Instructor Manual Management 5th Canadian Edition By John Schermerhorn, Daniel Bachrach, Barry Wright
Instructor Manual
Management 5th
Canadian Edition
By John
Schermerhorn,
Daniel Bachrach,
Barry Wright
Instructor Manual Management 5th Canadian Edition By John Schermerhorn, Daniel Bachrach, Barry Wright
,Instructor Manual Management 5th Canadian Edition By John Schermerhorn, Daniel Bachrach, Barry Wright
Instructor Manual Management 5th Canadian Edition By John Schermerhorn, Daniel Bachrach, Barry Wright
,Instructor Manual Management 5th Canadian Edition By John Schermerhorn, Daniel Bachrach, Barry Wright
CHAPTER 1
MANAGEMENT TODAY
Learning Objectives
Upon completion of the chapter, the student should be able to:
1. Summarize the challenges of developing and maintaining career readiness in the
new economy.
2. Describe what organizations are like as work settings.
3. Discuss what it means to be a manager.
4. Explain the functions, roles, and activities of managers.
5. Summarize how we learn and use essential skills for career success.
Chapter 1 Overview
Work in the new economy is increasingly knowledge-based, and people, with their capacity to
bring valuable intellectual capital to the workplace, are the ultimate foundation of organizational
performance. The chapter begins with a section on understanding the challenges of working
today. The world of work is undergoing dynamic and challenging changes that provide great
opportunities along with tremendous uncertainty. These changes are due to the impact of
important trends regarding worker talent, technological change, globalization, ethical standards,
workforce diversity, and careers. After setting up this framework for the changing environment in
which organizations operate, the chapter goes on to describe organizations as open systems
which interact with their environments in the process of transforming resource inputs into
finished goods and services as product outputs. From this point, the bulk of the chapter
describes managers and their work; detailing that managers directly support, supervise,
facilitate and help activate the work efforts of other people in organizations. Next, the chapter
explores the management process consisting of the four functions of planning, organizing,
leading, and controlling, followed by the roles and skills managers need for success. The
chapter concludes with a discussion of the essential managerial skills and how they are leaned.
Lecture Outline
Teaching Objective: To increase awareness of how a dynamic and changing environment
affects organizations, managers, and the management process in the new workplace.
Suggested Time: Two hours of class time are typically required to present the material in this
chapter.
Instructor Manual Management 5th Canadian Edition By John Schermerhorn, Daniel Bachrach, Barry Wright
, Instructor Manual Management 5th Canadian Edition By John Schermerhorn, Daniel Bachrach, Barry Wright
Supporting Materials
Figures
• Figure 1.1: Organizations as Open Systems Interacting with Their Environments
• Figure 1.2: Productivity and the Dimensions of Organizational Performance
• Figure 1.3: Management Levels in Typical Business and Non-Profit Organizations
• Figure 1.4: Accountability in the Traditional Organization
• Figure 1.5: The Organization Viewed as an Upside-Down Pyramid
• Figure 1.6: Four Functions of Management – Planning, Organizing, Leading, and
Controlling
• Figure 1.7: Mintzberg’s Common Roles Filled by Management
• Figure 1.8: Katz’s Essential Managerial Skills – Technical, Human, and Conceptual
• Figure 1.9: Using a Personal SWOT Analysis for Strategic Career Planning
Thematic Boxes
• Analysis: Multiple Generations Meet and Greet in the New World of Work
• Ethics: Social Media Searches Linked with Discrimination in Hiring
• Wisdom: Tonia Jahshan Turns Over a New Leaf
• Choices: Want Vacation? No Problem, Take as Much as You Want
• Self-Awareness and the Johari Window
Management Learning Review
• Summary
• Self Test
Applications
• Evaluate Career Situations: What Would You Do?
• Reflect on the Self-Assessment: Career Readiness “Big 20”
• Contribute to the Class Exercise: My Best Manager
• Manage a Critical Incident: Team Leader Faces Test
• Collaborate on the Team Activity: The Amazing Great Job Race
• Video Summary and Discussion Questions: Preventing Attacks by Thinking like a Terrorist
• Analyze the Case Study: Vancity: On Top of Its Game
LECTURE NOTES
WORKING TODAY
Learning Objective 1: Summarize the challenges of developing and maintaining career
readiness in the new economy.
