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