CHAP 1

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1-1. how do managers differ from nonmanagerial employees?

A manager is an employee in an organization who takes charge to lead a group of people. A manager is
liable to allocate resources, and supervises work assigned to each member of the team. Non-managerial
employees work under managers, and are also responsible for completion of the task assigned to them.

1-2. Why are managers important to organizations? What are their key responsibilities in an
organization?

Managers are very important for organizations because a manager plays very significant role in planning
and making decisions of the company. Managers control and monitor the employees and in the current
era managers also facilitate the work of the employees. Managers are also responsible for the allocation
of the resources available to the organization like allocation of the work force, financial resources and
material resources etc. Managers also set the short term goals of the company and they also facilitate
the top executive committee in making long term decisions about the company. For ensuring that
employee are moving in the right directions for attaining goals, managers keep checking their work.
Hence, managers play a very important role in the organizations.

The first reason why managers are important is because organizations need their managerial skills and
abilities more than ever in uncertain, complex, and chaotic times. Another reason why managers are
important to organizations is because they’re critical to getting things done. Finally, managers do
matter to organizations!

Key responsibilities

Daily Operations: The primary role of a manager is to ensure the daily functioning of a department or
group of employees.

Staffing: Most employers expect their managers to interview, hire, and train new employees.

Set Goals: A manager articulates both short and long-term goals to ensure a company’s longevity.

Liaising: Although a manager typically oversees a group of employees, managers also effectively
communicate with their bosses and convey the necessary information to the various company parties.

Administration: Managers complete administrative work and correspond with other departments.
Delegation: Effective managers have confidence in their employees and delegate tasks according to the
department’s needs.

Motivate: As a leader, a manager motivates staff and creates an environment where employees thrive.

Enforcing Policy: Managers enforce company policy to cultivate an environment that makes employees
hold one another accountable for their actions.

Training: If new technologies or systems are introduced to business, employers turn to managers to
train employees.

Evaluation: To encourage satisfactory work, managers evaluate data and employee performance.

1-3. Mintzberg suggested that specific actions or behaviors expected of and exhibited by a manager
comprise of three specific roles. Briefly explain them

Interpersonal Roles: The interpersonal roles are ones that involve people (subordinates and persons
outside the organization) and other duties that are ceremonial and symbolic in nature. The three
interpersonal roles include figurehead, leader, and liaison.

Informational Roles: The informational roles involve collecting, receiving, and disseminating
information. The three informational roles include monitor, disseminator, and spokesperson.

Decisional Roles: The decisional roles entail making decisions or choices. The four decisional roles
include entrepreneur, disturbance handler, resource allocator, and negotiator.

As managers perform these roles, Mintzberg proposed that their activities included both reflection
(thinking) and action (doing).

1-4. Explain why the universality-of-management concept still holds true or doesn’t hold true in
today’s world.

TRUE: When describing management as universal, we refer to the widespread practice of management
in all types of organizations. As noted before, one cannot bring a group of people together, regardless of
the nature of the endeavor, and expect them to accomplish objectives unless their efforts are
coordinated. Among other things, plans must be outlined, task identified, authority relationship
specified, lines of communication established, and leadership excercised. Management, therefore, is
required before any organization can expect to be effective.

NOT TRUE: Although management is universal, we should not assume that all managers are the same; if,
for no other reason, diffrences exist because no two individuals are alike. However, all managers
perform broad groups of duties that are smiliar. These groups of duties are the functions of planning,
organizing, actuating, and controlling. Although the responsibilities associated with performing the
functions vary among levels of authority, managers at all material resouces. Since the management
functions must be performed to some degree in order to achieve dsdired goals, we can say that there is,
indeed, a universality of management.
1-5. It is sometimes said that management is a tough and thankless job. Do you think this is true?

For a thankless job the success is not that noticeable while the failure is very obvious and with strong
impact.

