Book:

Introduction To Managment

CHAPTER 1 (Management and Organizations):

Q#1: how do managers differ from Non-Managerial Employees?

A: The managers set the goals of an organization and are responsible for the
success and failure of goals and objectives, if they succeed in achieving these goals
then they take credit for their achievements and if fail they alone suffer the
consequences for the failure.

Whereas, the non-managerial employees can be skilled or un-skilled workers

which are made to work in order to achieve the goals. They are usually responsible
for their own work; they report to the

Manager and may not interact directly with the people outside the company.

Q#2: Is your course instructor a manager? Discuss in terms of managerial

functions.

A: Instructor as a manager;

A mangers work is to he regulate the activities of

the institute he is appointed for. Some of his responsibilities are;

 He is also responsible to look after the office affairs.

 His main duty is that to for see that his staff members are loyal and obedient
to him.
 If the manager has sharp eyes and ears then he is able to have full control
over his staff.
 Looking upon all the work is also his duty.

Manager functions;
 According to the function manager perform certain activities
like:
 Planning
 Organizing
 Leading
 Controlling
Manager roles;
Some important roles of a manager are discussed in detail below:
 Interpersonal roles:
Managerial role that involves people and other duties
that is ceremonial and symbolic in nature.
 Informational roles:
These are the roles that involve collecting, receiving
and disseminating information.
 Decisional roles:
It includes the roles like making important decisions and
choices, which have an effect on your staff as well as our reputation.

Manager skills;

I. Technical skills:
They are the skills in which one has specific knowledge
and technique need to proficiently perform work task, these skills tend
to be more important for first line managers.
II. human skills:
Human skills which involve the ability to work with people
both individually and in a group. Because all manager deal with
people, these skills are equally important to all level of management.
The mangers who know these skills also lead and motivate there staff.
III. conception skills:
These skills are based on the manager’s thinking concept. It
is necessary in order to understand the relation among various
subunits and visual how the organization fit into border environment.
Q#3: The mangers most basic responsibility is to focus people toward
performance of work activities to achieve desired outcomes. What’s your
interpretation of this statement? Do you agree or not?

A: yes, I agree that the manager’s most basic responsibility is to focus people
toward performance of work activities desired outcomes.

The managers are the one who set the goals and are a symbol of
motivation and inspiration for their staff. If somehow they face failure in their
goals they alone face the consequences.

Q#4: Explain the universality of management concept. Does it hold true in

today’s world? Why?

A: universality of management refers to its principles, techniques, functions and

skills from one time, place or job to another. All these management practices are
equally and applicable everywhere in the world.

These techniques and functions can be practiced in every organized effort,

whether it is a business, shop, or industry, govt, social or educational. A successful
manager of a company or afield can be equally successful in the other.

Q#5: Is business management a profession? Why or why not?

A: Because managers hold a status in society similar to that of doctors and lawyers,
it is natural to think of business as a profession and of business schools as
professional schools. Although business schools might be able to reach consensus
on what they should teach, after all successful businesses are commonly run by
people without MBAs. Managers' roles are inherently general, variable, and
indefinable; their core skill is to integrate across functional areas, groups of people,
and circumstances.

Thus business education must be highly collaborative and learning

must differ according to the stage of a student's career. Business schools are not
professional schools. They are incubators for business leadership.

Q#6: is there one best “STYLE” of management? Why or why not?

A: it would be difficult to say that there is “best” style since we are dealing with
interpersonal relation here there a lot of difference a lot.

1. You have the manger as people they have certainty personality and skins
that naturally lead them to certain style of leadership.
2. There are those being managed. A good manager often uses different style
with different employees.
3. The work place and type of work might call for different style while the
manager of a team might able to use a style to lead his or her team.

Q#7: Does the way that contemporary organizations are structured appeal to
you? Why or why not?

A: Yes, because a strict organization as represented in the traditional organizations

puts a barrier in responding to the rapidly changing environments. Contemporary
organizational structures consist of the matrix, lattice, virtual and networked
organizations. But we will only discuss matrix organizations.

Matrix organizations cross a traditional functional structure with a

product structure. Specifically, employees reporting to department managers are
also combined together to form project or product teams. As a result, each person
reports to a department manager as well as a project or product manager. a
company may utilize a matrix structure to balance the benefits of product-based
and traditional functional structures.

Q#8: In today’s environment, which is more important to organizations-

efficiency or effectiveness? Explain.

A: no, organization can succeed in today’s highly competitive world unless it is

both efficient and effective.

An efficient organization is the one that produces goods and products using
the least possible number of inputs.

An effective organization is one that gives its customers what they desire;
they have to make goods which the people are interested in buying.

Q#9: Researchers at Harvard business school found that the most important
managerial behaviors involve two fundamental things: enabling people to
move forward in their work and treating them decently like human beings.
What do you think of these two managerial behaviors? What are the
implications for someone?

A: Students vary in the degree to which they see businesses as entities that care and
concern for their employees.  However, most managers realize that it is a
manager’s jobs to develop an employee’s skill level and to make sure that they are
also developing as individuals. Both of these practices will help increase an
employee’s performance. Skills of job candidates have become important to
employers because of today’s demanding and rapidly changing workplace and
employees need to be self-motivated to constantly upgrade their skills and take on
extra work outside of their own specific job area.  In addressing the implications of
these behaviors with students will tell us that organizations treat their employees
well or poorly.

Q#10: “management is undoubtly one of humankinds most important

inventions”.do you agree with this statement?

A: it is mankind’s most important invention from the past 100 years, advances in
management, techniques used to compound human effort. These efforts have help
to power the economy and annual budget, project management, divisionalization,
brand management and a lot more since early 1900.

CHAPTER 2 (Understanding Management’s context: constraints

and challenges):
1.  Describe the two perspectives on how much impact managers have on an
organization’s success or failure?

