Effective Supervision A Guidebook for Supervisors, Team Leaders, and Work Coaches

by Goetsch, David L.

• ISBN13: 9780130315830
• ISBN10: 0130315834
• Edition: 1st
• Format: Paperback
• Copyright: 2019-08-31
• Publisher: Pearson

Summary

Effective Supervision: A Guidebook for Supervisors; Team Leaders, and Work Coaches presents hands-on, real-world supervision skills that are supported by coverage of the theory and principles of supervision. The text covers many important topics related to supervision, including facilitating change, decision making/problem solving, conflict management, and teambuilding and teamwork. Some of the features of this practical text include: Applications of supervision principles based on actual work cases that help provide context for the concepts presented Activities based on actual work cases that allow users to apply the theory and principles of supervision A worktext format that allows for immediate review and application of the concepts presented This text is appropriate for the traditional classroom as well as for seminars, workshops, and distance learning environments.

Author Biography

David L. Goetsch is Provost of the Fort Walton Beach Campus of the University of West Florida and Okaloosa-Walton Community College where he is also Professor of Quality, Safety, and Management. He teaches Effective Supervision in all of the formats described earlier and is also President and CEO of the Center for Effective Supervision, a private consulting and training company that specializes in developing supervisors for business, industry, and government organizations.

Table of Contents

Leadership	1	(12)
What Is Leadership?	1	(1)
What Is a Good Leader?	2	(1)
Are Leaders Born or Made?	2	(1)
Leadership and Motivation	3	(1)
Understanding Individual Human Needs	3	(1)
Theories of Leadership	4	(2)
Theory X and Leadership	5	(1)
Theory Y and Leadership	5	(1)
Theory XY and Leadership	6	(1)
Leadership Styles	6	(2)
Autocratic Leadership	6	(1)
Democratic Leadership	7	(1)
Participative Leadership	7	(1)
Goal-Oriented Leadership	7	(1)
Situational Leadership	7	(1)
Selecting the Appropriate Leadership Style	8	(1)
Winning and Maintaining Followership	8	(2)
Popularity and the Leader	8	(1)
Leadership Characteristics That Win and Maintain Followership	9	(1)
Pitfalls that will Undermine Followership	9	(1)
Trust Building and Leadership	10	(3)
Facilitating Change	13	(10)
Facilitating Change as a Leadership Function	13	(1)
Change-Management System	14	(3)
Scanners	15	(1)
Receiving Points	15	(1)
Deliberative Groups	16	(1)
Executive Committee	16	(1)
Change Implementation Model	17	(2)
Develop the Change ``Picture''	17	(1)
Communicate with All Stakeholders about the Change	18	(1)
Provide Any Necessary Training	18	(1)
Implement the Change	18	(1)
Monitor and Adjust	19	(1)
Restructuring and Change	19	(4)
Be Smart and Empathetic	20	(1)
Communicate the Change ``Picture''	20	(1)
Establish Incentives That Promote the Change	20	(1)
Continue to Train	20	(3)
Communication	23	(18)
Communication Defined	23	(2)
Communication Versus Effective Communication	24	(1)
Communication Levels	24	(1)
Communication as a Process	25	(1)
Inhibitors of Communication	26	(2)
Differences in Meaning	26	(1)
Insufficient Trust	26	(1)
Information Overload	26	(1)
Interference	27	(1)
Condescending Tones	27	(1)
Listening Problems	27	(1)
Premature Judgments	27	(1)
Inaccurate Assumptions	27	(1)
Technological Glitches	27	(1)
Communication Networks	28	(1)
