.
Practice Being a Manager Students explore the hiring process by role playing
(Experiential Exercise) interviews for management positions they research in the
newspaper and online.
Self-Assessment Students get a first glimpse to determine if their skills
overlap those required of managers.
,Reel to Real Video Assignment – Candace Stathis, a general manager at Camp Bow Wow,
Management Workplace faces several challenges to keep the camp running as
efficiently as possible.
Additional Assignments Key Points
Develop Your Career Potential Students interview two managers and compare the
managers’ responses to the information in the chapter.
Management Team Decision Saying No to an Investor
Learning Outcomes
1-1 Describe what management is.
Good management is working through others to accomplish tasks that help fulfill organizational
objectives as efficiently as possible.
1-2 Explain the four functions of management.
Henri Fayol’s classic management functions are known today as planning, organizing, leading, and
controlling. Planning is determining organizational goals and a means for achieving them.
Organizing is deciding where decisions will be made, who will do what jobs and tasks, and who will
work for whom. Leading is inspiring and motivating workers to work hard to achieve
organizational goals. Controlling is monitoring progress toward goal achievement and taking
corrective action when needed. Studies show that performing these management functions well
leads to better managerial performance.
1-3 Describe different kinds of managers.
There are four different kinds of managers. Top managers are responsible for creating a context for
change, developing attitudes of commitment and ownership, creating a positive organizational
culture through words and actions, and monitoring their company’s business environments. Middle
managers are responsible for planning and allocating resources, coordinating and linking groups
and departments, monitoring and managing the performance of subunits and managers, and
implementing the changes or strategies generated by top managers. First-line managers are
responsible for managing the performance of nonmanagerial employees, teaching employees how
to do their jobs, and making detailed schedules and operating plans based on middle management’s
intermediate-range plans. Team leaders are responsible for facilitating team performance,
managing external relationships, and facilitating internal team relationships.
1-4 Explain the major roles and subroles that managers perform in their jobs.
,Managers perform interpersonal, informational, and decisional roles in their jobs. In fulfilling the
interpersonal role, managers act as figureheads by performing ceremonial duties, as leaders by
motivating and encouraging workers, and as liaisons by dealing with people outside their units. In
performing the informational role, managers act as monitors by scanning their environment for
information, as disseminators by sharing information with others in the company, and as
spokespeople by sharing information with people outside their departments or companies. In
fulfilling decisional roles, managers act as entrepreneurs by adapting their units to incremental
change, as disturbance handlers by responding to larger problems that demand immediate action,
as resource allocators by deciding resource recipients and amounts, and as negotiators by
bargaining with others about schedules, projects, goals, outcomes, and resources.
, 1-5 Explain what companies look for in managers.
Companies do not want one-dimensional managers. They want managers with a balance of skills.
They want managers who know their stuff (technical skills), are equally comfortable working with
blue-collar and white-collar employees (human skills), are able to assess the complexities of today’s
competitive marketplace and position their companies for success (conceptual skills), and want to
assume positions of leadership and power (motivation to manage). Technical skills are most
important for lower-level managers, human skills are equally important at all levels of
management, and conceptual skills and motivation to manage increase in importance as managers
rise through the managerial ranks.
1-6 Discuss the top mistakes that managers make in their jobs.
Another way to understand what it takes to be a manager is to look at the top mistakes managers
make. Five of the most important mistakes made by managers are being abrasive and intimidating;
being cold, aloof, or arrogant; betraying trust; being overly ambitious; and failing to build a team
and then delegate to that team.
1-7 Describe the transition that employees go through when they are promoted to
management.
Managers often begin their jobs by using more formal authority and less people management.
However, most managers find that being a manager has little to do with bossing their subordinates.
After six months on the job, the managers were surprised at the fast pace and heavy workload and
that “helping” their subordinates was viewed as interference. After a year on the job, most of the
managers had come to think of themselves not as doers but as managers who get things done
through others. And because they finally realized that people management was the most important
part of their job, most of them had abandoned their authoritarian approach for one based on
communication, listening, and positive reinforcement.
1-8 Explain how and why companies can create competitive advantage through people.
Why does management matter? Well-managed companies are competitive because their work
forces are smarter, better trained, more motivated, and more committed. Furthermore, companies
that practice good management consistently have greater sales revenues, profits, and stock market
performance than companies that don’t. Finally, good management matters because good
management leads to satisfied employees who, in turn, provide better service to customers.
Because employees tend to treat customers the same way their managers treat them, good
management can improve customer satisfaction.
Key Terms
conceptual skills disseminator role effectiveness
controlling disturbance handler role efficiency
Chapter 1: Management
Pedagogy Map
This chapter begins with the learning outcome summaries and terms covered in the chapter, followed by a
set of lesson plans for you to use to deliver the content in Chapter 1.
• Lesson Plan for Lecture (for large sections)
• Lesson Plan for Group Work (for smaller sections)
• Assignments with Teaching Tips and Solutions
What Would You Do Case Assignment – Netflix
Management Decision – Should We Try to Make More Money?
Practice Being a Manager – Finding a Management Job
Self Assessment – Is management for you?
