Chapter 1
Management
Pedagogy Map
This chapter begins with the learning outcome summaries and key terms, followed by a set of
lesson plans that the instructors can use while explaining the concepts.
• 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 Headquarters
Self-Assessment––Is Management for You?
Management Decision––Should We Try to Make More Money?
Group Activity––Saying No to an Investor
Practice Being a Manager––Finding a Management Job
Develop Your Career Potential––Interview Two Managers
Management Workplace––Profile on Camp Bow Wow
Review Questions
Assignment
Additional Resources
Highlighted Assignments Key Points
What Would You Do? Case After a period of phenomenal growth, Netflix faces
Assignment several challenges as it strives to develop new ways
to deliver movies.
,Self-Assessment Students get a glimpse of whether their skills overlap
those required by managers.
Management Decision Students must consider whether an airline should
follow its 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
Management Workplace Wow, faces several challenges to keep the camp
running as efficiently as possible.
Supplemental Resources
The MindTap Instructor Companion Site includes PowerPoint lectures, Test Banks,
plus Executive Profiles, What Would You Do Cases (WWYD) and Self-Assessment
Activities you can choose to make available to students. Company Videos and
animated Concept Clips are available in MindTap and they are also embedded in
applicable chapter sections in the MindTap eReader.
Learning Outcomes
,LO1-1 Describe what management is.
Good management is basic to starting a business, growing a business, and
maintaining a business after it has achieved some measure of success.
LO 1-2 Explain the four functions of management.
Henri Fayol, who was a managing director (CEO) of a large steel company in the
early 1900s, was one of the founders of the field of management. According to Fayol,
managers need to perform five managerial functions in order to be successful:
planning, organizing, coordinating, commanding, and controlling. Most management
textbooks today have updated this list by dropping the coordinating function and
referring to Fayol’s commanding function as “leading.” Fayol’s management
functions are thus known today in this updated form as planning, organizing,
leading, and controlling. Planning involves 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 in the company. The third
management function, leading, involves inspiring and motivating workers to work
hard to achieve organizational goals. The last function of management, controlling,
is monitoring progress toward goal achievement and taking corrective action when
progress isn’t being made.
LO 1-3 Describe different kinds of managers.
There are four kinds of managers, each with different jobs and responsibilities: top
managers, middle managers, first-line managers, and team leaders. Top managers
have three major responsibilities. First, they are responsible for creating a context
for change. After that vision or mission is set, the second responsibility of top
managers is to develop employees’ commitment to and ownership of the company’s
performance. Third, top managers must create a positive organizational culture
through language and action. Finally, top managers are responsible for monitoring
their business environments. Middle managers hold positions such as plant
, manager, regional manager, or divisional manager. They are responsible for setting
objectives consistent with top management’s goals and for planning and
implementing subunit strategies for achieving those objectives. A third
responsibility of middle management is to monitor and manage the performance of
the subunits and individual managers who report to them. Finally, middle managers
are also responsible for implementing the changes or strategies generated by top
managers. The primary responsibility of first-line managers is to manage the
performance of entry-level employees who are directly responsible for producing a
company’s goods and services. They also make detailed schedules and operating
plans based on middle management’s intermediate-range plans. Team leaders are
primarily responsible for facilitating team activities toward accomplishing a goal.
LO1-4 Explain the major roles and subroles that managers perform in their
jobs.
Professor Henry Mintzberg followed five American CEOs, shadowing each for a
week and analyzing their mail, their conversations, and their actions. He concluded
that managers fulfill three major roles while performing their jobs—interpersonal,
informational, and decisional. In fulfilling the interpersonal role of management,
managers perform three subroles: figurehead, leader, and liaison. In the figurehead
role, managers perform ceremonial duties such as greeting company visitors,
speaking at the opening of a new facility, or representing the company at a
community luncheon to support local charities. In the leader role, managers
motivate and encourage workers to accomplish organizational objectives. In the
liaison role, managers deal with people outside their units.
Mintzberg described three informational subroles: monitor, disseminator, and
spokesperson. In the monitor role, managers scan their environment for
information, actively contact others for information, and, because of their personal
contacts, receive a great deal of unsolicited information. In the disseminator role,
managers share the information they have collected with their subordinates and
others in the company. In contrast to the disseminator role, in which managers
distribute information to employees inside the company, managers in the
spokesperson role share information with people outside their departments or
companies.
