Supervision and Leadership in a

Transcription

1 Supervision and Leadership in a o Florida International University Prentice Hall Boston Columbus Indianapolis New York San Francisco Upper Saddle River Amsterdam Cape Town Dubai London Madrid Milan Munich Paris Montreal Toronto Delhi Mexico City Sao Paulo Sydney Hong Kong Seoul Singapore Taipei Tokyo

2 Chapter 1: The Supervisor's Role in a Changing World 1 What Do Supervisors Do? 2 Organization Defined 2 Management Defined 3 Types of Managers 3 Three Aspects of Supervisory Work 4 What Else Do Supervisors Do? 5 Do You Have What It Takes to Be a Supervisor? 7 What Traits Should Supervisors Have? 7 What Competencies Should Supervisors Have? 8 What Skills Should Supervisors Have? 8 Is Supervising for You? 9 A Closer Look at the Supervisor's Tasks, Activities, Skills, and Traits 10 How Doris Applied Her Leadership Skills,.15 What Are the Supervisor's Job Prospects? 15 The Supervisor's Changing World 16 Workforce Trends 16 Globalization and Competitive Trends 18 Workforce Diversity 19 Technological Trends 20 Trends in the Nature of Work 20 What These Changes Mean for Supervisors With More Professional, Self-Directed Workers, You'll Need Outstanding Leadership Skills You'll Need to Supervise in a Diverse, Multicultural, Multiage Workplace You'll Need World-Class Basic Supervisory Skills 23 Supervising the New Workforce: Understanding Stereotypes 24 What's Ahead 24 KEY TERMS 26 Chapter 2: Leading Today's Diverse Workforce 33 What Is Leadership? 34 Defining Leadership 34 Studying Leadership 34 Basic Theories of Leadership 34 It's Who You Are: The Leader's Traits 34 Do You Have the Clout? Power and Leadership 36 It's How You Behave: Leader Behaviors 38 Transformational Leadership 40 Supervising the New Workforce: Gender Differences in Leadership Styles 42 Adapting Your Style to the Situation: Situational Leadership-Theories 43 Translating Leadership Theory into Practice 48 The Vroom-Jago-Yetton Model 48 Hersey's Situational Leadership Model 50 How to Improve Your Leadership Skills 51 Special Leadership Skills for Leading a Diverse Workforce 53 Ask: Are You Adjusting to Individual Differences? 53 Develop Your "Multicultural Consciousness" 54 Ask: Are You Really Treating Everyone Equally? 55 Encourage Inclusiveness 55 Actively Integrate Immigrants into Your Team 55 KEY TERMS 58 Chapter 3: Solving Problems and Making Decisions 65 The Basics of Decisions and Decision Making 66 Why Make Decisions? 66 Types of Decisions 66 Heroic Leadership and the Importance of Leadership Decisiveness 67 Decision-Making in Practice: How Rational Are Decision Makers? 69 VII

