Supervision: diversity and teams in the workplace
Gespeichert in:
| Hauptverfasser: | , |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Upper Saddle River, NJ
Prentice-Hall
2000
|
| Ausgabe: | 9. ed. |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XIX, 588 S. graph. Darst. |
| ISBN: | 0130960063 |
Internformat
MARC
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| 100 | 1 | |a Greer, Charles R. |e Verfasser |4 aut | |
| 245 | 1 | 0 | |a Supervision |b diversity and teams in the workplace |c Charles R. Greer ; W. Richard Plunkett |
| 250 | |a 9. ed. | ||
| 264 | 1 | |a Upper Saddle River, NJ |b Prentice-Hall |c 2000 | |
| 300 | |a XIX, 588 S. |b graph. Darst. | ||
| 336 | |b txt |2 rdacontent | ||
| 337 | |b n |2 rdamedia | ||
| 338 | |b nc |2 rdacarrier | ||
| 700 | 1 | |a Plunkett, Warren Richard |e Verfasser |4 aut | |
| 856 | 4 | 2 | |m HBZ Datenaustausch |q application/pdf |u http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=016842655&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |3 Inhaltsverzeichnis |
| 999 | |a oai:aleph.bib-bvb.de:BVB01-016842655 | ||
Datensatz im Suchindex
| _version_ | 1804138163812171776 |
|---|---|
| adam_text | Contents
PREFACE XV
THE BIG PI
1 THE SUPERVISOR S
SPECIAL ROLE 3
OBJECTIVES 3
INTRODUCTION 3
THREE TYPES OF MANAGEMENT
SKILLS 5
Interpersonal Skills 5 •
Technical Skills 6 •
Conceptual Skills 7
THE SUPERVISOR S
RESPONSIBILITIES 8
Relations with Subordinates 8
• Relations with Peers 10 •
Relations with Superiors 12 •
Being Effective and Efficient
12
SUPERVISORY ROLES 13
Role Prescriptions 13 • Role
CTURE 1
Conflict 14 • Role Ambiguity
15 • Role Performance 16
CURRENT TRENDS AFFECTING
SUPERVISORS 17
Foreign Ownership of
American Businesses 21 •
Valuing Diversity 22 • Work
Schedules 23 • Utilization of
Teams 25
SOURCES OF SUPERVISORY
PERSONNEL 27
Instant Replay 28
Questions for Class Discussion 29
Incident 29
CASE PROBLEM 1.1
Southwest Microwave
Communications, Inc. 30
• • •
ill
CASE PROBLEM 1.2
Walnut Grove Inn 32
References 34
2 YOU AND YOUR
FUTURE 36
OBJECTIVES 36
INTRODUCTION 36
DIVERSITY IN OUR WORKFORCE 38
OBSOLESCENCE 39
Avoiding Obsolescence 41
THE IMPORTANCE OF
EDUCATION 43
Planning for Advancement 45
PLANNING YOUR CAREER 48
Self-Reliance 48 • Career
Stages 57 • Professional
Ethics 57
Instant Replay 60
Questions for Class Discussion 60
Incident 61
CASE PROBLEM 2.1
Terry s Promotion Dilemma 61
CASE PROBLEM 2.2
The Delayed Job Search 63
References 64
3 MANAGEMENT
CONCEPTS 66
OBJECTIVES 66
INTRODUCTION 66
DEFINING MANAGEMENT 67
Stated Purposes and Goals 67
• A Division of Labor among
Specialists 69 • A Rational
Organization or Design 70 •
A Hierarchy of Authority and
iv CONTENTS
Accountability 70 • Authority
70 • Power 71 •
Responsibility 71 •
Accountability 71 • Work
Force Flexibility 72
DELEGATION 72
Why You Must Delegate 73 •
How to Delegate 74 • What
You Do Not Want to Delegate
75
THE MANAGEMENT
HIERARCHY 75
The Top Management Level
77 • The Middle Management
Level 79 • The Operating
Management Level 79
LINE AND STAFF AUTHORITY 81
FUNCTIONAL AUTHORITY 82
THE MANAGER S FUNCTIONS 85
Planning 85 • Organizing 85
• Directing 85 • Controlling
85
DECISION MAKING 87
A Rational Model 87 •
Sharing the Decision Process
91 • Decisions About Valuing
Diversity 91
MANAGING YOUR TIME 92
Time Logs 93 • Eliminating
Interruptions 94 • Daily
Planners 94 • Using Spare
Time 95
Instant Replay 95
Questions for Class Discussion 96
Incident 96
CASE PROBLEM 3.1
Welcome to KVM 97
CASE PROBLEM 3.2
It s Not Easy Riding on the MTA 98
References 100
4 M A NAG E M E N T
FUNCTIONS 102
OBJECTIVES 102
INTRODUCTION 102
PLANNING 103
Philosophy of Management
103 • Mission and Vision
Statements 104 • Goals 106
• Policies 106 • Rules 107 •
Programs 109 • Procedures
109 • Outcomes 110
STEPS IN PLANNING 110
Step 1: Setting Objectives
(Goals) 111 • Step 2:
Determining Your Alternatives
and Restraints 112 • Step 3:
Evaluating Your Alternatives
112 • Step 4: Implementing
Your Course of Action 113 •
Step 5: Following Up 113
ORGANIZING 113
Organizing Principles 116
STEPS IN ORGANIZING 121
Step 1: Determining the Tasks
to Be Accomplished 121 •
Step 2: Subdividing Major
Tasks into Individual Activities
122 • Step 3: Assigning
Specific Activities to
Individuals 123 • Step 4:
Providing the Necessary
PART
YOU AND YOUR
5 COMMUNICATIONS 145
OBJECTIVES 145
INTRODUCTION 145
GOALS OF COMMUNICATION 146
Resources 123 • Step 5:
