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Schermerhorn and Bachrach Exploring Management 6th edition Instructor’s Manual

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. Management Live illustrates how personal experiences and

activities can actually relate to work performance. Choices provides students with an opportunity

to evaluate various sides of an issue in order to make an informed decision. Ethics Check profiles

examples of ethical issues in hiring. Facts to Consider profiles the tech industry and its lack of

diversity. Hot Topic explores samples of debated topics in business and strategy. Insight

provides an exercise in self-awareness. Quick Case presents a business related scenario about a

disruptive team member which can be used for class analysis and discussion.

Chapter one provides a thorough review of what it means to be a manager in today’s knowledge-

based 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

Chapter 1 Takeaway Questions:

• Takeaway 1.1 What Does it Mean to Be a Manager?

• Takeaway 1.2 What Do Managers Do, and What Skills Do They Use?

• Takeaway 1.3 What Are Some Important Career Issues?

Schermerhorn and Bachrach Exploring Management 6th edition Instructor’s Manual

Chapter 1 Lecture Outline:

• Takeaway 1.1: What Does it Mean to Be a Manager?

o Organizations have different types and levels of managers

• Takeaway 1.2: What Do Managers Do, and What Skills Do They Use?

o Managers plan, organize, lead and control

o Managers perform informational, interpersonal, and decisional roles

• Takeaway 1.3: What Are Some Important Career Issues the New Workplace?

o Globalization and job migration have changed the world of work

o Failures of ethics and corporate governance are troublesome

Chapter 1 Supporting Materials:

Figures

• Figure 1.1: What Are the Typical Job Titles and Levels of Management in Organization?

• Figure 1.2: How Do Mindsets Change when the Organization is Viewed as an Upside-

Down Pyramid?

Feature Boxes and More

• Management Live: Gaming Skills Can Be Resume Builders

• Choices: Want vacation? Take as much as you need.

• Ethics Check: Social Media Cues May Cause Discrimination in Hiring

Schermerhorn and Bachrach Exploring Management 6th edition Instructor’s Manual

Applications

• TestPrep 1 Multiple-Choice Questions

• Skill Building Portfolio

o Self-Assessment: Personal Career Readiness

• Practice Critical Thinking: Trader Joe’s: Managing Less to Gain More

Chapter Outline

Takeaway Question 1.1 What Does it Mean to Be a Manager?

Quest

Managers are required to meet multiple and changing workplace expectations and directly

supervise, support and help the work efforts of others to achieve performance. Managers also

ion3.1

• Managers are persons who directly supervise, support, and help activate work efforts to

achieve the performance goals of individuals, teams, or even an organization as a whole.

• Organizations have different types and levels of managers

Figure 1.1 depicts an organization as a series of “layers,” each of which represents different

levels of work and managerial responsibilities. The top manager, typically a CEO or

president, or executive director, reports to a board of directors in a business or to a board of

trustees in a nonprofit organization. Middle managers report to top managers, and first-line

managers or team leaders report to middle managers.

✓ First-line managers are team leaders and supervisors in charge of people who perform

non managerial duties

✓ Top managers are responsible for the performance of the organization as a whole.

➢ Examples of top manager titles are Chief Executive Officer (CEO), Chief

Operating Officer (COO), chief financial officer (CFO), president and vice

president.

Schermerhorn and Bachrach Exploring Management 6th edition Instructor’s Manual

➢ Expected to be alert to trends in the external environment, recognize problems

and opportunities, and to lead the organization to long-term success

➢ The most effective top managers are strategic thinkers, can communicate well,

and keep organization members focused on important objectives

✓ Boards of Directors

➢ Responsible for Corporate Governance and the active oversight of the affairs of

the organization and the performance of its top management

✓ Governance

➢ Oversight of top management by a board of directors or board of trustees.

DISCUSSION TOPIC

To illustrate the differences among different levels management, ask students to identify people

they know who have been or are now managers. Have these students describe the nature of the

work done by the managers they know. Then have the students analyze these descriptions and

classify them according to top managers, middle managers, and team leaders and supervisors.

• Accountability is a foundation of managerial performance

✓ Describes the requirement of one person to answer to a higher authority for performance

achieved in his or her area of work responsibility

Effective managers help others achieve high performance and satisfaction

✓ Effective manager is someone who successfully helps others achieve both high

performance and satisfaction in their work

• Managers are coaches, coordinators, and supporters

• Managers today often referred to as “coaches” or “coordinators”

1.1 Questions for discussion suggested answers

Schermerhorn and Bachrach Exploring Management 6th edition Instructor’s Manual

• Organizing is the process of assigning tasks, allocating resources, and coordinating work

activities (or the activities of individuals and groups).

