Our end-of-chapter features provide students with a variety of opportunities to apply the material right now, even if they are not managers:

• Review and Discussion Questions. Students can review their understanding of the chapter content and see the application of theory to management situations.
• Ethics Dilemma. This exercise gives students an opportunity to consider ethical issues that relate to chapter material, including values-led management and sustainability.
• Skills Exercise. To reflect the importance being placed on skills, each chapter has this skills-based feature that encompasses the four management functions. The feature includes lessons about a particular skill, steps in developing the skill, a practice assignment to use the skill (often a mini-case), and a set of reinforcement assignments to further work on accomplishing the skill.
• Working Together: Team-Based Exercise. Students get a chance to work together in groups to solve a management challenge.
• Learning to Be a Manager. Students can apply chapter material to their daily lives, helping them see that planning, leading, organizing, and controlling are useful in one’s day-to-day life too. This feature suggests activities and actions students can do right now to help them prepare to become a manager.
• Case Applications. Each chapter has two decision-focused cases that ask students to determine what they would do if they were in the situation described.
• Continuing Case. Each part ends with the Starbucks Continuing Case that helps reinforce the part’s themes with this well-known, real-world management example. Each installment of the case ends with discussion questions.

Content and examples throughout the text have been revised and updated. Key content changes include the following:

• Chapter 1: Introduction to Management and Organizations includes new coverage of social media and sustainability, enhanced discussion of innovation and creativity as contributors to building an adaptable organization, and a new case on Zappos’s holacracy.
• Module 1: Management History has a new vignette on Canada Goose, as well as updated exhibits and examples.
• Chapter 2: Organizational Culture and the Organizational Environment explores new trends in organizational culture such as workplace spirituality.
• Chapter 3: Managing Diversity is a new chapter adapted from latest American edition of the text and seated in the Canadian context.
• Chapter 4: Managing in a Global Environment has updated information on international trade alliances and agreements, as well as a new discussion of cultural intelligence and global mindset.  We’ve also updated the cases.
• Chapter 5: Managing Entrepreneurially offers new coverage of start-ups and a discussion of how existing companies can apply the entrepreneurial approach to developing new products (drawing on lean methodologies). We’ve also updated vignette on Futurepreneur Canada.
• Chapter 6: Managing Responsibly and Ethically includes updated information about and examples of sustainability and ethical management. We’ve added new cases on Tom’s of Maine and Lehman Brothers.
• Chapter 7: Innovation and Adaptability continues to focus on innovation to induce change and design thinking. Updated coverage of Blackberry and its fall from grace runs throughout the chapter and we’ve updated the cases.
• Chapter 8: Decision Making has updated examples and a new case on Coca-Cola’s use of big data.
• Chapter 9: Foundations of Planning includes an updated vignette and a new case on the Live Strong Foundation.
• Chapter 10: Managing Strategically includes a new Management Reflection box on big data and a new Ethics Dilemma about tracking consumers.
• Module 2: Planning and Control Techniques has updated exhibits and examples.
• Chapter 12: Managers and Communication has an enhanced focus on social media and technology, and new coverage of the impact of workplace design on communication. A new vignette looks at the use of Twitter by organizations.
• Chapter 13: Managing Human Resources has updated statistics and a new case on J. C. Penny.
• Chapter 14: Leadership has updated vignettes, statistics, and examples, as well as a new Management Reflection box on flexible leadership.
• Chapter 15: Motivating Employees includes a new Ethics Dilemma on open-book management.
• Chapter 16: Managing Groups and Teams new vignette on MLSE and the Toronto Raptors, as well as updated examples and statistics.
• Chapter 17: Managerial Controls: Evidence-Based Decision Making includes s new vignette on McCain Foods and their use of big data to inform decision making, updated examples and statistics and a case on Visa’s data centre.