Designing Organizational
Relationships 123
DIRECTING 123
Staffing 124 • Training 125 •
Offering Incentives 126 •
Evaluating 127 • Disciplining
127 • Management by
Wandering Around (MBWA)
127
CONTROLLING 129
Standards 129 • The Control
Process 129 • Types of
Controls 131 • Control
Characteristics 132 •
Management by Exception
133 • Management by
Objectives 133
COORDINATING 134
Kinds of Coordination 135 •
Coordination Techniques 135
Instant Replay 136
Questions for Class Discussion 136
Incident 137
CASE PROBLEM 4.1
Balancing Work and Family
Obligations 138
CASE PROBLEM 4.2
Channel 66 Community Cable
Television 139
References 140
PEOPLE 143
PLANNING COMMUNICATION 147
THE COMMUNICATION
PROCESS 147
CONTENTS V
The Transmitter 147 • The
Message 148 • The Direction
148 • The Medium 149 • The
Receivers 150 • The Feedback
151
COMMUNICATIONS
BARRIERS 152
Uncommon Symbols 152 •
Improper Timing 153 •
Environmental Disturbances
153 • Improper Attitudes 154
• Background Differences 154
• Sender-Receiver
Relationships 156 •
Nonquestioning Associates
157
MANAGEMENT AND
INFORMATION 158
Management Information
Systems 158 • The Supervisor
and the MIS 160 • Computers
and Communications 162
SPOKEN COMMUNICATION 164
Basic Ingredients 165 • The
Informational Meeting 167 •
Using the Telephone 167 •
Listening 168
WRITTEN COMMUNICATION 172
Mechanics 173
THE GRAPEVINE 173
Instant Replay 176
Questions for Class Discussion 176
Incident 111
CASE PROBLEM 5.1
Is Anyone Listening? 177
CASE PROBLEM 5.2
Baker-Allison, Inc. 178
References 180
Vi CONTENTS
6 MANAGING CHANGE
AND STRESS 182
OBJECTIVES 182
INTRODUCTION 182
ATTITUDES, BELIEFS,
AND VALUES 183
Attitudes 183 • Beliefs 185 •
Values 185
PEOPLE S ATTITUDES
ABOUT WORK 186
The Work Ethic 186
THEORIES X AND Y 187
THEORY Z 189
THE SUPERVISOR S ATTITUDES 189
The Pygmalion Effect 190 •
Problem Supervisors 192
YOUR SUBORDINATES
ATTITUDES 193
Good Attitudes Versus Bad
Attitudes 193
UNCOOPERATIVE ATTITUDES:
WHY PEOPLE RESIST CHANGE 194
Past Change Efforts and
Cynicism 194 • Personal
Reasons 195 • Social Reasons
196
FACILITATING CHANGE 196
CHANGING THE ATTITUDES OF
SUBORDINATES 197
Step 1: Identifying the
Improper Attitude or Behavior
197 • Step 2: Determining
What Supports It 198 • Step
3: Weakening or Change
Whatever Supports It 198 •
Step 4: Offering a Substitute
199
TECHNIQUES FOR OBTAINING
CHANGE 199
Force-Field Analysis 200 •
Effective Communication 201
• Persuasion Techniques 202
• Participation Techniques
205 • Training Programs 206
• Organizational Development
Activities 207
STRESS 208
Coping With Stress 210 •
Technostress 212 • Coping
With Technostress 212
Instant Replay 213
Questions for Class Discussion 214
Incident 214
CASE PROBLEM 6.1
New Database Software 215
CASE PROBLEM 6.2
Another Reorganization 216
References 218
7 HUMAN
MOTIVATION 220
OBJECTIVES 220
INTRODUCTION 220
MOTIVATION DEFINED 221
HUMAN NEEDS 222
THE HAWTHORNE STUDIES 223
The First Study 223 • The
Second Study 224
A HIERARCHY OF NEEDS 224
THE NEEDS-GOAL MODEL OF
MOTIVATION 224
Physiological Needs 226 •
Safety Needs 226 • Social
Needs 226 • Esteem Needs
227 • Self-Realization Needs
227
MCCLELLAND S ACQUIRED
NEEDS THEORY 227
SUPERVISORS AND HUMAN
NEEDS 228
MAINTENANCE AND
MOTIVATION 230
Maintenance or Hygiene
Factors 230 • Motivation
Factors 231
EXPECTANCY THEORY 233
Enhancing Perceived
Expectancy 236 • Enhancing
Perceived Instrumentality 236
REINFORCEMENT THEORY 238
EQUITY THEORY 240
MANAGING MOTIVATION 240
QUALITY 241
PRODUCTIVITY 243
THE QUALITY, PRODUCTIVITY,
AND PROFITABILITY LINK 243
QUALITY OF WORKING LIFE 246
WORKER PARTICIPATION
TECHNIQUES 247
MOTIVATION AND JOB DESIGN 248
Job Rotation 248 • Job
Enlargement 249 • Job
Enrichment 249
MANAGING DIVERSITY 250
Instant Replay 250
Questions for Class Discussion 251
Incident 252
CASE PROBLEM 7.1
Lighting a Fire Under the
Sales Force 252
CASE PROBLEM 7.2
Slow Motion 254
References 256
8 BUILDING
RELATIONSHIPS
WITH INDIVIDUALS 258
OBJECTIVES 258
INTRODUCTION 258
GOALS OF HUMAN RELATIONS 259
CONTENTS Vii
Enabling Workers to Be
Themselves 260 •
Communicating Supportively
264
DEVELOPING SOUND WORKING
RELATIONSHIPS WITH
SUBORDINATES 264
Your Role as Educator 264 •
Your Role as Counselor 267 •
Your Role as Judge 271 •
Your Role as Spokesperson
273
MAINTAINING YOUR
RELATIONSHIPS WITH
SUBORDINATES 274
FRIENDSHIP 275
GETTING ALONG WITH STAFF
SPECIALISTS 275
DEVELOPING SOUND HUMAN
RELATIONSHIPS WITH PEERS 278
Your Role as Educator 278 •
