Management Chapter 1 Short Response What The Difference Between Prejudice And Workplace Discrimination Prejudice Involves

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

company. The employers who are not introducing unlimited vacation may consider a few of the

risks which include how to treat the vacation days that employees have already earned,

parameters to minimize potential abuse, favoritism and limitations on certain periods that are

particularly busy (seasonal).

Facts to Consider: Tech Industry No Role Model for Employment Diversity

White and Asian men dominate the tech industry. Everyone else – women, blacks and Hispanics

– are severely lacking, and people are noticing. Facebook employee, Kate Mosse, describes the

phenomenon this way: “‘Culture fit’ comes to mean, subconsciously, ‘people like me’, where

‘me’ is usually a young male founder. This is how the diversity data can become so skewed

towards white technical men without the companies realizing it.” Google is tackling the problem

with training in “unconscious bias.” Megan Smith, Google X vice president, says: “As a manager

you need to be conscious that a whole bunch of people are going to be running at you who might

not be as qualified as the person who is not raising their hand.”

What’s your take?

What do these tech industry findings mean for you more generally? Is unconscious bias

something that you might be facing now or expect to face in the future? What issues and

contradictions in employer commitment to diversity have you experienced or heard about? What

are the implications for job seekers, job holders, and managers alike?

Student responses will vary.

Quick Case: Team Leader Faces Disruptive Team Member

How do you handle Charles? How do you handle the team dynamics? What do you make sure

that everyone, Charles included, achieves high performance and experiences high QWL? Which

management functions are being tested here? What essential managerial skills will you need to

succeed in this and similar situations?

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

Ethics Check: Social Media Cues May Cause Discrimination in Hiring

Research suggests that a job candidate’s social media postings can contribute to discrimination in

hiring. Professor Alessandro Acquisti and colleagues at Carnegie Mellon University distributed

4,000 résumés to job posting sites and associated them with Facebook profiles giving subtle

Your decision?

Is it ethical for employers to use social media to “peek” at the personal lives of prospective

candidates? Should there be laws preventing them from doing so? What about individual

responsibility? The public visibility of social media postings is well publicized. Isn’t it the job

seeker’s responsibility to avoid and screen out potentially discriminatory information?

Hot Topic: The $50,000 Retail Worker

“Goofing off” time is considered valuable time at the online retailer Zappos.com. Employees are

encouraged to take breaks and have fun, all while on the payroll. The company even has a

“cultural evangelist” whose job it is to make sure the organizational culture stays both happy and

productive. Ask students whether an employer should consider building “fun” into the

workplace. Are organizations like Zappos ahead of the curve with many others to follow? Or is

having fun at work just a workplace fad?

Insight Learn About Yourself

Self-Awareness and the Johari Window:

When it comes to doing well as a student and in a career, a lot rests on how well you know

yourself and what you do with this knowledge. Self-awareness helps us to build on strengths,

overcome weaknesses, and avoid viewing ourselves more favorably than is justified.

Exploring your Johari Window is one way to gain more self-awareness. It’s a way of comparing

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

about your “Unknown.” Ask friends, family, and coworkers for their thoughts on your “Blind

Spot.” Write a summary of what you learn about possible career strengths and weaknesses.

Skill Building Portfolio:

Terms to Define:

Accountability

Agenda Setting

Ethics

First Line Manager

Free-agent economy

Glass ceiling effect

Global sourcing

Globalization

Leading

Learning Agility

Lifelong Learning

Personal Career Readiness

Planning

Prejudice

Quality of Work life

Reshoring

Self-management

TestPrep 1: Multiple-Choice Questions

Multiple Choice

1. If a sales department supervisor is held

accountable by a middle manager for the

department’s performance, on who is the

department supervisor dependent in

making this performance possible?

2. The management function of ________ is

being activated when a bookstore

manager measures daily sales in the

magazine section and compares them

with daily sales targets.

(a) planning (b) agenda setting

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

3. The process of building and maintaining

good working relationships with others

4. According to Robert Katz, __________

skills are more likely to be emphasized

by top managers than by first-line

5. An effective manager is someone who

helps others to achieve high levels of

both _________ and ___________.

(a) pay; satisfaction

6. ________________ is the active

oversight by boards of directors of top

management decisions in such areas as

corporate strategy and financial

reporting.

(a) Value chain analysis

7. When a manager denies promotion to a

qualified worker simply because of

personally disliking her because she is

Hispanic, this is an example of

8. A company buys cloth in one country,

has designs made in another country, has

the garments sewn in another country,

and sells the finished product in yet

other countries. This firm is actively

9. The intellectual capital equation states:

Intellectual Capital = __________ x

Commitment.

10. If the direction in managerial work

today is away from command and

control, what is it toward?

11. The manager’s role in the “upside-down

pyramid” view of organizations is best

described as providing _________so that

operating workers can directly serve

____________.

12. When a team leader clarifies desired

work targets and deadlines for a work

team, he or she is fulfilling the

13. The research of Mintzberg and others

concludes that most managers

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

_____________.

(a) work at a leisurely pace

(b) have blocks of private time for planning

(c) always live with the pressures of

performance responsibility

(d) have the advantages of short workweeks

14. Emotional intelligence helps us to

(b) show motivation

(c) self-regulate

(d) act as a leader

15. Which of the following is a

responsibility that is most associated

with the work of a CEO, or chief

executive officer, of a large company?

