Brief Contents
Part 1: Supervisory Management Overview
1 The Supervisory Challenge
2 The Managerial Functions
3 Communication: The Vital Link in Supervisory
Management
4 Motivational Principles as Applied to
Supervision
5 Leadership and Delegation: Supervisory
Strategies for Getting Work Done
Part 1 Cases
Part 2: Planning
6 Decision Making and the Supervisor
7 Essentials of Planning
8 Supervisory Planning and Time Management
Part 2 Cases
Part 3: Organizing
9 Principles of Organizing
10 Supervisory Organizing at the Departmental
Level
11 Meetings, Committees, and Leading Meetings
12 The Labor Union and the Supervisor
Part 3 Cases
Part 4: Staffing
13 The Supervisor and Employee Recruitment,
Selection, Orientation, and Training
14 Performance Appraisal and Managing the
Outcomes of Performance Appraisal
Part 4 Cases
Part 5: Leading
15 Supervisory Leadership and the Introduction of
Change
16 Building Effective Work Teams and
Maintainmg Morale
17 Supervising Diversity
18 Resolving Conflicts in the Workplace
Part 5 Cases
Part 6: Controlling
19 Fundamentals of Controlting
20 Positive Discipline
Part 6 Cases
Appendix: Partial Listing of Federal Employment
Legislation That Impacts Supervisors
Glossary
Endnotes
Index
Photo CreaIts
PARTl
SUPERVISORY MANAGEMENT OVERVIEW
Chapter 1 The Supervisory Challenge
Why Would Anyone Want to Be a Supervisor?
Historical Perspective
Scientific Management The Functional Approach Human Relations/Behavioral School
Quantitative Approach
Factors and Trends Afferting the Role of the Supervisor
Population and Workforce Growth The Aging of America Women in the Workforce
and Related Issues Growth of Racial Minorities in the Workforce Greater
Opportunities for Women and Minorities Educational Preparation Uccuparional
and Industry Trends Changing Technology and Business Conditions Global
Challenges Work Scheduling and Employment Conditions Ethical Issues and
Corporate Culture Other Governmental and Societal Issues Empowerment and
Employee Participation in Decision Making
Supervision: A Professional Perspertive
Chapter 2 The Managerial Functions
The Person in the Middle
Managerial Skills Make the Difference
The Need for Technical Competence in Supervision Managerial Skills Can Be Learned
and Developed Benefits from Better Supervisory Management
Functions of Management
The Managerial Functions Are the Same in All Managerial Positions Managerial
Funcrions Relative to Time and Position
The Supervisor as Team Leader
Managerial Authority
Avoiding Reliance on Managerial Authority Delegating Authority
Coordination
Cooperarion as Related to Coordination Attaining Coordination
Getting into Supervision
Chapter 3 Communication: The Vital Link in Supervisory Management
Need for Effective Communication
Effective Communication Requires a Two-Way Exchange Effective Communication
Means Better Supervision
Channels of the Communication Network
Formal Channels Informal Channels-The Grapevine
Hethods of Communication
Behavior Is Communication Oral and Written Communication A Picture Is Worth
a Thousand Words
Barriers to Effective Communication
Language and Vocabulary Differences Status and Position Resistance to Change
or New Ideas Perceptual Barriers Insensitive Words and Poor Timing
Overcoming Barriers to Effective Communication
Preparation and Planning Using Feedback ; Direct and Clear Language A Calm
Atmosphere Taking Time and Effort to Listen RepetitionofMessages Reinforcing
Words with Action
Chapter 4 Motivational Principles as Applied to Supervision
Determinants of Human Behavior
Determinants of Personality Recognizing Human Differences and Similarities
Understanding Motivation and Human Behavior
The Hierarchy of Needs (Maslow) Applicarion of the Needs Theories to Supervisory
Management Negative Employee Motivation and Frustration Motivation-Hygiene
Theory Application of Herzberg's Theory to Supervision Expectancy Theory
Comparing Theory X and Theory Y
McGregor's Theory X and Theory Y
Supervisory Approaches for Attaining Positive Employee Motivation
Broadening the Scope and Importance of Each Job Job Redesign Participative
Management
Chapter 5 Leadership and Delegation: Supervisory
Strategies for Getting Work Done
Leadership: The Core of Supervisory Management
The Test of Supervisory Leadership Leadership Can Be Developed Effective
Supervisory Leadership as a Dynamic Process
Contemporary Thoughts on Leadership
Leadership Theories
Understanding Managerial Authority
Origin of Formal Authority The Acceptance Theory of Authority Limitations to
Authority
Power-The Ability to Influence Others
The Process of Delegation
Assigning Duties Granting Authority Creating Responsibility Supervisory
Accountability Cannot Be Delegated
Delegation by the Supervisor
Reasons for Lack of Supervisory Delegation Benefits from Supervisory Delegation
General Versus Autocratic Supervision
General Supervision Advantages of General Supervision Autocratic (Authoritarian)
Supervision The Proper Balance of Delegation
Part 1 Cases
Case 1-1 The Opportunity of a Lifetime?
