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TU S
Management
VI U
13th Edition
T
A_V
SOLUTIONS
MIA
E_DA
MANUAL
CPO
Richard L. Daft
PNR
NOO
Comprehensive Solutions Manual for Instructors
and Students
VIESS
||| ||| || ||| || | || ||| | || ||| |
9780357033807
DE?U
© Richard L. Daft. All rights reserved. Reproduction or distribution
without permission is prohibited.
R?
© MEDGEEK
,TU S
TABLE OF CONTENTS
Solutions Manual – Management (13th Edition)
Author: Richard L. Daft
ISBN: 9780357033807
VI U
PART I: INTRODUCTION TO MANAGEMENT
T
Chapter 1: The World of Innovative Management
A_V
Chapter 2: The Evolution of Management Thinking
PART II: THE ENVIRONMENT OF MANAGEMENT
Chapter 3: The Environment and Corporate Culture
MIA
Chapter 4: Managing in a Global Environment
Chapter 5: Managing Ethics and Social Responsibility
Chapter 6: Managing Start-ups and New Ventures
E_DA
PART III: PLANNING
Chapter 7: Planning and Goal Setting
Chapter 8: Strategy Formulation and Execution
Chapter 9: Managerial Decision Making
CPO
PART IV: ORGANIZING
Chapter 10: Designing Organization Structure
PNR
Chapter 11: Managing Change and Innovation
Chapter 12: Managing Human Talent
Chapter 13: Managing Diversity
NOO
PART V: LEADING
Chapter 14: Understanding Individual Behavior
Chapter 15: Leadership
Chapter 16: Motivating Employees
VIESS
Chapter 17: Managing Communication
Chapter 18: Leading Teams
PART VI: CONTROLLING
DE?U
Chapter 19: Managing Quality and Performance
R?
,TU S
SOLUTION MANUAL MANAGEMENT 13TH EDITION
BY RICHARD L. DAFT
CHAPTER 1
VI U
T
THE WORLD OF INNOVATIVE MANAGEMENT
A_V
CHAPTER OUTLINE
1-1. Management Competencies for Today‘s World
1-2. The Basic Functions of Management
MIA
1-2A. Planning
1-2B. Organizing
1-2C. Leading
1-2D. Controlling
E_DA
1-3. Organizational Performance
1-4. Management Skills
1-4A. Technical Skills
1-4B. Human Skills
1-4C. Conceptual Skills
CPO
1-4D. When Skills Fail
1-5. Management Types
1-5A. Vertical Differences
1-5B. Horizontal Differences
PNR
1-6. What Is a Manager‘s Job Really Like?
1-6A. Making the Leap: Becoming a New Manager
1-6B. Manager Activities
1-6C. Manager Roles
NOO
1-7. Managing in Small Businesses and Nonprofit Organizations
VIESS
ANNOTATED LEARNING OUTCOMES
After studying this chapter, students should be able to:
1. Describe five management competencies that are becoming crucial in today’s fast-paced
DE?U
and rapidly changing world.
Competencies include enabling, leading teams, collaborating (including social media),
empowering employees, and mobilizing for change. Instead of being a controller, today‘s
effective manager is an enabler who helps people do and be their best. Managers collaborate by
helping people get what they need, removing obstacles, providing learning opportunities, and
offering feedback, coaching, and career guidance. Instead of ―management by keeping tabs,‖
R?
© 2018 Cengage. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 1
, 2 Chapter 1
TU S
they employ an empowering leadership style. Much work is done in teams rather than by
individuals, so team leadership skills are crucial. People in many organizations work at scattered
locations, so managers can‘t monitor behavior continually. In addition, managers sometimes are
coordinating the work of people who aren‘t under their direct control, such as those in partner
organizations, sometimes even working with competitors. Today‘s managers are also ―future-
VI U
facing.‖ That is, they design the organization and culture for creativity, adaptation, and
innovation rather than maintaining the status quo. Today‘s world is constantly changing, and
T
success depends on innovation and continuous improvement.