Management
Pedagogy Map
This chapter begins with the learning outcome summaries and key terms, followed by a set of
lesson plans that the instructors can use while explaining the concepts.
• 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 Headquarters
Self-Assessment––Is Management for You?
Management Decision––Should We Try to Make More Money?
Group Activity––Saying No to an Investor
Practice Being a Manager––Finding a Management Job
Develop Your Career Potential––Interview Two Managers
Management Workplace––Profile on Camp Bow Wow
Review Questions
Assignment
Additional Resources
Highlighted Assignments Key Points
What Would You Do? Case After a period of phenomenal growth, Netflix faces
Assignment several challenges as it strives to develop new ways
to deliver movies.
,Self-Assessment Students get a glimpse of whether their skills overlap
those required by managers.
Management Decision Students must consider whether an airline should
follow its 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
Management Workplace Wow, faces several challenges to keep the camp
running as efficiently as possible.
Supplemental Resources
The MindTap Instructor Companion Site includes PowerPoint lectures, Test Banks,
plus Executive Profiles, What Would You Do Cases (WWYD) and Self-Assessment
Activities you can choose to make available to students. Company Videos and
animated Concept Clips are available in MindTap and they are also embedded in
applicable chapter sections in the MindTap eReader.
Learning Outcomes
,LO1-1 Describe what management is.
Good management is basic to starting a business, growing a business, and
maintaining a business after it has achieved some measure of success.
LO 1-2 Explain the four functions of management.
Henri Fayol, who was a managing director (CEO) of a large steel company in the
early 1900s, was one of the founders of the field of management. According to Fayol,
managers need to perform five managerial functions in order to be successful:
planning, organizing, coordinating, commanding, and controlling. Most management
textbooks today have updated this list by dropping the coordinating function and
referring to Fayol’s commanding function as “leading.” Fayol’s management
functions are thus known today in this updated form as planning, organizing,
leading, and controlling. Planning involves 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 in the company. The third
management function, leading, involves inspiring and motivating workers to work
hard to achieve organizational goals. The last function of management, controlling,
is monitoring progress toward goal achievement and taking corrective action when
progress isn’t being made.
LO 1-3 Describe different kinds of managers.
There are four kinds of managers, each with different jobs and responsibilities: top
managers, middle managers, first-line managers, and team leaders. Top managers
have three major responsibilities. First, they are responsible for creating a context
for change. After that vision or mission is set, the second responsibility of top
managers is to develop employees’ commitment to and ownership of the company’s
performance. Third, top managers must create a positive organizational culture
through language and action. Finally, top managers are responsible for monitoring
their business environments. Middle managers hold positions such as plant
, manager, regional manager, or divisional manager. They are responsible for setting
objectives consistent with top management’s goals and for planning and
implementing subunit strategies for achieving those objectives. A third
responsibility of middle management is to monitor and manage the performance of
the subunits and individual managers who report to them. Finally, middle managers
are also responsible for implementing the changes or strategies generated by top
managers. The primary responsibility of first-line managers is to manage the
performance of entry-level employees who are directly responsible for producing a
company’s goods and services. They also make detailed schedules and operating
plans based on middle management’s intermediate-range plans. Team leaders are
primarily responsible for facilitating team activities toward accomplishing a goal.
LO1-4 Explain the major roles and subroles that managers perform in their
jobs.
Professor Henry Mintzberg followed five American CEOs, shadowing each for a
week and analyzing their mail, their conversations, and their actions. He concluded
that managers fulfill three major roles while performing their jobs—interpersonal,
informational, and decisional. In fulfilling the interpersonal role of management,
managers perform three subroles: figurehead, leader, and liaison. In the figurehead
role, managers perform ceremonial duties such as greeting company visitors,
speaking at the opening of a new facility, or representing the company at a
community luncheon to support local charities. In the leader role, managers
motivate and encourage workers to accomplish organizational objectives. In the
liaison role, managers deal with people outside their units.
Mintzberg described three informational subroles: monitor, disseminator, and
spokesperson. In the monitor role, managers scan their environment for
information, actively contact others for information, and, because of their personal
contacts, receive a great deal of unsolicited information. In the disseminator role,
managers share the information they have collected with their subordinates and
others in the company. In contrast to the disseminator role, in which managers
distribute information to employees inside the company, managers in the
spokesperson role share information with people outside their departments or
companies.
