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Chapter 1
Managers and You in the Workplace
In this introductory chapter, your students will explore the concepts of management,
manager skills, and organizations in today’s dynamic business environment.
LEARNING OBJECTIVES
1. Tell who managers are and where they work.
2. Explain why managers are important to organizations.
4. Describe the factors that are reshaping and redefining the manager’s job.
5. Explain the value of studying management.
It’s Your Career
The ABC’s of Managing Your Time
2. Rank your goals according to importance. Not all goals are of equal importance. Given the limitations on
your time, you want to make sure you give highest priority to the most important goals.
3. List the activities/tasks necessary to achieve your goals. What specific actions do you need to take to
achieve your goals?
4. Divide these activities/tasks into categories using an A, B, and C classification. The As are important and
5. Schedule your activities/tasks according to the priorities you’ve set. Prepare a daily plan. Every morning,
6. Plan your to-do list each day so that it includes a mixture of A, B, and C activities/ tasks. And it’s best to
7. Recognize that technology makes it too easy to stay connected. Just think for a moment how many phone
calls, e-mails, texts, postings on social media, and unscheduled visitors you receive on a typical day. Some
8. Realize that priorities may change as your day or week proceeds. New information may change a task’s
9. Remember that your goal is to manage getting your work done as efficiently and effectively as you can.
It’s not to become an expert at creating to-do lists. Find what works best for you and use it!
Copyright © 2018 Pearson Education, Inc.
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CHAPTER OUTLINE
1.1 WHO ARE MANAGERS AND WHERE DO THEY WORK?
Managers may not always be what we expect. Today’s managers range from 18
to 80, they‘re found in a variety of different types of organizations, and they
perform a variety of jobs from the top to the bottom of the organization. Statistics
show an increasing number of women in management; however, while their
number is increasing, it is mostly in the area of lower and middle management,
not top management. Similarly, only 20 (4%) were minorities.
Who Is a Manager?
acquiring management skills. Today’s employees need to be cross-
trained and multi-skilled.
B. How do we define a manager? A manager is someone who coordinates
C. Managers can be classified by their level in the organization, particularly
in traditionally structured organizations—those shaped like a pyramid
(see Exhibit 1-1).
1. First-line (or front-line) managers (often called supervisors) are
2. Middle managers include all levels of management between the
3. Top managers include managers at or near the top of the
organization who are responsible for making organization-wide
decisions and establishing plans and goals that affect the entire
organization.
Where Do Managers Work?
A. An organization is a deliberate arrangement of people to accomplish
some specific purpose. Organizations share three common
characteristics (See Exhibit 1-2): (1) each has a distinct purpose; (2)
each is composed of people; and (3) each develops some deliberate
structure so members can do their work.
B. Although these three characteristics are important in defining what an
organization is, the concept of an organization is changing. These
changes include: flexible work arrangements, employee work teams,
open communication systems, and supplier alliances. Organizations are
becoming more open, flexible, and responsive to changes.
1.2 WHY ARE MANAGERS IMPORTANT?
1.3 WHAT DO MANAGERS DO?
2. Efficiency is getting the most output from the least amount of
3. Effectiveness is completing activities so that organizational goals
are attained and is often described as “doing the right things” (see
1. Over time, Fayol’s five management functions have been
1-4).
a. Planning involves defining goals, establishing strategies
for achieving those goals, and developing plans to
Future Vision: Is It Still Managing When What You’re Managing Are Robots?
While the text presents a fairly accurate description of today’s workplace, the future is
not certain. Work life in the future may be very different than today and will likely include
workers who are robots. How will a manager’s job be different? How will working with
robots affect human coworkers?
The following discussion questions are posed:
Talk About It 1: What’s your response to the title of this box: Is it still managing when
what you’re managing are robots? Discuss.
Talk About It 2: If you had to “manage” people and robots, how do you think your job as
manager might be different than what the chapter describes?
Student answers to these questions will vary.
Copyright © 2018 Pearson Education, Inc.
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2. In practice, managing is not always performed in a sequence as
outlined above. Since these four management functions are
integrated into the activities of managers throughout the workday,
1. Managerial roles refer to specific categories of managerial
behavior (see Exhibit 1-5).
