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Bovee/Thill, Business in Action 6/e Instructor’s Manual
Chapter 7:
MANAGEMENT ROLES, FUNCTIONS AND
SKILLS
Chapter Overview
Chapter Outline
2. The company must also have a clear assessment of its strengths and
weaknesses relative to the opportunities and threats it faces. This is
accomplished through a SWOT analysis
a. Strengths are positive internal factors that contribute to the
company’s success
b. Weaknesses are negative internal factors that inhibit the
company’s success
c. Opportunities are positive situations that represent the possibility
of generating new revenue
d. Threats are negative forces that could inhibit a firm’s ability to
achieve its objectives
3. Managers need to develop quantitative and qualitative forecasts that
predict what will occur, when it will occur, and how it will affect the
business
4. In order to understand the company’s competitors, it should also
perform a SWOT analysis on each of its major competitors
5. The company then needs to establish goals and objectives
a. A goal (p. 147) is a broad, long-range target or aim
b. An objective is a specific, short-range target or aim
c. Goals should be SMART – specific, measurable, attainable,
relevant and time-limited
6. Once the strategic goals and objectives have been established,
management needs to develop action plans to reach them
1. Autocratic leaders (p. 151) control the decision making process in their
organizations and restrict the decision-making freedom of subordinates
2. Democratic leaders (p. 152) delegate authority and involve employees
in decision-making. This style is often called participative
management
3. Laissez-faire leaders leave most decisions up to employees, particularly
those concerning day-to-day matters and emphasize employee
empowerment – granting decision-making and problem-solving
authorities to employees so they can act without first obtaining approval
from management
D. Managers must also assume responsibility for education and encouragement.
This can take two forms:
1. Coaching involves helping employees reach their highest potential by
meeting with them, discussing problems that hinder their ability to work
effectively, and offering suggestions and encouragement
2. Mentoring is a process in which experienced managers guide less-
experienced managers by serving as role models
E. Additional leadership challenges for managers involve managing change and
establishing a productive organizational culture – the set of shared values
and norms that support the management system and guide management and
employee behavior
Classroom Activities
Details:
1. Break students into groups of four or five. (2 minutes)
2. Ask each group to come up with some pros and cons of each of the three
leadership styles, namely autocratic, democratic and laissez-faire. Then ask
students to summarize when each style is the most effective. (Hint: For
instance, autocratic leadership is most effective in helping a company stave
off collapse even though it generally has a bad reputation.) (10 minutes)
3. Ask representatives/speakers from each group to present their results to the
whole class, either verbally or written (on the blackboard). (3 minutes)
End-of-Chapter
Behind the Scenes
Customers Believe in Wegmans Because Wegmans Believes in Its
Employees
12. What are your long-term goals? Develop a set of long-term career goals for
yourself and several short-term objectives that will help you reach those
goals. Make sure your goals are SMART (see page 147).
Students’ answers will vary. However, their answers should show an
understanding of the difference between a goal (a broad, long-range target or aim)
and an objective (a specific, short-range target or aim designed to help reach that
goal). To emphasize what is meant by “specific, measurable, and time-limited,”
instructors might want to reiterate the example given in the chapter: “[I]t is better
to state ‘increase our customer base by 10 percent over the next three years’ than
‘substantially increase our customer base.’”
13. Concept Integration. Using Welch Allyn’s mission statement on page 144 as
a model and the material you learned in Chapter 4, develop a mission
statement balances the pursuit of profit with responsibility to employees and
community. Choose either a manufacturer of musical instrument or a retailer
of children’s clothing as the company.
Students’ answers will vary depending on the firm they chose, but should combine
the elements of a mission statement (the organization’s purpose, basic goals, and
philosophies) with the types of socially responsible activities described in Chapter
4 (conducting social audits, engaging in cause-related marketing, and engaging in
philanthropy).
1. How much of the manager’s time is spent on each of the four management
functions? Is this the allocation you expected?
Answers will vary depending on the manager selected.
2. Ask whether this is a typical workday for this manager. If it isn’t, what does
the manager usually do differently? During a typical day, does this manager
tend to spend most of the time on one particular function?
Answers will vary depending on the manager selected.
3. Of the four management functions, which does the manager believe is most
important for good organizational performance? Do you agree?
Answers will vary depending on the manager selected.
