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An Introduction to Management
''Your work is going to fill alarge part ofyour life, and the only way to
be trulysatisfied is to do whatyou believe is great work. And the only
way to do great work is to love whatyou do. Ifyou haven't found it
yet, keep looking. Don'tsettle. As with all matters ofthe heart,you'll
know when you find it."
-Steve Jobs
Chapter Learning Objectives:
Afterreading this chapteryou shouldhave agoodunderstanding of:
• The importance of management to organizations,
society, and individuals.
• The basic role and the four functions of management.
• The different kinds of managers and what companies
look for in managers.
• The definitions of managerial effectiveness and
managerial efficiency.
• The basic skills of management and their relative
importance to managers.

I
What is a manager? What do managers do? What is management? Why is learning about management
so important? Answering these questions is what makes the study of Management Principles so interest-
ing. Consider for a moment the broad scope that manager's play in all phases of modern industries. For
example, consider the I-phone or Galaxy phone that you are using. That phone required design, develop-
ment, manufacturing and sales, those different stages required different managers with specific skills. To
build the phone an R&D manager was required for the design and development, a manufacturing manager
was required for the production, and a sales manger required for the marketing and sales ofthe phone. In
addition to those managers, human resource managers were required to hire and train the right people in
the right jobs to complete the process. Finally, finance and accounting managers were required to account
for the costs and to determine firm performance.
As you can see, not all managerial jobs are the same and the demands and requirements will be dif-
ferent in various industries. Managing people is a very rewarding experience but it is not easy. However,
like any other skill, management is something that you can improve with study and practice.
...- ,
D
Apple and Samsung
Dominate the smartphone
industry with over 44o/u of
the worldwide market
selling a total of 83.1
million phones Q3, 2012.
The next 8 manufacturers
combine equal the
femaining 56o/u.
What is aManager?
A manager is one who is responsible for planning and directing the work of a group of individuals.
Managers supervise their work, take corrective action when necessary and provide guidance and motiva-
tion for task completion. Managers may instruct workers directly or they may instruct other supervisors
who instruct the workers.
The manager must be knowledgeable about the work that all the groups he/she supervises, but does
not need to be an expert in any or all of the areas. It is more important for managers to know how to
manage the workers than to know how to do their work well.
Managers influence all phases ofmodern organizations, they have the power to hire, fire, promote, or
change the work assignments oftheir employees. Managers run manufacturing operations that produce
the clothes we wear, the food we eat, and the cars we drive. Managers are the catalysts for new and
exciting products and services that keep our economy and standard ofliving advancing.
There are many management functions in business and, therefore, many manager titles that reflect
what job he/she is responsible, for example; an accounting manager supervises the accounting function;
3

4 I PRINCIPLES OF MANAGEMENT
Attain
organ1zauonal
goals
Ongoing and
connected
activities
an operations manager is responsible for the opera-
tions of the company, the research and development
manager supervises engineers and support staff
engaged in design of a product or service, and a
marketing manager identifies new markets, oversees
new product introduction, and develops pricing
strategies.
Regardless of title, the manager is responsible
for planning, directing, monitoring and control-
ling the people and their work.
What is aManagement?
The term management can be used in different
ways. As an example, management can refer to
Figure 1.1: The 3Management Characteristics those processes that are followed in order to achieve
the organizational goals. Management can also be
referred to as the accumulation of knowledge that
provides insight on how to manage. Finally, management can also refer to the individuals who guide and
direct organizations or a career devoted to the task ofguiding and directing organization.
In this text, the definition commonly used for management is; the process ofreaching organizational
goals by working with and through people and other organizational resources. There are three interrelated
characteristics of management that are commonly accepted by contemporary management thinkers
(Figure 1.1).
1. It is a process or a series of ongoing and connected activities.
2. It involves and focuses on attaining the organizational goals.
3. It reaches these goals by collaborating with and through people and other organizational resources.
Management principles are universal; they apply to all types of organizations (e.g. businesses,
churches, sororities, athletic teams, hospital, etc.) and organizational levels. Managers jobs vary some-
what from one organization to another however, the job similarities are found across organizations
because ofthe basic management functions; planning, organizing, leading, and controlling are common
to all organizations.
Management Functions
One of the most influential contributors to the modern concept of management is Henri Fayol (1841-
1925). Fayol has often been credited with the development of the management theory and it is Fayol's
tools that have a significant influence on how managers lead and manage in today's modern business
environment. When he was 19, he began working as an engineer at a large mining company in France.

