ANSWERS TO REVIEW AND DISCUSSION QUESTIONS

1. Is your course instructor a manager? Discuss in terms of managerial functions,
managerial roles, and skills.
Course instructors (in contrast to individuals who hold positions such as department head) are
not usually classified as managers. In most situations, a course instructor does not fall within the
definition of a manager when utilizing managerial functions, mainly because students are clients
rather than employees. In some cases, an instructor has little input about course content or how it
is to be taught. In these instances, the instructor makes few managerial decisions .
In terms of managerial roles, course instructors may be involved in some ways in the
interpersonal, informational, and decisional roles. For example, a course instructor could be seen
as a liaison (interpersonal role), a monitor and disseminator (both informational roles), and a
disturbance handler and negotiator (both decisional roles).
Regarding managerial skills, course instructors certainly need technical skills—knowledge about
the latest research and conceptual developments in a particular discipline. They also need
significant human skills as they interact with their students. To a limited extent, the instructor
utilizes conceptual skills as courses are planned or as departmental curriculums are debated. (LO:
2, Learning Outcome: Tell who managers are and where they work, AACSB: Reflective
thinking skills)
2.“The manager’s most basic responsibility is to focus people toward performance of work
activities to achieve desired outcomes.” What’s your interpretation of this statement? Do you
agree with this statement? Why or why not?
This statement means that a manager’s job or responsibility is to coordinate and/or focus
subordinates’ energies toward performance outcomes that will result in the achievement of
organizational goals. By definition, management is coordinating and overseeing the work
activities of others so that their activities are completed efficiently and effectively. Therefore,
most managers and management scholars would agree with this statement. Coordinating
others’ work activities is what distinguishes a manager’s job from a nonmanagerial one. (LO:
3, Learning Outcome: Describe the functions, roles, and skills of managers, AACSB:
Reflective thinking skills)
3.Explain the universality of management concept. Does it still hold true in today’s world?
Why or why not?

Management principles are needed for the efficient and effective operation of organizations,
regardless of the level of the manager or the industry in which they operate. This is true for
today’s organizations now more than ever. The global environment of today ensures that
organizations will face staunch competition. Failure and weakness on the part of management
ultimately lead to loss of market share and organizational closure. Also, gone are the days when
managers could ‘bluff’ their way through their dealings with employees who have become more
demanding and aware of their legal rights. (LO: 5, Learning Outcome: Explain the value of
studying management, AACSB: Reflective thinking skills)
1. Is business management a profession? Why or why not? Do some external research in
answering this question.
　　
　　(Business education has the potential to be a powerful influence in making business
managers more accountable to the society they shape. Whether they went to business school or
not, most managers in large organizations are impacted by individuals trained by business
schools, the ideas that are diffused through business school publications, the cases taught in
executive education programs, and the general tone set business schools set about the purpose of
management and the relationship between corporations and society. For all these reasons,
business schools themselves have the responsibility to make management a profession.)
According to the Occupational Outlook Handbook published by the Bureau of Labor
Statistics, management is a profession. In addition to the concept of an administrative manager,
the Occupational Outlook Handbook list a variety of specific types of management positions,
such as management analysts, management consultants, management development specialist
(such as human resource managers). According to the Bureau of Labor Statistics (BLS),
administrative services managers held about 247,000 jobs in 2006 with 12% expected in the next
ten years. The majority of jobs identified by the BLS, shows that about 65 percent worked in
service-providing industries, including Federal, State, and local government; health care; finance
and insurance; professional, scientific, and technical services; administrative and support
services; and educational services, public and private. The remaining managers worked in
wholesale and retail trade, in management of companies and enterprises, or in manufacturing.

3.Does the way that that contemporary organizations are structured appeal to you? Why or why
not?

