Management Fundamentals: Concepts, Applications, and Skill Development 7th Edition Solution Manual

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Lussier, Management Fundamentals, 7e
.
Answers to Questions in the Text
Chapter 1: Management and Its History
WORK APPLICATION SAMPLE ANSWERS
Most of the answers are actual student answers or based on student answers. You may give these
answers as part of your lecture before, after, or in place of getting student answers.
1–1. Describe the specific resources used by a present or past boss. Give the manager’s job title and
department.
My boss was the branch manager at Merchants Bank. The primary resource she used was the
tellers (human resources) to get the job done. When the manager was filling in for tellers at lunch
or on break, she and the other tellers conducted banking transactions for savings and checking
accounts on the computer terminal (physical resources), which was connected to the mainframe
computer at the home office. The computer was the main information resource on account
activities. We were handling financial resources all day long.
1–2. Identify a specific manager, preferably one who is or was your boss, and explain what makes him
or her successful or unsuccessful. Give examples.
My boss owns Bill’s Homemade Ice Cream. Bill’s is only open in the summer. Bill, who is around age
50, is successful because he only checks in a couple of times a day. The rest of the day he is free to
go where he wants to and do whatever he wants to do. The reason for his success is that he hires
good college students to work and trains them well so that he does not need to be around to
supervise them.
1–3. Select a manager, preferably one who is or was your boss, and state the specific management
skills he or she uses on the job.
My boss, Jeff, is the manager at Jiffy Lube. Jeff needs technical skills to lube the cars because part
of his time is spent doing it, and he also has to train the workers how to lube the cars. Jeff needs
interpersonal skills in order to motivate his employees to come to work and to do a good job. Jeff
uses his decision-making skills to determine how many people to schedule, when to schedule them,
when to order more supplies, and so on.
1–4. Identify a specific manager, preferably one who is or was your boss, and give examples of how
that person performs each of the four management functions.
My boss, Sonia, owns her own beauty salon. Sonia has to plan the work schedules for 15
employees. She has to assign her customers to specific hairdressers, pedicurists, and/or
manicurists. When people have multiple services, coordination is important so that customers
don’t have to wait around for the next service. Sonia does the staffing by hiring and training all the
employees. Sonia leads employees to get them to do a good job. She continually reminds all of us
how important customer satisfaction is. It works because most of our customers always come back
to us, and new customers tend to become regulars, too. Sonia spends a lot of her time talking to

Lussier, Management Fundamentals, 7e
.
the customers and making sure they are happy with their haircut or nails; and if they are not, she
has the employee try to fix the problem. Once in a while she will give a customer the next visit free
so she doesn’t lose that person’s business.
1–5. Identify a specific manager, preferably one who is or was your boss, and give examples of how
that person performs in each of the three management role categories. Be sure to identify at least one
of the three or four roles in each category.
I worked this past summer primarily catching boxes as they came off the conveyer belt. My boss,
John, spent most of the time playing the interpersonal role of leader because the job was pretty
boring, and he tried to help us have a good time by joking around and gaining satisfaction from the
people we work with. John spent most of his time in the informational role as the monitor. When
the machines were acting up, he would tinker with them; or when he couldn’t fix them, he’d play
the disseminator role to get maintenance to come fix the machines. When we have a machine not
working, it’s a crisis, and John plays the decisional role of disturbance handler to fix them.
1–6. Identify the three levels of management in a specific organization by level and title. Be sure to
give the organization’s name.
I work part time in the office for a car dealer, Casey Dodge. There are four supervisors: office
manager, service manager, sales manager, and auto body manager. These four supervisors report
to the general manager, who reports to the top manager, president/owner, Mr. Casey.
1–7. Identify which type of boss you have now or have had previously. If that person is or was a
functional manager, be sure to specify the functional tasks of the department.
When I worked for A&P Supermarket, I worked for Karen, the produce manager. Karen is a
functional manager and is responsible for the produce department. Karen did not hire the staff, but
she did have the functional tasks of training them to stock the shelves with produce and
supervising their work.
REVIEW QUESTION ANSWERS
1–1. What are a manager’s resources?
The manager’s resources are human, financial, physical, and informational.
1–2. What are the three management skills?
Management skills include technical, interpersonal, and decision-making skills.
1–3. What are the four functions of management?
The four functions of management include planning, organizing, leading, and controlling.
1–4. What are the three management role categories?
The three management role categories include interpersonal, informational, and decisional roles.

Lussier, Management Fundamentals, 7e
.
1–5. What are the three levels of management?
The three levels of management are top managers, middle managers, and first-line managers.
1–6. What are the three types of managers?
The three types of managers are general managers, functional managers, and project mangers.
1–7. What are the objectives of this book?
The objectives of this book are to teach you the important concepts of management, to develop your
ability to apply the management concepts through critical thinking, and to develop your management
skills in your personal and professional lives.
COMMUNICATION SKILLS ANSWERS
Applications may also be used as class discussion questions or written assignments to develop
communication skills.
1–1. Are you interested in being a manager?
Answers will vary.
1–2. Why is it important to take this course in management?
Answers will vary. Some of the reasons may include that it is important to learn about management
because knowledge of what management is can help you to be a better employee, because this course
can help you to qualify to become a manager, and because it can help you if you become a manager.
1–3. Is it more important for managers to be efficient or effective? Can you improve both at the same
time?
It is more important for managers to be effective than efficient because even if managers do the wrong
things very well, they will not be successful.
No. You really can’t improve both at the same time in the sense that you have to be effective before you
can be efficient.
1–4. Is management ability universal? In other words, can a good manager in one environment (e.g.,
computers) also be effective in another (e.g., banking)?
Generally, the answer is yes. Many managers change industries throughout their careers and are
effective in more than one industry.
1–5. Some people say the hard skills (technical, finance, quantitative analysis) are more important for
managers than soft skills (interpersonal), and some say the opposite is true. What is your view?

Lussier, Management Fundamentals, 7e
.
Although it can make a good debate, it is really hard to say whether one is really more important than
the other. A truly good manager has both hard and soft skills; most people don’t progress in
management without both.
1–6. Is your college professor a manager? Why or why not?
No. College professors are not really managers, even though they do perform the four functions of
management. Students are not employees of the college; in essence, students are customers, so your
professor is not a manager.
1–7. When a good employee is promoted to management, which management level is the promotion
usually to, and how do the management skills and functions change with the job promotion?
When an employee is promoted, it is usually to the first-line management position. The employee’s
technical skills are still important, but interpersonal skills and decision-making skills become more
important as a manager. The nonmanager operative employee performs mostly nonmanagement
functions. However, as a manager, the new supervisor will have to spend more time planning,
organizing, leading, and controlling.
1–8. When an employee is promoted to a manager, do most organizations provide some type of
training? Should they? Why or why not?
No. Most organizations don’t provide any training when an employee is promoted to a manager.
Yes. The organization should provide some type of training for the employee. Most successful leaders
have had extensive training.
APPLYING THE CONCEPT ANSWERS
Applying the Concept 1–1: Management Skills
Identify each activity as being one of the following types of management skills:
A. technical
B. interpersonal
C. decision making
1. The manager is trying to figure out a way to solve a problem.
C. Decision-making. Part of the definition of decision-making is solving problems.
2. The manager is giving an employee praise for a job well done.
B. Interpersonal. Thanking someone with praise is a form of motivation.
3. The manager is working on fixing a broken machine.
A. Technical. Fixing a machine takes technical skills.
4. The bank president is letting the branch managers know they exceeded the loan quota for the
month in an email.

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