MGMT, 11th Edition
SOLUTION MANUAL FOR
MGMT (MindTap Course List) 11th Edition
by Chuck Williams
Chapter 1
Management
Pedagogy Map
This chapter begins with the learning outcome summaries and key terms, followed by a set of
lesson plans that the instructors can use while explaining the concepts.
Lesson Plan for Lecture (for large sections)
Lesson Plan for Group Work (for smaller classes)
Assignments with Teaching Tips and Solutions
o What Would You Do? Case Assignment––Netflix Headquarters
o Self-Assessment––Is Management for You?
o Management Decision––Should We Try to Make More Money?
o Group Activity––Saying No to an Investor
o Practice Being a Manager––Finding a Management Job
o Develop Your Career Potential––Interview Two Managers
o Management Workplace––Profile on Camp Bow Wow
o Review Questions
o Assignment
o Additional Resources
Highlighted Assignments Key Points
What Would You Do? Case After a period of phenomenal growth, Netflix faces
Assignment several challenges as it strives to develop new ways to
deliver movies.
Self-Assessment Students get a glimpse of whether their skills overlap
those required by managers.
, Management Decision Students must consider whether an airline should follow
its competitors in charging fees for checked baggage.
Management Team Decision Students consider what a company should do when its
philosophy conflicts with that of its biggest investor.
Practice Being a Manager Students explore the hiring process by role-playing
interviews for management positions they research in
the newspaper and online.
Develop Your Career Potential Students interview two managers and compare the
managers’ responses to the information in the chapter.
Reel to Real Video Assignment: Candace Stathis, a general manager at Camp Bow
Management Workplace Wow, faces several challenges to keep the camp
running as efficiently as possible.
Supplemental Resources
4LTR Press supplements and online assets include PowerPoint Lectures, Test Banks, Executive
Profiles, What Would You Do Cases (WWYD), and Self-Assessment Activities. Within the
exposition (narrative), students will experience interactive problems that include matching and
fill-in-the-blank problems. They will also encounter the second half of the WWYD Case and the
Self-Assessment content.
Learning Outcomes
LO1-1 Describe what management is.
Good management is basic to starting a business, growing a business, and maintaining a business
after it has achieved some measure of success.
LO 1-2 Explain the four functions of management.
Henri Fayol, who was a managing director (CEO) of a large steel company in the early 1900s,
was one of the founders of the field of management. According to Fayol, managers need to
perform five managerial functions in order to be successful: planning, organizing, coordinating,
commanding, and controlling. Most management textbooks today have updated this list by
dropping the coordinating function and referring to Fayol’s commanding function as “leading.”
Fayol’s management functions are thus known today in this updated form as planning,
,organizing, leading, and controlling. Planning involves determining organizational goals and a
means for achieving them. Organizing is deciding where decisions will be made, who will do
what jobs and tasks, and who will work for whom in the company. The third management
function, leading, involves inspiring and motivating workers to work hard to achieve
organizational goals. The last function of management, controlling, is monitoring progress
toward goal achievement and taking corrective action when progress isn’t being made.
LO 1-3 Describe different kinds of managers.
There are four kinds of managers, each with different jobs and responsibilities: top managers,
middle managers, first-line managers, and team leaders. Top managers have three major
responsibilities. First, they are responsible for creating a context for change. After that vision or
mission is set, the second responsibility of top managers is to develop employees’ commitment
to and ownership of the company’s performance. Third, top managers must create a positive
organizational culture through language and action. Finally, top managers are responsible for
monitoring their business environments. Middle managers hold positions such as plant manager,
regional manager, or divisional manager. They are responsible for setting objectives consistent
with top management’s goals and for planning and implementing subunit strategies for achieving
those objectives. A third responsibility of middle management is to monitor and manage the
performance of the subunits and individual managers who report to them. Finally, middle
managers are also responsible for implementing the changes or strategies generated by top
managers. The primary responsibility of first-line managers is to manage the performance of
entry-level employees who are directly responsible for producing a company’s goods and
services. They also make detailed schedules and operating plans based on middle management’s
intermediate-range plans. Team leaders are primarily responsible for facilitating team activities
toward accomplishing a goal.
LO1-4 Explain the major roles and subroles that managers perform in their jobs.
Professor Henry Mintzberg followed five American CEOs, shadowing each for a week and
analyzing their mail, their conversations, and their actions. He concluded that managers fulfill
three major roles while performing their jobs—interpersonal, informational, and decisional. In
fulfilling the interpersonal role of management, managers perform three subroles: figurehead,
leader, and liaison. In the figurehead role, managers perform ceremonial duties such as greeting
company visitors, speaking at the opening of a new facility, or representing the company at a
community luncheon to support local charities. In the leader role, managers motivate and
encourage workers to accomplish organizational objectives. In the liaison role, managers deal
with people outside their units.
