Solutions Manual Management, 13th Canadian Edition by Stephen P. Robbins, Isbn. 9780137683093.
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Buisness management
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Buisness Management
Solutions, Solutions Manual for Management, 13th Canadian Edition by Stephen P. Robbins, Mary Coulter, Ed Leach, Mary Kilfoil .
ISBN: 9780137683093.
solutions for Management 13e, 13ce robbins.
, Contents
Chapter 1: Managers and You in the Workplace
Supplement 1A Management History
Chapter 2: Organizational Culture and the Organizational Environment
Chapter 3: Embracing Diversity and Inclusion
Chapter 4: Managing in a Global Environment
Chapter 5: Understanding and Embracing an Entrepreneurial Mindset
Chapter 6: Managing Responsibly and Ethically
Chapter 7: Managing Innovation, Adaptability and Change
Chapter 8: Decision Making
Chapter 9: Planning Work Activities
Chapter 10: Managing Strategically
Supplement 10A Planning and Control Techniques
Chapter 11: Designing Organizational Structure
Chapter 12: Managers and Communication
Chapter 13: Managing Human Resources
Chapter 14: Being an Effective Leader
Chapter 15: Motivating Employees
Chapter 16: Creating and Managing Teams
Chapter 17: Monitoring and Controlling
Supplement 17A Managing Operations
, Chapter 1
Managers and You in the Workplace
In this introductory chapter, your students will explore the concepts of management, manager
skills, and organizations in today’s dynamic business environment. We will introduce you to who
managers are and what they do. One thing you’ll discover is that the work managers do is vitally
important to organizations. But you’ll also see that being a manager—a good manager—isn’t
easy. The best companies and organizations are more flexible, more efficient, and more
adaptable. Focus on the following learning outcomes as you read and study this chapter.
LEARNING OUTCOMES
After reading this chapter you should be able to:
1.1 Tell who managers are and where they work.
• Know how to manage your time.
• Develop your skill at being politically aware.
1.2 Explain why managers are important to organizations.
1.3 Describe the functions, roles, and skills of managers.
1.4 Describe the factors that are reshaping and redefining the
manager’s job.
1.5 Explain the value of studying management.
CHAPTER OUTLINE
Management Myth
Managers don’t need to know about human resources that’s the job of HR Departments.
Anyone who works in an organization —not just managers— can gain insight into
how organizations work and the behaviours of their boss and co-workers by taking a
course in management. This chapter’s “debunked” myth often surprises students majoring in
other subjects than management since they don’t expect to be managers. Later in this chapter,
the authors explain why the study of management is valuable to every student, no matter what
you’re majoring in or whether you are a manager or aspire to be a manager.
Point your students to the Bust the Myth video in Revel.
, Who Are Managers and Where Do They Work?
LO 1.1 Tell who managers are and where they work.
Managers may not be who or what you might expect! Managers can range in age from 18 to
80+. They run large corporations, medium-sized businesses, and entrepreneurial start-ups.
They’re also found in government departments, hospitals, not-for-profit agencies, museums,
schools, and even non-traditional organizations such as political campaigns and music tours.
Managers can also be found doing managerial work in every country on the globe. In addition,
some managers are top level managers while others are first-line managers. And today,
managers are just as likely to be women as they are men. But no matter where managers are
found or what gender they are, managers have exciting and challenging jobs!
Who is a Manager?
A. The changing nature of organizations and work often requires employees in formerly
nonmanagerial jobs to perform managerial activities. Students who are preparing for
careers on any organizational level can benefit from acquiring management skills.
Today’s employees need to be cross-trained and multi-skilled.
B. How do we define a manager? A manager is someone who coordinates and oversees
the work of other people so that organizational goals can be accomplished. However,
keep in mind that managers may have additional work duties not related to coordinating
the work of others.
Types of Managers
A. Managers can be classified by their level in the organization, particularly in traditionally
structured organizations—those shaped like a pyramid (see Exhibit 1-1).
1. First-line (or front-line) managers (often called supervisors) are typically
involved with producing the organization’s products or servicing the organization’s
customers. These managers are located on the lowest level of management.
2. Middle managers include all levels of management between the first level and the
top level of the organization. They may have titles such as regional manager,
project leader, store manager, or division manager.
3. Top managers include managers at or near the top of the organization who are
responsible for making organization-wide decisions and establishing plans and
goals that affect the entire organization.
Where Do Managers Work?
A. An organization is a deliberate arrangement of people to accomplish some specific
purpose. Organizations share three common characteristics (See Exhibit 1-2): (1) each
has a distinct purpose; (2) each is composed of people; and (3) each develops some
deliberate structure so members can do their work.
A. Although these three characteristics are important in defining what an organization is,
the concept of an organization is changing. These changes include flexible work
arrangements, employee work teams, open communication systems, and supplier
alliances. Organizations are becoming more open, flexible, and responsive to changes.
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