Supervision: Concepts and Skill-Building, 11th Edition
- Length: 576 pages
- Edition: 11
- Language: English
- Publisher: McGraw Hill
- Publication Date: 2021-02-19
- ISBN-10: 126068296X
- ISBN-13: 9781260682960
- Sales Rank: #1942250 (See Top 100 Books)
Supervision: Concepts and Skill-Building helps students learn what it takes to be a successful supervisor in today’s complex work world. The focus of this new edition continues the tradition of presenting useful tools and solutions for meeting present-day supervision challenges. In addition, the 11th edition furnishes students with an even richer mix of real-life examples that illustrate how modern supervisors handle contemporary problems. Carefully studying proven supervision concepts and their relationship to real-world, practical examples throughout this text will greatly enhance a student’s chances of gaining success and personal rewards as a supervisor.
Cover Title Copyright Dedication About the Author Preface Connect Brief Contents Contents Part One: What Is a Supervisor? Chapter 1: Supervision: Tradition and Contemporary Trends Supervision: A Historical Perspective Supervisors Should Focus on Efficiency Supervisors Should Focus on Functions to Be Performed Supervisors Should Focus on People Types of Supervisory Skills Classic Understanding of Management Skills Modern View of Management Skills Supervising a Diverse Workforce Opportunities and Challenges Subtle Discrimination General Functions of the Supervisor Planning Organizing Staffing Leading Controlling Relationships among the Functions Responsibilities of the Supervisor Types of Responsibilities Responsibilities and Accountability Becoming a Supervisor Preparing for the Job Obtaining and Using Power and Authority Characteristics of a Successful Supervisor About This Book Part One: Concepts Summary Key Terms Review and Discussion Questions Notes Part Two: Skill-Building Meeting the Challenge Problem-Solving Case: Refereeing the Referees of the Atlantic Coast Conference Assessing Yourself: Is Supervising Right for You? Class Skills Exercise: Recognizing Management Skills Building Supervision Skills: Defining Your Role as Supervisor Building Supervision Skills: Leading a Team Chapter 2: The Supervisor as Leader Characteristics of a Successful Leader Leadership Theories Democratic vs. Authoritarian Leadership The Managerial Grid Contingency Theories of Leadership Servant Leadership Entrepreneurial Leadership Approaches to Leadership Choosing a Leadership Style Leader Relationships Supervisors’ Relationships with Their Employees Supervisors’ Relationships with Their Managers Supervisors’ Relationships with Their Peers Part One: Concepts Summary Key Terms Review and Discussion Questions Notes Part Two: Skill-Building Meeting the Challenge Problem-Solving Case: Leadership Training on the Program at Insight Communications Assessing Yourself: Could You Be a CEO? Class Skills Exercise: Practicing Leader Relations Principles Building Supervision Skills: Leading a Team Part Two: Modern Supervision Challenges Chapter 3: Groups, Teams, and Powerful Meetings Reasons for Joining Groups Groups in the Workplace Functional and Task Groups Formal and Informal Groups Teamwork in an Organic Organization Getting the Group to Work with You Characteristics of Groups Roles Norms Status Cohesiveness Size Homogeneity Effectiveness Teams Stages of Team Development Benefits of Teamwork Leading the Team Powerful Meetings Reasons for Meetings Formal versus Informal Meetings Preparing for a Meeting Conducting a Meeting Overcoming Problems with Meetings Part One: Concepts Summary Key Terms Review and Discussion Questions Notes Part Two: Skill-Building Meeting the Challenge Problem-Solving Case: Fitting in with an Established Team Assessing Yourself: How Do You Communicate as a Team Leader? Class Skills Exercise: Leading a Meeting Building Supervision Skills: Evaluating Team Performance Chapter 4: Corporate Social Responsibility, Ethics, and Sustainability Fundamentals of Corporate Social Responsibility The Davis Model of Corporate Social Responsibility Ethics