Communication by Listening	29	(2)
What Is Listening?	29	(1)
Inhibitors of Effective Listening	30	(1)
Communicating Nonverbally	31	(2)
Body Factors	31	(1)
Voice Factors	32	(1)
Proximity Factors	32	(1)
Communicating Verbally	33	(1)
Interest	33	(1)
Attitude	33	(1)
Flexibility	34	(1)
Tact	34	(1)
Courtesy	34	(1)
Improving Verbal Communication by Questioning	34	(1)
Drop Your Defenses	34	(1)
State Your Purpose	34	(1)
Acknowledge Emotions	34	(1)
Use Open-Ended Questions and Phrase Questions Carefully	35	(1)
Communicating Corrective Feedback	35	(1)
Steps to Improved Communication	36	(1)
Selecting the Appropriate Communication Method	36	(1)
Electronic Communication	37	(4)
Ethics	41	(12)
An Ethical Dilemma	41	(1)
Ethics Defined	42	(3)
Guidelines for Determining Ethical Behavior	43	(2)
Ethical Behavior in Organizations	45	(1)
The Supervisor's Role in Ethics	45	(2)
Best Ratio Approach	46	(1)
Black and White Approach	46	(1)
Full Potential Approach	46	(1)
The Organization's Role in Ethics	47	(1)
Creating an Ethical Environment	47	(1)
Setting an Ethical Example	47	(1)
Handling Ethical Dilemmas	48	(5)
Apply the Guidelines	48	(1)
Select the Approach	49	(1)
Proceed with the Decision	49	(4)
Motivation	53	(20)
Definition and Rationable for Motivation What Motivates People	54	(2)
Specific Human Needs Related to Work	55	(1)
The Work Ethic and Motivation	56	(1)
Improving the Work Ethic	56	(1)
Job Satisfaction and Motivation	57	(1)
Expectancy and Motivation	58	(1)
Achievement and Motivation	59	(1)
Recognizing Achievement-Oriented Employees	59	(1)
Using Achievement to Motivate Employees	59	(1)
Job Design and Motivation	60	(2)
Task-Oriented Job Design	60	(1)
People-Oriented Job Design	61	(1)
Balanced Orientation in Job Design	61	(1)
How to Use Job Design to Motivate	61	(1)
Competition and Motivation	62	(1)
Communication and Motivation	63	(1)
Promotions and Motivation	64	(1)
New Employees and Motivation	64	(2)
Problem Employees and Motivation	66	(1)
Motivating Part-Time Workers	67	(1)
Incentive Programs and Motivation	68	(1)
Developing Personal Motivation Plans (PMPs)	69	(4)
Decision Making and Problem Solving	73	(16)
Decision Making Defined	73	(2)
Evaluating Decisions	74	(1)
Problems and Decision Making	75	(2)
Characteristics of Problems	75	(2)
The Decision-Making Process	77	(3)
Identify/Anticipate the Problem	77	(2)
Consider Alternatives	79	(1)
Choose the Best Alternative, Monitor, and Adjust	79	(1)
Decision-Making Models	80	(1)
Objective Approach to Decision Making	80	(1)
Subjective Approach to Decision Making	80	(1)
Involving Employees in Decision Making	81	(2)
Advantages of Employee Involvement	81	(1)
Disadvantages of Employee Involvement	81	(1)
Brainstorming	81	(1)
Nominal Group Technique	82	(1)
Quality Circles	82	(1)
Potential Problems with Group Decision Making	82	(1)
Information and Decision Making	83	(2)
Data Versus Information	84	(1)
Value of Information	84	(1)
Amount of Information	84	(1)
Creativity in Decision Making	85	(4)
Creativity Defined	85	(1)
Creative Process	86	(1)
Factors That Inhibit Creativity	86	(3)
Performance Appraisal	89	(18)
Rationale for Performance Appraisals	89	(1)
Effective Performance Appraisal	90	(1)
Supervisor's Role in Performance Appraisal	90	(1)
Developing and Completing the Appraisal Form	90	(3)
Performance Criteria	92	(1)
Rating Methodology	92	(1)
Comments Section	92	(1)
Employee's Response Section	93	(1)
Supervisor's Report Section	93	(1)
Keeping Performance Appraisals Consistent and Objective	93	(3)
