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Supervisory Management : The Art of Empowering, and Developing People

by
Edition:
6th
ISBN13:

9780324178920

ISBN10:
0324178921
Format:
Paperback
Pub. Date:
3/10/2004
Publisher(s):
Cengage Learning
List Price: $221.66
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Summary

Supervisory Management blends skill-building opportunities and traditional management principles to prepare learners to become supervisors in today's business world. The central theme of Supervisory Management is working through people--developing and empowering them to become better and more efficient in their roles. It closely follows the SCANS requirements for workplace competencies and foundation of skills and personal qualities needed for job performance. The text offers practical insights and advice to address common managerial situations, making it a useful reference for supervisors throughout their careers. In this sixth edition, the authors continue their "hands on" approach with numerous self-checks and skill-building opportunities, even more applications exercises.

Table of Contents

PART 1 OVERVIEW
1 Supervisory Management Roles and Challenges
2(34)
Preview: Sharon Olds, Supervisor
3(2)
The Need for Management
5(4)
What Is Management?
6(1)
Levels of Management
7(2)
What Do Managers Do?
9(6)
Functions Performed by Managers
9(2)
How the Functions Are Related
11(1)
Roles Played by Managers
11(4)
Skills Required for Effective Management
15(2)
Conceptual Skills
15(1)
Human Relations Skills
16(1)
Administrative Skills
16(1)
Technical Skills
16(1)
The Transition: Where Supervisors Come From
17(1)
Supervisory Relationships
18(3)
Personal Relationships
19(1)
Organizational Relationships
19(1)
External Relationships
20(1)
The Emerging Position of Supervisory Managers
21(1)
Some Current Trends Challenging Supervisors
22(8)
Dealing with a More Diverse Workforce
22(2)
Emphasizing Team Performance
24(1)
Coping with Exploding Technology
24(1)
Adjusting to Occupational and Industry Shifts
24(1)
Meeting Global Challenges
25(1)
Improving Quality and Productivity
26(1)
Improving Ethical Behavior
27(1)
Responding to Crises
27(3)
Skill Builder 1-1 The Personal Interest Inventory
30(2)
Skill Builder 1-2 Effective and Ineffective Supervisors
32(1)
Case 1-1 How Much Technical Expertise?
32(4)
PART 2 PLANNING AND ORGANIZING
2 Fundamentals of Planning
36(22)
Preview: Changes at Dixon
37(1)
Some Important Points about Planning
38(5)
Basic Steps Involved in Planning
39(1)
Planning Is Most Closely Related to Controlling
40(1)
Many Managers Tend to Neglect Planning
40(1)
Contingency Planning Anticipates Problems
41(2)
Planning Differs at Different Management Levels
43(1)
Importance of Setting Objectives
44(4)
What Are Objectives?
44(1)
Objectives Serve as a Stimulus for Motivation and Effort
45(1)
Hierarchy of Objectives
46(1)
Unified Planning through Objectives
47(1)
Guidelines for Setting Objectives
48(1)
Types of Plans
48(8)
Standing Plans
49(2)
Single-Use Plans
51(5)
Skill Builder 2-1 Testing Your Planning Skills
56(1)
Skill Builder 2-2 Determining Priorities
56(1)
Case 2-1 Setting Performance Objectives
57(1)
3 Decision Making, Problem Solving, and Ethics
58(28)
Preview: The Advancing Landscape Architect
59(1)
Role of Decision Making in Supervisory Management
60(2)
Decision Making: The Heart of Supervisory Management
60(1)
Why Supervisors Need to Make So Many Decisions
60(2)
What Is Decision Making?