A_V
2. Define the four management functions and the type of management activity associated with
each.
The management functions are planning, organizing, leading, and controlling. Planning means
defining goals for future organizational performance and deciding on the tasks and use of
MIA
resources needed to attain them. The management activity associated with planning is to select
goals and ways to attain them. Organizing typically follows planning and reflects how the
organization will try to accomplish the plan. The management activity associated with
organizing is assigning responsibility for task accomplishment. Leading is the use of influence to
E_DA
motivate employees to achieve the organization‘s goals. The management activity associated
with leading is motivating employees. Controlling means monitoring employees‘ activities,
keeping the organization on track toward its goals, and making corrections as needed. The
management activities associated with controlling are monitoring activities and making
corrections.
CPO
3. Explain the difference between efficiency and effectiveness and their importance for
organizational performance.
PNR
Organizational effectiveness is the degree to which the organization achieves a stated objective.
It means the organization succeeds in accomplishing what it tries to do. Organizational efficiency
refers to the amount of resources used to achieve an organizational goal. It is based on the
amount of raw material, money, and people necessary for producing a given volume of output.
NOO
4. Describe technical, human, and conceptual skills and their relevance for managers.
Technical skill is the understanding of and proficiency in the performance of specific tasks such
VIESS
as engineering, manufacturing, or finance. Technical skills are most important at lower
organizational levels. Human skill is the manager‘s ability to work with and through other
people. It is evident in how a manager relates to other people, including the ability to motivate,
facilitate, coordinate, lead, communicate, and resolve conflicts. Conceptual skill is the mental
ability to see the organization as a whole and the relationships among its parts. It is the
DE?U
manager‘s thinking and planning ability. Conceptual skills are needed by all managers, but are
especially important for top managers.
5. Describe management types and the horizontal and vertical differences among them.
The management types under vertical differences are the top managers, middle managers, project
managers, and first-line managers. Top managers are at the top of the organizational hierarchy
R?
and are responsible for the entire organization. A middle manager is one who works at the
© 2018 Cengage. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
TU S
Management
VI U
13th Edition
T
A_V
SOLUTIONS
MIA
E_DA
MANUAL
CPO
Richard L. Daft
PNR
NOO
Comprehensive Solutions Manual for Instructors
and Students
VIESS
||| ||| || ||| || | || ||| | || ||| |
9780357033807
DE?U
© Richard L. Daft. All rights reserved. Reproduction or distribution
without permission is prohibited.
R?
© MEDGEEK
,TU S
TABLE OF CONTENTS
Solutions Manual – Management (13th Edition)
Author: Richard L. Daft
ISBN: 9780357033807
VI U
PART I: INTRODUCTION TO MANAGEMENT
T
Chapter 1: The World of Innovative Management
A_V
Chapter 2: The Evolution of Management Thinking
PART II: THE ENVIRONMENT OF MANAGEMENT
Chapter 3: The Environment and Corporate Culture
MIA
Chapter 4: Managing in a Global Environment
Chapter 5: Managing Ethics and Social Responsibility
Chapter 6: Managing Start-ups and New Ventures
E_DA
PART III: PLANNING
Chapter 7: Planning and Goal Setting
Chapter 8: Strategy Formulation and Execution
Chapter 9: Managerial Decision Making
CPO
PART IV: ORGANIZING
Chapter 10: Designing Organization Structure
PNR
Chapter 11: Managing Change and Innovation
Chapter 12: Managing Human Talent
Chapter 13: Managing Diversity
NOO
PART V: LEADING
Chapter 14: Understanding Individual Behavior
Chapter 15: Leadership
Chapter 16: Motivating Employees
VIESS
Chapter 17: Managing Communication
Chapter 18: Leading Teams
PART VI: CONTROLLING
DE?U
Chapter 19: Managing Quality and Performance
R?