When you have done the difficult job, you should be thanked. This is often a missing step. If it is just a
routine part of your job, you should reward yourself for confronting it and getting it done. If, however, it
was something your boss asked you to do or you decided on your own to do something outside of your
own job description that would aid the practice, you should report that it is done to your boss and you
should receive a very warm “thank you” for job well done.

However, bosses often forget the power of a “Thank You!” It’s not always easy for some bosses to even
say “thank you,” but there are some who are crazy good at always thanking their staff at any
opportunity. In fact, thanking the staff for jobs well done is the main message of this article. Staff who
are appreciated are more productive and happier.

1-6. Is the task of seeking innovative processes really a manager’s job?

Yes, because

1-7. In today’s environment, explain which is more important to organizations—efficiency or

effectiveness.

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1-8. “Management is undoubtedly one of humankind’s most important inventions.” Explain why
you do or do not agree with this statement.

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CHAP 2

2-1. Why is decision making often described as the essence of a manager’s job?

Decision making is described as the essence of a manager’s job because it is utilized in all four
managerial functions of planning, organizing, leading and controlling. (Robbins and Coulter, 2012,
p.166). Decisions, both large and small, are made every day by managers and they have the potential to
affect others.

2-2. Describe the eight steps in the decision-making process?

A. Step 1: Identifying a problem. A problem is a discrepancy between an existing and a desired state of
affairs. In order to identify a problem, you as a manager should recognize and understand the three
characteristics of problems:

1. You must be aware of the problem. Be sure to identify the actual problem rather than a symptom of
the problem.

2. You must be under pressure to act. A true problem puts pressure on the manager to take action; a
problem without pressure to act is a problem that can be postponed.

3. You must have the authority or resources to act. When managers recognize a problem and are under
pressure to take action but do not have necessary resources, they usually feel that unrealistic demands
are being put upon them.

B. Step 2: Identifying decision criteria. Decision criteria are criteria that define what is relevant in a
decision.

C. Step 3: Allocating weights to the criteria. The criteria identified in Step 2 of the decision-making
process do not have equal importance, so the decision maker must assign a weight to each of the items
in order to give each item accurate priority in the decision. Exhibit 7-2 lists the criteria and weights for
Amanda’s purchase decision for new computers.

D. Step 4: Developing alternatives. The decision maker must now identify viable alternatives that could
resolve the problem.

E. Step 5: Analyzing alternatives. Each of the alternatives must now be critically analyzed by evaluating
it against the criteria established in steps 2 and 3. Exhibit 7-3 shows the values that Amanda assigned to
each of her alternatives for a new computer. Exhibit 7-4 reflects the weighting for each alternative, as
illustrated in Exhibits 7-2 and 7-3.

F. Step 7: Selecting an alternative. This step to select the best alternative from among those identified
and assessed is critical. If criteria weights have been used, the decision maker simply selects the
alternative that received the highest score in Step 5.
G. Step 7: Implementing the alternative. The selected alternative must be implemented by effectively
communicating the decision to the individuals who will be affected by it and winning their commitment
to the decision.

H. Step 8: Evaluating decision effectiveness. This last step in the decision-making process assesses the
result of the decision to determine whether or not the problem has been resolved.

2-3. Compare and contrast the four ways managers make decisions.

Rationality: they’ll make logical and consistent choices to maximize value, a rational decision maker
would be fully objective and logical. The problem faced would be clear and unambiguous, and the
decision maker would have a clear and specific goal and know all possible alternatives and
consequences.

Bounded Rationality: managers make decisions rationally, but are limited (bounded) by their ability to
process information, they can’t possibly analyze all information on all alternatives, managers satisfice,
rather than maximize.

The Role of Intuition: It’s making decisions on the basis of experience, feelings, and accumulated
judgment.

The Role of Evidence-Based Management: The systematic use of the best available evidence to improve
management practice. EBMgt is quite relevant to managerial decision making. The four essential
elements of EBMgt are: (1) the decision maker’s expertise and judgment; (2) external evidence that’s
been evaluated by the decision maker; (3) opinions, preferences, and values of those who have a stake
in the decision; and (4) relevant organizational (internal) factors such as context, circumstances, and
organizational members.

