Chapter 1
Managers and Managing
CHAPTER CONTENTS
Learning Objectives 1-2
Key Definitions/Terms 1-2
Chapter Overview 1-4
Lecture Outline 1-4
Lecture Enhancers 1-20
Management in Action 1-22
Building Management Skills 1-29
Managing Ethically 1-32
Small Group Breakout Exercise 1-33
Exploring the World Wide Web 1-35
Be the Manager 1-36
, Case in the News 1-37
Supplemental Features 1-39
Manager’s Hot Seat 1-42
Instructor PowerPoint Slides 1-43
LEARNING OBJECTIVES
LO1-1. Describe what management is, why management is important, what managers do, and
how managers utilize organizational resources efficiently and effectively to achieve
organizational goals.
LO1-2. Distinguish among planning, organizing, leading and controlling (the four principle
managerial tasks), and explain how managers’ ability to handle each one affects
organizational performance.
LO1-3. Differentiate among the three levels of management, and understand the tasks and
responsibilities of managers at different levels of the organizational hierarchy.
LO1-4. Distinguish between three kinds of managerial skill, and explain why mangers are
divided into different departments to perform their tasks more efficiently and effectively.
LO1-5. Discuss some major changes in management practices today that have occurred as a
result of globalization and the use of advanced information technology (IT).
LO1-6. Discuss the principle challenges managers face in today’s increasingly competitive
global environment
,KEY DEFINITIONS/TERMS
Competitive advantage: The ability of one organization to outperform other organizations
because it produces the desired goods or services more efficiently and effectively than they do.
Conceptual skills: The ability to analyze and diagnose a situation and to distinguish between cause
and effect.
Controlling: Evaluating how well an organization is achieving its goals and taking action to
maintain or improve performance; one of the four principle tasks of management.
Core competency: The specific set of departmental skills, knowledge, and experience that allows
one organization to outperform another.
Department: A group of people who work together and possess similar skills or use the same
knowledge, tools, or techniques to perform their jobs.
Effectiveness: A measure of the appropriateness of the goals an organization is pursuing and the
degree to which the organization achieves those goals.
Efficiency: A measure of how well or how productively resources are used to achieve a goal.
Empowerment: The expansion of employees’ knowledge, tasks, and decision-making
responsibilities.
First-line manager: A manager who is responsible for the daily supervision of non-managerial
employees.
Global organizations: Organizations that operate and compete in more than one country.
Human skills: The ability to understand, alter, lead, and control the behavior of other individuals
and groups.
Innovation: The process of creating new or improved goods and services or developing better
ways to produce or provide them.
Leading: Articulating a clear vision and energizing and enabling organizational members so that
they understand the part they play in achieving organizational goals; one of the four principle tasks
of management.
Management: The planning, organizing, leading, and controlling of human and other resources to
achieve organizational goals efficiently and effectively.
Middle manager: A manager who supervises first-line managers and is responsible for finding the
, best way to use resources to achieve organizational goals.
Organizational performance: A measure of how efficiently and effectively a manager uses
resources to satisfy customers and achieve organizational goals.
Organizational structure: A formal system of task and reporting relationships that coordinates
and motivates organizational members so they work together to achieve organizational goals.
Organizations: Collections of people who work together and coordinate their actions to achieve a
wide variety of goals or desired future outcomes.
Organizing: Structuring working relationships in a way that allows organizational members to
work together to achieve organizational goals; one of the four principal tasks of management.
Outsourcing: Contracting with another company, usually abroad, to have it perform an activity the
organization previously performed itself.
Planning: Identifying and selecting appropriate goals; one of the four principle tasks of
management.
Restructuring: Downsizing an organization by eliminating the jobs of large numbers of top, middle,
and first-line managers and non-managerial employees.
Self-managed team: A group of employees who assume responsibility for organizing, controlling,
and supervising their own activities and monitoring the quality of the goods and services they
provide.
Strategy: A cluster of decisions about what goals to pursue, what actions to take, and how to use
resources to achieve goals.
Technical skills: The job-specific knowledge and techniques required to perform an organizational
role.
Top manager: A manager, who establishes organizational goals, decides how departments
should interact, and monitors the performance of middle managers.
Top management team: A group composed of the CEO, the COO, the president, and the heads of
the most important departments.
Turnaround management: The creation of a new vision for a struggling company based on a new
approach to planning and organizing to make better use of a company’s resources and allow it to
survive and prosper.