Your Role as Counselor 279 •
Your Role as Judge 280 •
Your Role as Spokesperson
282
COMPETITION WITH
YOUR PEERS 282
GETTING ALONG WITH
YOUR BOSS 283
YOUR BOSS S EXPECTATIONS 284
WINNING YOUR BOSS S
CONFIDENCE 285
Finding a Better Way 286 •
Keeping Your Promises 286 •
Speaking Positively or Not At
All 286 • Taking a Position
287 • Involving Your Boss in
Major Decisions 287
OBTAINING SOME OF YOUR
BOSS S AUTHORITY 288
Viii CONTENTS
YOUR EXPECTATIONS OF
YOUR BOSS 289
Instant Replay 291
Questions For Class Discussion 291
Incident 291
CASE PROBLEM 8.1
Short in Stature 292
CASE PROBLEM 8.2
Feedback from the Boss 293
References 295
9 SUPERVISING
GROUPS 297
OBJECTIVES 297
INTRODUCTION 297
COLLECTIVE
ENTREPRENEURSHIP 298
THE PERSONALITY OF
GROUPS 299
Syntality 300
DEFINING FORMAL GROUPS 302
Management Teams 302 •
Worker Teams 304
BUILDING GROUP
EFFECTIVENESS 307
INFLUENCE WITHOUT
AUTHORITY 310
A CONTRARY VIEW
OF TEAMS 311
GROUP DECISION
TECHNIQUES 313
Brainstorming 313 • Nominal
Groups 313 • Group
Problem-Solving 314
ERRORS IN TEAM DECISIONS 315
GROUND RULES FOR MEETINGS 316
Before the Meeting 316 •
During the Meeting 317 • After
the Meeting 318
GROUP MEMBER ROLES 318
Self-Serving Roles 318 •
Group-Serving Roles 319
PITFALLS 319
The Hidden Agenda 320 • A
Competitive Spirit 320 •
Talkative Members 320 •
Sabotage 321
INFORMAL GROUPS 321
Joining a Clique 322 • Stages
of Induction 322
GROUP COMPETITION 324
OUTSIDERS AND INSIDERS 325
Outside Factors 326 • Inside
Factors 326
YOU AND YOUR INFORMAL
GROUP 326
COPING WITH SUBORDINATES
CLIQUES 327
Instant Replay 329
Questions for Class Discussion 329
Incident 329
CASE PROBLEM 9.1
Team Punishment 330
CASE PROBLEM 9.2
Unhappy Returns 331
References 333
10 LEADERSHIP AND
MANAGEMENT
STYLES 335
OBJECTIVES 335
INTRODUCTION 335
LEADERSHIP 338
Leadership Principles 338 •
Leadership Traits and Skills
339 • Pluralistic Leaders 340
• Men, Women, and
Leadership 341 • Leadership
Behaviors 343
THE CONTINGENCY MODEL
OF LEADERSHIP 343
Leadership Personalities 343
• The Leadership Situation
346
THE MANAGERIAL GRID 348
MANAGEMENT AND
LEADERSHIP STYLES 349
The Bureaucratic Style 349 •
The Autocratic Style 350 •
The Democratic Style 351 •
The Spectator Style 354
THE LIFE-CYCLE THEORY 356
CHARISMATIC LEADERS 357
CHANGING LEADERSHIP
STYLES 359
DEALING WITH MISTAKES 360
THE BASIC STEPS TO
BECOMING A LEADER 362
ASSESSING YOUR
LEADERSHIP ABILITY 363
Morale 363 • Group Spirit
364 • Proficiency 364 •
Self-Discipline 364
Instant Replay 364
Questions For Class Discussion 365
Incident 365
CASE PROBLEM 10.1
Leadership at Maiden Mills 366
CASE PROBLEM 10.2
Winston Churchill 367
References 369
CONTENTS ix
PAR
SHAPING YOUR EJ
11 SELECTION AND
ORIENTATION 373
OBJECTIVES 373
INTRODUCTION 373
ADVANTAGES OF SUPERVISOR
INVOLVEMENT 374
THE SELECTION PROCESS 376
Job Description 376 • Job
Specification 377
RECRUITING 380
Affirmative Action Programs
381 • EEO/Affirmative
Action and Valuing Diversity
381 • Reverse
Discrimination 381 •
Recruiting Women 382 •
Recruiting Minorities 382 •
The Supervisor s Role in
Minority Hiring 383 •
Recruiting the Differently
Abled 383
APPLICANT SCREENING
PROCEDURES 384
The Application 385 •
Interviews 385 • Tests 392 •
Pre-Employment Drug
Testing 393 • AIDS, HIV,
and Hiring 394 • Screening
by Polygraph 394 •
Screening by Paper-and-
Pencil Integrity Tests 394
THE IMMIGRATION REFORM
AND CONTROL ACT 396
PITFALLS 396
PLANNING THE NEWCOMER S
FIRST DAY 397
ORIENTATION 397
X CONTENTS
T III
JVIRONMEJVT 371
Orientation Program
Goals 397
INDUCTION 398
Induction Goals 398 •
Making Arrangements 399
THE SOCIALIZATION PROCESS 399
THE FIVE BASIC QUESTIONS 400
Where Am I Now? 400 •
What Are My Duties? 402 •
What Are My Rights? 402 •
What Are My Limits? 402 •
Where Can I Go? 403
FOLLOWING UP 403
Instant Replay 404
Questions For Class Discussion 404
Incident 404
CASE PROBLEM 11.1
Revolving Door Employment 405
CASE PROBLEM 11.2
Youth Movement 406
References 407
12 TRAINING 409
OBJECTIVES 409
INTRODUCTION 409
THE SUBJECTS OF TRAINING 410
Attitudes 410 • Knowledge
410 • Skills 411
ADVANTAGES OF TRAINING
FOR THE SUPERVISOR 412
ADVANTAGES OF TRAINING
FOR SUBORDINATES 414
REQUIREMENTS FOR
TRAINERS 415
REQUIREMENTS FOR
TRAINEES 415
THE PRINCIPLES OF
TRAINING 416
Motivation 417 •
Individualism 417 • Realism
417 • Response 418 •
Objective 418 •
Reinforcement 419 •
Subjects 420
THE TRAINING CYCLE 420
Part 1. Identifying Training
Needs 421 • Part 2.