2. Follow-up studies of Mintzberg’s role categories in different types
3. Although the functions approach represents the most useful way
to describe the manager’s job, Mintzberg’s roles give additional
insight into managers’ work.
LEADER MAKING A DIFFERENCE
Ursula Burns, CEO of Xerox, was the first African-American woman to lead a Fortune
500 Company. Starting as a summer engineering intern more than 30 years ago, Ms.
Burns has a reputation for being bold. She took on the established culture of Xerox,
known for being polite, courteous, and discreet with her bold talk and blunt attitude. Her
challenge at Xerox is crafting strategies that will help it prosper and be an industry leader
in a digital age where change is continual.
What can you learn from this leader making a difference?
1. Robert L. Katz found through his research that managers need
three essential skills (see Exhibit 1-6).
2. Developing management skills are important for aspiring
managers. To help aid students in this respect, the authors have
1.4 HOW IS THE MANAGER’S JOB CHANGING?
Security threats, corporate ethics scandals, global economic and political
uncertainties, and technological advancements should be discussed. While all
managers will not have to manage under tragically demanding circumstances,
how managers manage in today’s workplace is changing. These issues are
summarized in Exhibit 1-8.
A. Focus on the Customer.
customer needs.
B. Focus on Technology.
Cloud computing, social media, and robotics are all changing how things
get done in the workplace. Managers need to get employees on board
with new technology and ensure that they are comfortable with it, can use
it, and understand how it improves their lives.
Innovation is critical to today’s organizations and managers. All
organizations innovate; however, a problem for organizations is working
to get all employees involved in the innovation process. Managers can
respond to this need by creating a “team close,” a time when all
employees are scheduled to close the store and leave together. This
helps create an attitude of working together and commitment.
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increase long-term shareholder value by integrating economic,
environmental, and social opportunities into its business strategies. This
view widens the concept of social responsibility to include twenty-first
century environmental issues (i.e. the greening of management) and
global societal challenges.
F. Focus on the Employee.
Companies like L.L. Bean recognize the importance of treating
employees well not only because it’s simply the right thing to do but also
because it is good business. In these progressive organizations,
managers regularly provide performance feedback that serves as an
evaluation of an employee’s performance and provides the foundation for
discussing developmental opportunities. Successful managers often
embrace work-life practices and provide encouragement to employees
who wish to use them.
1.5 WHY STUDY MANAGEMENT?
1. We interact with organizations every day of our lives. Every
product we use, every action we take, is provided by or affected
by organizations. Well-managed organizations develop a loyal
customer base, grow, and prosper.
2. Students who study management gain the ability to recognize and
encourage good management practices; just as important, they
learn to recognize poor management and how to correct it.
1. Challenges
a. Being a manager is hard work and often involves more
clerical duties than managerial responsibilities. Managers
often must deal with a range of personalities, make do with
limited resources, and work in chaotic and uncertain
c. A manager’s success typically is dependent on others’
work performance.
2. Rewards
a. Managers have an opportunity to create a work
environment in which organizational members can do their
work to the best of their ability and help the organization
achieve its goals.
c. Knowing that their efforts, skills, and abilities are needed
by the organization gives many managers great
satisfaction.
D. Gaining Insights into Life at Work.
ANSWERS TO REVIEW AND DISCUSSION QUESTIONS
Student answers to these questions will vary.
1-1. What is a manager? How do managers differ from nonmanagerial employees?
1-2. Why are managers important to organizations?
1-3. In today’s environment, explain which is more important to organizations—
efficiency or effectiveness?
1-4. Is your course instructor a manager? Discuss in terms of managerial functions,
managerial roles, and skills.
Course instructors (in contrast to individuals who hold positions such as department
head) are not usually classified as managers. In most situations, a course instructor
Copyright © 2018 Pearson Education, Inc.
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does not fall within the definition of a manager when utilizing managerial functions,
mainly because students are clients rather than employees. In some cases, an instructor
has little input about course content or how it should be taught. In these instances, the
instructor makes few managerial decisions.