Review Performance Standards	93	(1)
Base Ratings on Facts	94	(1)
Avoid Personality Bias	95	(1)
Avoid Extremes in Assigning Ratings	96	(1)
Avoid the Halo Effect	96	(1)
Avoid Pecking Order Bias	96	(1)
Conducting the Appraisal Interview	96	(2)
Communication	96	(1)
Feedback	97	(1)
Counseling	97	(1)
Planning for Improvement	98	(1)
Facilitating the Appraisal Interview	98	(2)
Explain the Purpose of the Performance Appraisal	98	(1)
Discuss the Ratings	98	(1)
Solicit Feedback	99	(1)
Find Out How Employees Rate Themselves	99	(1)
Set Goals for Improvement	99	(1)
Follow-Up and Feedback	99	(1)
Giving Corrective Feedback To Employees	100	(1)
Legal Aspects of Performance Appraisals	101	(2)
Keep Comprehensive Records	101	(1)
Focus on Performance, Not Personality	102	(1)
Be Positive, Constructive, and Specific	102	(1)
Be Honest and Treat All Employees the Same	102	(1)
Apply Objective Standards	102	(1)
The Supervisor as a Career Coach	103	(4)
Employee Complaints	107	(10)
Why Complaints Must Be Handled Properly	107	(1)
Roles of Listening in Handling Complaints	108	(1)
Role of Questioning and Confirming in Handling Complaints	109	(1)
Handling Employee Complaints	110	(1)
Handling Habitual Complainers	111	(1)
Involving Employees in Resolving Complaints	112	(1)
Handling Complaints About Wages	113	(1)
Turning Complaints into Improvements	114	(3)
Conflict Management/Workplace Violence	117	(20)
Causes of Workplace Conflict	117	(2)
How People React to Conflict	119	(1)
Why Conflict Resolution Skills Are Important	119	(1)
How Conflict Should Be Handled	120	(1)
How and When Conflict Should Be Stimulated	121	(1)
Communication in Conflict Situations	122	(1)
Dealing With Angry Employees	123	(2)
Behaviors to Avoid	123	(1)
What Supervisors Should Do	124	(1)
How to Calm an Angry Employee	124	(1)
Overcoming Territorial Behavior in Organizations	125	(2)
Manifestations of Territoriality	125	(1)
Overcoming Territorial Behavior	126	(1)
Overcoming Negativity in Employees	127	(2)
Recognizing Negativity	127	(1)
Overcoming Negativity	127	(2)
Workplace Violence	129	(1)
Rights of Violent Employees	129	(1)
Employee Liability for Workplace Violence	129	(1)
Making Work-Related Determinations	130	(1)
Reducing the Risk	130	(2)
Natural Surveillance	131	(1)
Control of Access	131	(1)
Establishment of Territoriality	132	(1)
Activity Support	132	(1)
Administrative Controls	132	(1)
Contributing Factors	132	(5)
Individual Factors Associated with Violence	132	(1)
Environmental Factors Associated with Violence	133	(1)
Rules of Thumb for Supervisors	134	(3)
Legal Issues: Discipline, Termination, Sexual Harassment, and Drugs	137	(18)
Disciplining Employees: The Rationale	137	(1)
Fundamentals of Disciplining Employees	138	(1)
Guidelines for Disciplining Employees	139	(1)
The Discipline Process	140	(1)
Informal Discussion/Counseling	141	(1)
Verbal Warning	141	(5)
Written Warning	142	(1)
Suspension	143	(1)
Dismissal	143	(3)
Sexual Harassment and the Supervisor	146	(4)
What Is Sexual Harassment?	146	(1)
EEOC Guidelines on Sexual Harassment	146	(1)
Effects of Sexual Harassment	147	(1)
What Is the Supervisor's Role?	148	(1)
Do's and Don'ts for Supervisors	149	(1)
Drug Abuse in the Workplace	150	(5)
Supervisor's Role in Handling Drug Abuse in the Workplace	150	(5)
Training	155	(16)
Training Defined	155	(1)
Need for Training	156	(2)
Competition in the Marketplace	157	(1)
Rapid and Continual Change	157	(1)
Technology Transfer Problems	157	(1)
Changing Demographics	157	(1)