Preparing Training Objectives
422 • Part 3. Preparing the
Training Process 424 • Part
4. Conducting and Evaluating
the Training 432
TRAINING FOR VALUING
DIVERSITY 434
PITFALLS 435
Instant Replay 435
Questions For Class Discussion 436
Incident 436
CASE PROBLEM 12.1
North Star Airlines 436
CASE PROBLEM 12.2
BK Custom Products 438
References 440
13 THE APPRAISAL
PROCESS 441
OBJECTIVES 441
INTRODUCTION 441
GOALS OF APPRAISALS 442
WHAT TO APPRAISE 443
Standards 444 • Appraisals
and Diversity 445 • The
Supervisor as an Appraiser
446 • Appraisal the Japanese
Way 446
LEGAL ISSUES OF
PERFORMANCE APPRAISALS 447
360-Degree Review Process
447 • Appraisal Methods
449 • Graphic Rating Scale
Methods 449 • Ranking or
Forced-Distribution Methods
450 • Paired Comparison
Method 451 • Essay,
Narrative, and Critical-
Incident Methods 452 •
Behaviorally Anchored
Rating Scales 453 •
Concluding Remarks about
Appraisal Formats 454
MANAGEMENT BY
OBJECTIVES 455
APPRAISING WITH MBO 456
Step 1: Setting Goals 456 •
Step 2: Identifying Resources
and Actions Needed 456 •
Step 3: Arranging Goals In
Order of Priority 457 • Step
4: Setting Timetables 457 •
Step 5: Appraising the
Results 458
APPRAISING BY COMPUTER 458
Employee-Appraisal Software 459
PITFALLS 460
The Halo and Horn Effects
460 • Rating the Person—
Not the Performance 461 •
Rating Everyone as Average
461 • Saving Up for the
Appraisal 462 • The Rush
Job 462 • Not Sharing the
Results 462 • Lack of Proper
Training 463 • Lack of
Proper Documentation 463 •
The Error of Recent Events
464
THE APPRAISAL INTERVIEW 464
Preparing for the Session
464 • Conducting the
CONTENTS Xi
Session 465 • Following Up
on the Results 467 •
Rewards for Those Who
Excel 467 • Negative Results
468
Instant Replay 469
Questions For Class Discussion 470
Incident 470
CASE PROBLEM 13.1
Virginia s Performance Appraisal 471
CASE PROBLEM 13.2
Rating Monroe s Performance 472
References 473
14 DISCIPLINE 474
OBJECTIVES 474
INTRODUCTION 474
THE SUPERVISOR AND
DISCIPLINE 475
SUBORDINATES AND
RESPONSIBILITY 475
A FAIR AND EQUITABLE
DISCIPLINARY SYSTEM 477
An Appropriate Number of
Rules 478
THE HOT STOVE CONCEPT 478
Progressive Discipline 479
SPECIAL CON
15 COMPLAINTS,
GRIEVANCES, AND
THE UNION 507
OBJECTIVES 507
INTRODUCTION 507
Xii CONTENTS
POSITIVE DISCIPLINE 480
Legal Concerns 482 •
Resolving Complaints 482 •
Employee Assistance
Programs 484
DIVERSITY AND DISCIPLINE 485
NEGATIVE DISCIPLINE 486
Penalties 486 • Common
Problems 486 • Before
Taking Action 492 • Giving
the Reprimand 494 • The
Decision to Terminate 495
PITFALLS 496
Starting Off Soft 496 •
Acting In Anger 498 •
Disciplining in Public 498 •
Incomplete Research and
Analysis 498 • Exceeding
Your Authority 499 • Being
Vindictive 499 • Leaving It
to Others 499 • Failing To
Keep Adequate Records 500
Instant Replay 500
Questions For Class Discussion 500
Incident 501
CASE PROBLEM 14.1
Disciplinary Situations 501
CASE PROBLEM 14.2
Sticky Business 503
References 504
CERNS 505
COMPLAINTS 508
Handling Complaints: A
Company-Wide Systems
Approach 508 • Handling
Complaints: Developing Your
Own Approach 510 •
A Recommended Approach
512
MAINTAINING A NONUNION
ENVIRONMENT 513
LABOR UNIONS 514
Unions and Productivity 517
• Employee Associations 518
• Why Employees Band
Together 518 • Union
Security Provisions 520
LABOR LEGISLATION 521
National Labor Relations Act
(1935) 521 • Labor-
Management Relations Act
(1947) 522 • Representation
Elections 524 • The
Supervisor s Role During
Representation Elections 525
LABOR RELATIONS 525
Collective Bargaining 526 •
Enforcing the Labor Contract
526 • The Supervisor and
the Steward 527 • Handling
Grievances 528 • The
Grievance Procedure 529 •
Mediation 530 • Arbitration
530
Instant Replay 531
Questions For Class Discussion 531
Incident 531
CASE PROBLEM 15.1
Beer Mints? 532
CASE PROBLEM 15.2
Downsizing Dilemma 533
References 535
16 SECURITY, SAFETY,
AND HEALTH 536
OBJECTIVES 536
INTRODUCTION 536
PHYSICAL SECURITY 537
Employee Theft 537 •
Selection and Prevention 539
• Office Security 541 • Shop
Security 541 • Shoplifting
542 • Fire Prevention 543
PROTECTING PEOPLE 545
Overwork 545 • Preventive
Approaches to Safety and
Health 546 • Insufficient
Work Breaks 548 • AIDS in
