Chapter 1
The Management Process
Everyone becomes a manager someday
Chapter Objectives
Each Chapter contains several inset features designed to assist the student reader in
applying the concepts to relevant examples. Management Live illustrates how popular
movies demonstrate management concepts in the chapter. Role Models features a
management professional that illustrates key chapter concepts in a novel, visionary or
inspirational way. Explore Yourself refers students to self assessment activities relevant to
concepts in the chapter. Ethics Check profiles examples of ethical issues in management.
Manager's Library features books that illustrate current events or trends relevant to chapter
concepts. Facts to Consider introduces research or trends that may be used for class
discussion in the classroom or online for distance learning.
Chapter 1 begins to explore the fundamental notions of what a manager actually does, the
requirements for a manager, and the expectations. Both the benefits and challenges are
discussed. It may be worthwhile to have the class reflect at the outset on a person for whom
they may have already worked or played sports with that they believe was a good manager.
Then perhaps ask students to describe some of this person’s traits for further reinforcement
and discussion as you present Chapter 1.
Suggested learning activities for Management Live, Explore Yourself, Role Models, Ethics
Check, Facts to Consider and Manager's Library are included at the end of each Chapter in
this Instructor’s Resource Guide.
The objectives of Chapter 1 may be summarized as:
1. To describe the varying types and levels of managers
,2. To convey how managers are measured for effectiveness
3. To define accountability, especially in the face of changing and multiple expectations
4. To describe the intensity and stress of managing
5. To explain the four key functions of managers: Plan, Organize, Lead, and Control
6. To describe managers in terms of skills as well as roles enacted
7. To define ethics and corporate governance
8. To explain globalization, job migration and other trends; and how students can begin
to prepare for the contemporary organization in light of these trends, issues and
concerns
9. To define diversity and discrimination
10. To review how talent and intellectual capital drive high-performance organizations
,Chapter Outline
1.1 What Does it Mean to Be a Manager?
Managers are persons who directly supervise, support, and help activate work efforts
to achieve the performance goals of individuals, teams, or even an organization as a
whole.
Organizations have different types and levels of managers
Figure 1.1 depicts an organization as a series of “layers,” each of which represents
different levels of work and managerial responsibilities.
First-line manager is someone who leads a group of people who perform non-
managerial duties.
Common titles are department head, team leader, supervisor
Middle Managers are persons in charge of relatively large departments or divisions
consisting of several smaller work units or teams.
Usually supervise several first-line managers
Examples are clinic directors in hospitals, plant managers, and regional sales
managers in businesses
Top managers are responsible for the performance of the organization as a whole.
Chief Executive Officer (CEO), President, Vice Presidents
Expected to be alert to trends in the external environment, recognize
problems and opportunities, and to lead the organization to long-term
success
Best are strategic thinkers, can communicate well, and keep organization
members focused on important objectives
Boards of Directors
Responsible for Corporate Governance and the active oversight of the affairs
of the organization and the performance of its top management
, The CEO or President typically reports to the Board of Directors who are
responsible for the hiring, firing and compensation of senior executives
In non-profit organizations, may be called the Board of Trustees
Accountability is a cornerstone of managerial performance
Describes the requirement of one person to answer to a higher authority for
performance achieved in his or her area of work responsibility
Accountability flows upward in organizations
Managers are also dependent on others to do the required work
Effective managers strive for both performance and satisfaction
Quality of work life (QWL) is integral to managers being a success
QWL includes respect and valued employees, fair pay, safe working conditions,
learning and growth opportunities, and pride in the workplace
Managers must meet multiple and changing expectations
Managers today often referred to as “coaches” or “coordinators”
See Figure 1.2–an upside-down pyramid depicting a new mindset for managers
acting as coaches; the organization exists to serve its customers
1.1 Questions for discussion suggested answers
1) Each of us will be “managers” in several ways beyond work lives: managing our
career; volunteer organizations; households; sports teams; daily priorities, etc.
2) Quality of work life connects directly to employee satisfaction and productivity and
customer satisfaction. If employee morale is poor and/or if employees are not
viewed as individuals with unique goals and concerns, this will impact current sales
and profitability; it will also impact retention, and the costs associated with
replacing experienced employees are quite high.
