| |
| |
| |
Supervision | |
| |
| |
Introduction | |
| |
| |
| |
Identifying the Different Styles of Management | |
| |
| |
| |
The Traditional Model | |
| |
| |
| |
The Human Relations Model | |
| |
| |
| |
The Human Resources Model | |
| |
| |
Self-Check | |
| |
| |
| |
Meeting the Management Challenge | |
| |
| |
Self-Check | |
| |
| |
| |
Explaining the New Functions of Management | |
| |
| |
| |
Trusting Employees | |
| |
| |
| |
Energizing Employees | |
| |
| |
| |
Empowering Employees | |
| |
| |
| |
Supporting Employees | |
| |
| |
| |
Communicating with Employees | |
| |
| |
| |
Learning from Employees | |
| |
| |
| |
Improving Your Skills | |
| |
| |
Self-Check | |
| |
| |
| |
Laws That Supervisors Should Be Aware Of | |
| |
| |
| |
Illegal Discrimination | |
| |
| |
| |
Sexual Harassment | |
| |
| |
| |
The Americans with Disabilities Act | |
| |
| |
| |
Age Discrimination in Employment | |
| |
| |
| |
Equal Pay Act | |
| |
| |
| |
Immigration Reform and Control Act | |
| |
| |
| |
State and Local Employment Laws | |
| |
| |
Self-Check | |
| |
| |
Summary | |
| |
| |
Key Terms | |
| |
| |
Summary Questions | |
| |
| |
Applying This Chapter | |
| |
| |
You Try It | |
| |
| |
| |
Leadership | |
| |
| |
Introduction | |
| |
| |
| |
Understanding the Differences between Management and Leadership | |
| |
| |
Self-Check | |
| |
| |
| |
Figuring Out What Leaders Do | |
| |
| |
| |
Inspiring Action | |
| |
| |
| |
Communicating with Others | |
| |
| |
| |
Supporting and Facilitating Achievement | |
| |
| |
Self-Check | |
| |
| |
| |
Surveying Leading Leadership Traits | |
| |
| |
| |
Maintaining an Optimistic Outlook | |
| |
| |
| |
Displaying Confidence | |
| |
| |
| |
Maintaining Integrity | |
| |
| |
| |
Making Decisions | |
| |
| |
Self-Check | |
| |
| |
| |
Fostering Collaborative Leadership | |
| |
| |
Self-Check | |
| |
| |
Summary | |
| |
| |
Key Terms | |
| |
| |
Summary Questions | |
| |
| |
Applying This Chapter | |
| |
| |
You Try It | |
| |
| |
| |
Goal Setting | |
| |
| |
Introduction | |
| |
| |
| |
Setting a Direction | |
| |
| |
| |
The Difference between Goals and Vision | |
| |
| |
| |
The Link between Goals and Vision | |
| |
| |
| |
Different Visions and Different Goals for Different Purposes | |
| |
| |
Self-Check | |
| |
| |
| |
Identifying SMART Goals | |
| |
| |
| |
Setting Goals: Less Is More | |
| |
| |
| |
Following Through on Goals | |
| |
| |
Self-Check | |
| |
| |
| |
Communicating Your Goals to Your Team | |
| |
| |
Self-Check | |
| |
| |
| |
Juggling Priorities: Keeping Your Eye on the Ball | |
| |
| |
Self-Check | |
| |
| |
| |
Using Your Power for Good: Making Your Goals Happen | |
| |
| |
Self-Check | |
| |
| |
Summary | |
| |
| |
Key Terms | |
| |
| |
Summary Questions | |
| |
| |
Applying This Chapter | |
| |
| |
You Try It | |
| |
| |
| |
Effective Communication | |
| |
| |
Introduction | |
| |
| |
| |
Using Different Communication Methods | |
| |
| |
| |
Using the Employee Grapevine | |
| |
| |
| |
Using Downward and Upward Communication | |
| |
| |
Self-Check | |
| |
| |
| |
Choosing When to Use Verbal vs. Written Communication | |
| |
| |
| |
The Information Superhighway | |
| |
| |
| |
Harnessing the Power of the Written Word | |
| |
| |
Self-Check | |
| |
| |
| |
Common Obstacles to Effective Communication | |
| |
| |
| |