the Workplace 549 • Drugs
and Employees 550 • Family
Leave 556 • The
Supervisor s Role 557
THE OCCUPATIONAL SAFETY
AND HEALTH ACT (1970) 559
Occupational Safety and
Health Standards 560 •
Compliance Complaints 561
• OSHA Inspections 561 •
On-Site Consultation 562
STATE PROGRAMS 562
Worker s Compensation 562
Instant Replay 564
Questions For Class Discussion 564
Incident 564
CASE PROBLEM 16.1
It s Not My Dope 564
CASE PROBLEM 16.2
No Chance for a Smoke Break 566
References 568
APPENDIX 569
How to Present
a Case in Class
GLOSSARY 571
INDEX 577
contents xiii
|
| adam_txt |
Contents
PREFACE XV
THE BIG PI
1 THE SUPERVISOR'S
SPECIAL ROLE 3
OBJECTIVES 3
INTRODUCTION 3
THREE TYPES OF MANAGEMENT
SKILLS 5
Interpersonal Skills 5 •
Technical Skills 6 •
Conceptual Skills 7
THE SUPERVISOR'S
RESPONSIBILITIES 8
Relations with Subordinates 8
• Relations with Peers 10 •
Relations with Superiors 12 •
Being Effective and Efficient
12
SUPERVISORY ROLES 13
Role Prescriptions 13 • Role
CTURE 1
Conflict 14 • Role Ambiguity
15 • Role Performance 16
CURRENT TRENDS AFFECTING
SUPERVISORS 17
Foreign Ownership of
American Businesses 21 •
Valuing Diversity 22 • Work
Schedules 23 • Utilization of
Teams 25
SOURCES OF SUPERVISORY
PERSONNEL 27
Instant Replay 28
Questions for Class Discussion 29
Incident 29
CASE PROBLEM 1.1
Southwest Microwave
Communications, Inc. 30
• • •
ill
CASE PROBLEM 1.2
Walnut Grove Inn 32
References 34
2 YOU AND YOUR
FUTURE 36
OBJECTIVES 36
INTRODUCTION 36
DIVERSITY IN OUR WORKFORCE 38
OBSOLESCENCE 39
Avoiding Obsolescence 41
THE IMPORTANCE OF
EDUCATION 43
Planning for Advancement 45
PLANNING YOUR CAREER 48
Self-Reliance 48 • Career
Stages 57 • Professional
Ethics 57
Instant Replay 60
Questions for Class Discussion 60
Incident 61
CASE PROBLEM 2.1
Terry's Promotion Dilemma 61
CASE PROBLEM 2.2
The Delayed Job Search 63
References 64
3 MANAGEMENT
CONCEPTS 66
OBJECTIVES 66
INTRODUCTION 66
DEFINING MANAGEMENT 67
Stated Purposes and Goals 67
• A Division of Labor among
Specialists 69 • A Rational
Organization or Design 70 •
A Hierarchy of Authority and
iv CONTENTS
Accountability 70 • Authority
70 • Power 71 •
Responsibility 71 •
Accountability 71 • Work
Force Flexibility 72
DELEGATION 72
Why You Must Delegate 73 •
How to Delegate 74 • What
You Do Not Want to Delegate
75
THE MANAGEMENT
HIERARCHY 75
The Top Management Level
77 • The Middle Management
Level 79 • The Operating
Management Level 79
LINE AND STAFF AUTHORITY 81
FUNCTIONAL AUTHORITY 82
THE MANAGER'S FUNCTIONS 85
Planning 85 • Organizing 85
• Directing 85 • Controlling
85
DECISION MAKING 87
A Rational Model 87 •
Sharing the Decision Process
91 • Decisions About Valuing
Diversity 91
MANAGING YOUR TIME 92
Time Logs 93 • Eliminating
Interruptions 94 • Daily
Planners 94 • Using Spare
Time 95
Instant Replay 95
Questions for Class Discussion 96
Incident 96
CASE PROBLEM 3.1
Welcome to KVM 97
CASE PROBLEM 3.2
It's Not Easy Riding on the MTA 98
References 100
4 M A NAG E M E N T
FUNCTIONS 102
OBJECTIVES 102
INTRODUCTION 102
PLANNING 103
Philosophy of Management
103 • Mission and Vision
Statements 104 • Goals 106
• Policies 106 • Rules 107 •
Programs 109 • Procedures
109 • Outcomes 110
STEPS IN PLANNING 110
Step 1: Setting Objectives
(Goals) 111 • Step 2:
Determining Your Alternatives
and Restraints 112 • Step 3:
Evaluating Your Alternatives
112 • Step 4: Implementing
Your Course of Action 113 •
Step 5: Following Up 113
ORGANIZING 113
Organizing Principles 116
STEPS IN ORGANIZING 121
Step 1: Determining the Tasks
to Be Accomplished 121 •
Step 2: Subdividing Major
Tasks into Individual Activities
122 • Step 3: Assigning
Specific Activities to
Individuals 123 • Step 4:
Providing the Necessary
PART
YOU AND YOUR
5 COMMUNICATIONS 145
OBJECTIVES 145
INTRODUCTION 145
GOALS OF COMMUNICATION 146
Resources 123 • Step 5:
Designing Organizational
Relationships 123
DIRECTING 123
Staffing 124 • Training 125 •
Offering Incentives 126 •
Evaluating 127 • Disciplining
127 • Management by
Wandering Around (MBWA)
127
CONTROLLING 129
Standards 129 • The Control
Process 129 • Types of
Controls 131 • Control
Characteristics 132 •
Management by Exception
133 • Management by
Objectives 133
COORDINATING 134
Kinds of Coordination 135 •
Coordination Techniques 135