62(3)
Decision Making Defined
62(1)
Elements Involved in Decision Making
62(2)
Types of Decisions to Be Made
64(1)
How Decision Making and Problem Solving Relate
65(1)
How to Make Decisions
65(4)
Step 1: Define the Idea or Problem
66(1)
Step 2: Develop Alternatives
66(1)
Step 3: Collect, Interpret, and Evaluate Information about Each Alternative
67(1)
Step 4: Select the Preferred Alternative
67(1)
Step 5: Implement the Decision
68(1)
Step 6: Follow Up, Evaluate, and Make Changes-If Needed
68(1)
Factors to Keep in Mind When Making Decisions
69(3)
The Right Person Should Make the Decision
69(1)
Decisions Should Contribute to Objectives
69(1)
There's Seldom Only One Acceptable Choice
69(1)
Both Feeling and Thinking Should Be Used
69(2)
Effective Decision Making Takes Considerable Time and Effort
71(1)
Decision Making Improves with Practice
71(1)
A Decision May Not Please Everyone
71(1)
A Decision Starts a Chain Reaction
72(1)
Individual and Group Decision Making
72(2)
Approaches to Decision Making
73(1)
Advantages and Disadvantages of Each Approach
73(1)
Improving Decision Making
74(3)
Bases of Decision Making
74(2)
Some Guides to Less-Stressful Decision Making
76(1)
Ethical Considerations Play a Part
77(6)
Skill Builder 3-1 Whom Do You Promote?
83(1)
Skill Builder 3-2 Personal Problems
84(1)
Case 3-1 Able or Baker?
84(2)
4 Fundamentals of Organizing
86(36)
Preview: John Moody's Growing Organization
87(1)
The Four Stages in Growth of an Organization
88(6)
Stage 1: The One-Person Organization
88(1)
Stage 2: The Organization with Assistants Added
88(2)
Stage 3: The Line Organization
90(2)
Stage 4: The Line-and-Staff Organization
92(2)
Departmentalization
94(4)
Functional Departmentalization
94(1)
Product Departmentalization
95(1)
Matrix Departmentalization
96(2)
Two Important Organizing Principles
98(8)
Unity of Command
98(2)
Span of Control
100(3)
Relationships between Line and Staff
103(1)
Conflicts between Line and Staff
103(1)
How to Avoid Excessive Line-Staff Conflict: Delineating Authority
103(3)
Decentralization versus Centralization
106(3)
Factors Affecting Decentralization
106(1)
Effect of Decentralization on Organizational Structure
107(2)
Downsizing
109(2)
Benefits of Downsizing
109(1)
Costs of Downsizing
109(1)
Impact on Remaining Supervisors and Managers
110(1)
Ways to Get Beyond Downsizing
110(1)
Management Philosophy, Strategy, and Organization
111(7)
Creative Organizational Leadership
113(1)
The Inverted Pyramid
114(1)
The Wagon Wheel
115(3)
Skill Builder 4-1 Proposed Change of Organization
118(1)
Skill Builder 4-2 Reducing Costs in an Accounting Firm
119(1)
Case 4-1 Conflicting Views
119(3)
5 Delegating Authority and Empowering Employees
122(32)
Preview: A Model of Progressive Leadership
123(1)
Why Delegate?
124(2)
Delegating Develops People
124(1)
Delegating Allows a Supervisor to Do Other Things
124(1)
Delegating Allows More Work to Be Accomplished
124(1)
Delegating Improves Control
125(1)
Process of Delegation
126(3)
Granting Authority
126(1)
Assigning Responsibility
127(1)
Requiring Accountability
128(1)
Effective Delegation
129(3)
Knowing When to Delegate
130(1)
How the Delegation Process Operates
130(1)
The Principle of Parity of Authority and Responsibility
130(2)
Time Required for Effective Delegation
132(1)
Parties Involved in Effective Delegation
132(2)
The Role of Higher Management
132(1)
The Role of the Supervisor
132(1)
The Role of Employees to Whom Authority Is Delegated
133(1)
Why Supervisors Fail to Delegate
134(1)
Dealing with Ineffective Employees
135(1)
Relating Delegation to Success or Failure
136(2)
Eight Ways to Fail
136(1)
Turning a Weakness into a Strength
137(1)
Ineffective Delegation: A Solution
138(2)
Know Your Delegation Options
140(1)
Empowerment
140(7)
Power Is the Great Motivator
141(1)
Sharing Power
142(5)
Skill Builder 5-1 Do You Delegate As Much As You Can?
