Solution Manual for Exploring Management 7e Schermerhorn Bachrach Chapters 1-18

solution manual for
ExploringvManagementv7thvEditionvbyvJohnvR.vSchermerhornvJr.,vDanielvG.vBachrach
Chapterv1-18

Chapter 1 v


Managers and the Management Process
v v v v


Everyone Becomes a Manager Someday
v v v v


Chapter 1 Overview
v v




vEachvChaptervcontainsvseveralvinsetvfeaturesvdesignedvtovassistvthevstudentvreadervinvapplyingvthevc
onceptsvtovrelevantvexamples.vCareervReadinessvillustratesvhowvexperiencesvandvactivitiesvrelatevto
vworkvperformance.vAnalyticsvintroducesvresearchvorvtrendsvthatvmayvbevusedvforvclassvdiscussionvi

nvthevclassroomvorvonlinevforvdistancevlearning.vChoicesvprovidesvstudentsvwithvanvopportunityvtove
valuatevvariousvsidesvofvanvissuevinvordervtovmakevanvinformedvdecision.vEthicsvprofilesvthevissuevof
vtrackingvtechnologyvtovmonitorvworkervbehavior.vInsightvprofilesvthevimportancevofvcriticalvthinki

ng.vIssuesvexploresvsamplesvofvdebatedvtopicsvinvbusinessvandvstrategy.v QuickvCasevpresentsvavbusi
ness-relatedvscenariovforvclassvanalysisvandvdiscussion.

Chaptervonevprovidesvavthoroughvreviewvofvwhatvitvmeansvtovbevavmanagervinvtoday‘svknowledge-
basedvworkplace,vwherevintellectualvcapitalvhasvbecomevthevultimatevfoundation.v Managersvarevin
dispensablevtovorganizationsvandvtheyvbringvtogethervmanyvresourcesvtovbestvmeetvthevgoalsvofvthev
organization.vThevchaptervbeginsvwithvavdiscussionvofvthevdifferentvjobvtitlesvandvlevelsvofvmanager
sv--vthosevwhovsupportvandvfacilitatevthevworkveffortsvofvothersvinvorganizations.
Accountabilityvasvavcornerstonevofvmanagerialvperformance,valongvwithvhowveffectivevmanagersv
helpvothersvachievevhighvperformancevandvsatisfactionvisvdiscussed.vThevvariousvwaysvmanagersv
meetvmultiplevandvchangingvexpectationsvinvavchangingvworkplacevenvironmentvisvreviewed.

Nextvisvanvoverviewvofvwhatvmanagersvdo,vandvthevvariousvskillsvtheyvmustvpossessvtovdovanveffecti
vevjob.vOftenvintensevandvdemanding,vthevrolevofvavmanagervincludesvthevfollowingvfourvfunctions:v
planningv(settingvperformancevobjectives),vorganizingv(assigningvtasksvandvallocatingvresources),vl
eadingv(inspiringvothersvtovachievevgoals),vandvcontrollingv(measuringvworkvperformancevandvtaki
ngvcorrectivevaction,vifvnecessary).vInvaddition,vthevwayvmanagersvusevavvarietyvofvtechnical,vhuma
n,vandvconceptualvskillsvisvdiscussed.

Lastly,vthevchaptervcoversvimportantvchangesvinvtoday‘svworkplacev–
vthosevcreatingvbothvtremendousvopportunityvandvuncertainty.v Changes varevduevtovthevimpact vofvim

portantvtrendsvregardingvworkervtalent,vtechnology,vglobalization,vethicalvstandards,vworkforcevdiv
ersity,vandvcareers.vContinuingvdiversityvasvavsocialvpriorityvisvdiscussed,valongvwithvthevimportanc
evofvintellectualvcapital,vself-managementvskillsvandvpersonalvcareervreadinessvforvmanagers.

Chapter 1 Learning Objectives:
v v v




 LearningvObjectivev1.1vExplainvwhatvitvmeansvtovbevavmanager.
 LearningvObjectivev1.2vDescribevwhatvmanagersvdovandvthevskillsvtheyvuse.


Copyrightv©v2021vJohnvWileyv&vSons,vInc. 1-1

,  LearningvObjectivev1.3vDiscussvthevimplicationsvofvimportantvcareervtrendsvandvi
ssues.