Short Response

16. What is the difference between prejudice and workplace discrimination?

17. How is the emergence of a free-agent economy changing career and work

opportunities?

The “free agent economy” is one in which there is a lot of job-hopping and people work for

several different employers over a career, rather than just one. This relates not only to the

18. In what ways will the job of a top manager typically differ from that of a first-line

manager?

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

S Strong, I am very confident with this one.

G Good, but I still have room to grow.

W Weak, I really need work on this one.

U Unsure, I just don’t know.

_____ 1. Resistance to stress: The ability to get work done even under stressful conditions

_____ 2. Tolerance for uncertainty: The ability to get work done even under ambiguous and

uncertain conditions

_____ 3. Social objectivity: The ability to act free of racial, ethnic, gender, and other prejudices

or biases

_____ 4. Inner work standards: The ability to personally set and work to high performance

standards

_____ 5. Stamina: The ability to sustain long work hours

_____ 6. Adaptability: The ability to be flexible and adapt to changes

_____ 7. Self-confidence: The ability to be consistently decisive and display one’s personal

presence

_____ 8. Self-objectivity: The ability to evaluate personal strengths and weaknesses and to

understand one’s motives and skills relative to a job

_____ 9. Introspection: The ability to learn from experience, awareness, and self-study

_____10. Entrepreneurism: The ability to address problems and take advantage of opportunities

for constructive change

Scoring

Give yourself 1 point for each S and 1/2 point for each G. Do not give yourself points for W or U

responses. Total your points and enter the result here: _______.

Interpretation

This assessment offers a self-described profile of your management foundations. Are you a

perfect 10 or something less? There shouldn’t be too many 10s around. Also ask someone else

to assess you on this instrument. You may be surprised at the results, but the insights are well

Career Readiness “Big 20”

Rate your personal characteristics . . . start making a solid career development plan.

Personal characteristics may refer to interests, aptitudes, skills, personality type and values

related to work. Personal characteristics play a key role when developing a career plan.

Personal characteristics will influence career choices along with preferred work culture and

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

environment. When choosing a career, reflect on your “Big 20” personal characteristics.

Class Exercise 1: My Best Manager

Preparation

Working alone, make a list of the behavioral attributes that describe the “best” manager you have

ever had. This could be someone you worked for in a full-time or part-time job, summer job,

Instructions

Form into teams as assigned by your instructor, or work with a nearby classmate. Share your list

of attributes and listen to the lists of others. Be sure to ask questions and make comments on

Team Project 1: The Multigenerational Workforce

What should Generation Xers, Millennials, and Generation Fs know about one another?

Instructions

• Gather insights regarding the work and career preferences, values, and expectations of

members of different generational subcultures—specifically, Generation Xers, Millennials, and

Generation Fs.

Practice Critical Thinking

Trader Joe’s: Managing Less to Gain More

Trader Joe’s is a model of a how a company effectively performs the management functions of

planning, organizing, leader, and controlling. How did this retail grocer grow to $8.5 + billion in

sales and attract an obsessive and diverse cult following of foodies? Much has to do with its

1. DISCUSSION

Review the six “must have” managerial skills in Table 1.1. How does each become important to

the management and culture of Trader Joe’s? Are any of these more critical than others to

implementing an “upside–down pyramid” management approach?

✓ Teamwork: The culture at Trader Joe’s encourages teamwork and building consensus.

Employees are cheerful and enthusiastic, and the culture is one of customer focus.

✓ Self-Management: At the top of its pyramid, behind customers, are nonmanagerial (crew

members) who interact with customers to provide a unique experience. Trader Joe’s

aggressively courts friendly, customer–oriented employees by writing job descriptions

2. PROBLEM SOLVING

First-level “mates” and middle-level “captains” are the managers at a Trader Joe’s. Suppose you

were being hired in as a “mate” right from college. How could you make your eff orts with

planning, organizing, leading, and controlling fit well with the Trader Joe’s culture? How would

you deal with issues such as fatigue as employees exert high levels of energy to maintain the

right atmosphere in the store?

How mates and captains rely on the four functions of management:

Planning: Planning is the process of setting performance objectives and actions taken to

accomplish them. There are numerous references to their commitment to customer satisfaction,

Organizing: Organizing involves arranging resources to efficiently accomplish organizational

goals. Compensation at Trader Joe’s is high for the industry. This usually allows employers to

Leading: Leading inspires people to achieve established performance levels. One responsibility

of leadership that Trader Joe’s takes seriously is establishing a strong culture. Employees and

Controlling: Controlling measures performance to ensure the desired results. Control, hand in

hand with planning, measures the success of the plan by measuring results. Store size, inventory

control, product choices, and aggressive cost cutting are meticulously measured and adjusted.

How would you deal with issues such as fatigue as employees exert high levels of energy to

maintain the right atmosphere in the store?

A supervisor may want to re-design jobs to include both mental and physical tasks to prevent

certain types of fatigue, introduce job rotation to spread out among a team the more physically

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

Conceptual Skill Exercise

Chapter 1 includes a review of conceptual skills. This exercise is designed to have teams use

conceptual skills to create ideas for a new business in the community

Organize the class into teams of three or four students each. Ask each team to “create” a concept

for a new business in the local community that serves a need or want they have observed (they

should be prepared to support/explain this perceived need or want). They should be told that they

can assume that they have the needed financing for a local business. It is useful to share with