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| Leadership | |
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| What Is Leadership? | |
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| What Is a Good Leader? | |
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| Are Leaders Born or Made? | |
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| Leadership and Motivation | |
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| Understanding Individual Human Needs | |
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| Theories of Leadership | |
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| Theory X and Leadership | |
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| Theory Y and Leadership | |
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| Theory XY and Leadership | |
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| Leadership Styles | |
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| Autocratic Leadership | |
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| Democratic Leadership | |
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| Participative Leadership | |
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| Goal-Oriented Leadership | |
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| Situational Leadership | |
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| Selecting the Appropriate Leadership Style | |
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| Winning and Maintaining Followership | |
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| Popularity and the Leader | |
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| Leadership Characteristics That Win and Maintain Followership | |
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| Pitfalls that will Undermine Followership | |
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| Trust Building and Leadership | |
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| Facilitating Change | |
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| Facilitating Change as a Leadership Function | |
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| Change-Management System | |
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| Scanners | |
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| Receiving Points | |
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| Deliberative Groups | |
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| Executive Committee | |
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| Change Implementation Model | |
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| Develop the Change "Picture" | |
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| Communicate with All Stakeholders about the Change | |
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| Provide Any Necessary Training | |
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| Implement the Change | |
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| Monitor and Adjust | |
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| Restructuring and Change | |
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| Be Smart and Empathetic | |
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| Communicate the Change "Picture" | |
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| Establish Incentives That Promote the Change | |
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| Continue to Train | |
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| Communication | |
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| Communication Defined | |
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| Communication Versus Effective Communication | |
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| Communication Levels | |
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| Communication as a Process | |
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| Inhibitors of Communication | |
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| Differences in Meaning | |
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| Insufficient Trust | |
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| Information Overload | |
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| Interference | |
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| Condescending Tones | |
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| Listening Problems | |
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| Premature Judgments | |
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| Inaccurate Assumptions | |
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| Technological Glitches | |
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| Communication Networks | |
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| Communication by Listening | |
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| What Is Listening? | |
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| Inhibitors of Effective Listening | |
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| Communicating Nonverbally | |
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| Body Factors | |
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| Voice Factors | |
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| Proximity Factors | |
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| Communicating Verbally | |
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| Interest | |
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| Attitude | |
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| Flexibility | |
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| Tact | |
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| Courtesy | |
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| Improving Verbal Communication by Questioning | |
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| Drop Your Defenses | |
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| State Your Purpose | |
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| Acknowledge Emotions | |
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| Use Open-Ended Questions and Phrase Questions Carefully | |
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| Communicating Corrective Feedback | |
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| Steps to Improved Communication | |
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| Selecting the Appropriate Communication Method | |
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| Electronic Communication | |
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| Ethics | |
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| An Ethical Dilemma | |
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| Ethics Defined | |
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| Guidelines for Determining Ethical Behavior | |
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| Ethical Behavior in Organizations | |
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| The Supervisor's Role in Ethics | |
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| Best Ratio Approach | |
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| Black and White Approach | |
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| Full Potential Approach | |
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| The Organization's Role in Ethics | |
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| Creating an Ethical Environment | |
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| Setting an Ethical Example | |
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| Handling Ethical Dilemmas | |
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| Apply the Guidelines | |
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| Select the Approach | |
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| Proceed with the Decision | |
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| Motivation | |
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| Definition and Rationale for Motivation What Motivates People | |
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| Specific Human Needs Related to Work | |
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| The Work Ethic and Motivation | |
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| Improving the Work Ethic | |
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| Job Satisfaction and Motivation | |
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| Expectancy and Motivation | |
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| Achievement and Motivation | |
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| Recognizing Achievement-Oriented Employees | |
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| Using Achievement to Motivate Employees | |
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| Job Design and Motivation | |
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| Task-Oriented Job Design | |
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| People-Oriented Job Design | |
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| Balanced Orientation in Job Design | |
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| How to Use Job Design to Motivate | |
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| Competition and Motivation | |
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| Communication and Motivation | |
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| Promotions and Motivation | |
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| New Employees and Motivation | |
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| Problem Employees and Motivation | |
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| Motivating Part-Time Workers | |
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| Incentive Programs and Motivation | |
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| Developing Personal Motivation Plans (PMPs) | |
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| Decision Making and Problem Solving | |