Reel to Real Video Assignment – Management Workplace on Camp Bow Wow
• Additional Assignments and Activities
Review Questions
Develop Your Career Potential – Interview Two Managers
Management Team Decision – Saying No to an Investor
Additional Activities
Highlighted Assignments Key Points
What Would You Do? After a period of phenomenal growth, Netflix faces
several challenges as it looks to develop new ways to
deliver movies.
Management Decision Students must consider whether an airline should follow
competitors in charging fees for checked baggage.
Practice Being a Manager Students explore the hiring process by role playing
(Experiential Exercise) interviews for management positions they research in the
newspaper and online.
Self-Assessment Students get a first glimpse to determine if their skills
overlap those required of managers.
,Reel to Real Video Assignment – Candace Stathis, a general manager at Camp Bow Wow,
Management Workplace faces several challenges to keep the camp running as
efficiently as possible.
Additional Assignments Key Points
Develop Your Career Potential Students interview two managers and compare the
managers’ responses to the information in the chapter.
Management Team Decision Saying No to an Investor
Learning Outcomes
1-1 Describe what management is.
Good management is working through others to accomplish tasks that help fulfill organizational
objectives as efficiently as possible.
1-2 Explain the four functions of management.
Henri Fayol’s classic management functions are known today as planning, organizing, leading, and
controlling. Planning is determining organizational goals and a means for achieving them.
Organizing is deciding where decisions will be made, who will do what jobs and tasks, and who will
work for whom. Leading is inspiring and motivating workers to work hard to achieve
organizational goals. Controlling is monitoring progress toward goal achievement and taking
corrective action when needed. Studies show that performing these management functions well
leads to better managerial performance.
1-3 Describe different kinds of managers.
There are four different kinds of managers. Top managers are responsible for creating a context for
change, developing attitudes of commitment and ownership, creating a positive organizational
culture through words and actions, and monitoring their company’s business environments. Middle
managers are responsible for planning and allocating resources, coordinating and linking groups
and departments, monitoring and managing the performance of subunits and managers, and
implementing the changes or strategies generated by top managers. First-line managers are
responsible for managing the performance of nonmanagerial employees, teaching employees how
to do their jobs, and making detailed schedules and operating plans based on middle management’s
intermediate-range plans. Team leaders are responsible for facilitating team performance,
managing external relationships, and facilitating internal team relationships.
1-4 Explain the major roles and subroles that managers perform in their jobs.
,Managers perform interpersonal, informational, and decisional roles in their jobs. In fulfilling the
interpersonal role, managers act as figureheads by performing ceremonial duties, as leaders by
motivating and encouraging workers, and as liaisons by dealing with people outside their units. In
performing the informational role, managers act as monitors by scanning their environment for
information, as disseminators by sharing information with others in the company, and as
spokespeople by sharing information with people outside their departments or companies. In
fulfilling decisional roles, managers act as entrepreneurs by adapting their units to incremental
change, as disturbance handlers by responding to larger problems that demand immediate action,
as resource allocators by deciding resource recipients and amounts, and as negotiators by
bargaining with others about schedules, projects, goals, outcomes, and resources.
, 1-5 Explain what companies look for in managers.
Companies do not want one-dimensional managers. They want managers with a balance of skills.
They want managers who know their stuff (technical skills), are equally comfortable working with
blue-collar and white-collar employees (human skills), are able to assess the complexities of today’s
competitive marketplace and position their companies for success (conceptual skills), and want to
assume positions of leadership and power (motivation to manage). Technical skills are most
important for lower-level managers, human skills are equally important at all levels of
management, and conceptual skills and motivation to manage increase in importance as managers
rise through the managerial ranks.
1-6 Discuss the top mistakes that managers make in their jobs.
Another way to understand what it takes to be a manager is to look at the top mistakes managers
make. Five of the most important mistakes made by managers are being abrasive and intimidating;
being cold, aloof, or arrogant; betraying trust; being overly ambitious; and failing to build a team
and then delegate to that team.
1-7 Describe the transition that employees go through when they are promoted to
management.
Managers often begin their jobs by using more formal authority and less people management.
However, most managers find that being a manager has little to do with bossing their subordinates.
After six months on the job, the managers were surprised at the fast pace and heavy workload and
that “helping” their subordinates was viewed as interference. After a year on the job, most of the
managers had come to think of themselves not as doers but as managers who get things done
through others. And because they finally realized that people management was the most important
part of their job, most of them had abandoned their authoritarian approach for one based on
communication, listening, and positive reinforcement.
1-8 Explain how and why companies can create competitive advantage through people.
Why does management matter? Well-managed companies are competitive because their work
forces are smarter, better trained, more motivated, and more committed. Furthermore, companies
that practice good management consistently have greater sales revenues, profits, and stock market
performance than companies that don’t. Finally, good management matters because good
management leads to satisfied employees who, in turn, provide better service to customers.
Because employees tend to treat customers the same way their managers treat them, good
management can improve customer satisfaction.
Key Terms
conceptual skills disseminator role effectiveness
controlling disturbance handler role efficiency
