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Solution Manual For Griffins Fundamentals of Management 9th Edition by Griffin
Solution Manual For Griffins Fundamentals of Management 9th Edition by Griffin
© 2019 Cengage. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Chapter 1: Understanding the Manager’s Job 3
LECTURE OUTLINE
I. An Introduction to Management
An organization is a group of people working together in a structured and coordinated fashion to
achieve a set of goals. Management is a set of activities (including planning and decision making,
organizing, leading, and controlling) directed at an organization’s resources (human, financial,
physical, and information) with the aim of achieving organizational goals in an efficient and
effective manner. A manager is someone whose primary responsibility is to carry out the
management process.
Teaching Tip: Note the similarities and differences among the kinds of resources used by profit-
seeking and not-for-profit organizations. For example, both an airline and a university may buy food in
bulk, but they have different revenue sources to pay for that food.
Group Exercise: A good icebreaking exercise for the first day of class is to have students form small
groups, select two or three different kinds of organizations, and identify examples of the different kinds
of resources used by those organizations.
Efficient means using resources wisely and in a cost-effective way. Effective means making the
right decisions and successfully implementing them.
A. Kinds of Managers
1. Levels of Management
a. Top managers are the small group of executives who control the organization by
setting its goals, overall strategy, and operating policies. Top managers also
represent the organization to the external environment. Job titles for top managers
include chief executive officer (CEO), president, and vice president (VP).
Management Update: In 2016, CEOs of S&P 500 Index companies received, on average,
$13.1 million in total compensation. In contrast, production and nonsupervisory workers earned an
average of $37,632 in 2016. This means that top CEOs made about 350 times more than the average
worker.
b. Middle managers are the largest group of managers in most companies. These
managers hold positions such as plant manager, operations manager, and division
head. They primarily take the policies and plans designed by top managers and
put them into effect. They supervise lower-level managers.
c. First-line managers supervise and coordinate the activities of operating
employees. They often have job titles such as supervisor, coordinator, and office
manager. The majority of their work is direct supervision of their subordinates.
2. Managing in Different Areas of the Organization
a. Marketing managers work in areas related to the marketing function of the
organization. They help to find ways to get consumers and clients to buy the
organization’s products or services.
b. Financial managers deal primarily with an organization’s financial resources and
are involved in such activities as accounting, cash management, and investments.
c. Operations managers are concerned with creating and managing the systems that
create an organization’s products and services. They achieve their goals through
production control, inventory control, quality control, site selection, and plant
layout.
d. Human resources managers are responsible for hiring and developing employees.
They are concerned with recruiting and selecting employees, training and
development, and discharging low-performing and problem employees.
© 2019 Cengage. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
4 Chapter 1: Understanding the Manager’s Job
e. Administrative managers are generalists who have some basic familiarity with all
functional areas of management rather than specialized training in any one area.
f. Specialized types of managers include those who work in public relations, R&D,
internal consulting, and international business.
Discussion Starter: Point out for students that their major will play a large role in determining the area
of management they enter after graduation (assuming that they go to work for a large organization). For
example, a marketing major’s first job is likely to be a first-line management position in the marketing
function, whereas a finance major will more likely start out as a first-line financial manager.
Discussion Starter: Ask students to identify additional examples of managers, with an emphasis on as
many different kinds of organizations and management positions as possible. The wide variety of
answers that is likely to emerge can be used to stress the diversity that exists in managerial work.
B. Basic Management Functions
The management process, as noted earlier, involves the four basic functions of planning and
decision making, organizing, leading, and controlling.
Extra Example: Larry Page, the CEO of Google, can be used to illustrate the basic management
functions. He plans how the firm will increase the value of its stock. He fosters an organization design
that helps to better integrate the firm’s many business units. He has a reputation for being well liked by
his employees. He continually monitors the firm’s progress toward its goals.
1. Planning
a. Planning means setting an organization’s goals and deciding how best to achieve
them.
Cross-Reference: Chapters 3–5 in Part II discusses planning and decision making.
b. Decision making, a part of the planning process, involves selecting a course of
action from a set of alternatives.
2. Organizing
Organizing involves determining how activities and resources are to be grouped.
Management Update: The most significant trend in organizing today is the elimination of
management layers to create organizations that are leaner and flatter.
© 2019 Cengage. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Chapter 1: Understanding the Manager’s Job 5
Extra Example: When Louis Gerstner was appointed as CEO of IBM, some critics argued that he
knew nothing about computers. However, he silenced his critics by immersing himself in the study of
new technology and soon became a knowledgeable expert.
2. Interpersonal Skills
Interpersonal skills rely on the ability to communicate with, understand, and motivate
individuals and groups.
3. Conceptual Skills
Conceptual skills include the ability to think in abstract terms and the mental capacity
to understand the “big picture” or the overall workings of the organization and its
environment.
4. Diagnostic Skills
Diagnostic skills consist of the ability to recognize the symptoms of a problem and
then determine an action plan to fix it.