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| Decision Making Defined | |
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| Evaluating Decisions | |
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| Problems and Decision Making | |
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| Characteristics of Problems | |
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| The Decision-Making Process | |
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| Identify/Anticipate the Problem | |
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| Consider Alternatives | |
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| Choose the Best Alternative, Monitor, and Adjust | |
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| Decision-Making Models | |
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| Objective Approach to Decision Making | |
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| Subjective Approach to Decision Making | |
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| Involving Employees in Decision Making | |
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| Advantages of Employee Involvement | |
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| Disadvantages of Employee Involvement | |
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| Brainstorming | |
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| Nominal Group Technique | |
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| Quality Circles | |
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| Potential Problems with Group Decision Making | |
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| Information and Decision Making | |
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| Data Versus Information | |
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| Value of Information | |
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| Amount of Information | |
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| Creativity in Decision Making | |
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| Creativity Defined | |
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| Creative Process | |
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| Factors That Inhibit Creativity | |
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| Performance Appraisal | |
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| Rationale for Performance Appraisals | |
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| Effective Performance Appraisal | |
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| Supervisor's Role in Performance Appraisal | |
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| Developing and Completing the Appraisal Form | |
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| Performance Criteria | |
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| Rating Methodology | |
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| Comments Section | |
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| Employee's Response Section | |
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| Supervisor's Report Section | |
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| Keeping Performance Appraisals Consistent and Objective | |
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| Review Performance Standards | |
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| Base Ratings on Facts | |
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| Avoid Personality Bias | |
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| Avoid Extremes in Assigning Ratings | |
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| Avoid the Halo Effect | |
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| Avoid Pecking Order Bias | |
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| Conducting the Appraisal Interview | |
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| Communication | |
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| Feedback | |
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| Counseling | |
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| Planning for Improvement | |
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| Facilitating the Appraisal Interview | |
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| Explain the Purpose of the Performance Appraisal | |
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| Discuss the Ratings | |
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| Solicit Feedback | |
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| Find Out How Employees Rate Themselves | |
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| Set Goals for Improvement | |
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| Follow-Up and Feedback | |
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| Giving Corrective Feedback To Employees | |
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| Legal Aspects of Performance Appraisals | |
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| Keep Comprehensive Records | |
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| Focus on Performance, Not Personality | |
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| Be Positive, Constructive, and Specific | |
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| Be Honest and Treat All Employees the Same | |
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| Apply Objective Standards | |
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| The Supervisor as a Career Coach | |
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| Employee Complaints | |
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| Why Complaints Must Be Handled Properly | |
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| Roles of Listening in Handling Complaints | |
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| Role of Questioning and Confirming in Handling Complaints | |
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| Handling Employee Complaints | |
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| Handling Habitual Complainers | |
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| Involving Employees in Resolving Complaints | |
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| Handling Complaints About Wages | |
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| Turning Complaints into Improvements | |
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| Conflict Management/Workplace Violence | |
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| Causes of Workplace Conflict | |
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| How People React to Conflict | |
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| Why Conflict Resolution Skills Are Important | |
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| How Conflict Should Be Handled | |
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| How and When Conflict Should Be Stimulated | |
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| Communication in Conflict Situations | |
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| Dealing With Angry Employees | |
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| Behaviors to Avoid | |
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| What Supervisors Should Do | |
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| How to Calm an Angry Employee | |
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| Overcoming Territorial Behavior in Organizations | |
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| Manifestations of Territoriality | |
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| Overcoming Territorial Behavior | |
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| Overcoming Negativity in Employees | |
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| Recognizing Negativity | |
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| Overcoming Negativity | |
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| Workplace Violence | |
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| Rights of Violent Employees | |
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| Employee Liability for Workplace Violence | |
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| Making Work-Related Determinations | |
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| Reducing the Risk | |
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| Natural Surveillance | |
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| Control of Access | |
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| Establishment of Territoriality | |
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| Activity Support | |
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| Administrative Controls | |
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| Contributing Factors | |
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| Individual Factors Associated with Violence | |
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| Environmental Factors Associated with Violence | |
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| Rules of Thumb for Supervisors | |
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| Legal Issues: Discipline, Termination, Sexual Harassment, and Drugs | |
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| Disciplining Employees: The Rationale | |
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| Fundamentals of Disciplining Employees | |
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| Guidelines for Disciplining Employees | |
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| The Discipline Process | |
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| Informal Discussion/Counseling | |
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| Verbal Warning | |
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| Written Warning | |
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| Suspension | |