Yes, because a strict hierarchical organization as represented in the traditional organizations puts
a barrier in responding to the rapidly changing environments. Contemporary organizational
structures consist of the matrix, lattice, virtual and networked organizations.
Organizations are becoming more open, flexible, and responsive to changes.
4.In today’s environment, which is more important to organizations—efficiency or
effectiveness? Explain your choice.
　　
　　Both are integral to effective management. Management refers to the process of
coordinating and integrating work activities so that they’re completed efficiently and effectively
with and through other people. There is no way to say that one of these is more important than
the other. No organization can succeed in today's highly competitive world unless it is both
efficient and effective.
An efficient organization is one that produces a good or service using the least possible amount
of inputs. This is vitally important in today's world. If a firm cannot produce efficiently, it cannot
compete because other companies will be able to produce at lower prices.
An effective organization is one that does the right things. It is an organization that gives the
customers what they want. This is just as vital in today's world. A firm that is really good at
making things well and at low costs will still fail if it is making things that people no longer
want. The most efficient firm making film cameras is not going to prosper in today's world of
digital cameras.
No firm can prosper if it is not both efficient and effective. A company that makes popular goods
cannot compete if others can produce the good more cheaply. A company that produces goods at
a low price cannot compete if no one wants its product. Therefore, both are equally important.

　8.
“Management is undoubtedly one of humankind’s most important inventions.”
Do you agree with this statement? Why or why not?
　　
“Management is undoubtedly one of humankind’s most important inventions.”I agree with this
statement . because , without the principles of management and the guidance of managers in
organizations, we as a society would not have reached the level of development that we enjoy
today. The goal of management centers on the art of getting things done. Without organizations
and their managers, it would be impossible to accomplish what has been done in history so far.
It is has always been up to managers to coordinate and oversee work activities in the art of
getting things done in the areas of agriculture, medicine, science, and manufacturing. Achieving
Company Targets
When a company begins its operations, specific goals are setup which can only be achieved if all
the parts of the organization function together and efficiently. Proper management makes sure
that each part of the company works towards achieving a common goal without disarray.
Management actually plans, executes and balances the resources of a company in such a way that
there is maximum work output to attain the goals of organization swiftly, while retaining work
quality. In absence of proper management, different sections go on to attain individual targets.
However, common goal may not be achieved, which would further lead to delays, losses and low
quality output.
Reduction In Wastage
When resources of a company are effectively managed, wastage is reduced, thereby lowering
overall costs and attaining the state of ‘resource optimization’. This means that
company is making profits not only from output, but also from better and optimum use of input.
Proper utilization of resources and reduced wastage prevents both under employment and
exploitation of resources. Management can identify resources which are scarce and find
alternatives for the same, thus reducing the cost again. It also employs the specialization of
employment and leads to increased productivity and quality output.
Simplifies The Organizational Structure
Management controls effective work division, specialization and resource allocation. This

creates a uniform flow of work and specifies boundaries of responsibilities, authority and rights,
which do not overlap. This structure is necessary, as it clarifies to each employee his position and
field of influence in the organization. In such a scenario, every employee would know his/her


basic rights, duties, immediate superiors and subordinates, along with the knowledge of
opportunities awaiting him, as his relation with the company grows. Effective management also
helps to ascertain that no two people are doing the same work and that right person is allocated
for the right job, thus increasing productivity
Increases Stability
The company should be maintained in such a fashion that external market turbulences do not
hamper the company’s functioning. This requires effective changes that need to be made
in the company, without hurting the company’s stand or its workers too much. Without
proper management this will not be possible. Management will provide increased stability and
adaptability to the company, helping it survive market conditions and grow with time. Also, the
workers would not be apprehensive about losing their job, which would, in turn, help them work
with peace of mind.
Provides The “Feel Good Factor”
According to Harold Koontz, ‘‘Management is an art of getting things done
through and with people in formally organized groups”. This statement ascertains the
importance of people in the whole scenario. It is extremely important to keep the workers happy
for the successful functioning of the company. A company which is managed with efficacy
prospers rapidly and, in turn, produces better revenue, thereby opening avenues of growth for the
workers involved. The upward climb in the growth chart assures the workforce of not just better
salaries, but better positions, which provides motivation for better work.
Profits Galore
This is a cumulative effect of all of the benefits mentioned above. Proper management helps to
build efficient organizational structure, set targets that are testing yet achievable and optimize
resource utilization (both human and otherwise). Such a scenario increases profits by
maximizing productivity and reducing costs. Happy and de-stressed workers work with more

