100% tevredenheidsgarantie Direct beschikbaar na je betaling Lees online óf als PDF Geen vaste maandelijkse kosten
logo-home
Eerder door jou gezocht
Eerder door jou gezocht
logo
Solution Manual For Understanding Management 12th Edition by Richard L. Daft, Dorothy Marcic Chapter 1-15 €17,22
In winkelwagen
Snel navigeren naar
Voorbeeld
  2.  
  3. Solution Manual
  4.  
  5. Solution Manual

Tentamen (uitwerkingen)

Solution Manual For Understanding Management 12th Edition by Richard L. Daft, Dorothy Marcic Chapter 1-15
 0 keer verkocht
  • Vak
  • Solution Manual
  • Instelling
  • Solution Manual

Solution Manual For Understanding Management 12th Edition by Richard L. Daft, Dorothy Marcic Chapter 1-15

Voorbeeld 4 van de 341  pagina's

Document informatie

  • 4 november 2024
  • 341
  • 2024/2025
  • Tentamen (uitwerkingen)
  • Vragen en antwoorden

Onderwerpen

  • solution manual for understanding management 12th

Geschreven voor

  • Solution Manual
  • Solution Manual

Verkoper

avatar-seller
SolutionsStuvia

Ontvangen beoordelingen

Voorbeeld van de inhoud

Instructor Manual: Daft, Understanding Management, 12e, ©2023, 9780357716892;




Solution Manual For
Daft, Understanding Management, 12e, ©2023, 9780357716892;
Chapter 1: Leading Edge Management

Table of Contents
Purpose and Perspective of the Chapter ............................................................................... 2
Cengage Supplements ........................................................................................................ 3
Chapter Objectives ............................................................................................................. 3
Complete List of Chapter Activities and Assessments ............................................................. 4
Key Terms ......................................................................................................................... 6
What’s New in This Chapter ................................................................................................ 8
Chapter Outline ................................................................................................................. 9
Take a Moment: Know Yourself ..........................................................................................20
Discussion Questions .........................................................................................................22
Practice Your Skills: Self-Learning .......................................................................................25
Practice Your Skills: Group Learning ...................................................................................26
Practice Your Skills: Action Learning ...................................................................................26
Practice Your Skills: Ethical Dilemma...................................................................................26
Practice Your Skills: Case for Critical Analysis.......................................................................27
Additional Activities and Assignments..................................................................................28
Additional Resources .........................................................................................................28
Cengage Video Resources ....................................................................................................................... 28
Student Study Tools................................................................................................................................. 28
Product Support ................................................................................................................29




1 © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to
a publicly accessible website, in whole or in part.

, Instructor Manual: Chapter 1: Leading Edge Management




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.
Most new managers are unprepared for the variety of activities that managers routinely
perform. 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.
Being a good manager is more than using the skills you have. It’s also about choosing how you
will manage. Knowing the history of how management theories developed can help you choose
your management style.
Is management about managing things or managing people? Choosing the priority determines
the basic approach to management.
The classical perspective focused on things. People were of secondary importance. The push to
produce things faster was encouraged through scientific principles, bureaucracy, and
administrative principles. Workers were cogs in a huge machine.




2 © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to
a publicly accessible website, in whole or in part.

, Instructor Manual: Chapter 1: Leading Edge Management



The humanistic perspective finally focused on the people who were doing the work rather than
on the product being created. Satisfied employees worked harder and produced more products.
The future of management is affected by technology. It expands a manager’s ability to track
information and use the information to improve businesses. Employees can be given more
authority and more reason to engage with the business, working for its success.
What future role will artificial intelligence play in the realm of management? We can already see
it removing mundane, repetitive tasks that bog employees down, giving them more time
engage with each other. The end result could well be satisfied employees working at the peak
of their abilities to share in their company’s success.

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.
 Transition Guide (provides information about what’s new from edition to edition)
 MindTap Educator’s Guide (describes assets in the MindTap platform with a detailed
breakdown of activities by chapter with seat time)
 Guide to Teaching Online (provides information about the key assets within the
product and how to implement/facilitate use of the assets in synchronous and
asynchronous teaching environments)
 MindTap User Guide (provides information on how to navigate and use MindTap)
 Instructor PowerPoint Slides (These slide decks for in-class use 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
Resources‖ folder within the MindTap Learning Path and the file is also posted to the
Instructor Companion Site.)
 Test Bank
 Instructor’s Manual (Which you are reading now!)