Case 1-2 The Socializing Team Leader
Case 1-3 Supervisory Humor
Case 1-4 The Picnic Conversation
Case 1-5 Romance on the Assembly Line
Case 1-6 To Accept or Not to Accept?
Case 1-7 The Troubled Technician
Case 1-8 Abusive Rumors
Case 1-9 At Last I'll Be in Charge
PART2
PLANNING
Chapter 6 Decision Making and the Supervisor
The Importance of Decision-Making Skills to Supervisors
Types of Decisions
The Decision-Making Process
Step 1. Define the Problem Step 2: Analyze the Problem: Gather Facts and Information
Step 3: Establish Decision Criteria Step 4: Develop Alternatives Step 5:
Evaluate the Alternatives Step 6: Select the "Best" Alternative Step 7: Follow
Up and Appraise the Results
Time Impacts the Decision-Making Process
Chapter 7 Essentials of Planning
Management Functions Begin with Planning
The Strategic-Planning Process and Visioning
All Managerial Levels Perform the Planning Function
Planning Periods
Better Planning Means Better Resource Utilization
Planning for Quality Improvement
Organizational Goals and Objectives
Management by Objectives-A System for Participative Management
Why Use Management by Objectives? A Step-by-Step Model MBO Facilitates
Better Planning and Coordinarion of Efforts
Standing Plans
Policies Procedures Methods Rules
Single-Use Plans
Budgets Programs and Projects
Planning Tools
Planning Inventory Scheduling and Project Planning
Chapter 8 Supervisory Planning and Time Management
Supervisory Forecasting
Supervisory Concerns in Forecasting Forecasting Means Readiness for Change
Supervisory Planning: Tactical Strategies
Timing Alternatives Target Dates and Deadlines Responses to Organizational
Change Gaining Reciprocity
Supervisory Planning for Use of Resources
Efficient Use of Space Utilization of Other Major Physical Resources Improvement
in Work Procedures and Methods Use and Security of Materials, Supplies, and
Merchandise Safe Work Environment Employee Work Schedules Full
Utilization of Human Resources
Time Management
Managing Time Means Reducing Stress Classifying Duties with a Time-Use Chart
Overcoming Time Wasters by Setting Priorities Tools of Time Management Time
for Creative and Innovative Thinking
Part 2 Cases
Case 2-1 Ethical Expense Reporting
Case 2-2 A Shortage of Policies
Case 2-3 Interpreting Funeral-Leave Policy.