zeal and enthusiasm. This increases quality and quantity of output, which aids in the growth of
the company, beating competition and emerging out victorious!
6.Is there one best “style” of management? Why or why not?
No, there’s probably not one single “best” style of management. Organizational situations
vary and what works best in one organization may not necessarily work best in another.
Each individual tends to develop his or her own preferred “style” of managing. It would


be difficult to say that there is a "best" style, since we are dealing with interpersonal
relationships here. There are a lot of different factors involved.
First, you have the manager. As people, they have certain personality styles and skills
that more naturally lend them to certain styles of leadership. If the person is not good
with a certain style, that style certainly isn't going to be highly effective for them. (That
doesn't mean that managers should not try different styles and try to learn new things. But
some
will
work
better
than
others
for
any
given
person.)
Second, there are those being managed. A good manager often uses different styles with
different employees. Different people are led and motivated in different ways, so the
manager might have to use different styles with different workers to get peak
performance
out
of

everyone.
Third, the workplace and the type of work might call for different styles. While the
manager of a team of researchers might be able to use a consensus-building style to guide
the team, a football coach is probably not going to be highly successful that way--he
needs to be more of an autocrat. The good manager is one who has several styles that he
can use well, and he is able to determine when each will be most effective.
2. Discuss the contingency factors that affect planning : The contingency factors that affect
planning include a manager’s level in the organization; the degree of environmental
uncertainty; and the length of future commitments. The two main approaches to planning
include the traditional approach, which uses a formal planning department and has plans
developed by top managers that flow down through other organizational levels. The other
approach is to involve more organizational members in the planning process
Contemporary Issues in Planning
 Explain the criticisms of planning and whether they’re valid.
 Describe how managers can effectively plan in today’s dynamic environment.
The main criticisms of planning are:
(1) planning may create rigidity; (2) plans can’t be developed for a dynamic environment; (3)

formal plans can’t replace intuition and creativity; (4) planning focuses managers’
attention on today’s competition, not tomorrow’s; (5) formal planning reinforces success,
which may lead to failure; and (6) just planning isn’t enough. These criticisms are valid if
planning is rigid and inflexible
Managers can effectively plan in today’s dynamic environment using plans that are
specific but flexible. It’s also important to “shove” responsibility for establishing goals
and developing plans to lower organizational levels


1. Explain what studies have shown about the relationship between planning and performance. It
should be noted that one cannot say that organizations that formally plan always outperform
those that don’t plan. However, studies have indicated that formal planning is often associated

with positive financial results. Generally, performance is also higher in those organizations
where planning is present. And, when higher performance is not the result of formal planning,
often the reason is due to something in the external environment. Finally, studies indicate that at
least four years of formal planning are necessary before performance is affected.
2. Discuss the contingency factors that affect planning. The first contingency factor is a
manager’s level in the organization. Typically, lower-level managers are operational planners,
while upper-level managers are strategic planners. Second, with environmental uncertainty,
plans should be specific, but flexible. And third, the length of future commitments can greatly
affect planning.
3. Describe how managers can effectively plan in today’s dynamic environment. Environmental
uncertainty is a constant. Therefore, managers should develop plans that are specific yet remain
flexible. If managers recognize that planning is an ongoing process, then when a dynamic
environment is encountered, managers can adapt readily. Another way to assist with planning is
to craft an organizational hierarchy that is relatively flat. Allowing lower level managers to set
goals and develop plans is an effective way to deal with a dynamic environment.
4. Will planning become more or less important to managers in the future? Why?
Planning will become more important to managers in the future because of the uncertainty in an
increasingly dynamic environment. Changes constantly occur in both the general and specific
environments of organizations, and many of these changes take place rapidly. Planning helps
managers cope with the uncertainty by forcing managers to look ahead, anticipate change,
consider the impact of the change, and develop appropriate responses.
5. If planning is so crucial, why do some managers choose not to do it? What would you tell
these managers?
Managers may choose not to devote time to planning because they do not know how to plan or
feel that they do not have the necessary time. Others may say that planning is a waste of time,
that the future is going to happen whether or not they plan. However, these reasons do not
discount the importance of planning. Every manager should engage in planning.
6. Explain how planning involves decisions today that will have an impact later.
As managers plan, they make decisions that influence how activities are organized, how
employees are managed, and what control mechanisms are implemented. As managers look to