• Leading is the process of arousing people’s enthusiasm to work hard and inspiring their

efforts to fulfill plans and accomplish objectives.

• Controlling is the process of measuring work performance, comparing results to

objectives, and taking corrective action as needed.

DISCUSSION TOPIC

Divide students into discussion groups of five to six members. Have each group select a different

campus organization to analyze. Each group should explore how the chosen campus organization

exhibits planning, organizing, leading, and controlling.

• Managers perform informational, interpersonal, and decisional roles.

✓ The four management functions are not performed one at a time or step-by-step.

➢ Mintzberg identified three sets of roles that he believed all good managers enact

successfully Through these roles, the manager fulfills the four management

functions

DISCUSSION TOPIC

Have students draw on their work, educational, athletic team, or other extracurricular

experiences to identify examples of how people in managerial and leadership positions enact the

various interpersonal, informational, and decisional roles.

• Managers use networking and social capital to pursue action agendas

✓ Agenda setting is used by managers to develop and identify clear action priorities; in the

beginning, these agendas may be incomplete and loosely connected

✓ Networking is the building, maintenance, and use of positive relationships with other

people, ideally those who may be useful someday

• Managers use technical, human, and conceptual skills.

Schermerhorn and Bachrach Exploring Management 6th edition Instructor’s Manual

➢ See Figure 1.4, which shows the relative importance of each skill by level of

managerial responsibility. All managers need essential technical, human, and

conceptual skills. At lower levels of management, the technical skills are more

important than conceptual skills, but at higher levels of management, the conceptual

skills become more important than technical skills. Because managerial work is so

heavily interpersonal, human skills are equally important across all management

levels.

✓ A Technical skill is the ability to use a special proficiency or expertise to perform

particular tasks

➢ Examples are accountants, engineers, and systems analysts

➢ Technical skills are very important at career entry levels

✓ A Conceptual skill is the ability to think critically and analytically; the capacity to break

down problems into smaller parts, see the relations between the parts and recognize the

implications of any one problem for others

➢ Conceptual skills actually grow in importance as one moves up to higher

management responsibilities

DISCUSSION TOPIC

Have students discuss the roles that technical skills, human skills, and conceptual skills play in

their professors’ performance of their jobs. Then have the students think of their own educational

pursuits as a job. What roles do technical skills, human skills, and conceptual skills play in the

students’ performance of their jobs?

1.2 Questions for discussion suggested answers

1) Is Mintzberg’s view of the intense and demanding nature of work realistic, and if so, why

would you want to do it?

The world is becoming more complex and more globally connected through technology.

In order to compete, organizations and individuals can no longer partition their lives into

40 hour work weeks from “8–5.” The paradox of improving the speed of communications

is that it makes our lives less separable from our “jobs.” Having a smartphone and

2) If Katz’s model of how different levels of management use essential skills is accurate,

what are its career implications for you?

3) Why is emotional intelligence an important component of one’s human skills?

1.2 Career Situations: What Would You Do?

It’s time now to take a first interview for your “dream” job. The interviewer is sitting across the

table from you. She smiles, looks you in the eye, and says: “You have a very nice academic

record, and we’re impressed with your extracurricular activities. Now tell me, exactly what can

you do for us that will add value to the organization right from day one?” How do you respond in

Schermerhorn and Bachrach Exploring Management 6th edition Instructor’s Manual

a way that clearly shows you are “job ready” with strong technical, human, and conceptual

skills?

Takeaway Question 1.3 What Are Some Important Career Issues?

• Globalization and job migration have changed the world of work.

✓ Globalization is the worldwide interdependence of resource flows, product markets, and

business competition

✓ Trend for companies to operate and have employees in multiple countries

• Global sourcing involves contracting for work to be performed in other countries

• Failures of ethics and corporate governance are troublesome.

✓ Recent sensational ethical failures

➢ Bernard Madoff convicted of $65 billion dollar fraudulent Ponzi scheme

✓ Corporate Governance

Schermerhorn and Bachrach Exploring Management 6th edition Instructor’s Manual

• Diversity and discrimination are continuing social priorities.

✓ Workplace diversity describes the composition of a workforce in terms of differences

among the members, such as gender, age, race ethnicity, religion, sexual orientation, and

able-bodiedness.

