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Essentials of Contemporary Management 10e By Gareth Jones and Jennifer George Instructor Manual
Essentials of Contemporary Management 10e By Gareth Jones and Jennifer George Instructor Manual
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,Instructor Solution Manual ForEssentials of Contemporary Management 10e By Gareth
Jones and Jennifer George
Chapter 1-14
Chapter 01
The Management Process Today
CHAPTER CONTENTS
Learning Objectives 1-2
Key Definitions/Terms 1-3
Chapter Overview 1-5
Lecture Outline 1-6
Lecture Enhancers 1-14
Management in Action 1-16
Building Management Skills 1-23
Managing Ethically 1-27
Be the Manager 1-28
Case in the News 1-29
Connect Features 1-30
PowerPoint Slides 1-31
1-1
© McGraw Hill LLC. All rights reserved. No reproduction or distribution without the prior written consent of McGraw Hill LLC.
,LEARNING OBJECTIVES
LO 1-1. Describe what management is, why management is important, what
managers do, and how managers use organizational resources
efficiently and effectively to achieve organizational goals.
LO 1-2. Distinguish among planning, organizing, leading and controlling (the
four principal managerial tasks), and explain how managers’ ability to
handle each one affects organizational performance.
LO 1-3. Differentiate among three levels of management and understand the
tasks and responsibilities of managers at different levels in the
organizational hierarchy.
LO 1-4. Distinguish among three kinds of managerial skill, and explain why
managers are divided into different departments to perform their tasks
more efficiently and effectively.
LO 1-5. Contrast the differences between managers, entrepreneurs, and
intrapreneurs.
LO 1-6. Discuss the principal challenges managers face in today’s increasingly
competitive global environment.
1-2
© McGraw Hill LLC. All rights reserved. No reproduction or distribution without the prior written consent of McGraw Hill LLC.
, KEY DEFINITNONS/TERMS
competitive advantage: The ability of one innovation: The process of creating new or improved
organization to outperform other organizations goods and services or developing better ways to
because it produces the desired goods or services produce or provide them.
more efficiently and effectively than they do. leading: Articulating a clear vision and energizing
conceptual skills: The ability to analyze and and enabling organizational members so that they
diagnose a situation and to distinguish between cause understand the part they play in achieving
and effect. organizational goals; one of the four principal tasks
of management.
controlling: Evaluating how well an organization is
achieving its goals and taking action to maintain or management: The planning, organizing, leading and
improve performance; one of the four principal tasks controlling of human and other resources to achieve
of management. organizational goals efficiently and effectively.
core competency: The specific set of departmental middle manager: A manager who supervises first-
skills, knowledge and experience that allows one line managers and is responsible for finding the best
organization to outperform another. way to use resources to achieve organizational goals.
department: A group of people who work together organizational performance: A measure of how
and possess similar skills or use the same knowledge, efficiently and effectively a manager uses resources
tools, or techniques to perform their jobs. to satisfy customers and achieve organizational goals.
effectiveness: A measure of the appropriateness of organizational structure: A formal system of task
the goals an organization is pursuing and of the and reporting relationships that coordinates and
degree to which the organization achieves those motivates organizational members so they work
goals. together to achieve organizational goals.
efficiency: measure of how well or productively organizations: Collections of people who work
resources are used to achieve a goal. together and coordinate their actions to achieve a
wide variety of goals or desired future outcomes.
empowerment: The expansion of employees‘
knowledge, tasks, and decision-making organizing: Structuring working relationships in a
responsibilities. way that allows organizational members to work
together to achieve organizational goals; one of the
first-line manager: A manager who is responsible four principal tasks of management.
for the daily supervision of non-managerial
employees. outsourcing: Contracting with another company,
usually abroad, to have it perform an activity the
global organizations: Organizations that operate and organization previously performed itself.
compete in more than one country.
planning: Identifying and selecting appropriate
human skills: The ability to understand, alter, lead goals; one of the four principal tasks of management.
and control the behavior of other individuals and
groups.
1-3
© McGraw Hill LLC. All rights reserved. No reproduction or distribution without the prior written consent of McGraw Hill LLC.
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