the future by planning, the decisions they make as they plan will have an impact on their other
managerial activities.
7. How might planning in a not-for-profit organization such as the American Cancer Society
differ from planning in a for-profit organization such as Coca-Cola?
The process of planning is similar, but the content of the plans will differ. The types of
objectives that are established and the plans that are formulated will be influenced by the fact
that a not-for-profit organization does not have profit as its major objective. However, a not-forprofit organization must devote efforts and resources to planning how to raise funds and to
recruit volunteers to achieve its mission.


8. What types of planning do you do in your personal life? Describe these plans in terms of
being (a) strategic or operational plans, (b) short or long term plans, and (c) specific or
directional plans.
Students’ responses to this question will, of course, vary. Students may mention their planning
to meet educational and career goals. Encourage your students to think about their everyday lives
and the types of daily, weekly, monthly, and yearly planning they do.
9. The late Peter Drucker, an eminent management author, coined the SMART format for setting
goals back in 1954: S (specific), M (measurable), A (attainable), R (relevant), and T (time
bound). Are these still relevant today? Discuss.
Of all of the material presented in this chapter, most students will readily recall this acronym for
goal setting. These qualities from Drucker have remained basically unaltered and have been
cited in numerous texts and studies. As a part of student discussion, try to find other application
for Drucker’s work in this area beyond the management of employees. What about for school
children? Volunteers working for a community program?
10. Many companies have a goal of becoming more environmentally sustainable. One of the
most important steps they can take is controlling paper waste. Choose a company—any type, any
size. Imagine that you’ve been put in charge of creating a program to control paper waste for the
company. Set goals and develop plans. Prepare a report for your boss (that is, your professor),
outlining these goals and plans.
It should also be stressed to students that plans must be accepted by top management and as well

as employees at lower levels if it is to be effectively implemented. Have students discuss the
difficulty of implementing a plan such as this across levels. How could students increase buy-in
of the plan? How would such a plan be ultimately evaluated to determine its success? Using
criteria discussed in the previous question, have students check that their goals match the
SMART format.
(1. Giải thích nghiên cứu đã chỉ về mối quan hệ giữa quy hoạch và thực hiện. Cần lưu ý rằng
người ta không thể nói rằng các tổ chức chính thức kế hoạch luôn luôn tốt hơn những người
không có kế hoạch. Tuy nhiên, các nghiên cứu đã chỉ ra rằng kế hoạch chính thức thường được
gắn liền với kết quả tài chính tích cực. Nói chung, hiệu suất cũng cao hơn trong các tổ chức quy
hoạch hiện nay. Và, khi hiệu suất cao hơn không phải là kết quả của kế hoạch chính thức, thường
là những lý do là do một cái gì đó trong môi trường bên ngoài. Cuối cùng, nghiên cứu chỉ ra rằng
ít nhất bốn năm lập kế hoạch chính thức là cần thiết trước khi hiệu suất bị ảnh hưởng.
2. Thảo luận về các yếu tố ngẫu nhiên có ảnh hưởng đến quy hoạch. Các yếu tố dự phòng đầu
tiên là mức độ của một nhà quản lý trong tổ chức. Thông thường, các nhà quản lý cấp thấp hơn là
các nhà hoạch định hoạt động, trong khi các nhà quản lý cấp trên là các nhà hoạch định chiến
lược. Thứ hai, với sự không chắc chắn về môi trường, kế hoạch phải cụ thể, nhưng linh hoạt. Và
thứ ba, chiều dài của các cam kết trong tương lai có thể ảnh hưởng lớn đến kế hoạch.