2-4. Explain the two types of problems and decisions. Contrast the three decision-making conditions.

Types of Decisions
Structured problems
Straightforward, familiar, and easily defined problems
Unstructured problems
Problems that are new or unusual and for which information is ambiguous or incomplete
Programmed decision
A repetitive decision that can be handled by a routine approach
Nonprogrammer Decisions
Unique and nonrecurring decisions that require a custom-made solution

Decision-Making Conditions
Certainty
A situation in which a manager can make accurate decisions because all outcomes are known
Risk
A situation in which the decision maker is able to estimate the likelihood of certain outcomes
Uncertainty
A situation in which a decision maker has neither certainty nor reasonable probability estimates
available

2-5. Most managers adopt particular styles to simplify their decision-making. This helps them make
sense of information. Why do you think these styles are unreliable?

These styles are unreliable because by adopting a style, that style may include its own errors and biases
that may prevent the best decision being taken

2-6. What should a good manager do if it becomes apparent that a decision that has already been
made is clearly not working or solving the situation?

After the manager as evaluated the effectiveness of the alternative that has been implemented, he must
not start from step 1 and begin again now broadening his probabilities of the problem's cause

2-7. What is meant by the term design thinking? How do you think this approach can help
organizations? Explain what the approach helps in controlling.

Approaching management problems as designers approach design problems

2-8. What do you understand by the term personalization technologies? How does big data fit into
decision making processes?
The vast amount of quantifiable information and the sophisticated processing taking place,
personalization technologies allow for one-to-one style marketing.
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Chap 3
3-1. Is there a real difference between an omnipotent manager and a “good” manager? Explain.

3-2. “Businesses are built on relationships.” What do you think this statement means? What are the
implications for managing the external environment?

Businesses are built on relationships, because businesses are organizations that populated with people.
Some of the values of an organization that are important are credibility, honesty, quality, timeliness, and
integrity. These kinds of relationships take time to build up. Therefore, businesses must carefully
manage all relationships with stakeholders and with others in the environment.

Whatever occurs (changes) in the external environment will inevitably affect what must occur within the
internal environment as a result of change. Thus, the manager must choose among all the resources
available to adapt to that change in the most appropriate way to stay the course of achieving the
organizations primary goals and objectives.

A manager manages internal environment of the organization by keeping track of all the departments of
the organization. A manager manages external environment of the organization by keeping track of all
the customers, competitions and economy.

How the external environment effect manager?

External and internal environment directly effects the decision making of the manager. Let's understand
it with the help of an example. Xyz company manager has arrived at office during snow in London. Due
to heavy snowfall (External Environment) staff or subordinates of managers have not reached the home.
Manager has to discuss some urgent business deals with his staff. This is the way how managers are
affected by external environment factors.

3-3. Refer to Exhibit 3-6. How would a first-line manager’s job differ in these two organizations? How
about a top-level manager’s job?

First-level managers are also called first-line managers or supervisors. These managers have job titles
such as: Office manager, Shift supervisor, Department manager, Foreperson, Crew leader, Store
manager. First-line managers are responsible for the daily management of line workers-the employees
who actually produce the product or offer the service. There are first-line managers in every work unit in
the organization. Although first-level managers typically do not set goals for the organization, they have
a very strong influence on the company. These are the managers that most employees interact with on
a daily basis, and if the managers perform poorly, employees may also perform poorly, may lack
motivation, or may leave the company.

3-4. Classrooms have cultures. Describe your classroom culture using the seven dimensions of
organizational culture. Does the culture constrain your instructor? How? Does it constrain you as a
student? How?

3-5. Distinguish between people and team orientation as dimensions of organizational culture.

3-6. Why is strong culture likely to have a greater influence on employees compared to weak culture?