Mintzberg described three informational subroles: monitor, disseminator, and spokesperson. In
the monitor role, managers scan their environment for information, actively contact others for
, information, and, because of their personal contacts, receive a great deal of unsolicited
information. In the disseminator role, managers share the information they have collected with
their subordinates and others in the company. In contrast to the disseminator role, in which
managers distribute information to employees inside the company, managers in the
spokesperson role share information with people outside their departments or companies.
According to Mintzberg, managers engage in four decisional subroles: entrepreneur, disturbance
handler, resource allocator, and negotiator. In the entrepreneur role, managers adapt themselves,
their subordinates, and their units to change. In the disturbance handler role, managers respond to
pressures and problems so severe that they demand immediate attention and action. In the
resource allocator role, managers decide who will get what resources and how many resources
they will get. In the negotiator role, managers negotiate schedules, projects, goals, outcomes,
resources, and employee raises.
LO 1-5 Explain what companies look for in managers.
When companies look for employees who would be good managers, they look for individuals
who have technical skills, human skills, conceptual skills, and the motivation to manage.
Technical skills are the specialized procedures, techniques, and knowledge required to get the
job done. Human skills can be summarized as the ability to work well with others. Conceptual
skills are the ability to see the organization as a whole, to understand how the different parts of
the company affect each other, and to recognize how the company fits into or is affected by its
external environment such as the local community, social and economic forces, customers, and
the competition. Motivation to manage is an assessment of how motivated employees are to
interact with superiors, participate in competitive situations, behave assertively toward others,
tell others what to do, reward good behavior and punish poor behavior, perform actions that are
highly visible to others, and handle and organize administrative tasks.
LO 1-6 Discuss the top mistakes that managers make in their jobs.
Another way to understand what it takes to be a manager is to look at the mistakes managers
make. Five of the top ten mistakes managers make are being insensitive to others; being cold,
aloof, and/or arrogant; betraying trust; being overly ambitious; and failing to address specific
performance problems with the business.
LO 1-7 Describe the transition that employees go through when they are promoted to
management.
In her book Becoming a Manager: Mastery of a New Identity, Harvard Business School
professor Linda Hill followed the development of nineteen people in their first year as managers.
Initially, the managers in Hill’s study believed that their job was to exercise formal authority and
SOLUTION MANUAL FOR
MGMT (MindTap Course List) 11th Edition
by Chuck Williams
Chapter 1
Management
Pedagogy Map
This chapter begins with the learning outcome summaries and key terms, followed by a set of
lesson plans that the instructors can use while explaining the concepts.
Lesson Plan for Lecture (for large sections)
Lesson Plan for Group Work (for smaller classes)
Assignments with Teaching Tips and Solutions
o What Would You Do? Case Assignment––Netflix Headquarters
o Self-Assessment––Is Management for You?
o Management Decision––Should We Try to Make More Money?
o Group Activity––Saying No to an Investor
o Practice Being a Manager––Finding a Management Job
o Develop Your Career Potential––Interview Two Managers
o Management Workplace––Profile on Camp Bow Wow
o Review Questions
o Assignment
o Additional Resources
Highlighted Assignments Key Points
What Would You Do? Case After a period of phenomenal growth, Netflix faces
Assignment several challenges as it strives to develop new ways to
deliver movies.
Self-Assessment Students get a glimpse of whether their skills overlap
those required by managers.
, Management Decision Students must consider whether an airline should follow
its competitors in charging fees for checked baggage.
Management Team Decision Students consider what a company should do when its
philosophy conflicts with that of its biggest investor.
Practice Being a Manager Students explore the hiring process by role-playing
interviews for management positions they research in
the newspaper and online.
Develop Your Career Potential Students interview two managers and compare the
managers’ responses to the information in the chapter.
Reel to Real Video Assignment: Candace Stathis, a general manager at Camp Bow
Management Workplace Wow, faces several challenges to keep the camp
running as efficiently as possible.
Supplemental Resources
4LTR Press supplements and online assets include PowerPoint Lectures, Test Banks, Executive
Profiles, What Would You Do Cases (WWYD), and Self-Assessment Activities. Within the
exposition (narrative), students will experience interactive problems that include matching and
fill-in-the-blank problems. They will also encounter the second half of the WWYD Case and the
Self-Assessment content.
Learning Outcomes
LO1-1 Describe what management is.
Good management is basic to starting a business, growing a business, and maintaining a business
after it has achieved some measure of success.
LO 1-2 Explain the four functions of management.