Chapter 1 Lecture Outline:
v v v




 LearningvObjectivev1.1:vExplainvWhatvItvMeanvtovBevavManager.
o Organizationsvhavevdifferentvtypesvandvlevelsvofvmanagers
o Accountabilityvisvavfoundationvofvmanagerialvperformance
o Effectivevmanagersvhelpvothersvachievevhighvperformancevandvsatisfaction
o Managersvarevcoaches,vcoordinators,vandvsupporters

 LearningvObjectivev1.2:vDescribevWhatvManagersvDovandvthev SkillsvTheyvUse.
o Managersvplan,vorganize,vleadvandvcontrol
o Managersvperformvinformational,vinterpersonal,vandvdecisionalvroles
o Managersvusevnetworkingvandvsocialvcapitalvtovpursuevactionvagendas
o Managersvusevtechnical,vhuman,vandvconceptualvskills
o Managersvthrivevonvlifelongvlearningvandvlearningvagility

 LearningvObjectivev1.3:vDiscussvthevImplicationsvofvImportantvCareervTrendsvandv
Issues.
o Globalizationvhasvchangedvsocietiesvandvthevworldvofvwork
o Failuresvofvethicsvandvcorporatevgovernancevarevtroublesome
o Respectingvdiversityvandveliminatingvdiscriminationvarevtopvsocialvpriorities
o Talentvisvav—mustvhave‖vinvavfree-agent,vgig,vandvon-demandveconomy
o Self-managementvskillsvarevessentialvforvcareervsuccessvinvchangingvtimes
o Personalvcareervreadinessvmustvbevdevelopedvandvcontinuouslyvmaintained

Chapter 1 Supporting Materials:
v v v




Figures
 Figurev1.1:vHowvtovMakevCriticalvThinkingvAboutvCareervReadinessvWorkvforvYou
 Figurev1.2:vWhatvArevthevTypicalvJobvTitlesvandvLevelsvofvManagementvinvOrganization?
 Figurev1.3:v ThevManager‘svChallengev–
vFulfillingvPerformancevAccountabilityvwhilevDependentvonvOthersvtovdovthevWork

 Figurev1.4:vHowvDovMindsetsvChangevwhenvthevOrganizationvisvViewedvasvanvUpside-
DownvPyramid?
 Figurev1.5:v WhatvFourvFunctionsvMakevUpvthevManagementvProcess?
 Figurev1.6:vThreevTypesvofvRolesvFilledvbyvManagersvinvTheirvEverydayvWork
 Figurev1.7:vWhatvArevThreevEssentialvManagerialvSkills,vAndvHowvDoesvTheirvI
mportancevVaryvAcrossvLevels?
 Figurev1.8:vUsingvavPersonalvSWOTvAnalysisvforvStrategicvCareervPlanning

FeaturevBoxesvandvMore
 CareervReadiness:vCareervPlanningvforvthevCOVID-19v—NewvNormal‖
 Issues:vForvWomen,vthevFirstvStepvintovManagementvIsvthevHardest


Copyrightv©v2021vJohnvWileyv&vSons,vInc. 1-2

,  Choices:vWantvvacation?vTakevasvmuchvasvyouvneed.
 QuickvCase:vTeamvLeadervFacesvDisruptivevTeamvMember
 Ethics:vSocialvMediavCuesvMayvCausevDiscriminationvinvHiring
 Analytics:vFacingvthevWorldvThatvAIvWillvCreate
 Insight:vSelf-awarenessvandvthevJoharivWindow
 Tablev1.1:vSevenv—Must-Have‖vManagerialvSkills

Applications

 TestPrepv1vMultiple-ChoicevQuestions
 SkillvBuildingvPortfolio
o Self-Assessment:v Careerv Readinessv —Bigv 20.‖
o ClassvExercise:vMyvBestvManager
o TeamvProject:vThevMultigenerationalvWorkforce
 CasevSnapshot:vTradervJoe‘s:vManagingvLessvtovGainvMore

Chapter Outline
v




Learning Objective 1.1 Explain What it Means to Be a Manager.
v v v v v v v v v v




Careervandvlifevsuccessvtodayvrequirevlotsvofvinitiativevandvself-
awareness,vasvwellvasvcontinuousvlearning.

 Personalvcareervreadiness—
alwaysvhavingvskillsvandvcompetenciesvthatvwillvmovevyouvforwardvwithvsuccess,vevenvinv
avrapidlyvchangingvenvironment.

Figurev1.1vshowsvhowvsixvcriticalvthinkingvfeaturesvinveachvchapter:vAnalytics—
Interpretingvdata,vChoices—Thoughtfulvdecisions,vEthics—Moralvjudgements,vIssues—
Sociallyvinformed,vCases—Handlingvsituations,vandvInsight—Self-
awareness.vThesevfeaturesvintroducevthevcontextvinvwhichvstudentsvwillvhavevtovperform.