3 How to Make Decisions 70 Step 1. Define the Problem 71 Step 2. Clarify Your Objectives 72 Step 3. Identify Alternatives 73 Step 4. Analyze the Consequences 74 Step 5. Make a Choice 76 How to Make Even Better Decisions 76 Increase Your Knowledge 76 Should You Let Your Employees Participate, or Not? 77 Use Your Intuition 78 Don't Overstress the Finality of the Decision 81 Make Sure the Timing Is Right 81 Encourage Creativity 81 Use Information Technology Tools 83 Avoiding Psychological Traps 84 Decision-Making Shortcuts 85 Anchoring 85 Psychological Set 85 Perception 86 Supervising the New Workforce: Minority and Nonminority Differences in How We See Things 87 KEY TERMS 88 Chapter 4: Planning and Setting Goals 95 Is Planning the Silver Bullet? 96 People Are Goal-Directed 96 A Sense of Purpose 96 Thinking Things Through Ahead of Time 96 A Means for Control 97 Fundamentals of Business Planning 97 The Planning Process 97 The Hierarchy of Goals 98 Strategic Planning in Brief 99 Types of Plans 101 The Business Plan 101 Contingency Plans 102 Policies, Procedures, and Rules 102 Scheduling and Planning Charts 103 Work Scheduling 106 How to Set Effective Goals 107 Using Management by Objectives 107 Using the Management Objectives Grid 107 Emphasize the Team's Mission 108 How to Set SMART goals 110 How to Set Motivational Goals 110 How to Set Participative Goals 111 The Action Plan 111 The Importance of Feedback and Support 112 How to Make Better Forecasts 112 Sales Forecasting Techniques 112 Marketing Research 114 Forecasting and Supply Chain Management 114 KEY TERMS 115 Chapter 5: Understanding How to Control Work Processes 123 The Building Blocks of Effective Control 124 Why Control Is Important to Supervisors 124 Making Sure Your Controlss-Are Timely: Steering, Concurrent, and Postaction Controls 124 The Basic Three-Step Control Process 126 The Hersey Model and Taking Corrective Action with the Right Leadership Style 128 Comparing Traditional and Commitment- Based Controls 128 Traditional Control Tools 128 Commitment and Self-Control 129 Summary: Basic Types of Control 129 Understanding Traditional Control Systems 130 Diagnostic Controls and Budgetary Systems 130 The Basic Management Control System 130 Ratio Analysis and Return on Investment 132 Financial Responsibility Centers 132 Activity-Based Costing (ABC) 133 Strategy Maps, Digital Dashboards, and the Balanced Scorecard Process 134 viii

4 Enterprise Resource Planning (ERP) Systems 135 Using Policies and Rules to Maintain Control 136 Personal/Interactive Control Systems and Close Supervision 137 Close versus General Leadership 138 How Do People React to Control? 139 Unintended Consequences of Controls 139 Supervising the New Workforce: Attitudes at Work 140 Encouraging Self-Control: Using Commitment-Based Control 140 How to Get Subordinates to Exercise Self-Control 141 The Supervisor as Leader: Using Culture and Values to Foster Self-Control 141 How Supervisors Build Employee Commitment 142 Summary: How Do You Foster Employees' Self-Control? 143 KEY TERMS 144 Chapter 6: Organizing Jobs and Work 151 What Is Organizing? 152 Job Descriptions 152 Departmental Organization Charts 152 Creating Departments 153 The Basic Question Creating Functional Departments 154 Creating Product, Customer, or Geographic Departments 156 Organizing in Action: Rosenbluth International 157 How Supervisors Coordinate Work Activities 157 Project Management 158 A Modern Look at the Principles of Organizing 158 Adapting Your Instrumental Leadership Style to the Task 161 Understanding Authority and the Chain of Command 161 What Is Authority? 161 Line and Staff Authority 162 What Are the Sources of a Supervisor's Authority? 162 Guidelines for Delegating Authority 164 Leading Virtual Teams 165 The Meaning of "Decentralized" 166 Tall and Flat Organizations and the Span of Control 166 Developing Job Descriptions 168 Conducting a Job Analysis 168 Methods for Conducting the Job Analysis 168 Writing Job Descriptions 171 Supervising the New Workforce: Writing Job Descriptions That Comply with the ADA 173 Internet-Based Job Descriptions 173 Writing Job Specifications 174 KEY TERMS 175 Chapter 7: The Supervisor's Role in Equal Employment 182 Discrimination and the Supervisor 183 What Supervisors Need to Know About Equal Employment Opportunity Law 183 Equal Pay Act of Title VII of the 1964 Civil Rights Act 183 Executive Orders 184 Age Discrimination in Employment Act of Pregnancy Discrimination Act of Federal Agency Uniform Guidelines on Employee Selection Procedures 185 Selected Court Decisions Regarding Equal Employment Opportunity (EEO) 185 The Civil Rights Act of Sexual Harassment 186 Considerate Leadership and Setting the Right Culture 192 The Americans with Disabilities Act (ADA) 193 Supervising the New Workforce: Providing Reasonable Accommodation 195 Genetic Information Non-Discrimination Act of 2008 (GINA) 196 Sexual Orientation 196 ix