in the Workplace Benefits of Ethical Behavior Challenges to Ethical Behavior Differing Measures of Ethical Behavior Code of Ethics: An Example at Coca-Cola Integrity Policy: GE’s Citizenship Ethical Behavior of Supervisors Making Ethical Decisions Supervising Unethical Employees Treatment of Whistle-Blowers Sustainability Sustainable Organizations Achieving Sustainability Part One: Concepts Summary Key Terms Review and Discussion Questions Notes Part Two: Skill-Building Meeting the Challenge Problem-Solving Case: Flint’s Avoidable Water-Quality Disaster Assessing Yourself: How Ethical Is Your Behavior? Class Skills Exercise: Supervising Unethical Employees Building Supervision Skills: Decision Making Chapter 5: Managing Diversity What Is Diversity? A Look at Our Diversity Challenges to Working in a Diverse Society Prejudice and Discrimination Stereotypes Sexism Ageism Accommodation of Disabilities Implications for the Supervisor Advantages of Diversity Communication Diversity Training Legal Issues Part One: Concepts Summary Key Terms Review and Discussion Questions Notes Part Two: Skill-Building Meeting the Challenge Problem-Solving Case: Uber and EEOC Settle Sexual Harassment Investigation Assessing Yourself: Avoiding Unconscious Bias Class Skills Exercise: Managing Diversity Building Supervision Skills: Providing Employee Orientation Part Three: Functions of the Supervisor Chapter 6: Reaching Goals: Plans and Controls Planning in Organizations Objectives Policies, Procedures, and Rules Action Plans Contingency Planning Management by Objectives The Supervisor as Planner Providing Information and Estimates Allocating Resources Involving Employees Planning with a Team Updating Objectives The Supervisor as Controller The Process of Controlling Types of Control Tools for Control Characteristics of Effective Controls Timeliness Cost Effectiveness Acceptability Flexibility Part One: Concepts Summary Key Terms Review and Discussion Questions Notes Part Two: Skill-Building Meeting the Challenge Problem-Solving Case: City of Everett Bets Big on Green Buses Assessing Yourself: Are You a Planner? Class Skills Exercise: Setting Goals Building Supervision Skills: Controlling a Yacht-Making Operation Chapter 7: Organizing and Authority The Structure of the Organization Organization Charts Types of Structures Job Descriptions Authority Line, Staff, and Functional Authority Centralized and Decentralized Authority Power, Responsibility, and Accountability The Process of Organizing Define the Objective Determine the Needed Resources Group Activities and Assign Duties Principles of Organizing Parity Principle Unity of Command Chain of Command Span of Control Delegating Authority and Responsibility Benefits of Delegating Empowerment The Process of Delegating Reluctance to Delegate Part One: Concepts Summary Key Terms Review and Discussion Questions Notes Part Two: Skill-Building Meeting the Challenge Problem-Solving Case: What Went Wrong at Volkswagen? Assessing Yourself: Do You Delegate? Class Skills Exercise: Networking Building Supervision Skills: Delegating Chapter 8: Problem Solving, Decision Making, and Creativity The Process of Decision Making The Rational Model Human Compromises Guidelines for Decision Making Consider the Consequences Respond Quickly in a Crisis Inform the Manager Be Decisive yet Flexible Avoid Decision-Making Traps Tools for Decision Making Probability Theory Decision Trees Computer Software Group Decision Making Advantages and Disadvantages Using Group Decision Making Creativity Thinking More Creatively Establishing and Maintaining a Creative Work Climate Overcoming Barriers to Creativity The Scientific Method in Decision Making Part One: Concepts Summary Key Terms Review and Discussion Questions Notes Part Two: Skill-Building Meeting the Challenge Problem-Solving Case: What Makes a Work Environment Creative? Assessing Yourself: How Creative Are You? Class Skills Exercise: Solving Problems Individually and in Teams Building Supervision Skills: Learning from Mistakes Chapter 9: Ensuring High Quality and Productivity Consequences