Cultural Differences | |
| |
| |
| |
Differences in Background | |
| |
| |
| |
Prejudices and Perceptions | |
| |
| |
| |
Assumptions and Expectations | |
| |
| |
| |
Emotions | |
| |
| |
| |
Overcoming Barriers to Effective Communication | |
| |
| |
Self-Check | |
| |
| |
| |
Active and Passive Listening | |
| |
| |
Self-Check | |
| |
| |
| |
Providing Effective Feedback | |
| |
| |
| |
The Role of Positive Feedback | |
| |
| |
| |
The Role of Negative Feedback | |
| |
| |
| |
Guidelines for Providing Feedback That Works | |
| |
| |
Self-Check | |
| |
| |
Summary | |
| |
| |
Key Terms | |
| |
| |
Summary Questions | |
| |
| |
Applying This Chapter | |
| |
| |
You Try It | |
| |
| |
| |
Employee Discipline | |
| |
| |
Introduction | |
| |
| |
| |
Understanding Employee Discipline | |
| |
| |
Self-Check | |
| |
| |
| |
Focusing on Performance, Not Personalities | |
| |
| |
Self-Check | |
| |
| |
| |
Identifying the Two Tracks of Discipline | |
| |
| |
| |
Dealing with Performance Problems: The First Track | |
| |
| |
| |
Dealing with Misconduct: The Second Track | |
| |
| |
Self-Check | |
| |
| |
| |
Disciplining Employees: A Suite in Five Parts | |
| |
| |
| |
Describing the Unacceptable Behavior | |
| |
| |
| |
Expressing the Impact to the Work Unit | |
| |
| |
| |
Specifying the Required Changes | |
| |
| |
| |
Outlining the Consequences | |
| |
| |
| |
Providing Emotional Support | |
| |
| |
| |
Molding It All Together | |
| |
| |
Self-Check | |
| |
| |
| |
Making and Implementing a Plan for Improvement | |
| |
| |
Self-Check | |
| |
| |
Summary | |
| |
| |
Key Terms | |
| |
| |
Summary Questions | |
| |
| |
Applying This Chapter | |
| |
| |
You Try It | |
| |
| |
| |
Building a Team | |
| |
| |
Introduction | |
| |
| |
| |
Approaching the Hiring Process | |
| |
| |
| |
Defining the Characteristics of Your New Employees | |
| |
| |
| |
The Consequences of a Poor Hiring Decision | |
| |
| |
| |
Steps in the Hiring Process | |
| |
| |
Self-Check | |
| |
| |
| |
Defining the Job Before You Start | |
| |
| |
Self-Check | |
| |
| |
| |
Recruiting Talent | |
| |
| |
Self-Check | |
| |
| |
| |
Reviewing Applications | |
| |
| |
| |
Reviewing Resumes | |
| |
| |
| |
Reviewing Cover Letters | |
| |
| |
| |
Reviewing Applications | |
| |
| |
Self-Check | |
| |
| |
| |
Interviewing the Best | |
| |
| |
| |
Asking the Right Questions | |
| |
| |
| |
Interviewing Do's | |
| |
| |
| |
Interviewing Don'ts | |
| |
| |
Self-Check | |
| |
| |
| |
Evaluating Your Candidates Further | |
| |
| |
| |
Checking References | |
| |
| |
| |
Reviewing Your Notes | |
| |
| |
| |
Conducting a Second (or Third) Round of Interviews | |
| |
| |
Self-Check | |
| |
| |
| |
Hiring the Best (and Leaving the Rest) | |
| |
| |
| |
Being Objective | |
| |
| |
| |
Trusting Your Gut | |
| |
| |
| |
Adjusting after the Offer | |
| |
| |
Self-Check | |
| |
| |
Summary | |
| |
| |
Key Terms | |
| |
| |
Summary Questions | |
| |
| |
Applying This Chapter | |
| |
| |
You Try It | |
| |
| |
| |
Training a Team | |
| |
| |
Introduction | |
| |
| |
| |
Phasing Out the Old Hierarchy | |
| |
| |
Self-Check | |
| |
| |
| |
Empowering Your Teams | |
| |
| |
Self-Check | |
| |
| |
| |
Identifying Advantages of Teams | |
| |
| |
Self-Check | |
| |
| |
| |
Setting Up and Supporting Your Teams | |
| |
| |
| |
Formal Teams | |