5 State and Local Equal Employment Opportunity Laws 196 Summary 197 Defenses Against Discrimination Allegations 198 What Is Adverse Impact? 198 Bona Fide Occupational Qualification 199 Business Necessity 199 Illustrative Discriminatory Supervisory Practices 200 A Note on What You Can and Cannot Do 200 Recruitment 200 Selection Standards 201 Sample Discriminatory Promotion, Transfer, and Layoff Procedures 201 The EEOC Enforcement Process 202 Processing a Charge 202 What Supervisors Should Know About How to Respond to Employment Discrimination Charges 204 Equal Employment Opportunity versus, Affirmative Action 204 Steps in an Affirmative Action Program 205 KEY TERMS 206 Chapter 8: How to Interview and Select Employees 213 Why Be Careful About Whom You Hire? 214 Why Careful Selection Is Important 215 Basic Employee Selection Concepts 215 What Are Reliability and Validity? 216 Protecting the Candidate's Rights 217 Types of Selection Tests 218 How Do Employers Use Tests at Work? 218 Computerized and Online Testing 221 Situational Judgment Tests 222 Management Assessment Centers 222 How Do Employers Select Leaders? 223 How to Interview Job Candidates 224 Two Basic Interview Issues 224 How Useful Are Interviews? 226 How to Avoid Common Interviewing Mistakes 226 Supervising the New Workforce: Bias Against Working Mothers 228 Steps in Conducting an Effective Interview 228 Supervising the New Workforce: Applicant Disability and the Employment Interview 232 Background Checks and Other Selection Techniques 232 How to Conduct Effective Background Investigations and Reference Checks 232 How to Spot Dishonesty 235 Realistic Job Previews 236 Tapping Friends and Acquaintances 236 Seeing What the Candidate Can Do 236 Physical Exams 236 Drug Screening 237 Complying with Immigration Law 237 KEY TERMS 238 Chapter 9: Training and Developing Employees 245 Orienting and Training Employees 246 Why Orientation Is Important 246 Types of Orientation Programs 246 Using Technology in Orientation 248 The Training and Development Process 248 What Is Training? 248 Designing the Training Program 252 Training Techniques 252 On-the-Job Training 252 Informal Learning 254 Apprenticeship Training 255 Behavior Modeling 255 Vestibule Training 256 Audiovisual and Traditional Distance Learning Techniques 256 Computer-Based Training 256 Training via the Internet and Learning Portals 257 Mobile Learning 258 Training for Special Purposes 258 Supervisory Training and Development Programs 260 Supervisory On-the-Job Training 260 Action Learning 261 The Case Study Method 261

6 Business Games 261 Outside Programs and Seminars 261 University-Related Programs 262 In-House Development Centers 262 Understanding Organizational Change Programs 262 Lewin's Process for Overcoming Resistance 263 Building Your Transformational Leadership Skills 264 Organizational Development 264 Evaluating the Training and Development Effort 265 Training Effects to Measure 265 Career Management Methods for Supervisors 266 Career Terminology 266 The Employee's Role 266 The Employer's Role in Career Management 268 The Supervisor's Role 269 Servant Leadership 269 Building Your Mentoring Skills 270 Supervising the New Workforce: Gender Issues in Career Development 271 KEY TERMS 272 Locke's Goal Theory of Motivation 291 Vroom's Expectancy Theory 292 Learning/Reinforcement Approaches to Motivation 292 B. F. Skinner and Operant Behavior 293 Behavior Modification 293 Motivation in Action: 10 Methods for Motivating Employees Set Goals Use Pay for Performance and Incentives Improve Merit Pay 297 Supervising in Challenging Times: Incentives for Top Performers Use Recognition 298 Role of Charismatic and Transactional Leadership in Motivation Use Positive Reinforcement Use Behavior Management Empower Employees Enrich the Job Use Skill-Based Pay Provide Lifelong Learning.308 Putting It All Together: How to Solve Performance-Motivation Problems 308 KEY TERMS 310 Chapter 10: Using Motivation and Incentives 280 What Supervisors Should Know About Individual Behavior 281 Personality and Behavior 281 Abilities and Behavior 283 Perception and Behavior 284 Attitudes and Behavior 284 Summary 285 Need-Based Approaches to Motivation 285 Maslow's Needs-Hierarchy Theory 285 Herzberg's Hygiene-Motivator (Two-Factor) Approach 287 Needs for Achievement, Power, and Affiliation 288 Process Approaches to Motivation 291 Adams's Equity Theory 291 Chapter 11: Leading the Team Effort 318 Why Teams Are Important 319 Is Teamwork New? 319 What Using Teams Means for Supervisors 319 How Group Dynamics Affect Teamwork 320 Group Norms 320 Group Cohesiveness 321 The Basic Types of Teams at Work 322 Work Teams 322 Suggestion Teams, Problem-Solving Teams, and Quality Circles 323 Project Teams 323 Virtual Teams 323 Supervising Self-Directed Work Teams 324 How to Evaluate Team Performance 326 Does Teamwork Work? 326 xi

