CHAPTER 1
Managing and the Manager’s Job
Part One of the text is simply INTRODUCING MANAGEMENT. Part One consists of two chapters.
Chapter One outlines the manager’s job and Chapter Two covers the history of management and
contemporary issues facing management.
Number range NL1CHAPTER SUMMARY
Chapter One provides an overview of management and the manager’s job. After a brief introduction, the
chapter describes the management process around which the book is organized. It then identifies and
describes various kinds of managers. Next, the chapter discusses basic managerial roles and skills. After
an analysis of the nature of managerial work, the chapter examines the scope of management in profit-
seeking and not-for-profit organizations. In conclusion, the chapter addresses a variety of challenges
facing managers today.
Number range NL1LEARNING OBJECTIVES
After covering this chapter, students should be able to:
1Number range NL_a. Describe the nature of management, define management and managers, and
characterize their importance to contemporary organizations.
2Number range NL_a. Identify and briefly explain the four basic management functions in
organizations.
3Number range NL_a. Describe the kinds of managers found at different levels and in different areas of
the organization.
4Number range NL_a. Identify the basic managerial roles played by managers and the skills they need
to be successful.
5Number range NL_a. Discuss the science and the art of management, describe how people become
managers, and summarize the scope of management in organizations.
6Number range NL_a. Characterize the new workplace that is emerging in organizations today.
MANAGEMENT IN ACTION
How to Make Mistakes and Influence People
The opening incident describes Elaine Wherry, Meebo co-founder, and her belief that all managers make
mistakes. “Everyone has to go through the same rites of passage,” but “you recover more quickly” when
you admit and reflect upon your mistakes. After starting Meebo with two friends in 2005, Wherry began
losing sleep obsessing over mistakes she made throughout the day. She began keeping a journal of her
,mistakes and after leaving Meebo in 2012 wrote “100 Mistakes” on her blog, complete with drawings.
Wherry may turn her idea into a graphic novel but is currently busy giving presentations to management
and entrepreneurship groups.
Discussion Starter: Do you believe Wherry is correct in her assumption that all new
managers make the same mistakes? Would you be offended if you boss handed you a
bulleted list of ways you would fail as Wherry did? Do you think her use of stories to drive
the points home is more effective?
,Number range NL1Number range NLILECTURE OUTLINE
Organizations and their managers play an important role in contemporary society.
An organization is defined as a group of people working together in a structured and coordinated fashion
to achieve a set of goals.
Teaching Tip: Note the names of your school and several local organizations as further
examples of different kinds of organizations that exist in your town. These examples will
help make the material immediately relevant and realistic for your students.
INumber range NLA. AN INTRODUCTION TO MANAGEMENT
Many different definitions of management exist. This book uses a resource-based definition.
Resources is defined broadly to include human, financial, physical, and information resources.
Teaching Tip: Note the similarities and differences among the kinds of resources used
by profit-seeking and not-for-profit organizations. For example, both an airline and a
university may buy food in bulk, but they have different revenue sources to pay for it.
Group Exercise: A good icebreaking exercise for the first day of class is to have
students form small groups, select two or three different kinds of organizations, and
identify examples of the different kinds of resources used by those organizations.
As indicated in Figure 1.1, management is a set of activities—including planning and decision
making, organizing, leading, and controlling—directed at an organization’s human, financial,
physical, and information resources with the aim of achieving organizational goals in an efficient
and effective manner.
Teaching Tip: Review the definition of management with your students and stress its
connection with the overall text layout. In particular, note that each of the basic
management functions—planning, organizing, leading, controlling—mentioned in the
definition is covered in a major part of the book.
Efficient means using resources wisely and in a cost-effective way.
Effective means making the right decisions and successfully implementing them.
A manager is someone whose primary responsibility is to carry out the management process.
In particular, a manager is someone who plans and makes decisions, organizes, leads, and controls
human, financial, physical, and information resources.
Teaching Tip: Again, note the relationship of the definition of a manager to the overall
framework and structure of the book itself. Be sure to stress, however, that these
management functions are not likely to be performed in an orderly or routine sequence.
Discussion Starter: Ask students to identify other examples of managers, with an
emphasis on as many different kinds of organizations and management positions as
, possible. The wide variety of answers that is likely to emerge can be used to stress the
diversity that exists in managerial work.
