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Supervision : Concepts and Skill-Building,9780072987522
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Supervision : Concepts and Skill-Building

by
Edition:
5th
ISBN13:

9780072987522

ISBN10:
0072987529
Format:
Paperback
Pub. Date:
3/18/2005
Publisher(s):
McGraw-Hill/Irwin
List Price: $137.28
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Summary

Certo's Supervision: Concepts and Skill Building 5th Edition, prepares students to be supervisors in a challenging modern workplace. It is based on the premise that organizational variables including diversity in the workforce, computer and communication technology, and the design of organization structures are constantly changing. Students will learn the critical role of a supervisor in an organization and the abilities needed to be successful.

Author Biography

Samuel C. Certo is professor of management and former dean at the Roy E. Crummer Graduate School of Business at Rollins College.

Table of Contents

PART ONE WHAT IS A SUPERVISOR?
1(26)
Modern Supervision: New-Era Challenge
2(25)
Types of Supervisory Skills
3(4)
Categorizing the Skills
4(1)
Supervising a Diverse Workforce
5(2)
General Functions of the Supervisor
7(1)
Planning
7(1)
Supervision and Diversity
8(2)
The Largest Ethnic Minority Group
8(1)
Organizing
8(1)
Staffing
8(1)
Leading
9(1)
Controlling
9(1)
Relationships among the Functions
9(1)
Responsibilities of the Supervisor
10(2)
Types of Responsibilities
10(1)
Responsibilities in a Changing Organization
11(1)
Tips from the Firing Line
12(1)
Supervising in the 21st Century
12(1)
Responsibilities and Accountability
13(1)
Becoming a Supervisor
13(2)
Preparing for the Job
13(1)
Obtaining and Using Power and Authority
14(1)
Characteristics of a Successful Supervisor
15(1)
Supervisory Skills
16(1)
Communicating Positively in Any Organization
16(1)
About This Book
17(1)
Skills Module
18(6)
Part One: Concepts
18(1)
Summary
18(1)
Key Terms
19(1)
Review and Discussion Questions
19(1)
Part Two: Skill-Building
20(1)
A Second Look
20(1)
Problem-Solving Case: Two Supervisors' Tales
20(1)
Knowing Yourself
20(1)
Class Exercise: Recognizing Management Skills
21(1)
Building Supervision Skills: Defining Your Role as Supervisor
21(2)
Building Supervision Skills: Leading a Team
23(1)
Part One Video Cases
24(3)
PART TWO MODERN SUPERVISION CHALLENGES
27(108)
Ensuring High Quality and Productivity
28(35)
Consequences of Poor Quality
30(1)
Limited Resources
30(1)
Higher Costs
31(1)
Types of Quality Control
31(2)
Product Quality Control
32(1)
Process Control
32(1)
Methods for Improving Quality
33(5)
Statistical Quality Control
33(1)
Zero-Defects Approach
34(1)
Employee Involvement Teams
35(1)
Six Sigma
36(2)
Supervision across Industries
38(1)
The Banking Industry
38(1)
Total Quality Management
38(1)
Quality Standards
39(2)
Guidelines for Quality Control
41(2)
Prevention versus Detection
41(1)
Standard Setting and Enforcement
42(1)
Tips from the Firing Line
43(1)
Avoiding Frustration with Quality-Improvement Efforts
43(1)
The Productivity Challenge
43(3)
Trends in Productivity in the United States
43(1)
Constraints on Productivity
44(2)
Measuring Productivity
46(2)
Improving Productivity
48(2)
Use Budgets
49(1)
Increase Output
49(1)
Improve Methods
49(1)
Supervision and Ethics
50(4)
Does Electronic Monitoring Invade Employees' Privacy?