Instant Replay 136
Questions for Class Discussion 136
Incident 137
CASE PROBLEM 4.1
Balancing Work and Family
Obligations 138
CASE PROBLEM 4.2
Channel 66 Community Cable
Television 139
References 140
PEOPLE 143
PLANNING COMMUNICATION 147
THE COMMUNICATION
PROCESS 147
CONTENTS V
The Transmitter 147 • The
Message 148 • The Direction
148 • The Medium 149 • The
Receivers 150 • The Feedback
151
COMMUNICATIONS
BARRIERS 152
Uncommon Symbols 152 •
Improper Timing 153 •
Environmental Disturbances
153 • Improper Attitudes 154
• Background Differences 154
• Sender-Receiver
Relationships 156 •
Nonquestioning Associates
157
MANAGEMENT AND
INFORMATION 158
Management Information
Systems 158 • The Supervisor
and the MIS 160 • Computers
and Communications 162
SPOKEN COMMUNICATION 164
Basic Ingredients 165 • The
Informational Meeting 167 •
Using the Telephone 167 •
Listening 168
WRITTEN COMMUNICATION 172
Mechanics 173
THE GRAPEVINE 173
Instant Replay 176
Questions for Class Discussion 176
Incident 111
CASE PROBLEM 5.1
Is Anyone Listening? 177
CASE PROBLEM 5.2
Baker-Allison, Inc. 178
References 180
Vi CONTENTS
6 MANAGING CHANGE
AND STRESS 182
OBJECTIVES 182
INTRODUCTION 182
ATTITUDES, BELIEFS,
AND VALUES 183
Attitudes 183 • Beliefs 185 •
Values 185
PEOPLE'S ATTITUDES
ABOUT WORK 186
The Work Ethic 186
THEORIES X AND Y 187
THEORY Z 189
THE SUPERVISOR'S ATTITUDES 189
The Pygmalion Effect 190 •
Problem Supervisors 192
YOUR SUBORDINATES'
ATTITUDES 193
Good Attitudes Versus Bad
Attitudes 193
UNCOOPERATIVE ATTITUDES:
WHY PEOPLE RESIST CHANGE 194
Past Change Efforts and
Cynicism 194 • Personal
Reasons 195 • Social Reasons
196
FACILITATING CHANGE 196
CHANGING THE ATTITUDES OF
SUBORDINATES 197
Step 1: Identifying the
Improper Attitude or Behavior
197 • Step 2: Determining
What Supports It 198 • Step
3: Weakening or Change
Whatever Supports It 198 •
Step 4: Offering a Substitute
199
TECHNIQUES FOR OBTAINING
CHANGE 199
Force-Field Analysis 200 •
Effective Communication 201
• Persuasion Techniques 202
• Participation Techniques
205 • Training Programs 206
• Organizational Development
Activities 207
STRESS 208
Coping With Stress 210 •
Technostress 212 • Coping
With Technostress 212
Instant Replay 213
Questions for Class Discussion 214
Incident 214
CASE PROBLEM 6.1
New Database Software 215
CASE PROBLEM 6.2
Another Reorganization 216
References 218
7 HUMAN
MOTIVATION 220
OBJECTIVES 220
INTRODUCTION 220
MOTIVATION DEFINED 221
HUMAN NEEDS 222
THE HAWTHORNE STUDIES 223
The First Study 223 • The
Second Study 224
A HIERARCHY OF NEEDS 224
THE NEEDS-GOAL MODEL OF
MOTIVATION 224
Physiological Needs 226 •
Safety Needs 226 • Social
Needs 226 • Esteem Needs
227 • Self-Realization Needs
227
MCCLELLAND'S ACQUIRED
NEEDS THEORY 227
SUPERVISORS AND HUMAN
NEEDS 228
MAINTENANCE AND
MOTIVATION 230
Maintenance or Hygiene
Factors 230 • Motivation
Factors 231
EXPECTANCY THEORY 233
Enhancing Perceived
Expectancy 236 • Enhancing
Perceived Instrumentality 236
REINFORCEMENT THEORY 238
EQUITY THEORY 240
MANAGING MOTIVATION 240
QUALITY 241
PRODUCTIVITY 243
THE QUALITY, PRODUCTIVITY,
AND PROFITABILITY LINK 243
QUALITY OF WORKING LIFE 246
WORKER PARTICIPATION
TECHNIQUES 247
MOTIVATION AND JOB DESIGN 248
Job Rotation 248 • Job
Enlargement 249 • Job
Enrichment 249
MANAGING DIVERSITY 250
Instant Replay 250
Questions for Class Discussion 251
Incident 252
CASE PROBLEM 7.1
Lighting a Fire Under the
Sales Force 252
CASE PROBLEM 7.2
Slow Motion 254
References 256
8 BUILDING
RELATIONSHIPS
WITH INDIVIDUALS 258
OBJECTIVES 258
INTRODUCTION 258
GOALS OF HUMAN RELATIONS 259
CONTENTS Vii
Enabling Workers to Be
Themselves 260 •
Communicating Supportively
264
DEVELOPING SOUND WORKING
RELATIONSHIPS WITH
SUBORDINATES 264
Your Role as Educator 264 •
Your Role as Counselor 267 •
Your Role as Judge 271 •
Your Role as Spokesperson
273
MAINTAINING YOUR
RELATIONSHIPS WITH
SUBORDINATES 274
FRIENDSHIP 275
GETTING ALONG WITH STAFF
SPECIALISTS 275
DEVELOPING SOUND HUMAN
RELATIONSHIPS WITH PEERS 278
Your Role as Educator 278 •
Your Role as Counselor 279 •
Your Role as Judge 280 •
Your Role as Spokesperson
282
COMPETITION WITH
YOUR PEERS 282
GETTING ALONG WITH
YOUR BOSS 283
YOUR BOSS'S EXPECTATIONS 284
WINNING YOUR BOSS'S