147(1)
Case 5-1 The Promotion Decision
148(1)
Case 5-2 Marion Dawson's Problem
149(1)
Case 5-3 Preparing an Action Plan
150(1)
Case 5-4 The Autocratic Manager
150(4)
PART 3 LEADING
6 Communication
154(34)
Preview: A Superintendent Speaks about His Job
155(1)
What Is Communication?
156(3)
Communication Process Model
156(1)
Electronic Communication Technology
157(1)
Importance of Nonverbal Messages
158(1)
Flows of Communication
159(6)
The Vertical Flows: Downward and Upward Communication
160(4)
Lateral-Diagonal Flows
164(1)
Informal Communication
165(1)
Barriers to Effective Supervisory Communication
165(6)
Organizational Barriers
165(2)
Interpersonal and Language Barriers
167(4)
Improving Supervisory Communications
171(11)
Set the Proper Communication Climate
171(1)
Plan for Effective Communication
172(3)
Reinforce Key Ideas through Repetition
175(1)
Encourage the Use of Feedback
175(1)
Become a Better Listener
176(6)
Skill Builder 6-1 Assessing Your Information-Disclosing and Information-Receiving Style
182(1)
Skill Builder 6-2 Differing Interpretations
183(1)
Skill Builder 6-3 Choosing the Appropriate Communication Channel
184(1)
Case 6-1 Evaluating a Supervisor's Communication
185(1)
Case 6-2 Developing a Communication Plan
186(2)
7 Motivation
188(30)
Preview: Sharon Olds: People Motivator
189(2)
Motivation: Some Fundamentals of Understanding Human Behavior
191(5)
Levels of Motivation
192(2)
Intrinsic and Extrinsic Motivation
194(1)
The Motivation-Performance Link
194(2)
Maslow's Hierarchy of Needs Theory
196(3)
Principles Underlying the Theory
196(3)
Qualifying the Theory
199(1)
Herzberg's Theory
199(3)
Dissatisfiers and Motivators
199(2)
Link to Intrinsic and Extrinsic Motivation
201(1)
Qualifying Herzberg's Theory
201(1)
Other Theories of Motivation
202(6)
Expectancy Theory
202(2)
Goal-Setting Theory
204(2)
Equity Theory
206(1)
Reinforcement Theory
207(1)
Lessons from the Theories: Five Steps to Motivating Employees
208(5)
Help Make Employees' Jobs Interesting
209(1)
Provide Clear Performance Objectives
209(1)
Support Employees' Performance Efforts
209(1)
Provide Timely Performance Feedback
210(1)
Reward Employees' Performance
210(3)
Skill Builder 7-1 Career Exercise: What Do You Want from Your Job?
213(1)
Skill Builder 7-2 Classifying Managerial Rewards
213(2)
Skill Builder 7-3 Analyzing a Motivation Survey
215(1)
Skill Builder 7-4 Applying Motivational Theory
215(1)
Case 7-1 The Motivational Challenge
216(2)
8 Leadership
218(34)
Preview: Kenny: An Effective Supervisor
219(1)
Leadership: What Is It All About?
220(10)
Factors Affecting Leadership Style
220(3)
Two Leadership Models
223(5)
Tannenbaum and Schmidt's Leadership Continuum
228(1)
Is One Leadership Style Best?