50(1)
Reduce Overhead
51(1)
Minimize Waste
51(1)
Regulate or Level the Work Flow
52(1)
Install Modern Equipment
52(2)
Supervisory Skills:
54(1)
Motivating
54(1)
Train and Motivate Employees
54(1)
Minimize Tardiness, Absenteeism, and Turnover
54(1)
Employee Fears about Productivity Improvement
55(1)
Skills Module
56(7)
Part One: Concepts
56(1)
Summary
56(1)
Key Terms
57(1)
Review and Discussion Questions
58(1)
Part Two: Skill-Building
59(1)
A Second Look
59(1)
Problem-Solving Case: Fast Food Is All About Service
59(1)
Knowing Yourself
60(1)
Class Exercise: Defining and Measuring Quality of Service
60(1)
Building Supervision Skills: Improving Performance
61(2)
Teamwork: Emphasizing Powerful Meetings
63(30)
Reasons for Joining Groups
64(1)
Groups in the Workplace
65(3)
Functional and Task Groups
66(1)
Formal and Informal Groups
66(1)
Getting the Group to Work with You
66(2)
Characteristics of Groups
68(2)
Roles
68(2)
Supervisory Skills
70(3)
Team Building
70(1)
Norms
70(1)
Status
71(1)
Cohesiveness
71(1)
Size
72(1)
Homogeneity
72(1)
Effectiveness
72(1)
The Development of Groups
73(1)
Teamwork
74(1)
Benefits of Teamwork
74(1)
Supervision across Industries
75(2)
Retailing
75(1)
Leading the Team
76(1)
Tips from the Firing Line
77(3)
How to Build an Effective Team
77(3)
Labor Law and Teamwork
80(1)
Meetings
80(4)
Reasons for Meetings
80(1)
Preparing for a Meeting
81(1)
Conducting a Meeting
82(1)
Overcoming Problems with Meetings
83(1)
Skills Module
84(9)
Part One: Concepts
84(1)
Summary
84(2)
Key Terms
86(1)
Review and Discussion Questions
86(1)
Part Two: Skill-Building
87(1)
A Second Look
87(1)
Problem-Solving Case: Peer Groups Help Eastman Kodak Employees Resolve Disputes
88(1)
Knowing Yourself
89(1)
Class Exercise: Meeting Participation Skills
90(1)
Building Supervision Skills: Evaluating Team Performance
90(3)
Meeting High Ethical Standards
93(19)
Ethics in the Workplace
94(1)
Supervision across Industries
95(2)
The Printing Industry
95(1)
Benefits of Ethical Behavior
95(2)
Supervision and Ethics
97(4)
MCI Pays the Steep Costs It Rang Up as WorldCom
97(1)
Challenges to Ethical Behavior
97(2)
Differing Measures of Ethical Behavior
99(2)
Ethical Behavior of Supervisors
101(2)
Making Ethical Decisions
102(1)
Tips from the Firing Line
103(1)
Making Ethical Choices
103(1)
Supervising Unethical Employees
103(1)
Treatment of Whistle-blowers
104(1)
Supervisory Skills
105(1)
Leading at Boeing
105(1)
Skills Module
106(6)
Part One: Concepts
106(1)
Summary
106(1)
Key Terms
107(1)
Review and Discussion Questions
107(1)
Part Two: Skill-Building
108(1)
A Second Look
108(1)
Problem-Solving Case: Lawyers, Ford, and Firestone: Who's to Blame?
108(1)
Knowing Yourself
109(1)
Class Exercise: Supervising Unethical Employees
110(1)
Building Supervision Skills: Decision Making
110(2)
Managing Diversity
112(23)
What Is Diversity?
