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Test Bank For
Exploring Management 7th Edition by John R. Schermerhorn
Jr., Daniel G. Bachrach
Chapter 1-18
Chapter 1
Managers and the Management Process
Everyone Becomes a Manager Someday
Chapter 1 Overview
Each Chapter contains several inset features designed to assist
the student reader in applying the concepts to relevant
examples. Career Readiness illustrates how experiences and
activities relate to work performance. Analytics introduces
research or trends that may be used for class discussion in the
classroom or online for distance learning. Choices provides
students with an opportunity to evaluate various sides of an
issue in order to make an informed decision. Ethics profiles the
issue of tracking technology to monitor worker behavior.
Insight profiles the importance of critical thinking. Issues
explores samples of debated topics in business and strategy.
Quick Case presents a business-related scenario for class
analysis and discussion.
Copyright © 2021 John Wiley & Sons, Inc. 1-1
,Chapter one provides a thorough review of what it means to be
a manager in today‘s knowledgebased workplace, where
intellectual capital has become the ultimate foundation.
Managers are indispensable to organizations and they bring
together many resources to best meet the goals of the
organization. The chapter begins with a discussion of the
different job titles and levels of managers -- those who support
and facilitate the work efforts of others in organizations.
Accountability as a cornerstone of managerial performance,
along with how effective managers help others achieve high
performance and satisfaction is discussed. The various ways
managers meet multiple and changing expectations in a
changing workplace environment is reviewed.
Next is an overview of what managers do, and the various skills
they must possess to do an effective job. Often intense and
demanding, the role of a manager includes the following four
functions: planning (setting performance objectives),
organizing (assigning tasks and allocating resources), leading
(inspiring others to achieve goals), and controlling (measuring
work performance and taking corrective action, if necessary). In
addition, the way managers use a variety of technical, human,
and conceptual skills is discussed.
Copyright © 2021 John Wiley & Sons, Inc. 1-2
,Lastly, the chapter covers important changes in today‘s
workplace – those creating both tremendous opportunity and
uncertainty. Changes are due to the impact of important
trends regarding worker talent, technology, globalization,
ethical standards, workforce diversity, and careers. Continuing
diversity as a social priority is discussed, along with the
importance of intellectual capital, self-management skills and
personal career readiness for managers.
Chapter 1 Learning Objectives:
• Learning Objective 1.1 Explain what it means to be a
manager.
• Learning Objective 1.2 Describe what managers do and
the skills they use.
• Learning Objective 1.3 Discuss the implications of
important career trends and issues.
Chapter 1 Lecture Outline:
• Learning Objective 1.1: Explain What It Mean to Be a
Manager.
o Organizations have different types and levels
of managers o Accountability is a foundation of
managerial performance
Copyright © 2021 John Wiley & Sons, Inc. 1-3
, o Effective managers help others achieve high
performance and satisfaction o Managers are
coaches, coordinators, and supporters
• Learning Objective 1.2: Describe What Managers Do and
the Skills They Use.
o Managers plan, organize, lead and control o
Managers perform informational, interpersonal,
and decisional roles o Managers use networking
and social capital to pursue action agendas o
Managers use technical, human, and conceptual
skills o Managers thrive on lifelong learning and
learning agility
• Learning Objective 1.3: Discuss the Implications of
Important Career Trends and Issues.
o Globalization has changed societies and the
world of work o Failures of ethics and corporate
governance are troublesome o Respecting
diversity and eliminating discrimination are top
social priorities o Talent is a ―must have‖ in a
free-agent, gig, and on-demand economy o Self-
management skills are essential for career
success in changing times o Personal career
Copyright © 2021 John Wiley & Sons, Inc. 1-4
Test Bank For
Exploring Management 7th Edition by John R. Schermerhorn
Jr., Daniel G. Bachrach
Chapter 1-18
Chapter 1
Managers and the Management Process
Everyone Becomes a Manager Someday
Chapter 1 Overview
Each Chapter contains several inset features designed to assist
the student reader in applying the concepts to relevant
examples. Career Readiness illustrates how experiences and
activities relate to work performance. Analytics introduces
research or trends that may be used for class discussion in the
classroom or online for distance learning. Choices provides
students with an opportunity to evaluate various sides of an
issue in order to make an informed decision. Ethics profiles the
issue of tracking technology to monitor worker behavior.
Insight profiles the importance of critical thinking. Issues
explores samples of debated topics in business and strategy.
Quick Case presents a business-related scenario for class
analysis and discussion.
Copyright © 2021 John Wiley & Sons, Inc. 1-1
,Chapter one provides a thorough review of what it means to be
a manager in today‘s knowledgebased workplace, where
intellectual capital has become the ultimate foundation.
Managers are indispensable to organizations and they bring
together many resources to best meet the goals of the
organization. The chapter begins with a discussion of the
different job titles and levels of managers -- those who support
and facilitate the work efforts of others in organizations.
Accountability as a cornerstone of managerial performance,
along with how effective managers help others achieve high
performance and satisfaction is discussed. The various ways
managers meet multiple and changing expectations in a
changing workplace environment is reviewed.
Next is an overview of what managers do, and the various skills
they must possess to do an effective job. Often intense and
demanding, the role of a manager includes the following four
functions: planning (setting performance objectives),
organizing (assigning tasks and allocating resources), leading
(inspiring others to achieve goals), and controlling (measuring
work performance and taking corrective action, if necessary). In
addition, the way managers use a variety of technical, human,
and conceptual skills is discussed.
Copyright © 2021 John Wiley & Sons, Inc. 1-2
,Lastly, the chapter covers important changes in today‘s
workplace – those creating both tremendous opportunity and
uncertainty. Changes are due to the impact of important
trends regarding worker talent, technology, globalization,
ethical standards, workforce diversity, and careers. Continuing
diversity as a social priority is discussed, along with the
importance of intellectual capital, self-management skills and
personal career readiness for managers.
Chapter 1 Learning Objectives:
• Learning Objective 1.1 Explain what it means to be a
manager.
• Learning Objective 1.2 Describe what managers do and
the skills they use.
• Learning Objective 1.3 Discuss the implications of
important career trends and issues.
Chapter 1 Lecture Outline:
• Learning Objective 1.1: Explain What It Mean to Be a
Manager.
o Organizations have different types and levels
of managers o Accountability is a foundation of
managerial performance
Copyright © 2021 John Wiley & Sons, Inc. 1-3
, o Effective managers help others achieve high
performance and satisfaction o Managers are
coaches, coordinators, and supporters
• Learning Objective 1.2: Describe What Managers Do and
the Skills They Use.
o Managers plan, organize, lead and control o
Managers perform informational, interpersonal,
and decisional roles o Managers use networking
and social capital to pursue action agendas o
Managers use technical, human, and conceptual
skills o Managers thrive on lifelong learning and
learning agility
• Learning Objective 1.3: Discuss the Implications of
Important Career Trends and Issues.
o Globalization has changed societies and the
world of work o Failures of ethics and corporate
governance are troublesome o Respecting
diversity and eliminating discrimination are top
social priorities o Talent is a ―must have‖ in a
free-agent, gig, and on-demand economy o Self-
management skills are essential for career
success in changing times o Personal career
Copyright © 2021 John Wiley & Sons, Inc. 1-4