•Chapter 4 - Planning and Decision Making
•Chapter 5 - Firm Strategy
•Chapter 6 - Innovation and Change
•Chapter 7 - Designing Adaptive Organizations
•Chapter 8 - Managing Teams
•Chapter 9 - Managing HR Systems - Individuals and
Diverse Work Force
•Chapter 10 - Motivatiog
•Chapter 11- Leadership
•Chapter 12 - Managing Commu11ication
•Chapter 13 - Control
•Chapter 14 - Managing Information
•Chapter 15 - Managing Service and Operations
Figure 1.2:The Functions of Management
CHAPTER 1 I 5
He eventually became the director, at a time when the mining company employed more than 1,000
people. Through the years, Fayol began to develop what he considered to be the 14 most important
principles of management. Essentially, these explained how managers should organize and interact
with staff. In 1916, Fayol published one of the earliest theories of management, his «14 Principles of
Management" in the book «Administration Industrielle et Generale:'
Fayol also created a list of the five primary managerial functions to be successful; planning,
organizing, coordinating, commanding, and controlling. Fayol's list has been revised from five
functions to four by dropping the coordinating function and referring to the commanding function
as 'leading'.
It is Fayol's four functions of management that is used as the organizational layout of this textbook
(Figure 1.2). Chapter 1 provides an overview of management, Chapter 2 covers the history of manage-
ment, and Chapter 3 focuses on the organizational environment and culture.
As we have seen managers are required in every industry. However, no matter what type ofindus-
try a manager may work, all managers share the same four functions of management each function is

important and one cannot work without the others. The four functions are described in the following
sections.
Planning: The first component in management is planning. Planning involves choosing tasks that must
be performed to attain organizational goals, outlining how the tasks must be performed, and indicating
when they should be performed. Planning actively focuses on attaining goals and is one of the best
ways to improve performance. Planning encourages people to work harder for extended periods oftime
with behaviors that are directly related to goal achievement. Planning is concerned with the success of
the organization in the near term (profit making) as well as in the long term (strategic development).
Research has proven that companies that plan have larger profits and faster growth than companies that
do not. Examples of types of plans for a new restaurant would most likely include a marketing plan,
hiring plan, operational plan, and a sales plan.
Organizing: The second function of management is getting prepared and getting organized.
Managers are responsible for the organization of the company and this includes organizing the
people as well as the resources. Organizing can be thought of as assigning the tasks developed in
the planning stages to various individuals or groups within the organization. Organizing is to create
a mechanism to put plans into action. People within the organization are given work assignments
that contribute to the company's goals. Tasks are organized so that the output of each individual
contributes to the success of departments, which, in turn, contributes to the success of divisions,
which ultimately contributes to the success of the organization. An organization that is not orga-
nized is one indicator that management as critically unprepared to conduct successful business
activities.
Leading: The third component of the management functions is leading. Leading is also referred to
as motivating, influencing, directing, or actuating and is concerned primarily with people within the
organization. Work under this function helps the management control and supervise the actions ofthe
staff. It also enables them to provide assistance to the employees by guiding them in the right direc-
tion to achieve the organizations goals. Leading can be defined as guiding the activities of organization
members in the direction that helps the organization move towards the fulfillment of the goals. The
purpose ofleading is to increase productivity. Human-oriented work situations usually generate higher
levels of production over the long term than do task oriented work situations because people find the
latter type distasteful.
Controlling: Controlling is the last of the four management functions, it includes establishing perfor-
mance standards that are aligned to the organizational objectives. Controlling also involves evaluation
and reporting ofjob performance. The Controllingfunction is an ongoing process that provides a means
to check to validate ifthe tasks being assigned are performed on time and according to the standards set
by management. Managers play the following roles in controlling:
• Gather information that measures performance
• Compare present performance to pre-established performance norms.
• Determine the next action plan and modifications for meeting the desired performance parameters.