In terms of managerial roles, course instructors may be involved in some ways in the
interpersonal, informational, and decisional roles. For example, a course instructor could
be seen as a liaison (interpersonal role), a monitor and disseminator (both informational
roles), and a disturbance handler and negotiator (both decisional roles).
Regarding managerial skills, course instructors certainly need technical skills—
knowledge about the latest research and conceptual developments in a particular
discipline. They also need significant human skills as they interact with their students. To
a limited extent, the instructor utilizes conceptual skills as courses are planned or as
departmental curriculums are debated. (LO: 1, Tell who managers are and where they
work, AACSB: Reflective thinking)
“
1-5. Why is it important for managers to focus on the customer?
1-6. Is it more important for managers to focus on technology or innovation?
1-7. Explain why the universality of management concept still holds true or doesn’t hold
true in today’s world.
Management principles are needed for the efficient and effective operation of
1-8. “Management is undoubtedly one of humankind’s most important inventions.”
Explain why you do or do not agree with this statement.
While most people do not see ‘management’ as an invention, it is safe to say that
without the principles of management and the guidance of managers in organizations,
1-11. Explain why an organization does or does not have an ethical responsibility to
assist its new managers in their new positions.
1-12. What could organizations and employees do to make the transition into a
management role easier?
SKILLS EXERCISE: DEVELOPING YOUR POLITICAL SKILLS
As referenced in Exhibit 1-7, there are many skills important to managers. One important
skill is their ability to understand and navigate political situations. In this exercise,
WORKING TOGETHER: TEAM EXERCISE
In groups of three to four individuals, students are asked to discuss their experience with
both good and bad managers. Students should make a list of both good and bad
management behaviors and relate these to the functions of management and which
management skills they think it falls under. After the groups develop their list, they
should share with the rest of the class. (LO: 3, Describe the functions, roles, and skills of
managers, AACSB: Written and oral communication)
MY TURN TO BE A MANAGER
• Use the most current Occupational Outlook Handbook (U.S. Department of
Labor, Bureau of Labor Statistics) to research three different categories of
managers. For each, prepare a bulleted list that describes the following: the
nature of the work, training and other qualifications needed, earnings, and job
outlook and projections data.
• Explore the social media presence of your favorite company. Like their Facebook
page and follow them on Twitter, Instagram, and/or any other social media outlet
the company uses.
• Interview two different managers and ask them the following questions: What are
the best and worst parts about being a manager? What’s the best management
advice you ever received? Type up the questions and their answers to turn in to
your professor.
• Accountants and other professionals have certification programs to verify their
skills, knowledge, and professionalism. What about managers? Two certification
programs for managers are the Certified Manager (Institute of Certified
Professional Managers) and the Certified Business Manager (Association of
Professional in Business Management). Research each of these programs.
Prepare a bulleted list of what each involves.
ANSWERS TO CASE APPLICATION 1 QUESTIONS
Student answers to these questions will vary.
The Power of Social Media
1-13. Why is it important for the ALSA management team to understand the
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previous year. Given the success of the Ice Bucket Challenge, social media has proven
to be a strong alternative to more traditional approaches to fundraising. (LO: 4, Describe
the factors that are reshaping and redefining the manager’s job, AACSB: Analytical
thinking)
1-14. Do you think the ALSA can continue to rely on the Ice Bucket Challenge to
support the organization’s fundraising efforts? Why or why not?
1-15. Do you think the Ice Bucket Challenge would have had the same success if the
management at ALSA initiated the challenge?
1-16. What can the ALSA learn from this experience to help the organization take
CASE APPLICATION 2 QUESTIONS
Student answers to these questions will vary.
Who Needs A Boss?
1-17. What is a holacracy?
1-18. What benefits do you see to an organization where there are no job titles, no
managers, and no hierarchy?
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good as long as there is a way to keep standards high. (LO: 4, Describe the factors that
are reshaping and redefining the manager’s job, AACSB: Analytical thinking)
1-19. What challenges does a holacratic approach have?
1-20. Discuss why you would or would not like to work in an organization like this?
While the holacracy is a new approach, students might draw on their previous
experiences on self-governing teams like academic group projects. Some students may