CONFIDENCE 285
Finding a Better Way 286 •
Keeping Your Promises 286 •
Speaking Positively or Not At
All 286 • Taking a Position
287 • Involving Your Boss in
Major Decisions 287
OBTAINING SOME OF YOUR
BOSS'S AUTHORITY 288
Viii CONTENTS
YOUR EXPECTATIONS OF
YOUR BOSS 289
Instant Replay 291
Questions For Class Discussion 291
Incident 291
CASE PROBLEM 8.1
Short in Stature 292
CASE PROBLEM 8.2
Feedback from the Boss 293
References 295
9 SUPERVISING
GROUPS 297
OBJECTIVES 297
INTRODUCTION 297
COLLECTIVE
ENTREPRENEURSHIP 298
THE PERSONALITY OF
GROUPS 299
Syntality 300
DEFINING FORMAL GROUPS 302
Management Teams 302 •
Worker Teams 304
BUILDING GROUP
EFFECTIVENESS 307
INFLUENCE WITHOUT
AUTHORITY 310
A CONTRARY VIEW
OF TEAMS 311
GROUP DECISION
TECHNIQUES 313
Brainstorming 313 • Nominal
Groups 313 • Group
Problem-Solving 314
ERRORS IN TEAM DECISIONS 315
GROUND RULES FOR MEETINGS 316
Before the Meeting 316 •
During the Meeting 317 • After
the Meeting 318
GROUP MEMBER ROLES 318
Self-Serving Roles 318 •
Group-Serving Roles 319
PITFALLS 319
The Hidden Agenda 320 • A
Competitive Spirit 320 •
Talkative Members 320 •
Sabotage 321
INFORMAL GROUPS 321
Joining a Clique 322 • Stages
of Induction 322
GROUP COMPETITION 324
OUTSIDERS AND INSIDERS 325
Outside Factors 326 • Inside
Factors 326
YOU AND YOUR INFORMAL
GROUP 326
COPING WITH SUBORDINATES'
CLIQUES 327
Instant Replay 329
Questions for Class Discussion 329
Incident 329
CASE PROBLEM 9.1
Team Punishment 330
CASE PROBLEM 9.2
Unhappy Returns 331
References 333
10 LEADERSHIP AND
MANAGEMENT
STYLES 335
OBJECTIVES 335
INTRODUCTION 335
LEADERSHIP 338
Leadership Principles 338 •
Leadership Traits and Skills
339 • Pluralistic Leaders 340
• Men, Women, and
Leadership 341 • Leadership
Behaviors 343
THE CONTINGENCY MODEL
OF LEADERSHIP 343
Leadership Personalities 343
• The Leadership Situation
346
THE MANAGERIAL GRID 348
MANAGEMENT AND
LEADERSHIP STYLES 349
The Bureaucratic Style 349 •
The Autocratic Style 350 •
The Democratic Style 351 •
The Spectator Style 354
THE LIFE-CYCLE THEORY 356
CHARISMATIC LEADERS 357
CHANGING LEADERSHIP
STYLES 359
DEALING WITH MISTAKES 360
THE BASIC STEPS TO
BECOMING A LEADER 362
ASSESSING YOUR
LEADERSHIP ABILITY 363
Morale 363 • Group Spirit
364 • Proficiency 364 •
Self-Discipline 364
Instant Replay 364
Questions For Class Discussion 365
Incident 365
CASE PROBLEM 10.1
Leadership at Maiden Mills 366
CASE PROBLEM 10.2
Winston Churchill 367
References 369
CONTENTS ix
PAR
SHAPING YOUR EJ
11 SELECTION AND
ORIENTATION 373
OBJECTIVES 373
INTRODUCTION 373
ADVANTAGES OF SUPERVISOR
INVOLVEMENT 374
THE SELECTION PROCESS 376
Job Description 376 • Job
Specification 377
RECRUITING 380
Affirmative Action Programs
381 • EEO/Affirmative
Action and Valuing Diversity
381 • Reverse
Discrimination 381 •
Recruiting Women 382 •
Recruiting Minorities 382 •
The Supervisor's Role in
Minority Hiring 383 •
Recruiting the Differently
Abled 383
APPLICANT SCREENING
PROCEDURES 384
The Application 385 •
Interviews 385 • Tests 392 •
Pre-Employment Drug
Testing 393 • AIDS, HIV,
and Hiring 394 • Screening
by Polygraph 394 •
Screening by Paper-and-
Pencil Integrity Tests 394
THE IMMIGRATION REFORM
AND CONTROL ACT 396
PITFALLS 396
PLANNING THE NEWCOMER'S
FIRST DAY 397
ORIENTATION 397
X CONTENTS
T III
JVIRONMEJVT 371
Orientation Program
Goals 397
INDUCTION 398
Induction Goals 398 •
Making Arrangements 399
THE SOCIALIZATION PROCESS 399
THE FIVE BASIC QUESTIONS 400
Where Am I Now? 400 •
What Are My Duties? 402 •
What Are My Rights? 402 •
What Are My Limits? 402 •
Where Can I Go? 403
FOLLOWING UP 403
Instant Replay 404
Questions For Class Discussion 404
Incident 404
CASE PROBLEM 11.1
Revolving Door Employment 405
CASE PROBLEM 11.2
Youth Movement 406
References 407
12 TRAINING 409
OBJECTIVES 409
INTRODUCTION 409
THE SUBJECTS OF TRAINING 410
Attitudes 410 • Knowledge
410 • Skills 411
ADVANTAGES OF TRAINING
FOR THE SUPERVISOR 412
ADVANTAGES OF TRAINING
FOR SUBORDINATES 414
REQUIREMENTS FOR
TRAINERS 415
REQUIREMENTS FOR
TRAINEES 415
THE PRINCIPLES OF
TRAINING 416
Motivation 417 •
Individualism 417 • Realism
417 • Response 418 •
Objective 418 •
Reinforcement 419 •
Subjects 420
THE TRAINING CYCLE 420
Part 1. Identifying Training
Needs 421 • Part 2.