CHAPTER OVERVIEW
Managers and Managing
CHAPTER CONTENTS
Learning Objectives 1-2
Key Definitions/Terms 1-2
Chapter Overview 1-4
Lecture Outline 1-4
Lecture Enhancers 1-20
Management in Action 1-22
Building Management Skills 1-29
Managing Ethically 1-32
Small Group Breakout Exercise 1-33
Exploring the World Wide Web 1-35
Be the Manager 1-36
, Case in the News 1-37
Supplemental Features 1-39
Manager’s Hot Seat 1-42
Instructor PowerPoint Slides 1-43
LEARNING OBJECTIVES
LO1-1. Describe what management is, why management is important, what managers do, and
how managers utilize organizational resources efficiently and effectively to achieve
organizational goals.
LO1-2. Distinguish among planning, organizing, leading and controlling (the four principle
managerial tasks), and explain how managers’ ability to handle each one affects
organizational performance.
LO1-3. Differentiate among the three levels of management, and understand the tasks and
responsibilities of managers at different levels of the organizational hierarchy.
LO1-4. Distinguish between three kinds of managerial skill, and explain why mangers are
divided into different departments to perform their tasks more efficiently and effectively.
LO1-5. Discuss some major changes in management practices today that have occurred as a
result of globalization and the use of advanced information technology (IT).
LO1-6. Discuss the principle challenges managers face in today’s increasingly competitive
global environment
,KEY DEFINITIONS/TERMS
Competitive advantage: The ability of one organization to outperform other organizations
because it produces the desired goods or services more efficiently and effectively than they do.
Conceptual skills: The ability to analyze and diagnose a situation and to distinguish between cause
and effect.
Controlling: Evaluating how well an organization is achieving its goals and taking action to
maintain or improve performance; one of the four principle tasks of management.
Core competency: The specific set of departmental skills, knowledge, and experience that allows
one organization to outperform another.
Department: A group of people who work together and possess similar skills or use the same
knowledge, tools, or techniques to perform their jobs.
Effectiveness: A measure of the appropriateness of the goals an organization is pursuing and the
degree to which the organization achieves those goals.
Efficiency: A measure of how well or how productively resources are used to achieve a goal.
Empowerment: The expansion of employees’ knowledge, tasks, and decision-making
responsibilities.
First-line manager: A manager who is responsible for the daily supervision of non-managerial
employees.
Global organizations: Organizations that operate and compete in more than one country.
Human skills: The ability to understand, alter, lead, and control the behavior of other individuals
and groups.
Innovation: The process of creating new or improved goods and services or developing better
ways to produce or provide them.
Leading: Articulating a clear vision and energizing and enabling organizational members so that
they understand the part they play in achieving organizational goals; one of the four principle tasks
of management.
Management: The planning, organizing, leading, and controlling of human and other resources to
achieve organizational goals efficiently and effectively.
Middle manager: A manager who supervises first-line managers and is responsible for finding the
, best way to use resources to achieve organizational goals.
Organizational performance: A measure of how efficiently and effectively a manager uses
resources to satisfy customers and achieve organizational goals.
Organizational structure: A formal system of task and reporting relationships that coordinates
and motivates organizational members so they work together to achieve organizational goals.
Organizations: Collections of people who work together and coordinate their actions to achieve a
wide variety of goals or desired future outcomes.
Organizing: Structuring working relationships in a way that allows organizational members to
work together to achieve organizational goals; one of the four principal tasks of management.
Outsourcing: Contracting with another company, usually abroad, to have it perform an activity the
organization previously performed itself.
Planning: Identifying and selecting appropriate goals; one of the four principle tasks of
management.
Restructuring: Downsizing an organization by eliminating the jobs of large numbers of top, middle,
and first-line managers and non-managerial employees.
Self-managed team: A group of employees who assume responsibility for organizing, controlling,
and supervising their own activities and monitoring the quality of the goods and services they
provide.
Strategy: A cluster of decisions about what goals to pursue, what actions to take, and how to use
resources to achieve goals.
Technical skills: The job-specific knowledge and techniques required to perform an organizational
role.
Top manager: A manager, who establishes organizational goals, decides how departments
should interact, and monitors the performance of middle managers.
Top management team: A group composed of the CEO, the COO, the president, and the heads of
the most important departments.
Turnaround management: The creation of a new vision for a struggling company based on a new
approach to planning and organizing to make better use of a company’s resources and allow it to
survive and prosper.
CHAPTER OVERVIEW