7 Symptoms of Unproductive Teams 327 Signs of Productive Teams 327 How to Build a High-Performing Team 328 Hire Team Players 328 Guidelines for Building Higher Performing Teams 331 Leading Productive Teams 332 What Do We Know About How to Lead Effective Teams? 332 A Snapshot of How Effective Team Leaders Behave 333 What Values Should Team Leaders Exhibit? 334 Making the Transition from Supervisor to Team Leader 334 Distributed or Shared Leadership 335 Supervising the New Workforce: Leading Diverse Work Teams 336 How to Use Groups to Make Better Decisions 337 Pros and Cons of Group Decision Making 337 Some Basic Tools for Improving Group Decision Making 338 How to Lead a Group Decision-Making DiSCUSSion 339 KEY TERMS 340 Chapter 12: Coaching and Communicating Skills for Leaders 348 Why There's More to Communicating Than Just Talking 349 The Communication Process 349 Noise: Barriers to Effective Communication 351 Nonverbal Communication 352 Psychological Barriers 353 Supervising the New Workforce: Cultural, Linguistic, and Diversity Barriers 354 How to Improve Interpersonal Communication 355 Guidelines for Improving Interpersonal Communications 355 How to Be More Persuasive 357 How to Improve Your Negotiating Skills 358 Communicating Upward and Communicating Downward 360 How to Encourage Upward Communication 360 Improving Downward Communication 362 Coaching, Counseling, and Mentoring Employees 363 Building Your Coaching Skills 364 Dyads and Followership 366 Using Other Important Communications Media 367 Guidelines for Written Work 367 Guidelines for Making Presentations 368 Electronic Mail 369 Work Group Support Systems 370 KEY TERMS 371 Chapter 13: Appraising and Managing Performance 379 The Performance Appraisal Cycle 380 What Is Performance Appraisal and Management? 380 Why Appraise Performance? 381 The Importance of Immediate Feedback 381 Specifying Employees' Goals and Work Standards 381 The Supervisor's Role in Appraising Performance 382 Why It's Important to Be Candid with the Subordinate 383 Tools for Appraising Performance 383 Graphic Rating Scale Method 383 Alternation Ranking Method 386 Forced Distribution Method 388 Using Critical Incidents 389 Narrative Forms 389 Behaviorally Anchored Rating Scales 389 Management by Objectives 391 Computerized and Web-Based Performance Appraisal 392 Appraisal in Practice 392 Who Should Do the Appraising? 392 Xii