113(1)
Supervision and Diversity
114(1)
Diversity Means Opportunity at Bank of America
114(1)
A Look at Our Diversity
115(1)
Challenges to Working in a Diverse Society
116(2)
Prejudice and Discrimination
116(1)
Stereotypes
117(1)
Supervision across Industries
118(2)
The Airline Industry
118(1)
Sexism
119(1)
Tips from the Firing Line
120(2)
Balancing Needs of Parents and Nonparents in the Workplace
120(1)
Ageism
121(1)
Implications for the Supervisor
122(4)
Advantages of Diversity
123(1)
Communication
124(1)
Diversity Training
125(1)
Supervisory Skills
126(2)
Communicating
126(1)
Legal Issues
127(1)
Skills Module
128(5)
Part One: Concepts
128(1)
Summary
128(1)
Key Terms
129(1)
Review and Discussion Questions
129(1)
Part Two: Skill-Building
129(1)
A Second Look
129(1)
Problem-Solving Case
130(1)
Knowing Yourself
131(1)
Class Exercise: Managing Diversity
131(1)
Building Supervision Skills: Providing Employee Orientation
132(1)
Part Two Video Cases
133(2)
PART THREE FUNCTIONS OF THE SUPERVISOR
135(112)
Reaching Goals and Objectives
136(33)
Planning in Organizations
138(1)
Objectives
138(1)
Supervision across Industries
139(3)
Banking
139(3)
Supervisory Skills
142(4)
Goal Setting
142(1)
Policies, Procedures, and Rules
142(1)
Action Plans
143(1)
Contingency Planning
144(1)
Management by Objectives
144(2)
The Supervisor as Planner
146(4)
Providing Information and Estimates
146(1)
Allocating Resources
146(3)
Involving Employees
149(1)
Planning with a Team
150(1)
Updating Objectives
150(1)
The Supervisor as Controller
150(9)
The Process of Controlling
151(5)
Types of Control
156(1)
Tools for Control
156(3)
Characteristics of Effective Controls
159(1)
Timeliness
159(1)
Supervision and Ethics
160(1)
Is Electronic Monitoring Fair to Employees?
160(1)
Cost-Effectiveness
160(1)
Acceptability
160(1)
Flexibility
161(1)
Skills Module
161(8)
Part One: Concepts
161(1)
Summary
161(1)
Key Terms
162(1)
Review and Discussion Questions
162(2)
Part Two: Skill-Building
164(1)
A Second Look
164(1)
Problem-Solving Case: MBO Clarifies Objectives at Edward Don & Company
164(1)
Knowing Yourself
165(1)
Class Exercise: Setting Goals
165(2)
Building Supervision Skill: Controlling a Yacht-Making Operation
167(2)
Organizing and Authority
169(25)
The Structure of the Organization
171(5)
Organization Charts
171(1)
Types of Structures
172(4)
Supervision across Industries
176(1)
Manufacturing
176(1)
Authority
177(2)
Line, Staff, and Functional Authority
177(1)
Centralized and Decentralized Authority
178(1)
Power, Responsibility, and Accountability
178(1)
The Process of Organizing
179(1)
Define the Objective
179(1)
Determine the Needed Resources
179(1)
Group Activities and Assign Duties
180(1)
Principles of Organizing
180(2)
Parity Principle
180(1)
Unity of Command
180(1)
Chain of Command
181(1)
Span of Control
181(1)
Tips from the Firing Line
182(1)
Don't Break the Chain
182(1)
Delegating Authority and Responsibility
183(3)
Benefits of Delegating
183(1)
Empowerment
184(1)
The Process of Delegating
185(1)
Supervisory Skills
186(2)
Delegating
186(1)
Reluctance to Delegate
187(1)
Skills Module
188(6)
Part One: Concepts
188(1)
Summary
188(2)
Key Terms
190(1)
Review and Discussion Questions
190(1)
Part Two: Skill-Building
191(1)
A Second Look
191(1)
Problem-Solving Case: Is Thor Industries Organized for Growth?
191(1)
Knowing Yourself
192(1)
Class Exercise: Networking
193(1)
Building Supervision Skills: Delegating
193(1)
The Supervisor as Leader
194(25)
Characteristics of a Successful Leader
196(1)
Supervision across Industries
197(1)
The Arts
197(1)
Leadership Styles
197(7)
Degree of Authority Retained
198(1)
Task Oriented versus People Oriented
198(1)
Leader Attitudes
199(2)
Contingency Theories of Leadership
201(1)
Choosing a Leadership Style
202(2)
Supervision and Diversity
204(3)
Leading Across Cultures
204(3)
Giving Directions
207(1)
Human Relations
208(1)
Supervisors' Self-Images
208(1)
Tips from the Firing Line
209(1)
Could You Be a Good Mentor?