3. Mô tả cách quản lý hiệu quả có thể có kế hoạch trong môi trường năng động ngày nay. không
chắc chắn về môi trường là một hằng số. Vì vậy, các nhà quản lý cần xây dựng kế hoạch cụ thể
nhưng vẫn linh hoạt. Nếu các nhà quản lý nhận ra rằng kế hoạch là một quá trình liên tục, sau đó
khi một môi trường năng động đang gặp phải, các nhà quản lý có thể thích ứng dễ dàng. Một


cách khác để hỗ trợ cho việc lập kế hoạch là để xây dựng một hệ thống phân cấp tổ chức đó là
tương đối bằng phẳng. Cho phép quản lý cấp thấp hơn để thiết lập mục tiêu và xây dựng kế
hoạch là một cách hiệu quả để đối phó với một môi trường năng động.
4. Quy hoạch Will trở thành nhiều hơn hoặc ít quan trọng để các nhà quản lý trong tương lai? Tại
sao?
Kế hoạch sẽ trở nên quan trọng hơn đối với các nhà quản lý trong tương lai bởi vì sự không chắc

chắn trong một môi trường ngày càng năng động. Những thay đổi liên tục xảy ra trong cả môi
trường nói chung và cụ thể của tổ chức, và nhiều trong số những thay đổi diễn ra nhanh chóng.
Kế hoạch giúp các nhà quản lý đối phó với sự không chắc chắn bằng cách buộc các nhà quản lý
để nhìn về phía trước, dự đoán sự thay đổi, xem xét các tác động của sự thay đổi và phát triển
các phản ứng thích hợp.
5. Nếu quy hoạch là rất quan trọng, tại sao một số nhà quản lý chọn không làm điều đó? Những
gì bạn sẽ nói với những nhà quản lý?
Quản lý có thể chọn không dành thời gian để lên kế hoạch bởi vì họ không biết làm thế nào để
lập kế hoạch hoặc cảm thấy rằng họ không có thời gian cần thiết. Người khác có thể nói rằng quy
hoạch là một sự lãng phí thời gian, rằng tương lai sẽ xảy ra hay không mà họ có kế hoạch. Tuy
nhiên, những lý do không giảm giá tầm quan trọng của việc lập kế hoạch. Mỗi người quản lý nên
tham gia vào việc lập kế hoạch.
6. Giải thích cách lập kế hoạch liên quan đến quyết định ngày hôm nay rằng sẽ có một tác động
sau đó.
Theo kế hoạch quản lý, họ đưa ra quyết định có ảnh hưởng như thế nào hoạt động được tổ chức,
làm thế nào nhân viên được quản lý và cơ chế nào kiểm soát được thực hiện. Là nhà quản lý nhìn
vào tương lai bằng việc lập kế hoạch, các quyết định mà họ làm khi họ dự định sẽ có tác động
vào các hoạt động quản lý khác của họ.
7. Làm thế nào có thể lên kế hoạch trong một tổ chức phi lợi nhuận như Hiệp hội Ung thư Mỹ
khác với kế hoạch trong một tổ chức phi lợi nhuận như Coca-Cola?
Quá trình lập kế hoạch tương tự, nhưng nội dung của kế hoạch sẽ khác nhau. Các loại mục tiêu
được thiết lập và kế hoạch được xây dựng sẽ bị ảnh hưởng bởi thực tế là một tổ chức phi lợi
nhuận không có lợi nhuận là mục tiêu chính của nó. Tuy nhiên, một tổ chức phi lợi nhuận phải
dành những nỗ lực và nguồn lực để lên kế hoạch làm thế nào để huy động vốn và tuyển dụng
tình nguyện viên để đạt được sứ mệnh của mình.
8. Những loại kế hoạch bạn sẽ làm gì trong cuộc sống cá nhân của bạn? Mô tả các kế hoạch về
được (a) kế hoạch chiến lược hoặc hoạt động, (b) các kế hoạch ngắn hạn hay dài hạn, và (c) các
kế hoạch cụ thể hoặc hướng.

