Course material

1. (Mt) – BC Management Activities Performed by Managers and Purposes
Questions
General Instructions – PLEASE READ THEM CAREFULLY • The Assignment must be
submitted on Blackboard (WORD format only) via allocated folder. • Assignments
submitted through email will not be accepted. • Students are advised to make their work
clear and well presented, marks may be reduced for poor presentation. This includes filling
your information on the cover page. • Students must mention question number clearly in
their answer. • Late submission will NOT be accepted. • Avoid plagiarism, the work should
be in your own words, copying from students or other resources without proper
referencing will result in ZERO marks. No exceptions. • All answered must be typed using
Times New Roman (size 12, double-spaced) font. No pictures containing text will be
accepted and will be considered plagiarism). • Submissions without this cover page will
NOT be accepted. Assignment 1 Reference Source: Textbook:Management: A Practical
Introduction (10th edition), by Angelo Kinicki & Denise Breaux Soignet ,Published by
McGraw-Hill Education, 2 Penn Plaza, New York, NY 10121. Critical thinking 1: Principles of
Management Reference: MGT490-Book-Chapter No-01 (The Exceptional Manager) This
chapter has introduced you to how Henry Mintzberg changed the perception of a manger’s
role by studying how they spent their working day and classifying managerial activities into
decisional, interpersonal and informational roles. This gave a new insight into the activities
involved in being a manager but did not distinguish between the things that people called
‘manager’ do that contribute to the management of the organisation (such as coordination
and control) from the things they do that everyone in an organisation does (such as talking
to other people). In this context, the earlier contribution of Fayol in outlining the main
purposes of management is considered to still be of relevance, although it provides limited
understanding of how managerial jobs are affected by the environment in which managers
work. you will need to do further research beyond reading the chapter. Assignment
Question(s): 1. To understand what managers do, explain how it is necessary to study both
the activities performed by managers and the purposes of their activity. (05 Marks) (Min
words 150-200) 2. As well as variation across the levels of management (first-tier, middle
and top), how would you expect the manager’s role to vary with the extent to which the
organisational environment is changing, such as through new technology, changes in
market demand or new forms of competition? (05 Marks) (Min words 200) 3. Mintzberg’s
study in the 1960s came up with three important findings about a manager’s routine. What

2. are they, and are they probably still the same today? (05 Marks) (Min words 150-200) 4.
What is the potential importance of studying how managers like to spend their work time as
well as how they actually allocate their work time between different activities? (05 Marks)
(Min words 200) 5. Explain how it is possible that there might be a difference between
successful and effective managers in terms of how each type of manager tends to spend
their time. (05 Marks) (Min words 150-200) 6. What are the seven challenges of being a
manager, and which one is the one I will probably most have to worry about during my
lifetime?. (05 Marks) (Min words 150-200) Important Note: 1. Support your submission
with course material concepts, principles, and theories from the textbook and at least FOUR
scholarly, peer-reviewed journal articles. 2. References required in the assignment. Use APA
style for writing references. Answers: 1. 2. 3. 4. 5. 6. Because learning changes everything.®
Week 1 (PPT1) CHAPTER 1 The Exceptional Manager What You Do, How You Do It © 2022
McGraw Hill. All rights reserved. Authorized only for instructor use in the classroom. No
reproduction or further distribution permitted without the prior written consent of
McGraw Hill. ©Olivier Renck/ Getty Images LEARNING OBJECTIVES 1-1 1-2 1-3 1-4 1-5 1-6
1-7 Identify the rewards of being an exceptional manager. List the four principle functions
of a manager. Describe the levels and areas of management. Identify the roles an effective
manager must play. Discuss the skills of an outstanding manager. Identify the seven
challenges faced by most managers. Define the core competencies, knowledge, soft skills,
attitudes, and other characteristics needed for career readiness and discuss how they can be
developed. 1-8 Describe the process for managing your career readiness. © McGraw Hill
USING MANAGEMENT SKILLS FOR COLLEGE SUCCESS 1. Functions of management. 2.
Applying the functions of management to school projects. 3. Applying the functions of
management in your personal life. © McGraw Hill MANAGEMENT: WHAT IT IS, WHAT ITS
BENEFITS ARE The Rise of a Leader Key to Career Growth: “Doing Things I’ve Never Done
Before” The Art of Management Defined Why Organizations Value Managers: The Multiplier
Effect What Are the Rewards of Studying and Practicing Management? © McGraw Hill THE
RISE OF A LEADER General Motors CEO Mary Barra © McGraw Hill Mark Lennihan/AP
Images KEY TO CAREER GROWTH: “DOING THINGS I’VE NEVER DONE BEFORE” Jeff Bezos,
founder of Amazon, left Wall Street to start Amazon from his basement. © McGraw Hill THE
ART OF MANAGEMENT DEFINED • • • • © McGraw Hill Being an exceptional manager is an
art that can be learned. Management is the art of getting things done through people.
Managers are task-oriented, achievementoriented, and people-oriented. Good managers are
concerned with trying to achieve both efficiency and effectiveness. WHY ORGANIZATIONS
VALUE MANAGERS: THE MULTIPLIER EFFECT Good managers create value. © McGraw Hill
As a manager you have a multiplier effect: Your influence on the organization is multiplied
far beyond the results that can be achieved by just one person acting alone. WHAT ARE THE
REWARDS OF STUDYING MANAGEMENT? The rewards of studying management include: •
You will have an insider’s understanding of how to deal with organizations from the
outside. • You will know from experience how to relate to your supervisors. • You will
better interact with co-workers. • You will be able to manage yourself and your career. •
You might make more money during your career. © McGraw Hill WHAT ARE THE
REWARDS OF PRACTICING MANAGEMENT? The rewards of practicing management

3. include: • You and your employees can experience a sense of accomplishment. • You can
stretch your abilities and magnify your range. • You can build a catalog of successful
products or services. © McGraw Hill WHAT MANAGERS DO: THE FOUR PRINCIPAL
FUNCTIONS • Planning: Discussed in Part 3 • Organizing: Discussed in Part 4 • Leading:
Discussed in Part 5 • Controlling: Discussed in Part 6 © McGraw Hill THE MANAGEMENT
PROCESS Figure 1.1: The Management Process Access the text alternative for these images.
© McGraw Hill PYRAMID POWER: LEVELS OF AND AREAS OF MANAGEMENT • The
Traditional Management Pyramid: Levels and Areas • Four Levels of Management • Areas of
Management: Functional Managers versus General Managers • Managers for Three Types of
Organizations: For-Profit, Nonprofit, Mutual-Benefit • Different Organizations, Different
Management? © McGraw Hill THE TRADITIONAL MANAGEMENT PYRAMID: LEVELS AND
AREAS Figure 1.2 © McGraw Hill FOUR LEVELS OF MANAGEMENT • Top managers make
long-term decisions. • Middle managers implement the policies and plans of the top
managers above them. • First-line managers make short-term operating decisions. • Team
leader is responsible for facilitating team activities. • Nonmanagerial employees either work
alone on tasks or with others on a variety of teams. © McGraw Hill AREAS OF
MANAGEMENT: FUNCTIONAL MANAGERS VERSUS GENERAL MANAGERS • Functional
managers are responsible for just one organizational activity. • General managers are
responsible for several organizational activities. © McGraw Hill D Dipasupil/Getty Image
MANAGERS FOR THREE TYPES OF ORGANIZATIONS For-profit organizations Nonprofit
organizations Mutual-benefit organizations © McGraw Hill DIFFERENT ORGANIZATIONS,
DIFFERENT MANAGEMENT? Generally you would be performing the four management
functions of planning, organizing, leading, and controlling, regardless of the type of
organization. The measures of success is the single biggest difference. © McGraw Hill ROLES
MANAGERS MUST PLAY SUCCESSFULLY The Manager’s Roles: How Do Managers Spend
Their Time? © McGraw Hill Three Types of Managerial Roles: • Interpersonal •
Informational • Decisional THE MANAGER’S ROLES: HOW DO MANAGERS SPEND THEIR
TIME? • Managers are always working, and they are in constant demand. • Managers spend
virtually all of their work time communicating with others. • Managers must be purposeful
and proactive about managing their time. © McGraw Hill THREE TYPES OF MANAGERIAL
ROLES: INTERPERSONAL, INFORMATIONAL, AND DECISIONAL Interpersonal roles: •
Figurehead, Leader, and Liaison Informational roles: • Monitor, Disseminator, and
Spokesperson Decisional roles: • © McGraw Hill Entrepreneur, Disturbance Handler,
Resource Allocator, and Negotiator THE SKILLS EXCEPTIONAL MANAGERS NEED Technical
Skills: • The ability to perform a specific job Conceptual Skills: • The ability to think
analytically Human Skills: • “Soft Skills,” the ability to interact well with people © McGraw
Hill And additional valued traits in managers. TECHNICAL SKILLS Having the requisite
technical skills seems to be most important at the lower levels of management—that is,
among employees in their first professional job and first-line managers. © McGraw Hill
CONCEPTUAL SKILLS Conceptual skills are more important as you move up the
management ladder, particularly for top managers, who must deal with problems that are
ambiguous but that could have far-reaching consequences. © McGraw Hill HUMAN SKILLS
The most difficult set of skills to master but which are especially important with people in

4. teams, an important part of today’s organizations. © McGraw Hill THE MOST VALUABLE
TRAITS IN MANAGERS Among the chief skills companies seek in top managers are the
following: • The ability to motivate and engage others • The ability to communicate • Work
experience outside the United States • High energy levels to meet the demands of global
travel and a 24/7 world © McGraw Hill SEVEN CHALLENGES TO BEING AN EXCEPTIONAL
MANAGER Challenge #1: • Managing for Competitive Advantage—Staying Ahead of Rivals
Challenge #2: • Managing for Technological Advances—Dealing with the “New Normal”
Challenge #3: • Managing for Inclusion and Diversity—The Future Won’t Resemble the Past
Challenge #4: • Managing for Globalization—The Expanding Management Universe
Challenge #5: • Managing for Ethical Standards Challenge #6: • Managing for Sustainable
Development—The Business of Green Challenge #7: • Managing for Happiness and
Meaningfulness © McGraw Hill CHALLENGE #1: MANAGING FOR COMPETITIVE
ADVANTAGE— STAYING AHEAD OF RIVALS Organizations must stay ahead in four areas •
Being responsive to customers • Innovation • Quality • Efficiency © McGraw Hill
CHALLENGE #2: MANAGING FOR TECHNOLOGICAL ADVANCES–DEALING WITH THE NEW
NORMAL • • • • • • © McGraw Hill Ecommerce Far-ranging electronic management all of the
time. Data, data, and more data: a challenge to decision making The rise of artificial
intelligence: more automation in the workforce Organizational changes: shifts in structure,
jobs, goals, and management Knowledge management and collaborative computing
CHALLENGE #3: MANAGING FOR INCLUSION AND DIVERSITY—THE FUTURE WON’T
RESEMBLE THE PAST • In the coming years there will be a different mix of women,
immigrants, and older people in the general population, as well as in the workforce. • Some
scholars think that diversity and variety in staffing produce organizational strength. •
Clearly, however, the challenge to the manager of the near future is to maximize the
contributions of employees diverse in gender, age, race, ethnicity, and sexual orientation. ©
McGraw Hill CHALLENGE #4: MANAGING FOR GLOBALIZATION—THE EXPANDING
MANAGEMENT UNIVERSE • Verbal expressions and gestures don’t mean the same thing to
everyone around the world. • Failure to understand cultural differences can affect
organizations’ ability to manage globally. • Globalization is the increasingly interconnected
nature of business around the world. • Managing for globalization will be a complex,
ongoing challenge. © McGraw Hill CHALLENGE #5: MANAGING FOR ETHICAL STANDARDS
• Recent incidents point to serious repercussions when people fail to realize that ethical
standards must be followed in every area of life. • Ethical lapses have the potential to do
great harm, and not only financial harm. © McGraw Hill CHALLENGE #6: MANAGING FOR
SUSTAINABLE DEVELOPMENT—THE BUSINESS OF GREEN • Our economic system has
brought prosperity but in doing so has often assumed an unlimited supply of natural
resources. • We now believe some of the actions and decisions of the past have caused
irreversible damage to the environment. • The United Nations addressed these issues by
adopting a set of 17 Sustainable Development Goals. • Clearly sustainable development is a
critical issue facing businesses today. © McGraw Hill CHALLENGE #7: MANAGING FOR
HAPPINESS AND MEANINGFULNESS • Research shows that a sense of meaningfulness in
your life is associated with better health, work and life satisfaction, and performance. Build
meaning into your life by: • • Identifying activities you love doing • Finding a way to build

5. your natural strengths into your personal and work life • Going out and helping someone ©
McGraw Hill BUILDING YOUR CAREER READINESS Figure 1.3 Sources: National Association
of Colleges and Employers, “Are College Graduates ‘Career Ready’?” February 19, 2018,
https://www.naceweb.org/career-readiness/competencies/are-college-graduates-career-
ready/. Data derived from NACE’s “Job Outlook 2018” and “The Class of 2017 Student
Survey Report.” Access text description for images. © McGraw Hill FIGURE 1.4 MODEL OF
CAREER READINESS Access text description for images. © McGraw Hill DEVELOPING
CAREER READINESS • Build self-awareness. • Learn from educational activities. • Model
others possessing the targeted competencies. • Learn from on-the-job activities. • Seek
experience from student groups and organizations. • Experiment. © McGraw Hill
MANAGING YOUR CAREER READINESS Three keys to success. 1. It’s your responsibility to
manage your career. Don’t count on others. 2. Personal reflection, motivation, commitment,
and experimentation are essential. 3. Success is achieved by following a process. © McGraw
Hill STEPS FOR DEVELOPING CAREER READINESS STEP 1: • Examine the list of career
readiness competencies and pick two or three that impact your current performance. STEP
2: • Consider how you can use material from the text to develop your targeted career
readiness competencies. STEP 3: • Experiment with small steps aimed at developing your
targeted career readiness competencies. STEP 4: • © McGraw Hill Evaluate what happened
during your small-step experiments. A PROCESS FOR DEVELOPING CAREER READINESS
Figure 1.5 Process for managing career readiness. Kinicki and Associates, Inc. 2022 Access
text descriptions for images. © McGraw Hill MAKE IT A HABIT A simple way to approach
the task of managing your career readiness: Make it a habit. © McGraw Hill • Identify
something specific you want to accomplish. • Identify a simple, tiny change you can
implement. End of Main Content Because learning changes everything.
www.mheducation.com © 2020 McGraw Hill. All rights reserved. Authorized only for
instructor use in the classroom. No reproduction or further distribution permitted without
the prior written consent of McGraw Hill. ® Because learning changes everything.® Week 2
(PPT2A) CHAPTER 2 MANAGEMENT THEORY Essential Background for the Successful
Manager © 2022 McGraw Hill. All rights reserved. Authorized only for instructor use in the
classroom. No reproduction or further distribution permitted without the prior written
consent of McGraw Hill. ©Olivier Renck/ Getty Images LEARNING OBJECTIVES 2-1 Describe
the development of current perspectives on management. 2-2 Discuss the insights of the
classical view of management. 2-3 Describe the principles of the behavioral view of
management. 2-4 Discuss the two quantitative approaches to solving problems. 2-5 Identify
takeaways from the systems view of management. 2-6 Explain why there is no one best way
to manage in all situations. 2-7 Define how managers foster a learning organization,
highperformance work practices, and shared value and sustainable development. 2-8
Describe how to develop the career readiness competency of understanding the business. ©
McGraw Hill MANAGE YOU: WHAT TYPE OF WORK ENVIRONMENT DO I PREFER? • What
Does It Mean for You? • How Can You Get a Job in a Peopled Organization? © McGraw Hill
EVOLVING VIEWPOINTS: HOW WE GOT TO TODAY’S MANAGEMENT OUTLOOK Creating
Modern Management: The Handbook of Peter Drucker Six Practical Reasons for Studying
This Chapter The Progression of Management Perspectives © McGraw Hill CREATING

6. MODERN MANAGEMENT: THE HANDBOOK OF PETER DRUCKER. Understanding
management history can assist you in determining the type of management style you prefer.
Drucker introduced several ideas that now underlie the organization and practice of
management. • Workers should be treated as assets. • The corporation could be considered
a human community. • There is “no business without a customer.” • Institutionalized
management practices are preferable to charismatic cult leaders. © McGraw Hill Jonathan
Alcorn/ZUMAPRESS/ Newscom SIX PRACTICAL REASONS FOR STUDYING THIS CHAPTER
1. Understanding of the present 2. Guide to action 3. Source of new ideas 4. Clues to the
meaning of your managers’ decisions 5. Clues to the meaning of outside events 6. Producing
positive results © McGraw Hill FIGURE 2.1 PROGRESSION OF MANAGEMENT
PERSPECTIVES Access the text alternative for slide images. © McGraw Hill CLASSICAL
VIEWPOINT: SCIENTIFIC AND ADMINISTRATIVE MANAGEMENT • Scientific Management:
Pioneered by Taylor and the Gilbreths • Administrative Management: Pioneered by
Spaulding, Fayol, and Weber • The Problem with the Classical Viewpoint: Too Mechanistic
© McGraw Hill Bettmann/Getty Images SCIENTIFIC MANAGEMENT: PIONEERED BY
TAYLOR AND THE GILBRETHS Frederick Taylor and the Four Principles of Scientific
Management: © McGraw Hill • Evaluate a task by scientifically studying each part of it. •
Carefully select workers with the right abilities for the task. • Give workers the training and
incentives to do the task with the proper work methods. • Use scientific principles to plan
the work methods and ease the way for workers to do their jobs. SCIENTIFIC
MANAGEMENT: PIONEERED BY TAYLOR AND THE GILBRETHS • • • • © McGraw Hill Frank
and Lillian Gilbreth and Industrial Engineering. Identified 17 basic motions and applied
them to work processes to determine whether the tasks could be done more efficiently.
Demonstrated they could eliminate motions while reducing fatigue for some workers. The
Gilbreths are important because they reinforced the link between studying the physical
movements in a job and workers’ efficiency. Bettmann/Getty Images ADMINISTRATIVE
MANAGEMENT: PIONEERED BY SPAULDING, FAYOL, AND WEBER 1 Charles Clinton
Spaulding: the “Father of African-American Management” Suggested considerations such as:
• • • • • • © McGraw Hill The need for authority Division of labor Adequate capital Proper
budgeting Cooperation Teamwork Highlighted the need to enrich “the lives of his
organizational and community family” while simultaneously focusing on making a profit.
ADMINISTRATIVE MANAGEMENT: PIONEERED BY SPAULDING, FAYOL, AND WEBER 2 •
Fayol was not the first to investigate management behavior, but he was the first to
systematize it. • His most important work, General and Industrial Management, was
translated into English in 1930. • Fayol was the first to identify the major functions of
management—planning, organizing, leading, and controlling. © McGraw Hill
ADMINISTRATIVE MANAGEMENT: PIONEERED BY SPAULDING, FAYOL, AND WEBER 3
Weber believed bureaucracy was a rational, efficient, ideal organization based on principles
of logic. A better-performing organization, he felt, should have five positive bureaucratic
features: 1. A well-defined hierarchy of authority 2. Formal rules and procedures 3. A clear
division of labor, with parts of a complex job being handled by specialists 4. Impersonality,
without reference or connection to a particular person 5. Careers based on merit © McGraw
Hill THE PROBLEM WITH THE CLASSICAL VIEWPOINT: TOO MECHANISTIC • A flaw in the

7. classical viewpoint is that it tends to view humans as cogs within a machine, not taking into
account the importance of human needs. • The essence of the classical viewpoint was that
work activity was amenable to a rational approach. • The classical viewpoint also led to
such innovations as management by objectives and goal setting. © McGraw Hill
BEHAVIORAL VIEWPOINT: BEHAVIORISM, HUMAN RELATIONS, AND BEHAVIORAL
SCIENCE 1 Behavioral viewpoint: Emphasized the importance of understanding human
behavior and motivating employees toward achievement Developed over three phases: 1.
Early behaviorism 2. The human relations movement 3. Behavioral science © McGraw Hill
BEHAVIORAL VIEWPOINT: BEHAVIORISM, HUMAN RELATIONS, AND BEHAVIORAL
SCIENCE 2 • Early Behaviorism: Pioneered by Munsterberg, Follett, and Mayo • The Human
Relations Movement: Pioneered by Maslow and McGregor • The Behavioral Science
Approach © McGraw Hill AP Images EARLY BEHAVIORISM: PIONEERED BY
MUNSTERBERG, FOLLETT, AND MAYO 1 Hugo Munsterberg is called the father of industrial
psychology. He suggested that psychologists could contribute to industry in three ways: 1.
Study jobs and determine which people are best suited to specific jobs. 2. Identify the
psychological conditions under which employees do their best work. 3. Devise management
strategies to influence employees to follow management’s interests. © McGraw Hill EARLY
BEHAVIORISM: PIONEERED BY MUNSTERBERG, FOLLETT, AND MAYO 2 • Mary Parker
Follett was lauded as a female pioneer in the fields of civics and sociology. • Follett thought
organizations should become more democratic, with managers and employees working
cooperatively. • Three key ideas in making organizations more democratic © McGraw Hill
EARLY BEHAVIORISM: PIONEERED BY MUNSTERBERG, FOLLETT, AND MAYO 3 Mayo led a
Harvard research group to conduct worker productivity studies at Western Electric’s
Hawthorne (Chicago) plant in the late 1920s. Hawthorne Effect: • © McGraw Hill Employees
worked harder if they received added attention, if they thought that managers cared about
their welfare, or that supervisors paid special attention to them. THE HUMAN RELATIONS
MOVEMENT: PIONEERED BY MASLOW • Abraham Maslow and the Hierarchy of Needs •
Maslow observed that his patients had certain innate needs that had to be satisfied before
they could reach their fullest potential. © McGraw Hill THE HUMAN RELATIONS
MOVEMENT: PIONEERED BY MCGREGOR • Douglas McGregor came to realize that it was
not enough for managers to try to be liked; they also needed to be aware of their attitudes
toward employees. • These attitudes could be thought of as either “X” or “Y.” © McGraw Hill
THE BEHAVIORAL SCIENCE APPROACH • Behavioral science relies on scientific research for
developing theories about human behavior that can be used to provide practical tools for
managers. • The disciplines of behavioral science include psychology, sociology,
anthropology, and economics. © McGraw Hill QUANTITATIVE VIEWPOINTS: OPERATIONS
MANAGEMENT AND EVIDENCE-BASED MANAGEMENT • Operations Management: Being
More Effective • Evidence-Based Management: Facing Hard Facts, Rejecting Nonsense ©
McGraw Hill OPERATIONS MANAGEMENT: BEING MORE EFFECTIVE Operations
management consists of all the job functions and activities in which managers: • Schedule
and delegate work and job training, • Plan production to meet customer needs, • Design
services customers want and how to deliver them, • Locate and design company facilities,
and • Choose optimal levels of product inventory to keep costs down and reduce

8. backorders. © McGraw Hill EVIDENCE-BASED MANAGEMENT: FACING HARD FACTS,
REJECTING NONSENSE Evidence-based management is based on the belief that: • Facing
the hard facts about what works and what doesn’t, • Understanding the dangerous half-
truths that constitute so much conventional wisdom about management, and • Rejecting the
total nonsense that too often passes for sound advice will help organizations perform
better. © McGraw Hill THE SYSTEMS VIEWPOINT 1 • The Systems Viewpoint • The Four
Parts of a System © McGraw Hill THE SYSTEMS VIEWPOINT 2 • Managers must understand
how the different parts of an organization come together to achieve its goals in order to
diagnose problems and develop effective solutions. • Even though a system may not work
very well, it is nevertheless still a system. © McGraw Hill THE FOUR PARTS OF A SYSTEM •
Systems may be open or closed. The four parts of a system are: 1. Inputs 2.
Transformational processes 3. Outputs 4. Feedback © McGraw Hill • Synergy in a system
creates an effect that is greater than the sum of individual efforts. • Systems viewpoint led
to the development of Complexity Theory. FIGURE 2.2 THE FOUR PARTS OF A SYSTEM
Access the text alternative for slide images. © McGraw Hill CONTINGENCY VIEWPOINT •
The contingency viewpoint began to develop when managers discovered that under some
circumstances better results could be achieved by breaking the one-best-way rule. • The
beauty, and simplicity, of contingency theory lies in the proposition that there is not one
best way to manage. © McGraw Hill CONTEMPORARY APPROACHES • The Learning
Organization: Sharing Knowledge and Modifying Behavior • High-Performance Work
Practices • Shared Value and Sustainable Development: Going beyond Profits • Responsible
Management Education: The United Nations Takes the Lead © McGraw Hill THE LEARNING
ORGANIZATION: SHARING KNOWLEDGE AND MODIFYING BEHAVIOR • Keep on learning. •
Individuals who embrace learning make the organization smarter and contribute to its
growth. • A key challenge for managers, therefore, is to establish a culture of shared
knowledge and values that will enhance their employees’ ability to learn. © McGraw Hill
Three parts of a learning organization: 1. Creating and acquiring knowledge 2. Transferring
knowledge 3. Modifying behavior HIGH-PERFORMANCE WORK PRACTICES The job of
management, according to this viewpoint, is to create human resource (HR) practices that
foster employee development and overall wellbeing. High-performance work practices
include: • Ability-enhancing practices • Motivation-enhancing practices • Opportunity-
enhancing practices © McGraw Hill SHARED VALUE AND SUSTAINABLE DEVELOPMENT:
GOING BEYOND PROFITS • Shared value and sustainable development look beyond short-
term profits and focuses on the environmental and social costs of doing business. •
Sustainable development focuses on meeting the needs of the present without
compromising the ability of future generations to meet their own needs. • Shared value and
sustainable development is where business and sustainability intersect. © McGraw Hill
RESPONSIBLE MANAGEMENT EDUCATION: THE UNITED NATIONS TAKES THE LEAD • The
growing importance of shared value and sustainable development has led the United
Nations (UN) to tackle the issue. • In 2007, the organization launched Principles for
Responsible Management Education (PRME). • The mission of PRME is to “transform
business and management education, research and thought leadership globally, while
promoting awareness about the Sustainable Development Goals [SDGs], and developing the

9. responsible business leaders of tomorrow.” © McGraw Hill CAREER CORNER: MANAGING
YOUR CAREER READINESS 1 • Recruiters expect you to do some research, just as you would
for a class assignment. • That’s good for both you and a potential employer because it helps
identify the likely level of fit between the two of you. • Good fit, in turn, is associated with
more positive work attitudes and task performance, lower intentions to quit, and less job-
related stress. © McGraw Hill FIGURE 2.3 MODEL OF CAREER READINESS Access text
descriptions for image. © McGraw Hill CAREER CORNER: MANAGING YOUR CAREER
READINESS 3 To demonstrate that you understand a business, you should learn the
following 7 things about a company before showing up for an interview: 1. The company’s
missions and vision statements 2. The company’s core values and culture 3. The history of
the company 4. Key organizational players 5. The company’s products, service, and clients 6.
Current events and accomplishments 7. Comments from current or previous employers ©
McGraw Hill End of Main Content Because learning changes everything.
www.mheducation.com © 2022 McGraw Hill. All rights reserved. Authorized only for
instructor use in the classroom. No reproduction or further distribution permitted without
the prior written consent of McGraw Hill. ® Because learning changes everything.® Week 3
(PPT3) CHAPTER 5 Planning The Foundation of Successful Management © 2022 McGraw
Hill. All rights reserved. Authorized only for instructor use in the classroom. No
reproduction or further distribution permitted without the prior written consent of
McGraw Hill. Copyright © Olivier Renck / Getty Images LEARNING OBJECTIVES 5-1 Discuss
the role of strategic management. 5-2 Compare mission, vision, and value statements. 5-3
Discuss the types and purposes of goals and plans. 5-4 Describe SMART goals and their
implementation. 5-5 Outline the planning/control cycle. 5-6 Describe how to develop the
career readiness competency of proactive learning orientation. © McGraw Hill, LLC
MANAGE U: START YOUR CAREER OFF RIGHT BY PLANNING 1 SETTING GOALS AND
MAKING A PLAN 1. Identify your options. 2. Explore conditions in your target field. 3. Create
your action plan. 4. Track your progress. © McGraw Hill, LLC MANAGE U: START YOUR
CAREER OFF RIGHT BY PLANNING 2 STAYING RESILIENT DURING THE PROCESS: 1. Know
that it takes time to find a job, especially one that’s a good fit for both you and the company
that hires you. 2. Create a budget to be sure your income will cover your day-to-day
expenses. 3. Avoid making any major financial commitments until you’ve actually landed
your target job and have a steady paycheck. © McGraw Hill, LLC PLANNING AND STRATEGY
Planning, Strategy, and Strategic Management Why Planning and Strategic Management are
Important © McGraw Hill, LLC PLANNING, STRATEGY, AND STRATEGIC MANAGEMENT
Planning: Coping with Uncertainty Strategy: Setting Long-Term Direction Strategic
Management: Involving All Managers in Strategy © McGraw Hill, LLC PLANNING AND
STRATEGIC MANAGEMENT Access alternative text for slide images. © McGraw Hill, LLC
WHY PLANNING AND STRATEGIC MANAGEMENT ARE IMPORTANT Providing Direction
and Momentum Encouraging New Ideas Developing a Sustainable Competitive Advantage ©
McGraw Hill, LLC DEVELOPING A SUSTAINABLE COMPETITIVE ADVANTAGE Competitive
advantage: • The ability of an organization to produce goods or services more effectively
than its competitors do, thereby outperforming them. Sustainable competitive advantage: •
Occurs when an organization is able to get and stay ahead in four areas: 1.In being

10. responsive to customers 2.In innovating 3.In quality 4.In effectiveness © McGraw Hill, LLC
FUNDAMENTALS OF PLANNING Mission, Vision, and Values Statements Three Types of
Planning for Three Levels of Management: Strategic, Tactical, and Operational © McGraw
Hill, LLC MAKING PLANS Figure 5.2 Access alternative text for slide image. © McGraw Hill,
LLC MISSION, VALUES, AND VALUES STATEMENTS The Mission Statement: “What Is Our
Reason for Being?” The Vision Statement: “What Do We Want to Become?” The Values
Statement: “What Values Do We Want to Emphasize?” © McGraw Hill, LLC THREE TYPES OF
PLANNING FOR THREE LEVELS OF MANAGEMENT: STRATEGIC, TACTICAL, AND
OPERATIONAL Figure 5.3 Access the text alternative for slide images. © McGraw Hill, LLC
GOALS AND PLANS Long-Term and Short-Term Goals The Operating Plan and Action Plan
Plans Are Great, but . . . © McGraw Hill, LLC LONG-TERM AND SHORT-TERM GOALS • A goal,
also known as an objective, is a specific commitment to achieve a measurable result within a
