Supervisory Management

ISBN-10: 0132294125

ISBN-13: 9780132294126

Edition: 11th 2007 (Revised)

List price: $177.40
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A contemporary survival guide for future managers, this #1 ldquo;how-tordquo; book on supervision explores the basic principles of managementplanning, organizing, staffing, leading, and controlling people and operationswith a strong emphasis on their application to real on-the-job situations.Avoiding confusing jargon, it talks to learners one supervisor to anotherdiscussing the specific tools of supervision in detail (explaining which tool is right for each task), and focusing on the development of strong interpersonal skills and on supervising a diverse workforce and teams. It comes completely updated with new examples and fresh insight into a variety of dynamic issues affecting management today. Examples are taken from well-known U.S. and international companies such as General Electric, Honda America, Harley-Davidson, Motorola, GM, Bell South, and Merrill Lynch.For anyone contemplating a career in management.
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Book details

List price: $177.40
Edition: 11th
Copyright year: 2007
Publisher: Prentice Hall PTR
Publication date: 7/13/2006
Binding: Paperback
Pages: 704
Size: 8.00" wide x 9.50" long x 1.00" tall
Weight: 2.794
Language: English

Warren Plunkett is a retired professor of management and Chairman of the Business Department at Wright College, City Colleges of Chicago. He holds a B.B.A. from Notre Dame University and an M.B.A. from Roosevelt University. Since graduating from Notre Dame, Warren has been a high school teacher, a systems analyst, a member of the U.S. Army Reserve, a management consultant, a college professor for 30 years at Wright College, and most recently an entrepreneur. Warren has authored several textbooks, including Supervision: The Direction of People at Work, Business, The Consumer in America, and Management: Meeting and Exceeding Customer Expectations. Warren has made numerous presentations to industry, and has served on numerous committees and led various workshops.