Assessing Training Needs	158	(2)
Writing Training Objectives	160	(1)
Providing Training	161	(2)
Internal Approaches	161	(1)
External Approaches	162	(1)
Partnership Approaches	162	(1)
Evaluating Training	163	(2)
The Supervisor as a Trainer	165	(3)
Principles of Learning	165	(1)
Four-Step Teaching Approach	166	(2)
Training the Supervisor	168	(3)
Health and Safety	171	(16)
Legal Foundation of Health and Safety Programs	171	(4)
Administration and Enforcement	171	(1)
Employer and Employee Rights Under OSHA	172	(2)
OSHA Violations	174	(1)
Policy Aspects of Health and Safety	175	(1)
Assigning Responsibility for Health and Safety	176	(1)
Safety Training	176	(1)
Accident Prevention Techniques	177	(1)
Accident Investigation and Reporting	178	(1)
Writing the Accident Report	178	(1)
Worker's Compensation	179	(2)
Worker's Compensation Benefits	180	(1)
Employer Liability Beyond Workers' Compensation	180	(1)
Bloodborne Pathogens and Employee Health and Safety	181	(6)
Legal Considerations	181	(6)
Staffing	187	(22)
Staffing Defined	187	(1)
Overview of the Staffing Process	188	(1)
Analyzing and Specifying	188	(1)
Forecasting	188	(1)
Recruiting	188	(1)
Interviewing	189	(1)
Selecting	189	(1)
Orienting	189	(1)
Legal Considerations of Staffing	189	(5)
Equal Employment Opportunity	190	(1)
Compensation and Benefits	191	(1)
Health and Safety	192	(1)
Employee Relations	193	(1)
Forecasting Staffing Needs	194	(2)
Interviewing	196	(3)
General Interviewing Guidelines	196	(1)
Questions to Ask in an Interview	196	(1)
Questions to Avoid in an Interview	197	(1)
Characteristics to Look for in an Interview	198	(1)
Contacting References	198	(1)
The Employment Testing Issue	199	(1)
Job Knowledge Skills	199	(1)
Selection	200	(1)
Put Aside Personal Bias	200	(1)
Make a Checklist	200	(1)
Physical Examination	201	(1)
Check References	201	(1)
Orientation	201	(1)
Other Staffing Concerns	202	(7)
Finding Employees During Labor Shortages	202	(1)
Reference Checking	203	(1)
Handling Layoffs Effectively	203	(1)
Termination by Discharge	204	(5)
Total Quality	209	(8)
What Is Quality?	209	(1)
Total Quality Defined	210	(1)
How Is Total Quality Different?	210	(1)
Key Elements of Total Quality	211	(3)
Customer Focus	211	(1)
Obsession with Quality	212	(1)
Scientific Approach	212	(1)
Long-Term Commitment	212	(1)
Teamwork	212	(1)
Continual Improvement of Systems	212	(1)
Education and Training	212	(1)
Freedom through Control	212	(1)
Unity of Purpose	213	(1)
Employee Involvement and Empowerment	213	(1)
Supervisor's Role in Quality Improvement	214	(3)
Team Building and Teamwork	217	(16)
Overview of Teamwork	217	(2)
Rationale for Teams	217	(1)
Learning to Work Together	218	(1)
Team Performance	218	(1)
Four-Step Approach to Team Building	219	(3)
Assessing Team Needs	220	(1)
Planning Team-Building Activities	221	(1)
Executing Team-Building Activities	222	(1)
Evaluating Team-Building Activities	222	(1)
``Coaching'' Work Teams	222	(3)
Clearly Defined Charter	223	(1)
Team Development/Team Building	223	(1)
Mentoring	223	(1)
Mutual Respect and Trust	223	(1)
Human Diversity	224	(1)
Handling Conflict in Teams	225	(2)
Resolution Strategies for Team Conflicts	226	(1)
Structural Inhibitors of Teamwork	227	(1)
Rewarding Team and Individual Performance	228	(2)
Nonmonetary Rewards	229	(1)
Recognizing Teamwork and Team Players	230	(3)
Appendix A Web Site Linkages for Supervisors	233	(2)
Appendix B Success Tips for Supervisors	235	(2)
Appendix C Checklists for Supervisors	237	(4)
Index	241