| |
| |
| |
Informal Teams | |
| |
| |
| |
Self-Managed Teams | |
| |
| |
| |
Encouraging Empowerment | |
| |
| |
Self-Check | |
| |
| |
| |
Meetings: Putting Teams to Work | |
| |
| |
| |
Wasting Time with Meetings | |
| |
| |
| |
Making Meetings a Success | |
| |
| |
Self-Check | |
| |
| |
| |
Becoming a Coach | |
| |
| |
Self-Check | |
| |
| |
| |
Coaching Methods, Guidelines, and Tools | |
| |
| |
| |
Coaching Using Show-and-Tell | |
| |
| |
| |
Incorporating Coaching in Your Day-to-Day Interactions | |
| |
| |
| |
Identifying a Coach's Tools | |
| |
| |
Self-Check | |
| |
| |
Summary | |
| |
| |
Key Terms | |
| |
| |
Summary Questions | |
| |
| |
Applying This Chapter | |
| |
| |
You Try It | |
| |
| |
| |
Inspiring Employees to Better Performance | |
| |
| |
Introduction | |
| |
| |
| |
Developing Employees | |
| |
| |
Self-Check | |
| |
| |
| |
Creating Career Development Plans | |
| |
| |
Self-Check | |
| |
| |
| |
Helping Employees to Develop | |
| |
| |
Self-Check | |
| |
| |
| |
Finding a Mentor, Being a Mentor | |
| |
| |
Self-Check | |
| |
| |
| |
Getting What You Reward | |
| |
| |
Self-Check | |
| |
| |
| |
Figuring Out What Employees Want | |
| |
| |
| |
Starting with the Positive | |
| |
| |
| |
Making a Big Deal about Something Little | |
| |
| |
Self-Check | |
| |
| |
| |
Rewarding Employees | |
| |
| |
| |
Money | |
| |
| |
| |
Ten Other Ways to Recognize Employees | |
| |
| |
Self-Check | |
| |
| |
Summary | |
| |
| |
Key Terms | |
| |
| |
Summary Questions | |
| |
| |
Applying This Chapter | |
| |
| |
You Try It | |
| |
| |
| |
Evaluating the Team Members | |
| |
| |
Introduction | |
| |
| |
| |
Measuring Progress | |
| |
| |
Self-Check | |
| |
| |
| |
Developing a System for Providing Immediate Performance Feedback | |
| |
| |
| |
Setting Your Checkpoints: The Milestones | |
| |
| |
| |
Reaching Your Checkpoints: The Actions | |
| |
| |
| |
Sequencing Your Activity: The Relationships | |
| |
| |
| |
Establishing Your Time Frame: The Schedules | |
| |
| |
| |
Putting Performance Measuring and Monitoring into Practice: Case Study | |
| |
| |
Self-Check | |
| |
| |
| |
Charting Progress | |
| |
| |
| |
Bar Charts | |
| |
| |
| |
Flowcharts | |
| |
| |
| |
Software | |
| |
| |
| |
You Have Their Number: Now What? | |
| |
| |
Self-Check | |
| |
| |
| |
Evaluating Performance | |
| |
| |
Self-Check | |
| |
| |
| |
Avoiding Common Mistakes That Evaluators Make | |
| |
| |
| |
Realizing Why Evaluations Go Bad | |
| |
| |
| |
Preparing for the No-Surprises Evaluation | |
| |
| |
Self-Check | |
| |
| |
Summary | |
| |
| |
Key Terms | |
| |
| |
Summary Questions | |
| |
| |
Applying This Chapter | |
| |
| |
You Try It | |
| |
| |
| |
Leading Change | |
| |
| |
Introduction | |
| |
| |
| |
Managing Urgency and Crises | |
| |
| |
Self-Check | |
| |
| |
| |
Identifying the Four Stages of Change | |
| |
| |
Self-Check | |
| |
| |
| |
Becoming a Leader of Change | |
| |
| |
| |
Change Affects Everyone | |
| |
| |
| |
Encouraging Employee Initiative | |
| |
| |
Self-Check | |
| |
| |
| |
Handling Mergers and Layoffs | |
| |
| |
Self-Check | |
| |
| |
Summary | |
| |
| |
Key Terms | |
| |
| |
Summary Questions | |
| |
| |
Applying This Chapter | |
| |
| |
You Try It | |
| |
| |
| |
Managing Diversity | |
| |
| |
Introduction | |
| |
| |
| |
Managing Cultural Diversity | |