A manager is directly responsible for the success and failure of the organization. 
Top CEO’s (and head football coaches) would be more likely to be held
accountable for the entire organization’s outcomes while lower level managers
would be held responsible for the outcomes in their respective departments.  This
view adopts the premise that managers set the priorities/goals of the organization
and are responsible for making major success oriented decisions.  If the goals and
decisions managers choose are correct, then the organization should thrive. The
symbolic view is a counterpart to the omnipotent view and asserts that much of an
organization’s success or failure can be attributed to factors in the external
environment, such as competition, economic conditions, or governmental
influences.  According to this view, management decisions are often flawed and
poorly implemented due to factors beyond their direct control.  Considering the
random and ambiguous situations manager’s face, they should not be held
responsible for organizational performance.

2.  Why is it important for managers to understand the external environment

components?
 The external environment consists of numerous factors that have an impact on the
organization. Political and legal factors (such as government regulations),
demographics that affect labor supply, and technological developments directly
affect the management of an organization, including planning and decision-
making.

3. Describe an effective culture for (a) a relatively stable environment and (b)
a dynamic environment. Explain your choices.
 An effective culture for a relatively stable environment would likely emphasize
outcomes such as quality and productivity and would give significant attention to
detail. It would not require high levels of innovation, risk taking, or
aggressiveness.

 Conversely, an effective culture for a dynamic environment would likely em-

phasize aggressiveness, innovation, risk taking, and team orientation. To stay on
top of continual environmental changes, this organization would have a culture that
celebrates productive work behaviors.
  
4. “Businesses are built on relationships.” What do you think this statement
means? What are implications for managing the external environment?
 Organizations depend on their environment and their stakeholders as a source of
inputs and a recipient of outputs. Good relationships can lead to organizational
outcomes such as improved predictability of environmental changes, more
successful innovations, greater degrees of trust among stakeholders, and greater
flexibility in acting to reduce the impact of change. In addition, relationship
management and maintaining good relationships have been proven by many
researchers to have an effect on organizational performance. High-performing
companies tend to consider the interests of all major stakeholder groups as they
make decisions.

5. Refer to Exhibit 3-3. How would a first-line manager’s job differ in these
two organizations? How about a top-level manager’s job?
 In Organization A, strong attention would be given to detail, with little innovation
and risk taking. Teamwork would not be encouraged, and employees would be
viewed as a means to an end. Strict controls would be placed on workers, and task
achievement would be most important. The supervisor would have little latitude
and would do things “by the book.”

 In Organization B, innovation and risk taking would be highly encouraged. The
supervisor would have more autonomy in how to achieve goals. Employees would
be given the opportunity to provide input, and a team approach would be used.
People would be viewed as important contributors. The supervisor’s job would be
more like that of a coach, encourager, and facilitator.
6. Classrooms have cultures. Describe your class culture using the seven
dimensions of organizational culture. Does the culture constrain your
instructor? How?
 Answers to this question will vary. Have students look at the seven dimensions of
organizational culture described in the text and rate them from high to low for the
class. One point you might want to explore:  What role does your instructor play in
establishing the culture of the classroom? Ask students to relate this information to
the role a manager might play in establishing the culture of a business
organization.

7. Can culture be a liability to an organization?  Explain.

In some cases, organizational culture could be a liability.  In the global
environment, a society that discriminates on the basis of ethnicity or gender or in
the exploitation of workers could experience a backlash from the reactions of
consumers in other nations. (See, for example, Reebok’s and Nike’s problems
regarding manufacturing in emerging nations.)

8.  Discuss the impact of a strong culture on organizations and managers.

At one time, researchers supported a direct connection between the strength of an
organizations culture and its performance.  Today, we know that the strength of an
organization’s culture is more closely tied to acceptance of an organization’s
values.  Exhibit 2-7, gives five employee related outcomes of strong vs. weak
cultures.  In the end, strong cultures aid a manager in fulfilling their functions:
planning, organizing, leading and controlling.

9.  Using Exhibit 2-8, explain how a culture is formed and maintained.

Culture is established and maintained through the transmission and adoption of
values.  Following the figure from left to right, we see that the founder, through the
values they choose for the organization, is the person most responsible for setting
the organizational culture.  The strength of founder values is then reinforced by the
employees chosen for the organization.  Employees who are selected for their fit
with the founder’s values will carry on the culture better than those who do not
adopt his/her values.  As the time increases from the start of the organization by
the founder, top management values become important.  Top management may
attempt to modify or significantly change the values of the company. Socialization
is the process by which employees learn the culture. They do this from learning the
company’s philosophy, artifacts, ceremonies, and language.

10.  Explain why workplace spirituality seems to be an important concern.

This movement is important for several reasons.  First, as work becomes more
hectic and jobs uncertain, employees are looking for ways to cope with the stresses
of a turbulent pace of life.  Second, contemporary life styles have shown the lack
of community many employees feel, and baby boomers are looking for something
meaningful beyond their work. 

CHAPTER 3 (Managing in Global Environment):

1. Contrast ethnocentric, polycentric, and geocentric attitudes toward global
business?

The ethnocentric, polycentric, and geocentric views vary by their degree to which
the holder adheres to the belief that their culture is the best and their willingness to
accept best approaches from other cultures.  An ethnocentric attitude is the
parochialistic belief that the best work approaches and practices are those of the
home country (the country in which the company’s headquarters are located).  A
polycentric attitude is the view that employees in the host country (the foreign
country in which the organization is doing business) know the best work
approaches and practices for running their business. A geocentric attitude is a
world-oriented view that focuses on using the best approaches and people from
around the globe. Managers with this type of attitude have a global view and look
for the best approaches and people regardless of origin.

2. Describe the current status of each of the various regional trading

alliances?

Recently, the EU is the most active of all of the regional trading alliances.  With
the adoption of majority of the guiding principles established in their charter, these
countries are pushing forward on reforms that will solidify the political, economic
and social commonalities between their countries.   However, this is not to say that
the EU does not have its problems, with fears that the economic turmoil in weaker
EU countries like Greece could spread to other member states.  NAFTA has seen
less recent development as the partners (US, Mexico, & Canada) are not seeking to
push for reforms other than free trade.  For the most part, the members of NAFTA
are pleased with the economic growth results attributed to the agreement.  Issues
regarding certain specifics of NAFTA, such as investor disputes and claims of
dumping, are still to be resolved.