229(1)
Developmental Leadership
230(2)
Heroic Managers
230(2)
Developmental Managers
232(1)
Transformational and Transactional Leadership
232(4)
Transformational Leadership
234(1)
Transactional Leadership
235(1)
Servant Leadership
236(3)
The Paradox of Servant Leadership
236(2)
Characteristics of Servant Leadership
238(1)
Core Leadership Functions
239(3)
Emotional Intelligence
242(5)
Skill Builder 8-1 The Debate Question
247(1)
Skill Builder 8-2 Diagnosing and Selecting the Appropriate Leadership Style
248(1)
Skill Builder 8-3 Leadership Characteristics and Skill Assessment
249(1)
Case 8-1 Kenny's Leadership: A Further Analysis
250(2)
9 Managing Change, Group Development, and Team Building
252
Preview: The Ritz-Carlton Hotel Corporation
253(3)
Managing Organizational Change
256(6)
Forces Causing Change
258(1)
Results of Ignoring Change
259(1)
Ways of Dealing with Change
260(1)
Planned Change
260(2)
Importance of Work Groups
262(8)
What Are Groups?
262(1)
Types of Groups
262(2)
How Groups Develop
264(1)
Evaluating Groups
265(1)
Determining Group Effectiveness
266(4)
Team Building
270(5)
Partnering: Team Development Accelerated
271(1)
What Is Involved in Partnering?
272(1)
Partnering Successes
272(3)
Partnering Failures and Their Causes
275(1)
Self-Managing Work Teams
275(2)
Facing Adaptive Challenges
277(1)
The GE Approach
278(4)
GE's Fight with Bureaucracy
278(2)
Six Sigma
280(1)
Tough Love-Evaluating Performance
281(1)
The IBM Approach
282(7)
A Decade Later
282(1)
The Experiences of, and Lessons Learned by, an IBM Project Manager and Team Builder
283(6)
Skill Builder 9-1 The 7 Habits of Highly Effective People
289(1)
Skill Builder 9-2 Development of a Generic Project Partnering Approach
289(2)
Skill Builder 9-3 Creating an Organizational Culture
291(1)
Skill Builder 9-4 "Win as Much as You Can" Tally Sheet
291(1)
Case 9-1 The Shift to Team Leadership
292(2)
PART 4 SKILL DEVELOPMENT
10 Meetings and Facilitation Skills
294(35)
Preview: Chuck Dansby, Facilitator "Extraordinaire"
295(1)
Purposes of Meetings
296(4)
Information Giving
297(1)
Information Exchange
297(1)
Fact Finding
297(1)
Problem Solving
298(1)
Achieving Consensus
298(2)
Approaches Used at Meetings
300(2)
Leader-Controlled Approach
300(1)
Group-Centered Approach
301(1)
Which Approach Should You Use?
302(1)
Advantages and Disadvantages of Meetings
302(2)
Advantages of Meetings
302(1)
Disadvantages of Meetings
303(1)
Making Meetings Effective
304(6)
Factors to Consider Before the Meeting
304(2)
Factors to Consider During the Meeting
306(3)
Factors to Consider After the Meeting
309(1)
What Is Group Facilitation?