Case 2-4 Conflict with the Nepotism Policy
Case 2-5 The Snow Day Stir
Case 2-6 Objections to Free Coffee and Beverages
Case 2-7 Go Home, Bob
Case 2-8 The Busy Manager
PART3
ORGANlZlNG
Chapter 9 Principles of Organizing
Organizing as an Essential Managerial Function
Unity of Command and Authority Relationships
The Span of Management Principle
Factors Influencing the Span of Management Weighing the Factors How
Managerial Levels and Span of Management Are Related
Departmentation
Approaches to Departmentation Work Assignments and Organizational Stability
Line and Staff Authority Relationships and Organizational Structures
Line and Staff as Authority Relationships Line-Type Organizational Structure
Line-and-Staff Type Organizational Structure Supervisory Relationships with the
Human Resources Department
Ihe Role of Functional Authority
Ihe Matrix-Type Organizational Structure
Orgamzational Principles in an Era of Organizational Downsizing
Chapter 10 Supervisory Organizing at the Departmental Level
Supervisory Organizing for Employee Empowennent
Delegation, Decentralization, and Recentralization
Achieving Decentralization When Recentralizarion Is Appropriate
Developing Understudies as a Way of Delegating
Why Have an Understudy? Selecting an Understudy Developing the Understudy
Encouraging the Reluctant Understudy
Planning the "Ideal" Departmental Structure
Organizational Tools and Their Application
Departmental Organization Charts Organization Manuals Job Descriptions and
Job Specifications
Infonnal Organization
The Informal Organization and the Supervisor Supervising and Informal Work Group
Leaders
Chapter 11 Neetings, Committees, and Leading Meetings
The Need for Meetings and Committees in an Electronic Age
The Supervisor's Role in Calling and Leading Meetings
Types of Meetings
Benefits from Meetings Limitations of Meetings
Committees: Types, Composition, and Size
Permanent (Standing) Committees Temporary (Ad Hoc) Committees Membership
and Size of a Committee
Leading Effective Problem-Solving Meetings
The Chairperson and Teamwork Conducting Meetings: The Role of the Chairperson
Chapter 12 The Labor Union and the Supervisor
Labor Unions Are Still Part of Supervisory Organizational Concems
The Labor Relations Framework and the Supervisor
Understanding Employee Efforts to Unionize
Union Security Arrangements
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 Applying the Labor Agreement,
The Shop Steward and the Supervisor
The Shop Steward's Rights and Duties Supervisory Relations with the Shop Steward
Part 3 Cases
Case 3-1 The Customer's Son
Case 3-2 The Interfering Administrarive Assistant
Case 3-3 Reorganization Woes
Case 3-4 A Complicated State of Affairs
Case 3-5 Trick or Treat?
Case 3-6 Unwanted Help
Case 3-7 Sanders Supermarkets Store #32: Why Have Another Meeting?
Case 3-8 Can the Company Avoid Unionization?
Case 3-9 What Is "Reasonable Time" for the Shop Steward?
Case 3-10 Different Hours and Rules for Union and Nonunion Employees
Case 3-11 Mistaken Overtime Work
PART4
SIAFFIMG
Chapter 13 The Supervisor and Employee Recruitment
Selection, Orientation, and Training
The Staffing Function and the Human Resources Department
Balancing Authority Human Resources Staff Advice and Supervisory Decisions
Preparing to Fill Staffing Needs
Determining the Need for Employees Developing Job Descriptions and Job
Specificarions Determining How Many to Hire Assistance in Recruitment and
Selection Supervisors Interview and Decide
The Selection Process
Basic Approaches to Interviewing Preparation for an Employee Selection Interview
Conducting the Employee Selection Interview Avoiding Pitfalls in Selection Interviewing
and Evaluation Closing the Interview Post-Interview Evaluation Form The
Hiring Decision
Orientation of New Employees
Using a Checklist Discussing the Organization Being Supportive
Training and Development
On-the-Job Training Off-the-Job Training Ongoing Development of Employees
The Supervisory Role in Employee Development, Supervisory Training and Career
Development
Chapter 14 Performance Appraisal and Managing
the Outcomes of Performance Appraisal
Employee Perfonnance Appraisal
The Supervisor's Responsibility for Performance Appraisal Timing of Appraisals
Advantages of a Formal Appraisal System
The Perfonnance Appraisal Process
Completing a Written Appraisal Form The Appraisal Meeting
Managing the Outcomes of Perfonnance Appraisal: Coaching
Managing the Outcomes of Perfonnance Appraisal: Promoting Employees
Promotion from Within Modifying a Promotion-from-Within Policy Criteria for
Promotion from Within
Managing the Outcomes of Perfonnance Appraisal: Compensation
The Supervisor's Role in Compensation Decisions Employee Incentives Employee
Benefits
Part 4 Cases
Case 4-1 An Ethical Selecrion Dilemma
Case 4-2 Harry Brown's Delicate Choice
Case 4-3 From Part Time to Full Time?