2. Contrast multinational, multidomestic, global, and transnational

organizations.

A multinational corporation (MNC) refers to a broad group of organizations and

refers to any type of international company that maintains operations in multiple
countries. The types of MNC vary with respect to the degree to which they
decentralize decision making across countries in which they operate.  One type of
MNC is a multidomestic corporation, which decentralizes management and other
decisions to the local country.  A global company is a MCN which centralizes its
management and other decisions in the home country.  This type of company takes
a world view of operations, seeking to maximize efficiency by producing goods
that have a global appeal.  Finally, the transnational company eliminates artificial
geographical barriers and seeks the best possible arrangement without regard to
country to maximize efficiencies and competitive advantage.

4. What are the managerial implications of a borderless organization?

In a borderless organization, artificial geographic borders do not separate

functions, divisions, or activities. The managerial implications of such an
organization are that it is infinitely more flexible in its ability to respond to
changing marketplace conditions. However, this type of organization is much more
difficult to control.

5. Describe the different ways organizations can go international?

 Management makes its first attempt to go international by using global

sourcing, in which companies take advantage of lower costs and minimal
risk.
 Managers may go international by exporting products to other countries
and/or importing products from other countries. Exporting and importing
involve minimal risk and provide more control over the company’s
product(s).
 In licensing (primarily used by manufacturers) and franchising (mainly used
by service organizations), management continues to look at ways to enter the
global market, and at the same time, avoid investing a lot of capital.
 Strategic alliances and joint ventures allow partners to share both the risks
and the rewards incurred in business conducted by the partners through the
alliance.
 Establishing a foreign subsidiary involves the greatest commitment of
resources and the greatest amount of risk of all of the stages of going
international. Companies setting up a foreign subsidiary do not have to share
profits with a partner but, at the same time, do not have a partner who will
share the loss if a business enterprise fails.

6.  Explain how the global political/legal and economic environments affect

managers of global organizations.

The external environment includes both political/legal and economic factors.  As

part of the environment, both of these factors influence organizational
performance.  For global organizations, these factors become more important and
complex because organizations now have to deal with the political and economic
environments of the countries in which they operate.  For example, now managers
not only have to know what is legal (or illegal) in their home country but also the
countries in which they sell or manufacture their products or services.

7.  Can the GLOBE framework presented in this chapter be used to guide

managers in a Thai hospital or a government agency in Venezuela? Explain.

Yes, the GLOBE framework discussed in Chapter 3 is applicable to both

situations. Managers must first understand the unique cultural characteristics of
each country in order to modify management decisions and practices.

8. 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.

The Mexican manager would have to become familiar with the legal-political,
economic, and cultural environments of the United States. The cultural
environment would be particularly challenging, since the national culture of
Mexico varies greatly from the national culture of the United States in three out of
five of Hofstadter’s dimensions. On the individualism-collectivism dimension,
Mexico is a more collective society, whereas the United States is more
individualistic. In the power distance dimension, Mexico rates high, while the
United States rates low. In the uncertainty avoidance dimension, Mexico again
rates high, while the United States rates low.

9.  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?

There are multiple ways to address this question.  First, students may address each
item by referring to one of the nine dimensions presented in the GLOBE model. 
For example, a) institutional collectivism,

b) Future orientation.
c) Performance orientation.

d) Assertiveness,

Or, students may attempt to use multiple dimensions to address each

item.  On reflection, it is possible to see many combinations of how the dimensions
would impact the items presented in the question.

10.  Is globalization good for business? For consumers? Discuss.

Yes ultimately, it is best for companies and consumers when there is free and fair
trade between companies.  Global competition will produce better, more
innovative products and is a powerful driver for global economic development. 
However, while there are arguments that globalization does not help local
businesses, the premise for this point of view lies in virtues of protectionism and
the fact that many countries do not play by the rules and that some companies do
not have the interest of consumers at heart.

CHAPTER 4 (Managing Diversity):

1 .What is work force diversity and why is managing it so important?

The authors have chosen to define workplace diversity as the ways in which people
in an organization are different from and similar to one another. It is the
differences between employees that can bring companies advantages.  Differences
in experiences, culture, skills, and abilities lead to better decision making and help
the organization to address problems and changes experienced by their customers.

2. Why is it important for an organization to have a clear definition of

diversity?

Diversity has been defined in many ways and because the emotionally charged
history of civil rights and the push for greater diversity in the US, it is important
that everyone work from the same point of view to clear potential
misunderstandings.  Some see diversity as simply race or gender.  This view limits
a deeper understanding of how people differ from one another and the advantages
that can be gained by a more diverse workforce.
3. Distinguish between surface-level diversity and deep level diversity. Why is
it important to understand the difference between the two?

Surface-level diversity is the easily perceived differences that may trigger certain
stereotypes. Deep-level diversity are the differences in values, personality, and
work preferences that  can affect the way people view organizational work
rewards, communicate, react to leaders, negotiate, and generally behave at work. 
By focusing on deep-level diversity, organizations are able to go beyond the
divisive issues of race and other differences that can cause stereotypes and seek to
understand the ways people think or feel.

4. What are the major trends in the changing populations of the United States
and the world?

Over the last twenty years organizations have focused on the obvious trends in the
workforce, mainly race (i.e. black and white) and gender.  Recently, there has been
more emphasis age and the increasing number of immigrants.

5. Describe the issues associated with each of the types of workforce diversity.

There are seven types of workplace diversity: age, gender, race & ethnicity,
disabilities, religion, GLBT, and other forms.  Employees and organizations have
differing responses to each of these types of diversity.  For example, company
responses to age have been very different to their responses to GLBT issues.

6.  Distinguish between race and ethnicity.

In the text, race is defined as the biological heritage (including physical

characteristics such as one’s skin color and associated traits) that people use to
identify themselves.
Ethnicity is related to race, but it refers to social traits such as one’s cultural
background or allegiance—that are shared by a human population.