Students’ email messages will vary depending on the systems they end up choosing.
received extensive training in etiquette issues because you deal with high-profile
clients. However, the rest of the workforce has not received such training, and you
worry that someone might inadvertently say or do something that would offend one
of these potential customers. In a two paragraph email message, explain to the
general manager why you think anyone who might come in contact with
customers should receive basic etiquette training.
Students’ SWOT analyses will vary depending on the colleges and universities they
attend, however, they will need to follow the SWOT analysis framework on page
145.
1. What experience, skills, and business background do the two leaders have?
Do you see any striking similarities or differences in their backgrounds?
Students’ answers will vary depending on the articles selected.
2. What kinds of business challenges have these two leaders faced? What actions
did they take to deal with those challenges? Did they establish any long-term
goals or objectives for their company? Did the articles mention a new change
initiative?
Students’ answers will vary depending on the articles selected.
3. Describe the leadership strengths of each person as they are presented in the
articles you selected. Is either leader known as a team builder? Long-term
strategist? Shrewd negotiator? What are each leader’s greatest areas of
strength?
Students’ answers will vary depending on the articles selected.
CHECKPOINTS
Critical thinking:
(1) How are social media changing the nature of the manager’s information role?
Social media such as blogs and wikis for both internal and external communications
allow information to flow both directions (between managers and employees) rather
than one direction. Social media also allow more people to participate and
communicate in a more immediate and less formal way. The smart use of social
media is helping managers lean more from employees and customers and
communicate back to these and other stakeholder groups more effectively.
(2) Would managers get more respect from employees if they “rolled up their
sleeves” and pitched in with the daily work more often? Why or why not?
Not necessarily. The most important part of a manager’s job is to delegate
responsibilities and motivate others to do their jobs, rather than to have the managers
do the jobs of the employees.
(2) Do you believe you have the right personality for management? If not, what areas
would you work on?
Students’ responses will vary depending on personal opinions.
Critical thinking:
(1) Would Boeing and Old Navy develop strategic plans over the same time horizon?
Why or why not?
For the most part because companies in different industries tend to apply the same
long-range horizon when it comes to strategic planning and such horizon typically
ranges from two to five years.
(2) How does the vision statement guide the planning process?
The vision statement is a brief and inspirational expression of what a company
aspires to be. It provides the firm and its managers and employees with some focus
without getting into the specifics of a mission statement. It also inspires employees
with a clear sense of purpose.
(2) Consider a career path that you might pursue upon graduation, and perform a
quick SWOT analysis. What are some of your internal strengths and weaknesses and
external opportunities and threats?
Students’ responses will vary depending on personal experiences or opinions.
Critical thinking:
(1) Why might a manager need to de-emphasize skills honed in previous positions as
he or she rises through the organizational hierarchy?
Because as the manager rises through the organizational hierarchy, skills that were
important to her job success may no longer be as important. For instance, functional
area skills are not as important for a top manager compared to a first-line manager.
(2) Would top managers or first-line managers typically have more or less of the
information they’d like to have for the decisions they need to make? Why?
Top managers tend to have more information at the higher level, i.e. overall corporate
level information, while first-line managers tend to have more information at the
ground level, i.e. in the trenches, at the department level.
(2) If you were suddenly promoted to manage the department you’ve been working
in, would you change your “work” personality? Why or why not?
Students’ responses will vary depending on personal opinions.
Critical thinking:
(1) Are management and leadership the same thing? If not, why not?
No. Management is the rational, intellectual, and practical side of guiding an
organization, while leadership is the inspirational, visionary, and emotional side.
(2) Does leadership experience in school activities such as student government and
athletics help prepare you for business leadership? Why or why not?
Students’ responses will vary depending on personal experiences or opinions.
Critical thinking:
(1) Why is it important to meet the needs of internal customers?
Because various internal customers need to work as a team and support each other in
ways that are best for the company.
(2) Think back over any crises you’ve faced in your life. How well did you respond?
What would you do differently in a future crisis?
Students’ responses will vary depending on personal experiences or opinions.
Critical thinking:
(1) Why is trust a vital aspect of a manager’s interpersonal skills?
Because without trust, the communications from a manager will not be well-received
by the employee, thus hampering the effectiveness of such communications.
(2) What are the risks of defining problems or opportunities poorly prior to making
decisions?
Without proper definition of problems or opportunities, managers may be using the
wrong information and arrive at the wrong decisions.
(2) How would you rate your conceptual skills? Does “seeing the big picture” come
easily to you? If not, how might you improve in this area?
Students’ responses will vary depending on personal experiences or opinions.