The Supervisor's Special Role
Three Types of Management Skills
Interpersonal Skills
Technical Skills
Conceptual Skills
The Supervisor's Responsibilities
Relations with Employees
Relations with Peers
Relations with Superiors
Being Effective and Efficient
Supervisory Roles
Role Prescriptions
Role Conflict
Role Ambiguity
Role Performance
Responsibilities for Ethics
Workforce Trends Affecting Supervisors
Emergence of New Generations of Workers
Greater Diversity in the Workforce
Increasing Levels of Education
Different Workforce Involvement
Different Work Arrangements
Other Trends Affecting Supervisors
Utilization of Teams
Offshoring and Outsourcing
Information and Technology
Quality and Productivity Improvement
Foreign Ownership of American Businesses
Sources of Supervisory Personnel
Instant Replay
Questions for Class Discussion
Assess This Situation
Skill Building Exercise 1.1
Skill Building Writing Exercise 1.2
Southwest Microwave Communications, Inc.
Walnut Grove Inn
Management Concepts
Defining Management
Stated Purposes and Goals
A Division of Labor Among Specialists
A Rational Organization or Design
A Hierarchy of Authority and Accountability
Workforce Flexibility
Why You Must Delegate
How to Delegate
What You Do Not Want to Delegate
The Management Hierarchy
The Top Management Level
The Middle Management Level
The Operating Management Level
Line and Staff Authority
Functional Authority
The Manager's Functions
A Rational Model
Common Elements in Decision-Making
Intuition in Decision-Making
Errors in Decision-Making
Sharing the Decision Process
Decisions About Valuing Diversity
Managing Your Time
Keeping a Time Log
Categorizing Work
Eliminating Interuptions
Using Daily Planners
Using Spare Time
Instant Replay
Questions for Class Discussion
Assess This Situation
Skill Building Exercise 2.1
Skill Building Writing Exercise 2.2
Welcome to KVM
It's Not Easy Riding on the MTA
Management Functions
Philosophy of Management
Mission and Vision Statements
Steps in Planning
Setting Objectives (Goals)
Determining Your Alternatives and Restraints
Evaluating Your Alternatives
Implementing Your Course of Action
Following Up
Types of Organization
Organizing Principles
Steps in Organizing
Offering Incentives
Management by Wandering Around (MBWA)
The Control Process
Types of Controls
Control Characteristics
Management by Exception
Management by Objectives
Kinds of Coordination
Coordination Techniques
Instant Replay
Questions for Class Discussion
Assess This Situation
Skill Building Exercise 3.1
Skill Building Writing Exercise 3.2
Balancing Work and Family Obligations
Channel 66 Community Cable Television
Goals of Communication
Planning Communication
The Communication Process
The Transmitter
The Message
The Medium
The Receivers
The Feedback
Downward, Upward, Diagonal, and Horizontal Communication
Communication Barriers
Uncommon Symbols
Improper Timing
Environmental Disturbances
Improper Attitudes
Background Differences
Sender-Receiver Relationships
Non-questioning Associates
Management and Information
Management Information Systems
The Supervisor and the MIS
Computers and Communication
Spoken Communication
Basic Ingredients
The Informational Meeting
Barriers to Effective Listening
Active Listening
Listening Effectiveness
Small Group Communication
The Grapevine
Written Communication
Room for Improvement
Instant Replay
Questions for Class Discussion
Assess This Situation
Skill Building Exercise 4.1
Skill Building Writing Exercise 4.2
Is Anyone Listening?
Building Relationships and Managing Conflict
Goals of Human Relations
Treating People with Respect
Communicating Supportively
Developing Sound Relationships with Employees
Your Role as Educator
Your Role as Counselor
Your Role as Judge
Your Role as Spokesperson
Maintaining Your Relationships with Employees
Developing Sound Human Relationships with Peers
Your Role as Educator
Your Role as Counselor
Your Role as Judge
Your Role as Spokesperson
Competition with Your Peers
Getting Along with Staff Specialists
Getting Along with Your Boss
Your Boss's Expectations
Winning Your Boss's Confidence
Finding a Better Way
Keeping Your Promises
Speaking Positively or Not at All
Taking a Position
Involving Your Boss in Major Decisions
Obtaining Some of Your Boss's Authority
Your Expectations of Your Boss
Recovering from a Mistake with Your Boss
Managing Conflict
Antecedents of Conflict
Constructive Conflict
Destructive Conflict
Approaches for Dealing with Conflict
Instant Replay
Questions for Class Discussion
Assess This Situation
Skill Building Exercise 5.1
Skill Building Writing Exercise 5.2
Short in Stature
Feedback from the Boss
Motivation Defined
Human Needs
The Hawthorne Studies
The First Study
The Second Study
A Hierarchy of Needs