Excerpts

BACKGROUND One of the most valuable assets an organization can have in today''s hypercompetitive global marketplace is talented supervisors who know how to achieve consistent peak performance from their direct reports and who know how to help their direct reports improve continually. A good supervisor makes the same kinds of contributions to an organization''s success that a good coach makes to a professional sports team''s success. Supervisors go by many names in today''s workplace--team leader, work coach, foreman, and many other titles. Regardless of what they are called, supervisors are people who are responsible for the performance of a given unit and the people, processes, and procedures that, together, generate that performance. Carrying out this responsibility has become an increasingly complex undertaking. There are many reasons for this. Prominent among them are rapid and continual technological advances; the unrelenting pressure of global competition; a steadily growing body of law relating to employee rights, safety, and health; a national trend toward more conflict and violence in the workplace; the persistent problems associated with substance abuse; the worldwide "quality revolution"; and demands from the public for ethical business practices. WHY THIS BOOK WAS WRITTEN AND FOR WHOM This book was written to satisfy the need for (1) an up-to-date teaching text that allows students in colleges, universities, and technical schools to learn "hands-on, real-world" supervision skills in addition to the foundational theories, principles, and concepts on which those skills are built; (2) a practical "how-to" teaching tool for use in business, industry, and government training settings such as seminars, workshops, and short courses; and (3) a "hands-on" oriented text that can be used for teaching supervision in a distance learning format (on-line, simulcast, or self-paced/text-based). Effective Supervisionwas developed in a "worktext" format so that it could meet all three of these needs. All of the text material one would expect to find in a traditional textbook on supervision is contained in this book. In addition, each section of text in each chapter is followed by real-world "Application and Discussion" activities that require learners to discuss and apply the material just presented. These activities help learners transform theoretical and conceptual material into practical, hands-on skills. At the end of every chapter, comprehensive "On-the-Job Scenarios" require learners to apply all of the material from the chapter in solving the types of actual problems supervisors confront on the job. The goal of Effective Supervisionis to develop individuals who don''t just know about supervision, but who know how to supervise. HOW TO USE THIS BOOK This book was designed to be used in any one or all of the following approaches: (1) as the principal teaching tool in a traditional classroom setting; (2) as a "hands-on" supplement to another text in a traditional classroom setting; (3) as the principal teaching tool for seminars, workshops, or short courses provided for business, industry, and government organizations; and (4) as the principal teaching tool in a distance learning course on supervision. Strategies for using this book most effectively in each of these settings follow. Traditional Classroom Setting In this setting, learners should read the text material in the usual manner. The "Application and Discussion" activities can be used in two ways. They can be used to guide and generate discussion during class, and they can be used as written assignments to be completed outside of class. The "On-the-Job Scenarios" at the end of each chapter can be used as group projects, written assignments, or tests, or as the basis for individual or group classroom presentations and research papers. Having students "act out" the scenarios in small groups in class is also an effective learning strategy. Having done so, the rest of the class can then discuss and critique their solutions. Tests are provided as a supplement. Supplement in a Traditional Classroom Setting Effective Supervisioncan be used to supplement other texts, particularly in providing realistic hands-on, skill-building activities. The "Application and Discussion" activities and the "On-the-Job Scenarios" from each chapter are flexible enough to be used in conjunction with any supervision text. Tests are provided in the supplement. Seminars, Workshops, and Short Courses Effective Supervisionwas designed in such a way as to be a complete "seminar in a book." Everything that is needed to provide a comprehensive seminar, workshop, or short course on supervision can be found within its covers. In addition, each chapter can be used as a one-topic seminar that focuses on a particular area of need or concern. The "Application and Discussion" activities and the "On-the-Job Scenarios" are especially effective for helping people who are already working to develop the knowledge and skills needed to be successful supervisors. Distance Learning Courses Effective Supervision,along with the supplemental Instructor''s Manual that accompanies it, makes an excellent tool for use in a distance learning course. All of the theories, concepts, and principles needed are contained in each chapter. The "Application and Discussion" activities can be used to guide and generate on-line discussion in chat rooms. They can also be used as written assignments that can be submitted electronically. The "On-the-Job Scenarios" can be used for assigning larger projects. Tests are provided in the supplement. Various web page linkages are listed in Appendix A. HOW THIS BOOK DIFFERS FROM OTHERS There are many excellent books available on supervision. Effective Supervisioncontains all of the material one would expect to find in these and any other current book on the topic, and it has the following strengths not associated with most supervision texts: (1) All of the discussion, application, and on-the-job activities come from actual work cases and are designed to place learners in the shoes of practicing supervisors and require them to answer the question, "Based on what you just learned, what would you do in this situation?" Learners read about no more than one subtopic at a time in a chapter before being required to apply that reading in dealing with an actual on-the-job problem; (2) All material in this book has been field-tested and revised based on instructor, student, and trainer input. Activities that worked well in a live setting were kept; others were replaced. The material contained herein has been tested in traditional classrooms, seminars, workshops, short courses, and distance learning settings. In all of these settings it has been well received, the practical hands-on approach being its most popular feature; and (3) Effective Supervisionis up-to-date in terms of both the text material and the hands-on activities. All activities contained in this book are of the kind that supervisors can expect to confront in today''s workplace. ACKNOWLEDGMENTS I would like to acknowledge the reviewers of this text: Constantine Ciesielski, East Carolina University (NC); Brian Hoyt, Ohio University; and Allen B. Young, Bessemer State Technical College (AL).