➢ Diversity trends of changing demographics are well recognized

➢ Minorities now constitute more than 43 percent of the U.S. population, and the

✓ U.S. laws strictly prohibit the use of demographic characteristics when employers make

decisions on hiring, promotion, and firing.

➢ Laws are one thing, actions another.

➢ The glass ceiling effect occurs when an invisible barrier or “ceiling” prevents

• Talent is a must-have in a free-agent and on-demand economy

✓ In a free-agent and on-demand economy, people change jobs more often and many

work on-demand as independent contractors with a shifting mix of employers.

Schermerhorn and Bachrach Exploring Management 6th edition Instructor’s Manual

➢ Part-time temporary – workers hired as the needs of the business grows and

let go when business fails

✓ Intellectual capital is the collective brainpower or shared workforce of an organization’s

workforce.

DISCUSSION TOPIC

Conduct a brainstorming session with students to identify recent examples of each of the

preceding characteristics of 21st century work environments (i.e., talent, technology,

globalization, ethics, diversity, and careers). After generating a sufficient number of examples,

focus class discussion on the implications of these examples for managerial activities.

• Self-Management Skills Are Essential For Career Success

✓ Knowledge workers are persons whose minds and intelligence, not just their physical

capabilities, are critical assets to employers

➢ Futurist Daniel Pink describes a conceptual age we are moving into where

intellectual capital will rest with people who are both “high concept”– creative

• Personal Career Readiness Must Be Developed and Maintained

✓ The process begins with the concept of personal career readiness—the combination of

skills, competencies, aspirations, and goals that can move you forward with a successful

career, even in a rapidly changing environment.

Schermerhorn and Bachrach Exploring Management 6th edition Instructor’s Manual

➢ Spend some time with Figure 1.5, and think seriously about your own personal

strengths.

➢ Although it can be difficult to think about our own personal weaknesses, all great

leaders have a well-developed sense of their personal weak points.

➢ Opportunities might include, for example, internships that coincide with

experiences that you’ve had, a job opening that focuses on the emphasis of your

academic studies, an offer of a scholarship for graduate school, or a personal

connection that links you to a business opportunity.

➢ Threats might include, for example, another student with the same qualifications

applying for the same internship.

1.3 Questions for discussion suggested answers

1) How are current concerns about ethics in business, globalization, and changing careers

addressed in your courses and curriculum?

Most textbooks and courses in Introduction to Business, Management, and Accounting

include a separate chapter on Ethics, and the instructors spend considerable time on this

2) Is it possible for members of minority groups to avoid being hurt by prejudice,

discrimination, and the glass ceiling effect in their careers?

Avoiding the “hurt” may involve two aspects: 1) the personal feelings that are normal

from a reaction to the glass ceiling effect; and 2) protecting oneself against being

discriminated against in a culture that allows “glass ceilings.”As the name implies, it is

3) In what ways can the capacity for self-management help you to prosper in a free-agent

economy?

Self management is perhaps the most valuable area/trait for personal growth for one’s

career. Change is occurring at an increasing rate and the “life” of many companies and

1.3 Career Situations: What Would You Do?

One result of globalization is that many people now work domestically for foreign employers

that have set up businesses in their local communities. How about you? Does it make any

difference if you receive a job offer from a foreign employer such as Haier—a Chinese firm that

makes popular home appliances—or a domestic employer? What are the “pluses and minuses” of

working at home for a foreign employer? Could the pluses outweigh the minuses for you?

Teaching Notes:

In this section, ideas, exercises, and assignments are provided to assist you in integrating the

concepts in Exploring Management 6e for your students, especially the special features of the

text.

Management Live: Gaming Skills Can be Resume Builders

Does managing large guilds and orchestrating raids while playing World of Warcraft belong in

your resume and online recruiting profiles? Research links success in large multi-player games

Choices: Want Vacation? Take as Much as You Need

How about a job with “unlimited” vacation? Sounds unreal, doesn’t it? But don’t be too fast to

dismiss the idea. Some fashion-forward employers are already doing it. Netflix is one.

What’s Your Take?

Is this approach to vacation time something that more employers should be planning? Is it the

next hot thing sought by new college graduates? What are the risks and limits for employers, if

any? How about the “motivation” issues? Would this be a turn-on for you, something that would

keep you productive and loyal? If unlimited vacation time is such a good idea, why aren’t more

employers doing it?