Kinicki/Williams, Management, 9e: Chapter 3 The Manager’s Changing Work Environment and Ethical
Responsibilities: Doing the Right Thing
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Chapter 3
The Manager’s Changing Work
Environment and Ethical
Responsibilities
Doing the Right Thing
CHAPTER CONTENTS
Management in Action Case 28
Legal/Ethical Challenge Case 33
Career Corner Group Exercises 44
Uber Continuing Case 47
Manager’s Hot Seat Videos 48
Application-Based Activity 51
Kinicki/Williams, Management, 9e: Chapter 3 The Manager’s Changing Work Environment and Ethical
Responsibilities: Doing the Right Thing
TEACHING RESOURCE MANUAL: A GUIDE TO IMPLEMENTATION
The purpose of the Teaching Resource Manual (TRM) is to support you in the delivery of your
chosen curriculum in either a face-to-face or online classroom formats. It also was created to
help you address some of the following challenges in higher education:
• Addressing the inability to measure student comprehension prior to major assignments
such as a midterm or project.
So What Assets Can I Choose From?
Generally, a typical class session for any course comprises three “touch points:” before, during,
and after class. For a face-to-face course, your class session would normally be the day you
Assigning SmartBook 2.0 and Connect® Exercises
SmartBook 2.0, (In Connect®, click on Performance / Reports / Assignment Results. Here you
can choose SmartBook and choose the assignment you wish to view reports for.) The following
reports are available through SmartBook 2.0:
Kinicki/Williams, Management, 9e: Chapter 3 The Manager’s Changing Work Environment and Ethical
Responsibilities: Doing the Right Thing
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Copyright © 2020 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
McGraw-Hill Education.
Time on Task. Provides the user with a class-level view of the estimated time in
comparison to the actual average time to completion across the entire class.
Most Challenging Learning Objectives. Shows the number of challenging Learning
Objectives across the class, in comparison to the total number of Learning Objectives in
the assignment.
Individual Learner Report. System provides all the assignment data available for that
specific student at that point in time, showing a breakdown of all questions answered in
each of the following categories:
• Correct with high confidence
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include Blackboard®, Canvas, and D2L. Students can study anytime with the free
ReadAnywhere app, create personalized study plans, and the Connect® Calendar and Report
tools will help keep them on track.
Connect® gives you a wide array of flexibility in making assignments and creating grading
policies. You may choose to:
• assign as many assignments as appropriate.
• determine point values for each question/application exercise individually.
Some recommendations include:
• Before selecting the option for one attempt only, select unlimited or multiple attempts on
the first few assignments to allow students a chance to learn and navigate the system.
So When Do I Assign Each Type of Teaching Resource?
Wouldn’t it be wonderful if you could transition from simply assigning readings, lecturing, and
testing to actually adapting your teaching to student needs? By utilizing the teaching resources
The following recommendations pertain to these mentioned touch points, with an additional
matrix that follows.
Before Class
Kinicki/Williams, Management, 9e: Chapter 3 The Manager’s Changing Work Environment and Ethical
Responsibilities: Doing the Right Thing
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Copyright © 2020 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
McGraw-Hill Education.
The learning goals we have for students determines our assignments before, during and after
class. For example, you may want to focus on mastering content, applying content, or using
content to solve problems. Alternatively, you may want to achieve all three goals.
Connect® offers a host of additional pre-class assignments to choose from if your goal is
mastery of content. They include SmartBook 2.0, Click and Drag Exercises, iSeeIt! Animated
Videos, Self-Assessments, Case Analyses, Video Cases, Example and Practical Action boxes,
Management in Action Cases, Legal/Ethical Challenge Cases, Uber Continuing Case, and
Manager’s Hot Seat Videos. Case Analyses, Click and Drag Exercises, and Video Cases are
optimal exercises to be utilized prior to class, as they provide students the opportunity to practice
and apply key course concepts.
A reading assignment—typically a chapter from the product in use—is a student’s initial
exposure to course content. Requiring students to complete a SmartBook 2.0 module either prior
to class or an online lecture allows you to gauge their comprehension of the material. Having a
Finally, you can use iSeeIt Animated Videos to emphasize content we have found difficult for
students to understand. These animated videos were developed to further unpack in brief, yet
effective, fashion the course topics that most commonly challenge students. Each animated video
During Class
The TRM offers a host of additional materials and experiential activities you can use to bring
chapter content to life.
Kinicki/Williams, Management, 9e: Chapter 3 The Manager’s Changing Work Environment and Ethical
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opportunities to resolve gaps in knowledge. We also provide links to online readings that you can
use to supplement the content covered in the textbook. They are useful if you desire to provide
additional material beyond that covered in the text.