209(1)
Supervisors' Relationships with Their Employees
209(1)
Supervision and Ethics
210(3)
How to Be a Good Role Model
210(1)
Supervisors' Relationships with Their Managers
211(1)
Supervisors' Relationships with Their Peers
212(1)
Skills Module
213(6)
Part One: Concepts
213(1)
Summary
213(1)
Key Terms
214(1)
Review and Discussion Questions
214(1)
Part Two: Skill-Building
215(1)
A Second Look
215(1)
Problem-Solving Case: Top-Down and Bottom-Up Style at US Airways
215(1)
Knowing Yourself
216(1)
Class Exercise: Practicing Human Relations Principles
217(1)
Building Supervision Skills: Leading a Team
217(2)
Problem Solving, Decision Making, and Creativity
219(28)
The Process of Decision Making
220(2)
The Rational Model
221(1)
Tips from the Firing Line
222(3)
Resolving Customer Complaints
222(1)
Human Compromises
223(2)
Supervision and Ethics
225(2)
What Decisions Can You Justify?
225(2)
Guidelines for Decision Making
227(2)
Consider the Consequences
227(1)
Respond Quickly in a Crisis
227(1)
Inform the Manager
227(1)
Be Decisive Yet Flexible
228(1)
Avoid Decision-Making Traps
228(1)
Tools for Decision Making
229(3)
Probability Theory
230(1)
Decision Trees
231(1)
Supervision across Industries
232(1)
The Trucking Industry
232(1)
Computer Software
232(1)
Supervision and Diversity
233(1)
Bringing Different Perspectives to Problem Solving
233(1)
Group Decision Making
233(3)
Advantages and Disadvantages
233(1)
Using Group Decision Making
234(2)
Creativity
236(2)
Thinking More Creatively
236(2)
Establishing and Maintaining a Creative Work Climate
238(1)
Overcoming Barriers to Creativity
238(1)
Skills Module
238(6)
Part One: Concepts
238(1)
Summary
238(2)
Key Terms
240(1)
Review and Discussion Questions
240(1)
Part Two: Skill-Building
241(1)
A Second Look
241(1)
Problem-Solving Case: Improvement Ideas from a Costco Cashier
242(1)
Knowing Yourself
242(1)
Class Exercise: Making Decisions
243(1)
Building Supervision Skills: Learning from Mistakes
243(1)
Part Three Video Cases
244(3)
PART FOUR SKILLS OF THE SUPERVISOR
247(152)
Communication
248(32)
How Communication Works
249(2)
The Communication Process
250(1)
Hearing versus Listening
251(1)
Communicating Effectively
251(1)
Communicate from the Receiver's Viewpoint
251(1)
Tips from the Firing Line
252(4)
Communicating with a ``You'' Attitude
252(1)
Learn from Feedback
253(1)
Use Strategies for Effective Listening
253(1)
Be Prepared for Cultural Differences
254(2)
Barriers to Communication
256(4)
Information Overload
256(1)
Misunderstandings
257(3)
Supervision and Diversity
260(2)
Men Talk, Women Apologize
260(1)
Biases in Perception
260(2)
Types of Messages
262(3)
Nonverbal Messages
262(1)
Verbal Messages
263(2)
Supervisory Skills
265(3)
Writing
265(1)
Technology and Message Types
266(1)
Choosing the Most Effective Message Type
267(1)
Supervision across Industries
268(1)
The Insurance Industry
268(1)
Communicating in Organizations
269(3)
Direction of Communication
269(1)
Formal and Informal Communication
270(1)
Gossip and Rumors
271(1)
Skills Module
272(8)
Part One: Concepts
272(1)
Summary
272(2)
Key Terms
274(1)
Review and Discussion Questions
275(1)
Part Two: Skill Building
275(1)
A Second Look
275(1)
Problem-Solving Case: Helping Retailers Improve Their E-Mail
275(2)
Knowing Yourself
277(1)
Class Exercise: Communicating Effectively
278(1)
Building Supervision Skills: Interpreting Communications
279(1)
Motivating Employees
280(26)
How Does Motivation Work?