7. What challenges do managers face in creating accommodating and safe

work environments for employees?

The two main challenges for creating an accommodating and safe work
environment for a diverse workforce are overcoming personal bias and eliminating
the glass ceiling. The potential forms of discrimination include: discriminatory
policies, sexual harassment, intimidation, mockery, exclusion and incivility.

8. Explain the relationship between bias, prejudice, stereotyping, and

discrimination.

These topics can be seen as linked together like a chain.  Bias is a tendency or
preference toward a particular perspective or ideology.  Unchecked, a bias can lead
to prejudice, a preconceived belief, opinion, or judgment toward a person or a
group of people. Prejudice can lead to stereotyping, which is judging a person on
the basis of one’s perception of a group to which he or she belongs. Both prejudice
and stereotyping can lead to someone treating others who are members of a
particular group unequally, which is discrimination.

9. What U.S. federal laws are important to workplace diversity initiatives?

The important federal laws for workplace diversity are:  Equal Pay Act (1963),
Civil Rights Act, Title VII (1964 & 1972), Age Discrimination in Employment Act
(1967 & 1978), pregnancy Discrimination Act (1978),  Mandatory Retirement Act
(1978), Americans with Disabilities Act (1990), Civil Rights Act (1991), Family
and Medical Leave Act (1993),  Lilly Ledbetter Fair Pay Act (2009).

10. Why do you think the glass ceiling has proven to be a barrier to women
and minorities?

The text cites several potential causes for the glass ceiling including: lack of
mentoring, sex stereotyping, views that associate masculine traits with leader
effectiveness, and bosses’ perceptions of family–work conflict.  Another cause
could be the time and experience required for women to move into upper
management.  Only in the recent past have women were given more opportunity to
work in management positions.  It will take time for experienced female managers
to replace the aging male dominated ranks of top management.

CHAPTER 5 (Managing Social Responsibility and Ethics):

1. Differentiate between social obligation, social responsiveness and social

responsibility.
These terms differ by degree to which the organization is willing to go past what is
legally required and engage in behavior is more altruistic and serving the public
good.  Social obligation occurs when a firm engages in social actions because of its
obligation to meet certain economic and legal responsibilities. Social
responsiveness is seen when a firm engages in social actions in response to some
popular social need. Social responsibility is a business’s intention, beyond its legal
and economic obligations, to do the right things and act in ways that are good for
society.

2. What does social responsibility mean to you personally? Do you think

business organizations should be socially responsible? Explain.

Basically Social responsibility means “Going beyond the minimum required

law”. Being Socially Responsible means that people and organizations must
behave ethically and sensitivity toward social, cultural, economic and
environmental issues. Striving for social responsibility helps individuals,
organizations and governments have a positive impact on development, business
and society.

3. What is green management and how can organizations go green?

Green management occurs when organization align their goals with those that
preserve the natural environment.  Approaches to going green include the legal (or
light green) approach, the market approach, the stakeholder approach, and the
activist approach. Each of these varies with respect the company’s commitment to
protecting the environment.  Organizations can go green by producing products
that are safer for the environment or produce less waste, encourage employees and
customers to engage in environmentally friendly behavior (i.e. drive less and bike
to work), or donate to foundations that promote projects for saving the natural
environment.

4. What factors influence whether a person behaves ethically or unethically?

Explain all relevant factors.

 The first factor that whether a person behaves ethically or unethically is;
 The first level is called pre conventional. At this level, the individual’s choice
between rights or wrong is based on personal consequences involved.
 At the second stage, which is labeled conventional, moral values reside in
maintaining expected standards and living up to the expectations of others.
 . At the third level—the principled level—the individual makes a clear effort to
define moral principles apart from the authority of the groups to which the
person belongs.
 Research on the stages of moral development indicates that people proceed
sequentially through the six stages of these three levels, with no guarantee of
continued development at any stage. The majority of adults are at Stage 4. The
higher the stage an employee reaches, the more likely that he or she will behave
ethically.
 The Second factor that whether a person behaves ethically or unethically
is that a person joins an organization with a relatively entrenched set of
values which are;
 Values are basic convictions about what is right and wrong. Values are broad
and cover a wide variety of issues.
 Ego strength is a personality measure of the strength of a person’s convictions.
Individuals who score high on ego strength are likely to resist impulses to act
unethically and will likely do what they themselves think is right.
 Locus of control is a personality attribute that measures the degree to which
people believe they control their own fate. Individuals with an internal locus of
control think that they control their destiny, while persons with an external
locus of control are less likely to take personal responsibility for the
consequences of their behavior and are more likely to rely on external forces.
Externals believe that what happens to them is due to luck or chance.
 The third factor influencing managerial ethics is structural variables. The
existence of structural variables such as formal rules and regulations, job
descriptions, written codes of ethics, performance appraisal systems, and
reward systems can strongly influence ethical behavior;
 The fourth factor is the content and strength of an organization’s culture
influences ethical behavior;
 An organizational culture most likely to encourage high ethical standards is
one that is high in risk tolerance, control, and conflict tolerance. 
 A strong culture exerts more influence on managers than does a weak one. 
  However, in organizations with weak cultures, work groups and
departmental standards strongly influence ethical behavior.
5. Do you think values-based management is just a “do-gooder” ploy?
Explain your answer

If viewed as an actual approach to managing and not just a series of guidelines,

values-based management can be much more than a “do-gooder” ploy. When an
organization actually practices values-based management, managers use the
company’s shared values as they make decisions and do their jobs.

6. Discuss specific ways managers can encourage ethical behavior.

The text list eight suggestion: employee selection, establishing a code of ethics, top
management leadership and commitment, realistic employee goals, aligning
performance appraisals with high ethical standards, ethics training, independent
social audits, and protective mechanisms to help employees who report ethical
violations within the company. Companies may use a variety of methods to
encourage ethical behavior and are not limited.

7. Internet file sharing programs are popular among college students. These
programs work by allowing non-organizational 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?