of Poor Quality Limited Resources Higher Costs Types of Quality Control Product Quality Control Process Control Methods for Improving Quality Statistical Quality and Process Control Zero-Defects Approach Employee Involvement Teams Six Sigma Lean Enterprise Philosophy Total Quality Management Quality Standards Guidelines for Quality Control Prevention versus Detection Standard Setting and Enforcement The Productivity Challenge Trends in Productivity in the United States Constraints on Productivity Measuring Productivity Improving Productivity Use Budgets Increase Output Improve Methods Reduce Overhead Minimize Waste Regulate or Level the Work Flow Install Modern Equipment Train and Motivate Employees Minimize Tardiness, Absenteeism, and Turnover Employee Fears about Productivity Improvement Part One: Concepts Summary Key Terms Review and Discussion Questions Notes Part Two: Skill-Building Meeting the Challenge Problem-Solving Case: At Pal’s, Quality Is All about Service Assessing Yourself: Test Your Personal Productivity Class Skills Exercise: Defining and Measuring Quality of Service Building Supervision Skills: Improving Performance Part Four: Skills of the Supervisor Chapter 10: Communication: Theory and Modern Media How Communication Works The Communication Process Hearing versus Listening Communicating Effectively Communicate from the Receiver’s Viewpoint Learn from Feedback Use Strategies for Effective Listening Be Prepared for Cultural Differences Barriers to Communication Information Overload Misunderstandings Biases in Perception Types of Messages Nonverbal Messages Verbal Messages Modern Media and Message Types Choosing the Most Effective Message Type Communicating in Organizations Direction of Communication Formal and Informal Communication Gossip and Rumors Part One: Concepts Summary Key Terms Review and Discussion Questions Notes Part Two: Skill-Building Meeting the Challenge Problem-Solving Case: Facebook Answers Employees’ Questions with a Chatbot Assessing Yourself: Are You an Effective Listener? Class Skills Exercise: Communicating Effectively Building Supervision Skills: Interpreting Communications Chapter 11: Motivating Employees How Does Motivation Work? Content Theories Process Theories Motivation Theories and the Law Money as a Motivator When Money Motivates Pay Plans Using Financial Incentives Secrecy of Wage and Salary Information How Supervisors Can Motivate Moving Toward Theories Y and Z Making Work Interesting Having High Expectations Providing Rewards That Are Valued Relating Rewards to Performance Treating Employees as Individuals Encouraging Employee Participation Providing Feedback Part One: Concepts Summary Key Terms Review and Discussion Questions Notes Part Two: Skill-Building Meeting the Challenge Problem-Solving Case: Motivating Employees at Tec de Monterrey Assessing Yourself: What Motivates You? Class Skills Exercise: Learning What Motivates Workers Building Supervision Skills: Developing Motivational Methods Chapter 12: Employee Challenges: Counseling and Discipline Challenges Requiring Special Action Absenteeism and Tardiness Insubordination and Uncooperativeness Alcohol and Drug Abuse Workplace Violence Theft of Money, Goods, Time, and Information Social Media Behavior Counseling Benefits of Counseling Appropriate Times to Counsel Counseling Techniques Discipline Administering Discipline Positive Discipline Self-Discipline Troubled Employees Identifying the Troubled Employee Confronting the Troubled Employee Aid in and Evaluation of Recovery Sources of Support Part One: Concepts Summary Key Terms Review and Discussion Questions Notes Part Two: Skill-Building Meeting the Challenge Problem-Solving Case: Suspension of a Sportcaster Assessing Yourself: Can You Distinguish between Discipline and Punishment? Class Skills Exercise: Evaluating Disciplinary Action Building Supervision Skills: Handling Performance Problems Chapter 13: Managing Time and Stress Time Management Understanding How You Use Time Planning Your Use of Time Controlling Time Wasters Stress Management Causes of Stress Consequences