Preparing Training Objectives
422 • Part 3. Preparing the
Training Process 424 • Part
4. Conducting and Evaluating
the Training 432
TRAINING FOR VALUING
DIVERSITY 434
PITFALLS 435
Instant Replay 435
Questions For Class Discussion 436
Incident 436
CASE PROBLEM 12.1
North Star Airlines 436
CASE PROBLEM 12.2
BK Custom Products 438
References 440
13 THE APPRAISAL
PROCESS 441
OBJECTIVES 441
INTRODUCTION 441
GOALS OF APPRAISALS 442
WHAT TO APPRAISE 443
Standards 444 • Appraisals
and Diversity 445 • The
Supervisor as an Appraiser
446 • Appraisal the Japanese
Way 446
LEGAL ISSUES OF
PERFORMANCE APPRAISALS 447
360-Degree Review Process
447 • Appraisal Methods
449 • Graphic Rating Scale
Methods 449 • Ranking or
Forced-Distribution Methods
450 • Paired Comparison
Method 451 • Essay,
Narrative, and Critical-
Incident Methods 452 •
Behaviorally Anchored
Rating Scales 453 •
Concluding Remarks about
Appraisal Formats 454
MANAGEMENT BY
OBJECTIVES 455
APPRAISING WITH MBO 456
Step 1: Setting Goals 456 •
Step 2: Identifying Resources
and Actions Needed 456 •
Step 3: Arranging Goals In
Order of Priority 457 • Step
4: Setting Timetables 457 •
Step 5: Appraising the
Results 458
APPRAISING BY COMPUTER 458
Employee-Appraisal Software 459
PITFALLS 460
The Halo and Horn Effects
460 • Rating the Person—
Not the Performance 461 •
Rating Everyone as Average
461 • Saving Up for the
Appraisal 462 • The Rush
Job 462 • Not Sharing the
Results 462 • Lack of Proper
Training 463 • Lack of
Proper Documentation 463 •
The Error of Recent Events
464
THE APPRAISAL INTERVIEW 464
Preparing for the Session
464 • Conducting the
CONTENTS Xi
Session 465 • Following Up
on the Results 467 •
Rewards for Those Who
Excel 467 • Negative Results
468
Instant Replay 469
Questions For Class Discussion 470
Incident 470
CASE PROBLEM 13.1
Virginia's Performance Appraisal 471
CASE PROBLEM 13.2
Rating Monroe's Performance 472
References 473
14 DISCIPLINE 474
OBJECTIVES 474
INTRODUCTION 474
THE SUPERVISOR AND
DISCIPLINE 475
SUBORDINATES AND
RESPONSIBILITY 475
A FAIR AND EQUITABLE
DISCIPLINARY SYSTEM 477
An Appropriate Number of
Rules 478
THE HOT STOVE CONCEPT 478
Progressive Discipline 479
SPECIAL CON
15 COMPLAINTS,
GRIEVANCES, AND
THE UNION 507
OBJECTIVES 507
INTRODUCTION 507
Xii CONTENTS
POSITIVE DISCIPLINE 480
Legal Concerns 482 •
Resolving Complaints 482 •
Employee Assistance
Programs 484
DIVERSITY AND DISCIPLINE 485
NEGATIVE DISCIPLINE 486
Penalties 486 • Common
Problems 486 • Before
Taking Action 492 • Giving
the Reprimand 494 • The
Decision to Terminate 495
PITFALLS 496
Starting Off Soft 496 •
Acting In Anger 498 •
Disciplining in Public 498 •
Incomplete Research and
Analysis 498 • Exceeding
Your Authority 499 • Being
Vindictive 499 • Leaving It
to Others 499 • Failing To
Keep Adequate Records 500
Instant Replay 500
Questions For Class Discussion 500
Incident 501
CASE PROBLEM 14.1
Disciplinary Situations 501
CASE PROBLEM 14.2
Sticky Business 503
References 504
CERNS 505
COMPLAINTS 508
Handling Complaints: A
Company-Wide Systems
Approach 508 • Handling
Complaints: Developing Your
Own Approach 510 •
A Recommended Approach
512
MAINTAINING A NONUNION
ENVIRONMENT 513
LABOR UNIONS 514
Unions and Productivity 517
• Employee Associations 518
• Why Employees Band
Together 518 • Union
Security Provisions 520
LABOR LEGISLATION 521
National Labor Relations Act
(1935) 521 • Labor-
Management Relations Act
(1947) 522 • Representation
Elections 524 • The
Supervisor's Role During
Representation Elections 525
LABOR RELATIONS 525
Collective Bargaining 526 •
Enforcing the Labor Contract
526 • The Supervisor and
the Steward 527 • Handling
Grievances 528 • The
Grievance Procedure 529 •
Mediation 530 • Arbitration
530
Instant Replay 531
Questions For Class Discussion 531
Incident 531
CASE PROBLEM 15.1
Beer Mints? 532
CASE PROBLEM 15.2
Downsizing Dilemma 533
References 535
16 SECURITY, SAFETY,
AND HEALTH 536
OBJECTIVES 536
INTRODUCTION 536
PHYSICAL SECURITY 537
Employee Theft 537 •
Selection and Prevention 539
• Office Security 541 • Shop
Security 541 • Shoplifting
542 • Fire Prevention 543
PROTECTING PEOPLE 545
Overwork 545 • Preventive
Approaches to Safety and
Health 546 • Insufficient
Work Breaks 548 • AIDS in
the Workplace 549 • Drugs
and Employees 550 • Family
Leave 556 • The
Supervisor's Role 557
THE OCCUPATIONAL SAFETY
AND HEALTH ACT (1970) 559
Occupational Safety and
Health Standards 560 •
Compliance Complaints 561
• OSHA Inspections 561 •
On-Site Consultation 562
STATE PROGRAMS 562
Worker's Compensation 562
Instant Replay 564
Questions For Class Discussion 564
Incident 564
CASE PROBLEM 16.1
It's Not My Dope 564
CASE PROBLEM 16.2
No Chance for a Smoke Break 566
References 568
APPENDIX 569
How to Present
a Case in Class
GLOSSARY 571
INDEX 577
contents xiii |
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| spellingShingle | Greer, Charles R. Plunkett, Warren Richard Supervision diversity and teams in the workplace |
| title | Supervision diversity and teams in the workplace |
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| title_short | Supervision |
| title_sort | supervision diversity and teams in the workplace |
| title_sub | diversity and teams in the workplace |
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