Students will probably come up with different answers to this question. Answers
may indicate whether they believe the network system belongs to them, based on
the payment or nonpayment of campus computing fees. A discussion of the
particular view of ethics (utilitarian versus rights) should be included. You may
also want to discuss current offerings of various Internet file sharing programs, the
concept of unlimited access on demand, and related litigation issues.

8. What are some problems that could be associated with employee whistle-
blowing for (a) the whistle-blower and (b) the organization?
 The whistleblower might find that peers, managers, and other company
employees ostracize him or her. For example, the whistleblower may encounter
difficulty in accomplishing tasks and/or obtaining needed resources while
remaining employed at the organization. The organization itself may struggle with
a tarnished reputation if the whistle-blowing incident becomes public. Other
employees may watch to see what happens and how the organization treats
whistleblowers. A pattern for future ethical or unethical behavior can be set by the
organization’s response to a whistleblower.

9. 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?

Ethical individuals are likely to have a strong values system that they use to
distinguish right from wrong. Ethical persons will probably be in Stage 4, 5, or 6 of
moral development. These individuals will likely have strong convictions; that is,
their ego strength will be high. This person will probably have an internal locus of
control. Ethical managers make decisions and engage in work activities that
support their values. These managers probably challenge what they perceive as
ethically questionable decisions or actions. If an organization wants its managers to
uphold high ethical standards, ethics must be included in the organization’s
performance appraisal process.

10.Explain the ethical and social responsibility issues facing managers today.

These issues fall within three categories: managing ethical lapses, social
entrepreneurship and promoting positive change.  Ethical lapses can occur at all
levels of the organization, however, we certainly hear more about the unethical
behavior of top management and leaders than individuals with less power. 
Included with the issue of ethical lapses are the people who raise ethical issues of
organizations in the press (i.e. whistleblowers).  Social entrepreneurs are
individuals who seek opportunities to improve society, for example the opening
Manager’s Dilemma and CEO of TOMS shoes.  Promoting positive social change
is another important issue and includes the efforts of the organization which donate
to charitable organizations and individual employees who volunteer their own time
to make an impact.
CHAPTER 6 (Managing Change and Innovation):

1. Contrast the calm waters and white-water rapids metaphors of change.

According to the calm waters scenario, an occasional disruption (a “storm”) means

changing to deal with the disruption.  On the other hand, the white-water rapids
metaphor implies a dynamic environment with constantly changing paradigms and
high levels of competition.

2. Explain Levin’s three-step model of the change process.

In Levin’s model, successful change usually occurs in three steps: unfreezing,

change and refreezing.  For unfreezing to occur, the organization must plan a move
away from the status quo. To move away from this equilibrium, the organization
undergoes an increase of the driving forces, which are forces pushing for change
and/or a decrease in the restraining forces, which are forces that resist change. 
After unfreezing, the change itself can be implemented.  To make the change
permanent, the new situation needs to be refrozen.

3. Describe how managers might change structure, technology, and people.

To change structure, management can change structural components (i.e. jobs

could be combined or levels eliminated). More rules and procedures could be
implemented to increase standardization or employees could be empowered to
make decisions so decision making could be faster.
Technology can be changed by changing the processes by which employees work
to make them more efficient (i.e. the introduction of scientific management
techniques).  Technology can be changed by introducing of new equipment, tools,
or methods.  Also, companies are becoming more technologically advanced by
incorporation automation and/or computerization into their production lines.
Changing people involves changing attitudes, expectations, perceptions, and
behaviors.  This can be done through organizational development initiatives that
focus on people and the nature and quality of interpersonal work relationships.

4. Can a low-level employee be a change agent? Explain your answer.

If the low-level employee is a low-level manager, it is possible that he or she could
act as a change analyst, just as any manager can be a change agent. However, it is
important to note that change should begin at the top and work its way done. 
Change is most successful when it is supported by top management.  Also, it is
important to remember that as organizations empower employees, they may
empower them as change agents.

5. Why do people resist change? How can resistance to change be reduced?

The main reasons people resist change are:  uncertainty, habit, concern over
personal loss, and the belief that the change is not in the organization’s best
interest.  The techniques for reducing stress include: education and
communication, participation, facilitation and support, negotiation, manipulation
and co-optation, and coercion.
6. How are opportunities, constraints, and demands related to stress? Give an
example of each.

Stress is a dynamic condition in which the individual is faced with opportunities,

resources and demands related to what an individual desires to which the outcome
is uncertain and important whereas Demands are responsibilities, pressure
obligations and even uncertainty at work, potential sources of stress are divided
into three categories: 

1. Environmental Stress:

 It May be caused by technological change, uncertainty in the economy and

political uncertainty. 

2. Organizational Stress:
 Task demands: factors related to the job such as job design: weather it has
high or low autonomy, task variety, and degree of automation.
 Working conditions and physical layout: emotional labor, temperature, noise
and office arrangement.
  Interpersonal Demands: relationship with coworkers and superiors 

3. Personal factors:
 Family issues,
 Economic Issues: people over extending their financial resources and C.
Personality: people may have an inherent tendency to accentuate the
negative aspects of the world in general.

Stressors are additive and in order to calculate the total amount of stress a
person is under sum up their opportunity stress, constraint stresses and demand
stresses.

7. Planned change is often thought to be the best approach to take in

organizations. Can unplanned change ever be effective? Explain.6.1 6.5

Change is pervasive in our society and a fact of life in organizations. Change

usually comes from the environment. Effective strategic leaders understand that
change in the strategic environment is a continuous process. By environment, we
can mean the internal organizational environment, but more often, we are talking
about the external environment. Organizations are awash in the external
environment, and a sea change in the environment can cause an unresponsive
organization to founder. Making internal changes to accommodate external change
is reactive, and strategic leadership should be proactive. This is where a well-
crafted, well- managed strategic vision can help balance reactive and proactive
changes.

8. Organizations typically have limits to how much change they can absorb.
As a manager, what signs would you look for that might suggest that your
organization has exceeded its capacity to change?