of Stress Personal Stress Management Organizational Stress Management A Word about Personality Part One: Concepts Summary Key Terms Review and Discussion Questions Notes Part Two: Skill-Building Meeting the Challenge Problem-Solving Case: Do Supervisors Need “Freedom” to Manage Their Time? Assessing Yourself: How Well Do You Use Technology to Manage Time? Class Skills Exercise: Using Time Wisely Building Supervision Skills: Managing Time and Stress Chapter 14: Managing Conflict, Change, and Politics Conflict Positive and Negative Aspects of Conflict Types of Conflict Managing Interpersonal Conflict Strategies Initiating Conflict Resolution Responding to a Conflict Mediating Conflict Resolution Change in the Workplace Sources of Change Resistance to Change Implementing Change Proposing Change Organizational Politics and Power Sources of Power Types of Power Political Strategies Building a Power Base Establishing a Competitive Edge Socializing Part One: Concepts Summary Key Terms Review and Discussion Questions Notes Part Two: Skill-Building Meeting the Challenge Problem-Solving Case: National Conflict Resolution Center Helps Find Win–Win Solutions Assessing Yourself: What Is Your Conflict-Handling Style? Class Skills Exercise: Resolving Conflict Building Supervision Skills: Exercising Power to Bring about Change Part Five: Supervision and Human Resources Chapter 15: Selecting Employees Roles in the Selection Process Selection Criteria Recruitment Looking Inside the Organization Looking Outside the Organization The Selection Process Screening Employment Applications and Résumés Interviewing Candidates Administering Employment Tests Conducting Background and Reference Checks Making the Selection Decision Requesting a Physical Examination Legal Issues Antidiscrimination Laws Workplace Accessibility Immigration Reform and Control Act Purpose of Employee Selection Laws Part One: Concepts Summary Key Terms Review and Discussion Questions Notes Part Two: Skill-Building Meeting the Challenge Problem-Solving Case: Wanted by Honda: Engineers Who Love Small-Town Living Assessing Yourself: Would You Hire You? Class Skills Exercise: Preparing to Interview Job Candidates Building Supervision Skills: Interviewing and Selecting New Employees Chapter 16: Providing Orientation and Training Orientation of New Employees Benefits of Orientation The Supervisor’s Role Orientation Topics Orientation Methods Training The Training Cycle Assessment of Training Needs Types of Training Coaching to Support Training Evaluation of Training Part One: Concepts Summary Key Terms Review and Discussion Questions Notes Part Two: Skill-Building Meeting the Challenge Problem-Solving Case: Training Employees for Emergency Response Assessing Yourself: Could You Coach Someone? Class Skills Exercise: Being a Trainer Building Supervision Skills: Orienting a New Team Member Chapter 17: Appraising Performance Purposes of Performance Appraisal A Systematic Approach to Appraising Performance The Appraisal Process What to Measure in an Appraisal EEOC Guidelines Performance Appraisals and Pay Reviews Types of Appraisals Graphic Rating Scales Paired-Comparison Approach Forced-Choice Approach Essay Appraisal Behaviorally Anchored Rating Scales (BARS) Checklist Appraisal Critical-Incident Appraisal Work-Standards Approach Management by Objectives (MBO) Assessments by Someone Other Than the Supervisor Sources of Bias The Performance Appraisal Interview Purpose of the Interview Preparing for the Interview Conducting the Interview Part One: Concepts Summary Key Terms Review and Discussion Questions Notes Part Two: Skill-Building Meeting the Challenge Problem-Solving Case: Appraising Millennials Assessing Yourself: How Well Do You Accept Evaluations? Class Skills Exercise: Developing a Performance Evaluation System Building Supervision Skills: Designing an Appraisal for Superiors Appendix A Supervision Laws: Health and Safety, Labor Relations, Fair Employment Appendix B The Supervisor’s Career Path: Finding a Career That Fits Glossary Index
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