The Management Process
Everyone becomes a manager someday
Chapter Objectives
Each Chapter contains several inset features designed to assist the student reader in
applying the concepts to relevant examples. Management Live illustrates how popular
movies demonstrate management concepts in the chapter. Role Models features a
management professional that illustrates key chapter concepts in a novel, visionary or
inspirational way. Explore Yourself refers students to self assessment activities relevant to
concepts in the chapter. Ethics Check profiles examples of ethical issues in management.
Manager's Library features books that illustrate current events or trends relevant to chapter
concepts. Facts to Consider introduces research or trends that may be used for class
discussion in the classroom or online for distance learning.
Chapter 1 begins to explore the fundamental notions of what a manager actually does, the
requirements for a manager, and the expectations. Both the benefits and challenges are
discussed. It may be worthwhile to have the class reflect at the outset on a person for whom
they may have already worked or played sports with that they believe was a good manager.
Then perhaps ask students to describe some of this person’s traits for further reinforcement
and discussion as you present Chapter 1.
Suggested learning activities for Management Live, Explore Yourself, Role Models, Ethics
Check, Facts to Consider and Manager's Library are included at the end of each Chapter in
this Instructor’s Resource Guide.
The objectives of Chapter 1 may be summarized as:
1. To describe the varying types and levels of managers
,2. To convey how managers are measured for effectiveness
3. To define accountability, especially in the face of changing and multiple expectations
4. To describe the intensity and stress of managing
5. To explain the four key functions of managers: Plan, Organize, Lead, and Control
6. To describe managers in terms of skills as well as roles enacted
7. To define ethics and corporate governance
8. To explain globalization, job migration and other trends; and how students can begin
to prepare for the contemporary organization in light of these trends, issues and
concerns
9. To define diversity and discrimination
10. To review how talent and intellectual capital drive high-performance organizations
,Chapter Outline
1.1 What Does it Mean to Be a Manager?
Managers are persons who directly supervise, support, and help activate work efforts
to achieve the performance goals of individuals, teams, or even an organization as a
whole.
Organizations have different types and levels of managers
Figure 1.1 depicts an organization as a series of “layers,” each of which represents
different levels of work and managerial responsibilities.
First-line manager is someone who leads a group of people who perform non-
managerial duties.
Common titles are department head, team leader, supervisor
Middle Managers are persons in charge of relatively large departments or divisions
consisting of several smaller work units or teams.
Usually supervise several first-line managers
Examples are clinic directors in hospitals, plant managers, and regional sales
managers in businesses
Top managers are responsible for the performance of the organization as a whole.
Chief Executive Officer (CEO), President, Vice Presidents
Expected to be alert to trends in the external environment, recognize
problems and opportunities, and to lead the organization to long-term
success
Best are strategic thinkers, can communicate well, and keep organization
members focused on important objectives
Boards of Directors
Responsible for Corporate Governance and the active oversight of the affairs
of the organization and the performance of its top management
, The CEO or President typically reports to the Board of Directors who are
responsible for the hiring, firing and compensation of senior executives
In non-profit organizations, may be called the Board of Trustees
Accountability is a cornerstone of managerial performance
Describes the requirement of one person to answer to a higher authority for
performance achieved in his or her area of work responsibility
Accountability flows upward in organizations
Managers are also dependent on others to do the required work
Effective managers strive for both performance and satisfaction
Quality of work life (QWL) is integral to managers being a success
QWL includes respect and valued employees, fair pay, safe working conditions,
learning and growth opportunities, and pride in the workplace
Managers must meet multiple and changing expectations
Managers today often referred to as “coaches” or “coordinators”
See Figure 1.2–an upside-down pyramid depicting a new mindset for managers
acting as coaches; the organization exists to serve its customers
1.1 Questions for discussion suggested answers
1) Each of us will be “managers” in several ways beyond work lives: managing our
career; volunteer organizations; households; sports teams; daily priorities, etc.
2) Quality of work life connects directly to employee satisfaction and productivity and
customer satisfaction. If employee morale is poor and/or if employees are not
viewed as individuals with unique goals and concerns, this will impact current sales
and profitability; it will also impact retention, and the costs associated with
replacing experienced employees are quite high.