A culture is considered strong when there is cohesion around beliefs, behavioral rules, traditions, and
rituals. Strong cultures typically feature their beliefs, behavioral rules, traditions, and rituals in public
displays so that employees can use these cultural elements for decision making throughout the
organization. Strong cultures include:
 More than one strong leader who articulates beliefs, behavioral rules, traditions, and rituals that
are aligned with customer needs, strategic direction, and competitive environments.
 Organizational commitment to operating its business as directed by the culture.
  Unfaltering commitment by the organization to support its key stakeholders — business
partners, suppliers, employees, customers, and shareholders (if any) — and by extension the
community, society, and environment.

3-7. Using Exhibit 3-8, explain how a culture is formed and maintained.
3-8. How can an innovative culture be characterized according to Goran Ekvall?

Chap 4
4-1. A monolingual, parochial, and ethnocentric organization is bound to fail. Discuss.
4-2. The European Union is an economic and political partnership of countries. What are the practical
implications of this union?
4-3. Discuss the role of the World Trade Organization (WTO).
4-4. What are the characteristics of a multidomestic corporation?
4-5. Describe the different ways organizations can go international.
4-6. Can the GLOBE framework presented in this chapter be used to guide managers in a Russian
hospital or a government agency in Egypt? Explain.
4-7. What challenges might confront a Mexican manager transferred to the United States to manage a
manufacturing plant in Tucson, Arizona? Will these issues be the same for a U.S. manager transferred
to Guadalajara? Explain.
4-8. How might the cultural differences in the GLOBE dimensions affect how managers (a) use work
groups, (b) develop goals/plans, (c) reward outstanding employee performance, and (d) deal with
employee conflict?
4-9. Explain how the global political/legal and economic environments affect
managers of global organizations.
4-10. Is globalization good for business? For consumers? Discuss.
4-11. Do you think that corporations that outsource to developing countries have a responsibility of
care to the workers on those sites?
4-12. What can be done globally to ensure that employees working under such conditions are
protected?