281(4)
Content Theories
282(3)
Supervision and Diversity
285(4)
Accounting for Women
285(2)
Process Theories
287(1)
Motivation Theories and the Law
288(1)
Supervision across Industries
289(1)
Advertising
289(1)
Money as a Motivator
290(3)
When Money Motivates
290(1)
Pay Plans Using Financial Incentives
290(3)
Secrecy of Wage and Salary Information
293(1)
How Supervisors Can Motivate
293(1)
Making Work Interesting
293(1)
Supervisory Skills
294(3)
Motivating Employees
294(1)
Having High Expectations
295(1)
Providing Rewards That Are Valued
296(1)
Relating Rewards to Performance
296(1)
Tips from the Firing Line
297(2)
Expressing Sincere Appreciation
297(1)
Treating Employees as Individuals
297(1)
Encouraging Employee Participation
298(1)
Providing Feedback
299(1)
Skills Module
299(7)
Part One: Concepts
299(1)
Summary
299(1)
Key Terms
300(1)
Review and Discussion Questions
300(2)
Part two: Skill-Building
302(1)
A Second Look
302(1)
Problem-Solving Case: Using Incentives to Build Sales
302(1)
Knowing Yourself
303(1)
Class Exercise: Learning What Motivates Workers
303(1)
Building Supervision Skills: Developing Motivational Methods
304(2)
Problem Employees: Counseling and Discipline
306(26)
Problems Requiring Special Action
308(1)
Absenteeism and Tardiness
308(1)
Supervision across Industries
309(3)
Information Systems
309(1)
Insubordination and Uncooperativeness
309(1)
Alcohol and Drug Abuse
310(1)
Workplace Violence
311(1)
Theft
311(1)
Supervision and Ethics
312(1)
Identity Theft in Banks
312(1)
Counseling
313(3)
Benefits of Counseling
314(1)
Appropriate Times to Counsel
314(1)
Counseling Techniques
314(2)
Discipline
316(4)
Administering Discipline
316(4)
Tips from the Firing Line
320(2)
Seven Pitfalls of Dealing with Poor Performers
320(1)
Positive Discipline
321(1)
Self-Discipline
322(1)
Troubled Employees
322(1)
Detection of the Troubled Employee
322(1)
Supervisory Skills
323(3)
Leading
323(1)
Confrontation of the Troubled Employee
324(1)
Aid in and Evaluation of Recovery
324(2)
Sources of Support
326(1)
Skills Module
326(6)
Part One: Concepts
326(1)
Summary
326(2)
Key Terms
328(1)
Review and Discussion Questions
328(1)
Part Two: Skill-Building
329(1)
A Second Look
329(1)
Problem-Solving Case: General Electric: Is Insubordination Really a Disability?
329(1)
Knowing Yourself
330(1)
Class Exercise: Evaluating Disciplinary Action
331(1)
Building Supervision Skills: Handling Performance Problems
331(1)
Managing Time and Stress
332(28)
Time Management
333(8)
Understanding How You Use Time
334(1)
Planning Your Use of Time
334(2)
Controlling Time Wasters
336(5)
Tips from the Firing Line
341(1)
Setting Limits
341(1)
Stress Management
342(2)
Causes of Stress
342(2)
Supervision and Diversity
344(4)
It's Not Just the Job; It's the Hours on the Job
344(2)
Consequences of Stress
346(1)
Personal Stress Management
347(1)
Supervisory Skills
348(5)
Managing Stress
348(2)
Organizational Stress Management
350(3)
A Word about Personality
353(1)
Skills Module
354(6)
Part One: Concepts
354(1)
Summary
354(1)
Key Terms
355(1)
Review and Discussion Questions
356(1)
Part two: Skill-Building
357(1)
A Second Look
357(1)
Problem-Solving Case: Is It OK Not to Be Perfect?