Case 4-4 The Stress Interview Approach
Case 4-5 Sanders Supermarkets Store #21: Orientation of a New Employee
Case 4-6 Feelings of Dernotion
Case 4-7 Sanders Supermarkets Store #13: Who Should Be Promoted to Head Stock Clerk?
Case 4-8 What Do l Say to Him?
Case 4-9 The New Group Leader k Surprised
Case 4-l0 AlDS Phobia
Case 4-11 The Roundabout Raise
Case 4-1 2 The Altered Suggestiop
Case 4-l3 What Do l Need to Do to Become a Supervisor?
PART5
LEADlNG
Chapter 15 Supervisory Leadership and the Introduction of Change
The Leading Function in Supervisory Management
The Test of Leading Is in the Following
Issuing Directives and the Unity-of-Command Prindple
Characteristics of Good Supervisory Directives
Reasonable Understandable Specitic and with a Definite Time Limit
Compatible with Organizational Objectives Appropriate Tone and Wording
Explaimng Reasons for Directives
Approaches to Supervisory Leadership
Classifying Supervisory Leadership Styles Autocratic (Authoritarian) Supervision
Participative Management and General Supervision
Introducing Change
Making Change Means Supervisory Involvement Reasons for Resistance to Change
Reducing Resistance to Change Proposing Change to Higher-Level Managers
Acceptance or Rejection of Change by Higher-Level Managers
Chapter 16 Building Effective Work Teams and Maintaining Morale
Understanding Work Groups and Their Importance
Why Work Groups Form and Function
Classifications of Work Groups
Supervisory Approaches for Managing Work Groups
nsights from the Hawthorne Studies Influencing Work Groups Toward Positive Goals
Building Effective Work Teams Through Organized Participative Management Programs
Teams That Work and Don't Work Self-Directed (Self-Managed) Work Teams: The
"L'ltimate" in Teamwurk?
Understanding and Maintaining Employee Morale
Morale Shouid Be Everyone's Concern Relarionships Among Morale, Teamwork, and
Produefivitv
Factors Influencing Morale
External Facrors Internai Factors and the Superviso 's Influence
Programs for Assisting Employees with Personal and Work-Related Problems
Dealing with Workplace Violence
Assessing Employee Morale
Observing and Studying Indicators of Morale Employee Attitude Surveys
Chapter l7 Supervising Diversity
Managing Diversity Is Realistically a Bottom-Line Conccrn
Proterted-Group Employees and Supervision of Div ersity
Classificarions of Protected-Croup Employees The OUCH Test in Supervision of All
Rmplovces
Supervising Racial and Ethnic Minority Employees
Effects-ts of Previous Discriminarion Cult ura! Difterences l.anguage Difficulties
Fairness in All Supervsory Actions and Decisions
Supervising Women
Entry of Women into Many Career Fields Lssu es of Sexual Harassment and Sexual
Stcreotvping Training and Developmenr Oppor tunities Pregnancy and Family
Care Equity 'n Compensation
Supervising Employees with Disabilities
Who Is a Qualified Disabled lndividual? . Complying with the ADA Attitudes of
Supervisors and Employces
Other Proterted Groups and the Supervisor
Older Emplovees Accommodafion for Different Religious Views Vietnam-Era
and Other Veteran.
