Supervision Concepts and Practices of Management

ISBN-10: 0324316240

ISBN-13: 9780324316247

Edition: 10th 2007

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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 one day work as supervisors. 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 role-playing components to maximize in-class participation and retention.
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Book details

List price: $215.95
Edition: 10th
Copyright year: 2007
Publisher: Cengage South-Western
Publication date: 7/11/2006
Binding: Paperback
Pages: 632
Size: 7.75" wide x 9.50" long x 1.00" tall
Weight: 2.530

Stephen L. Herman is a retired electrician and teacher with more than 30 years of experience to his credit. A seasoned author, his reader-friendly textbooks on electricity and mathematics are popular with students and instructors alike. For two decades Mr. Herman was lead instructor for the Electrical Technology Curriculum at Lee College in Baytown, Texas, where he received an Excellence in Education Award from the Halliburton Education Foundation. He also taught at Randolph Community College in Asheboro, N.C., for nine years and helped establish an electrical curriculum for Northeast Texas Community College in Mount Pleasant, Texas. His additional publications include ELECTRIC MOTOR CONTROL, ELECTRICITY AND CONTROLS FOR HVAC/R, INDUSTRIAL MOTOR CONTROLS, UNDERSTANDING MOTOR CONTROLS, ELECTRONICS FOR ELECTRICIANS, ELECTRICAL WIRING INDUSTRIAL, ALTERNATING CURRENT FUNDAMENTALS, DIRECT CURRENT FUNDAMENTALS, ELECTRICAL STUDIES FOR TRADES, ELECTRICAL PRINCIPLES, ELECTRICAL TRANSFORMERS AND ROTATING MACHINES, EXPERIMENTS IN ELECTRICITY FOR USE WITH LAB VOLT EQUIPMENT, THE COMPLETE LABORATORY MANUAL FOR ELECTRICITY, and PRACTICAL PROBLEMS IN MATHEMATICS FOR ELECTRICIANS.Dr. Leonard is Professor Emeritus of Marketing and Management at Indiana University-Purdue University Fort Wayne (I.P.F.W.). During his forty-year tenure, he held various faculty and administrative positions, including Chair of the Management and Marketing Department. Currently part of the Core Leadership Faculty, Master of Science in Leadership at Trine University, he develops and teaches courses in organizational behavior, leadership, human resources, industrial relations, and strategic management. Dr. Leonard also delivered full-service consulting for thirty years, and conducted seminars for thousands of executives. Well published, his research on employee involvement and motivation, organizational culture, climate and leadership, human resource interventions, and case development has appeared in various journals, earned numerous awards, and contributed to five textbooks. Dr. Leonard received his Bachelors, Masters, and Doctorate Degrees from Purdue University.

Dr. Raymond L. Hilgert was Professor of Management and Industrial Relations at the Olin School of Business of Washington University. He graduated from Westminster College, Fulton, Missouri, with a Bachelor of Arts degree, and received his Master's and Doctor's degrees from Washington University. His business experience included management positions at Southwestern Bell Telephone Company and a market research position with an advertising firm. Dr. Hilgert taught at Washington University for more 35 years, where he served as an Assistant Dean and Director of Management Development Programs. He published approximately 90 articles in management, business, and academic journals and co-authored five books on human resources management, supervision, and collective bargaining. Dr. Hilgert was a member of the Academy of Management, the Industrial Relations Research Association, the Society for Human Resource Management, the American Compensation Association, and the American Management Association. He participated in or directed numerous management, supervisory, and business ethics programs and seminars. As an arbitrator certified by the Federal Mediation and Conciliation Service, Dr. Hilgert decided more than 550 grievance-arbitration cases. He held the Senior Professional in Human Resources (SPHR) accreditation from the Personnel Accreditation Institute and received numerous teaching awards from students at Washington University.

