Instructor Manual: Daft, Understanding Management, 12e, 2023, 9780357716892; Chapter 1: Leading Edge Management

Instructor Manual: Daft, Understanding Management, 12e, ©2023, 9780357716892; Chapter 1: Leading Edge Management © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.1

Table of Contents Purpose and Perspective of the Chapter ..................................................................................... 2 Supplements .................................................................................................................. 3 Chapter Objectives ........................................................................................................................ 3 Complete List of Chapter Activities and Assessments ............................................................... 4 Key Terms ....................................................................................................................................... 6 What’s New in This Chapter .......................................................................................................... 9 Chapter Outline ........................................................................................................................... 10 Take a Moment: Know Yourself.................................................................................................. 23 Discussion Questions .................................................................................................................. 25 Practice Your Skills: Self-Learning .............................................................................................. 29 Practice Your Skills: Group Learning .......................................................................................... 30 Practice Your Skills: Action Learning .......................................................................................... 30 Practice Your Skills: Ethical Dilemma ......................................................................................... 30 Practice Your Skills: Case for Critical Analysis ........................................................................... 31 Additional Activities and Assignments ....................................................................................... 31 Additional Resources ................................................................................................................... 32 Video Resources ....................................................................................................................... 32 Student Study Tools................................................................................................................................. 32 Product Support .......................................................................................................................... 33

(Understanding Management, 12e Richard Daft, Dorothy Marcic) (Instructor Manual Latest Edition 2023-24, Grade A+, 100% Verified) 1 / 4

Instructor Manual: Daft, Understanding Management, 12e, ©2023, 9780357716892; Chapter 1: Leading Edge Management © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.2 Purpose and Perspective of the Chapter At most businesses or nonprofits, you are either a manager or you report to a manager.Therefore, it’s a good idea to understand what a manager is and what role they play in a business.As our business environment changes, the skills or competencies a manager needs change.Today’s managers are less controlling than in the past. Enabling employees to succeed is becoming more common than telling them what to do.Regardless of how managers’ behavior has changed, the basic functions of business must still be performed for an organization to succeed. Planning, organizing, leading, and controlling are the functions of the management process.Organizational goals must be met in an efficient and effective manner to succeed. The organizational goals should be met within a reasonable time frame while using the least amount of resources possible.Managers need a mix of skills—technical, human, and conceptual. The closer a manager is to the people doing the work, the more important technical skills are. As a manager moves up, technical skills become less important. The ability to work with and through other people and to work effectively as a group member, known as human skills, becomes more important. Conceptual skills help a manager see the big picture and make decisions that affect the entire business and how it operates.Management can fail for many reasons. The most common reason is ineffective communication skills and practices, so if you want to succeed as a top-level manager at some point in the future, you should focus on development in those areas.Becoming a manager means shifting your concentration from the technical skills that originally got you the job to learning how to help others succeed by building teams and networks and becoming a motivator and organizer.Most new managers are unprepared for the variety of activities that managers routinely perform. Time management is a valuable skill. It enables a manager to fulfill the informational, interpersonal, and decisional roles.A lot of management skills that apply to businesses apply to nonprofit organizations as well. However, businesses focus on earning money while nonprofit organizations focus on making a social impact. Obtaining a reliable source of funding can be challenging for nonprofit organizations. Managers must use their resources carefully for the organization to succeed.Being a good manager is more than using the skills you have. It’s also about choosing how you will manage. Knowing the history of how management theories developed can help you choose your management style. 2 / 4

Instructor Manual: Daft, Understanding Management, 12e, ©2023, 9780357716892; Chapter 1: Leading Edge Management © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.3 Is management about managing things or managing people? Choosing the priority determines the basic approach to management.The classical perspective focused on things. People were of secondary importance. The push to produce things faster was encouraged through scientific principles, bureaucracy, and administrative principles. Workers were cogs in a huge machine.The humanistic perspective finally focused on the people who were doing the work rather than on the product being created. Satisfied employees worked harder and produced more products.The future of management is affected by technology. It expands a manager’s ability to track information and use the information to improve businesses. Employees can be given more authority and more reason to engage with the business, working for its success.What future role will artificial intelligence play in the realm of management? We can already see it removing mundane, repetitive tasks that bog employees down, giving them more time engage with each other. The end result could well be satisfied employees working at the peak of their abilities to share in their company’s success.Supplements The following product-level supplements provide additional information that may help you in preparing your course. They are available in the Instructor Resource Center.• Transition Guide (provides information about what’s new from edition to edition) • MindTap Educator’s Guide (describes assets in the MindTap platform with a detailed breakdown of activities by chapter with seat time) • Guide to Teaching Online (provides information about the key assets within the product and how to implement/facilitate use of the assets in synchronous and asynchronous teaching environments) • MindTap User Guide (provides information on how to navigate and use MindTap) • Instructor PowerPoint Slides (These slide decks for in-class use feature a variety of options for class interaction) • Student PowerPoint Slides (This version of the slides has any instructor-facing notes and activities removed. Students using MindTap can find these files in the “Additional Resources” folder within the MindTap Learning Path and the file is also posted to the Instructor Companion Site.) • Test Bank • Instructor’s Manual (Which you are reading now!) Chapter Objectives

The following objectives are addressed in this chapter:

1.1 Explain five management competencies and the trend toward bosslessness in today’s world. 3 / 4

Instructor Manual: Daft, Understanding Management, 12e, ©2023, 9780357716892; Chapter 1: Leading Edge Management © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.4 1.2 Define the four management functions and the type of management activity associated with each.

1.3 Explain the difference between efficiency and effectiveness, as well as their importance for organizational performance.

1.4 Describe technical, human, and conceptual skills and their relevance for managers.

1.5 Define the management types and roles that managers perform in organizations.

1.6 Explain the unique characteristics of the manager’s role in nonprofit organizations.

1.7 Summarize the historical struggle between managing the “things of production” and the “humanity of production.” 1.8 Describe the current uses of the management science approach and the major components of the humanistic management perspective.

1.9 Describe the management changes brought about by a technology-driven workplace and those that facilitate a people-driven workplace.

1.10 Explain how artificial intelligence may help bridge the historical struggle between managing the “things of production” and the “humanity of production.” Complete List of Chapter Activities and Assessments For additional guidance on online or hybrid facilitation of these activities, refer to the Teaching Online Guide for Principles of Management which can be found on the Instructor Companion Site.Also, please note that the chapter learning objectives are identified within both versions of the PowerPoint slides so that you and your students are always aligned on the ultimate learning goals throughout the course.Chapter Objective Activity/Assessment Approximate Duration Default Point Value and Feedback Settings All objectives MindTap: Part 01: Why Does Management Matter?

10 minutes Grade Setting: Counts

Toward Grade

Number of Points:

• pt/question

Number of Attempts: 3

All objectives MindTap: Part 01: You Make the

Decision: Introduction to

Management

Varies Grade Setting: Counts

Toward Grade

Number of Points: 20 pt

Number of Attempts: 2

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