Henri Fayol, who was a managing director (CEO) of a large steel company in the early 1900s,
was one of the founders of the field of management. According to Fayol, managers need to
perform five managerial functions in order to be successful: planning, organizing, coordinating,
commanding, and controlling. Most management textbooks today have updated this list by
dropping the coordinating function and referring to Fayol’s commanding function as “leading.”
Fayol’s management functions are thus known today in this updated form as planning,
,organizing, leading, and controlling. Planning involves determining organizational goals and a
means for achieving them. Organizing is deciding where decisions will be made, who will do
what jobs and tasks, and who will work for whom in the company. The third management
function, leading, involves inspiring and motivating workers to work hard to achieve
organizational goals. The last function of management, controlling, is monitoring progress
toward goal achievement and taking corrective action when progress isn’t being made.
LO 1-3 Describe different kinds of managers.
There are four kinds of managers, each with different jobs and responsibilities: top managers,
middle managers, first-line managers, and team leaders. Top managers have three major
responsibilities. First, they are responsible for creating a context for change. After that vision or
mission is set, the second responsibility of top managers is to develop employees’ commitment
to and ownership of the company’s performance. Third, top managers must create a positive
organizational culture through language and action. Finally, top managers are responsible for
monitoring their business environments. Middle managers hold positions such as plant manager,
regional manager, or divisional manager. They are responsible for setting objectives consistent
with top management’s goals and for planning and implementing subunit strategies for achieving
those objectives. A third responsibility of middle management is to monitor and manage the
performance of the subunits and individual managers who report to them. Finally, middle
managers are also responsible for implementing the changes or strategies generated by top
managers. The primary responsibility of first-line managers is to manage the performance of
entry-level employees who are directly responsible for producing a company’s goods and
services. They also make detailed schedules and operating plans based on middle management’s
intermediate-range plans. Team leaders are primarily responsible for facilitating team activities
toward accomplishing a goal.
LO1-4 Explain the major roles and subroles that managers perform in their jobs.
Professor Henry Mintzberg followed five American CEOs, shadowing each for a week and
analyzing their mail, their conversations, and their actions. He concluded that managers fulfill
three major roles while performing their jobs—interpersonal, informational, and decisional. In
fulfilling the interpersonal role of management, managers perform three subroles: figurehead,
leader, and liaison. In the figurehead role, managers perform ceremonial duties such as greeting
company visitors, speaking at the opening of a new facility, or representing the company at a
community luncheon to support local charities. In the leader role, managers motivate and
encourage workers to accomplish organizational objectives. In the liaison role, managers deal
with people outside their units.
Mintzberg described three informational subroles: monitor, disseminator, and spokesperson. In
the monitor role, managers scan their environment for information, actively contact others for
, information, and, because of their personal contacts, receive a great deal of unsolicited
information. In the disseminator role, managers share the information they have collected with
their subordinates and others in the company. In contrast to the disseminator role, in which
managers distribute information to employees inside the company, managers in the
spokesperson role share information with people outside their departments or companies.
According to Mintzberg, managers engage in four decisional subroles: entrepreneur, disturbance
handler, resource allocator, and negotiator. In the entrepreneur role, managers adapt themselves,
their subordinates, and their units to change. In the disturbance handler role, managers respond to
pressures and problems so severe that they demand immediate attention and action. In the
resource allocator role, managers decide who will get what resources and how many resources
they will get. In the negotiator role, managers negotiate schedules, projects, goals, outcomes,
resources, and employee raises.
LO 1-5 Explain what companies look for in managers.
When companies look for employees who would be good managers, they look for individuals
who have technical skills, human skills, conceptual skills, and the motivation to manage.
Technical skills are the specialized procedures, techniques, and knowledge required to get the
job done. Human skills can be summarized as the ability to work well with others. Conceptual
skills are the ability to see the organization as a whole, to understand how the different parts of
the company affect each other, and to recognize how the company fits into or is affected by its
external environment such as the local community, social and economic forces, customers, and
the competition. Motivation to manage is an assessment of how motivated employees are to
interact with superiors, participate in competitive situations, behave assertively toward others,
tell others what to do, reward good behavior and punish poor behavior, perform actions that are
highly visible to others, and handle and organize administrative tasks.
LO 1-6 Discuss the top mistakes that managers make in their jobs.
Another way to understand what it takes to be a manager is to look at the mistakes managers
make. Five of the top ten mistakes managers make are being insensitive to others; being cold,
aloof, and/or arrogant; betraying trust; being overly ambitious; and failing to address specific
performance problems with the business.
LO 1-7 Describe the transition that employees go through when they are promoted to
management.
In her book Becoming a Manager: Mastery of a New Identity, Harvard Business School
professor Linda Hill followed the development of nineteen people in their first year as managers.
Initially, the managers in Hill’s study believed that their job was to exercise formal authority and