Chapter Objectives
The following objectives are addressed in this chapter:
1.1 Explain five management competencies and the trend toward bosslessness in today’s
world.
1.2 Define the four management functions and the type of management activity
associated with each.
1.3 Explain the difference between efficiency and effectiveness, as well as their
importance for organizational performance.
1.4 Describe technical, human, and conceptual skills and their relevance for managers.
1.5 Define the management types and roles that managers perform in organizations.
1.6 Explain the unique characteristics of the manager’s role in nonprofit organizations.




3 © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to
a publicly accessible website, in whole or in part.

, Instructor Manual: Chapter 1: Leading Edge Management



1.7 Summarize the historical struggle between managing the ―things of production‖ and
the ―humanity of production.‖
1.8 Describe the current uses of the management science approach and the major
components of the humanistic management perspective.
1.9 Describe the management changes brought about by a technology-driven workplace
and those that facilitate a people-driven workplace.
1.10 Explain how artificial intelligence may help bridge the historical struggle between
managing the ―things of production‖ and the ―humanity of production.‖

Complete List of Chapter Activities and Assessments
For additional guidance on online or hybrid facilitation of these activities, refer to the Teaching
Online Guide for Principles of Management which can be found on the Instructor Companion
Site.
Also, please note that the chapter learning objectives are identified within both versions of the
PowerPoint slides so that you and your students are always aligned on the ultimate learning
goals throughout the course.
Chapter Objective Activity/Assessment Approximate Default Point Value and
Duration Feedback Settings
All objectives MindTap: Part 01: Why Does 10 minutes Grade Setting: Counts
Management Matter? Toward Grade
Number of Points:
1 pt/question

Number of Attempts: 3
All objectives MindTap: Part 01: You Make the Varies Grade Setting: Counts
Decision: Introduction to Toward Grade
Management Number of Points: 20 pt

Number of Attempts: 2
All objectives MindTap: Self-Assessment: <5 minutes Grade Setting: Counts
Manager Achievement Toward Grade
Number of Points: 3 pt
eBook/Text
Number of Attempts: 2
Objective 1.6 MindTap: Self-Assessment: How <5 minutes Grade Setting: Counts
Do You Manage Your Time? Toward Grade
Number of Points: 3 pt
eBook/Text
Number of Attempts: 2
Objective 1.10 MindTap: Self-Assessment: What <5 minutes Grade Setting: Counts
Is Your Manager Frame? Toward Grade
Number of Points: 3 pts
eBook/Text
Number of Attempts: 2



4 © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to
a publicly accessible website, in whole or in part.

Dit zijn jouw voordelen als je samenvattingen koopt bij Stuvia:

Bewezen kwaliteit door reviews

Bewezen kwaliteit door reviews

Studenten hebben al meer dan 850.000 samenvattingen beoordeeld. Zo weet jij zeker dat je de beste keuze maakt!

In een paar klikken geregeld

In een paar klikken geregeld

Geen gedoe — betaal gewoon eenmalig met iDeal, Bancontact of creditcard en je bent klaar. Geen abonnement nodig.

Focus op de essentie

Focus op de essentie

Studenten maken samenvattingen voor studenten. Dat betekent: actuele inhoud waar jij écht wat aan hebt. Geen overbodige details!

Veelgestelde vragen

Wat krijg ik als ik dit document koop?

Je krijgt een PDF, die direct beschikbaar is na je aankoop. Het gekochte document is altijd, overal en oneindig toegankelijk via je profiel.

Tevredenheidsgarantie: hoe werkt dat?

Onze tevredenheidsgarantie zorgt ervoor dat je altijd een studiedocument vindt dat goed bij je past. Je vult een formulier in en onze klantenservice regelt de rest.

Van wie koop ik deze samenvatting?

Stuvia is een marktplaats, je koop dit document dus niet van ons, maar van verkoper SolutionsStuvia. Stuvia faciliteert de betaling aan de verkoper.

Zit ik meteen vast aan een abonnement?

Nee, je koopt alleen deze samenvatting voor €17,22. Je zit daarna nergens aan vast.

Is Stuvia te vertrouwen?

4,6 sterren op Google & Trustpilot (+1000 reviews)

Afgelopen 30 dagen zijn er 69252 samenvattingen verkocht

Opgericht in 2010, al 15 jaar dé plek om samenvattingen te kopen

Start met verkopen

Laatst bekeken door jou

Overig ·

(1)

6.3 Onderzoek ten behoeve van de organisatie

€17,22
  • (0)
In winkelwagen
Toegevoegd