IINumber range NLA. THE MANAGEMENT PROCESS (WHAT DO MANAGERS DO?)
The management process, as noted earlier, involves the four basic functions of planning and
decision making, organizing, leading, and controlling.
These functions provide the framework around which this book is organized.
Cross-Reference: Note that Figure 1.2 is the center part of Figure 1.1, with extra
annotations describing the four management functions. The arrows convey a sense of
continuous movement among the functions, rather than a predictable, orderly sequence.
Extra Example: Jeff Bezos, CEO of Amazon.com illustrates the basic management
functions. He planned Amazon’s expansion into new products and markets. He designed
Amazon around cooperative arrangements, such as alliances with Target, Office Depot,
and Toys ‘R’ Us. As a leader, he rewards creativity and insists on efficiency.
ANumber range NL1. Planning and Decision Making: Determining Courses of Action
Planning means setting an organization’s goals and deciding how best to achieve them.
Decision making, a part of the planning process, involves selecting a course of action from
a set of alternatives.
Teaching Tip: There are five types of themed inserts that appear throughout the text.
They feature management issues related to ethics, globalization, technology, diversity,
or contemporary management controversies.
Cross-Reference: Chapters 6–9 in Part III discusses planning and decision making.
BNumber range NL1. Organizing: Coordinating Activities and Resources
Organizing involves determining how activities and resources are to be grouped.
Cross-Reference: Organizing is discussed more fully in Chapters 10–13 in Part IV.
CNumber range NL1. Leading: Motivating and Managing People
Leading is the set of processes used to get members of the organization to work together to
further the interests of the organization.
Cross-Reference: Leading is discussed more fully in Chapters 14–18 in Part V.
DNumber range NL1. Controlling: Monitoring and Evaluating Activities
Controlling means monitoring organizational progress toward goal attainment.
Cross-Reference: Controlling is discussed more fully in Chapters 19–20 in Part VI.
IIINumber range NLA. KINDS OF MANAGERS
ENumber range NL1. Managing at Different Levels of the Organization
Managing and the Manager’s Job
Part One of the text is simply INTRODUCING MANAGEMENT. Part One consists of two chapters.
Chapter One outlines the manager’s job and Chapter Two covers the history of management and
contemporary issues facing management.
Number range NL1CHAPTER SUMMARY
Chapter One provides an overview of management and the manager’s job. After a brief introduction, the
chapter describes the management process around which the book is organized. It then identifies and
describes various kinds of managers. Next, the chapter discusses basic managerial roles and skills. After
an analysis of the nature of managerial work, the chapter examines the scope of management in profit-
seeking and not-for-profit organizations. In conclusion, the chapter addresses a variety of challenges
facing managers today.
Number range NL1LEARNING OBJECTIVES
After covering this chapter, students should be able to:
1Number range NL_a. Describe the nature of management, define management and managers, and
characterize their importance to contemporary organizations.
2Number range NL_a. Identify and briefly explain the four basic management functions in
organizations.
3Number range NL_a. Describe the kinds of managers found at different levels and in different areas of
the organization.
4Number range NL_a. Identify the basic managerial roles played by managers and the skills they need
to be successful.
5Number range NL_a. Discuss the science and the art of management, describe how people become
managers, and summarize the scope of management in organizations.
6Number range NL_a. Characterize the new workplace that is emerging in organizations today.
MANAGEMENT IN ACTION
How to Make Mistakes and Influence People
The opening incident describes Elaine Wherry, Meebo co-founder, and her belief that all managers make
mistakes. “Everyone has to go through the same rites of passage,” but “you recover more quickly” when
you admit and reflect upon your mistakes. After starting Meebo with two friends in 2005, Wherry began
losing sleep obsessing over mistakes she made throughout the day. She began keeping a journal of her
,mistakes and after leaving Meebo in 2012 wrote “100 Mistakes” on her blog, complete with drawings.
Wherry may turn her idea into a graphic novel but is currently busy giving presentations to management
and entrepreneurship groups.
Discussion Starter: Do you believe Wherry is correct in her assumption that all new
managers make the same mistakes? Would you be offended if you boss handed you a
bulleted list of ways you would fail as Wherry did? Do you think her use of stories to drive
the points home is more effective?