CHAPTER 1 I 7
ln order to
achieve the
organizational
goals managers
are involved in
daily activities
that plan,
organizet lead,
and control the
company
I-resources.
Unfortunately, managers commonly make mistakes when planning, organizing, leading, and control-
ling. Figure 1.3 provides a list of such mistakes managers make related to each function. It is important
for new managers to learn from the mistakes of others and avoid repeating them.
Figure 1.3: Classic Management Mistakes
•Not establishing objectives for all important organizational
areas.
•Making plans that are too risky
•Not vetting viable alternatives for reaching objectives
•Not establishing departments appropriately
•Not emphasizing coordination of organizational members
•Establishing inappropriate spans of management
•Not taking the time to communicate properly with
organizational members
•Establishing improper communication networks
•Being a manager, but not a leader
•Not monitoring progress in carrying out plans
•Not establishing appropriate performance standards
•Not measuring performance to see where improvements
might be made

'Goals
l
Figure 1.4: Management Function Relationship
Management Function Relationship
As mentioned in the previous section the performance ofone function depends on the performance ofthe
others. Hence, the four functions of management are integrally related and therefore cannot be separated
in practice. To be effective, a manager must understand how the four functions are practiced. The inter-
relationship nature ofthe four functions is illustrated in Figure 1.4 as well as how managers use each ofthe
functions to achieve the organizational goals. As an example, organizing is founded on well thought out
plans developed during the planning process, and leading must be adapted to reflect both these plans and
organizational structure used to implement them. Controlling is necessary for possible modifications to
the existing plans, organization structure, or the motivation used to develop a more successful effort.
Management Levels and Types
Although all managers share the same four functions of management, not all managerial jobs are the
same. For an example, the demands and requirements placed on Larry Page the CEO of Google is sig-
nificantly different than those placed on a manager ofthe local Subway restaurant. There are five kinds
of managers each with different jobs and responsibilities: top-level managers, middle-level managers,
frontline managers, functional managers, and general managers.
TOP-LEVEL MANAGERS Top-level managers include boards of directors, presidents, vice-presidents,
CEOs, general managers, and senior managers. All of the important decisions are made at this level.

CHAPTER 1 I 9
Top-level managers are responsible for controlling and overseeing the entire organization. They do not direct
the day-to-day activities ofthe firm but develop goals, strategic plans, company policies, and make decisions
on the direction ofthe business, they are responsible for creating a context for change. Additionally, top-level
managers playa significant role in the mobilization ofoutside resources and are accountable to the sharehold-
ers and general public. They are also responsible for framing policies for the business, creating a positive orga-
nizational culture through companyvalues, strategies, and lessons, and are responsible for closely monitoring
their customers needs, competitors moves, and long-term business, economic, and social trends.
MID-LEVEL MANAGERS are the intermediate management of a hierarchical organization, being sub-
ordinate to the top-level managementbut above the lowestlevels ofoperational staff. Mid-level managers
consist of general managers, branch managers and department managers. They are accountable to the
top-level management for their department's function. They dedicate more time to organizational and
directional functions. Mid-level managerial roles include:
• Executing organizational plans in conformance with the company's policies and the objectives of
the top management.
• Defining and discussing information and policies from top management to lower management.
• Inspiring and providing guidance to lower level managers towards better performance to achieve
business objectives.
Mid-level managers may also communicate upward, by offering suggestions and feedback to top-
level managers. Because mid-level managers are more involved in the day-to-day workings of a com-
pany, they may provide valuable information to top-level managers to help improve the organization's
performance. Because mid-level managers work with both top-level managers and first-level managers,
mid-level managers are expected to have excellent interpersonal skills to communicate, motivate, and
mentor. Leadership skills are also important in delegating tasks to first-level managers.
FRONTLINE MANAGERS Most organizations have three management levels: top-level, mid-level,
and first-line or frontline managers. Frontline managers hold positions like office manager, shift su-
pervisor, section leads, foreman, or department manager. These managers are classified in a hierarchy
(Figure 1.5) of authority and perform different tasks.
Frontline managers are managers who are responsible for a work group to a higher level ofmanagement.
They are normally in the lower layers of the management hierarchy and the employees who report to
them do not themselves have any managerial or supervisory responsibility. Frontline management is the
level ofmanagement that oversees a company's primary production activities and must generate efficient
productivity and control cost as such they must have high technical skill. Furthermore, frontline managers
are critical to a company's success and are also required to have high interpersonal skills, as they must
encourage, motivate, monitor, and reward those employees who perform those essential production duties.
TEAM LEADERS are a relatively new role in management as a result of companies shifting to more
self-managed teams. A team leader is one who may not have any legitimate power over other members
and as such has no authority to hire or fire workers. Typically, a team leader is appointed on either a
permanent or rotating basis to represent the team to the next higher reporting level. Job duties ofa team