8 Appraisal Problems and How to Handle Them 396 Potential Appraisal Issues 396 Supervising the New Workforce: The Gender Gap in Appraisals 397 Five Guidelines for Effective Appraisals 398 Appraisals and the Law 399 The Appraisal Interview and Taking Corrective Action 399 Types of Appraisal Interviews 400 How to Conduct the Appraisal Interview 400 Taking Corrective Action 401 The Appraisal Interview and the Quality of the Leader-Member Exchange (LMX) 402 The Development Plan 403 Using Performance Management 404 What Is Performance Management? 404 Comparing Performance Appraisal and Performance Management 404 Using Performance Management 404 Using Information Technology to Support Performance Management 404 KEY TERMS 406 Chapter 14: Supervising Ethics, Fair Treatment, and Discipline at Work 414 Treating Subordinates Fairly 415 The Effects of Workplace Unfairness 415 Why Treat Employees Fairly? 415 What Causes Unfair Behavior? 416 Supervisors' Fairness Guidelines 418 Understanding the Role of Ethics at Work 418 What Are Ethics? 418 Why Study Ethics? 419 What Determines Ethical Behavior at Work? 420 There's No One Smoking Gun 420 What the Employee Can Do 421 The Supervisor as Leader: What the Supervisor Can Do 421 What the Company Can Do 423 In Summary: Some Things to Keep in Mind About Ethical Behavior at Work 426 Managing Employee Discipline and Privacy 427 Basics of a Fair and Just Disciplinary Process 427 Supervising the New Workforce: Comparing Mates and Females in a Discipline Situation 427 Using Power and Coercion in Disciplining Employees 430 Employee Privacy 432 Employee Monitoring 432 Managing Dismissals 433 Termination at Will and Wrongful Discharge 433 Grounds for Dismissal 434 Avoiding Wrongful Discharge Suits 435 Personal Supervisory Liability 436 The Termination Interview 436 Layoffs, Downsizing, and the Plant Closing Law 437 KEY TERMS 439 Chapter 15: Supervising Grievances and Labor Relations 448 Do Unions Matter? 449 Why Do Workers Organize? 449 The Bottom Line for Supervisors 450 What Do Unions Want? What Are Their Aims? 450 TheAFL-CIO 451 Unions and the Law 451 The Norris-LaGuardia (1932) and National Labor Relations or Wagner Acts (1935) 451 The Taft-Hartley Act (1947) 452 The Landrum-Griffin Act (1959) 454 What the Supervisor Should Know About the Union Drive and Election 454 Step 1. Initial Contact 454 Step 2. Obtaining Authorization Cards 455 Step 3. Hold a Hearing 456 Step 4. The Campaign 456 Step 5. The Election 457 What Can Supervisors Expect the Union to Do to Win the Election? 457 The Supervisor's Role 458 xiii

9 Useful Rules for Supervisors Regarding Union Literature and Solicitation 458 What to Expect During the Collective Bargaining Process 459 What Is Collective Bargaining? 459 What Is Good Faith? 459 The Negotiating Team 460 Bargaining Items 460 Bargaining Stages 460 Impasses, Mediation, and Strikes 461 The Contract Agreement 463 How to Handle Grievances 463 Sources of Grievances 464 The Grievance Procedure 464 Supervisor's Guidelines for Handling Grievances 467 Role of Leader Consideration and Support in Grievances 468 What's Next for Unions? 469 Why the Union Decline? 469 Card Check and Other New Union ' Tactics 469 KEY TERMS 471 Chapter 16: Protecting Your Employees' Safety and Health 479 Why Is Safety Important? 480 The Employer's Role in Safety 480 What Top Management Can Do 480 What the Supervisor Can Do 481 Leader Consideration, Culture, and Safety 481 What Supervisors Should Know About Occupational Safety Law 483 OSHA Standards and Record Keeping 483 Inspections and Citations 484 Responsibilities and Rights of Employers and Employees 487 What Causes Accidents? 487 Unsafe Conditions and Other Work-Related Factors 487 What Causes Workers to Act Unsafely? 489 How Employers and Supervisors Can Prevent Accidents 489 Reducing Unsafe Conditions 490 Personal Protective Equipment 490 Supervising the New Workforce: Protecting Vulnerable Workers 490 Reducing Unsafe Acts through Careful Screening 494 Reducing Unsafe Acts through Training 495 Supervising the New Workforce; Safety Training for Hispanic Workers 495 Reducing Unsafe Acts through Motivation: Posters, Incentives, and Positive Reinforcement 496 Use Employee Participation 497 Conduct Safety and Health Audits and Inspections 497 The Supervisor's Role in Controlling Workers' Compensation Costs 497 Supervising in Challenging Times: Cutting Safety Costs Without Cutting Costs 499 Workplace Health Hazards: Problems and Remedies 499 Chemicals and Industrial Hygiene 499 Asbestos Exposure at Work 500 Infectious Diseases 500 Alcoholism and Substance Abuse 500 Dealing with Stress, Burnout, and Depression 503 Solving Computer-Related Health Problems 504 What Supervisors Should Know About Violence at Work 505 Enterprise Risk Management 508 Setting Up a Basic Security Program 508 KEY TERMS 510 Endnotes 517 Photo Credits 561 Index 563 xiv