| |
| |
| |
Organizational Culture | |
| |
| |
| |
Cultural Change | |
| |
| |
Self-Check | |
| |
| |
| |
Understanding National Culture | |
| |
| |
| |
Attitude toward Time | |
| |
| |
| |
Universal vs. Particular | |
| |
| |
| |
Individualism vs. Collectivism | |
| |
| |
| |
Emotional vs. Neutral | |
| |
| |
| |
Specific vs. Diffuse | |
| |
| |
| |
Achievement vs. Ascription | |
| |
| |
| |
Attitude toward the Environment | |
| |
| |
Self-Check | |
| |
| |
| |
Understanding Diversity Trends | |
| |
| |
| |
Migration | |
| |
| |
| |
Women in the Workplace | |
| |
| |
| |
Age and Disability | |
| |
| |
Self-Check | |
| |
| |
| |
Taking Ten Steps to Make Diversity Work | |
| |
| |
| |
Step 1: Know the Culture of the Organization | |
| |
| |
| |
Step 2: Find Out about the Culture of the Area, Region, or Country | |
| |
| |
| |
Step 3: Understand the Culture of the Individual or Group of Employees | |
| |
| |
| |
Step 4: Understand the Nature of the Business | |
| |
| |
| |
Step 5: Understand Yourself | |
| |
| |
| |
Step 6: Be Sensitive | |
| |
| |
| |
Step 7: Encourage Diversity | |
| |
| |
| |
Step 8: Treat People as Equals | |
| |
| |
| |
Step 9: Educate against Prejudice | |
| |
| |
| |
Step 10: Act against Discrimination | |
| |
| |
Self-Check | |
| |
| |
Summary | |
| |
| |
Key Terms | |
| |
| |
Summary Questions | |
| |
| |
Applying This Chapter | |
| |
| |
You Try It | |
| |
| |
| |
Ethics and Office Politics | |
| |
| |
Introduction | |
| |
| |
| |
Defining Ethics | |
| |
| |
| |
Creating a Code of Ethics | |
| |
| |
| |
A Sample Code of Ethics | |
| |
| |
Self-Check | |
| |
| |
| |
Evaluating Your Political Environment | |
| |
| |
| |
Identifying Key Players | |
| |
| |
| |
Redrawing Your Organization Chart | |
| |
| |
Self-Check | |
| |
| |
| |
Scrutinizing Communication: What's Real and What's Not? | |
| |
| |
| |
Reading between the Lines | |
| |
| |
| |
Probing for Information | |
| |
| |
Self-Check | |
| |
| |
| |
Uncovering the Unwritten Rules of Organizational Politics | |
| |
| |
| |
Interpreting the Company Policy Manual | |
| |
| |
| |
Helping Others Get What They Want | |
| |
| |
| |
Not Partying at Company Parties | |
| |
| |
| |
Managing Your Manager | |
| |
| |
| |
Working with a Mentor | |
| |
| |
Self-Check | |
| |
| |
| |
Protecting Yourself | |
| |
| |
| |
Documenting for Protection | |
| |
| |
| |
Making Promises | |
| |
| |
| |
Publicizing Success | |
| |
| |
Self-Check | |
| |
| |
Summary | |
| |
| |
Key Terms | |
| |
| |
Summary Questions | |
| |
| |
Applying This Chapter | |
| |
| |
You Try It | |
| |
| |
| |
Working with Unions | |
| |
| |
Introduction | |
| |
| |
| |
The Governing Laws of Unions | |
| |
| |
| |
The National Labor Relations Act | |
| |
| |
| |
The Taft-Hartley Act | |
| |
| |
| |
Right-to-Work Laws | |
| |
| |
Self-Check | |
| |
| |
| |
Working with Different Types of Unions | |
| |
| |
| |
Local Unions | |
| |
| |
| |
National Unions | |
| |
| |
| |
Multiunion Associations | |
| |
| |
Self-Check | |
| |
| |
| |
Working with Unions | |
| |
| |
| |
Why Employees Join Unions | |
| |
| |
| |
The Union Organization Process | |
| |
| |
| |
The Union Contract | |
| |
| |
| |
Management Challenges When Working with Unions | |
| |
| |
Self-Check | |
| |
| |
Summary | |
| |
| |
Key Terms | |
| |
| |
Summary Questions | |
