CHAPTER CONTENTS - McGraw-Hill Education. CHAPTER 1 Managers and M...

Copyright © 2020 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.

CHAPTER 1

Managers and Managing

CHAPTER CONTENTS

Learning Objectives 2 Key Definitions/Terms 2 Chapter Resources 4 Chapter Overview 4 Lecture Outline 4 Lecture Enhancers 20 Management in Action 22 Building Management Skills 28 Managing Ethically 31 Small Group Breakout Exercise 32 Be the Manager 34 Case in the News 35

(Contemporary Management, 11e Gareth Jones, Jennifer George) (Solution Manual all Chapters) 1 / 4

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Copyright © 2020 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.

LEARNING OBJECTIVES

LO1-1. Describe what management is, why management is important, what managers do, and how managers utilize organizational resources efficiently and effectively to achieve organizational goals.

LO1-2. Distinguish among planning, organizing, leading and controlling (the four principle managerial tasks), and explain how managers’ ability to handle each one affects organizational performance.

LO1-3. Differentiate among the three levels of management, and understand the tasks and responsibilities of managers at different levels of the organizational hierarchy.

LO1-4. Distinguish between three kinds of managerial skill, and explain why mangers are divided into different departments to perform their tasks more efficiently and effectively.

LO1-5. Discuss some major changes in management practices today that have occurred as a result of globalization and the use of advanced information technology (IT).

LO1-6. Discuss the principle challenges managers face in today’s increasingly competitive global environment.

KEY DEFINITIONS/TERMS

Competitive advantage: The ability of one organization to outperform other organizations because it produces the desired goods or services more efficiently and effectively than they do.Conceptual skills: The ability to analyze and diagnose a situation and to distinguish between cause and effect.Controlling: Evaluating how well an organization is achieving its goals and taking action to maintain or improve performance; one of the four principle tasks of management.Core competency: The specific set of departmental skills, knowledge, and experience that allows one organization to outperform another.Department: A group of people who work together and possess similar skills or use the same knowledge, tools, or techniques to perform their jobs.Effectiveness: A measure of the appropriateness of the goals an organization is pursuing and the degree to which the organization achieves those goals.Efficiency: A measure of how well or how productively resources are used to achieve a goal. 2 / 4

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Copyright © 2020 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.Empowerment: The expansion of employees’ knowledge, tasks, and decision-making responsibilities.First-line manager: A manager who is responsible for the daily supervision of non-managerial employees.Global organizations: Organizations that operate and compete in more than one country.Human skills: The ability to understand, alter, lead, and control the behavior of other individuals and groups.Innovation: The process of creating new or improved goods and services or developing better ways to produce or provide them.Leading: Articulating a clear vision and energizing and enabling organizational members so that they understand the part they play in achieving organizational goals; one of the four principle tasks of management.Management: The planning, organizing, leading, and controlling of human and other resources to achieve organizational goals efficiently and effectively.Middle manager: A manager who supervises first-line managers and is responsible for finding the best way to use resources to achieve organizational goals.Organizational performance: A measure of how efficiently and effectively a manager uses resources to satisfy customers and achieve organizational goals.Organizational structure: A formal system of task and reporting relationships that coordinates and motivates organizational members so they work together to achieve organizational goals.Organizations: Collections of people who work together and coordinate their actions to achieve a wide variety of goals or desired future outcomes.Organizing: Structuring working relationships in a way that allows organizational members to work together to achieve organizational goals; one of the four principal tasks of management.Outsourcing: Contracting with another company, usually abroad, to have it perform an activity the organization previously performed itself.Planning: Identifying and selecting appropriate goals; one of the four principle tasks of management.Restructuring: Downsizing an organization by eliminating the jobs of large numbers of top, middle, and first-line managers and non-managerial employees.Self-managed team: A group of employees who assume responsibility for organizing, controlling, and supervising their own activities and monitoring the quality of the goods and services they provide.Strategy: A cluster of decisions about what goals to pursue, what actions to take, and how to use resources to achieve goals.Technical skills: The job-specific knowledge and techniques required to perform an organizational role.Top manager: A manager, who establishes organizational goals, decides how departments should interact, and monitors the performance of middle managers.Top management team: A group composed of the CEO, the COO, and the vice presidents most 3 / 4

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Copyright © 2020 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.responsible for achieving organizational goals.Turnaround management: The creation of a new vision for a struggling company based on a new approach to planning and organizing to make better use of a company’s resources and allow it to survive and prosper.

CHAPTER RESOURCES

Below are links to resources for this chapter.

Text Reference Connect In-Class Activity

A Manager’s Challenge:

Satya Nadella Reboots Microsoft

Case Analysis: CEO at

Apple Management Challenges

Manager as a Person:

Making ER Visits as Painless as Possible

Case Analysis: The

Outsider at Ford

Management Insight:

Succeeding as a City Manager

Case Analysis: Crisis

Management

Managing Globally: Auto

Production Thrives in Mexico

Ethics in Action: Fallout

Continues from Wells Fargo Scandal

CHAPTER OVERVIEW

Chapter 1 examines what management is, including what managers do, and how they use resources to achieve organizational goals. The chapter highlights the four main functions of management (planning, organizing, leading, and controlling), exploring the levels of management (first-line, middle, and top) as well as the importance of three types of managerial skills (conceptual, human, and technical). The chapter concludes with a discussion of the major changes and challenges brought forth by increased globalization and advancement in information technology and competition faced by managers today.

LECTURE OUTLINE

PowerPoint slides include additional material that can be used to expand the lecture. They are listed in appropriate places throughout the outline.

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