Top-Level Managers
Mid-Level Managers
--------- ............... ~ JIIIIIIIII' ...... .......... ....... - - - -
•
Front-line Managers
-------------------, -
. .
. .
Figure 1.5: Hierarchy of Management
leader include making decisions in the absence ofa consensus, resolve conflict between team members,
facilitating team activities toward accomplishing organizational goals and providing intellectual,
emotional, and spiritual resources to the team.
Team leaders also assist their team members plan and schedule work, learn to solve problems, and
work effectively with each other.
FUNCTIONAL MANAGERS afunctional manager is a person who has management authority over
an organizational unit such as a department, within a business, company, or other organization. Most
companies are grouped into areas of specialties, within which different functions of the organization
occur (e.g., finance, marketing, R&D, engineering) hence functional management is the most common
type of organizational management.
The companytopmanagementteam typicallyconsists ofseveralfunctional heads such as thechieffinancial
officer (CFO), the chiefoperating officer (COO), and the chiefstrategy officer (CSO). Functional managers
have ongoing responsibilities and are not often directly affiliated with project teams, other than ensuring that
the organizational goals and objectives are aligned with the overall corporate strategy and vision.
GENERAL MANAGERS refers to any executive who has responsibility of the day-to-day operations of a
business. General managers include owners and managers who head small business establishments whose
overall responsibilities include managing both the revenue and cost elements of a company's income state-
ment and overseeing the firm's marketing and sales functions. Frequently, general managers are responsible

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CHAPTER 1 I 11
for effective planning, delegating, coordi-
nating, staffing, organizing, and decision
making to attain desirable profit-making
results for an organization.
Mintzbergs Manager Roles
Professor and author Henry Mintzberg
shadowed five American CEO's for a
week analyzing their managerial activi-
ties. From his research he concluded that
although managers were engaged in plan-
ning, organizing, leading, and controlling
managers also fulfilled three main roles
while performingtheir jobs: interpersonal,
informational and decisional roles. Within
the three main roles there are 10 sub-roles
ofmanagement activities (Figure 1.6).
INTERPERSONAL ROLES involve
working and interacting with people, it
is very people intensive. In fact, some
Figure 1.6: Mintzberg's Manager Roles estimates of the amount of time that
managers spend interacting with people
face-to-face ranges from two-thirds to
four-fifths of their entire workday. As such, if you prefer to work alone or have a difficulty in dealing
with people, management may not be your career. In meeting the interpersonal role of management,
managers perform three sub-roles;
1. Figurehead: as a figurehead of the company the manager performs a number of routine duties of
a legal or social nature such as greeting company visitors, speaking at openings of new facilities, or
representing the company at community functions.
2. Leader: Mintzberg specifically defines the role of leader as one who is responsible for the motiva-
tion, training, and encouragement of subordinates to accomplish the organizational objectives.
3. Liaison: the manager liaison role networks by connecting people inside the company as well as
externally. This role is not about dissemination of information however more about identifying the
challenges and goals faced by others and connecting them with resources that will enable them to
overcome obstacles or advance an agenda.
INFORMATIONAL ROLES of managers depends on gathering and disseminating information with
employees. Mintzberg's studies found that managers spend as much as forty percent of their time com-
municating and acquiring information from others. Therefore, one might consider managers role as
an information processor, gathering information by scanning the business environment and listening
to others, processing that information, and then disseminate it to others both inside and outside of the
organization. Mintzberg identified three sub-roles ofthe informational role;

1. Monitor: involves actively seeking and obtaining a wide variety of information, both internal and
external, to develop a thorough understanding of the organization and its environment.
2. Disseminator: managers share information they have received from outsiders or from other sub-
ordinates to members ofthe organization; some information is factual; however, some information
may involve management's interpretation and integration ofother pertinent information in order to
make managerial decisions.
3. Spokesman: in this role managers share the information (plans, policies, results, etc.) within and
outside ofthe organization and may also serves as an expert on the organization's industry.
DECISIONAL ROLES in order to make good sound decisions, Mintzberg found the simply obtaining
and sharing of the information with people inside and outside of the organization was not sufficient.
Managers must integrate perspectives of others when making sound decisions. Mintzberg identified
four sub-roles ofthe managerial decision role;
1. Entrepreneur: searches both within the organization and its environment and initiates improve-
ment projects to bring about change; supervises design and improvement of certain projects as well.
2. Disturbance Handler: responsible for corrective action when organization faces important, unex-
pected disturbances.
3. Resource Allocator: responsible for the allocating of the organizations resources, who will get what
resources and how many resources will they get; makes or approves of all significant organizational
decisions.
4. Negotiator: responsible for representing the organization at major negotiations including schedules,
projects, goals, outcomes, resources, and employee raises.
UPS provides a good example of how managers play an entrepreneurial
role in management. UPS found that nearly 30 percent ofits driver candi-
dates were failing the UPS driver-training program. Managers abandoned
the traditional model ofdriver training and instead used high-tech train-
ing methods including video games and simulators designed to allow
candidates to practice specific scenarios (Such as running on ice). Thanks
to the new approach to driver training, only 10 percent now fail.