5. Communication Skills
Communication skills are abilities to effectively convey ideas and information to
others and effectively receive ideas and information from others.
Extra Example: Kevin Plank, the CEO of Under Armour, is known for his ability to effectively
convey a vision of the firm’s future to both workers and investors.
6. Decision-Making Skills
Decision-making skills include the ability to correctly recognize and define problems
and opportunities and to then select an appropriate course of action to solve problems
and capitalize on opportunities.
7. Time Management Skills
Time management skills are abilities such as prioritizing work, working efficiently,
and delegating appropriately.
Management Update: In recent years, there has been a renewed interest in the concept of managerial
skills. There are useful self-assessment skills exercises found at the end of each chapter in this book.
Extra Example: Richard Branson, founder of Virgin Group, is known for his effective delegation
skills. He feels that it is vital to the success of a business for a CEO to be able to delegate, as this allows
the CEO to focus more on the big picture and achieve things that need to be done to make the
business’s products or services stand out.
D. The Science and the Art of Management
1. The Science of Management
Management is partly a science, because some aspects of management are objective
and can be approached with rationality and logic.
Discussion Starter: The science of management might be analogous to the activities of developing
computer hardware or playing a violin. There are specific right and wrong ways of doing things, and
mistakes are easily noted.
2. The Art of Management
Management is partly an art, because some aspects of management are subjective and
are based on intuition and experience.
Discussion Starter: The art of management might be analogous to the activities of writing computer
software or conducting the orchestra. More intuition and “feel” are needed to complete these activities,
and mistakes may be harder to pinpoint.
© 2019 Cengage. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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by rubbing the large plate machine at the Royal Institution. Thinking
the effect might still have been produced by animalculæ, and
intending to visit the following day the ruins of Trassermant, I ordered
the horse to be well washed in the morning. On pouring water over
his neck, I found a peculiar spasmodic action produced, which did
not take place when it was poured upon any other part of the body,
not even on the off-side of the neck, on which fell the mane.
Ascending the lower part of the mountain chain toward the snow, the
effect was scarcely visible; but on returning to the valley, it was
considerably increased, and especially after the animal had been
well washed and dried. Approaching the sea, it became more
powerful, and at Mogadór I got several persons to witness the
phenomenon. I was here told by the kaid, who had accompanied me
from Marocco, to take great care of the animal; that there were very
few of them in the country, and that the Sultán seldom gave them
away; that it was not only a horse of high blood but of fire, and it
would never tire. It has done a great deal of hard work, and fully
bears out the character given of him. I have moreover observed, on
touching him with the spur, or when he is excited by the firing of a
gun, or the sight of other horses, that a violent action is produced on
this side of the neck. Upon entering the desert, the effect nearly
disappeared, and at the same time a great portion of his courage,
although he continued to do his work well. The difference may,
however, be owing to the great change from an abundant to a spare
diet, and to his sympathising with his master by shewing more bone
than flesh, as our meals are reduced to one a-day. Can the colour
have any thing to do with it? He is golden dun, with a black mane
and tail. I have seen but three of the same hue, two in the stables of
the Sultán, and the third in the possession of the Sheïkh of Stuka;
but I could not obtain permission to examine them. I am very anxious
to send him to England; but I fear it will be impossible, as the whole
of the persons in power in Marocco are so incensed against me for
having eluded their vigilance, and succeeded in getting out of the
empire upon the direct track of the gold district, that I am told that no
favour would now be granted, and that if I come back, I shall rue
what I have done in passing to this place. The road is now open to
me: my intention is not to follow the caravan route, but to proceed
with a small escort and a few camels by the road the couriers take,
and thus obtain a new line and bearing to establish the position of
Tumbuktú. I had made a collection for the Royal Institution of some
mineralogical and fossil specimens; amongst which were many of
copper, antimony and lead, and what they here call brass (nhas
asfer). The last was obtained, but with difficulty, for Professor
Berzelius, at the request of the consul-general at Tangiers. But
having to lighten my baggage, when passing through Lower Suse,
the mule-load of stones had to be sent away, with a promise that
they should be forwarded to Mogadór. They were addressed to
yourself, with a request to send the duplicates to the professor at
Stockholm. I fear much they will never reach you, as a Berber told
me the people will be sure to think they contain gold, and they will all
be sent to the furnace.”
It appears, however, by a letter to Mr. Drummond Hay, that Sheïkh
Alí subsequently told Mr. Davidson, that finding they were only
stones, he, the Sheïkh, had thrown them away, but had kept the
baskets.
In allusion to the project of making Agadeer the port for sending
goods into the interior of Africa, he says, that the people there
asserted that the story circulated of the insecure state of property in
that country was unfounded; that such reports were spread by the
people of Mogadór, who feared that foreigners would come and
settle there, if it was thought that trade could be carried on with Suse
better by that route than the old one. It was this very dread of the
trade being directed into a new channel, that seems to have thrown
such impediments in the way of Mr. D.’s journey to Tumbuktú.
FOOTNOTES: