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Preface1

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1" %+,),$& )B#,/ "0NB%"B+$&+$B%+$"B#"12/"2Preface

This OpenStax book is available for free at http://cnx.org/content/col28

330/1.8

highlights how businesses have altered their business strategies in response to these forces.

Catching the Entrepreneurial Spirit.This feature highlights the challenges and opportunities availabJle in small

businesses and other entrepreneurial ventures.

Managerial Leadership.It is generally agreed that in a turbulent business climate leadershipJ is an important

function of management that helps to maximize efficiency aJnd to achieve organizational goals. Leaders initiate

action, motivate organizations, provide guidance, build morale, and create a sense of confidence within the

organization and to outside stakeholders.

Sustainability and Responsible Management.This feature highlights the knowledge, skills, tools, and self-

awareness that are needed to become responsible managers. While the area of corporate social responsibility

and sustainability has gained wide general support and commentary, these featured boxed items should provide the reader with insights of how managers can embed responsible practices in their careers.

3D9F9D95C1>41C5C*81D&ED!>?G<5475D?-?B;

Principles of Managementhelps students develop a solid grounding in the skills that they can apply throughout

their managerial careers. These skill-building activities and resources help build and polish competencies that

future employers will value.

Chapter Review Questions.These questions provide a broad set of challenging questions that students can

use to assure themselves that they have mastered the chapter concepts.

Management Skills Application Exercises.These activities at the end of each chapter present real-world

challenges and provide assignment material for students to hone their businesJs skills. Managerial Decision Exercises.These activities provide assignment material that challenge students' decision-making processes. There are a variety of exercises for individual or team assignments.

Critical Thinking Case.The Critical Thinking case in each chapter inviteJs students to explore business

strategies of various companies, analyze business decisiJons, and prepare comments.

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We've compiled additional resources for both students and instructors, including Getting StaJrted Guides.

Instructor resources require a verified instructor account, which you can apply for whJen you log in or create

your account on openstax.org.

Instructor and student resources are typically available within a few months after the book's initial publication.

Take advantage of these resources to supplement your OpenStax book. Comprehensive instructor's manual.Each component of the instructor's manual is designed to provide

maximum guidance for delivering the content in an interesting and dynamic manner. The instructor's manual

includes an in-depth lecture outline, which is interspersed with lecture "tidbits" that allow instructors to add

timely and interesting enhancements to their lectures.

Test bank.With nearly 2,000 true/false, multiple-choice, fill-in-thJe-blank, and short-answer questions in our

test bank, instructors can customize tests to support a vaJriety of course objectives. The test bank is availaJble in

Word format.

PowerPoint lecture slides.The PowerPoint slides provide images and descriptions as a starting place for

instructors to build their lectures.Preface3

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NB,"0 %"/LB+&3"/0&16B,#B"504Preface

This OpenStax book is available for free at http://cnx.org/content/col28

330/1.8

Marcia Marriott, Monroe Community College

Therese Madden, Notre Dame de Namur University

Eleonor Moore, Kirtland Community College

Robert McNulty, Bentley University

Jeffrey Muldoon, Emporia State University

John Parnell, University of North Carolina-Pembroke

Jim Pennypacker

Karli Peterson, Colorado State University

Raymond Pfang, Tarrant Community College

Jodell Raymond, Monroe Community College

Richard Savior, SUNY Empire State

Carolyn Stevenson, Kaplan University

Amit Shah, Frostburg State University

Linda Tancs

Maria Vitale, Chaffey College

Valerie Wallingford, Bemidji State UniversityPreface5

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planning, organizing, staffing, directing, coordinating, reporting, and controlling. These activities, as

Hannaway found in her study of managers at work, "Jdo not, in fact, describe what managers do."

1At best they

seem to describe vague objectives that managers are continually trying to accomplish. The real world,

however, is far from being that simple. The world in which most managers Jwork is a "messy and hectic stream

of ongoing activity." 2 -81D?#1>175BC?

1. What do managers do to help organizations achieve top performance?

Managers are in constant action. Virtually every study of managers in action has found that they "switch

frequently from task to task, changing their focus of attention to respond to issues as they arise, and engaging

in a large volume of tasks of short duration."

3Mintzberg observed CEOs on the job to get some idea of what

they do and how they spend their time. He found, for instance, that they averaged 36 written and 16 verbal

contacts per day, almost every one of them dealing with a distinct or different issue. Most of these activities

were brief, lasting less than nine minutes. 4

Kotter studied a number of successful general managers over a five-year period and found that they spend

most of their time with others, including subordinates, their bosses, and numerous people from outside the

organization. Kotter's study found that the average manager spent just 25% of his time working alone, aJnd

that time was spent largely at home, on airplanes, or commuting. Few of them spent less than 70% of their

time with others, and some spent up to 90% of their working time thiJs way.quotesdbs_dbs14.pdfusesText_20

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