310(3)
Role of the Facilitator
310(1)
Process Consultation
310(3)
Facilitating Teleconferencing
313(1)
Leadership Strategies: The Facilitation Company
313(7)
Skill Builder 10-1 Achieving Group Consensus
320(1)
Skill Builder 10-2 Meeting Facilitation Challenges
321(1)
Skill Builder 10-3 Developing Skills as a Facilitator/Consultant
322(1)
Skill Builder 10-4 Facilitator Training
323(3)
Case 10-1 The Quiet Meeting
326(3)
11 Coaching for Higher Performance
Preview: Coaching in Action
329(1)
Introduction to Coaching
330(3)
Coaching Is Performance Linked
330(2)
Current Emphasis on Coaching
332(1)
Why Supervisors Reject Coaching
332(1)
The Coaching Functions
333(3)
Tutoring
333(1)
Mentoring
334(1)
Confronting/Challenging
335(1)
Counseling
335(1)
Coaching and Understanding Diversity
336(1)
The Coaching Skills
337(2)
Coaching: The Core Skills
337(2)
Coaching for Improved Performance: Confronting and Challenging
339(3)
Coaching: The Counseling Function
342(6)
Areas of Employee Counseling
343(2)
Role of EAPs in Counseling
345(3)
Skill Builder 11-1 Practicing "I" Messages
348(1)
Skill Builder 11-2 Practicing Coaching Responses
349(1)
Case 11-1 Critiquing a Coaching Meeting
350(2)
Skill Builder 11-3 Conducting a Coaching Meeting: Role-Play
352(2)
12 Managing Conflict, Stress, and Time
354(34)
Preview: The Conflict-Laden, Stressful Plant Environment
355(1)
Causes of Conflict
356(1)
Conflict Management Styles
357(2)
Using Principled Negotiation to Resolve Conflict
359(1)
Overcoming Interpersonal Conflicts
360(3)
What Is Stress?
363(2)
Definition of Stress
363(1)
The Costs of Stress
364(1)
The Positive Aspects of Stress
365(1)
Major Causes of Stress
365(5)
Life Events
366(1)
Personal Psychological Makeup
366(3)
Organizational and Work-Related Factors
369(1)
Burnout
370(1)
Ways to Cope with Personal Stress
370(5)
Physical Exercise
371(1)
Relaxation Techniques
371(3)
A Sense of Control
374(1)
Developing and Maintaining Good Interpersonal Relationships
375(1)
Managing Your Time
375(6)
Time Management Matrix
375(1)
The Time Log: Where Your Time Goes
375(1)
Setting Priorities: A "Must"
376(3)
Handling the Common Time Wasters
379(2)
Skill Builder 12-1 The Conflict-Laden, Stressful Plant Environment
381(1)
Skill Builder 12-2 Up in Smoke-Are You Burned Out?
381(1)
Skill Builder 12-3 A Planning Strategy to Cope with Success
382(1)
Skill Builder 12-4 A Personal Time Survey
383(1)
Case 12-1 The Missed Promotion
384(4)
PART 5 CONTROLLING
13 Exercising Control
388(20)
Preview: Lost Control
389(1)
What Is Control?
390(1)
Control's Close Links to Planning
390(1)
Importance of Controls
391(1)
Examples of Controls
391(1)
Characteristics of Effective Control Systems
391(1)
Types of Control Systems
392(1)
Steps in the Control Process
393(8)
Step 1: Establishing Performance Standards
393(4)
Step 2: Measuring Performance
397(3)
Step 3: Comparing Performance with Standards and Analyzing Deviations
400(1)
Step 4: Taking Corrective Action if Necessary
400(1)
Management by Exception
401(2)
The Impact of Technology on Control
403(3)
Skill Builder 13-1 The Overcontrolling Supervisor
406(1)
Skill Builder 13-2 Setting Standards and Measuring Performance
406(1)
Skill Builder 13-3 Setting Course Standards
407(1)
Case 13-1 Controlling Absenteeism
407(1)
14 Controlling Productivity, Quality, and Safety
408(38)
Preview: Clarke American Checks, Inc.: The Journey to Excellence
409(1)
Improving Productivity and Cost Control
410(10)
High U.S. Productivity: Mid-1990's to Present
410(1)
Defining Productivity
411(3)
Why Productivity Is Important
414(1)
Groups Influencing Productivity
415(2)
The Supervisor's Role in Improving Productivity
417(1)