357(1)
Knowing Yourself
358(1)
Class Exercise: Using Time Wisely
359(1)
Building Supervision Skills: Managing Time and Stress
359(1)
Managing Conflict and Change
360(39)
Conflict
362(3)
Positive and Negative Aspects of Conflict
362(1)
Types of Conflict
363(2)
Managing Interpersonal Conflict
365(5)
Strategies
365(2)
Initiating Conflict Resolution
367(1)
Responding to a Conflict
368(1)
Mediating Conflict Resolution
369(1)
Change in the Workplace
370(1)
Tips from the Firing Line
371(3)
Resilience Rules
371(1)
Sources of Change
372(1)
Resistance to Change
373(1)
Implementing Change
373(1)
Supervisory Skills
374(3)
Implementing Change
374(3)
Proposing Change
377(1)
Organization Politics and Power
377(3)
Sources of Power
378(1)
Types of Power
378(2)
Supervision and Ethics
380(2)
Are Good Deeds Good Business?
380(1)
Political Strategies
380(1)
Building a Power Base
381(1)
Establishing a Competitive Edge
382(1)
Socializing
382(1)
Skills Module
382(7)
Part One: Concepts
382(1)
Summary
382(2)
Key Terms
384(1)
Review and Discussion Questions
384(1)
Part Two: Skill-Building
385(1)
A Second Look
385(1)
Problem-Solving Case: Conflict and Change: Breyers Ice Cream Melts in Philadelphia
385(1)
Knowing Yourself
386(1)
Class Exercise: Resolving Conflict
387(1)
Building Supervision Skills: Exercising Power to Bring About Change
388(1)
Part Four Video Cases
389(1)
Appendix A: Organizational Politics
390(9)
PART FIVE SUPERVISION AND HUMAN RESOURCES
399(124)
Selecting Employees
400(33)
Roles in the Selection Process
401(1)
Selection Criteria
402(1)
Recruitment
403(1)
Looking Inside the Organization
403(1)
Supervision across Industries
404(2)
The Food Service Industry
404(1)
Looking Outside the Organization
404(2)
Supervisory Skills
406(1)
Selecting Employees
406(1)
The Selection Process
406(9)
Screening from Employment Applications and Resumes
407(1)
Interviewing Candidates
407(8)
Tips from the Firing Line
415(4)
Strategies for Countering First Impressions
415(1)
Administering Employment Tests
415(2)
Conducting Background and Reference Checks
417(1)
Making the Selection Decision
418(1)
Requesting a Physical Examination
418(1)
Legal Issues
419(1)
Antidiscrimination Laws
419(1)
Supervision and Diversity
420(1)
Expectant Job Seekers
420(1)
Supervision and Diversity
421(3)
Diversity on the Menu at Bertucci's Brick Oven Ristorante
421(1)
Workplace Accessibility
422(2)
Immigration Reform and Control Act
424(1)
Skills Module
424(9)
Part One: Concepts
424(1)
Summary
424(2)
Key Terms
426(1)
Review and Discussion Questions
426(1)
Part Two: Skill-Building
427(1)
A Second Look
427(1)
Problem-Solving Case: Nurses Use Peer Interviews at Children's Hospital Medical Center
427(1)
Knowing Yourself
428(1)
Class Exercise: Preparing to Interview Job Candidates
429(3)
Building Supervision Skills: Interviewing and Selecting New Employees
432(1)
Providing Orientation and Training
433(28)
Orientation of New Employees
436(1)
Benefits of Orientation
436(1)
Supervisory Skills
437(3)
Providing Orientation
437(1)
The Supervisor's Role
437(1)
Orientation Topics
438(1)
Orientation Methods
438(2)
Training
440(2)
The Training Cycle
440(2)
Supervision across Industries
442(4)
Banking
442(1)
Assessment of Training Needs
443(1)
Types of Training
444(2)
Tips from the Firing Line
446(5)
Lessons from Three companies
446(5)
Coaching to Support Training
451(2)
Supervision and Diversity
453(1)
The Mentor's Role: ``Guide on the Side, not Sage on the Stage''
453(1)
Evaluation of Training
453(2)
