Chapter 1 Managers and the Management Process Everyone Becomes a Manager Someday Chapter 1 Overview Each Chapter contains several inset features designed to assist the student reader in applying the concepts to relevant examples. Career Readiness illustrates how experiences and activities relate to work performance. Analytics introduces research or trends that may be used for class discussion in the classroom or online for distance learning. Choices provides students with an opportunity to evaluate various sides of an issue in order to make an informed decision. Ethics profiles the issue of tracking technology to monitor worker behavior. Insight profiles the importance of critical thinking. Issues explores samples of debated topics in business and strategy. Quick Case presents a business-related scenario for class analysis and discussion. Chapter one provides a thorough review of what it means to be a manager in today‘s knowledgebased workplace, where intellectual capital has become the ultimate foundation. Managers are indispensable to organizations and they bring together many resources to best meet the goals of the organization. The chapter begins with a discussion of the different job titles and levels of managers -- those who support and facilitate the work efforts of others in organizations. Accountability as a cornerstone of managerial performance, along with how effective managers help others achieve high performance and satisfaction is discussed. The various ways managers meet multiple and changing expectations in a changing workplace environment is reviewed. Next is an overview of what managers do, and the various skills they must possess to do an effective job. Often intense and demanding, the role of a manager includes the following four functions: planning (setting performance objectives), organizing (assigning tasks and allocating resources), leading (inspiring others to achieve goals), and controlling (measuring work performance and taking corrective action, if necessary). In addition, the way managers use a variety of technical, human, and conceptual skills is discussed. Lastly, the chapter covers important changes in today‘s workplace – those creating both tremendous opportunity and uncertainty. Changes are due to the impact of important trends regarding worker talent, technology, globalization, ethical standards, workforce diversity, and careers. Continuing diversity as a social priority is discussed, along with the importance of intellectual capital, self-management skills and personal career readiness for managers.