Signs that an organization may have exceeded its capacity to change include an
increasing level of resistance to change. If changes are negatively impacting
employee work performance and behavior, the manager may discern that the
organization has exceeded its capacity to change.

9. Describe the structural, cultural, and human resources variables that are
necessary for innovation. 
The structural variables necessary for innovation include:  organic structures,
abundant resources, high interknit communication, minimal time pressure, and
work and no work support.  Cultural variables include:  acceptance of ambiguity,
tolerance of the impractical, low external controls, tolerance of risks, tolerance of
conflict, focus on ends, open-system focus, and positive feedback. Finally, the
human resource variables are:  high commitment to training and development, high
job security, and creative people.

10. 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?

Innovations are a combination of genius, observation, trial and error, concept

borrowing, and pure empiricism. Innovations always come with a certain level of
risk. Innovations often necessitate making a provision for people to commit
mistakes. I agree that being wrong too many times can prove to be fatal under
some circumstances, but I think the key is to create safe places or situations for
people to take risks in order to innovate. I think it is important that we understand
the risks completely before we actually look to take them in pursuit of innovation.
If we now what we are risking, understand the worst case scenarios, and have a
plan to mitigate those risks, we would be better placed to handle all possible
outcomes of an attempt to innovate. With that in mind, innovations are exciting
because they save us from the grueling ways of the past and prepare us for
changes. Nurturing innovation can help us improve the way we grow, advance, and
share knowledge with each another. Innovations help us make decisions based on
our strengths rather than our fears, and they improve the overall quality of our
lives, so they are definitely our way ahead to the future. Risks taken with a lack of
understanding and preparedness, coupled with a high frequency of failure in taking
high-stake risks can however prove to be fatal.

CHAPTER 8 (Foundations of planning):

1. Explain what studies have shown about the relationship between planning
and performance?

  It should be noted that one cannot say that organizations that formally plan
always outperform those that don’t plan.  However, studies have indicated that
formal planning is often associated with positive financial results.  Generally,
performance is also higher in those organizations where planning is present.  And,
when higher performance is not the result of formal planning, often the reason is
due to something in the external environment.  Finally, studies indicate that at least
four years of formal planning are necessary before performance is affected.

2. Discuss the contingency factors that affect planning.  The first contingency
factor is a manager’s level in the organization?

Typically, lower-level managers are operational planners, while upper-level

managers are strategic planners.  Second, with environmental uncertainty, plans
should be specific, but flexible.  And third, the length of future commitments can
greatly affect planning.

3. Describe how managers can effectively plan in today’s dynamic

environment? 

Environmental uncertainty is a constant.  Therefore, managers should develop

plans that are specific yet remain flexible.  If managers recognize that planning is
an ongoing process, then when a dynamic environment is encountered, managers
can adapt readily.  Another way to assist with planning is to craft an organizational
hierarchy that is relatively flat.  Allowing lower level managers to set goals and
develop plans is an effective way to deal with a dynamic environment.

4. Will planning become more or less important to managers in the future?

Why?
 

Planning will become more important to managers in the future because of the
uncertainty in an increasingly dynamic environment. Changes constantly occur in
both the general and specific environments of organizations, and many of these
changes take place rapidly. Planning helps managers cope with the uncertainty by
forcing managers to look ahead, anticipate change, consider the impact of the
change, and develop appropriate responses.
5. If planning is so crucial, why do some managers choose not to do it? What
would you tell these managers?
 

Managers may choose not to devote time to planning because they do not know
how to plan or feel that they do not have the necessary time. Others may say that
planning is a waste of time that the future is going to happen whether or not they
plan. However, these reasons do not discount the importance of planning. Every
manager should engage in planning.

6. Explain how planning involves decisions today that will have an impact
later?

 As managers plan, they make decisions that influence how activities are
organized, how employees are managed, and what control mechanisms are
implemented. As managers look to the future by planning, the decisions they make
as they plan will have an impact on their other managerial activities.

7. How might planning in a not-for-profit organization such as the American

Cancer Society differ from planning in a for-profit organization such as Coca-
Cola?
 

The process of planning is similar, but the content of the plans will differ. The
types of objectives that are established and the plans that are formulated will be
influenced by the fact that a not-for-profit organization does not have profit as its
major objective. However, a not-for-profit organization must devote efforts and
resources to planning how to raise funds and to recruit volunteers to achieve its
mission.

8. What types of planning do you do in your personal life? Describe these

plans     in terms of being (a) strategic or operational plans, (b) short or long
term plans, and (c) specific or directional plans?
 
Managers find themselves planning for all sorts of things. So much so, that
planning is one of the four major functions of management. In doing so, a manager
can be certain that he or she is working toward some organization goal.

There are three main types of plans that a manager will use in his or her pursuit of
company goals, which include operational, tactical and strategic. These three
types of plans as stepping stones, you can see how their relationship to one another
aids in the achievement of organizational goals. Operational plans are necessary to
attain tactical plans and tactical plans lead to the achievement of strategic plans.
Then, in true planning fashion, there are also plans to backup plans that fail. These
are known as contingency plans.

Long-term planning includes strategic goals and plans and may extend as far as
five years into the future.

Intermediate-term planning includes tactical objectives and has a time horizon of

from one to two years.

Short term planning includes operational objectives for specific departments and

individuals and has a time horizon of one year or less.
 CHAPTER 9 (Strategic Management):

1. Describe the different approaches to assessing the environment?

Environmental scanning is the screening of large amounts of information to
anticipate and interpret changes in the environment. Environmental scanning
establishes the basis for forecasts, which are predictions of outcomes. Forecasting
techniques fall into two categories: quantitative and qualitative. Quantitative
forecasting applies a set of mathematical rules to a series of past data to predict
outcomes. These techniques are preferred when managers have sufficient hard data
that can be used. Qualitative forecasting, in contrast, uses the judgment and
opinions of knowledgeable individuals to predict outcomes.  Benchmarking is the
search for the best practices among competitors or no competitors that lead to their
superior performance.