Supervisory Management Overview
Supervising in Uncertain Times
What Does It Mean to Be a Supervisor in Uncertain Times?
Schools of Management Thought
Factors and Trends Affecting the Role of the Supervisor
Supervision: A Professional Perspective
Getting Into Supervision
The Managerial Functions
The Person in the Middle
Managerial Skills Make the Difference
Functions of Management
The Supervisor as Team Leader
Managers and Leaders: Are They Different?
Managerial Authority
Power-The Ability to Influence Others
Part 1: Cases
Where Should Glen Go from Here?
The Opportunity of a Lifetime?
Up to Your Neck in Alligators?
A Job Made Just for Me
Fear of Being Passed on the Corporate Ladder
The Socializing Supervisor
Coping with the New Manager
Losing Your Cool!
Supervisory Essentials
Communication: The Vital Link in Supervisory Management
Need for Effective Communication
Channels of the Communication Network
Methods of Communication
Barriers to Effective Communication
Overcoming Barriers to Effective Communication
Managing Meetings with the Boss
Motivational Principles as Applied to Supervision
Determinants of Human Behavior
Understanding Motivation and Human Behavior
Coping with Difficult People
Using the ABCs to Shape Employee Behavior
Comparing Theory X and Theory Y
Supervisory Approaches for Attaining Positive Employee Motivation
Solving Problems: Decision Making and the Supervisor
The Importance of Decision-Making Skills
Types of Decisions
The Decision-Making Process
Decision-Making Styles
Time Impacts the Decision-Making Process
The Fishbone Process
Positive Discipline
The Basis and Importance of Positive Discipline
Identifying and Confronting Disciplinary Situations
The Disciplinary Process and Just Cause
Practicing Progressive Discipline
Applying the Hot Stove Rule
Documentation and the Right to Appeal
Discipline Without Punishment
Part 2: Cases
Barry Automotive's Glendale Plant: The Picnic Conversation
Abusive Rumors
The Little Things Add Up!
Disgruntled Workers Can Drive You Crazy
To Accept or Not to Accept
The Aggressive Perfectionist
Fear or Exaggeration?
Community Medical Center: Preferential Treatment
Planning and Organizing
Supervisory Planning
Management Functions Begin with Planning
The Strategic-Planning Process
All Managerial Levels Perform the Planning Function
Organizational Goals and Objectives
Management by Objectives-A System for Participative Management
Types of Plans
Supervisory Planning for Resource Use
Planning for Quality Improvement and Knowledge Management
Crisis Management: Planning Required
How to Use Time More Effectively
Supervisory Organizing at the Departmental Level
Organizing as an Essential Managerial Function
Informal Organization
Unity of Command and Authority Relationships
The Span-of-Management Principle
The Project Management-Type Organizational Structure
Planning the "Ideal" Departmental Structure
Organizational Tools and Their Applications
Organizational Principles in an Era of Organizational Downsizings
Organizing for Effective Meeting Management
Labor Unions and the Supervisor
Labor Unions Are Still Part of Supervisory Organizational Concerns
Understanding Employee Efforts to Unionize
Union-Organizing Efforts and the Supervisor
The Supervisor's Involvement in Union-Management Relationships
The Supervisor's Limited Role in Labor Agreement Negotiations
The Supervisor's Major Role in Labor Agreement Application
The Steward and the Supervisor
Part 3: Cases
Sanders Supermarkets Store 16: Whatever Happened to Planning and Control?
Multi-Tasking or Asset Elimination?
Barry Automotive's Allisonville Plant: Balancing Production, Quality, and Inventory
Who Made the Coffee?
Romance on the Assembly Line
Just Another Crisis?
Stop the Union!
It Takes Two to Tango
The Supervisor and Employee Recruitment, Selection, Orientation, and Training
The Staffing Function and the Human Resources Department
Preparing to Meet Staffing Needs
Interviewing and Choosing from Among Qualified Applicants
Preparing for a Selection Interview
Making the Hiring Decision
Orienting New Employees
Training and Developing Employees
Performance Management: Appraising, Coaching, Promoting, and Compensating
The Performance Management Process
The Employee Performance Appraisal
Timing Performance Appraisals
Advantages of a Formal Appraisal System
The Performance Appraisal Process
The Appraisal Meeting
Managing Performance Appraisal Results: Coaching Employees
Managing Performance Appraisal Results: Promoting Employees
Managing Performance Appraisal Results: Compensating Employees
Part 4: Cases
Someone Failed to Check!
Harry Brown's Delicate Choice
From Part Time to Full Time?
The Stress Interview Approach
Sanders Supermarkets Store 21: Orientation of a New Employee
I Hate Performance Appraisals!
Can Everyone Be Excellent?
It's Not Fair!
Supervisory Leadership and the Management of Change
Leadership: The Core of Supervisory Management
Contemporary Thoughts on Leadership
The Process of Delegation
Delegation by the Supervisor
Approaches to Supervisory Leadership
Introducing Change
Managing Work Groups: Teamwork, Morale, and Counseling
Understanding Work Groups and Their Importance
Classifications of Work Groups
Research Insights for Managing Work Groups
Understanding and Maintaining Employee Morale
Factors Influencing Morale
Assessing Employee Morale
The Supervisor's Counseling Role
Programs for Employees with Personal and Work-Related Problems
Supervising A Diverse Workforce
Managing Diversity Is the Bottom-Line Concern
Protected-Group Employees and Supervising Diversity
Supervising Racial and Ethnic Minorities
Supervising Women
Supervising Employees with Disabilities
Supervising Older Workers and Employees with Differing Religious Beliefs
Protected-Group Supervisors
Understanding Reverse Discrimination
Supervising Well: The Overriding Consideration
Part 5: Cases
Micro Mike
The Interfering Administrative Assistant
Who Needs Six Sigma?
No Place for Women in the Maintenance Department
Is She on Our Team or Isn't She?
Sanders Supermarkets: Sexual Harassment in the Accounting Office
You're What?
Cubicle Terror
Fundamentals of Controlling
The Supervisor's Role in Controlling
Time Factor Control Mechanisms
Characteristics of Effective Controls
Steps in the Control Process
Budgetary Control
Cost Control and the Supervisor
Other Control Areas
Resolving Conflicts in the Workplace
Disagreements and Conflicts Are Part of the Workplace
Resolving Conflicts Successfully Requires Effective Communication
Complaints and Grievances in Supervision
Procedures for Resolving Grievances and Complaints
The Supervisor and the Significant First Step in Resolving Complaints and Grievances
Supervisory Guidelines for Resolving Complaints and Grievances
Part 6: Cases
Michele's First Job
Resistance to a Work-Sampling Program
Sanders Supermarkets Store: Locker-Room Theft
The Altered Suggestion
Frederick, Where Art Thou?
Resentment Toward the African-American Supervisor
AIDS Phobia
Could You Have Prevented the Crisis?
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*A minimum purchase of $35 is required. Shipping is provided via FedEx SmartPost® and FedEx Express Saver®. Average delivery time is 1 – 5 business days, but is not guaranteed in that timeframe. Also allow 1 - 2 days for processing. Free shipping is eligible only in the continental United States and excludes Hawaii, Alaska and Puerto Rico. FedEx service marks used by permission."Marketplace" orders are not eligible for free or discounted shipping.

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