Skills Module
455(6)
Part One: Concepts
455(1)
Summary
455(1)
Key Terms
456(1)
Review and Discussion Questions
456(1)
Part Two: Skill-Building
457(1)
A Second Look
457(1)
Problem-Solving Case: Orientation at Web Industries
458(1)
Knowing Yourself
459(1)
Class Exercise: Being a Trainer
459(1)
Building Supervision Skills: Orienting a New Team Member
460(1)
Appraising Performance
461(29)
Purposes of Performance Appraisal
462(1)
A Systematic Approach to Appraising Performance
463(4)
The Appraisal Process
463(3)
What to Measure in an Appraisal
466(1)
EEOC Guidelines
466(1)
Supervision and Diversity
467(1)
Appraising Employees Fairly
467(1)
Performance Appraisals and Pay Reviews
467(1)
Types of Appraisals
468(5)
Graphic Rating Scales
468(1)
Paired-Comparison Approach
468(2)
Forced-Choice Approach
470(1)
Essay Appraisal
470(1)
Behaviorally Anchored Rating Scales (BARS)
471(1)
Checklist Appraisal
471(1)
Critical-Incident Appraisal
471(1)
Work-Standards Approach
472(1)
Management by Objectives (MBO)
472(1)
Supervision across Industries
473(1)
Education
473(1)
Assessments by Someone Other than the Supervisor
473(1)
Supervisory Skills
474(1)
Appraising and Planning
474(1)
Sources of Bias
475(2)
The Performance Appraisal Interview
477(1)
Tips from the Firing Line
478(3)
Avoid Self-Fulfilling Prophecies of Failure
478(1)
Purpose of the Interview
478(1)
Preparing for the Interview
479(1)
Conducting the Interview
479(2)
Skills Module
481(9)
Part One: Concepts
481(1)
Summary
481(1)
Key Terms
482(1)
Review and Discussion Question
482(2)
Part Two: Skill-Building
484(1)
A Second Look
484(1)
Problem-Solving Case: Appraising Employees in a Dental Office
484(1)
Knowing Yourself
485(1)
Class Exercise: Using Software to Appraise Employees
486(3)
Building Supervision Skills: Designing an Appraisal
489(1)
Supervision Laws: Health and Safety, Labor Relations, Fair Employment
490(33)
Government Regulation of Safety and Health
492(3)
Occupational Safety and Health Act (OSHAct) of 1970
493(1)
OSHA and NIOSH
493(1)
The Supervisor's Responsibility under the OSHAct
493(2)
Types of Safety and Health Problems
495(4)
Health Hazards
495(1)
Safety Hazards
496(2)
Common Concerns
498(1)
Supervisory Skills
499(3)
Preventing Injuries
499(3)
Workplace Programs to Promote Safety and Health
502(1)
Benefits
502(1)
Characteristics of an Effective Program
502(1)
Supervision across Industries
503(3)
Manufacturing
503(1)
Role of the Supervisor
503(3)
Labor Relations: The Supervisor's Role
506(4)
The Organization Drive
507(1)
Collective Bargaining
508(1)
The Labor Contract
508(1)
Strikes
509(1)
Notification about Plant Closings
509(1)
Fair Employment
510(2)
Sexual or Other Harassment
510(2)
Supervision and Ethics
512(2)
Watch Your Mouth!
512(1)
Accommodation of Disabled Employees
513(1)
Family, Medical, and Military Leave
513(1)
Supervision and Diversity
514(2)
Defense Department Gets Innovative with Accommodations
514(2)
Skills Module
516(6)
Part One: Concepts
516(1)
Summary
516(2)
Key Terms
518(1)
Review and Discussion Questions
518(1)
Part Two: Skill Building
519(1)
A Second Look
519(1)
Problem-Solving Case: Making NASA Safe for Astronauts
519(1)
Knowing Yourself
520(1)
Class Exercise: Understanding Unions
521(1)
Building Supervision Skills: Conducting a Safety Inspection
521(1)
Part Five Video Cases
522(1)
Appendix B: The Supervisor's Career Path: Finding a Career That Fits 523(12)
Notes 535(17)
Glossary 552(7)
Index 559


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