Supervision MANAGING FOR RESULTS. Hill JOHN W. NEWSTROM TENTH EDITION. ^Connect Learn 1 Succeed' Graw

Transcription

1 JOHN W. NEWSTROM Professor Emeritus of Management Department of Management Studies Labovitz School of Business and Economics University of Minnesota Duluth TENTH EDITION Supervision MANAGING FOR RESULTS Me Graw Hill ^Connect Learn 1 Succeed'

2 Preface xiii Part One Supervisory Management Chapter 1 The Supervisor's Role in Creating a Positive Workplace 1 Members of a Unique Team / A Body of Knowledge from Which to Draw / Many Competencies Required / A Concern for Both Work and People / Understanding Employee Expectations and Perceptions Practical Guidelines for Supervisors 21 Posttest 21 Key Concepts to Remember 22 Reading Comprehension 22 Self-Assessment: How Good Are Your Supervisory Skills? 23 Skill Development: Improving Your Capabilities 24 Group Exercise: Reaching a Consensus 25 Cases for Analysis 25 Case 1: The Brand-New Supervisor 25 Case 2: The Rejected Refrigerators 26 Case 3: Which Comes First Departmental Performance or Employee Development? 27 Case 4: Too Much to Keep Up With 27 ~ Part Two Planning and Problem Solving Chapter 2 Setting Goals, Making Plans, and Improving Costs 29 Road IVIaps of an Organization / Goal Setting / The Planning Process / Cost-Improvement Strategies / Cosflmprdvement Sources Practical Guidelines for Supervisors 50 Posttest 50 \ Key Concepts to Remember 51 Reading Comprehension 51 Self-Assessment: How Good Are Your Planning Skills? 52 Skill Development: Goal Setting 53 Role Play: Responding to a Rumor 54 Cases for Analysis/ 55 Case 5: The Disorganized Shipping Dock 55 Case 6: Cora/Goals 57 Case 7: TJ^High-Flying Sales Staff 57

3 Chapter 3 Problem Solving and Managing Information 59 Problems: Cause and Effect / Systematic Problem Solving / Decision Making: Rational and Intuitive / Using Creativity to Solve Problems / Information as Raw Material Practical Guidelines for Supervisors 79 Posttest 79 Key Concepts to Remember 80 Reading Comprehension 80 Self-Assessment: How Good Are Your Problem-Solving Skills? 81 Skill Development: Analyzing the Potential for Open-Book Management 82 Group Exercise: Problem Solving 83 Cases for Analysis 84 Case 8: The Big Cookie Burnout 84 Case 9: The Uncertain Reduction in Force 86 Case 10: The Blue Jeans MIS 87 Part Three Organizing, Staffing, and Training Chapter 4 Organizing an Effective Department 88 Organizing for Effectiveness / Types of Organizational Structures / Authority, Responsibility, and Accountability / Delegation for Leverage / Relating Structure to Culture Practical Guidelines for Supervisors 109 Posttest 109 Key Concepts to Remember 110 Reading Comprehension 110 Self-Assessment: How Good Are Your Organizational Skills? Skill Development: Determining the Appropriate Span of Control 112 Role Play: Delegation 113 Cases for Analysis 114 Case 11: The Overworked Chorus Director 114 Case 12: The New Quality Control Department 114 Case 13: Margaret's Delegation Decisions 115 Chapter 5 Staffing with Human Resources 117 Forecasting Workforce Requirements / The Staffing Process / Interviewing Job Candidates / Making the Selection Decision and Conducting Orientation Training / Minimizing the Potential for Absences and Turnover Practical Guidelines for Supervisors 134 Posttest 135 ' - Key Concepts to Remember 136 Reading Comprehension 137 Self-Assessment: How Good Are Your Selection Skills? 137 ( Skill Development: Interviewing Prospective Employees 139 F Group Exercise: Evaluating Orientation Programs 139 F Ill vi

4 Cases for Analysis 140 Case 14: The Biased Interview 140 Case 15: Who's the Best? 142 Case 16: The Superior Job Candidate 143 Chapter 6 Training and Developing Employees 144. Training: Process and Purpose / A Training Partnership / Factors in Learning / Training Methods and Aids / Obtaining Results from Training Practical Guidelines for Supervisors 163 Posttest 163 Key Concepts to Remember 164 Reading Comprehension 164 Self-Assessment: How Good Are Your Training Skills? 165 Skill Development: Identifying Barriers to Transfer of Training 166 Role Play: Determining the Costs and Benefits of Training 167 Cases for Analysis 168 Case 17: From Theory to Practice 168 Case 18: The New Telephone Procedure ' Case 19: It Sounds Good, But Will They Use It? 169 Part Four Leading the Workforce Chapter 7 Leadership Skills, Styles, and Qualities 171 Leadership Defined / Leadership Assumptions and Trust / Leadership Styles and Concepts / Selecting an Appropriate Style / Leaders and Followers Practical Guidelines for Supervisors 18,7 Posttest 188 Key Concepts to Remember 189 Reading Comprehension 189 Self-Assessment: How Good Are Your Leadership Skills? 190 Skill Development: Leadership Skills and Qualities 191 Role Play: Leadership Skills 192 Cases for Analysis 193 Case 20: The New Supervisor of Nurses 193 Case 21: The Experienced Transferees 194 y Case 22: Joe's "Pretty Good" Diner 195 Chapter 3 Effective Employee Communication 197 The Communication Process / Methods of Communication / Nonverbal Communication / Communication Guidelines / Orders, Instructions, and Requests Practical Guidelines for Supervisors 217 Posttest 217 vii