CHAP 6
6-1. Give reasons why you think an organization might not value social responsibility. 6-2. Many
organizations around the world claim they are green. What criteria would you consider to objectively
evaluate their green credentials? 6-3. How might the moral development of an individual affect their
ethical stance? 6-4. How can internal and external locus of control influence work behaviors? 6-5.
Internet file sharing programs are popular among college students. These programs work by allowing
nonorganizational users to access any local network where desired files are located. Because these
types of file sharing programs tend to clog bandwidth,
local users’ ability to access and use a local network is reduced. What ethical and social
responsibilities does a university have in this situation? To whom do they have a responsibility? What
guidelines might you suggest for university decision makers? 6-6. What are some problems that could
be associated with employee whistle-blowing for (a) the whistleblower and (b) the organization? 6-7.
Describe the characteristics and behaviors of someone you consider to be an ethical person. How
could the types of decisions and actions this person engages in be encouraged in a workplace? 6-8.
Explain the ethical and social responsibility issues facing managers today.
CHAP 7
7-1. Identify and discuss the four key internal forces of change. 7-2. With an example, explain the term
organizational development. 7-3. What are the three ways to address people’s resistance to change?
7-4. Distinguish between role overload and role ambiguity with the help of examples. 7-5. How are
opportunities, constraints, and demands related to stress? Give an example of each.
7-6. Planned change is often thought to be the best approach to take in organizations. Can unplanned
change ever be effective? Explain. 7-7. Organizations typically have limits to how much change they
can absorb. As a manager, what signs would you look for that might suggest your organization has
exceeded its capacity to change? 7-8. Innovation requires allowing people to make mistakes.
However, being wrong too many times can be disastrous to your career. Do you agree? Why or why
not? What are the implications for nurturing innovation?
CHAP 8
8-1. Explain what studies have shown about the relationship between planning and performance. 8-2.
Planning takes a lot of effort. Why do you think people should engage in it? 8-3. Define the term goal
and explain how planning fits into an organization’s goal. 8-4. If planning is so crucial, why do some
managers choose not to do it? What would you tell these managers? 8-5. Outline the five steps
required for setting goals in an organization. Explain how they work. 8-6. What is the fastest-growing
area of environmental scanning? What does it provide to an organization?
8-7. What types of planning do you do in your personal life? Describe these plans in terms of being (a)
strategic or operational, (b) short term or long term, and (c) specific or directional. 8-8. Many
companies have a goal of becoming more environmentally sustainable. One of the most important
steps they can take is controlling paper waste. Choose a company—any type, any size. You’ve been
put in charge of creating a program to do this for your company. Set goals and develop plans. Prepare
a report for your boss (that is, your professor) outlining these goals and plans
CHAP 9
9-1. Describe the six steps in the strategic management process.
9-2. Distinguish between an organization’s external opportunities and its threats.
9-3. There are three different types of corporate strategies. Do you think all corporate strategies
revolve around growth? Why or why not?
9-4. Should ethical considerations be included in analyses of an organization’s internal and
external environments? Why or why not?
9-5. What is the role of competitive advantage? Provide examples of the different types of
competitive advantage.
9-6. Describe the role of competitive advantage and how Porter’s competitive strategies help
an organization develop competitive advantage.
9-7. “The concept of competitive advantage is as important for not-for-profit organizations as it is
for for-profit organizations.” Do you agree or disagree with this statement? Explain, using
examples to make your case.
9-8. Describe first mover advantage and suggest examples.
CHAP 10
10-1. Discuss the traditional and contemporary views of each of the six key elements of organizational
design.
10-2. Contrast mechanistic and organic organizations.
10-3. Discuss why you think an organization might be keen to increase its managers’ span of control.
10-4. In terms of organizational designs, what is a simple structure?
10-5. Why is structure important? Why does an organization need a clear structure? Are there any
other reasons for organizational structures beyond the formal arrangement of jobs, roles, and
responsibilities?
10-6. Management in an organization isn’t restricted to having line authority over subordinates. There
is also staff authority present in many organizations. Distinguish between these two types of
authority.
CHAP 11
11-1. With regard to organizational designs, what do you understand by the term team structure?
11-2. Outline the disadvantages of a learning structure.
11-3. How does a cross-functional team work?
11-4. Why do you think it would be a challenge to manage global structural issues in organizations
these days?
11-5. How does each of the different types of collaboration (both internal and external)
contribute to more coordinated and integrated work efforts?
11-6. What structural issues might arise in managing employees’ flexible work arrangements? Think
about what you’ve learned about organizational design. How might that information help a
manager address those issues?
11-7. Does the idea of a flexible work arrangement appeal to you? Why or why not?
11-8. Why is it a challenge to “keep employees connected” in today’s organizations?

CHAP 12
12-1. Discuss the external environmental factors that most directly affect the HRM process.
12-2. Some critics claim that corporate HR departments have outlived their usefulness and are not
there to help employees, but to keep the organization from legal problems. What do you think? What
benefits are there to having a formal HRM process? What drawbacks?
12-3. Describe the different selection devices and which work best for different jobs.
12-4. What are the benefits and drawbacks of realistic job previews? (Consider this question from the
perspective of both the organization and the employee.)
12-5. Describe the two main types of training. How do you think these tend to be delivered?
12-6. Distinguish between MBO and BARS as appraisal methods.
12-7. How do you think downsizing should be handled?
12-8. What do you understand by the term family-friendly benefits? Give some examples of these
benefits in action.
CHAP 13
13-1. Describe the different types of groups and the five stages of group development.
13-2. Explain how external conditions and group member resources affect group performance and
satisfaction.
13-3. Discuss how group structure, group processes, and group tasks influence group performance and
satisfaction.
13-4. Compare groups and teams.
13-5. Why are virtual teams not suitable for all situations?
13-6. Discuss how having clear goals can make a team more effective.
13-7. List and describe the key benefits of global teams.
13-8. A recent review of team studies indicated that teams with high levels of interpersonal
interconnectedness attain goals better and are more committed to each other. Do you agree? Why or
why not?
CHAP 14

CHAP 15
CHAP 16
CHAP 17
CHAP 18