If your goal is to provide for additional application of material, the TRM breaks down the
textbook Management in Action cases and Legal/Ethical Challenges by providing questions and
ideal responses. Connect® also has multiple-choice questions that can be assigned for the
Management in Action Cases. Finally, the TRM has a selection of group exercises that allows
instructors to focus on team learning methods.
After Class
After the face-to-face class session, or online lecture, you can assign Connect® exercises as
homework to further reinforce the material covered in the textbook and lecture. You may also
want to assign an iSeeIt! Animated Video if you notice that students are struggling with a
particular topic, even after class. Students can also be assigned the continuing case for each
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A Special Focus on Career Readiness
The ninth edition has a new strategic focus on career readiness. The authors’ goal is to provide
you the information and teaching resources needed to develop students’ career readiness
competencies desired by employers. The authors provide you the following information and
resources:
• Chapter 1, Section 1.7, introduces the concept of career readiness and identifies the
competencies desired by employers.
Material in the TRM related to career readiness will have the following icon:
CAREER
READINESS
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Responsibilities: Doing the Right Thing
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CAREER READINESS-BASED PERSONAL DEVELOPMENT PLAN
This ninth edition of Management: A Practical Introduction includes a new strategic theme
around the concept of career readiness in order to address the employers’ complaints of
graduating students not possessing the needed skills to perform effectively. We deeply care about
this issue and hope that this new feature will assist instructors develop their students’ career
readiness.
Asking students to create a career readiness development plan is one straightforward way to
guide your students toward higher career readiness. Angelo Kinicki has been doing this for years
We believe that creation of the plan is the desired end result for this course. Working the plan is
expected to happen after your class is over.
It is strongly recommended that you grade students’ plans. This enables you to assess whether
students are on the right track and provides the incentive students need to thoroughly complete
The instructor’s and students’ instructions for drafting a personal development plan are
located in the Chapter 1 TRM.
CAREER
READINESS
Kinicki/Williams, Management, 9e: Chapter 3 The Manager’s Changing Work Environment and Ethical
Responsibilities: Doing the Right Thing
SUGGESTED RESOURCES ACROSS TEACHING TOUCH POINTS MATRIX
Type of Asset
Before-Class/Lecture
During-Class/Lecture
After-Class/Lecture
SmartBook 2.0
Click and Drag Exercises
iSeeIt! Animated Videos
Self-Assessments
Case Analyses
Video Cases
Example and Practical
CAREER
READINESS
Kinicki/Williams, Management, 9e: Chapter 3 The Manager’s Changing Work Environment and Ethical
Responsibilities: Doing the Right Thing
Note: The above-mentioned assets are generally assignable and auto-gradable, except for those listed with an M,
which require manual grading. Please note that some resources will require a paid subscription.
A Week at a Glance
When creating a syllabus and schedule for students, you can utilize the above-mentioned matrix
Before Class (before Wednesday)
• Assign Chapter 3 in SmartBook, making it due Tuesday evening so that reporting can be
reviewed prior to the lecture on Wednesday. The lecture can be customized based on
• A Connect® case analysis, such as “Blue Bell Is Accused of ‘Recall Creep’ in Its
Handling of Ice Cream Contamination,” can also be included so that students can learn
about applying the concepts from the reading to a real-life scenario; further engaging
them prior to the class session. If desired, you can then introduce a follow-up activity
CAREER
READINESS
Kinicki/Williams, Management, 9e: Chapter 3 The Manager’s Changing Work Environment and Ethical
Responsibilities: Doing the Right Thing
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McGraw-Hill Education.
• Manager’s Hot Seat videos can be utilized to open up class discussion. Many of these Hot
Seats cover frequent, yet controversial topics, and they ask students to describe what
their decision-making process would be in those situations. Many times, students will
recommend conflicting approaches to solving the issues in the videos; therefore, there is
more class engagement. For the planning chapter, one recommended Manager’s Hot
Seat is “Groping for Answers.”
• If time allows, and you would like to dive into real situations, you can discuss an
After Class (after Wednesday)
• You can assign a Connect® exercise, such as the continuing case on Uber, to reinforce
student comprehension of material and to also test application of concepts.
• You can also assign an online quiz or test on the material.
This example is simply a week out of many that will provide for rigorous learning and student
impact! You can utilize this format when creating a syllabus and extrapolate the rest of the
weeks.