The Supervisor's Role in Cost Control
417(1)
Some Recent Productivity Improvement Methods
418(2)
Controlling Quality
420(12)
Total Quality and Quality Control
424(1)
Understanding Variance in Controlling Quality
425(1)
Some Tools for Controlling Quality
425(5)
The Supervisor's Role in Achieving Quality
430(2)
Promoting Employee Safety
432(9)
What OSHA Does
433(3)
Factors Influencing Safety
436(1)
Causes of Accidents
436(1)
The Supervisor's Role in Promoting Safety
437(4)
Skill Builder 14-1 Determining Productivity Measurements
441(1)
Skill Builder 14-2 Quality Survey
442(1)
Skill Builder 14-3 Increasing Safety Performance
442(1)
Case 14-1 Using Quality Tools
443(3)
PART 6 MANAGING HUMAN RESOURCES AND DIVERSITY
15 Selecting, Appraising, and Disciplining Employees
446(26)
Preview: When the Transfer Backfires (A)
447(1)
Responsibility for Selecting, Appraising, and Disciplining Employees
448(1)
A Shared Responsibility
448(1)
The Supervisor's Role
448(1)
Selecting Employees for Specific Jobs
449(8)
Requisition
449(1)
Preliminary Screening
449(1)
Application Form or Resume
450(2)
Preemployment Testing
452(1)
Preemployment Interviewing
453(1)
Checking References and Records
454(1)
Preliminary Selection by the Supervisor
454(1)
Final Selection
454(1)
Physical Examination
455(1)
Job Offer
455(1)
Orientation
455(2)
The Role of Performance Appraisals in Supervisory Management
457(3)
What Is a Performance Appraisal?
457(1)
How a Performance Appraisal Operates
457(1)
Purposes of the Performance Appraisal
458(1)
The Role of the Appraisal Interview
458(2)
The Need for Discipline
460(2)
What Is Discipline?
460(1)
Discipline as Due Process
461(1)
How Disciplinary Due Process Operates
461(1)
The Supervisor and Discipline
462(7)
The Supervisor's Disciplinary Role
463(1)
Principles of Effective Discipline: The Hot-Stove Rule
464(2)
Applying Discipline
466(1)
Supervisors' Personal Liability for Disciplining Employees
467(2)
Skill Builder 15-1 What Would You Do?
469(1)
Skill Builder 15-2 What Do You Want from Your Job?
470(1)
Skill Builder 15-3 Gloria Rogers Appraises Her Employees
470(1)
Case 15-1 When the Transfer Backfires (B)
471(1)
16 The Supervisor, Labor Relations, and Legal Issues
472(33)
Preview: The Union Organizer
473(1)
What Are Labor Relations?
474(1)
How Unions Developed in the United States
475(3)
Early Union Activities
475(1)
Period of Rapid Union Growth
475(2)
Recent Limited Union Growth
477(1)
Some Reasons for Declining Union Membership
477(1)
Some Basic Laws Governing Labor Relations
478(4)
The Most Important Labor Laws
479(3)
Administration of Labor Laws
482(1)
Union Principles, Objectives, and Methods of Attaining Objectives
482(7)
Organizing Employees
483(3)
Becoming Recognized as the Employees' Exclusive Bargaining Agent
486(2)
Engaging in Collective Bargaining
488(1)
Conducting a Strike or Lockout
488(1)
Reaching an Agreement
488(1)
Living with the Agreement
489(4)
Supervisors' Rights under the Agreement
490(1)
The Supervisor and the Union Steward
490(1)
The Role of Seniority
491(1)
Handling Employee Complaints
491(1)
Caution Needed in Terminations
492(1)
Complying with Equal Employment Opportunity (EEO) Laws
493(3)
The Most Important EEO Laws
493(1)
Enforcement of EEO Laws
493(2)
Sexual Harassment
495(1)
Other Legal Issues
496(6)
Legally Required Benefits
497(1)
The Comparable Worth Issue
497(1)
Factors Affecting Wage Rates
498(4)
Skill Builder 16-1 The Union Organizer
502(1)
Skill Builder 16-2 Would You Sign a Union Authorization Card?
502(1)
Case 16-1 Major League Baseball Umpires Foul Out
503(2)
Endotes 505(6)
Glossary 511(8)
Index 519


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