Managersvarevrequiredvtovmeetvmultiplevandvchangingvworkplacevexpectationsvandvdirectlyvsuperv
ise,vsupportvandvhelpvthevworkveffortsvofvothersvtovachievevperformance.vManagersvalsovsupportvan
dvfacilitatevthevworkveffortsvofvothersvsovthatvtheyvcanvachievevhighvlevelsvofvjobvsatisfactionvandvpe
rformancevwithinvanvorganization.vTherevarevvariousvtypesvandvlevelsvofvmanagers.v Itvisvimportantv
tovunderstandvthevconceptvofvaccountabilityvasvavfoundationvofvmanagement.vThesevconceptsvallow
vthevstudentvtovunderstand vthevnaturevofvthevworkvofvavmanagervwithinvanvorganization.




 Organizationsvhavevdifferentvtypesvandvlevelsvofvmanagers

Managersvarevpersonsvwhovdirectlyvsupervise,vsupport,vandvhelpvactivatevworkveffortsvtovachievevt
hevperformancevgoalsvofvindividuals,vteams,vorvevenvanvorganizationvasvavwhole.




Copyrightv©v2021vJohnvWileyv&vSons,vInc. 1-3

, Figurev1.2vdepictsvanvorganizationvasvavseriesvofv—
layers,‖veachvofvwhichvrepresentsvdifferentvlevelsvofvworkvandvmanagerialvresponsibilities.vThev
topvmanager,vtypicallyvavCEOvorvpresident,vorvexecutivevdirector,vreportsvtovavboardvofvdirector
svinvavbusinessvorvtovavboardvofvtrusteesvinvavnonprofitvorganization.vMiddlevmanagersvreportvtov
topvmanagers,vandvfirst-linevmanagersvorvteamvleadersvreportvtovmiddlevmanagers.

 Teamvleadersvarevfirst-linevmanagersvandvsupervisorsvinvchargevofvsmallvworkvgroups
 Commonvtitlesvarevdepartmentvhead,vteamvleader,vunitvmanager
 MiddlevManagersvarevpersonsvinvchargevofvrelativelyvlargevdepartmentsvorvdivisionsvc
onsistingvofvseveralvsmallervworkvunitsvorvteams.
 Usuallyvsupervisevseveralvfirst-linevmanagers
 Examplesvarevclinicvdirectorsvinvhospitals,vplantvmanagers,vandvregionalvsalesv
managersvinvbusinesses
 Commonvtitlesvincludevdivisionvmanager,vplantvmanager,vdeansvinvuniversities.
 Topvmanagersvarevresponsiblevforvthevperformancevofvthevorganizationvasvavwhole.
 ExamplesvofvtopvmanagervtitlesvarevChiefvExecutivevOfficerv(CEO),vChiefvO
peratingvOfficerv(COO),vchiefvfinancialvofficerv(CFO),vpresidentvandvvicevpr
esident.
 Expectedvtovbevalertvtovtrendsvinvthevexternalvenvironment,vrecognizevproblemsva
ndvopportunities,vandvtovleadvthevorganizationvtovlong-termvsuccess
 Thevmostveffectivevtopvmanagersvarevstrategicvthinkers,vcanvcommunicatevwell,v
andvkeepvorganizationvmembersvfocusedvonvimportantvobjectives

 BoardsvofvDirectors
 Responsiblevforvgovernancevandvthevactivevoversightvofvthevaffairsvofvthev
organizationvandvthevperformancevofvitsvtopvmanagement
 ThevCEOvorvPresidentvtypicallyvreportsvtovthevBoardvofvDirectors,vresponsiblevforvt
hevhiring,vfiringvandvcompensationvofvseniorvexecutives.
 Invnon-profitvorganizations,vthisvmayvbevcalledvthevBoardvofvTrustees.
 Membersvofvavboardvofvdirectorsvarevelectedvbyvstockholdersvtovrepresentvtheirv
ownershipvinterests.
 Governance
 Oversightvofvtopvmanagementvbyvavboardvofvdirectorsvorvboardvofvtrustees.

DISCUSSIONvTOPIC

Tovillustratevthevdifferencesvamongvdifferentvlevelsvmanagement,vaskvstudentsvtovidentifyvpeoplevthe
yvknowvwhovhavevbeenvorvarevnowvmanagers.vHavevthesevstudentsvdescribevthevnaturevofvthevworkvd
onevbyvthevmanagersvtheyvknow.vThenvhavevthevstudentsvanalyzevthesevdescriptionsvandvclassifyvthe
mvaccordingvtovtopvmanagers,vmiddlevmanagers,vandvteamvleadersvandvsupervisors.

 Accountabilityvisvavfoundationvofvmanagerialvperformance
 Describesvthevrequirementvofvonevpersonvtovanswervtovavhighervauthorityvforvperformanceva
chievedvinvhisvorvhervareavofvworkvresponsibility
 Accountabilityvflowsvupwardvinvorganizations
 Managersvarevalsovdependentvonvothersvtovdovthevrequiredvwork.


Copyrightv©v2021vJohnvWileyv&vSons,vInc. 1-4