MANAGEMENT , MANAGERS, AND CAREERS

Solutions Manual for Management, 14e Schermerhor, Bachrach (All Chapters) 1 / 4

Schermerhorn & Bachrach / Management, 14 th Instructor’s Guide Copyright © 2021 John Wiley & Sons, Inc. 1-1 Chapter 1

MANAGEMENT , MANAGERS, AND CAREERS

Learning Objectives

In studying this chapter, students should consider the following questions and be able to complete

the accompanying objectives:

Learning Objective 1.1: Summarize the challenges of developing and maintaining career readiness in the new economy.

Learning Objective 1.2: Describe what organizations are like as work settings.

Learning Objective 1.3: Discuss what it means to be a manager.

Learning Objective 1.4: Explain the functions, roles, and activities of managers.

Learning Objective 1.5: Summarize how we learn and use essential skills for career success.

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. 2 / 4

Schermerhorn & Bachrach / Management, 14 th Instructor’s Guide Copyright © 2021 John Wiley & Sons, Inc. 1-2

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.

Learning Objective 1: Summarize the challenges of developing and maintaining career readiness in the new economy.Talent Technology Globalization Ethics Diversity Careers and Connections

Learning Objective 2: Describe what organizations are like as work settings.

Organizational purpose Organizations as systems Organizational performance Changing nature of organizations

Learning Objective 3: Discuss what it means to be a manager.

What is a manager?Levels of managers Types of managers Managerial performance Changing nature of managerial work

Learning Objective 4: Explain the functions, roles, and activities of managers.

Functions of management Managerial roles and activities Managerial agendas, networks, and social capital

Learning Objective 5: Summarize how we learn and use essential skills for career success.Lifelong Learning and Learning Agility Management Skills Career Readiness Skills

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Schermerhorn & Bachrach / Management, 14 th Instructor’s Guide Copyright © 2021 John Wiley & Sons, Inc. 1-3

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: The Manager’s Challenge – Fulfilling Performance Accountability while Dependent on Others to do the Work Figure 1.4: The Organization Viewed as an Upside-Down Pyramid • Figure 1.5: Four Functions of Management – Planning, Organizing, Leading, and Controlling

• Figure 1.6: Interpersonal, Informational, and Decisional Roles of Managers

• Figure 1.7: Katz’s Essential Managerial Skills – Technical, Human, and Conceptual

• Figure 1.8: 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

• Choices: Want Vacation? No Problem, Take as Much as You Want

• Insight: Self-awareness and the Johari Window

Management Learning Review • Summary • Self-Test

Career Skills & Competencies

• Evaluate Career Situations for New Managers: What Would You Do?

• Reflect on the Self-Assessment: Career Readiness “Big 20”

• Contribute to the Class Exercise: My Best Manager

• Manage the Critical Incident: Team Leader Faces Test

• Collaborate on a Team Project: The Amazing Great Job Race

• Analyze the Case Study: Trader Joe’s: Keeping a Cool Edge

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