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Supervision : Concepts and Practices of Management

ISBN: 9780324316247 | 0324316240
Edition: 10th
Format: Paperback
Publisher: Cengage Learning
Pub. Date: 7/11/2006

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SummaryTable of Contents
SUPERVISION: CONCEPTS & PRACTICES OF MANAGEMENT, 10e presents a study of traditional management principles, theories and practices along with skill-building applications that prepare students to understand the role and responsibilities of a supervisor. The new edition expands coverage of hot topics like crisis management, exporting of America's jobs, protected class issues and ethics; and introduces new discussions of appreciative inquiry, quality issues in the marketplace, and improved communication. The new, highly-effective cases incorporate... MORE
PART 1: SUPERVISORY MANAGEMENT OVERVIEW
1(78)
Supervising in Uncertain Times
2(38)
What Does It Mean to Be a Supervisor ... MORE
4(4)
Schools of Management Thought
8(2)
Factors and Trends Affecting the Role of the Supervisor
10(17)
Supervision: A Professional Perspective
27(13)
Appendix: Getting Into Supervision
33(7)
The Managerial Functions
40(39)
The Person in the Middle
42(1)
Managerial Skills Make the Difference
42(4)
Functions of Management
46(4)
The Supervisor as Team Leader
50(1)
Managers and Leaders: Are They Different?
51(1)
Managerial Authority
52(2)
Power---The Ability to Influence Others
54(1)
Coordination
55(11)
PART 1: CASES
66(1)
Where Should Glen Go from Here?
66(2)
The Opportunity of a Lifetime?
68(1)
Up to Your Neck in Alligators?
69(1)
A Job Made Just for Me
70(2)
Fear of Being Passed on the Corporate Ladder
72(1)
The Socializing Supervisor
73(1)
Coping with the New Manager
74(2)
Losing Your Cool!
76(3)
PART 2: SUPERVISORY ESSENTIALS
79(148)
Communication: The Vital Link in Supervisory Management
80(36)
Need for Effective Communication
82(3)
Channels of the Communication Network
85(6)
Methods of Communication
91(2)
Barriers to Effective Communication
93(7)
Overcoming Barriers to Effective Communication
100(5)
Managing Meetings with the Boss
105(11)
Motivational Principles as Applied to Supervision
116(38)
Determinants of Human Behavior
118(4)
Understanding Motivation and Human Behavior
122(11)
Coping with Difficult People
133(1)
Using the ABCs to Shape Employee Behavior
134(3)
Comparing Theory X and Theory Y
137(3)
Supervisory Approaches for Attaining Positive Employee Motivation
140(14)
Solving Problems: Decision Making and the Supervisor
154(30)
The Importance of Decision-Making Skills
156(3)
Types of Decisions
159(1)
The Decision-Making Process
160(12)
Decision-Making Styles
172(1)
Time Impacts the Decision-Making Process
173(11)
Appendix: The Fishbone Process
180(4)
Positive Discipline
184(43)
The Basis and Importance of Positive Discipline
186(3)
Identifying and Confronting Disciplinary Situations
189(3)
The Disciplinary Process and Just Cause
192(5)
Practicing Progressive Discipline
197(6)
Applying the Hot Stove Rule
203(5)
Documentation and the Right to Appeal
208(1)
Discipline Without Punishment
209(8)
PART 2: CASES
217(1)
Barry Automotive's Glendale Plant: The Picnic Conversation
217(1)
Abusive Rumors
217(1)
The Little Things Add Up!
218(1)
Disgruntled Workers Can Drive You Crazy
219(3)
To Accept or Not to Accept
222(1)
The Aggressive Perfectionist
222(1)
Fear or Exaggeration?
223(1)
Community Medical Center: Preferential Treatment
224(3)
PART 3: PLANNING AND ORGANIZING
227(106)
Supervisory Planning
228(40)
Management Functions Begin with Planning
230(1)
The Strategic-Planning Process
230(2)
All Managerial Levels Perform the Planning Function
232(4)
Organizational Goals and Objectives
236(1)
Management by Objectives---A System for Participative Management
237(1)
Types of Plans
238(7)
Supervisory Planning for Resource Use
245(9)
Planning for Quality Improvement and Knowledge Management
254(1)
Crisis Management: Planning Required
255(13)
Appendix: How to Use Time More Effectively
264(4)
Supervisory Organizing at the Departmental Level
268(30)
Organizing as an Essential Managerial Function
269(1)
Informal Organization
270(2)
Unity of Command and Authority Relationships
272(1)
The Span-of-Management Principle
273(4)
Departmentalization
277(2)
The Project Management-Type Organizational Structure
279(3)
Planning the ``Ideal'' Departmental Structure
282(1)
Organizational Tools and Their Applications
283(2)
Organizational Principles in an Era of Organizational Downsizings
285(3)
Organizing for Effective Meeting Management
288(10)
Labor Unions and the Supervisor
298(35)
Labor Unions Are Still Part of Supervisory Organizational Concerns
299(5)
Understanding Employee Efforts to Unionize