,TU S
SOLUTION MANUAL MANAGEMENT 13TH EDITION
BY RICHARD L. DAFT
CHAPTER 1
VI U
T
THE WORLD OF INNOVATIVE MANAGEMENT
A_V
CHAPTER OUTLINE
1-1. Management Competencies for Today‘s World
1-2. The Basic Functions of Management
MIA
1-2A. Planning
1-2B. Organizing
1-2C. Leading
1-2D. Controlling
E_DA
1-3. Organizational Performance
1-4. Management Skills
1-4A. Technical Skills
1-4B. Human Skills
1-4C. Conceptual Skills
CPO
1-4D. When Skills Fail
1-5. Management Types
1-5A. Vertical Differences
1-5B. Horizontal Differences
PNR
1-6. What Is a Manager‘s Job Really Like?
1-6A. Making the Leap: Becoming a New Manager
1-6B. Manager Activities
1-6C. Manager Roles
NOO
1-7. Managing in Small Businesses and Nonprofit Organizations
VIESS
ANNOTATED LEARNING OUTCOMES
After studying this chapter, students should be able to:
1. Describe five management competencies that are becoming crucial in today’s fast-paced
DE?U
and rapidly changing world.
Competencies include enabling, leading teams, collaborating (including social media),
empowering employees, and mobilizing for change. Instead of being a controller, today‘s
effective manager is an enabler who helps people do and be their best. Managers collaborate by
helping people get what they need, removing obstacles, providing learning opportunities, and
offering feedback, coaching, and career guidance. Instead of ―management by keeping tabs,‖
R?
© 2018 Cengage. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 1
, 2 Chapter 1
TU S
they employ an empowering leadership style. Much work is done in teams rather than by
individuals, so team leadership skills are crucial. People in many organizations work at scattered
locations, so managers can‘t monitor behavior continually. In addition, managers sometimes are
coordinating the work of people who aren‘t under their direct control, such as those in partner
organizations, sometimes even working with competitors. Today‘s managers are also ―future-
VI U
facing.‖ That is, they design the organization and culture for creativity, adaptation, and
innovation rather than maintaining the status quo. Today‘s world is constantly changing, and
T
success depends on innovation and continuous improvement.
A_V
2. Define the four management functions and the type of management activity associated with
each.
The management functions are planning, organizing, leading, and controlling. Planning means
defining goals for future organizational performance and deciding on the tasks and use of
MIA
resources needed to attain them. The management activity associated with planning is to select
goals and ways to attain them. Organizing typically follows planning and reflects how the
organization will try to accomplish the plan. The management activity associated with
organizing is assigning responsibility for task accomplishment. Leading is the use of influence to
E_DA
motivate employees to achieve the organization‘s goals. The management activity associated
with leading is motivating employees. Controlling means monitoring employees‘ activities,
keeping the organization on track toward its goals, and making corrections as needed. The
management activities associated with controlling are monitoring activities and making
corrections.
CPO
3. Explain the difference between efficiency and effectiveness and their importance for
organizational performance.
PNR
Organizational effectiveness is the degree to which the organization achieves a stated objective.
It means the organization succeeds in accomplishing what it tries to do. Organizational efficiency
refers to the amount of resources used to achieve an organizational goal. It is based on the
amount of raw material, money, and people necessary for producing a given volume of output.
NOO
4. Describe technical, human, and conceptual skills and their relevance for managers.
Technical skill is the understanding of and proficiency in the performance of specific tasks such
VIESS
as engineering, manufacturing, or finance. Technical skills are most important at lower
organizational levels. Human skill is the manager‘s ability to work with and through other
people. It is evident in how a manager relates to other people, including the ability to motivate,
facilitate, coordinate, lead, communicate, and resolve conflicts. Conceptual skill is the mental
ability to see the organization as a whole and the relationships among its parts. It is the
DE?U
manager‘s thinking and planning ability. Conceptual skills are needed by all managers, but are
especially important for top managers.
5. Describe management types and the horizontal and vertical differences among them.
The management types under vertical differences are the top managers, middle managers, project
managers, and first-line managers. Top managers are at the top of the organizational hierarchy
R?
and are responsible for the entire organization. A middle manager is one who works at the
© 2018 Cengage. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