2. Describe the four techniques for allocating resources?

The four techniques are budgeting, scheduling, breakeven analysis and linear
programming. A budget is a numerical plan for allocating resources to specific
activities.  Scheduling is detailing what activities have to be done, the order in
which they are to be completed, who is to do each, and when they are to be
completed. Breakeven analysis is a technique for identifying the point at which
total revenue is just sufficient to cover total costs. Linear programming is a
mathematical technique that solves resource allocation problems.
3. How does PERT network analysis work?
A PERT network is a flowchart diagram that shows the sequence of activities
needed to complete a project and the time or costs associated with each activity.
With a PERT network, a manager must think through what has to be done,
determine which events depend on one another, and identify potential trouble
spots.  To construct a PERT network, four terms are needed.  Events are end points
that represent the completion of major activities. Activities represent the time or
resources required to progress from one event to another. Slack time is the amount
of time an individual activity can be delayed without delaying the whole project.
The critical path is the longest or most time-consuming sequence of events and
activities in a PERT network.

4. Why is flexibility so important to today’s planning techniques?

Project schedules should always have some degree of flexibility built in, or even a
slight delay would throw off the completion of the entire project.  Slack time
allows for some aspects of the project to continue if there is delay or accident
occurring in another part of the project.  If there is no slack time, or flexibility,
multiple parts of the project would fail to begin on time resulting in increased costs
from vendors, penalties, or loss opportunity costs.

 5. What is project management, and what are the steps managers uses in
planning projects?
Project management is the task of getting a project’s activities done on time, within
budget, and according to specifications. The essential features of the project
planning process are shown in Exhibit PM-13 and include in order: defining
objectives, identifying activities, establishing sequences, estimating time for
activities, determining project completion date, comparing with objectives, and
determining additional resource requirements.
6. it’s a waste of time and other resources to develop a set of sophisticated
scenarios for situations that may never occur. Do you agree or disagree?
Support your position.
 Although the situations depicted in scenarios may never actually occur, the
process of developing a scenario can prove to be worthwhile. In developing a
scenario (whether it is simple or sophisticated), a manager exercises creativity and
critical thinking skills that can help him/her respond quickly and effectively in
unrelated situations. Practicing the development of scenarios can increase
confidence in one’s leadership ability, and it provides opportunities for growing in
the ability to be decisive under pressure.
7. Do intuition and creativity have any relevance in quantitative planning
tools and techniques?  Explain.
 Yes, intuition and creativity may have relevance in determining the factors to be
analyzed or the scenarios to be developed. The planning tools and techniques
provide a way for the manager to quantitatively assess a situation, but the manager
still needs to be creative in setting up the components to be studied.
8. The Wall Street Journal and other business periodicals often carry reports
of companies that have not met their sales or profit forecasts. What are some
reasons a company might not meet its forecasts? What suggestions could you
make for improving the effectiveness of forecasting?
 A company could fail to meet its forecasts for a number of reasons. For instance,
the internal or external economic situation might experience a decline. A
technological advancement may render a company’s product useless, or a new
competitor might enter the marketplace. However, the possibility of these types of
developments does not justify eliminating forecasting. Rather, doing forecasts for
different scenarios can increase the effectiveness of an organization’s ability to
forecast in general. Even the use of fairly simple forecasting techniques can
improve the effectiveness of forecasting. Moreover, shortening the length of the
time forecast can help improve the effectiveness of an organization’s forecasting
efforts. 
9. In what ways is managing a project different from managing a department
or other structured work area? In what ways are they the same?
 A project manager is concerned with a one-time-only set of activities that has a
definite beginning and ending point in time, whereas a manager of a department or
other structured work area supervises an ongoing set of activities with no single,
specific ending date. However, both types of management must complete activities
on time, within budget, and according to specifications. In addition, both types of
management involve the four management functions of planning, organizing,
leading, and controlling. 
10. What might be some early warning signs of: (a) a new competitor coming
into your market; (b) an employee work stoppage; or (c) a new technology
that could change demand for your product? 
Remaining alert to the external and internal environments of the organization is a
key responsibility of every manager. One of the vital qualities of excellent
managers is their approachability and the trust they have established between their
employees and themselves. When employees trust their manager and do not fear
repercussions if they report knowledge about impending negative events, a
manager may learn about potential problems in time to avert disaster.

 CHAPTER 10 (basic organizational design):

1. Discuss the traditional and contemporary views of each of the six key
elements of organizational design?
Traditionally, work specialization was viewed as a way to divide work activities
into separate job tasks. Today’s view is that it is an important organizing
mechanism but it can lead to problems. The chain of command and its companion
concepts—authority, responsibility, and unity of command—were viewed as
important ways of maintaining control in organizations. The contemporary view is
that they are less relevant in today’s organizations. The traditional view of span of
control was that managers should directly supervise no more than five to six
individuals. The contemporary view is that the span of control depends on the
skills and abilities of the manager and the employees and on the characteristics of
the situation.

2. Can an organization’s structure be changed quickly? Why or why not?

Should it be changed quickly? Explain.
The speed with which structural changes can be implemented depends partly upon
an organization’s size. A small organization is usually able to change its structure
more rapidly than a larger one because a smaller company has fewer employees
who are involved in the restructuring process. However, a large organization can
change its structure and often does in response to changing environmental
conditions and changing strategies.

3. Contrast mechanistic and organic organizations?

A mechanistic organization is a rigid and tightly controlled structure. The
mechanistic form is less flexible: once a direction and procedures have been set, it
is hard to change them. An organic organization is highly adaptive and flexible, the
stress of uncertainty and the continual threat of power struggles can be exhausting.

4. Would you rather work in a mechanistic or an organic organization? Why?

Mechanistic organizational units are the traditional pyramidal pattern of

organizing. In a mechanistic organizational unit, roles and procedures are precisely
defined. Communication is channelized, and time spans and goal orientations are
similar within the unit. The mechanistic form is efficient and predictable. For
people with a low tolerance for ambiguity, it provides a stable and secure work
setting. When the organizational unit is performing a task that is stable, well-
defined, and likely to be programmable, or when members of the organization
prefer well-defined situations, feel more secure when the day has a routine to it,
and tend to want others to supply direction, the mechanistic pattern is applicable.
However, the mechanistic form is less flexible: once a direction and procedures
have been set, it is hard to change them.