The Needs-Goal Model of Motivation
Types of Human Needs
McClelland's Acquired Needs Theory
Alderfer's Egr Theory
Supervisors and Human Needs
Maintenance and Motivation
Maintenance or Hygiene Factors
Motivation Factors
Expectancy Theory
Additional Theories of Motivation
Enhancing Perceived Expectancy
Enhancing Perceived Instrumentality
Reinforcement Theory
Equity Theory
Goal Setting
Managing Motivation
The Quality, Productivity, and Profitability Link
Quality of Working Life
Worker Participation Techniques
Motivation and Job Design
Instant Replay
Questions for Class Discussion
Assess This Situation
Skill Building Exercise 6.1
Skill Building Writing Exercise 6.2
Lighting a Fire Under the Sales Force
Slow Motion
Leadership and Management Styles
Leadership Versus Management
Leadership and Power
Leadership Principles
Leadership Traits and Skills
Fundamental Practices of Leadership
Leaders of Diverse Workforces
Trends in Approaches to Leadership
Men, Women, and Leadership
Leadership Behaviors
Contingency Models of Leadership
Fiedler's Contingency Theory of Leadership
Leadership Personalities
The Leadership Situation
House's Path-Goal Theory of Leadership
Hersey and Blanchard's Life-Cycle Theory
Emotional Intelligence
Example of Emotional Intelligence
Level 5 Leaders
Example of Level 5 Leadership
Management and Leadership Styles
The Bureaucratic Style
The Autocratic Style
The Democratic Style
The Spectator Style
Charismatic Leaders
Becoming a Leader
Changing Leadership Styles
Dealing with Mistakes
The Basic Steps to Becoming a Leader
Assessing Your Leadership Ability
Instant Replay
Questions for Class Discussion
Assess This Situation
Skill Building Exercise 7.1
Skill Building Writing Exercise 7.2
Leadership at Malden Mills
Winston Churchill
Leading Change
Attitudes, Beliefs, and Values
People's Attitudes About Work
The Work Ethic
Theories X and Y
The Supervisor's Attitudes
The Pygmalion Effect
Problem Supervisors
Your Employees' Attitudes
Good Attitudes Versus Bad Attitudes
Uncooperative Attitudes: Why People Resist Change
Past Change Efforts and Cynicism
Personal Reasons
Social Reasons
Facilitating Change
Arrange Conditions for Change
Attend to the Payoffs for Change
Organizational Barriers to Change
Changing the Attitudes of Employees
Identify the Improper Attitude or Behavior
Determine What Supports It
Weaken or Change Whatever Supports It
Offer a Substitute
Taking Decisive Action
Techniques for Obtaining Change
Force-Field Analysis
Effective Communication
Use of Emotion in Persuasion
Persuasion Techniques
Participation Techniques
Facilitate Acceptance of Risk
Training Programs
Organizational Development Activities
Instant Replay
Questions for Class Discussion
Assess This Situation
Skill Building Exercise 8.1
Skill Building Writing Exercise 8.2
New Database Software
Another Reorganization
Teams and Groups
The Personality of Groups
Formal Groups
Virtual Teams
Building Team and Group Effectiveness
Putting the Team Together
Sequence of Team Development
Characteristics of Effective Teams
Influence Without Authority
A Contrary View of Teams
Group Decision Techniques
Nominal Groups
Group Problem Solving
Errors in Team and Group Decisions
Ground Rules for Meetings
Before the Meeting
During the Meeting
After the Meeting
Group Member Roles
Self-Serving Roles
Group-Serving Roles
Pitfalls of Meetings
The Hidden Agenda
A Competitive Spirit
Talkative Members
Informal Groups
Joining a Clique
You and Your Informal Group
Coping with Subordinates' Cliques
Group Competition
Outsiders and Insiders
Outside Factors
Inside Factors
Instant Replay
Questions for Class Discussion
Assess This Situation
Skill Building Exercise 9.1
Skill Building Writing Exercise 9.2
Team Punishment
Unhappy Returns
Selection and Organizational Entry
The Process of Selecting Employees
Advantages of Supervisor Involvement
The Selection Process
Affirmative Action Programs
EEO/Affirmative Action and Valuing Diversity
Reverse Discrimination
Recruiting Women
Recruiting Minorities
The Supervisor's Role in Minority Hiring
Recruiting the Differently Abled
Applicant Screening Procedures
The Application
The Immigration Reform and Control Act
Welcoming and Inducting New Employees
The Five Basic Questions
Following Up
The Socialization Process
Instant Replay
Questions for Class Discussion
Assess This Situation
Skill Building Exercise 10.1
Skill Building Writing Exercise 10.2
Revolving Door Employment
Youth Movement
The Subjects of Training
Advantages of Training
Advantages for the Supervisor
Advantages for Employees
Requirements of Training
Requirements for Trainers
Requirements for Trainees
The Principles of Training
The Training Cycle
Identifying Training Needs
Preparing Training Objectives
Preparing the Training Process
Determining How