304(1)
Union-Organizing Efforts and the Supervisor
305(2)
The Supervisor's Involvement in Union--Management Relationships
307(1)
The Supervisor's Limited Role in Labor Agreement Negotiations
307(1)
The Supervisor's Major Role in Labor Agreement Application
308(4)
The Steward and the Supervisor
312(8)
PART 3: CASES
320(1)
Sanders Supermarkets Store 16: Whatever Happened to Planning and Control?
320(1)
Multi-Tasking or Asset Elimination?
321(3)
Barry Automotive's Allisonville Plant: Balancing Production, Quality, and Inventory
324(1)
Who Made the Coffee?
325(2)
Romance on the Assembly Line
327(1)
Just Another Crisis?
328(2)
Stop the Union!
330(1)
It Takes Two to Tango
330(3)
PART 4: STAFFING
333(91)
The Supervisor and Employee Recruitment, Selection, Orientation, and Training
334(38)
The Staffing Function and the Human Resources Department
335(3)
Preparing to Meet Staffing Needs
338(3)
Interviewing and Choosing from Among Qualified Applicants
341(3)
Preparing for a Selection Interview
344(10)
Making the Hiring Decision
354(2)
Orienting New Employees
356(4)
Training and Developing Employees
360(12)
Performance Management: Appraising, Coaching, Promoting, and Compensating
372(52)
The Performance Management Process
373(2)
The Employee Performance Appraisal
375(4)
Timing Performance Appraisals
379(2)
Advantages of a Formal Appraisal System
381(2)
The Performance Appraisal Process
383(3)
The Appraisal Meeting
386(6)
Managing Performance Appraisal Results: Coaching Employees
392(3)
Managing Performance Appraisal Results: Promoting Employees
395(3)
Managing Performance Appraisal Results: Compensating Employees
398(13)
PART 4: CASES
411(1)
Someone Failed to Check!
411(1)
Harry Brown's Delicate Choice
412(1)
From Part Time to Full Time?
413(1)
The Stress Interview Approach
414(1)
Sanders Supermarkets Store 21: Orientation of a New Employee
415(1)
I Hate Performance Appraisals!
416(1)
Can Everyone Be Excellent?
417(1)
It's Not Fair!
418(6)
PART 5: LEADING
424(115)
Supervisory Leadership and the Management of Change
422(36)
Leadership: The Core of Supervisory Management
423(3)
Contemporary Thoughts on Leadership
426(2)
The Process of Delegation
428(5)
Delegation by the Supervisor
433(2)
Approaches to Supervisory Leadership
435(6)
Introducing Change
441(17)
Managing Work Groups: Teamwork, Morale, and Counseling
458(34)
Understanding Work Groups and Their Importance
460(1)
Classifications of Work Groups
461(2)
Research Insights for Managing Work Groups
463(5)
Understanding and Maintaining Employee Morale
468(2)
Factors Influencing Morale
470(3)
Assessing Employee Morale
473(3)
The Supervisor's Counseling Role
476(2)
Programs for Employees with Personal and Work-Related Problems
478(14)
Supervising a Diverse Workforce
492(47)
Managing Diversity Is the Bottom-Line Concern
493(2)
Protected-Group Employees and Supervising Diversity
495(4)
Supervising Racial and Ethnic Minorities
499(3)
Supervising Women
502(8)
Supervising Employees with Disabilities
510(3)
Supervising Older Workers and Employees with Differing Religious Beliefs
513(3)
Protected-Group Supervisors
516(1)
Understanding Reverse Discrimination
516(1)
Supervising Well: The Overriding Consideration
517(11)
PART 5: CASES
528(1)
Micro Mike
528(1)
The Interfering Administrative Assistant
529(1)
Who Needs Six Sigma?
530(1)
No Place for Women in the Maintenance Department
531(2)
Is She on Our Team or Isn't She?
533(1)
Sanders Supermarkets: Sexual Harassment in the Accounting Office
534(1)
You're What?
535(1)
Cubicle Terror
536(3)
PART 6: CONTROLLING
539(70)
Fundamentals of Controlling
540(30)
The Supervisor's Role in Controlling
541(4)
Time Factor Control Mechanisms
545(2)
Characteristics of Effective Controls
547(2)
Steps in the Control Process
549(7)
Budgetary Control
556(3)
Cost Control and the Supervisor
559(2)
Other Control Areas
561(9)
Resolving Conflicts in the Workplace
570(39)
Disagreements and Conflicts Are Part of the Workplace
571(3)
Resolving Conflicts Successfully Requires Effective Communication
574(3)
Complaints and Grievances in Supervision
577(2)
Procedures for Resolving Grievances and Complaints
579(4)
The Supervisor and the Significant First Step in Resolving Complaints and Grievances
583(2)
Supervisory Guidelines for Resolving Complaints and Grievances
585(12)
PART 6: CASES
597(1)
Michele's First Job
597(2)
Resistance to a Work-Sampling Program
599(1)
Sanders Supermarkets Store: Locker-Room Theft
600(2)
The Altered Suggestion
602(1)
Frederick, Where Art Thou?
603(1)
Resentment Toward the African-American Supervisor
604(1)
AIDS Phobia
605(1)
Could You Have Prevented the Crisis?
606(3)
Glossary609(8)
Index617

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