phản ứng của sinh viên cho câu hỏi này sẽ, tất nhiên, thay đổi. Học sinh có thể đề cập đến kế
hoạch của họ để đáp ứng mục tiêu giáo dục và nghề nghiệp. Khuyến khích học sinh của mình để
suy nghĩ về cuộc sống hàng ngày của họ và các loại kế hoạch hàng ngày, hàng tuần, hàng tháng,
hàng năm và họ làm.
9. Cố Peter Drucker, một tác giả nổi tiếng quản lý, đặt ra các định dạng SMART để thiết lập mục
tiêu trở lại trong năm 1954: S (cụ thể), M (đo lường được), A (đạt được), R (có liên quan), và T
(thời gian ràng buộc). Là những vẫn có liên quan ngày hôm nay? Bàn luận.
Trong tất cả các tài liệu được trình bày trong chương này, hầu hết học sinh sẽ dễ dàng nhớ từ viết
tắt này đề ra mục tiêu. Những phẩm chất này từ Drucker đã về cơ bản vẫn không thay đổi và đã
được trích dẫn trong nhiều văn bản và nghiên cứu. Là một phần của cuộc thảo luận sinh viên, cố
gắng tìm ứng dụng khác cho công việc của Drucker trong lĩnh vực này ngoài việc quản lý nhân
viên. Còn đối với các em học sinh? Các tình nguyện viên làm việc cho một chương trình cộng
đồng?
10. Nhiều công ty có một mục tiêu trở thành nhiều hơn nữa môi trường bền vững. Một trong
những bước quan trọng nhất mà họ có thể được kiểm soát chất thải giấy. Chọn một công ty bất
kỳ loại, kích thước bất kỳ. Hãy tưởng tượng rằng bạn đã được đặt phụ trách việc tạo ra một
chương trình kiểm soát chất thải giấy cho công ty. Đặt mục tiêu và xây dựng kế hoạch. Chuẩn bị
một báo cáo cho ông chủ của bạn (có nghĩa là, giáo sư của bạn), phác thảo các mục tiêu và kế
hoạch.
Cũng cần phải nhấn mạnh với học sinh rằng kế hoạch phải được chấp nhận bởi quản lý hàng đầu
và cũng như nhân viên ở các cấp thấp hơn nếu nó được thực hiện một cách hiệu quả. Yêu cầu
học sinh thảo luận về những khó khăn trong việc triển khai thực hiện một kế hoạch như cấp độ
trên này. Làm thế nào học sinh có thể tăng mua vào của kế hoạch? Làm thế nào sẽ là một kế
hoạch như vậy được cuối cùng là đánh giá để xác định sự thành công của nó? Sử dụng các tiêu
chí được thảo luận trong các câu hỏi trước, có sinh viên kiểm tra xem mục tiêu của họ phù hợp
với các định dạng SMART.)
ANSWERS TO CASE APPLICATION 1 QUESTIONS
More than a Good Story
1. As the top managers of their company, what types of issues might Bert and John have to deal
with? Be as specific as possible. Which management functions might be most important to them?

Why?
Considering Bert and John’s success with the “Life is Good” cartoon characters, get students to
explore the problems and difficulties that arise from growing a company based on a slogan as
opposed to a tangible product that cannot be easily copied. Get students to think about how
difficult it is to stay true to a business philosophy and how companies strive to protect their
competitive advantage from other firms who want to encroach upon their idea. While all four


functions of management are important, planning is particularly important in a company during
its growth stage.
2. Using descriptions from the case, describe Bert and John’s managerial style. Would this
approach work for other organizations? Why or why not?
Bert and John both play an active role in managing the company. However, their style of
management may not fit with what most people expect from a CEO. As CEO’s, they have
focused on expanding their company, however, they also appeal to the more spiritualistic side of
work by bringing in their own philosophy of ‘life is good’ by encouraging involvement with
charities and looking for employees that match their values in life.
3. How do you think the company’s motto “Do what you like. Like what you do” might affect
how managers manage? Be specific.
This motto reflects on the concept that employees should be encouraged to match their own
personal values with those of the company. Individuals are more committed to an organization
when they feel there is a ‘fit’ between what they want from life and what the company
want/expects from their employees. Encourage students to think about how they either fit or do
not fit with companies that they have worked for.
4. What managerial challenges might there be in having friends work for your business? How
could these challenges be kept inconsequential?
In the past, management experts have advocated against managers having close personal
relationships with their employees. Difficulties often arise when managers are faced with
disciplining or firing friends for inappropriate behaviors. Impartiality is another consideration in
that close friendships may make other employees feel like management would not distribute