5 Key Concepts to Remember 218 Reading Comprehension 218 Self-Assessment: How Good Are Your Communication Skills? 219 Skill Development: Listening Skills 220 Role Play: Are You Listening? 221 Cases for Analysis 222 Case 23: The Man Who Wouldn't Move 222 Case 24: Now That I've Got It, What Do I Do with It? 224 Case 25: Modifying the Method 224 Part Five Motivating Employees to Perform Chapter 9 Understanding and Motivating People at Work 226 The Importance of Individuality / A Powerful Pattern of Motivation / Satisfaction and Dissatisfaction / Achievement, Expectancy, and Equity / Motivation and Rewards / Motivation in the Work Itself Practical Guidelines for Supervisors 242 Posttest 243 Key Concepts to Remember 244 Reading Comprehension 244 Self-Assessment: How Good Are Your Motivational Skills? 245 Skill Development: Using Motivational Concepts 246 Group Exercise: Motivational Debate 247 Cases for Analysis 248 Case 26: The Conflicting Coffee Breaks 248 Case 27: Putting Maslow into Practice 249 Case 28: The "Disposable" Workforce 250 Chapter 10 Counseling and Performance Management 252 Problem Performers / Employee Counseling / Reducing Absenteeism / The Problems of Substance Abuse and Illness / Performance Management / Administrative Guidelines Practical Guidelines for Supervisors 273 Posttest 273 Key Concepts to Remember 274 Reading Comprehension 275 Self-Assessment: How Good Are Your Counseling and Performance Management Skills? 275 Skill Development: Counseling 276 Group Exercise: Performance Management 277 Cases for Analysis 278 Case 29: The Irrational Documents Clerk 278 Case 30: A Difference of Opinion 279 Case 31: She's a Charmer, But Case 32: "That Was the Week That Was" 280 viii

6 Part Six Controlling Chapter 11 Control: Monitoring and Improving Results 282 A Dual Role / Control Standards / The Control Process and its Targets / Quality and the Supervisor / Handling Employee Resistance Practical Guidelines for Supervisors 298 Posttest 299 Key Concepts to Remember 300 Reading Comprehension 300 Self-Assessment: How Good Are Your Controlling Skills? 301 Skill Development: Self-Control Skills 302 Role Play: Implementing Controls 303 Cases for Analysis 304 Case 33: The Overworked Copying Machine 304 Case 34: Seven Situations Under Control 306 Case 35: The Hard-to-Meet Quality Standards 307 Case 36: The Wayward Bus Line 308 Chapter 12 Appraising Employee Performance 310 Purposes of Appraisal / Factors and Format / The Appraisal Interview / Special Considerations / Legal, Financial, and Ethical Aspects Practical Guidelines for Supervisors 329 Posttest 330 Key Concepts to Remember 331 Reading Comprehension 331 Self-Assessment: How Good Are You'r Performance Feedback Skills? 332 Skill Development: Employee Appraisal Skills 333 Role Play: Performance Appraisal 334 Cases for Analysis 335 Case 37: The Downgraded Performance Appraisal 335 Case 38: Polishing the Halo 336 Case 39: Betty's Carpet-Cleaning Service 337 Case 40: The Dissatisfied Mechanic 338 Part Seven Contemporary Concerns of Supervision Chapter 13 Managing Groups, Building Teams, and Resolving Conflicts 340 Group Dynamics / Group Participation / Developing Cooperative Teams / Resolving Conflict in Groups / Securing Cooperation Practical Guidelines for Supervisors 361 Posttest 361 Key Concepts to Remember 362 Reading Comprehension 362 Self-Assessment: How Good Are Your Team and Conflict-Management Skills? 363 ix

7 Skill Development: Group Meeting Skills 364 Role Play: Resolving Conflict 365 Cases for Analysis 366 Case 41: Problems, Problems Everywhere! 366 Case 42: Tell Them to Lay Off Me! 368 ' Case 43: Inviting Participation 368 Chapter 14 Managing a Diverse Workforce 370 A Diverse Workforce / The Legal Basis / Women in the Workplace / Younger and Older Workers / Special Problems in a Changing Environment Practical Guidelines for Supervisors 390 Posttest 390 Key Concepts to Remember 391 Reading Comprehension 392 Self-Assessment: How Good Are Your Diversity Management Skills? 392 Skill Development: Diversity Management Improvement 394 Role Play: Dealing with Diversity 395 Cases for Analysis 396 Case 44: Jackrabbit Jokers 396 Case 45: Upward on Cannery Row 397 Case 46: Banking Jobs for All Ages 398 Chapter 15 The Supervisor's Role in Employee Safety and Health, and Labor Relations 400 Safety at Work / OSHA's Mandated Safety Standards / Accident Prevention: The Basics / Labor Unions and Labor Law / Collective Bargaining and Grievances Practical Guidelines for Supervisors 422 Posttest 423 Key Concepts to Remember 424 Reading Comprehension 425 Self-Assessment: How Good Are Your Safety and Labor-Relations Management Skills? 425 Skill Development: Safety and Labor-Relations Management Improvement 426 Role Play: Making Task Assignments 427 Cases for Analysis 430 Case 47: Their Aching Backs 430 Case 48: Mary's Pinched Ring Finger 431 Case 49: Nine Who Did Wrong 431 Part Eight Appendixes Appendix A Overall Self-Assessment and Personal Development Plan 433 Appendix B Your Career in Supervision and Management 436 Glossary of Terms 458 Photo Credits 465 Index 466 x