Proterted-Group Supervisors
Understanding Reverse Discrimination
Good Supervision: The Ovemding Consideration
Chapter 18 Resolving Conflicts in the Workplace
Disagreements and Conflicts Are a Part of the Workplace
Resolving Conflicts Successfully Requires Effective Communication Complaints and
Grievances in Supervision
Procedures for Resolving Grievances and Complaints
Grievance Procedures Complaint Procedures Alternative Dispute Resolution
(ADR) Procedures
The Supervisor and the Significant First Step in Resolving Complaints and Grievances
Supervisory Guidelines for Resolving Complaints and Grievances
Make Time Available Listen Patiently and with an Open Mind Distinguish Facts
from Opinions Determine the Real Issue Check and Consult Avoid Setting
Precedents Exercise Self-Control Minimize Delay in Reaching a Decision
Explain the Decision Clearly and with Sensitivity Keep Records and Documents
Do Not Fear a Challenge
Part 5 Cases
Case 5-1 Who Needs TQM?
Case 5-2 The "Theory Triple X" Manager
Case 5-3 A Group Decision Baffles the Supervisor
Case 5-4 Lunches with the Supervisor
Case 5-5 Resentment Toward the Black Supervisoi
Case 5-6 Sexual Harassment in the Accounting Office
Case 5-7 Overtime Denied to the Older Painter
Case 5-8 The Depressed Designer
Case 5-9 Affirmative Action or Reverse Discrimination?
Case 5-10 The Problem Employee
Case 5-11 Coping with a Disability and Morale
PART SIX
CONTROLLING
Chapter 19 Fundamentals of Controlling
The Supervisor's Role in Controlling
Nature of the Controlling Function Employee Responses to Controls Controlling
Should Be Forward Looking Controlling and Closeness of Supervision
Time Factor Control Mechanisms
Feedforward (Preliminary, Preventive, Anticipatory) Controls Concurrent (In-Process)
Controls Feedback (After-the-Process) Controls
Characteristics of Effective Controls
Understandable Timely Suitable and Economical Indicarional Flexible
Steps in the Control Process
Setting Standards Checking Performance Against Standards 563 Taking Corrective
Action
Budgetary Control
Cost Control and the Supervisor
Opening Up the Books for Employees to See Maintaining Cost Awareness
Responding to a Cost-Cutting Order
Other Controls
Specialized Controls Controlling and the Other Managerial Functions
Chapter 20 Positive Discipline
The Basis and Importance of Positive Discipline
Positive Employee Discipline Requires Supervisory Example
Identifying and Confronting Disciplinary Situations
Ethical Codes and Policies Rules of Conduct Confronting Disciplinary Situations
The Disdplinary Process and Just Cause
Disciplinary Action Should Have Just Cause Precautionary Questions and Measures
Practicing Progressive Disdpline
Early Stages in Progressive Discipline . Advanced Stages in Progressive Discipline
Applying the Hot Stove Rule
Advance Warning Immediacy Consistency Impersonality
Documentation and the Right to Appeal
Disdpline Without Punishment
Part 6 Cases
Case 6-1 Sanders Supermarkets Store #l6: What Happened to Control?
Case 6-2 Resistance to a Work Sampling Program
Case 6-3 Who's Telling the Truth about Quality Control?
Case 6-4 The Unsafe Pole
Case 6-5 The Speedy Stock Clerk
Case 6-6 Preferential Treatment
Case 6-7 Long Lunch Periods and the Senior Employee
Case 6-8 Under the Influence?
Case 6-9 Locker Room Theft
Case 6-10 Discharge for Striking a Student
Case 6-11 Discharge for Delivery of a Controlled Substance
Appendix: Partial Listing of Federal Employment
Legislation Ihat Impacts Supervisors
Glossary
Endnotes
Index
Photo Credits
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