| |
| |
Applying This Chapter | |
| |
| |
You Try It | |
| |
| |
| |
Budgeting and Accounting | |
| |
| |
Introduction | |
| |
| |
| |
Exploring Budgets | |
| |
| |
| |
Using Different Budgets | |
| |
| |
| |
Creating a Budget | |
| |
| |
| |
Ensuring Your Budget Is Accurate | |
| |
| |
Self-Check | |
| |
| |
| |
Working with Budgets | |
| |
| |
| |
Using Up-Front Budgets | |
| |
| |
| |
Staying within Budget | |
| |
| |
Self-Check | |
| |
| |
| |
Understanding the Basics of Accounting | |
| |
| |
| |
Assets | |
| |
| |
| |
Liabilities | |
| |
| |
| |
Owners' Equity | |
| |
| |
| |
Knowing Double-Entry Bookkeeping | |
| |
| |
Self-Check | |
| |
| |
| |
Identifying the Most Common Types of Financial Statements | |
| |
| |
| |
The Balance Sheet | |
| |
| |
| |
The Income Statement | |
| |
| |
| |
The Cash-Flow Statement | |
| |
| |
Self-Check | |
| |
| |
Summary | |
| |
| |
Key Terms | |
| |
| |
Summary Questions | |
| |
| |
Applying This Chapter | |
| |
| |
You Try It | |
| |
| |
| |
Using Technology | |
| |
| |
Introduction | |
| |
| |
| |
Using Technology to Your Advantage | |
| |
| |
| |
Creating a Technology-Competitive Advantage | |
| |
| |
| |
Developing a Plan | |
| |
| |
Self-Check | |
| |
| |
| |
Weighing the Benefits and Drawbacks of Technology | |
| |
| |
| |
Improving Efficiency and Productivity | |
| |
| |
| |
Getting the Most Out of Information Technology | |
| |
| |
| |
Using Technology to Support Teamwork | |
| |
| |
Self-Check | |
| |
| |
| |
Making Room for a New Kind of Employee | |
| |
| |
| |
Preparing to Get Virtual | |
| |
| |
| |
Understanding Changes to the Office Culture | |
| |
| |
Self-Check | |
| |
| |
| |
Managing from a Distance | |
| |
| |
| |
Managing Different Shifts | |
| |
| |
| |
Recognizing Employees from a Distance | |
| |
| |
Self-Check | |
| |
| |
Summary | |
| |
| |
Key Terms | |
| |
| |
Summary Questions | |
| |
| |
Applying This Chapter | |
| |
| |
You Try It | |
| |
| |
| |
Common Management Trends and Mistakes | |
| |
| |
Introduction | |
| |
| |
| |
Management Trends | |
| |
| |
| |
Going Back to Management 101 | |
| |
| |
| |
Creating a Learning Organization | |
| |
| |
| |
Making a Flat Organization | |
| |
| |
| |
Unlocking Open-Book Management | |
| |
| |
| |
Understanding Six Sigma | |
| |
| |
Self-Check | |
| |
| |
| |
Common Management Mistakes | |
| |
| |
| |
Not Making the Transition from Worker to Manager | |
| |
| |
| |
Not Setting Clear Goals and Expectations | |
| |
| |
| |
Failing to Delegate | |
| |
| |
| |
Failing to Communicate | |
| |
| |
| |
Not Making Time for Employees | |
| |
| |
| |
Not Recognizing Employee Achievement | |
| |
| |
| |
Failing to Learn | |
| |
| |
| |
Resisting Change | |
| |
| |
| |
Going for the Quick Fix over the Lasting Solution | |
| |
| |
| |
Striking a Balance | |
| |
| |
Self-Check | |
| |
| |
Summary | |
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Key Terms | |
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Summary Questions | |
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Applying This Chapter | |
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You Try It | |
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Endnotes | |
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Glossary | |
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Index | |