CHAPTER 1 I 13
A manager's job is never static, and is always in movement. At any given time, a manager may be
carrying out some combination ofthese roles to varying degrees, from none oftheir time to 100 percent
of their time. Over their working life, a person may hold different management positions that call upon
different roles.
Organizational Resources And Management
Organizational resources include the people, raw material, capital, and money that comprise the inputs
necessary for the production of a finished product. Human resources (people) are those that work for
the organization, they possess the skills and knowledge of the work system to transform the resources
into products. Raw materials are those ingredients used directly in the manufacture of the product.
Capital resources are the machines used during the manufacturing process. Monetary resources are the
amounts ofmoney that managers use to purchase goods and services fro the organization.
Managing Organizational Resources is the ability to creatively think about allocation of organiza-
tional resources to support the transformation into finished products. It may involve taking strategic
risks with organizational resources, and incorporating ingenuity to maximize results. It includes the
ability to look for improvements that do not require significant resourcing while committing to fully
resourcing when necessary. As Figure 1.7 shows, the organizational resources are combined, used, and
transformed into finished products during the production process.
Origa11izatio11al
Resources
Rav lvlaterial
• Inputs
• Outputs /
Figure 1.7:The Transformation Production Process

Managerial Efficiency vs. Effectiveness
Effectiveness and efficiency arevery common terms found in business. However, most people are unclear
oftheir meanings and occasionally mix their usage. Ifyou were to Google search the definitions for both
terms you'll find very similar definitions, which unfortunately adds to the confusion. For this text the
definition found from Dictionary.com is most appropriate: Effective (adj.): adequate to accomplish a
purpose; producing the intended or expected result. Efficient (adj.) performing or functioning in the
best possible manner with the least waste of time and effort.
An easier way to remember the difference in the terms is to remember this sentence: "Being effective
is about doing the right things, while being efficient is about doing the things in the right manner."
MANAGERIAL EFFECTIVENESS refers to management's use of organizational resources in
meeting organizational goals. If organizations are using their resources to attain their goals, the
managers are considered to be effective. However, managerial effectiveness is not simply measured
as effective or not effective, the closer an organization comes to achieving its goals the more effec-
tive the managers are considered. Hence, managerial effectiveness is then on a continuum ranging
from ineffective to effective. The effectiveness of a workforce has an enormous impact on the qual-
ity of a company's product or service, which often dictates a company's reputation and customer
satisfaction.
MANAGERIAL EFFICIENCY is the proportion of total organizational resources that contribute to
productivity during the manufacturing process. Efficient managers complete tasks in the least amount
of time possible with the least amount of resources possible by utilizing certain timesaving strategies.
Inefficient managers use or waste more resources during the production time. Similar to effectiveness,
management efficiency is best described as being on a continuum ranging from inefficient to efficient.
For example, suppose a manager is attempting to communicate more efficiently. He can accomplish
his goal by using email rather than sending letters to each employee. Efficiency and effectiveness are
mutually exclusive. A manager who's efficient isn't always effective and vice versa. Efficiency increases
productivity and saves both time and money.
As an example, a manager could be relatively ineffective and the consequence is that the organiza-
tion is making little progress toward goal attainment. In contrast, a manager could be somewhat
effective despite being inefficient if demand for the product is so high that the manager can get an
extremely high price per unit and therefore absorb the inefficiency costs. Hence, a manager can be
effective without being efficient. In order to maximize organizational success, managers must be both
effective and efficient.
Figure 1.8 illustrates the various combinations ofmanagerial effectiveness and managerial efficiency.
MANAGEMENT SKILLS are skills that are necessary to make business decisions to reach the organiza-
tions goals by leading and working with people and utilizing other organizational resources within a
company. Because management skills are so critical to the success of the organization, companies often
focus on tactics that can be used to improve the skills of their managers. There are two widely accepted
views on management skills; the classic view and the contemporary view. The following section will
discus both.