Kinicki/Williams, Management, 9e: Chapter 3 The Manager’s Changing Work Environment and Ethical
Responsibilities: Doing the Right Thing
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LEARNING OBJECTIVES
3.2 Identify important stakeholders inside the organization.
3.4 Explain the importance of ethics and values in effective management.
3.6 Discuss the role of corporate governance in assessing management performance.
Kinicki/Williams, Management, 9e: Chapter 3 The Manager’s Changing Work Environment and Ethical
Responsibilities: Doing the Right Thing
TEACHING RESOURCES
Section
Resource Type
3.1: The Triple Bottom
Line: People, Planet, &
Profit
(2 minutes)
3.2: The Community of
Stakeholders Inside the
Organization
3.3: The Community of
Stakeholders Outside the
Organization
3.4: The Ethical
Responsibilities Required of
ONLINE
VIDEO
Kinicki/Williams, Management, 9e: Chapter 3 The Manager’s Changing Work Environment and Ethical
Responsibilities: Doing the Right Thing
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Connect Click and Drag
Group Exercise
Connect Click and Drag
Self-Assessment 1
3.5: The Social
Responsibilities Required of
You as a Manager
(2 minutes)
Connect Click and Drag
Connect Click and Drag
(7 minutes)
Self-Assessment 2
Connect Case Analysis
Connect Video Case
3.6: Corporate Governance
CAREER
READINESS
CAREER
READINESS
ONLINE
VIDEO
ONLINE
VIDEO
Kinicki/Williams, Management, 9e: Chapter 3 The Manager’s Changing Work Environment and Ethical
Responsibilities: Doing the Right Thing
ONLINE
ARTICLE
(30 minutes)
the Job Interview
with Supplemental Activity
Action
Challenge
Kinicki/Williams, Management, 9e: Chapter 3 The Manager’s Changing Work Environment and Ethical
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Copyright © 2020 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
McGraw-Hill Education.
Application-Based
Activity
Please note Harvard Business Review articles are subscription-based or accessible via hbsp.harvard.edu as
examination copy. Also note that resources like The Wall Street Journal will require a paid subscription.
Kinicki/Williams, Management, 9e: Chapter 3 The Manager’s Changing Work Environment and Ethical
Responsibilities: Doing the Right Thing
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OVERVIEW OF THE CHAPTER
3.1 The Triple Bottom Line: People, Planet, & Profit
Many businesses, small and large, are beginning to subscribe to a new standard of
3.2 The Community of Stakeholders Inside the Organization
3.3 The Community of Stakeholders Outside the Organization
The external environment of stakeholders consists of the task environment and the
3.4 The Ethical Responsibilities Required of You as a Manager
3.5 The Social Responsibilities Required of You as a Manager
3.6 Corporate Governance
Corporate governance is the system of governing a company so that the interests of
3.7 Career Corner: Managing Your Career Readiness
The career readiness competency most directly linked with ethical behavior is
Kinicki/Williams, Management, 9e: Chapter 3 The Manager’s Changing Work Environment and Ethical
3-7
Copyright © 2020 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
McGraw-Hill Education.
promises, and avoiding those who lack integrity. One can also be an ethical consumer by
purchasing Fair Trade items, bringing in one’s own grocery bags, only purchasing items
that are ethically made or sourced, and not buying knockoffs.
Kinicki/Williams, Management, 9e: Chapter 3 The Manager’s Changing Work Environment and Ethical
Responsibilities: Doing the Right Thing
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CLASSROOM OUTLINE
Manage U: Increase Ethical Behavior by Fostering an Ethical Climate
Employees need the right environment, or organizational climate, to flourish. Employees at
Wells Fargo created 3.5 million unauthorized new accounts in 2016 in order to achieve
Possible Topics for Discussion:
● To what extent did Wells Fargo have an ethical climate?
Wells Fargo had an unethical climate. Management put employees under extreme
pressure to achieve ambitious goals and turned a blind eye to what was happening. The
● How can you model ethical behavior to others at school?
3.1 The Trip Bottom Line: People, Planet, & Profit
POWERPOINT SLIDES:
Kinicki/Williams, Management, 9e: Chapter 3 The Manager’s Changing Work Environment and Ethical
Responsibilities: Doing the Right Thing
Section 3.1 describes the triple bottom line, consisting of the 3 Ps of people, planet, and profit.
Success in these areas can be measured through a social audit. The concept of the triple bottom
line is important to many Millennials.
Topics and Tips for Discussion:
1. Evaluate the extent to which your company (or a previous one) performs on each of the
dimensions of the triple bottom line. What recommendations for improvement would you
provide to the firm?
2. Discuss the reasons why Millennials seem to have a greater need for meaning than other
generational cohorts.
Section 3.1 Key Concepts:
The Triple Bottom Line
● The triple bottom line—representing people, planet, and profit (the 3 Ps)—measures an
organization’s social, environmental, and financial performance.
● Social audit is a systematic assessment of a company’s performance in implementing
socially responsible programs.
The Millennials’ Search for Meaning