rewards equally among all employees. Clear policies and open communication are ways to
resolve these problems.
5. Would you want to work for a company like this? Why or why not?
You will probably find that some students like the personal relationships and positive attitude of
Bert and John while other students are put off by what they consider a lack of professionalism.
Get students to explore what type of company philosophy best fits with their own personal
values.
6. In what ways would the Life is Good managers (corporate and retail store) have to deal with
the challenges of customer service, innovation, and sustainability? Be specific in your
description.
Keeping the product line and motto ‘Life is Good’ fresh and current will be a difficult challenge.
As competitors arise and products become oversaturated in the market, a major job for
management will be coming up with new concept lines that are innovative but do not stray too
from company’s core concept. Questions will also arise on the area of growth. Currently they


are a value added company, as they continue to grow, they may look to buy other
clothing/novelty retailers or develop into other markets i.e. outdoor equipment.

ANSWERS TO CASE APPLICATION 2 QUESTIONS
Flight Plans
1. Using the four functions as your guide, what challenges would Jeff Bourk face in managing
the Branson Airport?
Students can go a variety of directions on this question. While managers are called upon to
perform all the basic functions of management, planning, organizing, leading and controlling,
most top managers and CEO’s focus on planning. While Jeff wears many management hats, his
biggest job is setting the strategy and mission of the airport. Students should note from the case
introduction that the building of the nation’s first privately built airport took a lot of time to plan
and there were many arrangements, i.e. the contract with the city that laid the foundation for
future success.

2. Again, using the four functions as your guide, do you think the managerial challenges Jeff
Bourk faced when getting the airport up and running are different from what he faces now in
actually overseeing the airport’s operation? Explain.
As organizations move from the planning stage toward implementation, the other functions of
management become important. Organizing employees to build the airport and then running the
day to day operations i.e. scheduling employees, maintaining security, dealing with HR issues,
takes much of a manager’s time. Leading will also become more important as motivation of
airport employees needs to be sustained. Finally, control mechanisms need to be in place to
ensure that the operations of the airport run smoothly and safety regulations are followed.
3. What management roles would Jeff Bourk be playing as he (a) negotiates new contracts with
potential airlines, (b) works with the airport employees in providing a high level of customer
service to arriving and departing passengers, and (c) resolves the contractual issues with the city
of Branson? Be specific and explain your choices.
Similar to question 1 on managerial functions, managers will perform many roles in the course of
their duties. Evaluating this question in parts according to Mintzberg’s roles (a) is a liaison
and/or negotiator role, (b) is a leader and/or disturbance handler role, (c) is a negotiator, liaison,
and/or disturbance handler role. Students may go for the obvious roles that hit on key works in
the question or they could dig deeper to explore roles that might be important to address holistic
approaches to solve these problems.
4. What skills would be most important to a manager like Jeff Bourk? Explain your choices.


Top managers rely greatly on conceptual and human skills to perform their job (refer to Exhibit
1-6). While CEO’s may have relied upon their technical skills early in their career, their role as
organizational leader dictates that they focus on establishing the goals and strategies of their
organization. As a CEO, Jeff’s main concern is the big picture (i.e. how to fund the venture,
establishing contracts with airlines, and gaining community support.) CEO’s can’t and should
not be required to know all the technical details of the organization (i.e. the specific construction
skills necessary to build airport buildings, food preparation, and baggage handling). Human
relations skills are important at all levels, something that would be necessary when dealing with

city officials and employee disputes.