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| Dismissal | |
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| Sexual Harassment and the Supervisor | |
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| What Is Sexual Harassment? | |
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| EEOC Guidelines on Sexual Harassment | |
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| Effects of Sexual Harassment | |
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| What Is the Supervisor's Role? | |
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| Do's and Don'ts for Supervisors | |
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| Drug Abuse in the Workplace | |
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| Supervisor's Role in Handling Drug Abuse in the Workplace | |
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| Training | |
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| Training Defined | |
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| Need for Training | |
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| Competition in the Marketplace | |
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| Rapid and Continual Change | |
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| Technology Transfer Problems | |
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| Changing Demographics | |
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| Assessing Training Needs | |
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| Writing Training Objectives | |
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| Providing Training | |
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| Internal Approaches | |
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| External Approaches | |
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| Partnership Approaches | |
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| Evaluating Training | |
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| The Supervisor as a Trainer | |
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| Principles of Learning | |
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| Four-Step Teaching Approach | |
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| Training the Supervisor | |
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| Health and Safety | |
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| Legal Foundation of Health and Safety Programs | |
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| Administration and Enforcement | |
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| Employer and Employee Rights Under OSHA | |
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| OSHA Violations | |
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| Policy Aspects of Health and Safety | |
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| Assigning Responsibility for Health and Safety | |
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| Safety Training | |
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| Accident Prevention Techniques | |
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| Accident Investigation and Reporting | |
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| Writing the Accident Report | |
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| Worker's Compensation | |
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| Worker's Compensation Benefits | |
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| Employer Liability Beyond Workers' Compensation | |
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| Bloodborne Pathogens and Employee Health and Safety | |
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| Legal Considerations | |
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| Staffing | |
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| Staffing Defined | |
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| Overview of the Staffing Process | |
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| Analyzing and Specifying | |
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| Forecasting | |
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| Recruiting | |
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| Interviewing | |
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| Selecting | |
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| Orienting | |
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| Legal Considerations of Staffing | |
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| Equal Employment Opportunity | |
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| Compensation and Benefits | |
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| Health and Safety | |
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| Employee Relations | |
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| Forecasting Staffing Needs | |
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| Interviewing | |
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| General Interviewing Guidelines | |
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| Questions to Ask in an Interview | |
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| Questions to Avoid in an Interview | |
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| Characteristics to Look for in an Interview | |
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| Contacting References | |
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| The Employment Testing Issue | |
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| Job Knowledge Skills | |
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| Selection | |
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| Put Aside Personal Bias | |
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| Make a Checklist | |
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| Physical Examination | |
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| Check References | |
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| Orientation | |
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| Other Staffing Concerns | |
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| Finding Employees During Labor Shortages | |
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| Reference Checking | |
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| Handling Layoffs Effectively | |
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| Termination by Discharge | |
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| Total Quality | |
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| What Is Quality? | |
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| Total Quality Defined | |
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| How Is Total Quality Different? | |
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| Key Elements of Total Quality | |
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| Customer Focus | |
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| Obsession with Quality | |
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| Scientific Approach | |
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| Long-Term Commitment | |
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| Teamwork | |
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| Continual Improvement of Systems | |
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| Education and Training | |
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| Freedom through Control | |
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| Unity of Purpose | |
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| Employee Involvement and Empowerment | |
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| Supervisor's Role in Quality Improvement | |
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| Team Building and Teamwork | |
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| Overview of Teamwork | |
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| Rationale for Teams | |
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| Learning to Work Together | |
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| Team Performance | |
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| Four-Step Approach to Team Building | |
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| Assessing Team Needs | |
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| Planning Team-Building Activities | |
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| Executing Team-Building Activities | |
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| Evaluating Team-Building Activities | |
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| "Coaching" Work Teams | |
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| Clearly Defined Charter | |
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| Team Development/Team Building | |
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| Mentoring | |
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| Mutual Respect and Trust | |
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| Human Diversity | |
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| Handling Conflict in Teams | |
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| Resolution Strategies for Team Conflicts | |
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| Structural Inhibitors of Teamwork | |
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| Rewarding Team and Individual Performance | |
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| Nonmonetary Rewards | |
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| Recognizing Teamwork and Team Players | |
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| Web Site Linkages for Supervisors | |
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| Success Tips for Supervisors | |
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| Checklists for Supervisors | |
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| Index | |