Determining How Much
Conducting and Evaluating the Training
Training for Valuing Diversity
Instant Replay
Questions for Class Discussion
Assess This Situation
Skill Building Exercise 11.1
Skill Building Writing Exercise 11.2
North Star Airlines
BK Custom Products
Managing Diversity
Enduring Evidence of Discrimination
Racial Discrimination
Gender Discrimination
Age Discrimination
Discrimination Against Disabled People
Legal Prohibitions Against Discrimination
Guidance for Supervisors
Increasing Workforce Diversity
Racial Diversity
Age Diversity
International Diversity
Views on Managing Diversity
Assimilation Approach
Differentiation Approach
Integration Approach
General Practices for Managing Diversity
Performance Management
Specific Skills for Managing Diversity
Quick Response to Disagreements
Active Listening
Empathetic Listening
Direct and Honest Communication
Input from Everyone
Avoidance of Exclusion
Reward Systems
Practices for Specific Groups
People of Color and Racial Diversity
Older Workers
Internationals and Nationalities
Gays, Lesbians, and Bisexuals
Employees with Disabilities
Instant Replay
Questions for Class Discussion
Assess This Situation
Skill Building Exercise 12.1
Skill Building Writing Exercise 12.2
Tyrone's Opportunity
Responding to a Complaint
Performance Management
Goals of Appraisals
What to Appraise
Appraisals and Diversity
The Supervisor as an Appraiser
Avoiding the Blame Game
Challenges of Performance Appraisals
Appraisal Methods
360-Degree Review Process
Graphic Rating Scale Methods
Ranking and Forced Distribution Methods
Paired Comparison Method
Essay, Narrative, and Critical-Incident Methods
Behaviorally Anchored Rating Scales
Concluding Remarks About Appraisal Formats
Management by Objectives
Appraising with MBO
Setting Goals
Identifying Resources and Actions Needed
Arranging Goals in Order of Priority
Setting Timetables
Appraising the Results
Appraising by Computer
The Halo and Horn Effects
Rating the Person-Not the Performance
Rating Everyone as Average
Saving Up for the Appraisal
The Rush Job
Not Sharing the Results
Lack of Proper Training
Lack of Proper Documentation
The Error of Recent Events
Focusing Only on Negatives or Positives
Failure to Provide Direction for the Future
Failure to Assign Responsibilities
The Appraisal Session
Preparing for the Session
Conducting the Session
Following Up on the Results
Rewards for Those Who Excel
Negative Results
Instant Replay
Questions for Class Discussion
Assess This Situation
Skill Building Exercise 13.1
Skill Building Writing Exercise 13.2
Virginia's Performance Appraisal
Rating Monroe's Performance
The Supervisor and Discipline
A Fair and Equitable Disciplinary System
An Appropriate Number of Rules
The Red-Hot Stove Concept
Progressive Discipline
Positive Discipline
Legal Concerns
Resolving Complaints
Employee Assistance Programs
Diversity and Discipline
Negative Discipline
Common Problems
Sexual Harassment
Before Taking Action
Giving the Reprimand
The Decision to Terminate
Employment at Will
Instant Replay
Questions for Class Discussion
Assess This Situation
Skill Building Exercise 14.1
Skill Building Writing Exercise 14.2
Disciplinary Situations
Sticky Business
Complaints, Grievances, and Unions
Handling Complaints: A Company-Wide Systems Approach
Qualities of an Effective Complaint System
The Functions of an Effective Complaint System
Handling Complaints: Developing Your Own Approach
A Recommended Approach
Labor Unions
Unions and Productivity
Public Sector Unions
Professional Employees
Why Employees Band Together
Union Security Provisions
Labor Legislation
National Labor Relations Act (1935)
Labor-Management Relations Act (1947)
Representation Elections
The Supervisor's Role During Representation Elections
Labor Relations
Collective Bargaining
Enforcing the Labor Contract
The Supervisor and the Steward
Handling Grievances
The Grievance Procedure
Instant Replay
Questions for Class Discussion
Assess This Situation
Skill Building Exercise 15.1
Skill Building Writing Exercise 15.2
Beer Mints?
Downsizing Dilemma
Security, Safety, and Health
Physical Security
Employee Theft
Selection and Prevention
Office Security
Shop Security
Fire Prevention
Protecting People
Preventive Approaches to Safety and Health
Insufficient Work Breaks
AIDS in the Workplace
Drugs and Employees
Family Leave
The Supervisor's Role
The Occupational Safety and Health Act (1970)
Occupational Safety and Health Standards
Compliance Complaints
OSHA Inspections
On-Site Consultation
State Programs
Instant Replay
Questions for Class Discussion
Assess This Situation
Skill Building Exercise 16.1
Skill Building Writing Exercise 16.2
It's Not My Dope
No Chance for a Smoke Break
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