stated period of time. • Long-term goals are generally referred to as strategic goals. • Short-
term goals are sometimes referred to as tactical or operational goals, or just plain goals. ©
McGraw Hill, LLC THE OPERATING AND ACTION PLANS Operating Plan: • A plan that
breaks long-term output into shortterm targets or goals • Turns strategic plans into
actionable short-term goals and action plans Action Plan: • Defines the course of action (the
tactics) needed to achieve a stated goal • Contains a project date for completing the desired
activities for each tactic © McGraw Hill, LLC PLANS ARE GREAT, BUT… • Unless plans are
effectively executed, they won’t be worth more than the paper they are written on. • A well-
executed plan can spur growth and create a competitive advantage. © McGraw Hill, LLC
PROMOTING CONSISTENCIES IN GOALS: SMART GOALS, MANAGEMENT BY OBJECTIVES,
AND GOAL CASCADING SMART Goals Management by Objectives: The Four-Step Process for
Motivating Employees Cascading Goals: Making Lower-Level Goals Align with Top Goals The
Importance of Deadlines © McGraw Hill, LLC SMART GOALS 1 Specific: Goals should be
stated in specific terms. Measurable: Goals should be measurable or quantifiable.
Attainable: Goals should be realistic. Results-oriented: Goals should support the
organization’s vision. Target Date: Goals should have deadline dates for attainment. ©
McGraw Hill, LLC SMART GOALS 2 SMART GOAL NOT-SO-SMART GOAL Increase sales
revenue by 15% across by the end of the quarter. Increase sales revenue. © McGraw Hill,
LLC SMART GOALS 3 Figure 5.4 Source: Adapted from E.A. Locke and G.P. Latham, A Theory
of Goal Setting and Task Performance (Englewood Cliffs, NJ: Prentice Hall, 1990). Access
alternative text for slide image. © McGraw Hill, LLC MANAGEMENT BY OBJECTIVES: THE
FOUR-STEP PROCESS FOR MOTIVATING EMPLOYEES • • • • Jointly set objectives. Develop
an action plan. Periodically review performance. Give performance appraisal and rewards.
© McGraw Hill, LLC IT IS BEST TO CASCADE GOALS ORGANIZATIONWIDE Top
management and middle management must be committed. The goals must be applied
organization wide. Goals must cascade—be linked consistently down through the
organization. © McGraw Hill, LLC THE IMPORTANCE OF DEADLINES • Deadlines can help
concentrate the mind. • Deadlines help you ignore extraneous matters in favor of what’s
important. • Deadlines provide a mechanism for giving ourselves feedback. © McGraw Hill,
LLC THE PLANNING/CONTROL CYCLE Figure 5.5 Source: Robert Kreitner, Management, 8th
edition. © McGraw Hill, LLC Access the text alternative for slide images. CAREER CORNER:

11. MANAGING YOUR CAREER READINESS Becoming More Proactive Keeping an Open Mind
and Suspending Judgement © McGraw Hill, LLC CAREER CORNER: CAREER READINESS
COMPETENCIES Access alternative text for slide image. © McGraw Hill, LLC BECOMING
MORE PROACTIVE • Focus on solutions rather than problems. • Take initiative and rely on
yourself. • Set realistic goals and don’t overpromise. • Participate and contribute to personal
and professional conversations. © McGraw Hill, LLC KEEPING AN OPEN MIND AND
SUSPENDING JUDGEMENTS Step 1: Make a list of your current tasks, projects, or
commitments at school or work. Step 2: For each task listed in step one, identify the key
moments it would be important to be openminded and suspend judgment. Step 3: For each
of these moments, think of how you might apply the four key skills of being open minded. •
• • • © McGraw Hill, LLC Question your beliefs. Pause and seek feedback. Watch for
communication blocks. Check the accuracy of your past judgments and predictions. End of
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