Organic organizational units are based on a more biological metaphor for

constructing social organizations. The objective in designing an organic unit is to
leave the system maximally open to the environment in order to make the most of
new opportunities. An organic form is useful in the face of an uncertain task or one
that is not well enough understood to be programmed. The organic form is also
appropriate for people who like the disorder of an ambiguous setting, for people
who prefer variety, change, and adventure and who grow restless when they fall
into the same routine day after day. But, the stress of uncertainty and the continual
threat of power struggles can be exhausting.

5. Explain the contingency factors that affect organizational design?

An organization’s structure should support the strategy. If the strategy changes, the
structure also should change. An organization’s size can affect its structure up to a
certain point. Once an organization reaches a certain size (usually around 2,000
employees), it’s fairly mechanistic. An organization’s technology can affect its
structure. An organic structure is most effective with unit production and process
production technology. A mechanistic structure is most effective with mass
production technology. The more uncertain an organization’s environment, the
more it needs the flexibility of an organic design.

6. Contrast the three traditional organizational designs?

A simple structure is one with low departmentalization, wide spans of control,
authority centralized in a single person, and little formalization. A functional
structure groups similar or related occupational specialties together. A divisional
structure is made up of separate business units or divisions.

7. With the availability of advanced information technology that allows an

organization’s work to be done anywhere at any time, is organizing still an
important managerial function? Why or why not?
Although an organization’s work may be done anywhere at any time, organizing
remains a vital managerial function because the work that must be accomplished
still must be divided, grouped, and coordinated.

8. Researchers are now saying that efforts to simplify work tasks actually have
negative results for both companies and their employees. Do you agree? Why
or why not?
Studies as far back as 1924 show that simplified jobs lead to boredom.  In 1950
other researchers found that highly segmented and simplified jobs resulted in lower
employee morale and output. Other consequences of low employee motivation
include absenteeism and high employee turnover, both very costly for businesses.

CHAPTER 11 (Adaptive Organizational design):

1. Describe the four contemporary organizational designs. How are they

similar or Different?
In a team structure, the entire organization is made up of work teams. The matrix
structure assigns specialists from different functional departments to work on one
or more projects being led by project managers. A project structure is one in which
employees continuously work on projects. A virtual organization consists of a
small core of fulltime employees and outside specialists temporarily hired as
needed to work on projects. A network organization is an organization that uses its
own employees to do some work activities and networks of outside suppliers to
provide other needed product components or work processes. A learning
organization is one that has developed the capacity to continuously learn, adapt,
and change. It has certain structural characteristics including an emphasis on
sharing information and collaborating on work activities, minimal structural and
physical barriers, and empowered work team.

2. Differentiate between matrix and project structures?

A project structure, unlike the matrix structure, has no formal departments where
employees return at the completion of a project. Instead, employees take their
specific skills, abilities, and experiences to other projects. Also, all work in project
structures is performed by teams of employees.

3. How can an organization operate without boundaries?

While the term ‘boundary less’ may imply something akin to chaos, it refers to the
idea that organizations can operate effectively by remaining flexible and
unstructured.  There are two types:

(1) Internal—the horizontal ones imposed by work specialization and

departmentalization and the vertical ones that separate employees into
organizational levels and hierarchies.

(2) External—the boundaries that separate the organization from its customers,
suppliers, and other stakeholders. To minimize or eliminate these boundaries,
managers might use virtual or network structural designs.

4. The boundaryless organization has the potential to create a major shift in the
way we work. Do you agree or disagree? Explain.
Students’ responses to this will vary. This question could serve as an interesting
springboard for a class debate. Students could break into teams, with each team
taking the opposite position in the debate. Give students an opportunity to discuss
their strategy as a team before presenting their viewpoints to the class.

5. What types of skills would a manager need to effectively work in a project

structure? In a boundary less organization or a learning organization?
In all of these types of organizations, flexibility and adaptability are critical. In the
project structure, conflict management skills are particularly useful. In a boundary
less organization, the ability to interact effectively with people at all levels and in
all areas of the organization is crucial to success. In a learning organization, a
manager needs the ability to communicate both by listening and by speaking
because of the frequency and importance of sharing information in this type of
organization.

6. How does each of the different types of collaboration (both internal and
external) contribute to more coordinated and integrated work efforts?
An organization’s collaboration efforts can be internal meaning among employees
within the organization. Or those efforts can be external collaborations with any
stakeholders. In both types, it’s important that managers recognize how such
collaborative efforts “fit” with the organization’s structure and the challenges of
making all the pieces work together successfully.

7. 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?
Although an organization’s work may be done anywhere at any time, organizing
remains a vital managerial function because the work that must be accomplished
still must be divided, grouped, and coordinated. When organizations become more
flexible, control and authority become important issues. Without direct supervision
(in the case of telecommuting), lines of authority are weak and managers may feel
that a loss of control.  On the other hand, in the case of telecommuting, employees
may feel left out of important organizational decisions or like they are not
considered for important assignments.

8. Does the idea of a flexible work arrangement appeal to you? Why or why
not?

9. What structural issues might arise in managing contingent workers? Again,

think about what you’ve learned about organizational design. How might that
information help a manager address those issues?
Organizing issues include classifying who actually qualifies as an independent
contractor; setting up a process for recruiting, screening, and placing contingent
workers; and having a method in place for establishing goals, schedules, and
deadlines and for monitoring work performance.

10. Why is it a challenge to “keep employees connected” in today’s

organizations?

This question seems strange with all of the communication technology available
today (i.e. cell-phones, e-mail, electronic meeting software, etc…). However, with
organizations adopting more flexible structures and flexible work arrangements,
employees are dispersed throughout the organization and the world. In addition,
with the introduction of team and project environments, it is possible that
employees will be working on so multiple projects at once.  Considering these
factors, it is difficult to make sure everyone has the necessary information when
and where they need it.