Today’s working environment has changed dramatically due to the complex world in which we
live. No longer can one be complacent, unskilled, or even expect job security. Innovation, cost
Instructor Manual Management 5th Canadian Edition By John Schermerhorn, Daniel Bachrach, Barry Wright
Instructor Manual
Management 5th
Canadian Edition
By John
Schermerhorn,
Daniel Bachrach,
Barry Wright
Instructor Manual Management 5th Canadian Edition By John Schermerhorn, Daniel Bachrach, Barry Wright
,Instructor Manual Management 5th Canadian Edition By John Schermerhorn, Daniel Bachrach, Barry Wright
Instructor Manual Management 5th Canadian Edition By John Schermerhorn, Daniel Bachrach, Barry Wright
,Instructor Manual Management 5th Canadian Edition By John Schermerhorn, Daniel Bachrach, Barry Wright
CHAPTER 1
MANAGEMENT TODAY
Learning Objectives
Upon completion of the chapter, the student should be able to:
1. Summarize the challenges of developing and maintaining career readiness in the
new economy.
2. Describe what organizations are like as work settings.
3. Discuss what it means to be a manager.
4. Explain the functions, roles, and activities of managers.
5. Summarize how we learn and use essential skills for career success.
Chapter 1 Overview
Work in the new economy is increasingly knowledge-based, and people, with their capacity to
bring valuable intellectual capital to the workplace, are the ultimate foundation of organizational
performance. The chapter begins with a section on understanding the challenges of working
today. The world of work is undergoing dynamic and challenging changes that provide great
opportunities along with tremendous uncertainty. These changes are due to the impact of
important trends regarding worker talent, technological change, globalization, ethical standards,
workforce diversity, and careers. After setting up this framework for the changing environment in
which organizations operate, the chapter goes on to describe organizations as open systems
which interact with their environments in the process of transforming resource inputs into
finished goods and services as product outputs. From this point, the bulk of the chapter
describes managers and their work; detailing that managers directly support, supervise,
facilitate and help activate the work efforts of other people in organizations. Next, the chapter
explores the management process consisting of the four functions of planning, organizing,
leading, and controlling, followed by the roles and skills managers need for success. The
chapter concludes with a discussion of the essential managerial skills and how they are leaned.
Lecture Outline
Teaching Objective: To increase awareness of how a dynamic and changing environment
affects organizations, managers, and the management process in the new workplace.
Suggested Time: Two hours of class time are typically required to present the material in this
chapter.
Instructor Manual Management 5th Canadian Edition By John Schermerhorn, Daniel Bachrach, Barry Wright
, Instructor Manual Management 5th Canadian Edition By John Schermerhorn, Daniel Bachrach, Barry Wright
Supporting Materials
Figures
• Figure 1.1: Organizations as Open Systems Interacting with Their Environments
• Figure 1.2: Productivity and the Dimensions of Organizational Performance
• Figure 1.3: Management Levels in Typical Business and Non-Profit Organizations
• Figure 1.4: Accountability in the Traditional Organization
• Figure 1.5: The Organization Viewed as an Upside-Down Pyramid
• Figure 1.6: Four Functions of Management – Planning, Organizing, Leading, and
Controlling
• Figure 1.7: Mintzberg’s Common Roles Filled by Management
• Figure 1.8: Katz’s Essential Managerial Skills – Technical, Human, and Conceptual
• Figure 1.9: Using a Personal SWOT Analysis for Strategic Career Planning
Thematic Boxes
• Analysis: Multiple Generations Meet and Greet in the New World of Work
• Ethics: Social Media Searches Linked with Discrimination in Hiring
• Wisdom: Tonia Jahshan Turns Over a New Leaf
• Choices: Want Vacation? No Problem, Take as Much as You Want
• Self-Awareness and the Johari Window
Management Learning Review
• Summary
• Self Test
Applications
• Evaluate Career Situations: What Would You Do?
• Reflect on the Self-Assessment: Career Readiness “Big 20”
• Contribute to the Class Exercise: My Best Manager
• Manage a Critical Incident: Team Leader Faces Test
• Collaborate on the Team Activity: The Amazing Great Job Race
• Video Summary and Discussion Questions: Preventing Attacks by Thinking like a Terrorist
• Analyze the Case Study: Vancity: On Top of Its Game
LECTURE NOTES
WORKING TODAY
Learning Objective 1: Summarize the challenges of developing and maintaining career
readiness in the new economy.
Today’s working environment has changed dramatically due to the complex world in which we
live. No longer can one be complacent, unskilled, or even expect job security. Innovation, cost
Instructor Manual Management 5th Canadian Edition By John Schermerhorn, Daniel Bachrach, Barry Wright
