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Solution Manual for Management 14th Edition

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Science

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University Of Toronto (U Of T )

Solution Manual for Management 14th Edition Instructor Manual Table of Contents Purpose and Perspective of the Chapter............................................................................ 3 Cengage Supplements..................................................................................

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Uploaded on July 20, 2022
Number of pages 24
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Solution Manual for Management 14th Edition
Daft

1

,Instructor Manual
Table of Contents
Purpose and Perspective of the Chapter............................................................................ 3
Cengage Supplements..................................................................................................... 3
Chapter Objectives.......................................................................................................... 4
Complete List of Chapter Activities and Assessments.......................................................... 4
Key Terms ..................................................................................................................... 7
What’s New in This Chapter ............................................................................................. 8
Chapter Outline .............................................................................................................. 9
Discussion Questions......................................................................................................17
Apply Your Skills: Engagement Exercise ...........................................................................21
Apply Your Skills: Small Group Breakout ..........................................................................21
Apply Your Skills: Ethical Dilemma ...................................................................................22
Apply Your Skills: Case for Critical Analysis.......................................................................22
Additional Activities and Assignments ..............................................................................23
Additional Resources ......................................................................................................24
Cengage Video Resources ....................................................................................................................... 24
Student Study Tools................................................................................................................................. 24
Product Support ............................................................................................................24

2

, Purpose and Perspective of the Chapter
At most businesses or nonprofits, you are either a manager or you report to a manager.
Therefore, it’s a good idea to understand what a manager is and what role they play in a
business.
As our business environment changes, the skills or competencies a manager needs change.
Today’s managers are less controlling than in the past. Enabling employees to succeed is
becoming more common than telling them what to do.
Regardless of how managers’ behavior has changed, the basic functions of business must still
be performed for an organization to succeed. Planning, organizing, leading, and controlling are
the functions of the management process.
Organizational goals must be met in an efficient and effective manner to succeed. The
organizational goals should be met within a reasonable time frame while using the least amount
of resources possible.
Managers need a mix of skills—technical, human, and conceptual. The closer a manager is to
the people doing the work, the more important technical skills are. As a manager moves up,
technical skills become less important. The ability to work with and through other people and to
work effectively as a group member, known as human skills, becomes more important.
Conceptual skills help a manager see the big picture and make decisions that affect the entire
business and how it operates.
Management can fail for many reasons. The most common reason is ineffective communication
skills and practices, so if you want to succeed as a top-level manager at some point in the
future, you should focus on development in those areas.
Becoming a manager means shifting your concentration from the technical skills that originally
got you the job to learning how to help others succeed by building teams and networks and
becoming a motivator and organizer.
A manager’s job differs depending on the position’s level. It can be a first-level, middle, or top-
level management position. No matter what level the manager is, every day is characterized by
variety, fragmentation, and brevity. Time management is a valuable skill. It enables a manager
to fulfill the informational, interpersonal, and decisional roles.
A lot of management skills that apply to businesses apply to nonprofit organizations as well.
However, businesses focus on earning money while nonprofit organizations focus on making a
social impact. Obtaining a reliable source of funding can be challenging for nonprofit
organizations. Managers must use their resources carefully for the organization to succeed.

Cengage Supplements
The following product-level supplements provide additional information that may help you in
preparing your course. They are available in the Instructor Resource Center.
 Instructor PowerPoint Slides for in-class use (these feature a variety of options
for class interaction)
 Student PowerPoint Slides- This version of the slides has any instructor-facing notes
and activities removed. Students using MindTap can find these files in the “Additional

3

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