MGMT7
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 classes)
• Assignments with Teaching Tips and Solutions
What Would You Do? Case Assignment––Netflix
Self-Assessment––Is Management for You?
Management Decision––Should We Try to Make More Money
Management Team Decision––Negotiating with Investors
Practice Being a Manager––Finding a Management Job
Develop Your Career Potential––Interview Two Managers
Reel to Real Video Assignment: Management Workplace ––Camp Bow Wow
Review Questions
Additional Activities and Assignments
Highlighted Assignments Key Points
What Would You Do? Case After a period of phenomenal growth, Netflix faces
Assignment several challenges as it looks to develop new ways to
deliver movies.
Self-Assessment Students get a first glimpse to determine if their skills
overlap those required of managers.
Management Decision Students must consider whether an airline should follow
competitors in charging fees for checked baggage.
Management Team Decision Students consider what a company should do when its
philosophy conflicts with that of its biggest investor.
Practice Being a Manager Students explore the hiring process by role-playing
interviews for management positions they research in the
newspaper and online.
, Develop Your Career Potential Students interview two managers and compare the
managers’ responses to the information in the chapter.
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.
Supplemental Resources Where to Find Them
Course Pre-Assessment IRCD
Course Post-Assessment IRCD
PowerPoint slides with lecture IRCD and online
notes
Who Wants to Be a Manager game IRCD and online
Test Bank IRCD and online
Course Pre-Assessment IRCD
What Would You Do? Quiz Online
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 the 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 entry-level
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, fostering good relationships among team members, and managing external
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
interpersonal roles, 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 informational roles, managers act as monitors by scanning their environment for
information, as disseminators by sharing information with others in their companies, 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 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.
Managers need the knowledge and abilities to get the job done (technical skills), must be able to
work effectively in groups and be good listeners and communicators (human skills), must be able to
assess the relationships between the different parts of their companies and the external
environment and position their companies for success (conceptual skills), and should 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 deal with
specific performance problems of the business.
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 skill.
However, most managers find that being a manager has little to do with “bossing” their
subordinates. According to a study of managers in their first year, after six months on the job, the
managers were surprised by the fast pace and heavy workload and by the fact 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
workforces 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 that their managers treat them, good
management can improve customer satisfaction.
Terms
Conceptual skills Human skills Organizing
Controlling Leader role Planning
Disseminator role Leading Resource allocator role
Disturbance handler role Liaison role Spokesperson role
Effectiveness Management Team leaders
Efficiency Middle managers Technical skills
Entrepreneur role Monitor role Top managers
Figurehead role Motivation to manage
First-line managers Negotiator role
Lesson Plan for Lecture (for large sections)
Pre-Class Prep for You: Pre-Class Prep for Your Students:
• Prepare the syllabus. • Buy the book.
• Bring the PPT slides.
Warm Up Introduce yourself.
Hand out the syllabus and go over details.
Begin Chapter 1 by asking students “What is management?” (If a blackboard is
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 classes)
• Assignments with Teaching Tips and Solutions
What Would You Do? Case Assignment––Netflix
Self-Assessment––Is Management for You?
Management Decision––Should We Try to Make More Money
Management Team Decision––Negotiating with Investors
Practice Being a Manager––Finding a Management Job
Develop Your Career Potential––Interview Two Managers
Reel to Real Video Assignment: Management Workplace ––Camp Bow Wow
Review Questions
Additional Activities and Assignments
Highlighted Assignments Key Points
What Would You Do? Case After a period of phenomenal growth, Netflix faces
Assignment several challenges as it looks to develop new ways to
deliver movies.
Self-Assessment Students get a first glimpse to determine if their skills
overlap those required of managers.
Management Decision Students must consider whether an airline should follow
competitors in charging fees for checked baggage.
Management Team Decision Students consider what a company should do when its
philosophy conflicts with that of its biggest investor.
Practice Being a Manager Students explore the hiring process by role-playing
interviews for management positions they research in the
newspaper and online.
, Develop Your Career Potential Students interview two managers and compare the
managers’ responses to the information in the chapter.
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.
Supplemental Resources Where to Find Them
Course Pre-Assessment IRCD
Course Post-Assessment IRCD
PowerPoint slides with lecture IRCD and online
notes
Who Wants to Be a Manager game IRCD and online
Test Bank IRCD and online
Course Pre-Assessment IRCD
What Would You Do? Quiz Online
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 the 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 entry-level
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, fostering good relationships among team members, and managing external
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
interpersonal roles, 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 informational roles, managers act as monitors by scanning their environment for
information, as disseminators by sharing information with others in their companies, 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 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.
Managers need the knowledge and abilities to get the job done (technical skills), must be able to
work effectively in groups and be good listeners and communicators (human skills), must be able to
assess the relationships between the different parts of their companies and the external
environment and position their companies for success (conceptual skills), and should 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 deal with
specific performance problems of the business.
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 skill.
However, most managers find that being a manager has little to do with “bossing” their
subordinates. According to a study of managers in their first year, after six months on the job, the
managers were surprised by the fast pace and heavy workload and by the fact 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
workforces 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 that their managers treat them, good
management can improve customer satisfaction.
Terms
Conceptual skills Human skills Organizing
Controlling Leader role Planning
Disseminator role Leading Resource allocator role
Disturbance handler role Liaison role Spokesperson role
Effectiveness Management Team leaders
Efficiency Middle managers Technical skills
Entrepreneur role Monitor role Top managers
Figurehead role Motivation to manage
First-line managers Negotiator role
Lesson Plan for Lecture (for large sections)
Pre-Class Prep for You: Pre-Class Prep for Your Students:
• Prepare the syllabus. • Buy the book.
• Bring the PPT slides.
Warm Up Introduce yourself.
Hand out the syllabus and go over details.
Begin Chapter 1 by asking students “What is management?” (If a blackboard is