Efficient
w (most resources
V> contribute to
~ production)
u
a::
=>
O Inefficient
Cl')
w (few resources
a:: Contribute to
Production)
Ineffective
Various combinations of
managerial effectiveness
and managerial
efficiency
(little progress toward
Organizational goals)
Effective
(substantial progress
toward organizational
goals)
GOAL ACCOMPLISHMENT
Figure 1.8:The Combinations of Managerial Effectiveness and Efficiency
CHAPTER 1 I 15
CLASSICVIEW OF MANAGEMENTSKILLS In his famous article, ''Skills ofan effective administrator':
Robert Katz, a famous writer, manager, and consultant defines three skills which are essential for
administrative work. These are technical, human and conceptual skills:
1. Human skills- the ability to interact and motivate well with others. They involve working with people
and groups building cooperation and communication. Human skills are working with 'people:
2. Technical skills- the knowledge and proficiency in the trade required to get the job done. Requires
the able to apply specialized knowledge and expertise to work related techniques and procedures.
Technical skills are working with 'things'.
3. Conceptualskills- the ability to see the organization holistically, understand how the different parts
of the company affect each other, the skill to develop ideas, concepts, and implement strategies.
Conceptual skills are working with 'ideas:
As a manger moves from a lower level of management to top management the required skills mix
change. At the lower level (supervisor or operations manager) there is a high need for technical skills
and human skills with little need for conceptual skills. As managers progress to middle management,
technical skills are less necessary, human skills are important, and now conceptual skills also become
necessary. Finally, as top managers, both human skills and conceptual skills are critical. The relationship
ofthe three management skills with management levels is illustrated in Figure 1.9.

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Overcoming Obstacles....
George Washington Carver overcame many obstacles that could have
stopped him from becoming a successful, happy man. Read the
vocabulary words below and explain how George overcome each of
these obstacles.
Racism the belief that people of one race are superior to
people of other races
Segregation separation of people based upon differences
Prejudice predetermined judgement about someone
Illness George had whooping cough and the croup as a
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Becoming
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George lost both his parents when he was little

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George loved to paint and discovered new ways to make colors from
soil and different plants. Draw a picture of your favorite place at the
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Carver Discoveries....
George called his laboratory “God’s little workshop.” Each time
George worked in his lab he enjoyed finding new uses for plants. He
came up with over 300 different products from the peanut plant. See
if you can find out what George is teaching by solving the peanut
code below.
1 4 3 5 1
+ 2 + 3 + 2 + 1 + 1
=S =E =T =L =G
2 3 4 5 1
+ 2 + 5 + 5 + 5 + 0
=H =R =W =O =U
Fill in the letters below to learn fun peanut facts!
1. The peanut
3 4 7 6 6
is like a pea pod.
2. Peanuts have protein to make you
2 8 10 9.
3. Peanuts came from
3 10 1 5 4
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Carver Creativity....
Dr. Carver worked in his laboratory with many different plants, such
as peanuts, soybeans, and sweet potatoes. In the space below, write
a story telling about a new product that you would like to make from
your favorite plant. Explain how you would make your product and
tell its uses.

Soil Discovery....
George Washington Carver found over 300 peanut by-products. Use
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flower ·
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19
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Carver’s Quest for Education....
George Washington Carver was a lifetime learner. Check the correct
answers.
1. Young George was allowed to attend school at the Locust Grove
School near the Carver farm.
TRUE
FALSE
2. George and his brother went to school in Neosho, Missouri at
the Lincoln School, a school just for black children.
TRUE
FALSE
3. George attended school in Ft. Scott, Kansas.
TRUE
FALSE
4. George traveled throughout the state of Kansas to finish his high
school education.
TRUE
FALSE

20
5. George was disappointed when he was not allowed to attend
Highland College because of his skin color.
TRUE
FALSE
6. George attended Simpson College in Indianola, Iowa.
TRUE
FALSE
7. George was the only black student at Iowa State College.
TRUE
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8. George earned his college degree in art at Iowa State College.
TRUE
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George Washington Carver National Monument
Certificate of Achievement
National Park Service
This certificate of achievement certifies that

21
has successfully completed all of the requirements of
the George Washington Carver Junior Ranger Program
and as such is duly awarded the position of Junior
Ranger.
Park Ranger
George Washington Carver National Monument
Official Park Stamp

Junior Ranger Code
As a Junior Ranger, I will do my best to:
1. Explore other National Parks.
2. Obey all safety rules.
3. Leave plants, animals, and historic objects in the park as I found
them.
4. Learn more about African American history.
5. Help keep our National Parks clean, safe, and beautiful for
everyone.
This booklet belongs to:

Transcriber’s Notes
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