,Number range NL1Number range NLILECTURE OUTLINE
Organizations and their managers play an important role in contemporary society.
An organization is defined as a group of people working together in a structured and coordinated fashion
to achieve a set of goals.
Teaching Tip: Note the names of your school and several local organizations as further
examples of different kinds of organizations that exist in your town. These examples will
help make the material immediately relevant and realistic for your students.
INumber range NLA. AN INTRODUCTION TO MANAGEMENT
Many different definitions of management exist. This book uses a resource-based definition.
Resources is defined broadly to include human, financial, physical, and information resources.
Teaching Tip: Note the similarities and differences among the kinds of resources used
by profit-seeking and not-for-profit organizations. For example, both an airline and a
university may buy food in bulk, but they have different revenue sources to pay for it.
Group Exercise: A good icebreaking exercise for the first day of class is to have
students form small groups, select two or three different kinds of organizations, and
identify examples of the different kinds of resources used by those organizations.
As indicated in Figure 1.1, management is a set of activities—including planning and decision
making, organizing, leading, and controlling—directed at an organization’s human, financial,
physical, and information resources with the aim of achieving organizational goals in an efficient
and effective manner.
Teaching Tip: Review the definition of management with your students and stress its
connection with the overall text layout. In particular, note that each of the basic
management functions—planning, organizing, leading, controlling—mentioned in the
definition is covered in a major part of the book.
Efficient means using resources wisely and in a cost-effective way.
Effective means making the right decisions and successfully implementing them.
A manager is someone whose primary responsibility is to carry out the management process.
In particular, a manager is someone who plans and makes decisions, organizes, leads, and controls
human, financial, physical, and information resources.
Teaching Tip: Again, note the relationship of the definition of a manager to the overall
framework and structure of the book itself. Be sure to stress, however, that these
management functions are not likely to be performed in an orderly or routine sequence.
Discussion Starter: Ask students to identify other examples of managers, with an
emphasis on as many different kinds of organizations and management positions as
, possible. The wide variety of answers that is likely to emerge can be used to stress the
diversity that exists in managerial work.
IINumber range NLA. THE MANAGEMENT PROCESS (WHAT DO MANAGERS DO?)
The management process, as noted earlier, involves the four basic functions of planning and
decision making, organizing, leading, and controlling.
These functions provide the framework around which this book is organized.
Cross-Reference: Note that Figure 1.2 is the center part of Figure 1.1, with extra
annotations describing the four management functions. The arrows convey a sense of
continuous movement among the functions, rather than a predictable, orderly sequence.
Extra Example: Jeff Bezos, CEO of Amazon.com illustrates the basic management
functions. He planned Amazon’s expansion into new products and markets. He designed
Amazon around cooperative arrangements, such as alliances with Target, Office Depot,
and Toys ‘R’ Us. As a leader, he rewards creativity and insists on efficiency.
ANumber range NL1. Planning and Decision Making: Determining Courses of Action
Planning means setting an organization’s goals and deciding how best to achieve them.
Decision making, a part of the planning process, involves selecting a course of action from
a set of alternatives.
Teaching Tip: There are five types of themed inserts that appear throughout the text.
They feature management issues related to ethics, globalization, technology, diversity,
or contemporary management controversies.
Cross-Reference: Chapters 6–9 in Part III discusses planning and decision making.
BNumber range NL1. Organizing: Coordinating Activities and Resources
Organizing involves determining how activities and resources are to be grouped.
Cross-Reference: Organizing is discussed more fully in Chapters 10–13 in Part IV.
CNumber range NL1. Leading: Motivating and Managing People
Leading is the set of processes used to get members of the organization to work together to
further the interests of the organization.
Cross-Reference: Leading is discussed more fully in Chapters 14–18 in Part V.
DNumber range NL1. Controlling: Monitoring and Evaluating Activities
Controlling means monitoring organizational progress toward goal attainment.
Cross-Reference: Controlling is discussed more fully in Chapters 19–20 in Part VI.
IIINumber range NLA. KINDS OF MANAGERS
ENumber range NL1. Managing at Different Levels of the Organization
